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2026-03-23_Agenda Packet--Dossier de l'ordre du jour /źƷǤ ƚŅ {ğźƓƷ WƚŷƓ /ƚƒƒƚƓ /ƚǒƓĭźƌ aĻĻƷźƓŭ aƚƓķğǤͲ ağƩĭŷ ЋЌͲ ЋЉЋЏ Committee of the Whole Њ͵ /ğƌƌ Ʒƚ hƩķĻƩ Si vous avez besoin des services en français pour une réunion de Conseil communal, veuillez contacter le bureau du greffier communal au 658-2862. Each of the following items, either in whole or in part, is able to be discussed in private pursuant to the provisions of subsection 68(1) of the Local Governance Act and Council / Committee will make a decision(s) in that respect in Open Session: Ɠķ ЎʹЊЎ Ʀ͵ƒ͵Ͳ Ћ CƌƚƚƩ .ƚğƩķƩƚƚƒͲ /źƷǤ Iğƌƌ 1.1 Approval of Minutes 68(1) 1.2 Land Matter 68(1)(d) 1.3 Land Matter 68(1)(d) 1.4 Financial Matter 68(1)(c) 1.5 Land Matter 68(1)(d) Ville de Saint John Séance du conseil communal Lundi 23 mars 2026 18 h e Salle du Conseil communal, 2 étage, Hôtel de Ville Un moyen de communication électronique est utilisé lors de cette réunion. Le public peut assister à la séance en personne à la salle du Conseil ou la regarder sur le site Web de la Ville (www.saintjohn.ca) ou sur Rogers TV. Comité plénier 1. Ouverture de la séance Si vous souhaitez obtenir des services en français pour une séance du conseil municipal, veuillez communiquer avec le bureau du greffier municipal au 506 658-2862. privé en vertu des dispositions prévues au paragraphe 68 (1) de la \[ƚź ƭǒƩ ƌğ ŭƚǒǝĻƩƓğƓĭĻ ƌƚĭğƌĻ. Le conseil/comité prendra une ou des décisions à cet égard au cours de la séance publique : e 17 h 15 Clôture du comité plénier salle de conseil au 2 étage 1.1 Approbation du procèsverbal 68(1) 1.2 Question foncière 68(1)d) 1.3 Question foncière 68(1)d) 1.4 Question foncière 68(1)d) Séance ordinaire 1. Ouverture de la séance 1.1 Reconnaissance des terres 1.2 Hymne national 2. Approbation du procès-verbal 2.1 Procès-verbal du 9 mars 2026 5.1 Proposition de désignation de rue boucle Craigie lea Loop (recommandation dans le rapport) 5.2 Le Cove dans le rapport) 5.3 Enterprise (recommandation dans le rapport) 5.4 Soutien financier de la Société de développement régional Ville de Saint John P.R.O. Événement « Fun » Raising des P.R.O. Kids (recommandation dans le rapport) 5.5 Révision du plan municipal Phase 1 de la stratégie de croissance Mise à jour du lancement du projet par le conseil (Recommandation dans le rapport) 5.6 Correspondance : C. Kossatz Protection des bassins versants et de : à recevoir pour information) 6. Commentaires présentés par les membres 7. Proclamation 8. Délégations et présentations 9. Audiences publiques 9.1 Projet de modification du règlement de zonage avec le rapport du Comité 1360 Old Black ree River Road (1 et 2 lectures) 10. Étude des arrêtés municipaux 10.1 Modificat Sentier Old Lake e (3 lecture) 10.2 358 ½ e Rothesay Avenue (3 lecture) 11. Interventions des membres du conseil 11.1 Avis de motion sécurité communautaire à toutes les réunions du comité de sécurité publique «Conseiller Norton» 11.2 Avis de motion : Inscription au rôle de Turner Drake & Partners Ltd. «Conseiller Norton» 12. Affaires municipales évoquées par les fonctionnaires municipaux 12.1 DéplacementsSJ : Derniers chapitres 13. Rapports déposés par les comités 13.1 Comité des finances 2026 Bretelles de Gault Road/Manawagonish Road/Ocean Westway et Route 7 Conception de ronds-points 13.2 Comité des finances 15. Correspondance générale 16. Ordre du jour supplémentaire 17. Comité plénier 17.1 Prolongation du droit de rachat 160, avenue Thorne 17.2 , rue Kennedy 17.3 é et mis à jour Ancien site de Hilton Belyea Arena 18. Levée de la séance COMMON COUNCIL / CONSEIL COMMUNAL March 9, 2026 / le 9 mars 2026 MINUTES REGULAR MEETING COMMON COUNCIL OF THE CITY OF SAINT JOHN MARCH 9, 2026, AT 6:00 PM ND 2 FLOOR COMMON COUNCIL CHAMBER, CITY HALL An Electronic means of communication will be used at this meeting. The public may attend the meeting in person in the Council Chamber or view the meeting on the Website (www.saintjohn.ca) or on Rogers TV͵ Present: Mayor Donna Noade Reardon Deputy Mayor John MacKenzie Councillor-at-Large Gary Sullivan Councillor-at-Large Brent Harris Councillor Ward 1 Greg Norton Councillor Ward 2 Barry Ogden Councillor Ward 3 Gerry Lowe Councillor Ward 3 Mariah Darling Councillor Ward 4 Paula Radwan Councillor Ward 4 Greg Stewart Absent: Councillor Ward 1 Joanna Killen Also Present: Chief Administrative Officer (Interim) K. Fudge General Counsel M. Tompkins Chief Financial Officer (Acting) C. Lavigne Fire Chief R. Nichol Commissioner Utilities and Infrastructure Services I. Fogan Commissioner Public Works and Transportation M. Hugenholtz Commissioner Growth and Community Services A. Poffenroth Commissioner Human Resources S. Hossack City Clerk J. Taylor Deputy City Clerk A. McLennan 1. Call to Order 1 COMMON COUNCIL / CONSEIL COMMUNAL March 9, 2026 / le 9 mars 2026 1.1 Land Acknowledgement Deputy Mayor MacKenzie read aloud the Land Acknowledgement and called for a moment of reflection. is situated is the traditional territory of the Wolastoqiyik/Maliseet.The Wolastoqiyik/Maliseet along with their Indigenous Neighbours, and Friendship Treaties with the British Crown in the 1700s that protected their rights to lands 1.2 National Anthem 2. Approval of Minutes 2.1 Minutes of February 23, 2026 Moved by Deputy Mayor MacKenzie, seconded by Councillor Radwan: RESOLVED that the minutes of February 23, 2026, be approved. MOTION CARRIED. 3. Approval of Agenda Moved by Councillor Darling, seconded by Councillor Harris: RESOLVED that the agenda of March 9, 2026, with the addition of items 17.1 Lease Renewal Agreement Unirent Holdings Ltd. - 85 Charlotte Street PID 00010629; 17.2 Hayes Litigation; 17. 3 Civic Recognition Awards for 2025; and 17.4 Chief Administrative Officer Appointment, be approved. MOTION CARRIED. 4. Disclosures of Conflict of Interest No disclosures were declared. 5. Consent Agenda 5.1 RESOLVED that as recommended in the submitted report M&C 2026-045: Authorization for Work in Municipal Services Easement at Civic #388 Rothesay Avenue, the City enter into the Agreement in the form generally as attached to this M&C 2026-45 with United Way Maritimes Centraide Des Maritimes for the authorization to access and install new municipal services in an existing easement over and along properties located between Civic #382 and #388 Rothesay Avenue and identified as PIDs 55172134 and 55172142; and that the Mayor and City Clerk be authorized to execute the said Agreement and any other documents necessary to effect the transaction. 5.2 RESOLVED that as recommended in the submitted report M&C 2026-049: Fleet Replacement Procurement - March 2026, Common Council award the purchase of one (1) 100 Ft. Aerial Platform Fire Truck at a total cost of $2,971,778.35 plus HST to Techno Feu Inc. 2 COMMON COUNCIL / CONSEIL COMMUNAL March 9, 2026 / le 9 mars 2026 5.3 RESOLVED that as recommended in the submitted report M&C 2026-041: Rescheduling of Public Hearing Dates for 1360 Old Black River Road and North End Neighbourhood Plan, Common Council schedule the public hearing on Monday, March 23, 2026, at 6:30 p.m. for the Rezoning application from Gerald Laskey for 1360 Old Black River Road, PID 00340703, in the Council Chamber, City Hall 2nd floor, 15 Market Square, Saint John, NB; and that Common Council schedule the public hearing on Monday, May 4, 2026, at 6:30 p.m. for the Municipal Plan Amendment application from the City of Saint John for the North End Neighbourhood Plan in the Council Chamber, City Hall 2nd floor, 15 Market Square, Saint John, NB. 5.4 RESOLVED that as recommended in the submitted report M&C 2026-043: Regional Development Corporation Financial Support - Menahqesk Wabanaki Traditional Powwow, the City enter into the Funding Agreement for Project 20160 with the Regional Development Corporation generally in the form attached to this M&C 2026-043, for the purpose of receiving funding from RDC for the 2025 Powwow; and that the Mayor and Clerk be authorized to execute the said Funding Agreement and any other documents ancillary thereto. 5.5 RESOLVED that as recommended in the submitted report M&C 2026-037: City of Saint John Corporate Energy Management Policy Statement, Common Council approve the City of Saint John Energy Management Policy Statement attached as Appendix A. 5.6 RESOLVED that as recommended in the submitted report M&C 2026-044: 2026 Engineering Inspection Services, Council authorize staff to establish supply agreements with the six (6) consulting firms identified in the report, at the hourly rates provided in this report totaling $650,000.00 plus HST for the provision of engineering inspection services for the 2026 Capital Construction projects being designed by City staff. 5.7 RESOLVED that the submitted report M&C 2026-047: Public Information Session: Canterbury Street (Princess Street to Queen Street) Street Reconstruction - Charlotte Street (Princess Street to Queen Square North) - Water, Sanitary and Storm Sewer Renewals and Street Reconstruction, be received for information. 5.8 RESOLVED that as recommended in the submitted report M&C 2026-048: 2026 Community Grants Program and on the recommendation of the Community Grants Committee, Common Council award the successful applicants of the 2026 Community Grants Program as listed in MC 2026-048 and direct the Chief Financial Officer to facilitate payment to the successful organizations. 5.9 RESOLVED that the correspondence from D. Lewis re: Proposal for Legacy Timber Integration Spruce Lake Industrial Expansion be received for information. 5.10 RESOLVED that the correspondence from E. McElwaine re: Parking Meters be received for information. 5.11 RESOLVED that the correspondence from T. Clarke re: Parking Pan Suggestion be received for information. 5.12 RESOLVED that the correspondence from Fundy Regional Service Commission re: Authorization to Borrow for a Capital Expense be received for information. 3 COMMON COUNCIL / CONSEIL COMMUNAL March 9, 2026 / le 9 mars 2026 Moved by Deputy Mayor MacKenzie, seconded by Councillor Sullivan: RESOLVED that the recommendation set out in each consent agenda item respectively, be adopted. MOTION CARRIED UNANIMOUSLY. 6. Members Comments Members commented on various local events. 7. Proclamation 7.1 The Mayor proclaimed March 12, 2026, World Kidney Day in The City of Saint John. 8. Delegations / Presentations Moved by Councillor Stewart, seconded by Councillor Lowe: RESOLVED that Council break for a 15-minute recess. MOTION CARRIED. Council recessed from 6:15 p.m. - 6:30 p.m. The Mayor called the meeting to order at 6:30 p.m. 9. Public Hearings 6:30 p.m. 9.1 Public Hearing for Street Closure for Portion of Old Lake Trail (1st and 2nd Reading) General Counsel M. Tompkins provided an introduction. Manager Real Estate C. Langille provided an overview of the application to close a portion of Old Lake Trail. The Mayor called the Public Hearing to Order. The Mayor called for members of the public to speak against the proposal with the following presenting: Anne Bennett Key comments expressed included: Not opposed but wanted to inquire on status of their email correspondence requesting a clearer image of the diagram; stated questions had been addressed with staff presentation The Mayor called for members of the public to speak in favour of the proposal with the following presenting: Oliver Logue 4 COMMON COUNCIL / CONSEIL COMMUNAL March 9, 2026 / le 9 mars 2026 Key comments expressed included: Supportive; owner of the property The Mayor closed the Public Hearing. Moved by Councillor Norton, seconded by Councillor Lowe: RESOLVED that the by-law entitled By-law Number L.G. 4-12 A By-law Respecting the of Old Lake Trail by adding thereto Section 12 immediately after Section 11 thereof, be read a first time. MOTION CARRIED. Read a first time by title, the by--law Number L.G. 4-12 A By-law Respecting the Closing of Roads, Streets, or High Moved by Councillor Harris, seconded by Councillor Ogden: RESOLVED that the by--law Number L.G. 4-12 A By-law Respecting the portion of Old Lake Trail by adding thereto Section 12 immediately after Section 11 thereof, be read a second time. MOTION CARRIED. Read a second time by title, the by--law Number L.G. 4-12 A By-law Respecting the Closing of Roads, Street 9.2 Proposed Municipal Plan and Zoning By-law Amendment with Planning Advisory Committee Report and Staff Presentation 358 ½ Rothesay Avenue (1st and 2nd Reading) Commissioner Poffenroth presented an overview of the Municipal Plan and Rezoning application to amend the Municipal Plan and Zoning By-law to facilitate the subdivision and commercial development of an underutilized portion of Fernhill Cemetery located at 358 ½ Rothesay Avenue. Planner R. George reviewed the submitted presentation entitled 358 ½ Rothesay Avenue - Portion of PID 55183875 The Mayor called the Public Hearing to Order. The Mayor called for members of the public to speak against the proposal with no one presenting. The Mayor called for members of the public to speak in favour of the proposal with the following presenting: Rick Turner Key comments expressed included: 5 COMMON COUNCIL / CONSEIL COMMUNAL March 9, 2026 / le 9 mars 2026 Representative from Fernhill Cemetery; advised land not suitable for cemeteries and plans to put funds from sale back into future projects The Mayor closed the Public Hearing. Moved by Councillor Darling, seconded by Councillor Radwan: RESOLVED that the by--law Number C.P. 106-45 A Law to Amend the Municipal Plan By-lr land having an approximate area of 8,360 square metres, located at 358 ½ Rothesay Avenue, also identified as part of PID 55183875, from Park and Natural Area to Employment Area; and redesignat land having an approximate area of 8,360 square metres, located at 358 ½ Rothesay Avenue, also identified as part of PID 55183875, from Park and Natural Area to Commercial Corridor, be read a first time. MOTION CARRIED. Read a first time by title, the by-law entitled " By-law Number C.P. 106-45 A Law to Amend the Municipal Plan By-l Moved by Councillor Darling, seconded by Deputy Mayor MacKenzie: RESOLVED that the by--law Number C.P. 106-45 A Law to Amend the Municipal Plan By-l land having an approximate area of 8,360 square metres, located at 358 ½ Rothesay Avenue, also identified as part of PID 55183875, from Park and Natural Area to Employment Area land having an approximate area of 8,360 square metres, located at 358 ½ Rothesay Avenue, also identified as part of PID 55183875, from Park and Natural Area to Commercial Corridor, be read a second time. MOTION CARRIED. Read a second time by title, the by-law entitled By-law Number C.P. 106-45 A Law to Amend the Municipal Plan By-l Moved by Councillor Norton, seconded by Councillor Lowe: RESOLVED that the by--law Number C.P. 111-217 A Law to Amend the Zoning By-r The City of Saint John, a parcel of land having an area of approximately 8,360 square metres, located at 358 ½ Rothesay Avenue, also identified as part of PID 55183875, from Park (P) to Corridor Commercial (CC), be read a first time. MOTION CARRIED. Read a first time by title, the by-law entitled By-law Number C.P. 111-217 A Law to Amend the Zoning By- Moved by Councillor Stewart, seconded by Councillor Sullivan: RESOLVED that the by--law Number C.P. 111-217 A Law to Amend the Zoning By-e Zoning Map of The City of Saint John, a parcel of land having an area of approximately 8,360 square 6 COMMON COUNCIL / CONSEIL COMMUNAL March 9, 2026 / le 9 mars 2026 metres, located at 358 ½ Rothesay Avenue, also identified as part of PID 55183875, from Park (P) to Corridor Commercial (CC), be read a second time. MOTION CARRIED. Read a second time by title, the by-law entitled By-law Number C.P. 111-217 A Law to Amend the Zoning By- 9.3 Proposed Section 59 Amendment with Planning Advisory Committee Report and Staff Presentation - 567 Millidge Avenue Commissioner Poffenroth presented an overview of the application to rescind the existing Section 59 conditions that were imposed on 567 Millidge Avenue by Common Council on May 26, 1997. The Section 59 conditions limited the use of the property to a day care and established site development and operational requirements for the use. Through the rescinding of the Section 59 conditions, the property can be developed based on the permitted uses established in the Local Commercial (CL) zone. Planner R. George - PIDs . The Mayor called the Public Hearing to Order. The Mayor called for members of the public to speak against the proposal with no one presenting. The Mayor called for members of the public to speak in favour of the proposal with the following presenting: Davis Schryer Key comments expressed included: Supportive; brother of applicant and project manager for Origins Childcare The Mayor closed the Public Hearing. Moved by Councillor Harris, seconded by Deputy Mayor MacKenzie: RESOLVED that Common Council rescind the Section 59 conditions imposed by Common Council on May 26, 1997, during an amendment process, at 567 Millidge Avenue, also identified as PID numbers 55113682 and 00041574. MOTION CARRIED. 10. Consideration of By-Laws 11. Submissions by Council Members 12. Business Matters Municipal Officers 13. Committee Reports ! 14. Consideration of Issues Separated from Consent Agenda 7 COMMON COUNCIL / CONSEIL COMMUNAL March 9, 2026 / le 9 mars 2026 15. General Correspondence 16. Supplemental Agenda 17. Committee of the Whole 17.1 Lease Renewal Agreement Unirent Holdings Ltd. - 85 Charlotte Street PID 00010629 Moved by Deputy Mayor MacKenzie, seconded by Councillor Darling: RESOLVED that as recommended by the Committee of the Whole, having met on March 9, 2026, the City of Saint John enter into a Lease Renewal Agreement with Unirent Holdings Ltd. - 85 Charlotte Street, in the form as attached to M&C No. 2026-046 for the use of parking spaces on PID 00010629; and further that the Mayor and City Clerk be authorized to execute the said Agreement and any other documents ancillary thereto. MOTION CARRIED. 17.2 Hayes Litigation Moved by Councillor Harris, seconded by Councillor Radwan: RESOLVED that as recommended by the Committee of the Whole, having met on March 9, 2026, conditional on the Court approving the Settlement Agreement the parties reached in principle in the Hayes class action litigation and in return for the indemnity payment to Final Policy Release to its insurers in a form acceptable to the General Counsel or her designate, and that the Mayor and Clerk be authorized to execute the said Release. MOTION CARRIED. 17.3 Civic Recognition Awards for 2025 Moved by Councillor Stewart, seconded by Deputy Mayor MacKenzie: RESOLVED that as recommended by the Committee of the Whole, having met on March 9, 2026, the list of award recipients for Citizen of the Year and Council Commendation, as recommended by the Committee of the Whole at its meeting of March 9, 2026, be approved. MOTION CARRIED. 17.4 Chief Administrative Officer Appointment Moved by Councillor Norton, seconded by Deputy Mayor MacKenzie: RESOLVED that as recommended by the Committee of the Whole, having met on February 23, 2026, that Common Council adopt Group A of the management/professional salary grid which aligns with recommendations from Korn Ferry and with the compensation RESOLVED that as recommended by the Committee of the Whole, having met on March 9, 2026, that Ian Fogan be appointed to the position of Chief Administrative Officer (CAO) 8 COMMON COUNCIL / CONSEIL COMMUNAL March 9, 2026 / le 9 mars 2026 of the City of Saint John pursuant to section 71(2) of the Local Governance Act (S.N.B. 2017 c. 18) and the City of Saint John Government Act (S.N.B. 2012 c. 51) with such appointment being upon the terms and conditions set out in the correspondence addressed to Ian Fogan and dated March 4, 2026, a copy of which was presented to Committee of the Whole at its meeting held March 9, 2026; and further, that the Mayor and Clerk be authorized to execute the employment contract and any documents ancillary thereto. MOTION CARRIED. 18. Adjournment Moved by Councillor Lowe, seconded by Councillor Stewart: RESOLVED that the meeting of Common Council held on March 9, 2026, be adjourned. MOTION CARRIED. The Mayor declared the meeting adjourned at 7:10 p.m. 9 /haahb /hb/L\[ w9thw M&C No.2026-052 Report DateMarch 16, 2026 Meeting DateMarch 23, 2026 Service AreaUtilities and Infrastructure Services Her Worship Mayor Donna Noade Reardon and Members of Common Council SUBJECT: Street Naming boucle Craigie Lea Loop AUTHORIZATION Primary AuthorDept. HeadChief Administrative Officer Yves LégerMichael Baker Ian Fogan RECOMMENDATION It is recommended that Common Council amend the list of Official Street Names and approve the following changes: EXECUTIVE SUMMARY A proposed developmentoff Westmorland Roadhas been approved. A residential building already exists on onelot,whiletownhouses are being proposed for the secondlot. The proposed townhouses will be accessed from the existing private driveway. Due to the number of unique civic addressesthat will be required, an official street name isneeded for the access to meetNB 9-1-1 civic addressing guidelines. was asked to propose names for the private access. The proposed name, "boucle Craigie Lea Loop",hasbeen reviewed and meetsNB9-1-1 civic addressing guidelines, making itacceptable. PREVIOUS RESOLUTION N/A REPORT A proposed development off Westmorland Road, consisting of subdividing an existing lot in two, has been approved by the Planning Advisory Committee. A residential building already exists on the remnant lot, while townhouses are being proposed for the newly created Lot 25-01 (see Schedule A: boucle Craigie Lea Loop). The proposed townhouses will be accessed from the existing private driveway. Due to the number of uniquecivic addressesthat will be required, an official street name isneeded for the access to meetNB 9-1-1 civic addressing guidelines. In accordanc was asked to propose names for the private access. The proposed name, "boucle Craigie Lea Loop",hasbeen reviewed and meetsNB9-1-1 civic addressing guidelines, making itacceptable. STRATEGIC ALIGNMENT Ensuring street names meet NB 9-1- priority. SERVICE AND FINANCIAL OUTCOMES The cost to the City of Saint John for thisis approximately $400,associated with installing the new street name sign at the intersection with Westmorland Road. INPUT FROM OTHER SERVICE AREAS Name of Service Area/StakeholderName of Staff Person Public Works and Transportation Services Public Works and Transportation Services were consulted and will cover the new street name sign costs from their operating budget. ATTACHMENTS Schedule A: boucle Craigie Lea Loop Schedule A: boucle Craigie Lea Loop /hb/L\[w9thw M&C No.2026-054 Report DateMarch 16, 2026 Meeting DateMarch 23, 2026 Service AreaUtilities and Infrastructure Services Her Worship Mayor Donna Noade Reardon and Members of Council SUBJECT: The Cove Funding Agreement Amendment AUTHORIZATION Primary AuthorsDept. HeadChief Administrative Officer Brittany Doyle/ Michael BakerIan Fogan Katy Harris RECOMMENDATION It is recommended that the City enter into the amended Active Transportation Fund Contribution Agreement in the form as attached to M&C No. 2026-054with His Majesty the King in Right of Canada, as represented by the Minister of Infrastructure and Communities for funding under the CanadaPublic Transit Fund Active Transportation Fund for the project The Coveand that the Mayor and CityClerk be authorized to execute said Agreement. EXECUTIVE SUMMARY anamended Agreement for funding under the Active Transportation Fundfor costs associated with the installation of the new section of Harbour Passage, titledThe Cove. PREVIOUS RESOLUTIONS th October 30, 2023: M&C 2023-238-Revised 2024 General and Utility Fund Capital Programs, approved. th January 16, 2024:M&C 2024-020The Cove Funding Agreement, approved. th October 28, 2024: M&C 2024-287-2025Draft General and Utility Fund Capital Budgets, approved. th November 18, 2025: M&C 2025-273 2026 General and Utility Fund Capital Budget, approved. - 2 - REPORT The Active Transportation Fund will reimburse the City for costs associated with the design and construction of a new section of Harbour Passage, referred to as . This section, which will extend along the Saint John Harbour between Fallsview Drive and Riverview Drive, will be approximately 400m in length and will consist of a paved surface with overhead lighting. The trail will be wheelchair accessible and will allow use for all modes of active transportation, including walking and cycling. The City of Saint John has been approved for a financial reimbursement in the amount of 60% of the eligible expenditures or $813,540 toward this project. As per the amended agreement, the project must be completed, and all claims received by the Government of Canada by February 28, 2028. An extension to the funding agreement was requested on this project as the City is in the process of obtaining required land transfers (i.e. easements/ land purchases) of properties prior to being able to tender the work. The new section of trail will significantly improve the functionality of the existing Harbour Passage trail system and will provide another equitable piece of active transportation infrastructure on the west side of the City. STRATEGIC ALIGNMENT The project as it will provide a pedestrian connection along a primary corridor within the City. The City is also being fiscally responsible through the generation of funding from other Levels of Government. SERVICE AND FINANCIAL OUTCOMES The City of Saint John will receive a total financial contribution of up to 60% or $813,540 of eligible costs toward project. 2024, 2025 and 2026 General Fund Capital Programs there is a total of $1,667,000 of City Share funding assigned to this project. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Name of Service Area/Stakeholder Name of Staff Person General Council Office Jacqueline Boucher The Active Transportation Fund Contribution Agreement has also been reviewed e. - 3 - ATTACHMENT Amended agreement with His Majesty the King in Right of Canada for funding under the Canada Public Transit Fund Active Transportation Fund for the project The Cove CANADA THE CITY OF SAINT JOHN CANADA PUBLIC TRANSIT FUND ACTIVE TRANSPORTATION FUND AMENDING AGREEMENT NO. 1 FOR THE COVE BETWEEN: HIS MAJESTY THE KING IN RIGHT OF CANADA, as represented by the Minister of Infrastructure and Communities hereinafter referred to as the Minister of Housing, Infrastructure and Communities and Minister responsible for Pacific Economic Development Canada AND THE CITY OF SAINT JOHN a body corporate by Royal Charter of 1785, confirmed and amended by Act of the Legislature of the Province of New Brunswick RECITALS WHEREAS the Active Transportation Fund is a federal fund to target active WHEREAS the Minister of Housing and Infrastructure and Minister responsible for Pacific Economic Development Canada is responsible for the Active Transportation ; WHEREAS the Recipient has submitted to Canada a proposal for the funding of the Project which qualifies for support under the Program; WHEREAS Canada provided a letter on December 23, 2022 to the City of Saint John indicating an approval-in-principle of funding of the project proposal enabling the City of Saint John to begin undertaking project activities eligible for funding and subject to finalizing a contribution agreement with Canada; WHEREAS the Recipient is responsible for carrying out the Project and Canada wishes to provide financial support for the Project and its objectives; WHEREAS The Parties entered into an Agreement dated April 2, 2024; NOW THEREFORE, the Parties hereby agree as follows: 1. AMENDMENTS TO THE CONTRIBUTION AGREEMENT 1.1. 1.1 DEFINITIONS Replace: Agreement End Date March 31, 2026. Final Claim Date means February 28, 2026. Project Completion Date Project under this Agreement have been completed and which must be no later than October 31, 2026. With: Agreement End Date March 31, 2028. Final Claim Date means February 28, 2028. Project Completion Date Project under this Agreement have been completed and which must be no later than October 31, 2027 tğŭĻ Њ ƚŅ Ѝ 1.2. 9.1 PAYMENT CONDITIONS Replace: b) Canada will not pay any claims submitted after February 28, 2026, unless otherwise accepted by Canada. With: b) Canada will not pay any claims submitted after February 28, 2028, unless otherwise accepted by Canada. 1.3. 9.3 FINAL CLAIM AND ADJUSTMENTS Replace: a) The Recipient will submit a final claim to Canada by February 28, 2026 Canada. The final claim must include the following: With: a) The Recipient will submit a final claim to Canada by February 28, 2028 Canada. The final claim must include the following: 1.4. SCHEDULE B.3: CLAIM FREQUENCY TABLE Replace: Payment Required Documents Frequency Payment Date Period Progress Interim Report, including: At least once per Within 30 calendar Claims fiscal year, no later days of approval of Progress Report than September 15. required documents by Canada Financial Report (claim form, Additional claims updated cashflow, and Certificate may be submitted by of Compliance for Progress Claim) the Recipient, no more frequently than every 3 months. Year-end Year-end Financial Report, including: On or before five (5) Within 30 calendar Claim business days after days of approval of Claim form (for costs incurred up to March 31. required documents March 31) by Canada. Updated Cashflow Certificate of Compliance for Progress Claim Annual Annual Report: No later than sixty N/A Report (Described in Schedule C.2) (60) days after March 31. Final Final Report: February 28, 2026 Within 30 calendar Claim (Described in Schedule C.3) days of approval of required documents by Canada tğŭĻ Ћ ƚŅ Ѝ With: Payment Required Documents Frequency Payment Date Period Progress Interim Report, including: At least once per Within 30 calendar Claims fiscal year, no later days of approval of Progress Report than September 15. required documents by Canada Financial Report (claim form, Additional claims updated cashflow, and Certificate may be submitted by of Compliance for Progress Claim) the Recipient, no more frequently than every 3 months. Year-end Year-end Financial Report, including: On or before five (5) Within 30 calendar Claim business days after days of approval of Claim form (for costs incurred up to March 31. required documents March 31) by Canada. Updated Cashflow Certificate of Compliance for Progress Claim Annual Annual Report: No later than sixty N/A Report (Described in Schedule C.2) (60) days after March 31. Final Final Report: February 28, 2028 Within 30 calendar Claim (Described in Schedule C.3) days of approval of required documents by Canada 1.5. SCHEDULE C.3: FINAL REPORT Replace: c) The Recipient will submit a Final Report to Canada for approval no later than February 28, 2026. With: c) The Recipient will submit a Final Report to Canada for approval no later than February 28, 2028. tğŭĻ Ќ ƚŅ Ѝ 2. EFFECT OF AMENDMENTS 2.1 All capitalized terms not otherwise defined herein have the meaning ascribed to them in the Agreement. 2.2 Except for the amendments provided for in this Amending Agreement No. 1, the obligations, covenants, and terms and conditions set forth in the Agreement will continue to remain in full force and effect. 2.3 This Amending Agreement No. 1 may be executed and delivered in counterparts, (including by electronic signature, facsimile or other means of same effect as if all Parties had signed and delivered the same document, and all counterparts will together, when attached, constitute one and the same original Amending Agreement No. 1 and will form part of the Agreement. 2.4 This Amending Agreement No. 1 shall be effective as of the date this agreement is signed by the last Party. 3. SIGNATURES This Amending Agreement No. 1 has been executed on behalf of His Majesty the King in right of Canada by the Minister of Housing and Infrastructure and Minister responsible for Pacific Economic Development Canada, and on behalf of the City of Saint John by the Deputy Mayor and City Clerk. HIS MAJESTY THE KING IN RIGHT OF THE CITY OF SAINT JOHN CANADA Ejhjubmmz!tjhofe!cz!Wjodfou-! Wjodfou-! Hvjmmbvnf! Ebuf;!3137/14/14!25;17;69! Hvjmmbvnf .16(11( Per: Guillaume Vincent, Director, Active Per: John MacKenzie Transportation and Zero Emission Buses, Deputy Mayor Housing, Infrastructure and Communities Canada Date Date Per: Jonathan Taylor Director of Legislative Services / City Clerk Date tğŭĻ Ѝ ƚŅ Ѝ /haahb /hb/L\[ w9thw M&C No.2026-050 Report DateMarch 17, 2026 Meeting DateMarch23, 2026 Service AreaStrategic Services Her Worship Mayor Donna Noade Reardon and Members of Common Council SUBJECT:Microsoft Unified Enterprise Support Services Agreement Renewal AUTHORIZATION Primary AuthorCommissioner/Dept. HeadChief Administrative Officer Allan RussellStephanie Rackley-RoachIan Fogan Kevin Fudge RECOMMENDATION It is recommended that: EXECUTIVE SUMMARY Microsoft has consolidated its enterprise support offerings under the aźĭƩƚƭƚŅƷ ƓźŅźĻķ 9ƓƷĻƩƦƩźƭĻ {ǒƦƦƚƩƷ {ĻƩǝźĭĻƭ program. Through this program, the City benefits from a single, comprehensive support agreement covering all Microsoft products and cloud services. Key benefits of the program includeĻĭŷƓźĭğƌ {ǒƦƦƚƩƷ(guaranteed response times/unlimited cases), tƩƚğĭƷźǝĻ wźƭƉ aźƷźŭğƷźƚƓ(designated engineers who conduct assessments, health checks, and risk reviews to reduce the likelihood of critical failures), 5źƩĻĭƷĻķ DǒźķğƓĭĻ(teams provideprojectsupport,best practicesand solutionassistance), /ƚƓƷźƓǒƚǒƭ \[ĻğƩƓźƓŭ (technical and end-user trainingis provided, lowering training costs). Without the Unified Enterprise Support Services agreement, the City has no technical support agreement in place with Microsoftfor thelicenses and software purchased through our Microsoft Enterprise Agreement andmust pay time and materials for all required support calls and support engineer assistancewith no guaranteed response times. Unified Support delivers a combination of pre-defined services and customized support tailored to the City's specific Information Technology needs. The total cost of the agreement is$241,204 plus HSTover three years, fundedthrough the Information Technology (IT)operational budget. PREVIOUS RESOLUTION At the meeting of March 20, 2023, Common Council resolved:as recommended in the submitted report M&C 2023-72: Microsoft Unified Enterprise Support Service Agreement, the City enter into a three (3) year term Unified Enterprise Support ServicesAgreement with Microsoft Corporation for user support services as outlined in the forms attached to M&C 2023-72; and that the Mayor and City Clerk be authorized to execute the necessary documents from Microsoft. REPORT The Microsoft platform forms the business operations, asset management, collaboration, and cybersecurity.Microsoft 365 PowerPoint, Power BI for data analytics, and collaboration platforms such as Microsoft Teams and SharePoint. Enterprise Support Services (MUESS). MUESS is a comprehensive support program designed to accelerate adoption of Microsoft 365, optimize IT solutions, and enable the City to use technology to achieve business objectives. The support agreement provides the IT service area with access to Microsoft technical expertise for project planning, security reviews, incident response, and troubleshooting. Services include on-demand self-service assessments, acceptance testing, and reactive support for technical issues. A dedicated account manager coordinates support activities and helps ensure timely issue resolution and high-quality service delivery. MUESS also includes access to educational resources, documentation, and workshops. In addition, the agreement includes flexible credits that can be used for complex troubleshooting a needs. MUESS provides the following benefits to the City: CğƭƷĻƩ źƭƭǒĻ ƩĻƭƚƌǒƷźƚƓ: Dedicated Microsoft expertise is readily available, reducing delays caused by sourcing and coordinating multiple vendors. \[ƚǞĻƩ ğķƒźƓźƭƷƩğƷźǝĻ ĻŅŅƚƩƷ ğƓķ ĭƚƭƷ: Fewer contracts are required, and Microsoft better project and resource planning. LƒƦƩƚǝĻķ źƒƦƌĻƒĻƓƷğƷźƚƓ ƭǒĭĭĻƭƭ: Working directly with Microsoft reduces uncertainty in solution design and implementation. Microsoft manages delivery internally or through approved partners as needed. /ƚƭƷΏĻŅŅĻĭƷźǝĻ ƭǒƦƦƚƩƷ ƒƚķĻƌ: Previous project quotes from Microsoft partners demonstrate that MUESS is more cost-effective than sourcing expertise on a project-by-project basis. Under the standard Microsoft Business Agreement, technical support is limited and has proven insufficient. MUESS provides unlimited support calls within defined service levels. wĻķǒĭĻķ ƷƩğźƓźƓŭ ĭƚƭƷƭ: MUESS includes access to training, documentation, and knowledge resources. As the organization continues its transition to Microsoft 365, these resources support cloud adoption, endpoint management, and user training. The IT service area has incorporated projects into its work plan that will fully utilize the available MUESS credits over the term of the agreement. STRATEGIC ALIGNMENT Odvance a culture of continuous improvement to drive operational efficiencies. The MUESS achieves this by saving costs through standardizing support, reducing risk, and incident resolution time. SERVICE AND FINANCIAL OUTCOMES The contract cost is $241,204plus HST over three years and is budgeted for in the IT operational budget. Service offerings includeincident response technical support, Microsoftcyberrisk assessment surveysand remediation assistance, solution implementation advisorysupport, trainingandknowledge base access, and technical expertise for Microsoft products.Without this agreement, the City has no technical support to leverage Microsoftfunctionality or troubleshoot issues. The City would be required to pay time and materials for allrequired support calls and engineer assistancewith no guaranteed response times. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Name of Service Area/StakeholderName of Staff Person P rocurement Chris Roberts G eneral CounselOffice (GCO)Ben Whitney tƩƚĭǒƩĻƒĻƓƷ supports the recommendation being put forth and acknowledges Microsoft is the solesource. D/h conducted a limited review of the agreement. ATTACHMENTS ŷĻ /źƷǤ ƚŅ {ğźƓƷ WƚŷƓ 9ƓƷĻƩƦƩźƭĻ {ĻƩǝźĭĻ ƚƩƉ hƩķĻƩ ƓźŅźĻķΗ9ƓƷĻƩƦƩźƭĻΗ{ǒƦƦƚƩƷΗ{{5Λ9bDΜΛbƚǝЋЉЋЎΜ Microsoft Enterprise Services Work Order Work Order Number 6CAN2603-1045708-1045708 (Microsoft Affiliate to complete) This Work Order consists of the terms and conditions below, and the provisions of the Microsoft Business and Services Agreement reference U8753202, effective as of 5/1/2013 (the "Agreement"), the provisions of the Description of Services applicable to the Professional Services identified in this Work Order, and any attachments or exhibits referenced in this Work Order, all of which are incorporated herein by this reference. means the undersigned customer or it undersigned-Microsoft-affiliate. The City of Saint John The City of Saint John EnterpriseServicesWorkOrderv9.1(Canada)(ENG)(Feb2026) MDM Page 1 of 11 Customer Billing information (Billing contact who will receive invoices and payment notices under this Work Order) Contact Name (Receives invoices under this Work Name of Customer Order) The City of Saint John Accounts Payable Street Address Billing contact E-Mail Address 15 Market Square accountspayable@saintohn.ca City State/Province Phone SAINT JOHN New Brunswick 506-658-2951 Country Postal Code Fax Canada E2L 4L1 EnterpriseServicesWorkOrderv9.1(Canada)(ENG)(Feb2026) MDM Page 2 of 11 EnterpriseServicesWorkOrderv9.1(Canada)(ENG)(Feb2026) MDM Page 3 of 11 EnterpriseServicesWorkOrderv9.1(Canada)(ENG)(Feb2026) MDM Page 4 of 11 The items listed in the table above represent the services that Customer has purchased for use during the term of this Work Order, and applicable fees are shown in the table below. Microsoft Support Services are non-refundable and prepaid at year one and subsequent anniversaries of the Support Commencement Date. Before Microsoft commences provision of Microsoft Support Services, Microsoft must receive a signed invoice information above. Microsoft will invoice Customer, and Customer agrees to pay Microsoft within 30 calendar days of the date of Microsoft invoice. Please note that failure of payment to Microsoft may result in service suspension. Microsoft reserves the right to adjust Microsoft fees in connection with implementing any changes requested by Customer to the Microsoft Support Services ordered herein. Any modified fees will be documented in an amendment. Support Services Year 1 Year 2 Year 3 Total(CAD) Fee Summary 3/30/2026 - 3/30/2027 - 3/30/2028 - 3/29/2027 3/29/2028 3/29/2029 Appraised Product Spend 435,261.00 435,261.00 435,261.00 1,305,783.00 Unified Base Ent 69,062.50 69,062.50 69,062.50 207,187.50 Sub-Total: Unified Ent 69,062.50 69,062.50 69,062.50 207,187.50 Pro Svs Ent AddOn ModWork 80,001.00 80,000.00 80,001.06 240,002.06 Add-Ons 80,001.00 80,000.00 80,001.06 240,002.06 Add On Adjustment (34,130.31) (34,130.31) (34,130.31) (102,390.93) Flex Allowance (34,531.25) (34,531.25) (34,531.25) (103,593.75) Sub-Total Add-Ons 11,339.44 11,338.44 11,339.50 34,017.38 Total Fees (excluding taxes) CAD80,401.94 CAD80,400.94 CAD80,402.00 CAD241,204.88 *The Microsoft Unified Enterprise fees described above are based on the Unified Enterprise Graduated Pricing Rate Table below along with the total value released and generally available Microsoft products, and cloud services subscriptions as identified in Appendix A of this Work Order (collectively, the Microsoft Unified fees for the 3 Years Support Term. EnterpriseServicesWorkOrderv9.1(Canada)(ENG)(Feb2026) MDM Page 5 of 11 Spend will be re-calculated for the upcoming contract year Actual Product Spend Actual Product Spend is more than ten percent (10%) above the Appraised Product Spend shown for that upcoming contract year in the Support Services Fee Summary table above, Microsoft will recalculate the associated Microsoft Unified Enterprise fees for the upcoming contract year. The recalculated Microsoft Unified Enterprise fees will be based on the Actual Product Spend and the Unified Enterprise Graduated Pricing Rate Table. Microsoft will invoice the customer for the difference between the re-calculated price and the original scheduled Microsoft Unified Enterprise fees sub-total from the Support Services Fee Summary table above. Customer agrees to pay Microsoft such additional amounts within 30 calendar days Please note that failure of payment to Microsoft may result in service suspension. Enterprise Customer may receive additional Flex Allowance which may be applied towards new proactive services, enhanced services and solutions services, and/or custom proactive services. Should Customer fail to allocate the Flex Allowance prior to the contract anniversary, Microsoft may apply the additional Flex Allowance towards new proactive credits. Unified Enterprise Graduated Pricing Rate Table Infrastructure User Modern Work, Biz Product Spend Azure On-Prem Server Product Spend Apps, On-Prem User $0 to $1.8M 10% 10% $0 to $1.5M 7.5% $1.8M to $6M 7% 7% $1.5M to $3M 6.5% $6M to $12M 5% 5% $3M to $6M 5.5% $12M to $30M 3% 3% $6M to $15M 4.5% $30M to $60M 2.25% 2.25% >$15M 3.5% $60M to $120M 2% 2% >$120M 1.75% 1.75% All product spend amounts in the Unified Enterprise Graduated Pricing Rate Table are shown in USD. The minimum recalculated Microsoft Unified Enterprise fees is $50,000. Billing Schedule Billing Date Fee CAD (M/d/yyyy) Y1 Payment 3/30/2026 80,401.94 Y2 Payment 3/30/2027 80,400.94 Y3 Payment 3/30/2028 80,402.00 Total Fees (excluding taxes) CAD241,204.88 EnterpriseServicesWorkOrderv9.1(Canada)(ENG)(Feb2026) MDM Page 6 of 11 An active Foundational Services (formally referred to as Base Package) agreement is required to acquire and continue additional services, including Proactive Services, Mission Critical services, Enhanced Solutions, and Multi-Country services, unless explicitly stated otherwise. If your Unified Support services agreement with Foundational Services expires or is terminated, all additional services will also be terminated on the same date without any refund prorata temporis, even if purchased separately. Name of Customer Support Service Administrator Sarah Ranson Street Address Contact E-Mail Address 15 Market Square sarah.ranson@saintjohn.ca City State/Province Phone SAINT JOHN 506-721-0496 NB Country Postal Code Fax Canada E2L 4L1 EnterpriseServicesWorkOrderv9.1(Canada)(ENG)(Feb2026) MDM Page 7 of 11 If the customer is a government entity, the crown copyright in section 12 of the Copyright Act shall not apply in respect of any non-code Services Deliverables. Customer will execute or arrange for the execution of all documents and provide all reasonable assistance to give full effect to the foregoing sentence. EnterpriseServicesWorkOrderv9.1(Canada)(ENG)(Feb2026) MDM Page 8 of 11 EnterpriseServicesWorkOrderv9.1(Canada)(ENG)(Feb2026) MDM Page 9 of 11 https://aka.ms/tradecompliance Microsoft Contact Name Juan Gomez (Concentrix CVG Customer Management) Phone Contact E-Mail Address v-gomezjua@microsoft.com EnterpriseServicesWorkOrderv9.1(Canada)(ENG)(Feb2026) MDM Page 10 of 11 Customer Name Licensing Program Licensing Enrollment/Agreement Number/Billing Account ID 8663543 The City of Saint John. Enterprise 6 EnterpriseServicesWorkOrderv9.1(Canada)(ENG)(Feb2026) MDM Page 11 of 11 Microsoft Unified Enterprise Support Services Description (USSD) November 2025 pr Unified Enterprise Support Services Description 1 About this document ...................................................................................................................................................... 3 2 Customer success and support services .................................................................................................................. 4 2.1 How to purchase ............................................................................................................................................................... 4 2.2 Flex allowance .................................................................................................................................................................... 5 2.3 Description of Microsoft Unified Enterprise Support Services ................................................................. 5 2.4 Mission Critical Services ............................................................................................................................................... 13 2.5 Enhanced solutions ........................................................................................................................................................ 23 2.6 Unified Multi-Country Program ............................................................................................................................. 28 Introduction ...................................................................................................................................................................... 28 Program Structure Overview ....................................................................................................................................... 28 Multi-Country Additional Terms and Conditions ................................................................................................ 29 2.7 Additional terms and conditions ............................................................................................................................ 30 2.8 Your Responsibilities .................................................................................................................................................... 32 Appendix A: Severity Types Charts ...............................................................................................................................35 Appendix B: Success Management Services .............................................................................................................. 41 Page 1 Unified Enterprise Support Services Description 1 About this document The Microsoft Unified Enterprise Support Services Description provides information on the support services available for purchase from Microsoft. It is important to familiarize yourself with the descriptions of the services you purchase, including any prerequisites, disclaimers, limitations, and your Responsibilities. The services you purchase will be listed in your Enterprise Services Work Order (Work Order) or another applicable Statement of Services that references and incorporates this document. Please note that not all services listed in this document are available globally. To determine which services are available for purchase in your local area, please contact your Microsoft representative. Available services are subject to change. Page 3 Unified Enterprise Support Services Description 2 Customer success and support services Microsoft Unified Enterprise Support Services (support services) is a comprehensive set of support services that can help you accelerate your journey to the cloud, optimize your IT solutions, and leverage technology to realize new business opportunities at any stage of the IT lifecycle. Our support services are tailored to meet your specific needs and help you get the most out of your Microsoft investment. Our support services include: Proactive Services: These services are designed to improve the health of your IT infrastructure and operations. Success Management Services: This service is designed to facilitate planning and implementation. Problem Resolution Services: These services provide 24x7 problem resolutions to minimize downtime and ensure rapid response. 2.1 How to purchase Support services are available as Foundational Services, formally referred to as Base Package, with Proactive Services, Mission Critical services and enhanced solutions available to purchase as add on services under an agreement listed in the Enterprise Services Work Order. The details of each package are described below: Foundational Services: This package includes our core support services. Proactive Services: These include additional support services that can be added to the Foundational Services as needed. Mission Critical Services: A combination of proactive and reactive services that cover a specific workload, event or Microsoft product that can be added to the Foundational Services as needed. Enhanced Solutions: These include in-depth support experiences and solutions that can be added to the Foundational Services as needed. Please note that the services available for purchase under the existing Foundational Services agreement are listed in the Enterprise Services Work Order. If you have any questions about which services are available for purchase, please contact your Microsoft representative. Table 1 Support services definitions Item Definition Formerly known as Base Package, Foundational Services Foundational Services consists of a combination of proactive, reactive and success, and management services that support Microsoft products and/or Online Services in use within your organization. Foundational Services are required to acquire or continue additional services listed below unless explicitly stated otherwise. Additional support services, including Proactive services are Proactive Services available for purchase in addition to your Foundational Services Page 4 Unified Enterprise Support Services Description package during the term of your Work Order and are Mission Critical Services A combination of proactive and reactive services, which cover a specific workload, event or Microsoft product or Customer IT system, are available to add to your support Foundational Services during the term of your Work Order and are also Enhanced Solutions Support services, which cover a specific Microsoft product or Customer IT system, are available to add to your support Foundational Services during the term of your Work Order and Multi-Country Program The multi-country program for Unified provides options to you in the distribution and contracting of services in desired locations, as described in your Work Order (or Work Orders). Please refer to section 2.6 for more information on the multi- country program. 