2008-06-23_Supplemental Agenda Packet--Dossier de l'ordre du jour supplémentaireSr 13
REPORT TO COMMON COUNCIL
M & C — 2008 — 168 (Revised)
June 20, 2008
His Worship Mayor Ivan Court and
Members of Common Council
Your Worship and Councillors:
SUBJECT: Proposed Public Hearing Date
1660 Manawagonish Road, 40 Mountain Road and 3795 Loch
Lomond Road
BACKGROUND:
City of Saint John
As provided in Common Council's resolution of August 3, 