2.2 Flex allowance Flex allowance is a flexible portion of your Foundational Services list price that can be applied towards the purchase of Mission Critical Services, proactive services, enhanced solutions, proactive credits, or custom proactive services at the time of your services purchase. Your Microsoft representative will provide more details on how to apply Flex Allowance to your agreement. The following conditions apply to the allocation of your Flex Allowance: Custom Proactive Services: Up to 20% or $50,000, whichever is higher, of your allotted Flex Allowance may be applied to the purchase of Custom Proactive Services. Annual Allocation: Flex Allowance is allocated on an annual basis, and any services to which Flex Allowance has been applied must be utilized during the applicable annual term. Success Management Services: Flex Allowance may not be used for Service Delivery Management services, as defined herein. Exchange of Services: If you ordered one type of service with Flex Allowance and wish to exchange it for another type of service, you may apply equivalent value to an alternative service where available and agreed upon with your service delivery resource. Allocation Deadline: All available Flex Allowance must be allocated by the time of contract execution, or it will be forfeited. 2.3 Description of Microsoft Unified Enterprise Support Services This section describes the items that are combined to form your support services package. Additionally, we have listed services that can be added to your Foundational Services or during the term of the agreement. Part of your Foundational Services includes a flex allowance to use to add proactive services Mission Critical Services, enhanced solutions services and/or Custom Proactive services to your Foundational Services. Foundational Services throughout this section. An active Foundational Services (formally referred to as Base Package) agreement Page 5 Unified Enterprise Support Services Description is required to receive additional services unless explicitly stated otherwise. If your Foundational Services agreement expires or is terminated, additional services will also be terminated on the same date. Our support services include: Proactive Services: These services help prevent issues in your Microsoft environment and are scheduled to ensure resource availability and delivery during the term of the applicable Work Order. The Proactive Services that follow are available as identified below or detailed in your Work Order. Onsite delivery may not be available for all services and in all geographies. Delivery will be remote unless otherwise agreed in writing and for an additional fee or unless expressly sold as an onsite service. Planning Services: These services provide assessments and reviews of your current infrastructure, data, application, and security environment to help plan your remediation, upgrade, migration, deployment, or solution implementation based on your desired outcomes. Table 2 Planning service types Planning service types Plan Proof of Concept: This engagement aims to provide evidence that enables the Customer to evaluate the feasibility of a proposed technical solution. The evidence can take + the form of working prototypes, documents, and designs, but they are not usually production-ready deliverables. Architecture Services: An engagement, structured as a series of discussions led by a Microsoft expert. Our experts will work with Customers to translate business requirements into tailor-made solution architectures that will accelerate deployment success. These discussions may involve evaluating technical requirements, examining the + existing architecture design, and providing experienced technical insights into solution architecture best practices. This process is intended to create a technical solution design that aligns with the given goals and objectives and serves as a crucial reference document for the production deployment phase. + - Additional service that may be purchased. Implementation services Implementation services provide short-term technical and project management expertise to accelerate the design, deployment, migration, upgrade, and implementation of Microsoft technology solutions. Table 3 Implementation service types Implementation service types Plan Onboarding Services: Provide short-term assistance with deployment, migration, upgrade, or feature + development. This can include planning and validation of a proof-of-concept or production workload using Microsoft products. + - Additional service that may be purchased. Page 6 Unified Enterprise Support Services Description Maintenance services Maintenance services aim to prevent issues in your Microsoft environment and are typically scheduled in advance of service delivery to ensure resource availability. Table 4 Maintenance service types Maintenance service types Plan On-demand Assessment: Access to an online automated assessment platform that uses log analyses to analyze and assess your Microsoft technology implementation. The On-demand Assessments cover limited technologies. To use this self-service assessment service, you need an active Azure service with adequate data limits to enable the use of the on-demand assessment service. Microsoft may provide assistance to enable the initial setup of the service (up to 2 hours). In conjunction with the On- demand Assessment, and for an additional fee, an onsite Microsoft resource (for up to two days) or remote Microsoft resource (for up to one day) is available to assist with analyzing the data and prioritizing remediation recommendations per your services agreement. Please note that onsite assessments may not be available in all geographies and Microsoft resources cannot be used to deliver onsite or remote assessment services using the initial 2-hour setup service. Assessment Program: This assessment evaluates the design, technical implementation, operations, or change management of your Microsoft technologies against Microsoft + recommended practices. At the conclusion of the assessment, a Microsoft resource will work directly with you to remediate issues and provide a report containing the technical assessment of your environment, which may include a remediation plan. Offline Assessment: This service provides an automated assessment of your Microsoft technology implementation with data collected remotely or by a Microsoft resource at your + location. The data gathered is analyzed by Microsoft using on-premises tools, and we provide you with a report of our findings and remediation recommendations. Proactive Monitoring: This service delivers technical operations monitoring tools and recommendations + for tuning your server incident management processes. It helps you create incident matrices, conduct major incident reviews, and design a sustained engineering team. Proactive Operations Programs (POP): This service provides a review with your staff of your planning, design, + implementation, or operational processes against Microsoft recommended practices. The review is conducted either onsite or remotely by a Microsoft resource. Risk and Health Assessment Program as a Service (RAP as a Service): + This service provides an automated assessment of your Microsoft technology implementation, with data collected remotely. Microsoft analyzes the gathered Page 7 Unified Enterprise Support Services Description Maintenance service types Plan data to create findings report containing remediation recommendations. This service is available for on-site or remote delivery. - Included as part of your Foundational Services. + - Additional service that may be purchased. Optimization services Optimization services aim to help Customers achieve optimal utilization of their technology investment. These services may include remote administration of cloud services, optimizing the adoption of Microsoft product capabilities by end users, and ensuring robust security and identity posture. Table 5 Optimization service types Optimization service types Plan Adoption Services: Adoption support services provide a suite of services that help you assess your + Microsoft technology purchase. This includes support in the development and execution of your adoption strategy around the people side of change. Customers have access to resources with the expertise, knowledge, and associated Microsoft recommended practices to support their adoption program. Development Focused Services: We offer services to assist your staff in building, deploying, and supporting applications built with Microsoft technologies. These services include: o DevOps Capability Assessment: An assessment that helps Customers understand current capabilities across the entire software release lifecycle and quickly identify opportunities for improvement based on the Microsoft + DevOps practices. o Development Support Assistance: Provides help in creating and developing applications that integrate Microsoft technologies on the Microsoft platform, specializing in Microsoft development tools and technologies. It is sold as a quantity of hours listed on your Work Order. o Developer Platform Advisory: Provides guidance to help in leveraging the full potential of the Microsoft developer platform, accelerating developer velocity, cloud adoption and digital transformation. This is sold as a quantity of hours listed on your Work Order. Page 8 Unified Enterprise Support Services Description Optimization service types Plan IT Services Management: Our Modern IT Service Management services are designed to help you evolve your legacy IT environment using modern service management approaches that enable innovation, flexibility, quality, and operational cost improvements. These services may be delivered through remote or onsite advisory sessions or workshops to help + ensure your monitoring, incident management, or service desk processes are optimized to manage the dynamics of cloud-based services when moving an application or service to the cloud. IT Services Management services may be an element of a customized program of support services, available for an additional fee, and may be defined in an exhibit and referenced in your Work Order. Security Services: The Microsoft security solutions portfolio includes four focus areas: cloud security and identity, mobility, enhanced information protection, and secure infrastructure. Our security services help Customers understand how to protect and innovate + their IT infrastructure, applications, and data against internal and external threats. These services may be an element of a customized program of support services, available for an additional fee, and may be defined in an exhibit and referenced in your Work Order. + - Additional service that may be purchased. Education services Education services through onsite, online, or on-demand instruction. Table 6 Education service types Education service types Plan On-demand Education: Access to a collection of online training materials and online labs from a workshop library digital platform developed by Microsoft. Webcasts: Access to live Microsoft-hosted educational sessions on a wide selection of support and Microsoft technology topics, delivered remotely online. Hackathons: This service facilitates learning innovative ways Customers can utilize their Microsoft technology to effectively tackle their specific business challenges. This is achieved through interactive, activity-based services that employ real-world or + Customer-specific scenarios. These services encourage Customers to engage in a fast and iterative collaboration with technology experts to find creative solutions to their needs. Technical Update Briefings + Page 9 Unified Enterprise Support Services Description Education service types Plan Recurring briefings that, when consuming every release, keep Customers informed about the latest additions and upcoming changes to their cloud implementations, enabling them to use new capabilities to be more productive or remove blockers for expanding current usage to all users. Delivered remotely by a Microsoft engineer. Chalk Talks: These are typically one-day interactive sessions that cover product and support + topics provided in a lecture and demonstration format. They are delivered Live by a Microsoft resource either in person or online. Workshops: Our advanced level technical training workshop sessions are available on a wide selection of support and Microsoft technology topics, delivered by a Microsoft resource in person or online. Workshops are purchased on a per-attendee basis or + as a dedicated delivery to your organization, as specified in your Work Order. Please note that workshops may be recorded after proper notice and consent is provided (and for certain regions, with additional express written permission). See Additional terms and conditions - Included as part of your Foundational Services. + - Additional service that may be purchased. Additional Proactive services Table 7 Additional proactive service types Additional Proactive service types Plan Custom Proactive Services (Maintenance, Optimization and Education services): This service provides a scoped engagement with Microsoft resources to deliver + services at the C described in this document. These engagements include Maintenance, Optimization, and Education service types. Support Technology Advisor: Our customized technology assessment service supports Customer business + goals, including but not limited to workload optimization, adoption, or supportability. It is delivered by a Microsoft resource and may include a plan and technical guidance tailored to the C Page 10 Unified Enterprise Support Services Description + - Additional service that may be purchased. Table 8 Other proactive service types Other Proactive Plan Proactive Credits: Proactive Credits are exchangeable services represented in credits on your Work Order. You can exchange these credits for one or more defined additional services, as described within this document, and at current rates provided by your Microsoft representative. After selecting the additional service, we will deduct the value of that service from your credit balance, rounded up to the + nearest unit. Where proactive credits are fully consumed and additional or a continuation of service is required, then additional credits will need to be purchased in advance of the scheduling of the desired service. In exceptional circumstances and provided an active agreement is in place with more than 90 days remaining of the active contract, approval must be obtained from Microsoft in advance of the delivery and in writing where we may agree different payment terms with you. Reactive services Reactive services help resolve issues in your Microsoft environment and are typically consumed on demand. The following reactive services are included as needed for currently supported Microsoft products and online services, unless otherwise noted in your Work Order. Please note that all reactive support is delivered remotely. Table 9 Reactive service types Reactive service types Plan Advisory Support: Access assistance or guidance on the optimal setup or application of specific Microsoft technology elements. Advisory Support is an included benefit in the Unified Enterprise Foundational Services, designed to help Customers resolve specific technical questions efficiently in simple scenarios. Advisory Support focuses on providing short-answer guidance, access to documented best practices, and general product documentation related to implementation or configuration. Advisory Support excludes error resolution, troubleshooting, or other Break-Fix scenarios. also important to note that Advisory Support does not encompass architectural design, the development of solutions, or tailor-made customizations. This service is provided through email, chat or phone with prescriptive knowledge-based articles and delivered on reasonable best effort. Advisory Support is limited to a maximum of 6 hours per incident. Page 11 Unified Enterprise Support Services Description Reactive service types Plan Problem Resolution Support: Problem resolution support services are designed to help you troubleshoot specific problems, error messages, or functionality that is not working as intended for Microsoft products. To access these services, you need to create an incident request. You can initiate an incident either by phone or by submitting a request via the web. Please note that support requests for services and products not covered by the applicable online service support portal are managed within the Microsoft Services online portal and they are subject to the severity levels specified in Appendix A. The incident severity determines the response levels within Microsoft, initial estimated response times, and your responsibilities. You are responsible for outlining the business impact to your organization, in consultation with us, and Microsoft will assign the appropriate severity level. You can request a change in the severity level during the term of an incident should the business impact require it. Upon your request, we may collaborate with third-party technology suppliers to help resolve multi-vendor product interoperability issues. However, it is the responsibility of the third-party to support its product. -automated contact via phone or email. Severity definitions and the Microsoft estimated initial response times are detailed in the incident response tables below. *Please refer to the Reactive Support incident severity types chart in Appendix A for more information Reactive Support Management: Our Reactive Support Management provides oversight of support incidents to drive timely resolution and high-quality support delivery. Success Management Services will be utilized for the Reactive Support Management of all support requests. Please refer to the Incident Response tables in Appendix A for more information on incident severity levels. For Severity C incidents, the service is available by Customer request during business hours. For Severity 1 and Severity A incidents, an enhanced escalation process is initiated and automatically executed. For non-business hours extended coverage, you may purchase Additional Reactive Support Management Hours. Root Cause Analysis: If you explicitly request it prior to the incident closing, we will perform a structured + analysis of potential causes of a single incident or a series of related problems. You will be responsible for working with the Microsoft team to provide materials such as log files, network traces, or other diagnostic output. Please note that Root Page 12 Unified Enterprise Support Services Description Reactive service types Plan Cause Analysis is only available for certain Microsoft technologies and may incur an additional charge. Reactive Support Management Add-on: You can purchase additional hours to receive Reactive Support Management. Our resources will operate remotely and deliver the service during business hours in + the time zone that is agreed upon in writing. This service is delivered in English and, where available, may be provided in your spoken language. Please note that this service is subject to Microsoft resource availability. - Included as part of Foundational Services. + - Additional service that may be purchased. Success Management Services Table 10 Success Management Services Plan Success Management Services Success Management Services: These services are included with your agreement, unless otherwise noted herein or in your Work Order. Success Management Services are provided digitally and/or by Customer Success Account Managers. These resources may operate either remotely or on-site at your location. * Please refer to Appendix B to find more information on Success Management Services and the outcomes. - Included as part of Foundational Services. + - Additional service that may be purchased. 2.4 Mission Critical Services In addition to the services provided as part of Foundational Services or as additional services, the following optional Mission Critical Services may be purchased. Mission Critical Services are available for an additional fee and will be defined in an Exhibit referenced in your Work Order if so indicated below. Table 11 Mission Critical Services Service Plan Mission Critical Services for Azure Platform MCS for Azure Platform) and Mission Critical Services for Azure Platform Plus MCS for Azure Platform Plus; formerly known as Azure Engineering Direct (AED): + Overview and scope of coverage Mission Critical Services for Azure Platform, (hereafter MCS for Azure Platform, and Mission Critical Services for Azure Platform Plus, MCS for Azure Platform Plus provides enhanced support for the C Page 13 Unified Enterprise Support Services Description Service Plan production environment that includes prioritized access directly to the Azure Services engineering team. The goal of MCS for Azure Platform and MCS for Azure Platform Plus is to accelerate C-to-value for enrolled Azure services through the MCS for Azure Platform Customer, and ability to engage the core Azure engineering organization. This enables MCS for Azure Platform and MCS for Azure Platform Plus to advocate for the Customer within engineering and deliver a tailored experience to better meet their technical business needs. This enhanced service will be available only for all the C commercially released and generally available Microsoft Azure products, and cloud services subscriptions as identified in Appendix A of the Work Order and purchased by the Customer or C agreements, as indicated in Appendix A; and ii) during the Term of this Work Order. Such products and subscriptions exclude those purchased by any party that is not Ciate as of the Support Commencement Date, known hereafter as The Microsoft Unified fees for this enhanced support service are based on a tiered rate structure along with the total value each year for the C commercially released and generally available Microsoft Azure products, and Azure cloud services subscriptions as identified in Appendix A of the Work Order C Unified Mission Critical Services for Azure Platform fees for the Support Term as described in the C. exceeds $60,000,000 (sixty million dollars) or if the Customer chooses to pay the extended feature floor price as detailed in the Work Order, Customer is entitled during MCS for Azure Platform and MCS for Azure Platform Plus MCS for Azure Platform Plus MCS for Azure Platform Plus Customers are only entitled to the features listed in Section MCS for Azure Platform and MCS for Azure Platform Plus Onboarding and Products in Scope MCS for Azure Platform will work with the Customer and the CCustomer Success Account Manager (CSAM) during the first sixty (60) days of the Work Order to onboard the CInitial Customer intake documentation must be completed fully by the Customer in partnership with the CSAM assigned to the Customer within fourteen days of contract execution for onboarding and discovery to begin on time and for Customer to receive the reactive MCS for Azure Platform Page 14 Unified Enterprise Support Services Description Service Plan Activities during the first sixty days are otherwise limited to onboarding and discovery to build knowledge of the C. For the MCS for Azure Platform team to build that knowledge of the C business, projects and environment, the Customer must provide documentation if requested and participate in onboarding activities during the first sixty (60) days of the contract term. Out of scope technologies for this enhanced support service include, but are not limited to US Gov Clouds, Azure China Cloud, Azure Media Services, Azure Stack, Azure Billing, Azure Maps, Azure StorSimple, GitHub AE, Universal Print, Test base for M365, or Microsoft Mesh. Features Provided for All MCS for Azure Platform and MCS for Azure Platform Plus Customers: Accelerated Incident Resolution: The goal of these capabilities is to speed time to resolution and improve Customer experience for Customer Azure incidents. MCS for Azure Platform will champion and facilitate pressing Customer needs with product engineering to prioritize repairs and accelerate adoption. Fast Expert Response. This capability provides accelerated enhanced reactive support for the Cquickly routing critical situation incidents for fast response and prioritization by MCS for Azure Platform support engineers with cloud service expertise and handling focused on reducing time to mitigation. These engineers will assess and determine if additional technical resources are needed to resolve an incident that affects the C Subscriptions, and if needed, escalate quickly to MCS for Azure Platform engineering resources to engage additional appropriate service engineering teams within the product group, as needed, for immediate assistance with the incident. Customer Severity B and C Azure incidents are also routed directly to MCS for Azure Platform support engineers for faster resolution by Azure experts. To receive these services, the Customer must submit a Problem Resolution Support (PRS) incident through the applicable cloud service portal or by phone or chat. Please refer to the table in Appendix A for the severity definitions and response times for problem resolution support for the C Foundational Services support response times. Enhanced Crisis Management. The Enhanced Incident Management service is available 24x7x365 for all Severity 1 or Severity A MCS for Azure Platform Problem Resolution Support requests. These resources are assigned in addition to the technical resolution resources and are responsible for oversight of all MCS for Azure Platform Customer critical situation support incidents to drive timely resolution and a high quality of support delivery. The Enhanced Incident Management team resources will ensure continued progress by providing the Customer with frequent status and escalation updates and an action plan. Engineering-led Crisis Management. When MCS for Azure Platform support engineers directly escalate an incident to MCS for Azure Platform engineering teams, these resources will be available 24x7 to drive faster time to mitigation. MCS Page 15 Unified Enterprise Support Services Description Service Plan for Azure Platform partners with Azure service teams to enable quicker subject matter expert engagement and coordinates with the Enhanced Incident Management resources to provide the Customer with up-to-date crisis communication and management. MCS for Azure Platform support engineers may escalate incidents to MCS for Azure Platform that are within the scope of the MCS for Azure Platform agreement. Advocate in Azure Engineering. MCS for Azure Platform will engage with the Customer's cloud operations team to drive positive outcomes on projects within the Enrolled Subscriptions, grounded with an understanding of their footprint on Azure to unblock Customers and drive faster time to mitigation. Orchestrate Problem Management. MCS for Azure Platform will work with the Customer and Azure service teams to prevent a repeat of critical Customer incidents through targeted repair items that improve a C and Azure platform stability with the goal of a closed loop experience. MCS for Azure Platform extends the Root Cause Analysis (RCA) service described above. When explicitly requested prior to seven (7) calendar days of the incident-close, MCS for Azure Platform will perform a structured analysis of potential causes of a single incident, or a series of related problems limited to the C customers. The Customer will be responsible for working with the Microsoft team to provide materials such as log files, network traces, or other diagnostic outputs. RCAs are available only upon request through the CMCS for Azure Platform engineer for Sev 1 and Sev A production-impacting incidents. RCAs will be provided within ten (10) business days of the request or incident mitigation, whichever comes later. Business Outcome Acceleration: These activities drive Customer business objectives across the Azure ecosystem to assist in speeding up the C realization with the goal of improving return on investment (ROI). Proactive Service Improvement Plans Delivery. MCS for Azure Platform will work with the Customer to address current Customer challenges through analysis of emerging trends in partnership with Azure service teams. This analysis can focus on a variety of areas including C optimization and may lead to recommendations for the Customer to implement. It may also include activities such as incident drills, risky infrastructure mitigation, and pre-production testing support as appropriate to the focus of analysis. Two (2) Service Improvement Plans (SIP) may be requested in a twelve-month period. Azure Adoption Projects. MCS for Azure Platform will partner with other Microsoft Customer-aligned roles and Azure engineering teams to accelerate value realization on all Enrolled Subscriptions and ensure the CAzure adoption projects are launched as planned by working to minimize time to engage appropriate Azure subject matter experts, remove engineering blockers where possible, and reduce time to mitigation on escalated incidents. Page 16 Unified Enterprise Support Services Description Service Plan Drive Actionable Insights and Deepen Customer Knowledge and Expertise across Azure Delivery Teams. Across all Enrolled Subscriptions, MCS for Azure Platform will educate Azure support delivery and product teams on the C technical needs to enable a tailored experience with the goal of meeting their business requirements, driving faster incident mitigation, and improving C overall Azure support experience. Customer Advisory Input. Microsoft provides opportunities through several communication channels that the C regarding the evolution of Azure features and Services. The input received is presented directly to service engineering leadership within Microsoft. The Azure Customer Experience (CXP) team coordinates the opportunities to provide input. Following the activation of the MCS for Azure Platform service, the CXP team will establish dialog with the Crganization through the assigned Customer Success Account Manager to establish communication channels. MCS for Azure Platform Plus Features: These features are limited to MCS for Azure Platform Plus Customers as defined above. Only Customers who meet this definition and are indicated as such in the C receive these features. Platform Monitoring: MCS for Azure Platform Plus leverages knowledge of the C30 Azure services to configure monitors with specific thresholds related to capacity, performance (such as latency), connectivity (such as authorization errors), or availability. Some Azure services may be excluded; the Customer may request a list of covered services from their Customer Success Account Manager (CSAM) or the MCS for Azure Platform Plus team during onboarding. MCS for Azure Platform Plus will cover up to seven (7) defined as a set of Azure resources driving a specific action. Monitors and set thresholds leverage Microsoft Azure confidential telemetry and will not be shared or exposed to the Customer. These scenarios will be defined during the MCS for Azure Platform sixty-day onboarding period. Customer must participate fully in the definition process and provide all requested materials within the first 30 days after agreement execution. Customer that monitors are live, MCS for Azure Platform Plus provides 24x7 coverage to respond and triage any monitors triggered based on the Microsoft-set threshold through the - Customer hasn't created a support case for the identified issue, then the MCS for Azure Platform Plus team will request that the Customer create a support case to facilitate mitigation efforts. Platform outage handling: During an Azure-declared outage, defined as an outage that impacts multiple Customers and is declared an outage on the Azure portal, MCS for Azure Platform Plus will provide tailored communications to pre-identified Customer contacts to keep them apprised of the situation and provide details on how the outage may impact them as they become available. At the request of the Page 17 Unified Enterprise Support Services Description Service Plan Customer, MCS for Azure Platform Plus will work with the Customer on self- mitigation efforts such as failing over to a different availability zone if appropriate. Global Know-Me Support for Engineering Crisis Management: Expanded global, Customer-aligned coverage defined in section above is provided to enable a more tailored and consistent experience beyond primary business hours. This enhanced experience may be extended to other features as appropriate. - C mitigation and improving C Prerequisites and assumptions In addition to those prerequisites and assumptions outlined in the C assumptions: o MCS for Azure Platform and MCS for Azure Platform Plus services is dependent on C participation and timely completion of assigned responsibilities. Service Features and Delivery o All features are available in the English language only. No delivery by cleared region-restricted, citizenship-required, or cleared delivery resources is available o Delivery will be remote unless otherwise agreed in writing. Where onsite visits are mutually agreed upon and not pre-paid, Microsoft will bill the Customer for reasonable travel and living expenses. Service Limitations and Exclusions o If an incident is not isolated to the C larger portion of the Azure environment, service engineering resources will not be able to prioritize the restoration of service. o MCS for Azure Platform and MCS for Azure Platform Plus coverage does not extend to any on-premises technologies, user devices, Microsoft client software, or identity and authentication technologies. Service Compliance and Scope o The CMCS for Azure Platform or MCS for Azure Platform Plus service, as described, is subject to compliance with the terms and conditions in the Work Order and this description of services. o MCS for Azure Platform and MCS for Azure Platform Plus Services are intended to support the C provide these Services for the C will not provide these Services to the C We will not provide support for any non-Microsoft code, or any code that has been customized by Microsoft, the Customer, or a third-party vendor. Page 18 Unified Enterprise Support Services Description Service Plan Mission Critical Services for Azure Workload, Mission Critical Services Azure Workload Plus, and Mission Critical Services for Azure Workload Companion: Provide enhanced support services for Microsoft Azure Services comprising C, as + specified in your Work Order. These services are available for an additional fee and defined in a corresponding Exhibit referenced in your Work Order. Mission Critical Services for Azure Workload Companion can only be purchased in addition to MCS for Azure Platform or MCS for Azure Platform Plus service. Mission Critical Services for Azure Events MCS for Azure Event and Mission ; formerly known as Microsoft Azure Event Management (AEM): Overview enhanced support to customers during their most critical, planned business events. The MCS for Azure Events team follows a proven process designed to help ensure the success of these events. By combining comprehensive resiliency guidance tailored to event scenarios with dedicated enhanced support from planning through execution, customers can confidently deliver their business-critical activities. The MCS for Azure Events team partners with you before, during, and after your critical eventhelping identify potential risks in advance, providing 24x7 support throughout the event, and ensuring any issues are fully resolved afterward. Critical business events may receive between three (3) and twenty (20) consecutive calendar days of event coverage under the MCS for Azure Events offer, inclusive of weekends and holidays. + For events requiring flexible scheduling, the MCS for Azure Events Plus offer provides coverage for between three (3) and sixty (60) calendar days, which may be delivered as consecutive or non- Scope of coverage All Event s during onboarding. Any change to the Event Scenario requires Microsoft review and prior approval and may result in additional fees, including reperformance assessment conducted during Onboarding if significant changes are identified. means a self-contained set of Azure services within specified Azure subscriptions and resource groups that supports a defined process or business outcome (for example, a migration, product launch, go live, predictable high load, or other critical business activity). The Event scope is established during the onboarding phase. Event Services are delivered within defined scope thresholds (including subscriptions and resources) to help ensure resiliency, performance, and reliability. If Customer requirements extend beyond these thresholds, Customer may be Page 19 Unified Enterprise Support Services Description Service Plan required to purchase additional MCS for Azure Events resiliency services. For Azure Events Plus, coverage days may be scheduled nonconsecutively provided they remain within the same Event Scenario. Features Provided for All MCS for Azure Events and MCS for Azure Events Plus Customers: Resiliency Services: As part of the onboarding phase, the MCS for Azure Events team will review your event scenario identify potential issues and risks that could affect uptime and stability, and conduct capacity and resiliency risk analysis of your Azure environment. During this review period, the team will share any identified risks with you in writing. After the event, the team will deliver a post-event summary for any cases opened during coverage and confirm that all impacted cases have been fully mitigated. Accelerated Resolution Services: During the event coverage period, the MCS for Azure Events team will be available 24x7 to provide dedicated support. Mission Critical Services for Azure Events will provide a 24/7 Teams Chat bridge for the duration of the Event support window ensuring direct and constant communication throughout the defined event coverage window. For reactive scenarios, requests should be initiated by raising a support case for scoped subscriptions through the Azure Portal. *Please refer to the Mission Critical Services for Azure Events incident severity types chart in Appendix A for more information. MCS for Azure Events Plus Features: Designated Events Technical Customer Lead: Owns the end-to-end technical coordination for all Events delivered through the Plus offer, ensuring seamless delivery of resiliency services from onboarding through execution. Events Specific Service Improvement Plan: Provides a comprehensive overview of the analysis, recommendations, actions, and outcomes throughout the defined scope and duration of the Mission Critical Services (MCS) for Azure Events Plus engagements. Flexible Duration Options: Provides flexible event support for up to 60 days, consecutive or non-consecutive, ensuring scheduling aligns seamlessly with customer needs to deliver tailored, high-impact experiences. Onboarding Page 20 Unified Enterprise Support Services Description Service Plan MCS for Azure Events will collaborate with the Customer and the assigned Customer Success Account Manager (CSAM) to review the defined Event Scenario, schedule the initial resiliency risk analysis, and confirm next steps for Event delivery. To ensure a successful onboarding experience, the Customer must complete the initial intake documentation in full, in partnership with the assigned CSAM. Service Limitations and Exclusions MCS for Azure Events is subject to resource availability. MCS for Azure Events support will only be provided for critical business events that are scheduled in advance and confirmed in writing at least six (6) calendar weeks prior to the event start date, unless otherwise agreed upon by Microsoft. If Microsoft agrees to accept an event with less than the required notice, it may, at its discretion, adjust the extent of the resiliency services provided. MCS for Azure Events is subject to cancellation if the Customer cannot provide adequate resources or responses throughout the MCS for Azure Events service delivery. MCS for Azure Events is only available for Customers who have solutions in Azure Public Cloud. MCS for Azure Events is not available for Customers who have Azure government or sovereign cloud environments. MCS for Azure Events support cannot meet any specialized restricted access requirements to only provide citizens of or based in a Citizen Alliance Support country. MCS for Azure Events delivery is only available in English and offers no local language support services. Out of scope technologies for this enhanced support service include, but are not limited to, M365, D365, Microsoft Fabric, Azure Stack, Azure Billing, Azure Maps, Azure StorSimple, GitHub AE, Universal Print, Test base for M365, or Microsoft Mesh. Mission Critical Services for Microsoft Security Cloud : MCS for Security Cloud is a service offering that provides enhanced support for the C, including prioritized access directly to the security engineering teams. The goal of MCS for Security Cloud is to accelerate C-to-value for enrolled security products including Microsoft Entra, Microsoft Intune, Microsoft Purview, Microsoft Defender, Microsoft Sentinel and Security Copilot, with plans to incorporate more security products in the future. + Through the MCS for Security Cloud knowledge of the Customer, and ability to engage the core security engineering organization, the Customer has an oa security engineer contacta Customer stheirs . The service is available for the listed security workloads on a given tenant(s) defined in an Exhibit referenced in the C Page 21 Unified Enterprise Support Services Description Service Plan *Please refer to the Mission Critical Services for Microsoft Security Cloud incident severity types chart in Appendix A for more information. Mission Critical Services for Microsoft 365 : Provides enhanced support services for a defined set of Microsoft 365 Products and + Services associated with tenant or set of tenants in production, as specified in the Work Order. These services are available for an additional fee and are defined in a corresponding Exhibit referenced in the Work Order. Microsoft Cybersecurity Incident Response (MSCIR): Provides global investigation and guidance to help evaluate cyberattack scope, build resiliency, and protect against potential cyberattacks. These services help to reduce the risk of targeted cyberattacks and better mitigate the damage caused by a security crisis. MSCIR must be purchased as a separate add-on to an existing Unified Support Agreement as it is not included as part of Foundational Services. At the time of incident, Microsoft will engage with Customer to define the specific scope to address and manage the cyberattack. Under certain urgent circumstances, Customer may request and authorize Microsoft to commence delivery of the MSCIR services pri + Notwithstanding anything to the contrary, if Customer authorizes Microsoft to begin work prior to the MCSIR Contract, Customer agrees that (a) it will take all such actions that are reasonably necessary to execute the MCSIR Contract as quickly as practicably possible, (b) it remains fully liable and agrees to pay for the services rendered prior to the execution of the MCSIR Contract as invoiced by Microsoft, and (c) Microsoft will not be liable for any acts or omissions related to the authorized work that occurs prior to signing and Customer assumes all related risks. Additional information related to MSCIR engagements (e.g., pricing and scope of work) or information regarding proactive offerings, is available through your Customer Success Account Manager (CSAM). MSCIR is available for an additional fee and will be defined in an Exhibit referenced in your Work Order. Mission Critical Services for GitHub Provides Customers with prioritized access to GitHub support, faster response times and a designated GitHub Customer Reliability Engineer (CRE). The CRE owns and elevates the Customer GitHub experience, oversees GitHub technical issues and + builds a deep understanding of the C them to provide tailored recommendations. MCS for GitHub also includes enhanced health checks providing proactive insights, performance optimization, best practices, and risk mitigation. MCS for GitHub is available for an additional fee and services provided are defined in a corresponding Exhibit referenced in the Work Order. Page 22 Unified Enterprise Support Services Description Service Plan Support for Mission Critical: Provides an elevated level of support services for a defined set of Microsoft products and Online Services that make up a part of mission-critical solution, as + specified in your Work Order. A mission-critical solution is an application, process, or component that is essential to the operation of your business. The service offers a comprehensive program of support services available for an additional fee and is defined in an Exhibit referenced in your Work Order. 2.5 Enhanced solutions In addition to the services provided as part of the Foundational Services or as additional services, the following optional enhanced solutions may be purchased. Enhanced solutions are available for an additional fee and may be defined in an Exhibit referenced in your Work Order. Table 12 Enhanced solution types Service Plan Designated Engineering (DE): These curated and outcome-driven solutions are based on Microsoft recommended practices and principles that help accelerate your time to value. A lead expert will work closely with your team to provide deep technical guidance and leverage other Microsoft experts where required to help with deployment and/or optimization of your Microsoft solutions. These services span from assessment and planning to upskilling and design, to configuration and implementation. Service-specific prerequisites and limitations o DE services are accessible during standard business hours (09:00 to 17:30 Local Standard Time), excluding holidays and weekends. + o The DE services cater to the specific Microsoft products and technologies that you have chosen and are listed in your Work Order. o DE services are provided for a single support location, as specified in your Work Order. o DE services are primarily delivered remotely unless a written agreement for onsite visits has been made in advance. In cases where onsite visits are mutually agreed upon and not pre-paid, you will be billed for reasonable travel and related expenses. Enhanced Designated Engineering (EDE): Our custom service provides deep and ongoing technical engagement for Customers with complex scenarios. This offering is scoped to match your needs and outcomes by providing a designated engineer who will build a deep knowledge of your environment or solution and support your business goals, including but not limited Page 23 Unified Enterprise Support Services Description Service Plan to workload optimization, adoption, or supportability. You can purchase EDE services as pre-defined offerings or as a block of custom hours that can be used to deliver scoped proactive services. When purchased as hours, EDE service hours are then deducted from your total purchased hours as they are utilized and delivered. Pre-defined EDE offerings are tailored to your environment and help you achieve the desired outcome. These offerings include required pre-defined proactive services built in. EDE services focus on the following areas: o Help maintain a deep knowledge of your current and future business requirements and configuration of your information technology environment to optimize performance. o Document and share with you recommendations of the use of support servicesrelated deliverables (e.g., supportability reviews, health checks, workshops, and risk-assessment programs). o Help make your deployment and operation activities consistent with your planned and current implementations of Microsoft technologies. o o Develop and implement strategies to help prevent future incidents and increase system availability of your covered Microsoft technologies. o Help determine the root cause of recurring incidents and provide recommendations to prevent further disruptions in the designated Microsoft technologies." Resources are allocated, prioritized, and assigned based on the agreement of the parties during the initiation meeting and documented as part of your service delivery planning, regardless of how EDE is purchased. Multi-country Customers must assign the EDE to a location at contracting prior to service delivery planning. Please note the following service-specific prerequisites and limitations: o EDE services are available during normal business hours (09:00 to 17:30 Local Standard Time, excluding holidays and weekends). o EDE services support the specific Microsoft products and technologies selected by you and listed in your Work Order. o EDE services are delivered to a single support location in the designated support location identified in your Work Order. o EDE services are delivered remotely unless agreed otherwise in advance in writing. Where on-site visits are mutually agreed upon and not pre-paid, we will bill you for reasonable travel and expenses. Reactive Enhanced Designated Engineering (REDE): Reactive Enhanced Designated Engineering (REDE) is a deep and ongoing technical engagement focused on accelerated resolution of reactive support incidents aligned Page 24 Unified Enterprise Support Services Description Service Plan with the specific Microsoft products and online services selected by you and named in your Work Order. REDE services will be provided by a designated engineer who will build a deep knowledge of your use of Microsoft products and online services within your environment. REDE service hours are deducted from your total purchased hours as they are utilized and delivered. The focus areas for REDE services include: o Conducting an initial meeting to discuss priorities and recommendations. The results of this meeting will be documented in your service delivery plan. o Participating in the resolution of Severity 1 and Severity A support incidents. o Participating in the resolution of other severity support incidents at your request. o Working in collaboration with your Success and Service Delivery Management and Reactive Support Management resources, as well as any other Microsoft resources involved in your support incident activities, to facilitate efficient and effective reactive support incident resolution and planning for future incident prevention. Reactive services Our engineers develop and maintain a deep knowledge of your use of our products and online services in your environment. They incorporate that knowledge into their activities related to support incident resolution. Our engineers provide Microsoft technical support engineers with information about the usage of our products and online services within your environment. They also provide advanced troubleshooting and debugging expertise to facilitate rapid support incident resolution. When available for the Microsoft products and online services involved, our engineers perform root cause analysis on critical business impact incidents and provide recommendations on how similar issues may be mitigated in the future. In addition, the REDE engineer may bring in additional technical resources as needed. Proactive services Our engineers document and share with you recommendations for the use of proactive support services (e.g., supportability reviews, health checks, workshops, and risk-assessment programs) to identify opportunities to improve uptime and mitigate disruptions to critical business functions. At your request, the REDE engineer may perform agreed-upon proactive services. Service-specific prerequisites and limitations To receive REDE services, you must execute and maintain an agreement for Unified Support. If your Unified Support services agreement expires or is terminated, your REDE service will be terminated on the same date. The REDE engineer is assigned in Page 25 Unified Enterprise Support Services Description Service Plan addition to the Microsoft technical resolution resource responsible for support incident resolution. REDE services are available during normal business hours (09:00 to 17:30 Local Standard Time, excluding holidays and weekends). They are delivered to the designated support location(s) where such services are purchased as identified in your Work Order. REDE services are delivered remotely unless agreed otherwise in advance in writing. Where on-site visits are mutually agreed upon and not prepaid, we will bill you for reasonable travel and expenses. Please note that the REDE services do not modify the reactive support incident response times that are applicable through other Microsoft support offers to which you are entitled. Your responsibilities To optimize the benefits of your REDE services, you must fulfill the following responsibilities. Failure to comply with these responsibilities may result in delays of service or may hinder our ability to perform services. o Provide the REDE engineer with orientation, training, documentation, and other communications as needed to facilitate a deep knowledge of your usage of our products and online services within your environment. o Initiate support incident requests and actively participate with us in the diagnosis and resolution of support incidents. o Act as the administrator of your environment. o Provide troubleshooting information upon request (for example, debug and trace log files). Unified Enhanced Response: Unified Enhanced Response (UER) provides accelerated reactive support and enhanced incident management for the CMicrosoft products and cloud services for all critical situation incidents (Severity 1 or Severity A). Accelerated Reactive Support: Please refer to the table in Appendix A for Unified Enhanced Response incident severity definitions, response times, and product exclusions. To receive UER support for the CMicrosoft products and cloud services, the Customer must submit an incident by phone or via web. + Enhanced Incident Management: The Enhanced Incident Management service is available 24x7x365 for all Severity 1 or Severity A incidents. Customers are assigned a designated Senior Incident Manager with knowledge of the Customer business and environment. These resources are assigned in addition to the Problem Resolution Services and are responsible for oversight of all critical situation support incidents to drive timely resolution and a high quality of support delivery. The Enhanced Incident Management team resources designated for the Customer can be reached directly via phone or email 24x7 and will ensure continued technical progress by providing the Customer with frequent status and escalation updates and an action plan. Page 26 Unified Enterprise Support Services Description Service Plan For any Severity 1 incident, a member of the Enhanced Incident Management team will, upon request, conduct a post-incident handling review. This review will include the Customer, their Customer Success Account Manager (CSAM), and other members of the CC and help prevent future outages and issues. During the meeting, the Enhanced Incident Management team member will provide an overview of incident response, including successes and areas for improvement. They will work with the C Customer Success Account Manager (CSAM) on recommendations for remediation to proactively reduce future cases and strengthen the Csolution stability and resiliency. A set quantity of hours for Success Management Services are included for onboarding activities, quarterly meetings with an Enhanced Incident Management team member, and Severity 1 post-incident reviews. Additional or more frequent meetings are available by request and with prior Microsoft agreement where resourcing is available if you elect to purchase additional Success Management Services beyond those included. UER only needs to be purchased for the host country location if the Customer has a multi-country Unified agreement. As an Enhanced Solution, all UER services may be provided remotely to locations other than and including the Host. The Success Management Services included will be allocated by the host and managed by the host Customer Success Account Manager (CSAM). Prerequisites and assumptions To ensure that the C knowledge of the CCustomer must provide documentation if requested and participate in onboarding activities during the first 60 days of the contract term. Service Limitations and Exclusions Root Cause Analysis (RCA) is not included in Unified Enhanced Response but can be requested from the CCustomer will be responsible for working with the Microsoft team to provide materials such as log files, network traces, or other diagnostic output needed to complete the RCA. Enhanced Incident Management resources will operate remotely. The Enhanced Incident Management service is delivered in English, Chinese, and Japanese. UER cannot meet any specialized restricted access requirements to only provide citizens of or based in a Citizen Alliance Support country. Azure Rapid Response: Azure Rapid Response (ARR) provides accelerated reactive support for the + C Microsoft Azure components by routing support incidents to technical experts and providing engagement in the cloud service operations teams, as required. Page 27 Unified Enterprise Support Services Description Service Plan To receive Rapid Response services for the C Microsoft Azure components, the Customer must submit an incident through the applicable cloud service portal. The C Problem Resolution Support requests will be directly routed to Rapid Response support engineers with cloud service expertise. While incidents may require resources from standard product support professionals for resolution, the Rapid Response team retains primary responsibility for the incidents 24x7x365. Please refer to the table in Appendix A for the response times for problem resolution support for the CAzure components. These times supersede any expected Foundational Services support response times. Rapid Response does not cover Azure Media Services, Azure Stack, Azure StorSimple, GitHub AE, Universal Print, Azure Communication Services or Billing & Subscription Management, Test base for M365, or Microsoft Mesh. Rapid Response purchase is subject to resource availability. Please consult the Customer Customer Success Account Manager for availability details. Developer Support: Developer Support provides deeper proactive support based on cloud and product knowledge across the application development lifecycle for Customer developers The service delivers comprehensive support, helping Customers accelerate their +1 digital innovation, cloud adoption, and developer readiness. The guidance provided helps speed up developer velocity and streamline DevSecOps practices with the latest tools and techniques, modernize applications to improve efficiency and boost business potential, and support developer teams throughout their cloud adoption journey with a comprehensive success plan. Developer Support is available for an additional fee. + - Additional service that may be purchased. 1 + - Additional service that may be purchased up to a limited maximum quantity. 2.6 Unified Multi-Country Program Introduction The Multi-country program provides access to Microsoft Unified across multiple locations. A Multi-Country Agreement is represented in one or multiple Work Order(s). Prior to finalizing a Unified Agreement, ensure that the organization is appropriately contracted in the desired locations to receive the full value of Microsoft Unified. An active Foundational Services (formally referred to as Base Package) agreement is required for additional services, unless explicitly stated otherwise. Program Structure Overview The location where the Microsoft Unified Foundational Services is contracted on the Work Order will be known as Host. Page 28 Unified Enterprise Support Services Description A separate location specified in your agreement, different from the Host location will be known as downstream. -On packages assigned by location. Decentralized agreement is defined as a Unified agreement that has the Unified Foundational Services -On packages assigned to different locations In some cases, complex Multi-Country Agreements can be a combination of both Centralized and Decentralized agreements Extending Microsoft Unified to other locations The specific services and their quantities, if applicable, will be detailed in the associated Work Order by location. The services described here may be delivered to your designated location(s) as per the Host or downstream Work Order. Depending on the service, it may be managed or delivered at the host or downstream location. Microsoft Unified Multi-Country Base Microsoft Unified Foundational Services will be contracted to the host location. Service Delivery Management (Customer Success Management AKA CSAM) will be delivered from the host location Reactive Services: In the form of Service Requests are managed at the host location and available worldwide to the contracted Cdesignated staff. Add-On Packaged Services Proactive Services in the form of Value Acceleration Services may be purchased for use in either host or downstream. Delivery locations are solution specific and may be available as remote or onsite. Specific delivery capabilities must be confirmed prior to contracting any Proactive Services. All Enhanced Solutions may be purchased for use in either host or downstream. Delivery locations are solution specific and may be available as remote or onsite. Specific delivery capabilities must be confirmed prior to contracting any enhanced solutions. Delivery Management: Otherwise known as Customer Success Account Manager (CSAM) may be added to a contract for specific locations. Specific costs and locations will be determined during your contract negotiations. Incident Management can be contracted to host or downstream locations using Add-On Packages. Specific costs and locations will be determined during your contract negotiations. Multi-Country Additional Terms and Conditions Onsite, Time zone or Local Language support will be subject to specific contracting requirements and local regulatory requirements. Additional contracts and costs may apply. Customer staff in other locations may participate in remote Proactive Services purchased at the host or a downstream location, as specified in the Work Order. Validate with the account team on remote attendance. Page 29 Unified Enterprise Support Services Description Proactive Credits can only be exchanged between host and downstream locations listed on a single Work Order, exchanges cannot be processed from one Work Order to a different Work Order. Exchanges will be conducted based on the current currencies and rates for Proactive Credits in the respective Support Locations. All exchanges resulting in fractional Proactive Credits will be rounded up to the nearest unit. Tax Obligations and Requirements Customers will be solely responsible for any tax obligations arising from the distribution or exchange of purchased support services between Host and Downstream Support Location(s). Local regulatory requirements and tax laws may require separate Work Orders to ensure compliance. Australia, New Zealand, India, China, Hong Kong, Taiwan, Macau, Japan, Korea are subject to local requirements and all Multi-country agreements for these locations must have their own Work Order(s). This list is subject to change, check with your account team during your contract negotiations Unified Multi-Country Billing and Shipping The Split Invoicing feature allows transactions to be divided into multiple invoices based on various criteria such as product type, delivery date, or Customer location. The following change requests will result in a contract amendment Bill to, Ship to, Company Name or address change, Billing amount and Billing Date. Changes to any Muti-Country Agreement may result in increased costs or restriction due to circumstances outlined above. 2.7 Additional terms and conditions Prerequisites and Assumptions for Unified Support Services Unified Support services are delivered based on the following prerequisites and assumptions: Foundational Services Reactive Services: These services are provided remotely to the location(s) of your designated support contacts. All other services are provided remotely to your location(s) designated or listed in your Work Order, unless otherwise specified in writing. Language of Services: Foundational Services reactive services are provided in English and, where available, may be provided in your spoken language. All other support services are provided in the spoken language of the Microsoft services location providing services, or in English, unless otherwise agreed to in writing. Supported Products: We provide support for all versions of commercially released, generally available Microsoft software and Online Services products that you have purchased. This is based on the declared licensing enrollments and agreements and/or billing account ID in Appendix A of your Work Order and are identified on the Product Terms, published by Microsoft from time to time. Pilots, Pre-release, and Beta Products: Support Services may, from time to time, include preview, beta, or other pilot services offerings, offered by Microsoft for optional evaluation (each a "Pilot"). Your participation in Pilots is elective and provided to you subject to the Professional Services terms within the Microsoft Product Terms which are already incorporated into your Agreement, and subject to any additional terms applicable to the Pilots. Not all Pilots will be available in all locations. Page 30 Unified Enterprise Support Services Description Service Utilization: All services, including any additional services purchased as part of and during the Term of a Support Work Order, are forfeited if not utilized during the Term of the applicable Work Order. Scheduling of Services: Scheduling of services is dependent upon the availability of resources and workshops may be subject to cancellation if minimum registration levels are not met. Remote Access: We can access your system via remote connection to analyze problems at your request. Our personnel will access only those systems authorized by you. To utilize remote connection assistance, you must provide us with the appropriate access and necessary equipment. Customer Data: Some services may require us to store, process, and access your Customer data. When we do so, we use Microsoft-approved technologies which comply with our data protection policies and processes. If you request that we use technologies not approved by Microsoft, you understand and agree that you are solely responsible for the integrity and security of your Customer data and that Microsoft assumes no liability in connection with the use of non- Microsoft-approved technologies. Cancellation Policy: Microsoft recommends that you request, review and approve datasheets and confirm your available dates for a service in advance of an actual service request. Where you are unsure, Success Management activities (CSAM) include arranging a scoping call to confirm your requirements before a service request is made. Once a service request has a delivery date scheduled for you, it is automatically subject to our cancellation policy which includes (but not limited to) any late cancellations due to changes in agreed scope, change to agreed service, unplanned change to strategy, scheduled delivery date etc. If you need to make changes to a scheduled delivery or request cancellation of a scheduled service, it must be made at least 14 calendar days in advance for a full refund. Cancellations made 6 to 13 calendar days in advance will automatically incur a non-refundable cost of 50% of the service cost. Any cancellation made 5 calendar days or less in advance will be liable for the full cost (100%) of the service. Re-scheduling Services: Where there are unforeseen circumstances that require a change of delivery date, the same delivery request can be re-scheduled via Success Management (CSAM) once without charge. Microsoft reserves the right to apply charges on additional requests to re- schedule the same delivery. Foundational Services Requirement: An active Foundational Services (formally referred to as Base Package) agreement is required to acquire and continue additional services, including Proactive Services, Mission Critical services, Enhanced Solutions, and Multi-Country services, unless explicitly stated otherwise. If your Unified Support services agreement with Foundational Services expires or is terminated, all additional services will also be terminated on the same date, without any refund prorata temporis, even if purchased separately. Additional Services: When purchasing additional services, we may require the inclusion of success and service delivery management to facilitate delivery. Not all additional services may be available in your country. Please contact your service delivery resource for details. Service Exchange: If you ordered one type of service and wish to exchange it for another, provided the service is eligible to be exchanged, you may apply equivalent value to an alternative service where available and in agreement with your service delivery resource. Microsoft reserves the right to decline ineligible exchanges. Code Access: You agree that the only non-Microsoft code to which you provide us access to is the code that you own. The services may include Services Deliverables, advice, and guidance related to code owned by you or by Microsoft, or the direct provision of other support services. Reactive Services: When providing Reactive services, Microsoft does not provide code of any kind, other than sample code. You will assume all risks associated with implementing any code Page 31 Unified Enterprise Support Services Description provided by Microsoft in the performance of support services and be responsible for all testing, controls, quality assurance, legal, regulatory or standards compliance, maintenance, deployment, and other practices associated with code provided by Microsoft in the performance of support services in whole or in part, in your Microsoft environment, or any other deployment whatsoever. Platform Requirements: There may be minimum platform requirements for the services purchased. Service Delivery: Services may not be delivered through to your customers. Where onsite visits are mutually agreed upon and not pre-paid, we will bill you for reasonable travel and living expenses. GitHub Support Services: These are provided by GitHub, Inc., a wholly owned subsidiary of Microsoft Corporation. Notwithstanding anything to the contrary in your Work Order, the GitHub Privacy Statement and the GitHub Data Protection Addendum and Security Exhibit will apply to your procurement of GitHub Support Services. User Communications: You agree that we may send information regarding products and features to a valid and active company email address through material identified as security updates, newsletters, blogs, security briefings, service communications, and similar documentation. Your users shall have the proper mechanism to Opt-Out of such communications. Recordings: Any recordings and related collateral of services provided are Services Deliverables subject to the terms and conditions of the governing agreement under which the services are delivered. By accepting the invitation to participate in a recorded event or by joining the recorded event: 1) Participants agree to be recorded and that the collection and storage of the recorded event is subject to the terms and conditions governing the event; 2) Participants agree that their name, email address, submitted questions, and/or phone number may be viewable by other participants; and 3) Participants agree that the recording may be shared with Microsoft employees and representatives. Other than as expressly provided in the governing agreement, you may not modify, copy, distribute, transmit, display, perform, reproduce, publish, license, create derivative works from, transfer, or sell any information from the recorded event. The Services Deliverables may be reasonably shared within your organization subject to the terms and conditions governing Services Deliverables and are not intended to replace your own organizational training programs. You will exercise sole discretion in determining whether to use the Services Deliverables and will be responsible for all legal, regulatory, or standards compliance. You assume all risks associated with implementation or reproduction of the Services Deliverables, including confidentiality obligations, information being taken out of context, or the information - ss or implied. Additional Prerequisites and Assumptions: These may be set forth in relevant Exhibits. 2.8 Your Responsibilities In addition to those set forth in any applicable exhibits, you have the following responsibilities. Failure to comply may result in service delays: Page 32 Unified Enterprise Support Services Description Support Services Administrator: You will designate a named support services administrator who will lead your team and manage all support activities, including the internal processes for submitting support incidents requests to us. Multi-country Support Services: If you purchase Multi-country Support Services, you will designate a named support services administrator for your Host Support Location. This individual will lead your local team and manage all local support activities, including the internal processes for submitting support incident requests to us. You may also need to designate a named support services administrator in other Support Locations. Reactive Support Contacts: As needed, you can designate reactive support contacts who will create support requests through the Microsoft support website or by phone. Cloud administrators for your cloud-based services can also submit cloud support requests through the relevant support portals. Online Services Support Requests: Cloud administrators must submit support requests for online services through the appropriate online service support portal. Service Request Submission: When submitting a service request, your reactive support contacts should have a basic understanding of the problem and an ability to reproduce it. This will assist Microsoft in diagnosing and triaging the problem. These contacts should also be knowledgeable about the supported Microsoft products and your Microsoft environment to help resolve system issues and assist Microsoft in analyzing and resolving service requests. Problem Determination and Resolution: When submitting a service request, your reactive support contacts may need to perform problem determination and resolution activities as requested by us. These activities may include performing network traces, capturing error messages, collecting configuration information, changing product configurations, installing new software versions or components, or modifying processes. Service Planning: You agree to collaborate with us in planning the utilization of services, based on the services you have purchased. Contact Updates: You agree to inform us of any changes to the named contacts specified in your Work Order within 7 business days of any such change. Data Management: You are responsible for backing up your data and reconstructing lost or altered files due to catastrophic failures. You also need to implement necessary procedures to ensure the integrity and security of your software and data. Feedback: Where possible, you agree to respond to Customer satisfaction surveys that we may periodically provide regarding the services. Expenses: You are responsible for any travel and expenses incurred by your employees or contractors. Additional Responsibilities: Your service delivery resource may ask you to fulfill other responsibilities specific to the service you purchased. Cloud Services: When using cloud services as part of this support, you must either purchase or have an existing subscription or data plan for the applicable online service. Enterprise support portal: When using your enterprise support portal, you must either acquire or have an existing Entra tenant to provide access to your users who will be using the services that are active on the enterprise support portal. Proactive Services Requests: You acknowledge that scheduling of delivery requests are subject to availability of Microsoft resources and agree to submit requests for Proactive services and enhanced solutions, along with any necessary or applicable data, no later than 60 days prior to the expiration date of the applicable Work Order and where this does not occur, you acknowledge that Microsoft will apply best efforts only wherever possible to deliver your request. Access: You agree to provide our onsite service delivery team with reasonable telephone and high- speed Internet access, as well as access to your internal systems and diagnostic tools, as applicable. Page 33 Unified Enterprise Support Services Description Management of Licensing Enrollments: Before deployment of licensed software or assignment of licensed online services and subscriptions, you are required to register any volume licensing enrollments / agreements, as well as any subscriptions and to assign administrators who will manage your licensing assets and / or subscriptions in the relevant portals, including Microsoft 365 admin center and Visual Studio Subscriptions Admin Portal. Assisted Support for volume licensing administrators and Visual Studio Subscriptions administrators is available during standard business hours. Page 34 Unified Enterprise Support Services Description Appendix A: Severity Types Charts This appendix contains a series of charts that provide a visual representation of incident severity types and levels. Please note that these charts are supplementary and are intended to provide additional insights into the incident severity levels. They should be used in conjunction with the main text for a comprehensive understanding of the topic. Reactive Support Incident Severity Types For problem resolution support, please see the severity situations in the chart below: Severity and situation Our expected response Your expected response 1 Severity 1 Azure components - Notification of your senior First call response in 15 executives, as requested by us Critical business system down: minutes or less Allocation of appropriate Business at risk. Complete loss All other products and services - resources to sustain of a critical application or First call response in one hour continuous effort on a 24x7 solution. 3 or less basis Needs immediate attention 2 Critical situation resource Rapid access and response assigned Submission via phone or web Continuous effort on a 24x7 3 basis Rapid escalation within Microsoft to product teams Notification of our senior executives, as required Severity A First call response in one hour Allocation of appropriate or less resources to sustain Critical business system continuous effort on a 24x7 2 degraded: Critical situation oversight 3 basis Significant loss or degradation Continuous effort on a 24x7 Rapid access and response 3 of services basis Submission via phone or web Needs attention within one hour First call response in two hours Allocation of appropriate Severity B or less resources to align to Microsoft Moderate business impact: effort Moderate loss or degradation If 24x7 effort has been of services, but work can Upon Customer request, effort requested, you will allocate 4 reasonably continue in an on a 24x7 basis appropriate resources to impaired manner 4 sustain 24x7 effort Needs attention within two 4 business hours Page 35 Unified Enterprise Support Services Description Severity and situation Our expected response Your expected response Access and response from change control authority within four business hours Submission via phone or web Severity C First call response in four hours Accurate contact information on or less case owner Minor business impact: Effort during business hours Responsive within 24 hours Substantially functioning with 5 only minor or no impediments of Submission via phone or web services Needs attention within four 5 business hours 1 The listed response time for your Azure components does not cover Azure StorSimple, GitHub AE, Azure Communication Services or Billing & Subscription Management. 2 Critical situation resources help drive for prompt issue resolution through case engagement, escalation, resourcing, and coordination. 3 We may need to downgrade the severity level if you are not able to provide adequate resources or responses to enable us to continue with problem resolution efforts. 4 If you choose 24x7 when you submit the support request, you commit to a continuous, 24x7 operation, every day with the Microsoft team until resolution, otherwise, Microsoft may at its discretion provide service during business hours only. 5 Business hours are generally defined as 09:00 to 17:30 Local Standard Time, excluding holidays and weekends. Business hours may differ slightly in your country. Mission Critical Services for Azure Platform and Mission Critical Services for Azure Platform Plus Incident Severity Types For problem resolution support, see the severity situations in the chart below: Severity and situation Our expected response Your expected response Severity 1 First call response in 15 minutes Critical business system down: Submission via phone or web or less Business at risk. Complete loss of a Notification of your senior critical application or solution Continuous effort on a 24x7 executives, as requested by us 1 basis Loss of a core business process and Allocation of appropriate work cannot reasonably continue resources to sustain experienced specialists Needs attention within 15 minutes Page 36 Unified Enterprise Support Services Description Severity and situation Our expected response Your expected response 2 Severity A Senior Incident Manager continuous effort on a 24x7 1 automatically assigned basis Critical business system degraded: Rapid escalation within Rapid access and response Significant loss or degradation of Microsoft to cloud service services operations teams Notification of our senior executives, as required 1 Microsoft may need to downgrade from 24x7 if you are not able to provide adequate resources or responses to enable Microsoft to continue with problem resolution efforts 2 Enhanced Incident Management resources help drive for prompt issue resolution through case engagement, escalation, resourcing, and coordination. Mission Critical Services for Azure Events Incident Severity Types For problem resolution support, see the severity situations in the chart below: Severity and situation Our expected response Your expected response Severity 1 Critical business system down: Notification of your senior First call response in 15 minutes executives, as requested by us or less and rapid escalation Business at risk. Complete loss of 2 within Microsoft a critical application or solution Allocation of appropriate Loss of a core business process resources to sustain continuous 1 and work cannot reasonably effort on a 24x7 basis Continuous effort on a 24x7 continue 1 basis Rapid access and response Needs attention within 15 minutes Access to Microsoft experienced specialists and rapid escalation within Microsoft to product Severity A teams Critical business system degraded: Engagement of support Significant loss or degradation of engineers who have knowledge services of your solution configuration. Where applicable, those engineers may assist and streamline the incident management process Notification of our senior executives, as required Page 37 Unified Enterprise Support Services Description 1 Microsoft may need to downgrade from 24 x 7 if you are not able to provide adequate resources or responses to help us to continue with problem resolution effort. For Azure cloud solutions, during the event, incident service requests related to the event should be raised through the Microsoft Azure portal including MCSAE in the case description. Mission Critical Services for Microsoft Security Cloud Incident Severity Types For problem resolution support, see the severity situations in the chart below: Severity and situation Our expected response Your expected response Initial Response Time response in 15 Notification of your senior Severity 1 minutes or less executives, as requested by us Critical business system down: Customer Services Support (CSS) Allocation of appropriate Business at risk. Complete loss of a security advanced engineers resources to sustain critical application or solution. continuous effort on a 24x7 1 Continuous effort on a 24x7 basis 1 Needs immediate attention basis Empowerment to engage the Rapid access and response Severity A Security Engineers as needed Submission via phone or web Critical business system degraded: Notification of our senior executives, as required Allocation of appropriate Significant loss or degradation of resources to sustain services continuous effort on a 24x7 1 Needs attention within 15 minutes basis Rapid access and response Submission via phone or web 1 We may need to downgrade from 24x7 if you are not able to provide adequate resources or responses to enable us to continue with problem resolution efforts Problem Resolution Support services are only available in English. Rapid Response Incident Severity Types For problem resolution support, see the severity situations in the chart below: Severity and situation Our expected response Your expected response Severity 1 Critical business system down: First call response in 15 minutes Notification of your senior or less executives, as requested by us Business at risk. Complete loss of a critical application or solution Continuous effort on a 24x7 Allocation of appropriate 1 basis resources to sustain Loss of a core business process and work cannot reasonably continue Page 38 Unified Enterprise Support Services Description Severity and situation Our expected response Your expected response Needs attention within 15 minutes continuous effort on a 24x7 21 experienced specialists basis Rapid escalation within Rapid access and response Microsoft to cloud service operations teams Notification of our senior executives, as required Severity A Critical business system degraded: Significant loss or degradation of services 1 Microsoft may need to downgrade from 24x7 if you are not able to provide adequate resources or responses to enable Microsoft to continue with problem resolution efforts 2 Rapid Response Problem Resolution Support services are only available in English and Japanese Unified Enhanced Response - Incident Severity Types For problem resolution support, please see the severity situations in the chart below: Severity and situation Our expected response Your expected response 1 Severity 1 Azure components - Notification of your senior First call response in 15 executives, as requested by us Critical business system down: minutes or less Allocation of appropriate Business at risk. Complete loss All other products and services - resources to sustain of a critical application or First call response in 30 continuous effort on a 24x7 solution. 3 minutes or less basis Needs immediate attention 2 Senior Incident Manager Rapid access and response automatically assigned Submission via phone or web Continuous effort on a 24x7 3 basis Rapid escalation within Microsoft to product teams Notification of our senior executives, as required Severity A First call response in 30 minutes Allocation of appropriate or less resources to sustain Critical business system continuous effort on a 24x7 Senior Incident Manager degraded: 3 basis 2 automatically assigned Significant loss or degradation Rapid access and response of services Page 39 Unified Enterprise Support Services Description Needs attention within 30 Continuous effort on a 24x7 Submission via phone or web 3 minutes basis 1 The listed response time for the C US Gov Clouds Azure StorSimple, GitHub AE, A40, Azure Media Services, Azure Stack, Test Base for M365, Microsoft Mesh or Universal Print. 2 Enhanced Incident Management resources help drive for prompt issue resolution through case engagement, escalation, resourcing, and coordination. 3 Microsoft may need to downgrade the severity level if you are not able to provide adequate resources or responses to enable Microsoft to continue with problem resolution efforts. Page 40 Unified Enterprise Support Services Description Appendix B: Success Management Services This appendix contains a series of charts that provide a visual representation of the Success Management Services pillars, activities and outcomes. Success Management Services Success Management Services are included with your agreement, unless otherwise noted herein or in your Work Order. Success Management Services are provided digitally and or by Customer Success Account Managers. These resources may operate either remotely or on-site at your location, and will work hand in hand with you to deliver on the following activities: Pillars Activities Activity Description Customer Improve and accelerate Customer Health Program health by focusing on simplification : The goal is to help you get the most out of your Managementand operational excellence. Solution Health Microsoft cloud investments by ensuring they are healthy, optimized, Identify and respond to critical issues, and resilient. Through our Customer Health Program Management, Problem create and/or generate insights we work with you to plan and implement actions and Management recommend appropriate remediation recommendations that will improve the operational health of your Microsoft cloud solutions. Improve resiliency as in the ability of a We use our Problem Management expertise to help you identify and Proactive system to withstand failures and resolve recurring issues that affect your cloud performance and Resiliencerecover quickly, minimizing the impact reliability. We also help you with Disaster Preparedness by on Customers and business outcomes conducting regular activities to help you prepare for major incidents and outages that could disrupt your business operations. Improve security and compliance Proactive Furthermore, we suggest engaging us in reviewing your Resilience through the implementation of Security and Security to help you identify and address opportunities to Microsoft security solutions. improve the resilience and security of your critical business functions Ensuring Customers are prepared for that rely on the cloud. Disaster crisis and orchestrating the Microsoft Preparedness team Relationship governance and continuous orchestration of ongoing : We assist you with orchestrating and Adoption & Planning Success account planning, alignment, and aligning the right resources in the planning and implementing cloud Program validation of Customer outcomes/value technologies that transform your organization. We provide success Management as established in the Customer success program management services that help you reach your technology plans. and business objectives. We help you accelerate the implementation, adoption and value realization of Microsoft cloud technologies. Technology Maximize the C investments We also help you enhance the health of your Microsoft cloud Optimizationthrough cloud optimization investments through Customer Health Program management services. We help you identify opportunities to reduce your cloud Technology & Cloud investments and infrastructure and software expenses through technology optimization services. Security constantly updated to the latest We keep you informed about important product, security, service Updatesreleased updates and feature updates through technology and security updates. We Lifecycle guide you and help you resolve end of life technology issues Ensure Customers have an up-to-date Management through lifecycle management services. lifecycle management plan Services Page 41 Unified Enterprise Support Services Description : We work with you as partners, sharing Executive Partnership responsibility and the rewards of your Microsoft investments. We build strong ties between your executives and ours, so we can Customer Fluid successful relationship between understand your goals and support your success programs. We offer Relationship the Customer and Microsoft services that help you plan and deliver specific results, using Management Microsoft cloud technologies. We help you get up and run faster, make the most of your cloud solutions, and achieve more value from Microsoft. Page 42 Unified Enterprise Support Services Description © 2025 Microsoft Corporation. All rights reserved. Any use or distribution of these materials without express authorization of Microsoft Corp. is strictly prohibited. Microsoft and Windows are either registered trademarks of Microsoft Corporation in the United States and/or other countries. The names of actual companies and products mentioned herein may be the trademarks of their respective owners. Page 43 COMMON COUNCIL REPORT M&C No.2 026-057 Report DateMarch 11, 2026 Meeting DateMarch 23, 2026 Service AreaGrowth and Community Services Her Worship Mayor Donna Noade Reardon and Members of Common Council SUBJECT:Regional Development Corporation Financial SupportThe City of Saint John AUTHORIZATION Primary AuthorCommissioner/Dept. HeadChief Administrative Officer Greg Cutler Amy Poffenroth / David Ian Fogan Dobbelsteyn RECOMMENDATION That the City of Saint John enter into the Funding Agreement for Project No: 19305, 19505, 19504, 19507, & 19508with the Regional Development Corporation generally in the form attached to this M&C 2026-057, for the purpose of receiving funding from RDC for the 2025 , and that the Mayor and Clerk be authorized to execute the said Funding Agreement and any other documents ancillary hereto. EXECUTIVE SUMMARY enter into a Funding Agreement with Regional Development Corporation (RDC) for the th was held onJune 5, 2025. The agreement provides financial support forP.R.O. Kids. Approval of the resolution will authorize the execution of the Funding Agreement and any related documents, ensuring the City of Saint John can access the funding for the purpose of meeting P.R.O. Kids Mission of providing assistance to as many children and youth as possible who are unable to participate in sports, art, recreation or culture activities due to financial limitations. PREVIOUS RESOLUTION REPORT The City of Saint John is seeking authorization to enter into a funding agreement with the Regional Development Corporation for the amount of $4,000.00in support of P.R.O. Kids. The offer contains a standard clause from RDC which states that the offer must be signed and returned within 45 days. Staff have confirmed that RDC does not intend to enforce the clause and will honour the commitment. P.R.O.Kids (Positive Recreation Opportunities for Kids) is a community program dedicated to ensuring all children and youth in Greater Saint John can participate in financial circumstances. The program works directly with local recreation providers to remove financial barriers that may otherwise prevent youth from participating in these activities. P.R.O.Kids began in 2002,modeled after the original program developed in Thunder Bay. The first advisory committee included representatives from health care, social services, corrections, youth services, community leaders, and financial supporters. Their goal was to aid as many children and youth as possible who are unable to participate in organized recreation activities due to financial limitations. Since its inception, P.R.O.Kids has operated as a charitable program administered by the City of Saint John. In 2005, the neighbouring municipalities of Grand Bay-Westfield, Rothesay, and Quispamsis joined as program partners. Annual contributions from these municipalities support administrative costs, ensuring all funds raised through the charitable program are directed entirely toward supporting children and youth across Greater Saint Johnparticipate in recreational programs. P.R.O.Kids plays an important role in supporting healthy and inclusive communities by providing financial assistance for registration fees and related program costs. Participation in sports, recreation, arts, and cultural activities contributes to the physical, social, and emotional well-being of children and youth while helping them develop important life skills such as teamwork, confidence, and leadership. In its first year, PRO Kids supported 278 placements for children and youth in activities their families could not afford. In2025, the program supported more than 870 placements, reflecting both Funding provided through the proposed agreement with the Regional Development Corporation will support the continued delivery of the P.R.O.Kids program and help meet the growing demand for financial assistance. Authorizing the Cityof Saint Johnto enter into this agreement will strengthen an established partnership that benefits families across Greater Saint John and supports the shared goal of ensuring all youth have access to meaningful sports, recreation, arts, and cultural opportunities. TheCity of Saint John would like to thank Hon. David Hickey, Hon. Aaron Kennedy, Hon. John Dornan, Hon. Alyson Townsend, and MLA Kate Wilcott for their supportin facilitating this agreement in support of P.R.O. Kids. STRATEGIC ALIGNMENT P.R.O. Kids aligns with Council Prio-enhancingthe quality of life and social well-being in a safe place to live, offering recreation, art, and cultural opportunities that align with PlanSJ, PlaySJ, and other related plans. SERVICE AND FINANCIAL OUTCOMES Service Outcomes Entering into a funding agreement with the Regional Development Corporation to support P.R.O.Kids will help ensure that up to 16 children and youth across Greater Saint John have equitable access to sports, recreation, arts, and cultural programming. Continued investment in the program aligns with the Citycommitment to fostering healthy, active communities and ensuring that all young residents can benefit from the recreational and cultural opportunities available in the community. Financial Outcomes The 2025 PRO Kids dinner broughtin almost $65,000. Through this funding agreement, the Regional Development Corporation will provide $4,000.00 in funding to support P.R.O.Kidsby assistingwith the cost of the Fundraising dinner so more funds raised from the dinner can be used to support childrenin need. 100% offunds raised by PRO Kids go directlytoward themandate of enabling youth participation in sports, arts, recreation, and cultural programming within Greater Saint John. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Name of Service Area/StakeholderName of Staff Person Craig Lavigne Maria Powell ATTACHMENTS Attachment A: Terms and Conditions of Funding RDC Project No. 19305, 19505, 19504, 19507 & 19508. Attachment B: RDC Confirmation of Support /haahb /hb/L\[ w9thw M&C No. 2026-061 Report DateMarch 17, 2026 Meeting DateMarch 23, 2026 Service AreaGrowth and Community Services Her Worship Mayor Donna Noade Reardon and Members of Common Council SUBJECT:Municipal Plan Review Phase 1 Growth Strategy -Project Initiation Council Update AUTHORIZATION Primary AuthorCommissioner/Dept. HeadChief Administrative Officer Pankaj NalavdeAmy PoffenrothIan Fogan RECOMMENDATION That Common Council direct the Community Planning & Housing teamtoproceed withplanning and preparation foradecennialMunicipal Plan updateof the adopted PlanSJ: City of Saint John Municipal Plan,pursuant to the Community Planning Act, SNB 2017, c 19, §21, et. seq. EXECUTIVE SUMMARY The City of Saint John is required by the Community Planning Act (CPA)to commence a review of and, if needed, an update to its Municipal Plan at least once every ten years. Provincial law also requires that thereview be concluded no later than 36 months after it commences. As a result, the timing and planning of both the commencement date and the conclusion date are important to establish in this context. The Community Planning team recommends twoseparate phases for the project. A first phase would include a growth study, economic analysis and public consultation by a firm with expertise in such studies. This first phase would be undertaken from 2026 to 2027. A second phase would include policy formation and public consultation on the results. This phase would overlap with the first and would run from 2027-2028. This approach would meet the 36-month requirement under the CPA. PREVIOUS RESOLUTIONS Common Council enacted the City of Saint JohnMunicipal Plan, PlanSJ,on January 30, 2012, which was filed in the Registry Office on February 21, 2012. PlanSJ has been amended various times to incorporate a wide variety of updates from single-property,land use re-designations to the Central Peninsula Secondary Plan. The pending inclusion of the North End Secondary Plan will representthe latest amendment to this multidisciplinary, comprehensiveplan for the entire City. REPORT The itsreview of theadopted Municipal Planwasdeeply affected bytheevents within thefirst ten-yearintervalof the Plan. In early 2020, the World Health Organization (WHO) declared COVID-19 a global health emergency. From March 2020untilMay 2023, when the WHO declared an end to the international public health emergency, much of the ongoing work related to a review of the adopted Municipal Plan wasplaced on hold. Consideringthe delays toPlanimplementationdue to(1)acompletestoppageof PlanSJ review workduring COVID,(2) followed byarecommencementthatwas notimmediate,(3) the significantloss oftime due to the cyberattackon the and(4)recentincreasesin overall populationwhich werenot anticipated inPlanSJ, staffrecognizethat planning for adecennial review isnow appropriate. The City of Saint John10-Year Strategic Plan adopted by Council on November 1, 2022,directed staff to conducta 10-year review of PlanSJ informed by climate adaptation, neighbourhood plans, and the 15-minute-City concept. This directive was initially scheduled as an objective and action for 2025 and 2026, but due to timelost during and after COVID, Common Councilis encouraged todirectits staff to begin immediately preparingand planning for a review. STRATEGIC ALIGNMENT A Municipal Planreview and updatewould have wide-ranging impacts that directly and indirectly advanceCommon for their 2021-2026 term: Grow, Green, Belong, Move, and Perform.Such impactswould extend to the new priorities set by a new Council in mid-2026. SERVICE AND FINANCIAL OUTCOMES A Municipal Plan update represents a significant undertaking for any municipality. Growth and Community Services has been planning for this initiative well in advance and has incorporated funding within its annual budgets to support both secondary planning work and the Municipal Plan update. A budget of $200,000 has been allocated for the Phase 1 Growth Strategy, and a comparable amount will be set aside for the Phase 2 Municipal Plan, subject to adjustments to reflect market inflation and other cost pressures at the time of implementation. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS A Municipal Plan is a comprehensive document that impacts all city service areas, city employees, and city stakeholders. The review and update of the document will require a robust engagement process where internal and external stakeholders will be engagedand provide input. The RFP and bidding process will use a steering committee to evaluate and selectasuccessfulproponent. The proposed steering committee wouldinclude the following membersor their delegates: ATTACHMENTS/RESOURCES N/A CƩƚƒʹ/ğƌźƭƷğ YƚƭƭğƷǩ ѡĭğƌźƭƷğ͵ƉƚƭƭğƷǩθŭƒğźƌ͵ĭƚƒѢ {ĻƓƷʹ ǒĻƭķğǤͲ ağƩĭŷ ЊАͲ ЋЉЋЏ ЊʹЌЌ ta ƚʹ /źƷǤ ƚŅ {ğźƓƷ WƚŷƓ ağǤƚƩγƭ hŅŅźĭĻ ѡƒğǤƚƩθƭğźƓƷƆƚŷƓ͵ĭğѢͳ bƚƩƷƚƓͲ DƩĻŭ ѡŭƩĻŭ͵ƓƚƩƷƚƓθƭğźƓƷƆƚŷƓ͵ĭğѢͳ YźƌƌĻƓͲ WƚğƓƓğ ѡƆƚğƓƓğ͵ƉźƌƌĻƓθƭğźƓƷƆƚŷƓ͵ĭğѢͳ IğƩƩźƭͲ .ƩĻƓƷ ѡĬƩĻƓƷ͵ŷğƩƩźƭθƭğźƓƷƆƚŷƓ͵ĭğѢͳ ağĭYĻƓǩźĻͲ WƚŷƓ ѡƆƚŷƓ͵ƒğĭƉĻƓǩźĻθƭğźƓƷƆƚŷƓ͵ĭğѢͳ {ǒƌƌźǝğƓͲ DğƩǤ ѡŭğƩǤ͵ƭǒƌƌźǝğƓθƭğźƓƷƆƚŷƓ͵ĭğѢͳ hŭķĻƓͲ .ğƩƩǤ ѡĬğƩƩǤ͵ƚŭķĻƓθƭğźƓƷƆƚŷƓ͵ĭğѢͳ 5ğƩƌźƓŭͲ ağƩźğŷ ѡağƩźğŷ͵5ğƩƌźƓŭθƭğźƓƷƆƚŷƓ͵ĭğѢͳ \[ƚǞĻͲ DĻƩƩǤ ѡŭĻƩƩǤ͵ƌƚǞĻθƭğźƓƷƆƚŷƓ͵ĭğѢͳ wğķǞğƓͲ tğǒƌğ ѡƦğǒƌğ͵ƩğķǞğƓθƭğźƓƷƆƚŷƓ͵ĭğѢͳ {ƷĻǞğƩƷͲ DƩĻŭ ѡŭƩĻŭ͵ƭƷĻǞğƩƷθƭğźƓƷƆƚŷƓ͵ĭğѢͳ /ƚƒƒƚƓ /ƌĻƩƉ ѡĭƚƒƒƚƓĭƌĻƩƉθƭğźƓƷƆƚŷƓ͵ĭğѢͳ wĻğƩķƚƓͲ 5ƚƓƓğ ѡķƚƓƓğ͵ƩĻğƩķƚƓθƭğźƓƷƆƚŷƓ͵ĭğѢ {ǒĬƆĻĭƷʹ ğƷĻƩƭŷĻķ tƩƚƷĻĭƷźƚƓ ğƓķ \[ƚƩƓĻǝźƌƌĻ 5ƩźƓƉźƓŭ ğƷĻƩ \[ External Email Alert\] **Please note that this message is from an external sender. If it appears to be sent from a Saint John employee, please forward the email to spamsample@saintjohn.ca or contact the IT Service Desk.** Dear Mayor Reardon and council, shoreline around the Loch Lomond and Spruce Lake reservoirs highlights an important principle: intact forests, wetlands, and watercourses play a critical role in safeguarding drinking water. I support this initiative and the recognition of these natural systems as essential to However, I am struggling to reconcile these statements with the situation in the Lorneville watershed, where hundreds of residents rely on groundwater wells located downgradient of lands proposed for extensive clearing, wetland infilling, and industrial development, including a 120-acre data centre proposed on wetlands and peatlands at the apex of the watershed. You may argue that reservoirs and groundwater wells are different. Of course they are. But the underlying principle is the same: intact watershed functions protect drinking water. If that principle justifies conservation in one watershed, it should justify precaution in another. Families in Lorneville depend on the same natural systems forests, wetlands, and headwater areas to maintain water quality and watershed health. Yet rather than precautionary protection, the approach being proposed appears to rely largely on development followed by groundwater monitoring. I have attached a few images and a social media post summarizing these concerns and the apparent contradiction between the watershed protection principles being celebrated today and the approach currently being taken in Lorneville. I would welcome your thoughts on how these two positions can be reconciled. Sincerely, Calista Kossatz Staff Recommendation for Council Resolution 1360 Old Black River Road (PID 00340703) Rezoning stnd Public Hearing, 1 and 2 Readings: March 23, 2026 Item Required: Recommendation (Y/N) Municipal Plan No Amendment stnd Zoning By-Law Yes That Common Council give 1 and 2 reading to By-Law Amendment Number C.P. 111-218 a Law to Amend The Zoning By-Law of the City of Saint John. Recission of No Previous s. 39/s. 59 Conditions Section 59 No Conditions Section 59 No Agreement Section 131 No Agreement Subdivision No Other No rd Tentative 3 Reading: April 6, 2026 Item: Required: Recommendation (Y/N) Municipal Plan No Amendment rd Zoning By-Law Yes That Common Council give 3 reading to By-Law Number Amendment C.P. 111-218 a Law to Amend The Zoning By-Law of the City of Saint John. Recission of No Previous s. 39/s. 59 Conditions Section 59 No Conditions Section 59 No Agreement Section 131 No Agreement Subdivision No Other No PLANNING ADVISORY COMMITTEE February19, 2026 Her Worship Mayor Donna Noade Reardon and Members of Common Council Your Worship and Councillors: SUBJECT:ProposedRezoningfor 1360 Old Black River Road (PID00340703) At the regular meeting of thePlanning Advisory Committee,on February18, 2026,thecommitteeconsideredtheattachedreportregarding the proposed Rezoning of the subject site. Yeva Mattson, Planner with Growth and Community Services, appeared before the Committee and provided an overview of the application. No questions were raised and no letters were received. RECOMMENDATION: 1.That Common Council adopt the attached by-law amendment entitled -law No. C.P.111-218, A Law to Amend the Zoning By-Law of The City of Saint John. Respectfully submitted, Phil Comeau Vice Chair Page 1of 1 Report Date:February 13, 2026 To:Planning Advisory Committee From: Growth & Community Services MeetingDate:February 18, 2026 SUBJECT Applicant:Gerald Laskey Landowners(s):Gerald Laskey Location: Civic Address:PID:Lot Size: 2 1360 Old Black River RoadPID 003407031563 m Plan Designation:Rural Residential Zoning Rural Residential (RR) Proposed Zoning:Rural Mixed Residential (RMX) Application Type:Rezoning Jurisdiction: The Community Planning Act authorizes the Planning Advisory Committee to give its views to Common Council concerning proposed amendments to the Zoning By-law. Common Council will consider the Committee’s recommendation at a public hearing on Monday,March 9, 2026. EXECUTIVE SUMMARY The application is for the rezoning of 1360 Old Black River Roadto the Rural Mixed Residential (RMX) zone in order to legalize the placement of a mobile home on the site. Staff are recommending approval. RECOMMENDATION Page 1 of 5 Gerald Laskey1360 Old Black River RoadFebruary 15, 2026 1. That Common Council adopt the attached by-law amendment entitled “By-law No. C.P. 111-218, A Law to Amend the Zoning By-Law of The City of Saint John. DECISION HISTORY On April 15, 2025, the City of Saint John issued a Stop Work Order for 1360 Old Black River Road for the placement of a mobile home, and associated site improvements, which were undertaken without permits. The site is zoned Rural Residential, which does not permit the placement of a mobile home. The property owner was advised that the property must be rezoned, prior to obtaining the required permits. ANALYSIS Proposal The application is for the rezoning 1360 Old Black River Road to legalize the mobile home that was placed on the site in 2025. As mobile homes are not a permitted use in the Rural Residential (RR) zone, the site must be rezoned to the Rural Mixed Residential (RMX) zone in order to legalize the use. Site and Neighbourhood The subject site is located on the east side of the City, within a rural residential neighbourhood located on Old Black River Road. The property was subdivided in the late 1950s and is one of several existing undersized rural residential lots located in the area. Site development requires the use of a private well and septic system. The property is located within a rural residential neighbourhood that consists of a cluster of rural residential properties located on both sides of Old Black River Road. The area has largely been developed with single family dwellings as permitted within the RR zone. Other residential zones within the area include an RMX property which was developed with a mini-home, and a Low- Rise Residential (RL) property which converted a former commercial use into a three-unit dwelling. The remaining land is zoned Rural (RU) and is largely comprised of large properties within limited site development. As this is a rural area, there are no active transportation or transit options available. Plan and Policy Alignment Municipal Plan The subject site is designated Rural Residential within the Municipal Plan. The Rural Residential designation applies to those lands which accommodate existing or approved low-density residential development that is not located within a Rural Settlement Area, is privately serviced, and is located outside the Primary Development Area. While the Municipal Plan discourages the development of new Rural Residential neighbourhoods within the City, it does support the continued use and development of those areas already designated Rural Residential. Page 2 of 5 Gerald Laskey1360 Old Black River RoadFebruary 15, 2026 The rezoning involves an existing lot located within an established rural residential neighbourhood. The lot, which was created in the late 1950s, is one of several undersized rural residential lots located within the existing neighbourhood. The rezoning from the RR to the RMX zone will enable the site’s continued use for rural residential purposes as outlined in the Rural Residential designation. The site development, of a mobile home on private servicing, aligns with the intent of the Rural Residential designation. Attachment 2, contains a full assessment of all applicable PlanSJ policies. Based on the analysis of the proposed development under the Rural Residential designation, the proposal is consistent with the policies of the Municipal Plan, which support the development of existing Rural Residential sites at this scale and density. Zoning The proposed rezoning form Rural Residential (RR) to Rural Mixed Residential (RMX) is needed to support the placement of a mobile home on the property. While the RR zone does establish existing mobile homes as a permitted use, this is limited to those sites that contained a mobile home prior to the adoption of the current Zoning By-Law. The RR zone does not permit the development of new properties with mobile homes. A review of historic imagery indicates that the site was undeveloped until 2025. The RMX zone was developed to permit the placement of a mobile or mini-home on lands designated Rural Residential. The RMX and RR zones utilize the same zone standards, to provide a consistent approach to lot sizes and dimensions. The use of the RMX zone is intended to address site specific requests for the use of mobile or mini-homes in the rural residential area. The rezoning process would be used to assess the compatibility of the proposal based on the surrounding area and neighbourhood context. 1360 Old Black River Road is in a rural residential area that has developed over time. The neighbourhood contains a mixture of mobile homes (that were placed prior to the current Zoning By-Law) and one-unit dwellings. This includes a neighbouring property that was rezoned to the RMX zone to facilitate the placement of a mini-home on the site. While no single building style or typology dominates the area, single-storey dwellings appear to be the most common design characteristic of the area. Due to the mixture of building types, including the established use of mobile homes within the neighbourhood, the placement of a mobile home on the property would be compatible with the character of the area. The proposed development will be required to meet the requirements of the Zoning By-Law including site access, building placement, parking and landscaping. A full review of the site plan for alignment with the Zoning By-Law will occur at the permitting stage. An initial review has indicated that a Development Officer variance will be required to reduce one of the side yard setbacks by less than a metre. Page 3 of 5 Gerald Laskey1360 Old Black River RoadFebruary 15, 2026 Statements of Public Interest(SPIs) The proposed development aligns with the Provincial SPI’s, including the SPIs associated with development that aligns with existing settlement patterns and the utilization of existing public infrastructure and services. The proposed rezoning will utilize an existing lot on an existing street. Service Area Review Internal Service Areas Feedback Infrastructure Site landscaping including the use of topsoil and hydroseed or sod, is required to facilitate surface drainage on the property. Failure to provide suitable ground cover may result in additional sediment build up in the nearby ditch, which would impact drainage in the area. Building Upon completion of the rezoning process, the applicant will be required to apply for a building permit for the associated site development. Emergency Management No concerns Parks No concerns Traffic No concerns Transit No comments (outside transit routes) Parking Commission No concerns Operations(Public Works) No concerns External Agencies Department of Local Government and There is a wetland present, but it does not appear Environment – WAWA to be large enough or contiguous with other wetlands/watercourses and is therefore not regulated. Conclusion This proposal aligns will all relevant Municipal Plan polices and the Statements of Provincial Interest and meets the intent of the Zoning By-law. No concerns were raised from internal or external service areas regarding the proposal. Therefore, Staff are recommending approval of the rezoning. ALTERNATIVES AND OTHER CONSIDERATIONS No alternatives were considered. ENGAGEMENT In accordance with the Committee’s Rules of Procedure, notification of the proposal was sent to landowners within 100 metres of the subject property on January 23, 2026. As of the date of this report, 0 letters were received. The public hearing notice was posted on the City of Saint John website on February 16, 2026. The public hearing will be held on Monday, March 9, 2026 at 6:30PM. Page 4 of 5 Gerald Laskey1360 Old Black River RoadFebruary 15, 2026 APPROVALS AND CONTACT Manager Director Commissioner Jennifer Kirchner RPP, MCIP Pankaj Nalavde RPP, MCIP Amy Poffenroth P.Eng.,MBA Contact: Yeva Mattson Telephone: 506-721-8453 Email: yeva.mattson@saintohn.ca Application: 25-0165 APPENDIX Map 1: Aerial Photography Map 2: Future Land Use Map 3: Zoning Attachment 1: Site Photography Attachment 2: Policy Review Submission 1: Site Plan Page 5 of 5 Attachment 2: Municipal Plan Policy Review 1360 Old Black River Road Municipal Plan Policy1360 Old Black River Road Assessment Policy LU-104 Create the Rural Residential designation on the Future Land Use map The proposed rezoning involves an existing lot that is designated for rural (Schedule B). Council intends that land within the Rural Residential Area residential development. The subject site is located on Old Black River Road, designation is generally intended to accommodate existing rural residential in an area that has been redesignated and developed with rural residential development. Development of residential uses on existing lots shall be land uses. permitted but the creation of new lots for additional rural residential development will generally be discouraged, except where applications for subdivision were approved by Council prior to the adoption of the Municipal Plan. Council will permit other compatible uses including home occupations, parks, and community facilities without amendment to the Municipal Plan. Policy LU-105 Not permit the expansion of Rural Residential development to lands not The subject site is designated Rural Residential and is part of a cluster of Rural currently designated for this form of development. Council therefore shall not Residential designated land located on Old Black River Road. The proposed consider applications to re-designate lands to the Rural Residential Area rezoning would not result in an expansion of the Rural Residential designation except where such an application is necessary to recognize an designation. unintentionally omitted existing or approved legal land use. Policy LU-106 The lot was created in 1957 and would not be subject to the minimum lot size Permit the creation of new lots that have a minimum lot area of less than four requirements for new lots, as established in Policy LU-106. The existing lot is (4) hectares (40,000 square metres) in the Rural Residential Area subject to one of several undersized properties located in the vicinity, which have been compliance with the provisions in the Zoning Bylaw and in keeping with the developed for rural residential land uses. rural character of the area. Council shall permit the creation of no more than two (2) new lots from a host parcel and will not permit the creation of any While the lotdoes not meet theminimum lot size requirementsfor either the more than one (1) new access driveway per lot to a collector or arterial Rural Residential zone (current zoning) or the Rural Mixed Residential zone roadway as a result of such subdivisions, except where approved by Council (proposed zoning), Section 8.9 of the Zoning By-Law acknowledges the prior to the adoption of the Municipal Plan existence of undersized properties within the City. This Section also permits the development of these properties, as long as they can align with the other provisions of the Zoning By-Law. This would include the ability to adequately service the property with a private well and septic system. Policy LU-107 No new streets are being proposed as part of this rezoning application, as the Generally not accept the dedication of new public streets or the creation of lot contains an existing frontage onto Old Black River Road. new private streets within the Rural Residential Area designation unless Council determines that the new street is necessary to provide safe access to the proposed development or is necessary to improve connectivity between existing developments in the general area. Policy I-2 In considering amendments to the Zoning Bylaw or the imposition of terms and conditions, in addition to all other criteria set out in the various policies of the Municipal Plan, have regard for the following: a. This proposal aligns with the residential land use policies as established in the City’s Municipal Plan. The proposed rezoning enable the placement of a. The proposal is in conformity with the goals, policies and intent of the a mobile home on the property, while retaining the overall intention of Municipal Plan and the requirements of all City bylaws; the Rural Residential land use designation. b. The proposal is not premature or inappropriate by reason of: b. The proposal is located on an existing lot in an established rural i. Financial inability of the City to absorb costs related to development residential neighbourhood. The development will be serviced by a private and ensure efficient delivery of services, as determined through well and septic system and will connect to the existing electric and road Policy I-7 and I-8; infrastructure. The proposed development will not impact the existing ii. The adequacy of central wastewater or water services and storm service provision or infrastructure within the area. drainage measures; iii. Adequacy or proximity of school, recreation, or other community facilities; c. The zone standards will ensure appropriate height, setbacks, parking and iv. Adequacy of road networks leading to or adjacent to the landscaping. development; and v. Potential for negative impacts to designated heritage buildings or d. The existing lot has no concerning elevation changes or environmental areas. concerns. c. Appropriate controls are placed on any proposed development where necessary to reduce any conflict with adjacent land uses by reason of: i. Type of use; ii. Height, bulk or appearance and lot coverage of any proposed building; iii. Traffic generation, vehicular, pedestrian, bicycle or transit access to and from the site; iv. Parking; v. Open storage; vi. Signs; and vii. Any other relevant matter of urban planning. d.The proposed site is suitable in terms of steepness of grade, soil and geological conditions, locations of watercourses, wetlands, and susceptibility of flooding as well as any other relevant environmental consideration; Statements of Public Interest SPI Assessment Settlement Patterns SP.1 Promote efficient development and land use patterns that are in the The proposed development is located on a site served by an existing road and best interests of the Province, local governments and residents of the existing lot and therefore could be considered infill development. Province in the long-term. Given these considerations it conforms to the criteria as it is an expansion of an existing land use which makes use of the City’s existing infrastructure and services. SP.2 Promote a range of housing options such as size, type, density and This development represents an opportunity to increase housing options in an design throughout communities. existing neighbourhood. SP.3 Support the provision of a range of affordable housing options This Policy is not applicable. throughout communities. SP.4 Avoid development and land use patterns that may cause The proposed development is outside of any regulated wetland and environmental or health and safety issues. watercourse buffer. SP.5 With respect to development that occurs in a community with existing The proposed development is located on an existing roadway that is serviced or planned public infrastructure and services, promote development in City services. locations where the public infrastructure and services are or are planned to be available. SP.6 With respect to development that occurs in a community with no This policy is not applicable. existing or planned public infrastructure or services, promote development in locations with previously constructed and actively maintained roads. SP.7 Promote a range of transportation options, including public, regional The development is located in a rural neighbourhood and does not have sidewalks or transit options. and active transportation. SP.8 Promote the use of green infrastructure, including climate resilient The proposed development is outside of any regulated wetland and watercourse buffer and flood zones lands. SP.9 Promote development in downtown areas and urban cores through The expansion of the existing site can be viewed as an infill development, as it increased density, infill and brownfield development. is increasing density on a lot that already exists within an established neighbourhood. Agriculture AA.1 Identify prime agricultural areas and prioritize them for agricultural Not applicable. uses and other compatible uses. AA.2 Identify current and future areas for fishery use and aquaculture use Not applicable. and prioritize them for those uses and other compatible uses. AA.3 Consider set-backs, including reciprocal setbacks if appropriate, Not applicable. between areas with an agricultural use, fishery use or aquaculture use and areas used for incompatible purposes. Climate Change CC.1 Promote energy conservation and efficiency, improved air quality, The subject site is located within a developed rural neighbourhood with access climate change mitigation and climate change adaptation through to existing road on an existing lot. development and land use patterns. CC.2 Consider how the siting and design of infrastructure can improve air Not applicable. quality and energy conservation and efficiency, minimize the health and public safety impacts of climate change and increase climate resiliency. Flood and Natural Hazard Areas FH.1 Identify flood and natural hazard areas using provincial flood hazard Not applicable. mapping, provincial erosion mapping and other resources. FH.2 Promote land use and development in areas other than flood and Not applicable. natural hazard areas. FH.3 Promote land use and development that are not expected to increase Due to the location and topography of the subject site, there are no risks the impacts on safety and costs associated with flooding and natural associated with flooding or natural hazards. hazards. FH.4 Promote land use and development that incorporate mitigation Not applicable. measures with respect to flooding and natural hazards or that are appropriate for areas subject to natural hazards. Natural Resources Not applicable. Not applicable. Not applicable. NR.4 Consider set-backs, including reciprocal setbacks if appropriate, Not applicable. ATTACHMENT 1: SITE PHOTOGRAPHY Subject Site (from Old Black River Road) Old Black River Road looking South (from Subject Site on right) Old Black River Road looking North (from Subject Site on left) 50280361:;69 216( 271( BY-LAW NUMBER C.P. 111-218 ARRÊTÉ NO C.P. 111-218 A LAW TO AMEND THE ZONING BY-LAW OF THE CITY OF SAINT JOHN ZONAGE DE THE CITY OF SAINT JOHN Be it enacted by The City of Saint John in Lors d'une réunion du conseil Common Council convened, as follows: communal, The City of Saint John a décrété ce qui suit : L'arrêté sur le zonage de The City of Saint The Zoning By-law of The City of Saint John John, décrété le quinze décembre 2014, est enacted on the fifteenth day of December, A.D. modifié par : 2014, is amended by: La modification de «A», Plan de Rezoning on Schedule "A", the Zoning Map of zonage de la ville de Saint John, The City of Saint John, a parcel of land having an permettant de modifier la désignation area of approximately 1,563 square metres, pour u located at 1360 Old Black River Road, also 1536 mètres carrés, identified as PID 00340703, from Rural situé au 1360 chemin Old Black River, Residential (RR) to Rural Mixed Residential également identifié comme le NID (RMX). 00340703, de Zone résidentielle rurale (RR) a Zone résidentielle mixte rurale (RMX) - toutes les modifications sont - all as shown on the plan attached hereto indiquées sur le plan ci-joint et font partie du and forming part of this by-law. présent arrêté. EN FOI DE QUOI, The City of Saint John a IN WITNESS WHEREOF The City of fait apposer son sceau communal sur le Saint John has caused the Corporate Common présent arrêté le X XXX 2026, avec les Seal of the said City to be affixed to this by-law signatures suivantes: the X day of XXX, A.D. 2026 and signed by: Mayor/Mairesse City Clerk/Greffier de la municipalité First Reading X Première lecture X Second Reading X Deuxième lecture X Third Reading - X Troisième lecture - X 1360OldBlackRiverRoad PID00340703 CommonCouncilPublicHearing March 23, 2026 18:30 By-Law Number: CP 111-218 1360OldBlackRiverRoad(PID00340703) Proposal Rezoning Current: Rural Residential (RR) Proposed: Rural Mixed Residential (RMX) 1360OldBlackRiverRoad(PID00340703) City Context 1360OldBlackRiverRoad(PID00340703) Aerial Context 1360OldBlackRiverRoad(PID00340703) Site Photo 1360OldBlackRiverRoad(PID00340703) Municipal Plan Designation Rural Residential This designation applies to those lands which accommodate existing or approved low-density residential development, is unserviced, and is located beyond the Primary Development Area. The Municipal Plan seeks to curtail this form of development in the future by limiting further subdivision of lots for this purpose. 1360OldBlackRiverRoad(PID00340703) Policy Alignment PolicyLU-104 PolicyI-2 Development of residential uses on In considering amendments to the existing lots shall be permitted but Zoning Bylaw or the imposition of the creation of new lots for additional terms and conditions, in addition to all rural residential development will other criteria set out in the various generally be discouraged.policies of the Municipal Plan, have 1360OldBlackRiverRoad(PID00340703) Zoning PID# 00340703 LotSize 1563 m² CurrentZoning Rural Residential (RR) The Rural Residential (RR) zone accommodates unservicedresidential development in the form of two-unit dwellings and one-unit dwellings. The zone also permits agricultural uses and mobile or mini- homes. 1360OldBlackRiverRoad(PID00340703) Zoning PID# 00340703 LotSize 1563 m² ProposedZoning Rural Mixed Residential (RMX) The Rural Mixed Residential (RMX) zone accommodates unservicedresidential development in a variety of forms including two- unit dwellings, one-unit dwellings, and mobile or mini-homes. 1360OldBlackRiverRoad(PID00340703) PublicEngagement Mailout: January23,2026 AdPostedonWebsite: February23,2026 ApplicantEngagement: No LettersReceived:0 February18,2026 PACDate: 1360OldBlackRiverRoad(PID00340703) StaffRecommendation Rezoning That Common Council rezone the site from RuralResidential(RR)to RuralMixedResidential(RMX) O BY-LAW NUMBER L.G. 4-12 ARRÊTÉ N L.G. 4-12 A BY-LAW RESPECTING THE ARRÊTÉ RELATIF A LA CLOSING OF ROADS, STREETS OR FERMETURE DES CHEMINS, DES HIGHWAYS IN RUES OU DES ROUTES DAN THE CITY OF SAINT JOHN THE CITY OF SAINT JOHN Be it enacted by the Common Lors d'une réunion du conseil Council of The City of Saint John as communal, The City of Saint John a follows: décrété ce qui suit : The By-law of The City of Saint John -law Respecting The Saint John intitulé, « Arrêté relatif à la Closing of Roads, Streets or Highways in fermeture des chemins, des rues ou des The City of Saint routes dans The City of Saint John», eleventh day of March, A.D. 2019, is décrété le 11 mars 2019, est modifié par hereby amended by adding thereto Section 12 immédiatement après 12 immediately after Section 11 thereof, as 11, comme suit : follows: 12 The City of Saint John does hereby 12 Par les présentes, The City of Saint stop up and close permanently the John barre et ferme de façon permanente la following street: rue suivante : OLD LAKE TRAIL: All that portion of SENTIER OLD LAKE: Toute la partie de Old Lake Trail, a public street in the City la sentier Old Lake, une rue publique dans of Saint John, in the County of Saint John la ville de Saint John, comté de Saint John, and Province of New Brunswick, dans la province du Nouveau-Brunswick, comprising 32 square metres as shown on a mètres carrés ing portion of comme le montre Old Lake Trail, City of Saint John, Saint intitulé « indiquant la sentier Old Lake, ville de by Hughes Surveys & Consultants Inc. and Saint John, comté de Saint John, province dated February 18, 2026, attached hereto. du Nouveau-Brunswick », préparé par Hughes Surveys et Consultants Inc. daté du 18 fevrier 2026, joint aux présentes. IN WITNESS WHEREOF The City of EN FOI DE QUOI, The City of Saint John Saint John has caused the Corporate a fait apposer son sceau communal sur le Common Seal of the said City to be affixed présent arrêté le ** **** 2026, to this by-law the *** day of ***, A.D. avec les signatures suivantes : 2026 and signed by: _______________________________________ Mayor/Mairesse _____________________________________ City Clerk/Greffier de la municipalité First Reading - March 9, 2026 Première lecture - le 9 mars 2026 Second Reading - March 9, 2026 Deuxième lecture - le 9 mars 2026 Third Reading - Troisième lecture - Staff Recommendation for Council Resolution Property: 358 ½ Rothesay Avenue (Portion of PID 55183875) stnd Public Hearing, 1 and 2 Reading were held on March 9, 2026. rd 3 Reading: March 23, 2026 Item: Required: Recommendation (Y/N) rd Municipal Plan Yes That Common Council give 3 Reading to By-Law Number Amendment C.P. 106-45, a Law to Amend The Municipal Plan By-Law of the City of Saint John. rd Zoning By-Law Yes That Common Council give 3 Reading to By-Law Number Amendment C.P. 111-217, a Law to Amend The Zoning By-Law of the City of Saint John. Recission of No Previous s. 39/s. 59 Conditions Section 59 No Conditions Section 59 No Agreement Section 131 No Agreement BY-LAW NUMBER C.P. 106-45 ARRÊTÉ NO C.P. 106-45 ARRÊTÉ MODIFIANT L'ARRÊTÉ RELATIF AU A LAW TO AMEND THE MUNICIPAL PLAN MUNICIPAL PLAN BY-LAW Be it enacted by The City of Saint John in Lors d'une réunion du conseil communal, Common Council convened, as follows: The City of Saint John a décrété ce qui suit: The Municipal Plan By-law of The City of Saint L'arrêté concernant le plan municipal de The John enacted on the 30th day of January, A.D. City of Saint John décrété le 30 janvier 2012 2012 is amended by: est modifié par:: 1. Redesignating on Schedule A of the 1. A Municipal Development Plan, land having an approximate area of 8,360 square approximative de 8,360 metres carrée, situé au 358 ½ metres, located at 358 ½ Rothesay Rothesay Avenue, également identifié Avenue, also identified as part of PID comme une partie du NID 55183875 de 55183875, from Park and Natural Area to parc et aire naturelle à secteurs Employment Area. . 2. 2. Redesignating on Schedule B of the municipal, Municipal Development Plan, land having an approximate area of 8,360 square 8,360 metres carrée, situé au 358 ½ metres, located at 358 ½ Rothesay Rothesay Avenue, également identifié Avenue, also identified as part of PID comme une partie du NID 55183875 de 55183875, from Park and Natural Area to parc et aire naturelle à corridor Commercial Corridor. commercial. - toutes les modifications sont - all as shown on the plan attached hereto indiquées sur le plan ci-joint et font partie du and forming part of this by-law. présent arrêté. EN FOI DE QUOI, The City of Saint John a IN WITNESS WHEREOF The City of fait apposer son sceau communal sur le Saint John has caused the Corporate Common présent arrêté le X Xxxxx 2026, avec les Seal of the said City to be affixed to this by-law signatures suivantes: the X day of Xxxxx, A.D. 2026 and signed by: _______________________________________ Mayor/Mairesse _________________________________________ City Clerk/Greffier de la municipalité First Reading - March 9, 2026 Première lecture - 9 mars 2026 Second Reading - March 9, 2026 Deuxième lecture - 9 mars 2026 Third Reading - X Troisième lecture - X BY-LAW NUMBER C.P. 111-217 ARRÊTÉ NO C.P. 111-217 ARRÊTÉ A LAW TO AMEND THE ZONING BY-LAW OF THE CITY OF SAINT JOHN DE THE CITY OF SAINT JOHN Lors dune réunion du conseil Be it enacted by The City of Saint John in Common Council convened, as follows: communal, The City of Saint John a décrété ce qui suit : The Zoning By-law of The City of Saint John LArrêté de zonage de The City of Saint John, enacted on the fifteenth day of December, décrété le 15 décembre 2014, est modifié par : A.D. 2014, is amended by: Rezoning on Map of A », Plan de The City of Saint John, a parcel of land having an zonage de The City of Saint John, permettant area of approximately 8,360 square metres, de modifier la désignation une parcelle de located at 358 ½ Rothesay Avenue, also identified as part of PID 55183875, from Park (P) to mètres carrés, situé au 358 ½ Rothesay Corridor Commercial (CC). Avenue, également identifié comme une partie du NID 55183875, de parc (P) à corridor commercial (CC). - all as shown on the plan attached hereto and - toutes les modifications sont indiquées sur forming part of this by-law. le plan ci-joint et font partie de présent arrêté. IN WITNESS WHEREOF The City of Saint John EN FOI DE QUOI, The City of Saint John a has caused the Corporate Common Seal of the fait apposer son sceau communal sur le said City to be affixed to this by-law the X day of présent arrêté le X XXXXXXX 2026, avec les XXXXXXX, A.D. 2026 and signed by: signatures suivantes : _______________________________________ Mayor/Mairesse __________________________________________ City Clerk/ Greffier de la municipalité First Reading - March 9, 2026 Première lecture - 9 mars 2026 Second Reading - March 9, 2026 Deuxième lecture - 9 mars 2026 Third Reading - X Troisième lecture - X COUNCIL NOTICE OF MOTION Received DateMarch17, 2026 Meeting DateMarch23, 2026 Open or ClosedOpen Session Her Worship Mayor Donna Noade Reardon and Members of Common Council SUBJECT: Reporting by Community Safety & Security Team at all Public Safety Committee Meetings Primary AuthorInput from CouncilInput from Staff Councillor Greg Police CommissionChief of Police Norton PROPOSED MOTION: That theCAO be directed to make the necessary steps to include reporting updates by the Community Safety and Security Team at all Public Safety Committee Meetings. BACKGROUND INFORMATION: WhereasThe City of Saint John is moving forward with a two-year pilot program to introduce a Community Safety and Security (CSS) Team, a visible,non-police presence dedicated to enhancing safety and resilience in Waterloo Village, Uptown, and around local shelter areas. WhereasThe City is also launching a Community Resilience Fund to support small businesses across Saint John WhereasCSS Team will run 24 hours a day, seven days a week, maintaining a proactive on-the- ground presence and responding to non-emergency concerns. Be It Resolved That:The CSS Team and Community Resilience Fund providing reporting similar to the regular reporting that the Saint John Board of Police Commissioners would receive. Be It Further Resolved That:That the CAOprovide appropriate notice and include the presentation on the official agenda of the next Public Safety Committee in accordance with standard Council procedures. STRATEGIC ALIGNMENT: Council priority of Grow and Belong SERVICE AND FINANCIAL OUTCOMES: N/A INPUT FROM OTHERS: N/A ATTACHMENTS: N/A COUNCIL NOTICE OF MOTION Received DateMarch17, 2026 Meeting DateMarch23, 2026 Open or ClosedOpen Session Her Worship Mayor Donna Noade Reardon and Members of Common Council SUBJECT: Scheduling a Public Presentation by Turner Drake & PartnersLtd. PrimaryAuthorInput from CouncilInput from Staff Councillor Greg Norton PROPOSED MOTION: That the Clerk be directed to schedule a public presentation from representatives of Turner Drake & PartnersLtd. at a date mutually agreeable tthat the Clerk provide appropriate notice and include the presentation on the official agenda in accordance with standard Council procedures. BACKGROUND INFORMATION: WhereasTurner Dake & PartnersLtd. is an expert in providing commercial real estate advice and market analysis for cities across Atlantic Canada. WhereasTurner Drake & Partners Ltg.has documented that rental rates are a leading indicator of problems for cities in Atlantic Canada. WhereasCity Council recognizes the importance of supportingdevelopment and understands rental rates act as a leading indicator of problems for cities because they reflect economic conditions before those problems show up in broader statistics like unemployment or population decline. Be It Resolved That:The Common Clerk be directed to schedule a public presentation from representatives of Turner Drake & PartnersLtd.at an upcoming meeting of Common Council, at a date mutually agreeable to the presenters an Be It Further Resolved That:the Clerk provide appropriate notice and include the presentation on the official agenda in accordance with standard Council procedures. STRATEGIC ALIGNMENT: Council priority of Grow and Belong SERVICE AND FINANCIAL OUTCOMES: N/A INPUT FROM OTHERS: N/A ATTACHMENTS Turner Drake & Partners Winter COMMON COUNCIL REPORT M&C No.M C 2026-058 Report DateMarch 16, 2026 Meeting DateMarch 23, 2026 Service AreaPublic Works and Transportation Services Her Worship Mayor Donna Noade Reardon and Members of Common Council SUBJECT:MoveSJ: The Final Chapters AUTHORIZATION Primary AuthorCommissioner/Dept. HeadChief Administrative Officer Michael HugenholtzIan Fogan RECOMMENDATION Common Council endorse as attached to M&C 2026-058: EXECUTIVE SUMMARY Transportation Plan, MoveSJ,outlines steps that allowcitizens and visitors of all abilitiesto choose a variety of ways to safely travel through our city and beyond. This plan provides guidanceand flexibilitythat allows our transportation system to support additional travel with new residential growth and seeks a balancedapproach thatsupportgoods movement in our industrial city. Backed by community input, best practices, and data-supported decision- making, MoveSJ provides specificshort-term and long-term initiatives to transform our transportation system that supports our community. Thismulti-year and multi-phaseplan is on the verge of being finalized with the two final chapters of MoveSJ being recommended for endorsement as part of this report. REPORT The Aspirational Goal of MoveSJ is to: provideeach Saint John citizen the opportunity to use the mode of transportation of their choice and be safe while doing so. This aspirational goalisachieved through consistentapproaches as follows: Balance:MoveSJ considersvarious and sometimes competing needs for available roadway space and budget bytraditional car,bus,walking, cycling,and truck that support heavy industry, as well as consideringpersons with various abilities,on-street parking, greenspace, and regional traffic. Data-Driven and Risk Management Approach:MoveSJ uses data, industry best practices, and risk management techniques to support decision-making. A Shared Responsibility:MoveSJ recognizes thatvarious stakeholders have a role to play to he City,transportation system users, enforcement officers, and the Province are examples. Practicality Leading to Early Results:MoveSJ is about solutions quickly that are less expensive, yet effective. Patience for More Significant Improvements: transportation system was built to be car-centric and some changes to achieve our aspirational goal will be expensive. Competing priorities and limited resources at all stages of the syste infrastructure will mean achieving our aspirational goal over time. A Living Document:Outcomes of MoveSJ areintended toadjustas the city grows with continued alignment as other best practices and city policiesevolve. MoveSJScope and Outcomes been completed in three phases over multiple years. Phases 1 and 2 are complete with the last two remaining components of Phase 3 being introduced in this report. The following is a summary of all three phases and each component/strategy within it: Background Review: Understanding of all relevant previous City plans and policies such as the 1999 Transportation Study, Municipal Plan, and2010 Trails & Bikeways Strategic Plan. Household Travel Survey:Phone survey of 2260 residents in the Greater Saint John region to understand their travel behavior on a typical day such as where they travelled from and to, purpose for trips, and mode of transportation. This data fed into the Transportation Model. GoalsDevelopment: Starting general in Phase 1, this component included the overall objectives MoveSJ is to achieve. Transportation Model Maintenance Assessment: Although the Transportation Model for Saint John was created in Phase 2, effort was placed in Phase 1 to develop recommendations to ensure the developed model could be maintained once initially created. Neighbourhood and Structure Plan Guidelines: Introduced topics related to neighbourhood and general street design featuresto be considered in future land use policy. Pedestrian Strategy: This strategy included a warrant procedure for school crossing guards, sidewalk infill strategy, considering the needs of pedestrians as a component of Traffic Impact Studies, and pedestrian maintenance standards. Transit Visioning: Created the ground work for the recent Operational Auditand Transforming Transit. Parking Strategy: This strategy focused on parking supply and demand and interaction with development in the Uptown, managing parking demand through transportation demand strategies, and interaction of parking and other street uses applicable Citywide. This strategy created the groundwork for the current Parking Study. Goods Movement Strategy:This strategy focused on finding the balance between the need for trucks to support industry and other businesses prevalent throughout Saint John and the impacts term changes to truck routes, exploring creation of a tiered truck route system that requires more trucks to use specific Provincial Highways, truck route signage improvements, pursuing ways to reduce truck noise, and managing trucks in the South Central Peninsula were developed policy directions. Transportation Model Development: system was modelled using our current street network, available traffic volumes, the Household Travel Survey completed in Phase 1, and current and future land uses that are part of the Municipal Plan. The model was then able to predict current and future street networkcapacity issues as the City grows to assess where infrastructure improvement or specific Transportation Demand Management policies may effectively address those issues. Cycling Strategy: Focused on key origins and destination in the city, this strategy developed both specific and prioritized routes in the city as well as policy to encourage more citizens to travel by bicycle. Road Safety Strategy:This strategy focused on a risk management approach that will result in infrastructure improvements and further policy refinement that is expected to most effectively result in improved transportation user safety outcomes. Vehicle accidentand otherdata will complement significant community requests for slower vehicle speeds, safer crosswalksand intersections, etc. Modern Roundabouts: This strategy purposefully identifiedseveral intersections in Saint John that are good candidates for a modern roundaboutwith known safety, maintenance cost reduction, or growth opportunitybenefits. Consultations: The public, and in some cases specific stakeholder groups, provided input during each phase of MoveSJ. During Phase 1, several Open Houses, the previously mentioned Household Travel Survey, and an online survey were conducted. During Phase2, an Open House and extensive consultations with the trucking industry were completed. Public consultations for Phase 3 werecompletedwith a more virtual focus as it overlapped with COVID. Road Classification Strategy Attached to this report is a draft Road Classification Strategy, one of the last two remaining MoveSJ documents requiring support from Common Council. This strategy updates a list of classifications that each city street can be definedwithin and provides guidanceonhow each classification of street serves the community. Having a defined street classification system provides consistency in road widthand featurethat can be referred when streets are designed and rebuilt, as well as understanding expected traffic volumesand maintenance expectations (both summer and winter). Key features of this strategy include: Traffic Calming at a Fundamental Level:Embedded within Exhibit 3.2 of the attached Road Classification strategy are two veryimportant policy decisionsthat will impact how streets are designed or re-designed in the future: Comprehensive System Improvement Plan(Final Report) Also attached is a Final Report. This document isboth a summaryof all various components of MoveSJ, and a concise Comprehensive System Improvement Plan. Appendix A of this documentis a consolidated set of recommended infrastructure improvements referenced in other strategies of MoveSJ. Improvements are organized into different categories based on the primary benefiteachintendsto achieve. Projects listed in Appendix A are intended to be incorporated be considered against a broader set of criteria. City staff will maintain a working version of Appendix A, updated from time to time as plans adjust (noting some adjustments are already being made as detailed further in this report). City staff made the strategic decision not to present budgeting details with each project within Appendix A. Provided budget details would become obsolete with some projects taking years to be completed, with experience of volatile inflation over the last few years, and given the need to sometimes consider other infrastructure improvements, there would not be value in providing cost estimates in Appendix A. Instead, as projects of Appendix A are prioritized in multi-year Capital Plans,budgeting information would be updatedand policies. Appendix C of this document is a concise list of policy directions referenced in other strategies of MoveSJ. Similar to the infrastructure projects presented in Appendix A, each policy directionof Appendix Cis categorized with the intended community benefit, with this list kept by staff in electronic format for regular updating. Intent of Appendix C is to incorporate prioritized policy directions into either the Corporate or department-level annual Work Plans. Implementation Well Underway Although MoveSJ, in its entirety, took years to complete, the City has not waited for its final completion to start implementing or adjusting recommendations of consolidated Appendices A and C of the Improvement Plan. Examplesinclude: STRATEGIC ALIGNMENT MoveSJaligns priorityas it focuses on improving safety and accessfor all modes of transportation. MoveSJ supports ActSJ, the Municipal Plan (PlanSJ), and individual Neighbourhood Plans. MoveSJ Increase capabilityof two congested arterial streets to support future growth Build a Main Street Active Transportation corridor Prioritize installation of sidewalks aligned with Sidewalk Infill Strategy Implement five MoveSJ Cycling Strategy initiatives Complete Harbour Passage Implement safety and accessibility actions of MoveSJ Upgrade 40% of parking spaces toaccessible Upgrade 60% signalized intersections to accessible Implement 20 traffic calming projects Implement five safety Work with province to improve active transportation on bridges and highways SERVICE AND FINANCIAL OUTCOMES Capital and/or operational costs required to implement MoveSJ would be recommended to This report highlights current and prior year financial commitments that have already provided service outcomesto the community. ATTACHMENTS ͵ SmallCity, BigHeart. MOVESJ:TheFinalChapters Presentation to Common Council March 23, 2026 Choice Safe TheVISION Opportunity Data and Best Practices Shared Responsibility ThePATH Quick Wins and Transformational Change Flexibility Balance ThePATH TheJOURNEY Phase1Phase2Phase3 Background ReviewPedestrian StrategyCycling Strategy Household Travel Survey Transit VisioningRoad Safety Strategy Goals Development Parking StrategyModern Roundabouts Transportation Model Goods Movement StrategyCommunity Engagement Maintenance Assessment Transportation ModelRoad Classification Neighbourhood and Structure CommunityEngagementComprehensive System Plan Guidelines Improvement Plan (Final Report) CommunityEngagement Road classes are like a tree Each class serves community differently Clarity and transparency is goal ROAD Updates to PlanSJdefinitions required CLASSIFCATION ROAD Re-introduction of urban/rural and residential/industrial sub-classes CLASSIFCATION - STRATEGY - ROAD Policy to prevent over-designing roads in each class CLASSIFCATION Design to speed limit, not more Review class standard cross STRATEGY sections with aim to narrow Actionable deliverables IMPROVEMENT Infrastructure projects 53 policies to implement PLAN Improvements DoneorUnderway 149 Infrastructure ProjectsPolicies Ashburn/Retail AlignmentBike lanes and road diets Main Street Active Transportation ProjectIncreased and effective traffic calming First Modern Roundabout built and two more in designRoad safety education, crosswalk, sidewalk programs Improvements DoneorUnderway 49% Active Transportation infrastructure (by distance) Endorse final components of MoveSJ 1.Road Classification Strategy Recommendation 2.Final Report Final Draft Report Road Classification City of Saint John Transportation Strategic Plan Phase 3 Prepared for City of Saint John by IBI Group In association with Crandall Engineering May 30, 2025 IBI GROUP FINAL DRAFT REPORT ROAD CLASSIFICATION Prepared for City of Saint John This page is intentionally blank. May 30, 2025 IBI GROUP FINAL DRAFT REPORT ROAD CLASSIFICATION Prepared for City of Saint John Table of Contents 1 Introduction ............................................................................................... 1 1.1 Background ...................................................................................... 1 1.2 Benefits of Road Classification ......................................................... 3 2 Best Practices Review .............................................................................. 3 2.1 Transportation Association of Canada (TAC) ................................... 3 2.2 Atlantic Canada Comparisons .......................................................... 6 3 Recommended Saint John Road Classification System ....................... 8 3.1 Urban Classes .................................................................................. 9 3.1.1 Major Arterial .......................................................................... 9 3.1.2 Minor Arterial ........................................................................10 3.1.3 Urban Collector Community ..............................................10 3.1.4 Urban Collector Industrial ..................................................10 3.1.5 Urban Local ..........................................................................10 3.2 Rural Classes .................................................................................10 3.2.1 Rural Collector Community ...............................................10 3.2.2 Rural Collector Industrial ...................................................11 3.2.3 Rural Local ...........................................................................11 3.2.4 Sub-Rural .............................................................................11 3.2.5 Low/Non Maintained ............................................................11 3.2.6 Private Road ........................................................................13 May 30, 2025 i IBI GROUP FINAL DRAFT REPORT ROAD CLASSIFICATION Prepared for City of Saint John 1Introduction 1.1Background A road classification system establishes a hierarchical structure of roadway groupings according to their physical and functional characteristics and the type of service they are intended to provide.Having clear classification standards help to avoidconfusion and uncertainty during the planning of new developments and the operations of the existing road system, which can lead to disputes between stakeholders.A road classification system that considers future demands of motorists as well as the future movements of pedestrians, cyclists and transit in a connected transportation system will ensure the road network is prepared to accommodate safe residential neighbourhoods and accessible industrial and commercial developments for all modes of travel. Currently, the Saint John Municipal Plan (PlanSJ), under Section 8.5 and Schedule C, includes four basic road classifications for the City: Local Streets Collector Streets Arterial Streets Freeways When PlanSJ was being developed, a Transportation Background Report (2010) was prepared by exp Services Inc. which included a more robust road classification system. The purpose of the Transportation Background Report was to describe and preservethe intended traffic function and geometric requirements of eachof the road classes. It reported that the City employ a roadway classification system that assigns all roads within the City to one of ten functional classes rather than the four that are presented inthe final PlanSJ Municipal Plan: FreewayLocal Major ArterialRural Collector Minor ArterialRural Urban CollectorPrivate Commercial LocalUndeveloped City staff have expressed concern that the existing road classification system is too broad for some categories of streets and needs to be revised to more clearly define roadway standards and requirements for various roadway functions and land uses. For example, the UrbanCollector classification includes residential, commercial, and industrial collector roads. The intended function and standards May 30, 20251 IBI GROUP FINAL DRAFT REPORT ROAD CLASSIFICATION Prepared for City of Saint John of these types of collectors can be very different, in terms of street widths, vehicle composition and sidewalk requirements. In response, the 2014 Terms of Reference for the City of Saint John Transportation Strategic Plan(MoveSJ)requiredthat a review be conducted of its four-category existing roadclassification system presented inSchedule C - Transportation of PlanSJ.It also requiredthe development of a revised or new classification system using both Transportation Association of Canada (TAC) guidelines and factors unique to Saint John.This classification potentially may involve sub-classes of Local, Collector or Arterial streets. Once this updated classification system is finalized, streets in Saint John are to be re-classified using the developed system and definitions. The following factors are considerations in developing anew road classification systemfor Saint John: Speed Limitsuse of lower speed limits (40 km/hcompared to existing 50 km/hand 70 km/hspeed limit zones) (addressed in Move SJ Phase 1 in March 2017). Road Geometry Considerationschanges to the current cross- accommodation for pedestrians, cyclists and other vulnerable road usersthat incorporate design features that limit the need for reactive traffic calming measures. Development Impactschanges to roadclassification over time such as the conversion of a Local street to a Collector through future street connections or new development. Private Streets continuingto include a category in the classification system to identify those roadways that are not owned nor maintained by the City. Street Connectivity / Future Roadway Linkages classifications for future roadlinkagesbased largelyon and potential improvements to transit, emergency services and other City operational vehicle routings. This may involvechanges in the classification of particular streets as a result of these future connections. Complete Streetsincorporatingcomplete streets principles to consider the needs of all roadway users in the design of new roads and road retrofit projects. May 30, 20252 IBI GROUP FINAL DRAFT REPORT ROAD CLASSIFICATION Prepared for City of Saint John 1.2Benefitsof Road Classification Implementing an expanded road classification systembeyond the basic four- class system in PlanSJcan provide the following benefits: Establish geometric design standards for consistent application on all 1 Cityroads; Establish standards for functional characteristics such as land access, traffic flow thresholds, level of service (LOS), speed limits, accommodation of cyclists and pedestrians, and parking provisions; Differentiate design and functional standards between roads in urban versus rural settings, and between residential and non-residential land use; Improve coordination and planning of land use and transportation; Prioritize winter maintenance levels based on streetroles in the network; Set appropriate speed limits based on street geometry, function and abutting land use;and Preserve theintended service function of planned roadways and promotea safer environment with operational integrity. 2Best Practices Review The research component of this report involved a review of road classification systems adopted by other selected Atlantic Canada municipalities as a cross- section of how road classification is addressed elsewhere.Thesemunicipalities were Moncton NB, Fredericton NB, Rothesay NB (as an example of an abutting municipality to Saint John) There are some differencesand many similaritiesin how each of these example municipalities classify their roads.Some focus on road strategies, while others reflect road role and function.However, most use a designated setof classifications to create a hierarchy of roads, determinedby a set of design and operational criteria such as right-of-way widths, land use and intended purpose of the road. 2.1Transportation Association of Canada(TAC) The most common approach taken from municipal comparisons is to classify roads as the basic Highway, Arterial, Collector and Localas per the Transportation Association of Canada (TAC) Geometric Design Guide for 1 Geometric Design Guide for Canadian Roads. May 30, 20253 IBI GROUP FINAL DRAFT REPORT ROAD CLASSIFICATION Prepared for City of Saint John Canadian Roads.Some municipalities also differentiate between existing and futureor planned roadsusing these basic TAC classifications. Chapter 2.6 of the current TAC Design Guide (June 2017),named Design Classification, provides a general structure for roadway classification with recommended standards. The information and tables introduced in this chapter are the most commonly referred to sources for road classification across the country. Under the TAC Design Guide, roadways are divided into primary divisions under the primary characteristics of adjacent land use and not necessarily jurisdictional boundaries. The primary divisions that are most commonly referenced are shown in Exhibit 2.1-- where the lowest level primarily provides land access to low traffic volumes without consideration to mobility, and the highest-level primarily provides mobility to high traffic volumes with less consideration to access. Each division type typically connects to divisions of one level higher or one level lower.These divisions can be further subdivided to reflect the individual needs of residential, industrial, and commercial land uses. Exhibit 2.1:TAC Design Manual Road Classification Divisions RuralUrban Public Lanes Land Access LocalsLocals CollectorsCollectors ArterialsArterials Expressways Mobility FreewaysFreeways To identify the appropriate classification for any roadway, the service function and operational characteristics need to be considered.The TAC Design Guide recognizes the following factors as the most important characteristics to consider when assigning a roadway classification: Land UseLand use is an important factor when classifying roadways because of its relationship with access demands, geometric requirements, prevalent vehicular traffic, and site-specific objectives. For example, an industrial land use may serveheavier vehicles and may have different geometric requirements than a residential land use. Also, residential roads may have specific objectives such as traffic calming and the promotion of cycling and walking. Service FunctionAll roads service traffic and land access by varying degrees of priority. For example, freeways and arterials mainly service traffic mobility, whereas local roads and public lanes May 30, 20254 IBI GROUP FINAL DRAFT REPORT ROAD CLASSIFICATION Prepared for City of Saint John almost exclusively service land access, while collectors typically provide service to both. Traffic VolumeRoad classes that mainly service traffic movement (i.e. freeways and arterials) are typically associated with high traffic volumes, whereas road classes that do not consider the movement of traffic are typically associated with low volumes (i.e. locals and public lanes). The volume range for each classification is wide and overlaps that of other classifications. It is important to note that traffic volume should not be used at the main criteria for classifying roadways because it reflects how a road is serving demand in a particular part a collector connected tomore than one arterial may experience high volumes, but this alone does not justify it being classified as an arterial. Improvements to the arterial grid capacity often alleviate escalating volumes on collectors or local roads. Flow CharacteristicsTraffic flow greatly impactsthe performance of a roadway and therefore playsa major role in road classification. Uninterrupted traffic flow is expected for roadways serving traffic movement such as freeways and arterials (except at controlled intersectionsand crosswalks).Interrupted flow is expected on collectors and local roads where traffic movement is restricted by traffic entering, leaving and crossingthe roadway, or by features such as on-street parking and traffic calming. Design Speed/Running SpeedTypically, design and running speeds increase from locals to collectors, arterials and freeways. However, to ensure a safe running speed, care must be taken to select the design speed that appropriately corresponds to the adjacent land use, service function, and speed zoning policy for the roadway.An inappropriately selected design speed (i.e. a residential collector with a design speed of 80 km/h) can encourage high running speeds and high variations in speeds between vehicles, compromising the safety of road users. Vehicle TypesThe proportion of passenger cars and heavy vehicles (trucks) served by a roadway is dependent of the purpose of that roadway. Therefore, vehicle type is related to road design and classification.Freeways and arterials are generally designed to carry a higher proportion of commercial vehicles than local and collectors which typically service passenger cars and small trucks.However, allowances can be made within the classification subgroups for the operational needs of vehicle types accessing industrial and/or commercial areas. ConnectionsIdeally, public lanes, private roads and local streets connect with collectors, collectors connect with arterials, and arterials connect with freeways.Maintaining such connectivity increases May 30, 20255 IBI GROUP FINAL DRAFT REPORT ROAD CLASSIFICATION Prepared for City of Saint John consistency within a road network and facilitates short and long term planning. In addition to theabovekey factors, the TAC Design Guidealso includes provisions for the following: Transit Service; Accommodation of Cyclists; Accommodation of Pedestrians; Parking; Minimum Intersection spacing; and Right-of-way width. The TAC Design Guideprovidesa good starting point for road design classifications, including a high level of detail among the many functional characteristics. Jurisdictions across Canada commonly adopt the TAC system but may modify the guidelines to meet their specific needs.Some municipalities have chosento abandon the traditional classification structure for a more unrestricted and flexible convention. Despite the more open nature of this practice, roadway class definitions becomefuzzy, which leadsto confusion and uncertainty during the planning of new developments and the operations of existing road networks. Too much room for interpretation can lead to disputes between stakeholders while attempting to protect their best interests(i.e. residential neighbourhoods). The City of Saint Johnneedsto consider these classification examples in terms of how they serve the specific needs of this city in managing their road network, for example involving road design, traffic control, speed control, adjacent land use control and Active Transportation. 2.2Atlantic Canada Comparisons A summary table of road classes by municipality is presented in Exhibit 2.2. None of the peer municipalities in Atlantic Canada further sub-categorize below the basic TAC classification (e.g., Major / Minor or Residential / Non-Residential classifications).Some municipalities do May 30, 20256 IBI GROUP FINAL DRAFT REPORT ROAD CLASSIFICATION Prepared for City of Saint John Exhibit 2.2Atlantic Canada Classification Comparisons MUNICIPALITYSOURCEROAD CLASSIFICATIONS Moncton, NBMunicipal PlanFreeway, Schedule 5Arterial (existing/future), Collector (existing/future), Local (existing/future). Note, road classification is not addressed in the Regional Sustainable Transportation Master Plan (May 2015) Fredericton, NBMunicipal PlanLocal, Schedule BMajor / Minor Arterial Major / Minor Collector, Freeway Rothesay, NBMunicipal Plan 2010Local, Collector, Arterial, Highway, Private Lane Charlottetown, PEOfficial Plan 2019Civic Street, Potential Street, Connection, Arterial Highway, Collector, Local, Private Road Halifax, NSIntegrated Mobility Plan Planned / Programmed, 2017: Policies & Future Potential, Strategies, Halifax Future Community Regional Plan 2014 Connection Section 4.2.5 & Map 1 (focused on road role, not function) 1998 Transportation Roads, Study updated, Envision Scenic Roads, Protected Roads Municipal Plan 2019 Chapter 7 Transportation & Appendix A P-4 Road Class May 30, 20257 IBI GROUP FINAL DRAFT REPORT ROAD CLASSIFICATION Prepared for City of Saint John 3Recommended Saint John Road Classification System As previously noted, the existing basic Saint John road classification system offers limited differentiation for the design, operation and maintenance of roads in rural areas compared to urban areas.Considering the current and planned patterns of land use and development in the City, and the remaining large extent of rural lands, a new classification structure is proposed that includes: Rural and Urban designations; Rural road classes; Urban road classes of arterials, collectors, locals and public lanes; Community (primarily residential)and Industrial sub-classes for Urban Collectorroads;and A comprehensive set of classification characteristics. An expanded road classification system for the Citysatisfiesthe above- mentioned recommendations. The proposed road classification policies for the Cityare primarily based on the core classification structures outlined in the TAC design manual(see Exhibit 2.1). The classification structure of arterials, collectors and locals, as proposed by TAC, is recommended for urban areas within the Cityto provide a comprehensive roadway framework for future urban development.However, this more detailed classification structure is not warranted for rural areas where the CexistingCollector and Local classifications can be slightly expanded and applied. Introducing separate classifications for urban and rural roads is recommended because roads in rural settings are characterized by factors that make their operational characteristics, design requirements and associated impacts different from roads in urbanareas.This is summarized in Exhibit 3.1. More specifically, land use is the most important factor dictating rural road standards.The intensity of access needs change in rural settings, with associated roadway geometric requirements dictated by the agricultural, resource, residential, industrial or commercial areas being served. For example, unlike in urban areas, rural roads are typically designed toachieve many objectives other than serving passenger car traffic.This can include accommodating agricultural and resource operations (i.e. forestry, aggregate operations) and industrialtraffic.Unlike urban roads that serve specific arterial/collector/local functions, rural roads are more multi-purpose, and so the more strictly controlled urban areas.Rural roads also tend to serve vehicular traffic only, with little if any dedicated facilities for pedestrian and cycling users (i.e. gravel shoulders and no sidewalks) or public transit. May 30, 20258 IBI GROUP FINAL DRAFT REPORT ROAD CLASSIFICATION Prepared for City of Saint John Exhibit 3.1:Comparison of Rural and Urban Roadway Characteristics ROADWAY RURALURBAN CHARACTERISTIC Service Function, Relatively unlimited Controlled land access such as degree of land access and with associated mobility mobility and land maximum mobilitylimitations access Traffic Volume and Generally low traffic Generally medium/high associated Level-of-volumes and high LOStraffic volumes (depending Service (LOS)on type of road) with LOS reductions during peak periods Traffic Flow/Free Flow MixedInterrupted Flows Composition of Traffic Running Speed of Medium to High (50-90 Low to Medium (40-70 traffic during off-peak km/h)km/h) conditions Vehicle Types Can include high May include high degree (proportion of cars, percentage of heavy of heavy vehicles but only trucks, buses)vehicles.May include on designated truckroutes slow moving vehicles including heavy vehicles Under the recommended road classification system, every road in Saint John that is not under provincial jurisdiction (Route 1 and 7 Freewaysplus on/off ramps) would be assigned one of the following nine classifications as shown in Exhibit 3.2: 3.1Urban Classes 3.1.1Major Arterial ExamplesChesley Drive, Fairville Blvd, Loch Lomond Road, Rothesay Avenue. Basic DescriptionPrimary function is to distribute large volumes of traffic at moderate to higher speeds between other Major Arterials, Minor Arterials, Collectors and to/from Freeways.The primary purpose of these roads is to move people and goods within and through the city.Access to abutting lands is strictly regulated. May 30, 20259 IBI GROUP FINAL DRAFT REPORT ROAD CLASSIFICATION Prepared for City of Saint John 3.1.2Minor Arterial Examples Grandview Avenue, King Street, Landsdowne Avenue, Manawagonish Road. Basic Description Generallydistribute large volumes of traffic (people and goods) between other Major Arterials and Collector Streets.The primary purpose of these streets is to provide mobility for people and goods through and within the City.Access to abutting lands is regulated. 3.1.3Urban Collector Community Examples Adelaide Street, Catherwood Street, Millidge Avenue, Sandy Point Road. Basic Description -Generally, Urban Community Collectors balance the provision of mobility in the urbanized City with land access.They do this by collecting and distributing people and goods between urban communities from Local Streets and other Urban Collectors to Arterial Streets (Major and Minor). They provide these functionsin Residential, Commercial Corridor, Centres and Employment Areas (except Industrial) as designated inthe Municipal Plan (PlanSJ) Primary Development Area.Direct access to property may be permitted. 3.1.4Urban Collector Industrial ExamplesBayside Drive, Grandview Avenue Basic Description Balance the movement of people and goods with an emphasis on commercial vehicle movement (trucks) in areas designated as Industrial (Light and Heavy) in the Municipal Plan.These roads are typically suited to Truck Route designation. 3.1.5Urban Local ExamplesCamarthen Street, Harbourview Drive, Lancaster Street, Park Avenue. Basic Description Urban Local streets generally provide access to abutting properties at low travel speeds and volumes within the designated Primary Development Area, and are not intended to carry through traffic. 3.2Rural Classes 3.2.1Rural Collector Community Examples Foster Thurston Drive, Rothesay Road, Garnett Settlement. Basic Description The primary function of Rural Collector / Community roads is to provide mobility to traffic throughout primarily residential communities .These areas arecharacterized by low density and low developmental activity. They typically link centres of activity May 30, 202510 IBI GROUP FINAL DRAFT REPORT ROAD CLASSIFICATION Prepared for City of Saint John separated by large distances and provide connections with Collectors, other Arterials and Freeways.Rural Collector / Community roadstypically service relatively moderate volumes of traffic (lessthan 5,000veh/day) atmedium to high speeds, and therefore flow should be uninterrupted along the majority of the roadway. Features such as transit, parking, and traffic calming are typically not applicable on these Rural Collectorsdue to the nature of the surrounding land use and intended service function. Pedestrian and cyclist facilities are not generally provided, unless the roadway links two areas of development separated by reasonably short distance, or if the roadway falls along City plans for a walking and cycling network. 3.2.2Rural Collector Industrial Examples -Bayside Drive, Red Head Road. Basic Description Similar to Rural Collector / Community Roads but primarily serving areas designated as Light and Heavy Industrial in the Municipal Plan.As such, these roads serve higher volumes of heavy truck traffic at lower speeds compared to Rural Community Collectors. 3.2.3Rural Local ExamplesCedarwood DriveBasicDescription Rural Local roads are similar in design to Rural Collectors, but differ mainly inservice functionwhich places more importance on land access, serving lower traffic volumes at lower speeds along road sections with multiple rural access driveways. It is recommended that Rural Localsprovide connections only with Rural Collectors and other Rural Locals. 3.2.4Sub-Rural ExamplesOwens Road, By-Road #5, McLaughlin Crescent Basic Description -There are over 100 streets in Saint John that are typically very narrow, with poor drainage, and often partially or completely on private property, but still maintained by the City. These Sub-Rural Roads are typically on the outskirts of the city, becoming part of the city during times of amalgamation. Their land and infrastructure challenges make achieving service and infrastructure standards, even for a Rural street, difficult to achieve, thereby warranting their own classification. Streets in this classification are part of the - Rural classification can shift to Rural or other classifications if and once upgraded. 3.2.5Low/Non Maintained Examples Gravel portion of Old Black River Road Basic Description-There are some very rudimentary gravelroads in Saint John with poor drainage and other infrastructurechallenges where some historic level of service by the City may have beenprovided. Their state makesmeeting May 30, 202511 IBI GROUP FINAL DRAFT REPORT ROAD CLASSIFICATION Prepared for City of Saint John any standard difficult or expensive to achievewith any level of consistency. Typically, very low density of developed properties adjacent to these streets means that infrastructure upgrades are low value for money investments. The City would not service these streets bydefault, or provide very low service levels, defined potentially on a case-by-casebasis. Further policydevelopment on this classification will be undertaken in alignment with theprovince of New Brunswick. May 30, 202512 IBI GROUP FINAL DRAFT REPORT ROAD CLASSIFICATION Prepared for City of Saint John 3.2.6Private Road ExamplesBustin Blvd., Irving Road, Morland Avenue. Basic Description Private roads are roads that are on private property.do not have access to city services like snow clearing, street maintenance, or street lights. Exhibit 3.2: Road Classification Matrix ROAD TYPEPROV.CITY URBANCITY RURALPRIVATE Rural Low/Non-Private ClassificationsFreewayMajor ArterialMinor ArterialUrban CollectorUrban LocalRural CollectorSub-Rural LocalMaintainedRoad Characteristics---CommunityIndustrial-CommunityIndustrial---- Basic Width Geometry: 1 Right-of-Way Width As per NBTI30m 36m26m 30m20m 26m20m 26m18m 20m20m 26m20m 26m20m 20m 26m20m 26mVaries (typical)26m Min. 16m Pavement Width As per NBTITBDTBDTBDTBDTBDTBDTBDTBDTBDTB DTBD (curbface to curbface Typical without bike 2 lanes) Primary Service: Traffic Service FunctionTraffic Traffic Traffic Traffic Traffic Traffic Traffic Traffic Traffic Traffic Traffic Land access movement movement movement movement & movement & movement movement movement movement movement movement only primaryprimary major land access land access secondary equal to equal to secondary secondary secondary considerationconsiderationequally equally considerationaccessaccessconsideraticonsiderationconsideration importantimportanton Land Service / AccessNot providedGenerally not Permitted with Land access & Land access Land access Land access & Land access Land Land access Land access Land access permittedstrict access traffic & traffic primary traffic & traffic access primary primary only controlmovement movement considerationmovement movement primary consideration, consideration equally equally , traffic equally equally consideratitraffic , traffic importantimportantmovement importantimportanton, traffic movement movement secondarymovement secondarysecondary secondary Desirable ConnectionsHighways, Collectors, Collectors, Locals, Locals, Locals & Locals, Locals, Locals & Locals & Locals & Locals & Urban & Arterials & Arterials & Collectors & Collectors & CollectorsCollectors & Collectors & CollectorsCollectorsCollectorsCollectors Rural CollectorsFreewaysArterialsArterialsArterialsArterials Arterials Flow CharacteristicsFree FlowFree Flow Predominantly Interrupted Interrupted Interrupted Interrupted Interrupted Interrupted Interrupted Interrupted Interrupted except at Uninterrupted FlowFlowFlow FlowFlowFlowFlowFlowFlow signalsFlow except at (driveways, signalsstops controls) Traffic Management: May 30, 202513 IBI GROUP FINAL DRAFT REPORT ROAD CLASSIFICATION Prepared for City of Saint John ROAD TYPEPROV.CITY URBANCITY RURALPRIVATE Motorized Vehicle Types All TypesAll TypesAll TypesPassenger & All TypesPassenger & Passenger & All TypesPassenger Passenger & Passenger & Passenger & ServedTruck RoutesTruck Routesservice Truck Routesservice service Truck Routes& service service service service vehiclesvehiclesvehiclesvehiclesvehiclesvehiclesvehicles Motorized Vehicular >20,000>20,0005,000 <10,000<10,000<1,000<5,000<5,000<1,000<1,000<1,000<500 Traffic Volume (Typical 20,000 3 AADT) 1. New Brunswick Transportation and Infrastructure 2. The Cityintends to complete a full review of typical asphalt widths on city streets. The intent of this review is to ensure a balanceis maintained between having enough space for accommodating various modes of transportation and servicing needs such as snow clearing/storage. As part of this review, the City will also consider narrowing streets that promote traffic calming, eliminatingon-street parking where not justified, and, in general, reducing the C 3. Average Annual Daily Traffic May 30, 202514 IBI GROUP FINAL DRAFT REPORT ROAD CLASSIFICATION Prepared for City of Saint John Exhibit 3.2: Road Classification Matrix(continued) ROAD TYPEPROV.CITY URBANCITY RURALPRIVATE Major Minor Urban Low/Non-Private ClassificationsFreewayUrban CollectorRural CollectorRural LocalSub-Rural ArterialArterialLocalMaintainedRoad -- Characteristics---CommunityIndustrial-CommunityIndustrial-- Traffic Management:(continued) Roadway Design 80-11070-8070 -8050 -7060 -8040 -5050 -7060 -8040 -5040 -5040 -50Not Speedapplicable km/h Roadway Posted 80 11070 -8070 -8050 -7060 -8040 -5050-7060 -8040 -5040 -5040 -50Not Speedapplicable km/h Complete Streets Services: Transit ServiceExpress Bus Express & Local Local Local Generally Generally Not Generally Not ProvidedNot ProvidedNot ProvidedNot Provided PermittedLocal PermittedPermittedPermitted Not ProvidedProvidedNot PermittedProvided Cycling Facilities Not Generally Segregated Segregated Generally Shared Paved Generally Shared Shared Shared Not Provided (bikeways, routes PermittedAvoidedor Marked or Marked Not RoutesShouldersNot RoutesRoutesRoutes LanesLanesProvidedProvided Pedestrian Facilities NoneSidewalks Sidewalks Sidewalks Sidewalks 1 Sidewalks 1 Walkway/Walkway/Pedestrians Pedestrians Pedestrians Not Provided (sidewalks, multi-use Both SidesBoth SidesBoth Sidesor 2 Sidesor 2 Sidessidewalk sidewalk PermittedPermittedPermitted trails (MUTs)where where No Special No Special No Special requiredrequired FacilitiesFacilitiesFacilities Associated Services: Winter Management As per NBTIPriority 1Priority 2 Priority 3Priority 3Priority 4Priority 3Priority 3Priority 4Priority 4Priority 4Not Provided Prioritywith Major Bus Routes, Schools, Businesses On-Street Parking ProhibitedProhibited or Peak Period Permitted Permitted Permitted or ProhibitedProhibitedProhibitedProhibitedProhibitedN/A Peak Period RestrictionsOther Than Other Than Limited One RestrictionsPeak PeriodPeak PeriodSide Traffic Calming Not ProvidedNot ProvidedGenerally Provided Not Provided Not ProvidedNot Not ProvidedNot ProvidedNot ProvidedNot Provided ApplicationsNot ProvidedWhere ProvidedWhere Provided RequiredRequired NoneNoneNoneNoneNoneNone Limited Main Street-Main Street-Basic Streetscape Streetscape AmenitiesNot Provided OpportunitiesType Type Industrial Features Features Features (i.e. Park (vegetation, (i.e. lighting, lighting, Featuressurfaces, sidewalks, sidewalks, amenities) vegetation)vegetation) May 30, 202515 Final Report Move SJ: Transportation Plan Prepared for The City of Saint John by IBI Group In association with Crandall Engineering November 2021 rev. October 2025 IBI GROUP FINAL REPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Table of Contents 1 Introduction and Overview ........................................................................1 1.1 Background and Vision ......................................................................1 1.2 The Role of MoveSJ in City Development .........................................2 1.3 Plan Development .............................................................................2 1.4 Engagement and Consultation ..........................................................3 1.5 Alignment with PlanSJ .......................................................................5 2 Current and Future Conditions .................................................................8 2.1 Land Use ...........................................................................................8 2.2 Socio-economic Factors and Demographics .....................................9 2.3 Roads .............................................................................................. 13 2.4 Parking ............................................................................................ 16 2.5 Goods Movement ............................................................................ 17 2.6 Pedestrian and Cycling Network ...................................................... 18 2.7 Transit ............................................................................................. 20 2.8 Transportation Patterns and Trends ................................................ 20 3 Transportation Needs and Challenges ................................................... 26 4 Strategies for the Future ......................................................................... 28 5 Supporting Sustainable Transportation Choice .................................... 30 5.1 Managing Transportation Demand .................................................. 30 6 Road Network for a Multimodal City ....................................................... 33 6.1 Road Network Improvements .......................................................... 33 6.2 Road Classification System ............................................................. 38 6.3 Road Safety Strategy ...................................................................... 42 6.4 Parking Strategy .............................................................................. 48 November 2021 i IBI GROUP FINAL REPORT Move SJ: Transportation Plan Prepared for The City of Saint John Table of Contents (continued) 6.5 Roundabouts Strategy ..................................................................... 50 7 Trucks in a Port City ................................................................................ 55 7.2 Recommended Actions ................................................................... 56 8 Transforming the Walking and Cycling Experience .............................. 58 8.1 Expanding the Pedestrian Network ................................................. 58 8.2 Providing a Safe and Efficient Cycling Network ............................... 60 9 Refreshing the Transit Network .............................................................. 70 9.1 Transit Vision and Directions ........................................................... 70 10 Implementation......................................................................................... 71 10.1 Potential Prioritization Methodologies .............................................. 71 10.2 Funding the Plan ............................................................................. 73 10.3 Monitoring Progress and Plan Updates ........................................... 74 10.4 Summary of Recommended Actions ............................................... 75 Appendix A: Recommended Network Improvements ................................... 76 Appendix B: Somerset Street and Paradise Row Concept Plan .................. 77 Appendix C: Master List of Initiatives and Policy Deliverables .................... 78 November 2021 ii IBI GROUP FINAL REPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John List of Exhibits Exhibit 1.1: MoveSJ Study Process ......................................................................3 Exhibit 2.1: Population Growth by Traffic Zone .................................................. 10 Exhibit 2.2: Employment (Jobs) Growth by Traffic Zone ..................................... 11 Exhibit 2.3: Change in Age Distribution in City of Saint John, 2011-2016 .......... 12 Exhibit 2.4: Example of a Road Diet ................................................................... 19 Exhibit 2.5: Peak Hour Trip Distance (Saint John Model, 2016) ......................... 21 Exhibit 2.6: Work Trip Travel Patterns ................................................................ 22 Exhibit 2.7: Trips by Primary Mode (Saint John Residents) ................................ 23 Exhibit 2.8: Trips by Primary Mode (External Residents) ................................... 23 Exhibit 2.9: Travel Modes for Journey to Work in Peer Cities (2016 Census) .... 24 Exhibit 6.1: Strategic Multi-Criteria Analysis Model for Capital Infrastructure Investments (NBDTI) ........................................................................... 34 Exhibit 6.2: Proposed Road Improvements ........................................................ 37 Exhibit 6.3: Comparison of Rural and Urban Roadway Characteristics .............. 39 Exhibit 6.4: Safety-Related Strategic Documents ............................................... 42 Exhibit 6.5: Outline of Proposed Strategies ........................................................ 43 Exhibit 6.6: Safe Systems Approach, Canada Road Safety Strategy 2025 ........ 44 Exhibit 6.7: 5 Year Implementation Plan ............................................................. 47 Exhibit 6.8: Recommended Locations for Roundabout Installation..................... 51 Exhibit 6.9: Potential Roundabout Location at Airport Arterial (St Martins Road) and Loch Lomond Road ............................................................ 54 Exhibit 8.1: Harbour Passage Pedestrian Route ................................................ 60 Exhibit 8.2: Priority Cycling Network ................................................................... 63 Exhibit 8.3: Priority Cycling Network Facility Types ............................................ 64 Exhibit 8.4: Trans Canada Trail - Proposed Implementation Strategy ................ 65 Exhibit 8.5: Proposed Typical Cross-Sections .................................................... 67 Exhibit 10.1: Priority Phasing Example ............................................................... 72 Exhibit 10.3: MoveSJ Monitoring Indicators ........................................................ 74 November 2021 iii IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John 1 Introduction and Overview MoveSJ is the C and goods will move throughout the city. The plan is a long term strategic document that presents a series of network recommendations, policy recommendations, and strategic actions that will help Saint John achieve its transportation vision over the course of the P The Plan is pedestrians, cyclists, transit riders, motorists and goods movement traffic. 1.1 Background and Vision In developing PlanSJ, 2012 Municipal Plan, one of the key messages expressed by the community was that the City needed to create a balanced transportation network where public transit and active transportation are viable and desirable travel options. As a result, PlanSJ directed Council to develop and maintain a comprehensive Transportation Plan for the City which advances the development of a multi-modal transportation system for the community (Policy TM-1). In response, the City initiated this study, MoveSJ, to develop the Transportation Plan for Saint John that provides transportation infrastructure and policy recommendations from now through to 2041. A key focus on MoveSJ is promoting improved mobility and greater transportation choice for people and goods in the City. The aspirational goal is: Providing each Saint John citizen the opportunity to use the mode of transportation of their choice and be safe while doing so. transportation network. While population levels are projected to remain stable in Saint John and new technologies. This presents a series of opportunities and challenges for Saint John moving into the future. For example, Saint Johns road network provides ample space for personal vehicles, so how can the road space be transformed to provide opportunities for all modes, including walking, cycling, transit and personal vehicles? MoveSJ provides guidance for how Saint John can answer this question and more. This was done by outlining improvements and recommendations in the following 10 areas, which are summarized in this report: Supporting Sustainable Transportation Choice; Road Network Improvements; November 2021 1 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Road Classification Strategy; Road Safety Strategy; Parking Strategy; Round About Strategy; Goods Movement Strategy; Pedestrian Strategy; Cycling Strategy; and, The Long Term Transit Vision. 1.2 The Role of MoveSJ in City Development MoveSJ will help the City plan for an efficient transportation system that moves people and goods safely throughout the city into the future. This includes integrating existing street network. MoveSJ built on previous planning work including PlanSJ, the municipal plan, which identified strategic objectives and the 2010 Trails and Bikeways Strategic Plan, which identified cycling routes. MoveSJ reviewed previous plans and studies and updated recommendations where needed to reflect changes to travel patterns and to reflect new and emerging priorities. This comprehensive transportation plan ties together the pieces that have been previously identified, be it new trails, new roads, or new policy initiatives and will help the City prioritize future investments and move towards meeting its strategic goals. MoveSJ will consider the transportation system as a whole and enable the City to provide a coordinated response to future growth, new residential developments, and new employment patterns. 1.3 Plan Development MoveSJ was undertaken in three phases. Phase 1 Research: Initiated in 2015, the first phase included a review of the existing transportation system and data collection. Phase 2 Plan Development: Initiated in 2017, the second phase included the development of a pedestrian strategy, long term transit vision, parking strategy, and goods movement strategy. A transportation model was also developed in Phase 2, which later informed network recommendations in Phase 3. November 2021 2 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Phase 3Plan Finalization:The final phase was initiated in 2019. It completes the development of supporting strategies and presents the overall study findings in this Transportation Plan report. Exhibit 1.1presentsthe study process. Exhibit 1.1: MoveSJ Study Process Phase 2 Phase 1Phase 3 Plan ResearchPlan Finalization Development Background / Demand Model Roadway Classification Model Development/ DevelopmentSystem Mode Split Targets Goals DevelopmentPedestrian StrategyCycling Strategy Model Maintenance Goods Movement Comprehensive System AssessmentStrategyImprovement Plan Neighbourhood and Long Term Transit Structure Plan Road Safety Strategy Vision Guidelines Community EngagementParking StrategyModern Roundabouts Council / Committee Community EngagementCommunity Consultation Presentation Council / Committee Council / Committee PresentationPresentation 1.4Engagement and Consultation MoveSJwas developed with input from City staff, residents, business and community stakeholdersand Councilthat was critical in preparing the plan. November 20213 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Community engagement was initiated in Phase 1 to gather feedback on transportation priorities, opportunities and trip information. This included an online survey, a household travel survey and a short public opinion survey for those residents who completed the travel survey. Local business/industry groups and community groups were invited to participate in stakeholder meetings early in the study process to provide feedback on study objectives and issues of particular interest to the Saint John community. Interim findings were also presented to City Council at the end of each phase. Public open houses were hosted at the end of each phase to present study findings to date and allow the public to comment. Participants in these public open houses were notified through to publicly posted requests for participation. The hope is for these participants to be representative of the residents of Saint John, however, it is possible to achieve over- or under- representation of certain perspectives and/or demographics. Notably, engagement and consultation with the community and stakeholders will be on-going as the projects included in this Plan are implemented. What We Heard Phase 1 The key trends that emerged from the Phase 1 engagement include the need to: Balance the transportation system for transit, walking and personal automobiles; Maintain good road conditions, and provide and maintain sidewalks; and, Increase transit service and ridership. What We Heard Phase 2 Phase 2 engagement gathered feedback on the first four MoveSJ strategies including transit, pedestrians, parking and truck routes. The key trends that emerged from the Phase 2 engagement are: Walking is a good option in Uptown Saint John but could be improved elsewhere; Increased frequency and off-peak service for transit would be beneficial; Non-residential parking could be better managed to discourage single occupant vehicles; and, November 2021 4 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John There are safety concerns about heavy trucks on residential streets. What We Heard Phase 3 Phase 3 engagement gathered feedback on the remaining four MoveSJ strategies cycling, road safety, roundabouts and road classification, as well as recommendations for road network improvements and supporting sustainable transportation modes. An overall system improvement plan was also developed as part of Phase 3, bringing together findings and recommendations from all phases of MoveSJ. The key points that emerged from the Phase 3 engagement are: The public input gathered from Phase 1, 2, and 3 demonstrate providing each Saint John citizen the opportunity to use the mode of transportation of their choice and be safe while doing so. Road Safety - Many respondents identified safety for vulnerable road users including pedestrians, children and cyclists as needing improvement in Saint John. The most pressing road safety issues identified were distracted driving and safety of cycling facilities. Better roadway design was identified as a top approach to improving road safety, including considering the needs of all road users and narrowing roads to encourage slower travel speeds. Cycling - provide more bike lanes over the 25-year period of MoveSJ, with more cycling infrastructure being the most common option selected to encourage cycling usage. There was also support for reducing space for cars to provide more space for bikes in some cases. Road Classification - Most of the respondents were supportive of the proposal to design residential streets without on-street parking, however, many respondents raised concerns for the need to maintain existing parking supply and to provide good alternatives to driving. Roundabouts- The majority of respondents support the implementation of Roundabouts in Saint John and identified the intersection of Main Street West at Lancaster Avenue (Simms Corner) as the highest priority location. 1.5 Alignment with PlanSJ In 2011, the City of Saint John completed a new Municipal Plan that provides direction for the growth and development of Saint John forward to 2040. The Municipal Plan, known as PlanSJ, was undertaken with considerable community engagement and captures the future. November 2021 5 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John The Vision for PlanSJ is to become a more urban-focused City by prioritizing the transformation of key neighbourhoods through new investment, population and growth. In support of that Vision, PlanSJ aspires to develop and maintain a balanced transportation system that meets the needs of all community members. The primary purpose of MoveSJ is to achieve and build upon the strategic directions outlined in PlanSJ by providing guidance through long-term recommendations for multi-modal mobility. The implementation of both city-wide plans will result in a more walkable and transit-oriented Saint John, where residents can enjoy the amenities of their city without having to rely on personal vehicles. PlanSJ contains the following transportation and mobility goals: Develop and maintain a balanced transportation system that meets the needs of all community members with a variety of options including active transportation opportunities such as cycling and walking, good public transit service to key destinations within the Primary Development Area, private automobiles, and taxis; ; Effectively regulate parking, particularly in the Uptown Primary Centre and Intensification Areas, to ensure an adequate supply and parking management approach that supports public transit; Work with rail providers to maintain and develop adequate rail services to promote economic development within the City; Recognize the importance of the Port to the regional economy and to work with the Saint John Port Authority to ensure continued marine traffic and marine-related uses at the Port; Recognize the importance of air transportation to the regional economy and to work with the Saint John Airport Authority to ensure continued air travel and related air services at the Airport; and, Maintain and develop an efficient transportation system for the movement of goods within and through the City; Based on the preceding goals of PlanSJ, input from the community and practices in other similar-sized communities, transportation goals have been developed. The oals as follows: #1 Provide direction for the transportation system to the year 2041, with short, medium and long-term initiatives that are compatible with the goals and policies of PlanSJ. November 2021 6 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John #2 Develop a balanced transportation system that supports active, accessible, affordable and healthy options for transportation and active living. #3 Develop an integrated transportation system that provides efficient connections for people and goods between all modes, including automobiles, public transit, walking, cycling, trucks, rail, air and marine. #4 Evaluate the potential feasibility of a regional public transit system that supports the needs of the citizens and business community of the Saint John area, provides efficient service to Primary Development Areas, and supports the intensification goals of PlanSJ. #5 Develop and maintain an active transportation network that serves the needs of all users for both transportation and recreation, and removes barriers to active transportation in the City. #6 infrastructure and capital investment before new infrastructure is built. #7 Support a prosperous Saint John through an efficient transportation system for goods movement that supports industry, promotes economic development and connects rail services, marine ports and the airport. November 2021 7 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John 2 Current and Future Conditions Located on the north side of the Bay of Fundy, the City of Saint John is the largest city in New Brunswick by land area and second largest by population. 2 Encompassing a land mass of approximately 316 km, the City 1 population, as of July 1, 2024, reached 78,165. This chapter provides a summary of the current and future conditions in Saint John the shape of the city (how big it is, where people live and work), the population, and also the features of the transportation system including the road, pedestrian, cycling and transit networks. 2.1 Land Use Geography Saint John has significant natural heritage and hydrological features which define the city and its transportation system. This included the Bay of Fundy, Rockwood Park, and Irving Nature Park and the Kennebecasis River which merges into the St. John River, bisecting much of the City before flowing into Harbour. The natural and diverse topography of the City and the proximity to the Bay of Fundy and St. John River creates an attractive urban landscape, but also create barriers to the development of transportation corridors in the City and the greater region. These barriers sometime mean there are a limited number of routes to move from one area of the city to another which can extend the distance that must be travelled. Urban Structure Saint John has three distinct settlement areas: the urban core, the suburban neighbourhoods, and the rural settlement areas. Approximately 42% of the population lives in the urban core area (5% of land base), 40% in suburban neighbourhoods (19% of land base), and 18% in rural settlement area (76% of land base). This low-density land use is a result of the 1967 amalgamation of surrounding communities and subsequent urban sprawl which has expanded the urban boundary. Low density land use and ribbon development along long corridors present transportation planning challenges such as providing efficient transit service and cost-effective active transportation facilities as well as maintaining an extensive road network. 1 Source: City of Saint John. Note that the population number in this report was updated after the analysis was complete. The analysis in MoveSJ was completed based the 2016 Census of Canada population of 68,000 residents. November 2021 8 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John The central business district (Uptown), is situated on the Central Peninsula which extends south into the Saint John Harbour and is bound by water on three sides. Uptown is comprised of a mix of commercial development, residential land uses, and historic buildings. 2.2 Socio-economic Factors and Demographics As of July 2024, the population of Saint John was approximately 78,165. The City has a plan to increase the population to 85,000 by 2032. During the same period, employment in Saint John is anticipated to increase by approximately 32% from 43,300 in 2016 to 57,200 in 2041. Population and employment growth are expected to be fueled by continued growth in the technology and health care employment fields and anticipated growth in local-export based industries. Exhibit 2.1 and Exhibit 2.2 illustrate anticipated growth areas. The majority of the population growth is expected to occur in east and west ends of the city. This growth in population could result in an increase in east-west travel towards the urban core, adding to the traffic on busy east-west corridors such as Highway 1, Loch Lomond Road, and Rothesay Avenue. Growth in employment will occur in and around the Saint John Regional Hospital and University and in the west end and in the existing commercial and industrial areas in the east. Anticipated growth in both population and employment in the west end could introduce more opportunities for living and working within the same community. November 2021 9 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Exhibit 2.1: Population Growth by Traffic Zone November 202110 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Exhibit 2.2: Employment (Jobs) Growth by Traffic Zone November 202111 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John One of the major demographic trends in cities across Canada is the rapidly ageing population. Exhibit 2.3 compares the age distribution in Saint John from the 2011 and 2016 census datasets. The proportion of people over 50 years old has increased from 39% to 42%, and this trend is expected to continue. As the population ages, greater consideration will need to be given to accessible mobility for all ages to access services and opportunities will increase as a greater proportion of the population will need alternatives to private car travel. Exhibit 2.3: Change in Age Distribution in City of Saint John, 2011-2016 Affordable mobility is increasingly important in Saint John. The average income of Saint John households was $52,132 in 2015 and 22.5% of the population were 2 considered low income. The low income rate in Saint John is higher than the New Brunswick rate of 17.1% and the nation-wide rate of 14.2%. Providing affordable travel options means better access to employment, education, community services, health services, etc. for all Saint John residents. 2 As per Statistics Canada: Low-income status is determined based on low-income measure, after-tax (LIM-AT). For a one-person household, the after-tax low-income measure (LIM-AT) was $22,460 in 2015. For larger households, this amount was adjusted upward by multiplying it by the square root of household size. Persons in a private household with after-tax income below this threshold were considered to be low income. November 2021 12 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John 2.3 Roads The City of Saint John contains a roadway network of 760 linear km, the majority of which are municipal streets maintained by the City. This equates to approximately 11 km of roadway for every 1000 residents. This is a higher ratio than similar cities and presents a significant challenge for maintenance, capital planning, and sustainability. The extensive roadway inventory is a result, in large part, of the amalgamation and urban sprawl which has resulted in an extensive road network that is required to connect low density developments in the city. 2.3.1 Existing Network the four-lane, divided Saint John Throughway (provincial Route 1) traversing the width of the City. With 13 interchange/access points along its 20 km route through Saint John, the Throughway carries traffic across the City, providing a higher-speed, longer- arterial and collector roads. The Throughway provides convenient vehicular access to the Port, city centre, and industrial areas. Despite its convenience for motor vehicles, the Throughway bisects the City, dividing north from south, and separating once vibrant neighbourhoods from the Uptown city centre. Adjacent to and extending out from the Throughway are a number of major arterials. Most major arterials have four travel lanes and are part of the truck route system. The most prominent arterials in Saint John are: West South Fairville Boulevard City Road/Station Street Main Street West Crown Street Lancaster Avenue Garden Street North East Main Street Courtenay Bay Causeway Somerset Street Thorne Avenue Bayside Drive Rothesay Avenue McAllister Drive Loch Lomond Road Westmorland Road The Harbour Bridge (on Route 1) and Reversing Falls Bridge (on Route 100) are the only two crossings of the mouth of the Saint John River and facilitate east- west movement both on a local and regional level. Harbour Bridge carries a high volume of commuters connecting residential areas to the west to the city centre and industry. Reversing Falls Bridge serves more local traffic and provides an important truck connection to the Irving Pulp and Paper Mill and other nearby industries. November 2021 13 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Reversing Falls Bridge is the only option for east-west travel for pedestrians and cyclists across the Saint John River. The Harbour Bridge does not provide any facilities for pedestrians or cyclists. The predominant flow of traffic in Saint John is inbound in the morning peak into the city centre and outbound in the afternoon peak. Traffic congestion is not a widespread issue in Saint John. Route 1 and its frequent interchanges disperse motorized traffic throughout the City, minimizing bottlenecks along arterial and collector corridors. Capacity issues are generally limited to individual turning movements at higher volume intersections. Locations with the most concentrated congestion and noticeable deficiencies at individual turning movements include: McAllister Drive / Loch Lomond Road (associated with retail development) McAllister Drive / Westmorland Road (associated with retail development) McAllister Drive / Majors Brook Drive Rothesay Avenue / Ashburn Lake Road Bayside Drive / Loch Lomond Road (after opening of One Mile House) Somerset Street / Paradise Row (PM peak operates better in the model than in the field due to signal timing optimization and coordination) Somerset Street / Route 1 EB Ramps Somerset Street / Garden Street 2.3.2 Future Conditions The Saint John Model is a travel demand forecasting model developed in 2016 as a transportation planning tool to estimate traffic demand based on where 3 people live, work, shop and go to school. The Saint John Model was used to forecast traffic demand for 2041, assess future network needs, and analyze road network alternatives. It was also used to forecast future travel patterns based on projected growth in Saint John and identify future congested corridors. By 2041, travel demand to, from and within Saint John is estimated to be 26,000 vehicular trips in the morning peak hour, a growth of approximately 14%. Of these trips, 3,900 (15%) are short trips less than 2 km in length which are prime candidates for active and sustainable modes. If more of these trips were taken by active and sustainable modes, this would bring the City closer to reaching its goal of 20% of active and sustainable trips by 2032. 3 For model details see the Phase 2 Report: Travel Demand Forecasting Model Development November 2021 14 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John 2.3.3 Identified Road Issues and Planned Improvements Previous transportation studies and the work undertaken in Phases 1 and 2 of MoveSJ, identified several areas with operational traffic issues. These include: Route 1/Ashburn Lake Road/Retail Drive Interchange This interchange has been identified for a potential upgrade to a full movement interchange. Currently, westbound Route 1 only has access to/from Ashburn Lake Road on the north side of Route 1, while eastbound Route 1 only has access to/from Ashburn Lake Road/Retail Drive on the south side of the Route 1. The proposed upgrade of the interchange would remove the current barrier that results in vehicles diverting to the next upstream or downstream interchange to access Route 1. Rothesay Avenue/Ashburn Lake Road The set of staggered T-intersections at Rothesay Avenue and Ashburn Lake Road have been identified as a high priority intersection for the City to address. Improvements to the intersection involve realigning the roads to combine the staggered intersections into a single intersection. However, there are many complications with the improvements including property acquisition, moving a rail crossing, and creek crossing. The intersection improvements have been proposed as part of the Route 1/Ashburn Lake Road/Retail Drive Interchange improvements. Somerset Street/Route 1 Interchange This interchange has been identified as a congested interchange. The congestion affects the surrounding intersections on Somerset Street (i.e. Somerset Street/Paradise Row and Somerset Street/Garden Street). Simms Corner There have been concerns raised about the existing configuration of the intersection of Main Street West/Lancaster Avenue/ Bridge Road/Fairville Boulevard (known as Simms Corner). The intersection currently operates as a stop-controlled intersection with plans for either signalization or reconfiguration as a roundabout. In either case, the redesign needs to consider the rail line, which crosses both Mail Street West and Fairville Boulevard, and truck movements through the intersection. More information on this intersection is provided in Section 6.5. Capacity-constrained Corridors based on the assessment of 2041 future conditions, the following corridors were also identified capacity-constrained: Route 1, east of Rothesay Avenue; Loch Lomond Road, east of McDonald Street; Rothesay Avenue, northeast of Ashburn Lake Road; Sandy Point Road and Foster Thurston Drive; and, Bridge Road-Chelsey Drive (Route 100), from Main Street West to Douglas Road. November 2021 15 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John 2.4 Parking 2.4.1 Existing Parking Supply Parking supply in the Uptown Core is comprised of over 5,800 parking spaces including on-street parking, municipally-owned off-street parking, and privately- owned off-street parking. At a system level, on-street and off-street parking supply is typically only 50% utilized during weekday daytime hours (10 am- 5pm). However, parking occupancy is not evenly distributed across all lots. Higher occupancy rates occur in the Central Business District, where some lots are nearing capacity during daytime hours. Parking supply is a concern on Friday evenings, especially within the restaurant district where on-street parking operates near capacity during this time period. However, sufficient parking opportunities are available within walking distance (300-400 meters). Overall, parking supply in the Uptown Core is sufficient to meet existing parking demand. Outside of the Uptown Core, public parking is generally free. Saint John offers a Residential Zone Parking Permit Program to assist local residents in finding on- street parking where parking is not available off-street. 2.4.2 Future Parking Demand Given the expected growth within the City of Saint John over the next 10 years, long-term planning is needed to ensure that the future parking demand can be accommodated. Future parking demand within the Uptown Peninsula is anticipated to be impacted by the following factors: Parking demand growth due to population growth in the Saint John region; Targeted personal vehicle modal split reduction (5% over the 10-year horizon); New developments within the study area; and Parking supply losses or gains. The increased activity of existing land uses and the modal split reduction of personal vehicles is anticipated to result in a net growth in overall parking demand across the Uptown Peninsula area. The impact of new developments and parking supply changes is anticipated to be localized to areas within close proximity to the new developments or parking supply changes. Such changes include the full closure of the Canterbury and Princess Lot and the Canterbury and Grannan Lot. Two new parking garages, November 2021 16 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John JDI Garage and the Irving Oil Garage, have been constructed and are operational. While JDI employees have relocated to the JDI Garage from municipal lots, freeing up public parking spaces, the Irving Oil Garage will replace an existing lot and only serve Irving Oil employees, resulting in loss of municipal parking spaces. The parking demand in the Uptown Peninsula is expected to increase compared to existing conditions. However, given the significant portion of unused parking supply, the network is expected to still operate below capacity. A parking supply expansion is not considered necessary. 2.4.3 Street Maintenance Providing sufficient on-street parking must be balanced with street maintenance operations (i.e. cleaning and snow removal). Saint John currently employs two strategies to facilitate street maintenance: Alternating side parking is where parking is permitted on the odd- number side of the street between the 1st and 15th day of each month while parking is permitted on the even-numbered side between the 16th and last day of the month. This strategy allows the City to clean, remove snow, and maintain both sides of the street while providing continuous on-street parking opportunities. A Temporary Overnight Snow Ban is something that the City can issue to provide crews with an opportunity to clear the road network of snow. The parking ban remains in effect between 11:00 PM and 7:00 AM of the next day. During on-street parking snow bans, the City provides residents free parking opportunities in designated off-street lots throughout the Uptown core. Residents are permitted to park in these lots between 6:00 PM and 7:00 AM the following day. 2.4.4 Parking Strategy A Parking Strategy being completed in 2025 is expected to provide updated recommendations to the current perspective and recommendations in MoveSJ. 2.5 Goods Movement In Saint John, heavy trucks need to access property using many roads from a diverse industrial base. This includes a working Port spread along the lower South and West parts of the City, the largest oil refinery in Canada, a liquefied natural gas terminal, a pulp mill and a paper mill on two different sites, other industrial sites, two industrial parks containing a variety of industrial uses and potential future energy projects particularly on the east side of the City. Goods movement is an important consideration given that Saint John is an industrial city. Access to City streets for use by trucks including those that form November 2021 17 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John shortest routes (distance and/or time) and/or safer routes are important to trucking companies as well as the customers to which they are delivering. Goods movement by truck is important for the City and surrounding area, along with connections and transfers to rail, marine and air transportation modes. The needs of industry and trucks must be balanced with other components of this plan. Saint John is aiming to encourage more walking and cycling, which can have impacts on truck traffic. As Saint John expands its network of cycling and pedestrian friendly streets, it will be important to consider the needs of trucks, particularly in Uptown Saint John, where businesses receive frequent deliveries. The One Mile House Interchange The One Mile House Interchange was completed in 2013 and marks a major change in the truck route network since the last truck route study in 2002. This interchange links Route 1 with Rothesay Avenue, more specifically, Bayside Drive. A key objective of this interchange was to provide a more direct route for truck traffic from Route 1 to the McAllister and Grandview Industrial Parks via Bayside Drive, and subsequently reducing truck traffic on Crown Street, City Road, Rothesay Avenue, and Loch Lomond Road. An additional benefit of adding the One Mile House Interchange to the network was the potential for rerouting truck traffic away from congested and undesirable areas, including the Lower Cove Loop identified in the 2002 study. This issue was addressed by designating Water Street as a no-truck route. Goods Movement by Rail Since MoveSJ has commenced, it has been identified that significant rail growth is expected to occur in Sait John as a result of expansion at the Port of Saint supporting quality of life for the community. 2.6 Pedestrian and Cycling Network Pedestrian Network The City has over 400km of sidewalk within its limits. The City provides sidewalks on one or both sides of most arterial and collectors streets and generally on both sides of streets in high pedestrian areas such as the Uptown Peninsula. Sidewalks are also typically provided on one side of local streets where curb is present (such as in residential subdivisions). Several streets in rural parts of the City do not have any sidewalks, so in response, the City has introduced a Sidewalk Infill Strategy where there are resident concerns about the lack of sidewalks. The City improves sidewalk conditions (including renewals, adding boulevards, widening sidewalks, and improving accessibility) as part of other street reconstruction efforts and asphalt resurfacing program. November 2021 18 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Except for Harbour Passage, multi-use trails for transportation movement are limited in the City. Short trails are provided in some neighbourhoods to improve connectivity (e.g. Champlain Heights, Donaldson/Rae Street), while most other trails are mainly recreational (e.g. Rockwood Park, Irving Nature Park). Urban trail construction is challenging in Saint John due to limited space, topography, and the haphazard patchwork of property boundaries throughout the City. Cycling Network and 34 km of shared lanes. Major routes include Harbour Passage, Campus Harbour Connection and the Trans-Canada Trail (also known as The Great Trail). The City has made progress in recent years to expand its cycling network, including implementing recommendations and policies from PlanSJ and the 2010 Trails and Bikeways Strategic Plan. On-road facilities are being implemented alongside infrastructure renewal projects such as -lane to other features such as bike lanes, turn lanes, bus lanes or pedestrian islands to improve safety and operation of the roadway for all users as seen in Exhibit 2.4. Exhibit 2.4: Example of a Road Diet Source: U.S. Department of Transportation Federal Highway Administration. The goal of MoveSJ is to further this progress by updating and prioritizing the network proposed in the 2010 Plan and identifying additional active transportation facilities. November 2021 19 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John 2.7 Transit Public transit is an important part of the overall transportation system for Saint John. Saint John Transit was established in 1979 and is the largest public transit system in New Brunswick. Saint John Transit serves over 108,000 people in Saint John, Quispamsis, Rothesay, Hampton, and Grand Bay-Westfield. There are 20 fixed routes serving the City of Saint John plus 3 fixed Comex routes providing service to Quispamsis, Rothesay, Hampton, and Grand Bay- Westfield. The transit system in Saint John faces numerous challenges: Funding uncertainty over the next three years, significant budget cuts to transit will be required due to funding shortfalls. Challenging geography resulted in various outlying low-density and rural settlement areas within the municipal boundaries. In addition, growth in suburbs in Kings County (including Hampton, Quispamsis, and Rothesay) has increased demand for travel between Saint John and these areas. The transit to improve service in both the core and outlying areas. Under-Performance Since 2010, ridership and amount of service provided has decreased by over 18%. As a result, cost to operate service has increased. Data Shortage the ability to monitor and improve service in areas -to-date quantitative data. Presently, there is minimal quantitative data about the performance of specific routes and the system as a whole. 2.7.1 Saint John Transit Service Since the commencement of MoveSJ, Saint John Transit has progressed toward providing effective services while being mindful of costs, such as the introduction 2.8 Transportation Patterns and Trends As part of Phase 1 of MoveSJ, the City conducted a household travel survey. This survey provided valuable information on the travel patterns of Saint John residents and residents of surrounding communities. The key patterns and trends for this household travel survey are outlined below. There are Many Short Trips and a High Level of Self Containment in Saint John Of the estimated 24,000 car trips made in the morning peak hour and 30,000 car trips in the afternoon peak hour, approximately 15-17% of these trips are less November 2021 20 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John than 2 km. Short trips less than 2 km are excellent candidates for a shift to walking and cycling if safe routes and supportive policies are in place. Exhibit 2.5 illustrates the estimated peak hour trip distances based on the 2015 travel survey data. Exhibit 2.5: Peak Hour Trip Distance (Saint John Model, 2016) 20% 18% 16% 14% 12% 10% 8% 6% 4% 2% 0% Trip Distance (km) AM Peak HourPM Peak Hour Travel patterns in all areas of Saint John show a high level of self-containment, particularly for work trips, as shown in Exhibit 2.6. This means that the majority of Although the districts represent fairly large areas, the observed travel patterns suggest that many areas of Saint John contain a broad mix of uses that allows people to live, work and complete their daily errands within their local corner of the city. November 202121 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Exhibit 2.6: Work Trip Travel Patterns Source: 2015 Saint John Household Travel Survey November 202122 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Drivingis the Dominant Mode On a typical weekday in the Saint John region, 82% of trips are made by car (either as a driver or passenger). Within the City of Saint John, car usage is slightly lower at 79%, whereas 89% of trips outside of the City are made by car. The higher car usageoutside of the city reflects the lack of all-day transit service as an alternative to the car and the suburban built form where travel distances are greater. Exhibit 2.7and Exhibit 2.8show mode share for Saint John residents and residents living outside City boundaries, respectively. Exhibit 2.7: Trips by Primary Mode (Saint John Residents) 2% 15% 4% 51% 28% Car DriverCar PassengerBusActiveOther Source: 2015 Household Travel Survey Exhibit 2.8: Trips by Primary Mode (External Residents) Source: 2015 Household Travel Survey November 202123 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Active Trips are More Likely to be Made in Saint John Results from the 2015 household travel survey show that 15% of trips in Saint John were made by active modes, and 7% of trips in the outer areas were made by active modes. The compact central core and student population at the university campus likely contribute to these figures. To see how Saint John compares to peer cities, the Census Journey to Work data was used as a basis for comparison. The 2016 Journey to Work data only collected mode information on all types of trips for a sample of the population. When reviewing only commute trips in the Census data, Saint John residents make less active (walk and cycle) trips to work than other peer cities in Atlantic Canada. It is noted that carpooling is more likely in Saint John than in the peer cities. Exhibit 2.9: Travel Modes for Journey to Work in Peer Cities (2016 Census) Walk, bicycle Driver Passenger Public and all other City (car, truck, van) (car, truck, van) Transit modes Saint John, NB 72.8% 11.2% 6.6% 9.4% Moncton, NB 75.7% 8.9% 5.0% 10.3% Fredericton, NB 75.4% 8.3% 4.4% 12.0% Halifax, NS 70.4% 7.3% 11.8% 10.5% Charlottetown, PE 73.4% 8.9% 3.1% 14.6% 75.5% 9.9% 5.2% 9.4% Source: Journey to Work, 2016 Census of Canada Emerging Trends will have a Significant Impact on Transportation There are also several societal trends that are having or will have a substantial impact on transportation. These include: New mobility: Advances in technology continue to change how people move around the city. From ride hailing/ride sharing offered by private transportation networks to Automated Vehicles (AVs), major change is on the horizon. It is essential for cities to monitor technological advances and introduce policy that encourages technology to contribute to rather than detract from strategic objectives. Climate change adaptation: Transportation is a major contributor to greenhouse gas emissions. Alternative, more sustainable modes of travel are needed to reduce impacts on the environment. The November 2021 24 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John transportation system also needs to be designed to be more resilient to stronger and/or more frequent weather events due to climate change. Goods movement: With the continued rise in e-commerce, cities can expect to see a rise in delivery-related traffic in residential areas. Further, the needs of trucks and local businesses that rely on frequent deliveries must be balanced with the need for comfortable and safe active transportation routes, sometimes within the same corridor. November 2021 25 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John 3 Transportation Needs and Challenges Phase 1 of MoveSJ identified the following transportation related needs and challenges. These needs and challenges informed the infrastructure and policy recommendations of this plan. These needs and challenges were identified through consultation with City staff, stakeholders, and the public, in addition to technical analysis and reviews of previous transportation planning work undertaken in Saint John. Age and Abundance of Infrastructure: needs (and related complaints) involve aging infrastructure. Many streets and sidewalks have reached the end of their structural life and are in need of rehabilitation or replacement. In response, improvements have been made to roadway asphalt and sidewalk conditions in recent years. However, a challenge for the City in capital planning of improvements is the large amount of roadway infrastructure it has per capita. There is an opportunity for the City to make efficient use of existing infrastructure, rather than add new infrastructure. New infrastructure may be limited to improved highway access, adding strategic links to improve connectivity and serving new infill development areas. Accessible Pedestrian Connections: Outside of the Uptown Core, the City of Saint John has a sprawling layout with limited grid development. Being an older city that spread into the surrounding topography over time, many streets are hilly, curved, and have narrow rights-of-way. There are many gaps in the sidewalk network and many sidewalks are in poor condition, especially in the older parts of the city. These conditions present challenges to provide accessible sidewalks and roadside paths along city streets. However, filling these gaps also presents an opportunity to make walking in Saint John safer and easier. Active Transportation Routes: Until recently, the City of Saint John offered limited active transportation (AT) facilities. There are several barriers to providing attractive AT routes - Route 1 bisects the City and is a barrier for continuous north-south AT routes, while the Harbour Bridge and Reversing Falls Bridge present barriers to East-West connectivity in their current form. The centrepiece for walking and cycling has been Harbour Passage, a paved multi-use pathway around the perimeter of the Inner Harbour. The City would benefit greatly from additional multi-use pathways where corridors can be identified. Within the last couple of years, the City has begun adding bike lanes, and shared lanes that connect to bike routes. Two priority routes being developed/upgraded -, a north-south route from the University to the Uptown, and the east-west Trans-Road -lane corridors to add bike lanes without road widening. November 2021 26 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Traffic Signal Infrastructure: Many of the traffic signals in the City operate on old 4-phase controllers with pre-timed operation. In many cases, the controllers and supporting electrical systems have reached their maximum operational capabilities, so the opportunity to add new phases or additional signal heads is limited. There are also no bicycle signals. Signalized intersections for motorized traffic and pedestrians could be improved by updating the signal equipment and adding detection. Updates to traffic signal infrastructure can also be expected to result in a reduction in Greenhouse Gas Emissions. The City would require an implementation plan to replace its signal infrastructure over a multi-year period. Localized Congestion: There are several localized locations where traffic congestion is a significant issue during peak periods. However, limited congestion throughout the City offers the opportunity to reallocate road space to other modes, particularly cycling. Public Transit Service: The provision of convenient, affordable and effective public transit in Saint John is essential for managing vehicular flow through the City, while helping to achieve the sustainability goals established in the Municipal Plan by replacing personal automobile trips with transit. Support for enhanced ridership also comes from related transit-supportive measures involving parking supply and cost primarily in the core area, transit supportive urban and subdivision design, and effective marketing of the transit services. Truck Access: largest oil refinery, an LNG import terminal, active port, pulp and tissue mills, Moosehead brewery and other manufacturing industries, truck movement is critical; but high truck volumes also impact streets and neighbourhoods. Completion of the One Mile House interchange has helped this issue to some degree, offering more direct highway access to the refinery and industrial parks, thus eliminating the need for through truck traffic on inner City streets. Neighbourhood Issues: As in most cities today, neighbourhood traffic issues include speeding, traffic intrusion, pedestrian and active transportation safety and calls for traffic calming. Aging infrastructure and poor quality of some streets and sidewalks add to the neighbourhood traffic management challenges, and this has been found to be a common concern of the public. External Commuter Traffic: Residential growth / sprawl outside the City of Saint John limits has far outpaced growth within. Out-migration has been a significant challenge for the City on many fronts, including transportation. A high proportion of commuting traffic originates outside the City, primarily from the east but some from the west. Auto Dependence: The combination of a spread-out low density urban form, geography and travel patterns naturally makes Saint John, like so many other smaller North American cities, auto dependent. However, a small central core with closely spaced destinations presents an opportunity to increase the use of sustainable modes. The larger number of short trips in Saint John also suggest that there is an opportunity to increase walking and cycling use. November 2021 27 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John 4 Strategies for the Future Providing safe and efficient transportation options is critical to developing a system that meets the current and future transportation needs in Saint John. This includes improving the transportation choices available, enabling access to opportunities for all residents, regardless of age, ability or income. improvements across all transportation modes. There are five action areas described in the following chapters of this Plan that include network, policy, and strategic recommendations. Together these action areas guide the development of a multimodal transportation system for the movement of people and goods in Saint John. The action areas and their relationship to each component of the plan are outlined below. Supporting Sustainable Transportation Choice This Plan puts forward strategies to improve alternatives to single-occupancy vehicles such as walking, transit, cycling or carpooling which contributes to a transportation system that is healthier for people and the environment (Chapter 5). These sustainable transportation options can also help reduce challenges experienced because of personal automobile use such as traffic congestion, greenhouse gas emissions and air pollution, and collisions. These strategies work together with the road and cycling network recommendations to increase sustainable mode use in Saint John. Road Network for a Multimodal City (Chapter 6) will roviding people with the opportunity to use the mode of transportation of their choice and be safe while doing so. This includes improving the utilization of existing road space with a focus on moving people, not just cars. Strategies developed to support the development of a road network for a multimodal city include: Road Classification Strategy (Section 6.2); Road Safety Strategy (Section 6.3); Parking Strategy (Section 6.4); and, Roundabouts Strategy (Section 6.5). These strategies work together with the Cycling and Pedestrian strategies to develop a more multimodal transportation system. November 2021 28 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Trucks in a Port City Goods Movement is vital to supporting a prosperous Saint John and surrounding area, particularly because of the multimodal goods movement connections. The MoveSJ Plan puts forward recommendations that balance the needs of the goods movement industry with those of neighbourhoods and core areas. To do this MoveSJ includes a goods movement strategy (Chapter 7). Transforming the Walking and Cycling Experience Chapter 8) to improve access and connectivity will provide more transportation options in Saint John. Improvements and expansions to the existing facilities across the city will increase access and increase safety and comfort. To help transform the walking and cycling experience, MoveSJ puts forward two strategies: Pedestrian Strategy (Section 8.1); and, Cycling Strategy (Section 8.2). Cycling network recommendations were developed together with road network recommendations to make the best use of available road space. Refreshing the Transit Network Public transit is an important part of the overall transportation system for Saint John. As such, MoveSJ includes a Long-Term Transit Vision (Chapter 9) that outlines a plan to stabilize core services and provide mobility and choice for residents with an efficient and cost-effective transit system. An important resource for refreshing the transit network is an Operational Audit which was audit considers the long-term vision for transit in Saint John and addresses more immediate financial constraints in the short term. November 2021 29 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John 5 Supporting Sustainable Transportation Choice Sustainable transportation choices include alternatives to single-occupancy vehicles such as walking, transit, cycling or carpooling. These options are healthier for people and the environment and can help reduce challenges experienced because of personal automobile use such as traffic congestion, collisions and greenhouse gas emissions and air pollution. 5.1 Managing Transportation Demand Transportation Demand Management (TDM) initiatives are used by municipalities to influence travel behaviour. This can be used to improve transportation system efficiency and help reduce congestion on roads by decreasing the volume of single-occupancy vehicles on the network and increasing travel via transit or active transportation. As a result of decreasing single-occupancy vehicles on roads, TDM initiatives also help to manage parking demand by decreasing the number of vehicles in parking lots. TDM initiatives take many forms, including policies, programs, services, and products to influence why, when, where, and how people travel. Collectively, the goals of TDM are to influence travel by: Providing travel choices and options; Providing active and transit-based alternatives to single-occupant car trips; Incentivizing sustainable travel modes such as transit, cycling, walking, or carpooling; Informing and educating commuters on their travel options; Regulating and limiting travel by single-occupant car trips (e.g., congestion pricing, parking regulations, land use policies); and Changing the way people work using technology (e.g., telecommuting, virtual meetings, etc.). Implementing TDM initiatives provides various economic, social, environmental, and health benefits. By decreasing single-occupant vehicle trips, congestion can be reduced, which in turn, improves network efficiency. By shifting trips to different modes, more people can be moved through the network without needing to construct new lanes or roads. Socially, TDM initiatives support complete street designs which can help create a sense of community. The environmental benefits stem from less congestion and trips shifting to sustainable modes aiding in the reduction of greenhouse gases. Active November 2021 30 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John transportation, such as cycling and walking, provide an easy way to work towards the recommended level of physical activity per week. Key Directions for Supporting Sustainable Transportation Choice In Saint John, there are many opportunities to use TDM measures to reduce single-occupancy vehicle trips and manage congestion. Key directions are discussed below: Managing Parking Fees/Supply Saint John applies a standard parking fee for paid parking that is consistent with hourly parking rates in other municipalities of similar size. Parking fines in Saint John are also consistent with those in similar sized municipalities, with the exception of the current fine for parking in an accessible parking space, which is well below average. Consideration should be given to increasing parking fees in areas with high demand in order to reduce demand for parking. In particular consideration should be given to adjusting fees by time of day and day of the week to account for fluctuations in parking demand. Any increase in revenue can be allocated towards TDM measures. Carpooling and Park-and-Ride The City of Saint John does not currently run a dedicated carpool program. However, informal carpool and parking and ride lots are located along Route 1 in Rothesay and Quispamsis. Saint John should market and support carpooling through various events and consider further promotion through the implementation of formal carpool lots within Saint John. Carshare There is currently no carshare program operating in Saint John. In 2014, Enterprise Carshare launched in Sackville, the first such program in New Brunswick. This is an initiative that Saint John could consider investigating, as the City has a significant population of students who could benefit from having access to a vehicle for occasional use. Carshare can also enable households to own fewer vehicles by providing access to a vehicle for occasional use. Public and Private Transit Saint John is served by a combination of local and regional buses. Some TDM strategies that support transit include: Transit to work awareness events promoting events which raise awareness of transit options and incentives for participation. November 2021 31 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Student transit pass included as part of tuition students are typically frequent transit users and having the cost of the student transit pass included as part of tuition creates a reliable source of revenue while providing students with unlimited access to transit. Transit supported by increased parking cost and additional park- and-ride locations higher parking fees may encourage drivers to consider transit as an alternative option. Adding park-and-ride lots in various areas of the city can improve first/last mile access to transit from areas with limited transit service. Park-and-ride can also reduce the length of car trips. Active Transportation Expanding the active transportation network to eliminate gaps and cross major barriers can be one of the most effective ways to provide a real alternative to the private vehicle. Travel demand forecasts for 2041 indicate 26,000 car trips in the morning peak hour, with approximately 3,900 trips (15%) that are short trips less than 2 km in length. These short trips are prime candidates for active modes. Even a 10% shift from cars to active moves on these short trips can remove 400 vehicular trips from the network. As discussed in Chapter 7 of this report, the existing network of walking and cycling infrastructure is fragmented with limited supporting amenities. Addressing key network gaps, providing bike parking at destinations and supporting cycling programming initiatives (Section 8.2.2) are opportunities for the City to manage vehicular travel demand. Recommended Strategies The following are recommended strategies to manage travel demand in the City of Saint John: Consider increasing parking fees and parking fines to discourage driving to certain areas of the city and allocating any increase in revenue towards TDM measures; Continue marketing and supporting carpooling through various events; Consider further promotion of carpooling through the implementation of formal carpool lots; Investigate the possibility of a carshare program; Expand bike parking within the City; and Raise awareness of active transportation and transit through broad- reaching community events. November 2021 32 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John 6 Road Network for a Multimodal City The road network has traditionally been considered a space for cars. With so much space dedicated to roads, people are now starting to wonder how this space can be used to move people and goods, not just cars. People can move efficiently through a city by walking, rolling, cycling, taking transit, driving or many other ways. That is that allow people to use the mode of transportation that they choose and be safe while doing so. Saint John has an extensive and effective road network that meets or exceeds the needs of vehicle traffic in the city now and will continue to do so into the future. This provides an exceptional opportunity to reimagine this space to improve mobility by all travel modes, without negatively impacting vehicle flow. By providing a road network for a multi-modal city, the people of Saint John will have more choice and safer options to move around the city. This chapter provides information on the following components of MoveSJ: Road Network Improvements; Road Classification Strategy; Road Safety Strategy; Parking Strategy; and, Roundabouts Strategy. 6.1 Road Network Improvements The development of the proposed future road network includes constructing new road connections, repurposing existing road space, and addressing congestion hotspots. These improvements help satisfy the transportation and network while also developing a balanced transportation system that meets the needs of all community members with a variety of options including cycling and walking, public transit, private automobiles, and taxis A long list of potential road improvements were considered based on corridors that are experiencing or anticipated to experience congestion, potential improvements recommended in previous studies, and opportunities identified in Phases 1 and 2 of MoveSJ. These network improvements were assessed using the Saint John Model in consideration of proposed active transportation improvements and transit services. November 2021 33 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Several network alternatives were modelled to test the effectiveness of potential network expansions to address demand while also considering the vision and goals of MoveSJ. 6.1.1 Network Assessment To assist in determining the recommended network for Saint John, alternative networks were evaluated based on a qualitative assessment of the economic, environmental, social, and cultural impact to the City. The criteria were chosen to align with the New Brunswick Department of Transportation and -Criteria Analysis Model for Capital Infrastructure Investments as presented in Exhibit 6.1. Exhibit 6.1: Strategic Multi-Criteria Analysis Model for Capital Infrastructure Investments (NBDTI) Area Provincial Criteria Objectives Job Creation Foster Private Sector Business Growth Stronger Economy Supports Economic Development Plans Economic Effective Service Delivery Living within Our Means Maximizes Leveraging Opportunities Mitigate Risks of Climate Change Environment Environmental Impacts Health and Safety Impacts Enhanced Access to Services that Meet Primary Needs Quality of Life Social Supported by Community Plans First Nations Cultural Preserves or Enhances Heritage Resources 6.1.2 Recommended Improvements The recommendations outlined below were evaluated based on the NBDTI index (Exhibit 6.1) and are designed to be implemented in conjunction with Transportation Demand Management (TDM) measures described in Chapter 4 and the cycling programming recommendations detailed in Section 8.2.2. The recommendations are divided into two categories: improvements designed to improve vehicular flow and improvements designed to accommodate cycling infrastructure. Exhibit 6.2 shows the road improvements on a map and the full list of projects is available in Appendix A. November 2021 34 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Road Improvements for Vehicular Flow Route 1/Ashburn Lake Road/Retail Drive Interchange A new interchange that provides full access to/from Route 1 will improve access in both directions including to the Hospital and University and Rothesay Avenue areas. Ashburn Lake Road / Retail Drive Realignment In conjunction with the interchange improvements, the realignment of Ashburn Lake Road and Retail Drive is recommended to improve traffic operations on Rothesay Avenue due to the closely-spaced/jogged intersection configuration. The two projects above strongly support the economic criteria from the NBDTI by increasing access to the highway, providing access across the highway, and decreasing detours in the Eastmount area. Infrastructure changes to replace/reconfigure the existing network will also result in a low impact on operation and maintenance costs. There is also a high chance of sharing the infrastructure costs with public or private sector for the interchange improvements. Route 1/Ashburn interchange helps to complete of East Point and allows for the construction of "the Crossing" neighbourhood. While the reconfiguration will increase the roadway footprint slightly, transportation demand management (TDM) measures proposed in MoveSJ increase the utilization/capacity of existing infrastructure, supporting the environmental criteria of the NBDTI. Finally, the upgraded interchange and Ashburn Lake/Retail Drive Realignment support the social criteria of the NBDTI by increasing safety and significantly improving emergency response time to the Eastmount area. Somerset Street/Paradise Row Improvement A westbound double left turn and upgraded signal infrastructure is proposed to manage a chronic congestion hotspot. A concept plan for this improvement is included in Appendix B. Road Improvements to Accommodate Cycling Infrastructure Main Street currently operates with three lanes in each direction between Chelsey Drive and St. Patrick Street. Existing vehicle counts indicate that there is lane capacity not being utilized. Forecasts suggest that even by 2041, traffic along this section of Main Street will not fill three lanes in each direction. A road diet is recommended for Main Street, reconfiguring into two lanes in each direction, a centre turning lane, and bike lanes. This recommendation is in line with the Central Peninsula Plan and overarching goals of supporting multimodal travel. This recommendation will decrease vehicular capacity, but the person-carrying capacity of the corridor is expected to increase, supporting the economic, social, and environmental criteria of the NBDTI. In the interim, a short-term alternative option for Main Street has been developed. This design is based off a previous City project which included temporary bidirectional centre bike lanes installed in this section of Main Street November 2021 35 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John in 2013 when the Harbour Passage Trail was closed due to a major rehabilitation project occurring on the Harbour Bridge. At the time, delineator posts separated bicycle traffic from vehicle lanes and bike signals were installed at Simonds Street intersection. Cyclists were expected to dismount at the intersections and use the crosswalk to access the bicycle lanes in the centre of the roadway. A similar semi-permanent option is being explored by the City that provides a more sizeable barrier such as pre-cast concrete curbs or full-size concrete barriers. After consultation with the Province and detailed design is performed, this interim option would provide cyclists a connection while the permanent recommendation is designed and undergoes approval. Main Street West-Bridge Road-Chesley Drive Lane Reconfiguration These road segments include shared lanes that are part of the Trans-Canada Trail that should be upgraded to cycle tracks or protected bike lanes given the traffic volumes and speeds. As the only crossing of the Saint John River for pedestrians and cyclists, retrofitting bike lanes through lane narrowing or reconfiguration, including an eastbound protected bike lane on Chesley Drive to connect to the Harbour Passage Trail, is a priority for the cycling network plan. This road segment includes shared lanes that are part of the Trans-Canada Trail that should be upgraded to cycle tracks or protected bike lanes given the traffic volumes and speeds. A road diet is proposed to accommodate cycle tracks or protected bike lanes. An alternative to the road diet is to widen the existing roadway. Widening of City Road is a practical option up to where City Road meets Marsh Street. The existing geometry of the roadway significantly changes between Marsh Street and Thorne Avenue and includes a bridge structure. Further traffic analysis is recommended for the implementation of a road diet through this section. This road segment includes shared lanes that are part of the Trans-Canada Trail that should be upgraded to cycle tracks or protected bike lanes as a continuation of the City Road upgrades. A road diet or lane narrowing is proposed to accommodate cycle tracks or bike lanes. The above three recommended projects were evaluated using the cycling infill analysis tool described further in Chapter 7 and in the Cycling Strategy. Intersection Improvements / Roundabouts to address operational issues and/or congestion, a number of intersections were identified as candidate locations for a roundabout. Section 6.5 provide more information on the review of candidate locations and recommendations. The above network changes should be done in conjunction with TDM measures proposed in Section 5.1. Further cycling specific recommendations are discussed in Chapter 7. November 2021 36 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Exhibit 6.2: Proposed Road Improvements November 202137 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John 6.2 Road Classification System A road classification system outlines the hierarchical structure of the road physical design, functional characteristics, type of function they serve, and surrounding land use. Streets have many purposes. Some are designed to move high traffic volumes, some are designed to provide access to adjacent property and accommodate active transportation facilities, while others support main street retail and community interaction, for example. Road classification standards are useful for avoiding confusion function by consistently defining design and function during the planning of new developments, as well as in the operation of existing road systems. Road classification systems providing guidance on what type of infrastructure is needed to support the function of a given street. To create safe neighbourhoods and accessible land use developments, it is important to have a classification system that considers the needs of all modes and not just the needs of motorists. 6.2.1 Current classification Currently, the Saint John Municipal Plan (PlanSJ), under Section 8.5 and Schedule C, includes four basic road classifications for the City: Local Streets, Collector Streets, Arterial Streets, and Freeways. While the current classification has worked in the past, designing a future road network that supports the goals of PlanSJ and MoveSJ will require more specific classifications to help define the purpose and functions of multimodal roads. The existing road classification system is too broad to capture all street types in Saint John and needs to be revised to clearly define roadway standards and requirements for various roadway functions and land uses. The Transportation Association of Canada (TAC) design standards recommend differentiating road classes between urban and rural areas and considering land use, in addition to traditional measures including speed, function, connections, and traffic volume. 6.2.2 Recommended Classification The recommended road classification is developed with considerations of various road and land use characteristics such as speed limits, road geometry, development impacts, private street access, street connectivity, and complete street designs. Speed Limits use of lower speed limits (40 km/h compared to existing 50 km/h and 70 km/h speed limit zones) (addressed in Move SJ Phase 1 in March 2017). November 2021 38 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Road Geometry Considerations changes to the current cross- accommodation for pedestrians, cyclists and other vulnerable road users that incorporate design features that limit the need for reactive traffic calming measures. Development Impacts changes to road classification over time such as the conversion of a Local street to a Collector through future street connections or new development. Private Streets continuing to include a category in the classification system to identify those roadways that are not owned nor maintained by the City. Street Connectivity / Future Roadway Linkages classifications for future road linkages based largely Plan and potential improvements to transit, emergency services and other City operational vehicle routings. This may involve changes in the classification of particular streets as a result of these future connections. Complete Streets incorporating complete streets principles to consider the needs of all roadway users in the design of new roads and road retrofit projects. Exhibit 6.3: Comparison of Rural and Urban Roadway Characteristics Roadway Rural Urban Characteristic Service Function, Relatively unlimited Controlled land access such as degree of land access and with associated mobility mobility and land maximum mobility limitations access Traffic Volume and Generally low traffic Generally medium/high associated Level-of-volumes and high LOS traffic volumes (depending Service (LOS) on type of road) with LOS reductions during peak periods Traffic Flow/ Free Flow Mixed Interrupted Flows Composition of Traffic Running Speed of Medium to High (50-90 Low to Medium (40-70 traffic during off-peak km/h) km/h) conditions November 2021 39 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Roadway Rural Urban Characteristic Vehicle Types Can include high May include high degree (proportion of cars, percentage of heavy of heavy vehicles but only trucks, buses) vehicles. May include on designated truck routes slow moving vehicles including heavy vehicles The benefits of the expanded classification system are: More detailed classification means less interpretation needed by developers on the road design standards; Differentiating design and functional standards for rural and urban settings; Better prioritization for street maintenance resulting in a more effective use of resources; and Increased safety through more appropriate speed limits for geometric design and intended service function. New Classification The follow classes are proposed: Urban Classes Major Arterial Primary function is to distribute large volumes of traffic at moderate to higher speeds between other Major Arterials, Minor Arterials, Collectors and to/from Freeways. Access to abutting lands is strictly regulated. Examples Chesley Drive, Fairville Blvd. Minor Arterial Generally distribute large volumes of traffic between other Major Arterials and Collector Streets. Access to abutting lands is regulated. Examples King Street, Lansdowne Avenue. Urban Collector-Community Generally, Urban Community Collectors balance the provision of mobility in the urbanized City with land access. They do this by collecting and distributing traffic between urban communities from Local Streets and other Urban Collectors to Arterial Streets (Major and Minor). Direct access to property may be permitted. Examples Adelaide Street, Catherwood Street. November 2021 40 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Urban Collector-Industrial Balance the movement of people and goods with an emphasis on commercial vehicle movement (trucks) in areas designated as Industrial (Light and Heavy) in the Municipal Plan. These roads are typically suited to Truck Route designation. Examples Bayside Drive, Grandview Avenue. Urban Local Urban Local streets generally provide access to abutting properties at low travel speeds and volumes within the designated Primary Development Area and are not intended to carry through traffic. Examples Camarthen Street, Harbourview Drive. Rural Classes Rural Collector-Community The roads provide access to These rural communities are characterized by low density and low developmental activity. Features such as transit, parking, and traffic calming are typically not applicable on these roads due to the surrounding land use and intended function. Pedestrian and cyclist facilities are not generally provided, unless the roadway links two areas of development separated by reasonably short distance, or if the roadway is on the planned cycling and walking network. Examples Foster Thurston Drive, Rothesay Road. Rural Collector- Industrial Similar to Rural Collector/Community Roads but primarily serving areas designated as Light and Heavy Industrial in the Municipal Plan. As such, these roads serve higher volumes of heavy truck traffic at lower speeds compared to Rural Community Collectors. Examples Bayside Drive, Red Head Road. Rural Local Rural Local roads are similar in design to Rural Collectors, but place more importance on land access, serving lower traffic volumes at lower speeds along road sections with multiple rural access driveways. It is recommended that Rural Locals provide connections only with Rural Collectors and other Rural Locals. Examples Acamac Beach Road, Fisher Lakes Drive. Private Road - Saint John has over 100 private roads, many coming into the City through previous municipal amalgamations. Since they do not have access to city services like snow clearing, street maintenance, or street lights. Examples Bustin Blvd., Irving Road. November 2021 41 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John 6.3 Road Safety Strategy Road safety is not an isolated subject; it is part of a system that consists of vehicle and street design, government policy, and user behaviour. Therefore, improving road safety is also not an isolated strategy, but rather safety must be embedded in all aspects of city building; and this is the approach that the City of Saint John has taken. The MoveSJ Road Safety Strategy builds on a number of existing city policies and practices, and on the other MoveSJ strategies to put forward overall best practices for improving the safety of all road users. The strategy pulls on nationally and internationally recognized guiding principles including: Integrated Road Safety Management System Part of the NCHRP Report 501 Integrated Safety Management Process, this system includes a defined and iterative process that results in a detailed action plan to address identified safety issues; Vision Zero A global movement that strives to change the costs of mobility; Safe Systems Approach Similar to Vision Zero, the guiding principle is that it is not acceptable for mistakes on the road to result in serious injuries of loss of life. This approach takes on a holistic view of the road transportation system and the interactions of all its parts. Provides road safety principles, strategies, countermeasures, and best practices that are standardized across the country. The strategic documents with safety-related policies, guidelines, and/or strategies that were published by the City of Saint John between 2010 and 2018 are described in Exhibit 6.4. Exhibit 6.4: Safety-Related Strategic Documents Strategic Document Description PlanSJ City of Saint John Municipal Plan emphasis on improving active transportation, and the safety of vulnerable road users, such as pedestrians and cyclists. The strategic documents also emphasize the importance of finding a balance between road users to ensure road safety for all. City of Saint John The Trails and Bikeways Strategic Plan is a comprehensive Trails and Bikeways document from 2010 that outlines how to create a connected trail Strategic Plan and bikeways network throughout the City of Saint John. The Summary Document study included route identification and assessment, bottlenecks November 2021 42 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John and conflict area identification, network development and standards, and an implementation strategy. City of Saint John In 2012, the City of Saint John released a Traffic Calming Policy Traffic Calming Policyto target speed reductions on neighbourhood streets. The document is a detailed action plan to re-design neighbourhood streets to encourage the desired driving behaviours, and to inspire increased active transportation. Winter Management The Winter Management Plan for Streets and Sidewalks outlines Plan for Streets and a set of standards and best practices for maintaining safe road Sidewalksconditions for all users year round. MoveSJ Strategies Safety is a key component of each of the MoveSJ Design principles for Strategies. In particular, in the Pedestrian Strategy safe urban streets: there several safety recommendations including People come first; design principles, policies and programs to improve the actual and perceived safety for people who Design for safety; choose to walk. Street context is The Truck Route Strategy recognizes the need to crucial; balance the goods movement industry, with the Flexibility is an needs of other road users, specifically vulnerable asset road users. Recommendations include managing which roads trucks can use and when, and increasing signage and awareness of designated truck routes. Beyond the specific safety recommendations in the Pedestrian and Truck Route Strategy, MoveSJ strategies related to roadway classification, comprehensive system improvements, cyclists, modern roundabouts, and community consultation, will all have a direct or indirect impact on how road user safety is managed in City projects. 6.3.2Proposed Road Safety Strategies There are nineand they are organized into three categoriesoutlined in Exhibit 6.5and expanded on below: Exhibit 6.5: Outline of Proposed Strategies 13 2 Make Road Safety Focus on a Data-Build Safer Part of the Driven ApproachStreets Organizational Culture November 202143 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Make Road Safety Part of the Organizational Culture 1.Commit to a definitive vision for road user safety -Committing to Vision Zero, or a similar safety-first vision, sets an ambitious goal that reinforces that it is not enough to just reduce traffic fatalities. Once the vision is established, a system needs to be put in place to make sure that all stakeholders understand their respective roles in achieving the goals and objectives that are set in pursuit of the vision. 2.Embrace the Safe Systems Approach -Embrace the philosophy that people make mistakes, but those mistakes should not cost them their lives. Physical changes in the system are important but it can be more effective to start with leadership, standards, data, research and evaluation, and legislation and policy(see Exhibit 6.6). Exhibit 6.6: Safe Systems Approach, Canada Road Safety Strategy 2025 3.Educate and engage partners and the public-The value of education, in comparison with the more tangible interventions is often overlooked. However, the path to road safety requires actions from all stakeholders and November 202144 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John all road users, and educating and engaging them early on in the process is key. For example, designs that make perfect sense to transportation professionals can be totally unintuitive to members of the public. Focus on a Data-Driven Approach 4. Improve the quality and availability of relevant safety data - A data- driven, decision-making approach is the most efficient way to invest in road safety improvements. More complete and reliable data allows for realistic goals to be set, better quality decisions to be made, and positive public support to be earned. 5. Establish a starting point - By using currently available data and speaking to the community a baseline of performance measures can be established to identify early improvements. 6. Conduct a preliminary network screening This two-stage process uses multiple years of data to first consider all available data to identify the - screening refines that list and aligns it with the stated goals and objectives of the road safety plan to determine a prioritized list of projects. 7. Prioritize common emphasis areas - Road safety strategies are typically organized by emphasis areas, each with their own set of strategies and countermeasures. The emphasis areas unique to Saint John need to be established, however recommended emphasis areas are: Vulnerable road users: This includes pedestrians, cyclists, school children, and older adults where the consequence of collisions are severe. Examples of potential counter measures include installing pedestrian crossings and sidewalks and reducing crossing distances with curb extensions. Aggressive and distracted driving: These common and dangerous behaviours, often result in speeding, driving too fast for the current conditions, following too closely, and failing to yield the right-of-way. Examples of potential counter measures include education, enforcement and traffic calming measures such as speed bumps. Speeding: Higher speeds carry a higher risk of serious injury or driver reaction time, increasing vehicle stopping distance, and increasing the amount of force inflicted on the vulnerable road user at impact. Examples of potential counter measures include reducing speed limits, reducing lane widths and targeted enforcement. 8. Measure Success - Realistic and attainable goals, and key performance indicators (KPIs), are vital in measuring the success of any plan. These November 2021 45 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John KPIs can quantify how well implemented strategies are working, and can be used to identify road safety trends. Build Safer Streets 9. Create and update design guidelines to prioritize safety It is easier, and more cost effective, to incorporate safety into new projects rather than to mitigate the poor safety performance of flawed designs. The City should update, create, or reference policies and guidelines that require all redesigns to prioritize road user safety, especially for vulnerable road users so new projects are safe from the beginning. November 2021 46 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John 6.3.3Implementation Plan Exhibit 6.7organizes the proposed strategies into a potential timeline for action. This implementation plan will setup the framework for the City to spearhead a culture change and install some quick win countermeasures that can improve safety in the short-term. Exhibit 6.7: 5 Year Implementation Plan November 202147 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John 6.4 Parking Strategy The parking strategy is an important tool used to define the urban landscape of the city through the management of its on-street and off-street parking. Parking is abundant within the City of Saint John, including in the Uptown Peninsula, where parking is in high demand by residents, commuters and visitors. The parking strategy mainly focused on the Uptown Peninsula where parking is provided through on-street parking, municipally-owned off-street parking, and privately-owned off-street parking. Parking rates and fines are discussed separately as a Transportation Demand Management measures in Section 5.1. 6.4.1 Peer Review and Key Directions standards that have been successfully established in the Maritimes and Ontario -law regulations (vehicle and bicycle), and cash-in-lieu of parking policies were compared to those of other similarly sized municipalities to determine the areas where Saint John can improve. On Street Parking Limit On-street parking limits are set to facilitate turnover and maintain parking availability on the street. Saint John has a maximum on-street parking time limit of 2 hours which is within the same range of similar sized and neighboring cities. Shared Parking Policy Shared parking involves the use of one parking facility by more than one land use. The practice aims to reduce the overall parking requirement by taking time-of-day. For example, employment land uses traditionally experience a peak parking demand during weekday business hours while residential land uses peak during weekday evenings and weekends. Currently, Saint John does not have any Shared Parking Policies in place. Bike Parking spaces required. While this practice is also found in Fredericton and Moncton, it limits the maximum amount of bike parking based on vehicles parking. There are other practices found in Ontario with bike parking rates based on Gross Floor Area which may be more aligned with supporting multimodal travel and the goals of Saint John. November 2021 48 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Cash-in-lieu of Parking Cash-in-lieu of parking is a policy used in many Canadian municipalities as a mechanism to address parking supply management. It can be used to: Facilitate redevelopment where providing parking on-site is either too costly or difficult due to site configuration or condition (i.e. heritage); Encourage shared or short-term parking strategies, discourage vehicle use, and encourage and potentially fund transit; Intensify and re-urbanize Downtown cores (especially former surface lots); Protect heritage buildings; and Assure property owners that sufficient parking opportunities will be available. Cash-in-lieu of parking policies generally focus on a specific geographic area, often a Downtown core or an area that the municipality has targeted for intensification or redevelopment. These policies allow developers to pay cash as an alternative to providing the minimum number of parking spaces required by the Zoning By-law. The collected funds are placed in a parking reserve fund, and are normally used for the acquisition, improvement, and construction of municipally owned parking facilities. The construction of municipal parking through cash-in-lieu funds allows a municipality to own parking Downtown, and therefore control the parking supply and pricing, while supporting desired land uses. Cash-in-lieu is most commonly used for office developments, but is also seen in some municipalities for retail and residential buildings. Municipalities may build additional parking in order to encourage a mix of uses in the Downtown core and support economic development policies. The City of Saint John does not currently have a cash-in-lieu policy in place. On-Street Parking and Street Maintenance determined to be similar to those of the reviewed comparator municipalities. Snow clearing practices slightly vary between municipalities in terms of the start and end times, and the period during which the winter restrictions are in effect. The winter parking restrictions are ideally tailored to the local climate of each municipality. 6.4.2 Recommended Actions The following are recommended actions to address parking demand in Saint John: Maintain current parking supply and existing 2 hour parking limit; November 2021 49 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Increase the fine associated with the accessible parking violation to $300 to match the best practices established in the comparator municipalities; Consider adopting a cash-in-lieu rate that represents approximately 50% of the costs to provide municipal parking, either in structures or surface lots; Adopt bicycle parking requirements for non-residential land uses based on gross floor area rather than the number of vehicle spaces required; Expand residential permit parking programs; Consider adopting a scheduled Uptown street cleaning strategy to allow on-street parking on both sides of the Uptown streets during the majority of the year; Maintain existing winter parking restrictions; and, Improve upon existing TDM measures to promote alternative modes of transportation. Potential TDM measures include carpooling, cycling, transit, and carshare. For more detailed recommendations, refer to the Phase 2 Parking Strategy. Saint John is updating its Parking Strategy in 2025. 6.5 Roundabouts Strategy To modernize the road network and address traffic hotspots, Move SJ examined candidate locations for roundabouts in Saint John in the Modern Roundabout Strategy. This Strategy evaluated the feasibility of each location and recommended a prioritization plan for implementation. When situated appropriately, roundabouts can provided several benefits over conventional intersections. These include: Safety: roundabouts offer a safer environment for motorists because vehicles travel in the same direction which reduces the number of conflict points. Vehicles also travel at lower speeds through roundabouts which, in combination with other safety measures, can benefit the safety of pedestrians and cyclists. Operation: lower operating speeds at roundabouts means that drivers entering roundabouts require smaller gaps between circulating vehicles to enter. Roundabouts also do not require vehicles to stop unnecessarily, resulting in improved traffic flow. Environment: roundabouts can reduce fuel consumption and emissions by reducing acceleration and deceleration that lead to higher fuel consumption. November 2021 50 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Economic: the long-term cost savings of a roundabout compared to a traditional intersection can be significant. Roundabouts require less maintenance than traditional intersections and contribute to reducing travel times, and collision frequency and severity, all of which have economic benefits. 6.5.1 Candidate Locations The Modern Roundabout Strategy identified six locations as potential candidates for roundabout implementation. The locations were selected because of their minimal impacts on adjacent properties and based on previously identified operational issues such as traffic congestion and safety concerns. The candidate locations were: Rothesay Rd at Ashburn Rd; Woodward Avenue at Boars Head Rd; Manawagonish Rd at Gault Rd; Main St West at Lancaster Ave (Simms Corner); Sandy Point Rd at Foster Thurston Dr; and Millidge Ave at Somerset St. For each location background data was reviewed, potential roundabout options were developed, concept plans were created, and a traffic model analysed how traffic would flow along the roundabout corridor where traffic counts were available. Based on this analysis, the candidate location at Woodward Avenue at Boars Head Road was removed as it did not experience operational challenges in its existing configuration. All other locations are recommended for installation in the order of priority outlined in Exhibit 6.8. Exhibit 6.8: Recommended Locations for Roundabout Installation Recommended Priority Description Existing configuration Location 1 Main St West This is currently a 4- at Lancaster legged intersection with a Ave (Simms unique shape that serves Corner) a high volume of traffic including trucks. Reconfiguration is critical to the long-term traffic flow and the removal of trucks from residential streets. November 2021 51 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Recommended Priority Description Existing configuration Location 2 Rothesay Rd at This is currently a 3- Ashburn Rd legged intersection with bike lanes on Rothesay Road and sharrows on Ashburn Road. These bike facilities are part of the Great TransCanada Trail. Reconfiguration is required to address the capacity issues and traffic delays experienced under the existing conditions. 3 Sandy Point Rd This is currently a 3- at Foster legged intersection Thurston Dr located on a curve making sight distance limited. Reconfiguration is required to address operational and safety concerns. 4 Manawagonish This intersection Rd at Gault Rd currently consists of 4 legs that are skewed at inconsistent angles, each with varying traffic controls. Reconfiguration is recommended to prevent operational or safety concerns as new developments are introduced. November 2021 52 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Recommended Priority Description Existing configuration Location 5 Millidge Ave at This is currently a 3- Somerset St. legged intersection with a unique shape and irregular traffic controls. There is also a U-turn lane and bike lanes that are part of the Campus- Harbour Trail. Reconfiguration is recommended to address operational and safety concerns, especially for pedestrians and cyclists. Image source: Google Earth In addition to the six candidate locations described above, the City of Saint John will be reviewing the intersection of Loch Lomond Road and Airport Arterial as shown in Exhibit 6.9. This location is being considered for the following reasons: Community safety concerns about sight lines between southbound and eastbound vehicles and speeding on Loch Lomond Road; Extensive queuing for southbound left turning vehicles; and, Minimal anticipated property impacts due to size of intersection and right- of-way. November 2021 53 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Exhibit 6.9: Potential Roundabout Location at Airport Arterial (St Martins Road) and Loch Lomond Road Source: Google Earth November 2021 54 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John 7 Trucks in a Port City The safe and efficient movement of goods by truck is very important to the Saint John and area economy given its industrial base and multi-modal terminals. An effective truck route system focuses truck traffic on a selected number of streets, improving safety and structural longevity of non-designated streets and minimizing impacts of heavy truck traffic on sensitive land uses. These are very important objectives for a sustainable transportation system. In developing a goods movement strategy for Saint John, truck routes, restriction signage, oversized loads and noise were reviewed. Detailed information on the development of the strategy is provided in the Saint John Strategic Plan Phase 2 Goods Movement Strategy Long Term Vision (November 21, 2018). Truck Routes changes to truck routes were proposed due to the availability of parallel routes and the negative impacts on sensitive land uses along the current routes. Since the time of the latest Traffic By-law (January 2020). Truck Restriction Signage There are instances in Saint John where prohibitive truck route signage causes 4 , meaning that the prohibition is not enforceable. The Goods Movement Strategy recommended that these signs be removed and a complete assessment of truck route signage along designated truck routes be conducted to encourage appropriately labeled truck routes. Sign placement should be based on the following criteria: History of complaints in the area; Truck volume data; Amendments to Traffic By-law schedule I and K; and Consultation with the local trucking industry to identify areas of confusion. Consistent signage will encourage driver compliance which in turn will maintain the integrity of the truck route system. 4 Schedule I restricts trucks from using certain specified routes, even if they provide the shortest path between the point of delivery and the designated truck route. November 2021 55 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Truck Noise The best way to reduce or avoid negative impacts of truck noise is to move truck traffic away from sensitive land uses, such as residential neighbourhoods. However, that is not always possible; sometimes trucks need to travel through residential areas. In cases where this happens, engine retarder brakes were identified as a significant source of truck noise. There are two basic ways for a municipality to address this issue. One is through signage discouraging the use of engine breaks at specific locations and the other is through prohibiting the use of engine brakes in certain locations. Saint John already uses signage to discourage engine brake use. This Plan recommends simplifying the signage to maximize driver readability. Prohibiting engine breaks is a more complex issue. Engine brakes are essential safety equipment and prohibiting their use can create liability issues for the jurisdiction banning their use. In addition, enforcement can be a challenge because it involves enforcing a moving violation and a noise by-law violation. MoveSJ recommends that the City review the authority and enforceability of enacting a by-law prohibiting engine brake use within the City except in emergency situations and determine if a by-law is an appropriate approach. 7.2 Recommended Actions 7.2.1 Short Term 1. Consult with goods movement stakeholders on the impacts of a Complete Streets policy on goods movement in the Central Business District (South Central Peninsula recommended changes to truck routes 2. Manage large truck deliveries in South Central: a. Prohibit 53 foot or larger trucks from South Central Peninsula streets except on the designated truck route to the Port of Saint John; b. Alternatively, adopt a policy that significantly reduces the number of loading zones that are long enough for a truck with 53 foot trailer to discourage use of these trucks; and / or c. Alternatively, limit truck access by trucks with 53 foot trailers to time-of-day or day-of-week restrictions. 3. -law, Schedule K, to remove recommended truck routes on sections of Churchill Blvd and Foster Thurston Drive; 4. Remove all 24 unregulated Truck Restriction signs; 5. Adequately sign designated truck routes based on signage warrants; November 2021 56 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John 6. Explore policy that would mandate that trucks use highways more for intra-city trips, including: a. Considering an amendment to the Traffic by-law that would require trucks to use modern Provincial highways such as Highway 1 and excluding Provincial Designated (Route 100) or three Regional Highways via their interchanges if less travel on City streets between the origin and destination would be required compared to use of designated City truck route. An example of this would have trucks required to use Route 111 rather than bypass on Golden Grove Road; and, b. Given that intra-city Provincial and Regional Highway (PDH and RDH) systems parallel Highway 1, advocate for the Provincial 7. Improve management of noise from trucks including: a. Review authority and enforceability of enacting a City by-law that prohibits use of Engine Retarders (Jacob Brakes) except in emergency situations within the City implement such a by-law contingent on this review; b. Shorten the current engine retarder courtesy ; c. Create a policy on the use of these signs with focus on residential areas, on truck routes, downhill and rapid deceleration areas; and, d. -law that prohibits excessive idling and exhaust system modifications on trucks. 7.2.2 Medium Term 1. Remove Harding Street West from Traffic By-Law Schedule K after Simms Corner is reconstructed; and 2. Remove Duke Street West, Lancaster Avenue, Prince Street and Dufferin Row from Traffic By-Law Schedule K after Simms Corner is reconstructed. November 2021 57 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John 8 Transforming the Walking and Cycling Experience Walking and cycling are important transport modes in urban areas. Active transportation has numerous benefits including reducing traffic congestion, improving public health, and encouraging a sense of community by having more people using streets and sidewalks. Saint John has many opportunities for walking and cycling. The downtown peninsula has many destinations close together, which makes active transportation an attractive and viable option for many short trips, while in suburban Saint John, destinations are farther apart and may be more challenging to access by active modes. However, in all locations, even those with many destinations close by, pedestrians and cyclists still need adequate facilities to encourage safety and comfort. When more people feel safe and comfortable walking and cycling, more people will use active modes for more trips. 8.1 Expanding the Pedestrian Network The MoveSJ Pedestrian Strategy places an emphasis on planning and designing in a way that makes the pedestrian experience safe and comfortable with a focus on expanding the network of streets that have sidewalk facilities. 8.1.1 Pedestrian Design Strategies A key part of improving the pedestrian experience is designing for safety, which means creating streets that reduce the risk of driver error and impose controls to protect vulnerable road users. The pillars of designing for safety include: People come first. Cities are built by and for people, and street design needs to embrace this, including supporting multi-modal travel and designing places that are attractive to be in, not only to travel through. This notion is reinforced throughout PlanSJ which includes key policy recommendations intended to: encourage alternative travel by creating an urban environment that encourages walking, cycling and transit use and increases opportunities to live close to work and satisfy day-to-day needs locally without relying on - PlanSJ Urban Design Goal #4 Design for safety. Create street designs that encourage appropriate road user behaviour. Be mindful of the potential implications of each design decision not only on drivers but also on vulnerable road users. When people make mistakes on the road, death should not be an outcome. November 2021 58 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Street context is crucial. Street design needs to respond to and influence the desired character of these public corridors. Saint John can provide direction through Municipal Plan goals and policy, and an understanding of the vision of the communities that the streets serve. Transportation objectives must be aligned in order to support overall safety objectives. Flexibility is an asset. Urban streets are continually evolving, and design needs to adapt as we learn more about accommodating different users and the value streets have as public places. Guidelines and standards are intended to support, rather than restrict, the professional judgment of planners and engineers. As to focus development within existing urban areas, the design of streets and transportation planning must also evolve. Planners and designers are responsible for exercising good professional judgment and experience in the best interests of public health, accessibility and safety. Any design guidelines should be applied with care and consideration for the local conditions. Effort should be made by planners and designers to strive to comply with guidelines, but guidelines are not a substitute for good professional judgment. Where a design solution is proposed that does not comply with current guidelines, a more rigorous justification of the design decisions should be provided along with incorporating appropriate mitigation measures. 8.1.2 Sidewalk Infill Strategy A program to infill sidewalk gaps can help to gradually expand the pedestrian network throughout the city. Sidewalk infill programs usually focus on constructing new sidewalks along streets that do not have sidewalks within established neighbourhoods that do not have sidewalks. The main goal of a sidewalk infill program are to improve: Safety; Continuity of the sidewalk system; School connectivity; Recreation and park connectivity; Transit access; and, Land use connectivity. An expanded pedestrian network makes walking safer and more inviting for residents and can in turn lead to more walking trips. November 2021 59 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John 8.1.3 Harbour Passage Harbour Passage, a series of inter-connected waterfront parks, recreation spaces and heritage sites. Harbour Passage features over 3 km of multi-use pathways bordering the inner harbour from Bentley Street to the south end of Prince William Street as shown in Exhibit 8.1 Harbour Passage. Exhibit 8.1: Harbour Passage Pedestrian Route 8.2 Providing a Safe and Efficient Cycling Network Similar to the Pedestrian Strategy, the MoveSJ Cycling Strategy recommends a safe and efficient cycling network that will encourage more people to cycle for their daily travel. The cycling network is just one component of this though - in addition to a cycling network, MoveSJ includes a cycling programming strategy, policy directions and other recommendations that will make cycling a more attractive and viable transportation option. November 2021 60 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John 8.2.1 Network Development Developing the Cycling Strategy involved three network updates: Undertaking a high-level cycling impact analysis to identify areas of highest potential across the City; Reviewing the previously identified priority routes and overall cycling and trails network plan to confirm priority corridors; and Reviewing the existing Trans-Canada Trail route to identify corridors to be upgraded, including implementation strategies to address deficiencies. Tcurrent primary cycling network plan is the 2010 Trails and Bikeways Strategic Plan. The plan identifies numerous priority corridors, approaching network development from a citywide perspective. However, this approach presents some challenges to implementation as it involves numerous stretches of lengthy infrastructure spanning the full City limits. In an effort to focus investment where it matters most, a priority review was completed as part of MoveSJ network. This type of network would be (Uptown Saint John) and a series of important employment and commercial centres (such as the Saint John Regional Hospital / University of New Brunswick Saint John area) or residential neighbourhoods, connected by cycling facilities that form a wide-reaching network of priority corridors. This approach to network development draws on the findings of the Cycling Impact Analysis, and also considers a core 5-km cycling distance as a target for investment. In addition to refreshing the priorities for implementation from the 2010 Strategic Plan, this cycling plan update incorporates recent and emerging network considerations, including: Findings and recommendations from the Central Peninsula Neighbourhood Action Plan such as new cycling network links (e.g. Sydney Street and Charlotte Street); Coastal Link Trail Routing and Feasibility Study, which identifies a plan for a Regionally-significant trails facility; and TMP-related road and transit network considerations. To inform network selection and provide justification for the proposed cycling network an analysis of potential cycling links was conducted using the following criteria: Connectivity: A primary goal of the network is to help to connect existing and planned pieces of cycling infrastructure in order to improve the usability of standalone links and to provide a connected network that encourages cycling for transportation purposes. November 2021 61 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Population and Employment Density: Population and employment density can support additional active transportation trips. Areas of higher population and employment density often have built form and land use patterns that support active transportation. Key Destinations: Major trip generators such as schools, and recreation/community centres should be accessible by active transportation so that residents have options when accessing essential services. Details on the evaluation framework are provided in the Cycling Strategy. 8.2.2 Recommendations Priority Cycling Network The priority cycling network that resulted from the network development exercises includes many of the core links in the 2010 Plan but adds some new links that were identified to address existing gaps, improve connectivity or network. The priority cycling network, facility types, and proposed Trans Canada Trail upgrades are shown in Exhibit 8.2, Exhibit 8.3, and Exhibit 8.4, respectively. For a full list of improvements see Appendix A. November 2021 62 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Exhibit 8.2: Priority Cycling Network November 202163 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Exhibit 8.3: Priority Cycling Network Facility Types November 202164 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Exhibit 8.4: Trans Canada Trail - Proposed Implementation Strategy November 202165 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Road Improvements In addition to the priority cycling network, several road improvement projects described in Chapter 6 of this document (Road Network for a Multimodal City) recommend the addition of cycling facilities. These projects are listed below, and more details can be found in Section 6.1.2. Main Street West-Bridge Road-Chesley Drive Lane Reconfiguration Typical cross-sections have been included in Exhibit 8.5 to illustrate how active transportation facilities can be implemented within existing corridors. These cross-sections include: Typical section #1: 4 vehicle lanes to 3 vehicle lanes with protected bike lanes. (Example sections: Station Street, City Road, and Chesley Drive) Typical section #2: 5 vehicle lanes to 3 vehicle lanes with raised cycle tracks. (Example sections: Bayside Road and sections of Crown Street) Typical section #3: 2-lane streets with painted bike lanes. (Example sections: Woodward Ave, Millidge Ave, Broad Street and Sydney Street) Typical section #4: 6 vehicle lanes to 4 vehicle lanes with a median and raised cycle tracks (specific to Main Street). November 2021 66 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Exhibit 8.5: Proposed Typical Cross-Sections November 202167 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Policy Directions important part of the overall cycling strategy. Two policy directions are recommended to support the continued integration of cycling infrastructure into Complete Streets: maintained to enable safe access for all users. Pedestrians, cyclists, transit riders and motorists of all ages and abilities must be able to safely move along and across a complete street. As part of Phase 2, recommendations were made to adopt a Complete Streets policy to improve the consideration of pedestrians in the road design process. A Complete Streets policy can help support improved cycling infrastructure through: Integrating complete streets principals into all applicable transportation projects; Applying a network approach to build a cohesive and connected network of safe facilities; and, Improving cyclist and pedestrian considerations during the planning, design, operation and maintenance of roadways. End of Trip Facilities: The provision of adequate, safe, and convenient bike parking and supporting facilities are important to encourage cycling as a regular mode of transportation for residents and visitors. Like automobile parking, there is a need for both short- term bike parking for visitors and long-term bike parking for residents. The City should consider: Adding bike parking facilities near major destinations throughout the City; Adding long-term bike parking requirements to the Zoning By- Law for land uses such as Offices, Apartment Buildings, and Hospitals; and, Offering incentives to businesses that provide dedicated showers and changing facilities for their employees. Programming A cycling programming strategy can provide the support, education, promotion and capacity building to help build and sustain a biking culture. The programming strategy includes the following: Community-based initiatives are aimed at residents living within Saint John. These can target trips related to work, school, recreation, or errands. November 2021 68 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Workplace-based initiatives are aimed at larger employers in Saint John and target trips to and from work. Work trips are optimal candidates for conversion to active modes because they are made regularly between the same origin and destination. School-based initiatives are aimed at students of all ages. School trips have many of the same characteristics as work trips, but can vary daily in the case of post-secondary students, and come with increased safety concerns in the case of younger students. These initiatives fall under the following four categories: Encouragement and Outreach initiatives aim to inspire individuals who are interested in starting to cycle and helping encourage those that want to continue. Examples include hosting promotional pop-up events in locations with large amounts of pedestrian traffic and hosting community bike rides. Educating Road Users focuses on initiatives that promote safe cycling practices through public and targeted education activities for motorists, cyclists and other road users. Examples include supporting cycling education programs and implementing a positive enforcement campaign. Promoting the Network involves providing information on how to navigate the cycling network, which is an important part of encouraging people to use it. Examples include developing print and digital cycling maps and an active transportation wayfinding and signage strategy. Capacity Building can be defined as enhancing the potential of stakeholders to accomplish collective goals related to active transportation. Examples include school travel planning programs and implementing a municipal cycling advisory committee. Bike Sharing Bike sharing is ideal for short distance point-to-point trips within a city and provides the ability for members to pick up a bicycle at any station and return it to any other bike station within the covered area. Bike share can provide the convenience of a bike without having to own a bike and also comes with the convenience of being able to use a bike for select trips during the day. The City of Saint John does not operate a commercial bike sharing program, however, there has been a successful bike sharing program operating out of the Crescent Valley neighbourhood since 2014, which shares donated bikes with residents who do not own a bike. It would be beneficial for the City to build on this success with expansion and support of a city-wide bike sharing program. November 2021 69 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John 9 Refreshing the Transit Network Public transit is an important part of the overall transportation system for Saint John. The Long-Term Transit Vision outlines key directions to provide mobility and choice for residents with an efficient and cost-effective transit system. More information on the strategy is provided in the Saint John Strategic Plan Phase 2 Transit Long Term Vision (February 8, 2018). Notably, an Operational Audit is being conducted on the system in addition to the MoveSJ work. This audit considers long- term vision for transit in Saint John and will guide future transit decisions while addressing more immediate financial constraints. 9.1 Transit Vision and Directions The long-term vision for transit in Saint John is to stabilize core services and provide mobility and choice for residents with an efficient and cost-effective transit system. To achieve the vision, four key directions have been identified. These key directions can guide the development of a service strategy and inform future performance monitoring. The key directions are: Stabilize Core Services: Given the uncertainty in short term funding, stabilizing core services can lead to effective levels of service that form a expansion efforts in the long term. Mobility and Choice: Providing access to opportunities for residents who choose not to drive or are unable to drive is important. When transit is an effective alternative to driving for residents of the city it can lead to an improved quality of life and encourage a shift towards more sustainable modes of transportation. Efficient: Creating a hierarchy of services allows for performance standards and targets that are suited to specific locations and conditions. For example, this approach can provide more direct services to connect major trip generators while exploring innovative options to provide a base level of mobility connecting neighbourhoods to services. Cost-Effective: By monitoring the performance of existing services, guidelines can be established to inform future investment into the system. The work of the Long-Term Transit Vision completed in Phase 2 has been incorporated into an Operational Audit of the Transit Service that will guide transit service in Saint John in the future. November 2021 70 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John 10 Implementation requirements, a complete summary of recommended improvements has been prepared and is provided in Appendix A. Appendix A outlines what improvements are recommended. Potential prioritization methodologies are discussed in this chapter to assist in phasing the projects during implementation as funding becomes available. The final network improvements include active transportation improvements and road network improvements, including roundabout installations as a part of this implementation strategy. 10.1 Potential Prioritization Methodologies As part of the MoveSJ Implementation Strategy, a potential prioritization framework has been developed to assist in the ranking of priorities for each improvement project for the City of Saint John. For MoveSJ, a good project prioritization strategy takes into consideration: Current and anticipated capacity limitations along the roadway network; Areas identified through previous public input and/or transportation plans; Missing links within the network to address active transportation safety and connectivity; Level of service improvements for movement within City limits (compared to regional traffic movement); and, Sections historically identified for improvement as shown within previous transportation plans for the City. A scale system is commonly used to prioritize projects into phases. A phase can be defined as a category of improvement projects that are meant to be implemented in the designated time period according to their urgency for improvement to the network. Phased prioritization allows for the implementation of projects over the long term which also permits planning for funding allocation. The MoveSJ project phasing priority is proposed to use a 1-5 prioritization scale, with 1 being the highest priority and 5 being the lowest priority. Projects which qualify for Phases 1 & 2 would be on a 0 to 5-year anticipated completion timeline and are key to fulfilling the objectives of the plan. Phases 3, 4, & 5 would be on a 10- to 20-year timeline and though important, are not immediately crucial to the network. Some projects could be ranked 0, indicating projects that November 2021 71 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John are important to the network but may be completed at any time as they are not a key link. Exhibit 10.1 exemplifies the priority phasing scale and timeline for improvement projects. Exhibit 10.1: Priority Phasing Example Priority Implementation Phase (Project Features) Timeframe High (These projects address safety concerns for pedestrians Phase 1 and cyclists, multi-modal traffic capacity issues, and key 0-2 Years missing links in the cycling network. They prioritize economic growth for the City as well as regional growth.) High-Medium (These projects address safety concerns for pedestrians and cyclists, multi-modal traffic capacity issues, and Phase 2 0-5 Years important, but less critical, missing links in the cycling network. They promote economic growth for the City as well as regional growth.) Medium (These projects usually address safety concerns for all Phase 3 modes. They can assist with traffic capacity issues and 5-10 Years missing links in the cycling network. They can promote economic growth for the City as well as regional growth.) Medium-Low (These projects could address safety for all modes. They Phase 4 tend to provide connections for missing links in the cycling 10-15 Years network. In the long term, they are economically beneficial to the City.) Low Phase 5 (These projects connect or extend the cycling network. In 15-20 Years the long term, they are economically beneficial to the City.) Nonessential (These projects are beneficial to the overall network and Phase 0 Anytime would be convenient to users. These may be implemented when resources are available.) MoveSJ does not include projected infrastructure improvement costs. Given inflationary impacts in the last 4-5 years, there has been a high degree of volatility associated with construction costs. Given MoveSJ is a long term planning document, and as a result of recent cost volatility, any cost estimates provided in this document may become obsolete. Instead, prioritized projects November 2021 72 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John from MoveSJ will be referred to the city's Long Term Capital Planning process with project costs identified and amended as appropriate. 10.2 Funding the Plan The main funding sources for Saint Johncapital program, services and programs are municipal property taxes and, provincial and federal grants and transfers. 10.2.1 Federal and Provincial Funding Sources The federal government distributes funds through a Gas Tax Fund that can be used by municipalities to fund 18 categories of infrastructure projects including: public transit, local roads and bridges (including active transportation infrastructure), and highways. The federal government also has an Investing in Canada Infrastructure Program that provides funding to communities to construct, expand and improve public transit infrastructure. Under this program, the projects are cost-shared between the federal government, New Brunswick government, municipalities and other partners. These two federal funding programs are distributed through the provincial government. The province also distributes a portion of the provincial Gasoline, Motive Fuel and Carbon Emitting Product Tax revenue to municipalities to support infrastructure investments. Other opportunities for provincial funding should be continually explored. 10.2.2 Municipal Funding Sources Property Taxes are Saint main source of revenue to fund day-to-day services, and programs such as fire services, recreation programs, parks, libraries, road maintenance, and stormwater management. In January 2018, the province of New Brunswick adopted the new Community Planning Act that allows municipalities to enact Development Charges, a financing tool for growth related infrastructure generally located in greenfields. Development Charges help generate revenue to pay for all or part of new public infrastructure associated with the new development by adding a fee. This revenue could fund new or expanded roads, streets, transit facilities, sidewalks and trails, new traffic signs and signals, and land required for any eligible public infrastructure. If Saint John adopts Development Charges, this would be an added revenue stream to fund growth related transportation infrastructure mainly in greenfields. Saint John can also obtain developer funded improvements through Section 59 of the Community Planning Act when new developments require a rezoning. November 2021 73 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John 10.3 Monitoring Progress and Plan Updates Monitoring the progress of MoveSJ is essential for tracking what has been done, and the impact that infrastructure investments and policy changes have had on travel behaviour and development patterns. Along with general information on how the city has changed, monitoring progress will provide an the effective planning and implementation of future actions. While MoveSJ is a long-term plan to 2041, it is a living document that must be regularly reviewed to continue to meet the transportation needs of Saint John. Many changes can occur in the timeframe of this plan including community expectations, growth patterns, transportation technologies and local or regional development plans. It is recommended to review MoveSJ approximately every five years with a formal update taking place every 10 years, in line with the municipal development plan. The monitoring program will be a key input to the reviews and updates. Exhibit 10.2 presents a range of indicators to measure the effectiveness of MoveSJ. Exhibit 10.2: MoveSJ Monitoring Indicators Data Chapter Indicator Schedule Source Chapter 5 Sustainable mode share for Census Every 5 Supporting trips to work Journey to years Sustainable Work data Transportation Trip distance for trips to work Statistics Every 5 Choice Canada years Chapter 6 Road network improvements Capital Annually Road Network percent complete program for a Multimodal Number of reported collisions Saint John Annually City per capita Police/ the Province of New Brunswick Roundabout implementation Capital Annually percent complete Program Chapter 7 Truck network improvements Capital Annually Trucks in a Post percent complete Program City November 2021 74 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Chapter 8 Cycling network Capital Annually Transforming the improvements percent Program Cycling and complete Walking Kilometres of infill sidewalk Capital Annually Experience installed Program Cyclist and pedestrian Count Annually volumes at key network program locations Chapter 9 Transit ridership Saint John Annually Refreshing the Transit Transit Network On-budget transit operations Saint John Annually Transit Number of service kilometres Saint John Annually that provide 15-minute Transit service frequency on weekdays 10.4 Summary of Recommended Actions . Appendix C includes a summary of the actions recommended in the five action areas covered in MoveSJ. There is also a summary of the recommended Provincial Advocacy efforts below: There are two recommendations that require the City of Saint John to advocate for changes at the Provincial level. Those recommendations include: 1. Seeking changes to the Provincial Motor Vehicle Act to improve access and safety for cyclists; and, 2. Advocating for trucks to use modern Provincial highways instead of designated City truck routes if it leads to less travel on City streets between the origin and destination. This would include Provincial highways such as Highway 1 and exclude Provincial Designated (Route 100) or three Regional Highways via their interchanges. November 2021 75 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Appendix A: Recommended Network Improvements November 2021 76 Implementation Strategy - Project List Facility NameFromToExisting Facility TypeProposed Facility TypeLength (km) Road Network Improvements Route 1/Ashburn Lake Rd/Retail DrHighway Interchange withUpgrade interchange and remove NA restricted access.barriers that restrict access to Route 1. Staggered signalized Ashburn Lake Rd/ Retail Dr/ Ashburn Lake intersections with rail and Rothesay Ave widening at Ashburn Lake Rd/Retail Dr Full Build OutRetail Dr NA Rd creek crossing.accommodate upgraded interchan ge traffic Staggered signalized Alignment of Ashburn Lake Rd and Ashburn Lake Ashburn Lake Rd/Retail Dr AlignmentRetail DrNA intersections with rail and Retail Dr Rd creek crossing. Main StreetChesley DriveSt Patrick StSix Lane Curbed Road Main St Road Diet to 2 travel lanes 1.15 with Boulevardper direction with cycle tracks TCT Shared varying traffic Traffic lanes are shared lanes with Harbour lanes at capacity.Trans- Canada trail. Reconfigure to Bridge Road/Chesley DriveMain St W1.58 Passage cycle tracks or protected bike lanes. Station StreetLong WharfCity RdTCT Shared lanes.Traffic lanes are shared lanes with 0.7 Trans- Canada trail. Road diet - reconfigure to cycle tracks or protected bike lanes by narrowing traffic lanes. Traffic lanes are shared lanes with Trans- Canada trail. Reconfigure to 1.03 City Rd Road Diet(entire)(entire)TCT Shared lanes. cycle tracks or protected bike lanes y narrowing traffic lanes. b Somerset Street/Paradise Row ImprovementAdd westbound double left turn and Signalized intersectionNA pgrade signal infrastructure u Loch Lomond RoadSignal optimization and coordination Hickey RoadMcAllister Drive as interim measure. Review during next Munici pal Plan update. Roundabout Improvements Two-way Stop Controlled Multi-lane roundabout with double Main St W/Lancaster Ave (Simms Corner)NA Intersection lanes entering all approaches. Rothesay Road/Ashburn RdStop Controlled T-Install a 35m single lane NA Intersectionroundabout. Sandy Point Rd and Foster Thurston DrStop Controlled T-Install a 35m single lane NA Intersectionroundabout. Manawagonish Rd/Gault RdTwo-way Stop Controlled Install a 40m single lane NA Traffic Circleroundabout. Millidge Ave/Somerset StStop Controlled T-Install a 45m single lane NA Intersectionroundabout. Loch Lomond/ Airport ArterialStop Controlled T-Install roundabout Intersection Major Traffic Signal Accessibility Improvements Millidge Ave/University AveFulll Accessible Pedestrian System. Incorporate Smart Right Turn Channel from Millidge to University. Actuation. Westmorland Road/ McAllister DriveFulll Accessible Pedestrian System. Actuation. Sidewalk Infill and Trail Improvements Projects from completed Sidewalk Infill Program Harbour Passage "The Cove" Riverview Riverview DriveFoot pathHarbour Passage Avenue Harbour Passage Riverview Drive"The Cove" Market Place SidewalkHarbour Passage section of West Harbour interchange Passage Remaining portions of Harbour Passage Trans-Canada Existing Separated Facility- TrailHilyard StreetExisting Separated Facility0.24 TrailDelineation Upgrades TrailAlbert StreetTrailExisting Separated FacilityExisting Separated Facility-0.08 Delineation Upgrades TrailTrans-Canada Trans-Canada Proposed Separated Facility0.83 TrailTrail TrailSpar Cove Adelaide StreetUndevelopedProposed Separated Facility0.6 Road Arterial/Collector Crosswalk Improvements Projects from completed Crosswalk Master Plan Road Safety and Traffic Calming Improvements Projects from Road Safety Strategy and Traffic Calming Policy Cycling Improvements Ragged Point RoadWoodward Ragged Point Wide RoadBike Lanes0.58 AvenueRoad Woodward AvenueRagged PointMillidge AvenueWide Curbed RoadBike Lanes1.42 Road University AvenueWoodward Sandy Point Four Lane Curbed Road Buffered Bike Lanes with Road Diet2.13 AvenueRoadwith Boulevard Westmorland RoadLoch LomondSt Joseph RoadWide Curbed RoadBike Lanes1.88 Road Millidge AvenueSpar Cove Visart StreetWide Curbed RoadBike Lanes0.83 Road Millidge AvenueSomerset Spar Cove Wide Curbed RoadBike Lanes0.75 StreetRoad Adelaide StreetMain StreetMillidge AvenueShared LanesBike Lanes0.62 Watson Street, Suffolk Street, Digby Ferry Riverview End of Digby Wide Curbed RoadBike Lanes 1.72 RoadDriveFerry Road Facility NameFromToExisting Facility TypeProposed Facility TypeLength (km) Magazine StreetSomerset Metcalf StreetWide RoadBike Lanes0.59 Street Charlotte StreetBroad StreetUnion StreetWide RoadBike Lanes0.99 Union StreetCrown StHarbour Wide Curbed RoadBike Lanes1.31 Passage Trail South of Vulcan Sydney StreetUnion StreetWide Curbed RoadBike Lanes1.29 Street Albert Street, Main Street, TrailNewman South of MainWide Curbed RoadBike Lanes0.33 StreetStreet Newman StreetAlbert StreetAdelaide StreetWide Curbed RoadBike Lanes0.35 Somerset Wellesley AvenueGorman AvenueWide RoadBike Lanes0.18 Street Visart StreetChurchillBeaverbrookWide Curbed RoadBike Lanes0.29 BoulevardAvenue Crown StreetBroad StreetUnion StreetWide Curbed RoadBike Lanes1 Broad StreetCrown StWater StWide Curbed RoadBike Lanes0.85 Water StreetBroad StreetKing StWide Curbed RoadBike Lanes0.75 Westmorland RoadSt Joseph Mcallister DriveFour Lane Curbed RoadCycle-Track with widening1.38 Road Loch Lomond RoadThorne McDonald Wide Curbed Road and Buffered Bike Lanes 0.85 AvenueStreetStriped Shoulders Bayside DriveLoch Lomond Courtney Bay Four Lane Curbed Road Buffered Bike Lanes with Road Diet0.85 RoadCausewaywith Center Turn Somerset StreetChurchillThornbroughWide Curbed RoadCycle-Track with widening0.44 BoulevardStreet Somerset StreetMagazine ThornboroughWide Curbed RoadCycle-Track with widening0.74 StreetStreet Thorne AvenueSeaton StreetWestmorlandFour Lane Curbed RoadCycle-Track with road diet0.83 Road City RoadStanley StreetBrinley StreetShared LanesCycle-Track with road diet0.62 City RoadBrinley StreetThorne AvenueFour Lane Curbed RoadCycle-Track with road diet0.36 Six to Seven Lane Curbed Main St Road Diet to 2 travel lanes Road with Boulevardper direction with cycle tracks in the Main Street Chesley DriveUnion Street1.24 center lanes and bike signal at Metclaf. Hawthorne Avenue ExtensionSeely StreetTrailPartial Existing Separated Proposed Separated Facility1 Facility Crown StreetUnion StreetThorne AvenueFour Lane Curbed Road Protected Bike Lanes with Road 0.86 with Center TurnDiet to 3 lanes Somerset StreetMillidge Samuel DavisExisting Striped Bike Protected Bike Lanes1.15 AvenueDriveLanes Victoria StreetBridge StreetAlbert StreetWide Curbed RoadShared Facility0.29 Wellesley Avenue, Cranston Avenue, Fifth Somerset Arrow Walk Wide Curbed RoadShared Facility1.44 Street, Parks Street, StreetRoad Mount Pleasant Avenue Newman Partial Existing Separated Shared Facility0.13 Albert StreetTrail y StreetFacilit Wellesley TerraceBeaverbrook Gorman AvenueWide RoadShared Facility0.14 Avenue Manawagonish Road Fairville Kierstead RoadUnbuffered bike lane Unbuffered bike lane (part of 1.4 Boulevard(westbound)Coastal Link Trail) Manawagonish Road Gault RoadFairville Unbuffered bike laneFacility Adequate2.6 Boulevard Ocean Westway Western end Gault RoadPaved shoulderUnbuffered bike lane (part of 2.2 of Ocean Coastal Link Trail) Westway TCT Bentley Street (entire)(entire)(entire)Bike Lane (northbound)Facility Adequate0.3 TCT Douglas AvenueChesley DriveBentley StreetBike Lane (westbound)Facility Adequate1.1 TCT Westfield RoadKetepec RoadDalton LaneBike LanesFacility Adequate1.1 TCT Douglas AvenueBentley StreetMain StreetWide Curbed RoadBike Lanes0.74 Lancaster Avenue (alternate to HPWRF)Bridge RoadPrince StreetWide Curbed RoadBike Lanes0.69 Prince Street (alternate to HPWRF)Lancaster Riverview DriveWide Curbed RoadBike Lanes0.33 Avenue Riverview Drive (alternate to HPWRF)Prince StreetPedestrian Wide Curbed RoadBike Lanes0.73 bridge TCT Manchester AvenueBay StreetDever RoadShared LanesBike Lanes0.4 TCT Manchester AvenueDever RoadManawagonishShared LanesBike Lanes0.8 Road TCT Manawagonish RoadManchesterMain Street Shared Lane EB, Bike Bike Lanes1.3 AvenueWestLane WB TCT Station Street (entire)(entire)(entire)Shared LanesProtected Bike Lanes with Road 0.7 Diet to 3 lanes TCT Main Street West (entire)(entire)(entire)Shared LanesCycle Track0.6 / Protected Bike Lane TCT Bridge Road (entire)(entire)(entire)Shared LanesCycle Track0.7 TCT Chesley DriveBridge RoadBentley StreetShared Lane (eastbound)Cycle Track with road diet1.1 Brookville west entrance to Cycle Track TCT Rothesay RoadBike Lanes1 entranceK- Park/ Protected Bike Lane west to east west to east Cycle Track TCT Rothesay RoadShared Lanes0.2 entrance to K- entrance to K- / Protected Bike Lane ParkPark TCT Rothesay Roadeast entrance City LimitBike LanesCycle Track0.2 to K- Park/ Protected Bike Lane TCT Harbour PassageBentley StreetStation StreetExisting Separated FacilityExisting Separated Facility-1.4 Delineation Upgrades TCT Highway 1 Pedestrian BridgeStanley StreetStanley StreetExisting Separated FacilityExisting Separated Facility-0.2 Delineation Upgrades TCT Gooderich StreetWright StreetMount PleasantShared LanesExisting Separated Facility-0.2 AvenueDelineation Upgrades Facility NameFromToExisting Facility TypeProposed Facility TypeLength (km) TCT Mount Pleasant AvenueGooderich ArrowWalk Existing Separated FacilityExisting Separated Facility-0.2 StreetRoadDelineation Upgrades TCT Rockwood ParkRockwood Rockwood ParkExisting Separated FacilityExisting Separated Facility-4.3 ParkDelineation Upgrades TCT Westfield RoadCity LimitKetepec RoadShared LanesPaved Shoulders4.7 TCT Westfield RoadDalton LaneBay StreetShared LanesPaved Shoulders3 TCT Bay Street (entire)(entire)(entire)Shared LanesPaved Shoulders1.3 TCT Ashburn Road (entire)(entire)(entire)Shared LanesPaved Shoulders2.2 TCT Rothesay RoadAshburn RoadBrookvilleShared LanesPaved Shoulders1.1 entrance TCT Stanley StreetCity Roadpedestrian Shared LanesShared Lanes0 bridge Wright StreetShared LanesShared Lanes0.1 TCT Stanley Streetpedestrian ge brid TCT Wright StreetStanley StreetGooderich Shared LanesShared Lanes0.2 Street This list of projects was updated with information/projects provided by the City of Saint John in March 2025 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Appendix B: Somerset Street and Paradise Row Concept Plan November 2021 77 IBI GROUP FINALREPORT MOVE SJ: TRANSPORTATION PLAN Prepared for The City of Saint John Appendix C: Master List of Initiatives and Policy Deliverables November 2021 78 Master List of Initiatives and Policy Deliverables NumberDescription of Initiative or Policy DeliverableStrategyResulting Community Benefit ExpectedStatus Use TAC Best Practices to Determine Lower Residential Speed LimitsPhase 1 Early Ensures some neighbourhood streets receive 40 KM/H speed limit while Commenced, 20 streets assessed 2022 1 Deliverablesnot causing undue Compliance or Enforcement issues Complete and Recommend Complete Streets PolicyPhase 1 Early Ensure appropriate streets are designed for uses beyond the automobile 2 Deliverables Develop a Management Plan for the City's Transportation Model including Transportation ModelSupports City's Transportation Investments/Performance and Developers' Completed 3 Maintenance, Updates, Use for Internal and DevelopmentsTraffic Impact Plans 4 Review and Recommend Updated Traffic Calming PolicyPedestrianCompleted Confirm if Speed Cushions should be added as a traffic calming measure PedestrianSlows most vehicles while reducing impact on emergency vehiclesCompleted 4a option Complete School Crossing Guard WarrantPedestrianEnsures crossing guards are located where best reduces risk of school 5 children crossing the street 6 Implement New Walking Speed Standards at Signalized CrosswalksPedestrianIncreases time pedestrians of all abilities have to cross the street.Completed Implement Leading Pedestrian Intervals where risk or evidence of collisions PedestrianReduces injury risk to pedestrians at signalized intersectionsCommenced, at two intersections 7 justify 8 Introduce Pedestrian Considerations in Transportation Impact StudiesPedestrianEnsures new developments consider the needs of pedestrians Update and Standardize Pedestrian Infrastructure Maintenance PracticesPedestrianEnsures pedestrian infrastructure remains in good condition after it is built 9 Implement an Active and Safe Routes to School ProgramPedestrianEnsures paths that walking school children take are as safe as possible. 10 Will complement Safer School Zones Program Update and Implement Barrier Free Design in Pedestrian SystemPedestrianEnsures pedestrian infrastructure is accessible for pedestrians of all 11 abilities 11a On-Street Parking SpacesPedestrianCommenced 11b SidewalksPedestrian 11c CrosswalksPedestrian Complete and Implement Sidewalk Infill StrategyPedestrianEnsures missing sections of sidewalks are considered for construction Completed 12 where they will best serve the community Establish Uptown On-Street and Public Off-Street Parking Supply and Demand ParkingEnsures issues with where parking demand is reaching supply is identified Commenced, updated Parking Strategy 13 Review Schedule and Implementto encourage policy or approach changes Recommend increasing the fine associated with accessible parking violations to ParkingBetter ensures available accessible parking spaces are available to those 14 $300.who have a permit. Recommend adopting Bicycle Parking requirements for non-residential land ParkingPromotes cycling and reduces demand for on-street parking and streets 15 usesdesigned for the automobile Recommend adopting a shared parking policyParkingReduces demand for new parking spaces where opportunities are 16 available to share spaces between different land uses 17 Implement an Accessible On-Street Permit ProgramParkingEnsures accessible spaces are available where neededCommenced Consult with goods movement stakeholders with implementation of Complete Goods MovementEnsures balance between supporting business and encouraging Complete 18 Streets Policy in South Central PeninsulaStreets design Manage large truck deliveries in the South Central PeninsulaGoods MovementReduce impact of large trucks for Complete Streets design such as Commenced in 2025 19 encouraging narrower intersections Remove Churchill Boulevard, Ashburn Road, and Foster Thurston Drive as a Goods MovementReduces trucks on a portion of the Campus Harbour Connection Bike truck routeRoute (Churchill) and the rural design of Foster Thurston with availability of 20 Somerset Street Remove all 24 unregulated Truck Restriction signsGoods MovementSigns are redundant. Resources can be redirected to install better and 21 more Truck Route signs so truckers stay on Truck Routes more Adequately sign all City truck routes, particularly at intersectionsGoods MovementEnsures trucks know where truck routes are for improved compliance. 22 Redirect resources from redundant truck restriction signs. Develop a map schedule for gross vehicle weight (GVW) limits on city streets, Goods MovementCommunicates to trucking companies weight limits to protect city streets while requesting input from NBDTI on the load capacity of bridge structures on and provincial bridges from premature deterioration 23 truck routes Explore an amendment to the City's Traffic by-law that would require trucks to Goods MovementReduces truck traffic on City streets and within residential areas and on Commenced in 2025, for Chelsey Drive use modern Provincial highways such as Route 1 and excluding Provincial streets used more by active transportation modes. Designated (Route 100) or three Regional Highways via their interchanges if less travel on City streets between the origin and destination would be required compared to use of designated City truck route. 24 Advocate to the Province to amend Provincial law that would require trucks to Goods MovementReduces truck traffic on inter-city provincial highways and within residential use modern Provincial highways such as Route 1 instead of Provincial areas and on streets used more by active transportation modes. Designated (Route 100) or three Regional Highways if less travel on City streets between the origin and destination would be required compared to use of 25 designated City truck route. NumberDescription of Initiative or Policy DeliverableStrategyResulting Community Benefit ExpectedStatus Review authority and enforceability of enacting a City by-law that prohibits use Goods MovementReduces noises from trucks of Engine Retarders (Jacob Brakes) except in emergency situations within the 26 City Goods MovementReduces noises from trucks 27 Create a policy on the use of engine retarder curtesy signs with focus on Goods MovementReduces noises from trucksCommenced in 2025 28 residential areas, on truck routes, downhill and rapid deceleration areas Goods MovementReduces noises from trucks 29 exhaust system modifications on trucks Remove Harding Street West, Ready Street, Duke Street West, Lancaster Goods MovementReduces truck traffic in a residential area when trucks are able to more Avenue, Prince Street and Dufferin Row from Traffic By-Law after Simms effectively drive through Simms Corner. 30 Corner is reconstructed Arrange a tri-city approach with Moncton and Fredericton to advocate the Goods MovementImproves enforceability of oversized load rules province to implement an oversized load policy under Section 261 and 2001-67 31 of the Motor Vehicle Act Apply socioeconomic factors to future update of Cycling Impact AnalysisCyclingAllows planned cycling infrastructure that serves neighbourhoods that may 32 have less access to vehicles to be constructed sooner. Examine the feasibility and support for hosting cycling campaigns and special CyclingPromotes cycling use 33 events. Investigate a preferred operating model for hosting regular community group CyclingPromotes cycling use 34 bike rides. Host promotional pop-up events in locations with large amount of organic CyclingPromotes cycling use 35 pedestrian traffic. Investigate the feasibility of implementing a commuter incentive and CyclingPromotes cycling use 36 disincentive initiatives to help influence travel behaviours. 37 Conduct safety education campaigns targeted at cyclists and drivers.CyclingPromotes cycling safety and useCommenced in 2024 38 Support cycling education programs.CyclingPromotes cycling safety and useCommenced in 2024 39 Implement a positive enforcement campaign.CyclingPromotes cycling safety and use 40 Develop a print and digital cycling map.CyclingPromotes use of built cycling facilities 41 Develop an active transportation wayfinding and signage strategy.CyclingPromotes use of built cycling facilities 42 Offer personalized trip planning support for new cyclists.CyclingPromotes use of built cycling facilities 43 Offer bike valet programs at major events and festivals.CyclingPromotes cycling use 44 Determine support for a River Hopper service.CyclingReduces major cycling pinch point 45 Offer bike loans through the library system or a community organization.CyclingPromotes cycling use 46 Examine the Feasibility of a BikeShare System.CyclingPromotes cycling use 47 Explore if a school travel planning program would be beneficial.CyclingPromotes cycling use 48 Implement a municipal cycling advisory committee.CyclingPromotes cycling safety and use 49 Host a Community Cycling Transportation Summit.CyclingPromotes cycling safety and use Implement a Travel Demand Management Program/PlanTransportation ModelEncourages reduction in the number of automobiles using City streets or 50 parking spaces 51 Populate City streets into new Road Classification SystemRoad ClassificationEnsures clarity of purposes for various City streets Review Road Cross Section Widths in General Specifications to ensure balance Road ClassificationEnsures cross sections meet all needs as best as possiblePlanned for 2023 of requirements for different purposes, including minimizing asphalt width for 52 vehicles Narrow width of roadways in Typical Cross Section of streets intended for new Road ClassificationEnsures asphalt width on subdivision streets narrow for traffic calming and Planned for 2023 Subdivisions within General Specifications with on-street parking restrictedreducing asphalt maintenance 53 This list was updated by the City of Saint John in September 2025 /haahb /hb/L\[ w9thw 2026-064 M&C No. Report DateMarch 18, 2026 Meeting DateMarch 23, 2026 Service AreaUtilities and Infrastructure Services Her Worship Mayor Donna Noade Reardon and Members of Common Council SUBJECT:Gault Road Manawagonish Road Ocean Westway & Route 7 Ramps Roundabout Design AUTHORIZATION Primary AuthorCommissioner/Dept. Chief Administrative Chair of Finance HeadOfficerCommittee Michael BakerKevin Fudge/ Michael Ian FoganGary Sullivan Baker RECOMMENDATION Finance Committee recommends that Council: Approve the reallocation of $250,000 of City Share funding within the approved 2026 General Fund Capital Program from the Harbour Passage -Riverview Drive Project (26TC04) and add this funding to a new capital project titled Gault Road/ Manawagonish Road/ Ocean Westway & Route 7 Ramps Roundabout Design. EXECUTIVE SUMMARY the intersection of Gault Road/ Manawagonish Road/ Ocean Westway & Route 7 Ramps has been identifiedas a strong candidate for reconfiguration into a roundabout. Accordingly, it is recommended that a new project be added to the 2026 General Fund Capital Program, titled Gault Road/ Manawagonish Road/ Ocean Westway &Route 7 Ramps Roundabout Design, with the required $250,000 in City Share funding reallocated from the Harbour Passage -Riverview Drive project (26TC04). The remaining City share funding ($482,000) within the Harbour Passage -Riverview Drive project budget will be allocated to another City project at a future date. PREVIOUS RESOLUTION th February 24, 2025: M&C 2025-058 2024-2028 Capital Investment Plan for the Canada Community Building Fund (CCBF), approved. st December 1, 2025: M&C 2025-273 -2026 General and Utility Fund Capital Budget, approved. REPORT Gault Road/ Manawagonish Road/ Ocean Westway& Route 7 Rampshas been identified as a priority location for a roundabout installation due to its awkward layout, irregular traffic control setup and a documented speeding issue on Manawagonish Road. The City currently has $1,235,000 of Canada Community Building Fund (CCBF) funding assigned to fund a portion of Gault Road/ Manawagonish Road/ Ocean Westway & Route 7 Ramps roundabout project within its approved 2024-2028 Capital Investment Plan (CIP) for the CCBF funding program. When this roundabout - 2028), staff were aware that more funding (City or Other Share) would be required in 2027 in order to fully design and construct the roundabout. In order to have a more accurate construction estimate for the amount of additional funding required to fully construct the roundabout staff are proposing to fund the design of the project in 2026 so that required investigations and design can be completed. Throughout the design process more accurate construction estimates are prepared therefore it will allow staff to be more accurate with required additional funding within the 2027 Capital Program. In addition, completing the design now will also allow staff to determine what land may be required from neighboring properties. Included in the approved 2026 General Fund Capital Program is the following project. Project Description Other Share City Share Harbour Harbour PassageExtension including Passage - new lights, new curb on one side, Harbour Riverview Passage sidewalk, landscaping, required Drive (Civic $ $ paving, including design and construction # 399 to 1,098,000732,000 management services.Project contingent Market on the City receiving Active Place Transportation Funding. Overpass) $ $ Total 1,098,000 732,000 Unfortunately, the Citywas not successful with any of its Active Transportation Funding (ATF) applications therefore it is proposed that $250,000 of City Share funding from the Harbour Passage -Riverview Drive projectbe reallocated to the to Gault Road/ Manawagonish Road/ Ocean Westway & Route 7 Ramps Roundabout Design project. STRATEGIC ALIGNMENT 7 highway. The project is also consistent with recommendations from MoveSJ, which identifies that the awkward layout of the intersection and irregular traffic control are cause for concern. The proposed roundabout would be a standard approach that would correct the configuration of this intersection. This roundabout would require provincial coordination in addition to property acquisitions near the intersection. SERVICE AND FINANCIAL OUTCOMES The outstanding $482,000 ($732,000 -$250,000) will be reallocated to another project in the future. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Name of Service Area/StakeholderName of Staff Person Public Works & Transportation Services Finance Department Craig Lavigne ATTACHMENTS N/A /haahb /hb/L\[ w9thw 2026-063 M&C No. Report DateMarch 18, 2026 Meeting DateMarch 23, 2026 Service AreaStrategic Services Her Worship Mayor Donna Noade Reardon and Members of Common Council SUBJECT:Enterprise Risk Management AUTHORIZATION Primary AuthorCommissioner/Dept. Chief Administrative C hair of Finance Committee HeadOfficer Jodie ForgieKevin FudgeIan FoganGary Sullivan RECOMMENDATION Finance Committee recommendsthat Council approve the Enterprise Risk Management Policy. EXECUTIVE SUMMARY As part of the Internal Audit Planthe City with significant support from BFL has implemented an Enterprise Risk Management (ERM) Framework and developed an ERM Policy to guide the City in maturing our Enterprise Risk Management system. PREVIOUS RESOLUTION N/A REPORT Throughout 2024 and 2025 the City and BFL worked together on creating an ERM framework and conducting workshops with members of senior leadership to establish an approved risk matrix, identify the risks of the organization and to score them against the approved risk matrix. The outcome of this work is that the City now has an active risk register and a risk appetite matrix, both of which will evolve as time passes and risks change. The risk matrix provides a consistent way to measure risk for the City with clear criteria to measure the impact and te, or high which dictates the priority to workingon the risk. In 2025 a focus was put on the top riskswith a detail review of controls in place and treatment plans were created. As we continue to evolve our ERM system, crucial to the success will be proper oversight and guidance to ensure that the risk management practices are effective. The ERM policy will define roles and responsibilities to support ERM and core principles to follow. The next steps in 2026 will be to develop clear documentation to formalize ERM governance, reporting and process and to continue to actively work on the top risks identified. Municipalities are faced with high impact risks which the City of Saint John has faced and grown will help the City continuethe path of being strategic, proactive and managing risks effectively. The City will continue to embed ERM into the culture of the City and in the decision-making process to help mitigatenegative risk and take advantage of the calculated opportunities. STRATEGIC ALIGNMENT This action aligns with the Council priority of tĻƩŅƚƩƒ by implementing an Enterprise Risk Management Framework that will optimize service delivery and ensure a more efficient use of supporting informed decision-making and compliance with applicable laws and regulations leading to better project management, minimization of waste, and promotes innovation to SERVICE AND FINANCIAL OUTCOMES An EnterpriseRisk Management Framework that will optimize service delivery and ensure a INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Name of Service Area/StakeholderName of Staff Person Strategic Services/Risk Management C raig Lavigne ATTACHMENTS 9wa tƚƌźĭǤ ERM POLICY FOR THE CITY OF SAINT JOHN 4¨³«¤Ȁ %³¤±¯±¨²¤ 2¨²ª - ¦¤¬¤³ 0®«¨¢¸ ! Subject: Enterprise Risk Management Policy Category: Strategic Services (ERM) Policy No.: M&C Report No.: Effective Date: March 23, 2026 Next Review Date: (3 years) Areas this policy applies to: All City Service Areas Office Responsible for review of this Policy: Strategic Services (Finance) Related Instruments: Policy Sponsor: CFO and Chief of Staff FAS-028- Internal Audit Charter Document Pages: This document consists of 8 pages. Revision History: City Clerk's Annotation for Official Record I certify that the Enterprise Risk Management Policy was approved by Common Council on ____ ___ _____ City Clerk Date nd Contact: City Clerk, 2 floor City Hall, 15 Market Square, P.O.B. 1971, Saint John, NB, E2L 4L1 Telephone: 658-2862 Email: cityclerk@saintjohn.ca 2! 2!}!Qbhf! ! ERM POLICY FOR THE CITY OF SAINT JOHN TABLE OF CONTENTS 1. PURPOSE ................................................................................................................................................... 3 2. POLICY STATEMENT .................................................................................................................................. 3 3. SCOPE ........................................................................................................................................................ 3 4.GENERAL PRINCIPLES ................................................................................................................................. 3 5. RELEVANT LEGISLATION, NORMS AND REGULATIONS ............................................................................. 5 6. ROLES AND RESPONSIBILITIES .................................................................................................................. 5 7. GLOSSARY .................................................................................................................................................. 7 8. INQUIRIES .................................................................................................................................................. 8 3! 3!}!Qbhf! ! ERM POLICY FOR THE CITY OF SAINT JOHN 1. PURPOSE A proper ERM framework is crucial to optimize service delivery and ensure a more efficient use of the decision-making and compliance with applicable laws and regulations leading to better project management, minimization of waste, and accomplishing its mission. As such, the purpose of this policy is to provide a formalized governance structure to guide the implementation of a systematic, comprehensive and consistent approach to the management of risk at all levels of the organization. The policy seeks to: Allow Saint John to readily adapt to a changing environment (i.e., internal and external); Create and maintain an efficient risk management system; Guide strategic achievements and goals; Increase management transparency and accountability; Establish stronger compliance to regulations and best practice norms (e.g., ISO and COSO). 2. POLICY STATEMENT The City of Saint John (Saint John) has implemented an Enterprise Risk Management (ERM) framework tailored to its sector of operation and aligned with risk management best practices and ISO 31000 standards. The framework is designed to evolve over time in response to organizational changes, emerging risks, and continuous improvement objectives. Saint John has done so by adopting a centralized ERM framework to standardize how risks are identified, analyzed, evaluated, treated and reported. The ERM framework thereby supports initiatives to proactively prevent risks from threatening goals, and values. 3. SCOPE This policy is applicable to all Saint John employees, senior leadership, executive leadership, council and committee members. 4. General Principles The ERM framework follows a clear structure that will be maintained (reviewed and updated periodically) and approved by the Executive Leadership Team (ELT). The following procedures and principles will serve as a basis for the ERM framework to ensure a strategic approach to risk management. As such, the framework will be tightly knitted against the vision, mission, and values of the City thereby supporting achievements of its organizational objectives. 4! 4!}!Qbhf! ! ERM POLICY FOR THE CITY OF SAINT JOHN a)The ERM Framework To support the management and oversight of risk across the City, this policy requires the establishment and maintenance, to international best practice, of an appropriate ERM framework. The framework that has been adopted is based on the ISO 31000 standards and applies across the entire organization. This ERM framework is managed and maintained by the Controller, owned by the Executive Leadership Team (ELT) and overseen by the Common Council through the Finance Committee. The Controller and their team will assist the ELT to deploy the relevant parts of the framework in a way that is appropriate to each area. The ERM framework is to be maintained in accordance with this policy. The ERM process will involve quarterly reporting to the SLT and ELT, semi-annually to Finance Committee, and annually to Common Council. In addition, materialized incidents assessed as exceeding approved risk appetite or tolerance levels, as * established in the risk appetite statement, will be escalated in accordance with process outside of the standard reporting cycle. b) Core Principles and guidelines A focus on creating a risk aware, rather than risk averse, culture. Risk management strategies are aligned and supportive of Saint Jo Risk management is the responsibility of all employees. Risk management is applied in a coordinated and efficient manner across the organization, using common definitions and framework. Risk management encompasses all Saint John operational activities and external factors, including human resources, health and safety, financial, information and technology, business developments, strategic, and legal/compliance risk. Collaboration and communication across corporate functions, departments, and operations is critical to prevent a siloed approach to risk management. The ERM framework will be continuously improved and updated to reflect best practices and Risk management at the City is to remain a dynamic and ever-evolving process in line with changes within and outside of the organization. across all decision-making processes, ensuring corporate excellence throughout its functions and operations. c) Risk Appetite * Saint John will set its risk appetite through risk appetite statements which document and explain Saint * Risk appetite statements shall be reviewed and approved by Common Council annually. Operations and risk-based decisions will be conducted within the !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! ! ! ! 5! 5!}!Qbhf! ! ERM POLICY FOR THE CITY OF SAINT JOHN * boundaries established by the risk appetite statements, except where otherwise authorized by Common Council or through delegated authority. 5. Relevant Legislation, Norms and Regulations ERM Norms COSO (Committee of Sponsoring Organizations of the Treadway Commission) Framework for design, implement and evaluate internal controls ISO 31000 an international standard providing principles, a framework, and a process for managing risk systematically across any organization 6. ROLES AND RESPONSIBILITIES ! All employees at the City will manage risk and work collaboratively to ensure an effective ERM framework is in place. Defining clear roles and responsibilities for the ERM framework at all levels of the organization allows for the following: Risks to be identified, analyzed, evaluated, treated and reported effectively and efficiently. Risk incidents to be reported to the relevant parties. Assistance in the achievement of objectives. Protection and creation of value. Support of strong and consistent governance, risk management and internal controls. Empowerment of all employees to manage risk, capitalize on opportunities and innovate. All employees are responsible for following sound risk management practices, reporting, and escalating observed risks to management and (other roles or departments if applicable), as appropriate and in a timely manner. Common Council is responsible for: Providing oversight of the functioning of the ERM framework through regular council meetings. Approving the risk management policy. Rev appetite statements periodically. Reviewing and providing guidance with respect to risk status and treatment plans for top risks that are escalated by the Finance Committee. !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! ! 6! 6!}!Qbhf! ! ERM POLICY FOR THE CITY OF SAINT JOHN Reviewing any risks escalated to the Council that are outside the risk appetite or risk tolerance of the City. Approving or delegating approval of significant enterprise decisions that may lead Saint John outside of its stated risk appetite and risk tolerance. The Finance Committee is responsible for: Providing oversight of the ERM framework functioning through regular committee meetings. Reviewing the risk management policy and recommending any changes to the ELT. Overseeing the effectiveness of Saint risk appetite / risk tolerance and escalating such risks to the Council if they are perceived to be outside the risk appetite / tolerance of the City. Reviewing and providing guidance with respect to risk status and treatment plans for all top risks and escalating those that require a wider discussion at the Council level. Communicating with the ELT and the Internal Audit function regarding risk governance and oversight. The Internal Audit is responsible for: Providing independent assurance to the Finance Committee on the adequacy and The Controller is responsible for: Advising the Council and Finance Committee with respect to the status of the ERM framework and providing them with periodic updates on the current risk ecosystem of the City and the action plans elaborated to address top risks. Coordinating the enterprise risk management process to ensure methodological consistency, including facilitating external support where required. Coordinating and monitoring the capacity and effectiveness of risk management efforts to support the ongoing treatment of key corporate risks. Monitoring risk exposures rel Coordinating escalations of critical risks to the ELT and Finance Committee that fall Collating and reviewing the Risk Register, risk status and treatment plans, and the risk reports, as applicable on a quarterly basis. Participating in the ERM process. Coordinating appropriate risk management training for all employees. The Executive Leadership Team (ELT) is responsible for: Developing an ERM framework for approval by Council. 7! 7!}!Qbhf! ! ERM POLICY FOR THE CITY OF SAINT JOHN Reviewing the effectiveness of the ERM system and directing improvements where necessary. various types. Acting upon the guidance received from the Council and Finance Committee with respect to risks and risk management efforts. Allocating resources and determining priorities internally to address risks in line with the strategic goals and resources given by the Council. Communicating with the SLT any guidance received from the Council or Finance Committee on risks and risk management efforts. Participating in the ERM process. The Senior Leadership Team (SLT) is responsible for: Periodically discussing and addressing key risks that are escalated to the ELT, and, if / risk tolerance. Providing oversight to ensure that risk owners are fulfilling their responsibilities as outlined in this policy. Periodically communicating with staff to ensure proper downward reporting of risk, risk management processes, and risk appetite / risk tolerance. Making operational decisions and overseeing the management of risks within their respective functions. Identifying new and emerging risks within their functions and assigning an appropriate risk owner. Participating in the ERM process. Risk owners are responsible for: Participating in the ERM process. Proactively monitoring and managing (identify, analyze, evaluate, treat, and report on) their assigned risks and critical processes. Completing and updating risk status and treatment plans for all assigned risks on a quarterly basis. Informing the SLT or ELT when additional resources are needed to adequately control risk 7. GLOSSARY Employee: refers to full-time, part-time, temporary (contract) and student employees at Saint John. Enterprise Risk Management (ERM): is a process, effected by an entity's board of directors (or comparable governing body), management and other personnel, applied in strategy setting and 8! 8!}!Qbhf! ! ERM POLICY FOR THE CITY OF SAINT JOHN across the enterprise, designed to identify potential events that mayaffect the entity, and manage risks to be within its risk appetite, to provide reasonable assurance regarding the achievement of entity objectives (COSO, 2019). Enterprise Risk Management (ERM) Framework: consists of appropriate structures to support risk management, formal assignment of risk responsibilities, procedures and systems for risk identification, assessment, reporting and ongoing monitoring of the effectiveness of risk mitigation actions and controls. Impact: The result or effect of a risk. There may be a range of possible impacts associated with a business objectives. Likelihood: The possibility that a given event will occur. Risk: The possibility that events occur (i.e., threats and opportunities) and affect the achievement of strategy and business objectives. It is a function of Likelihood (the chance that the risk will occur) and Impact (the result of the risk happening). Risk Appetite: The amount of risk to which the organization is prepared to be exposed before it judges that action is necessary. Risk Owner: An individual with the authority and responsibility to monitor, manage, and report on a specific risk. Risk Tolerance: The variability that Saint John is willing to accept relative to the stated risk appetite of the organization. 8. INQUIRIES For more information on the Policy, please contact the Controller. 9! 9!}!Qbhf! ! COMMITTEE OF THE WHOLE OPEN REPORT M&C No.2026-036 Report DateMarch 16, 2026 Meeting DateMarch 23, 2026 Service AreaGeneral Counsel Her Worship Mayor Donna Noade Reardon and Members of Common Council SUBJECT: Extension of Right toRe-Purchase 160 Thorne Avenue EXECUTIVE SUMMARY OF COMMITTEE OF THE WHOLE REPORT FOR OPEN SESSION OF COUNCIL REOI process where the purchaser provided the sole submission. The terms of the sale included -purchase the Site should the purchaser not obtain a foundation permit and complete footings and slab work by March 31, 2026. Due to various factors, the purchaser has requested an extension of the date that triggers this report is to seek authority for the City to extend the right to repurchase and allow the Purchaser an additional two years to start construction. COUNCIL RESOLUTION 2. /haaL99 hC I9 Ih\[9 ht9b w9thw M&C No.2 026-056 Report DateMarch 12, 2026 Meeting DateMarch 23, 2026 Service AreaCorporate Services Her Worship Mayor Donna Noade Reardon and Members of Common Council SUBJECT: Easement Agreement for Municipal Infrastructure at civic #101 Kennedy Street EXECUTIVE SUMMARY OF COMMITTEE OF THE WHOLE REPORT FOR OPEN SESSION OF COUNCIL The approved 2024 Utility Fund Capital Program includes a project to replace existing aging and deteriorating outfall infrastructure at the end of Kennedy Street with a new storm sewer outfall. This project will see the construction of a dedicated storm pipeline that will run only through the property located at 101 Kennedy Street and empty into the river. Currently, there is an old combined sanitary/storm pipeline that runs through the subject property and continues onto an adjoining lot and empties into the river. This work forms part of a larger plan to separate sanitary this spring. COUNCIL RESOLUTION /haaL99 hC I9 Ih\[9 ht9b w9thw M&C No.2026-022 Report DateMarch 17, 2026 Meeting DateMarch 23, 2026 Service AreaGeneral Counsel SUBJECT: Amended and Restated Agreement of Purchase and Sale Former Hilton Belyea Arena Site EXECUTIVE SUMMARY OF COMMITTEE OF THE WHOLE REPORT FOR OPEN SESSION OF COUNCIL rties at 400 Lowell Street. During due diligence, several matters arose that required amendments to the agreement. Collectively, these amendmentsmake appropriate changes to the structure of the deal. Staffrecommend that Council approve the amended and restated Agreement of Purchase and Sale with Belyea Village Ltd. to support timely redevelopment of the former arena site. The he amended and restated agreement of purchase and sale with Belyea Village Ltd. COUNCIL RESOLUTION 1.That the City enter into the Amended and Restated Agreement of Purchase and Sale with Belyea Village Ltd., generallyin the form as attached to M&C 2026-022, for the purpose of making amendments to an Agreement of Purchase and Sale dated October 14, 2024; and 2.That the Mayor and Clerk be authorized to execute the said Amended and Restated Agreement of Purchase and Sale and any other documents ancillary thereto or necessary to facilitate the transaction.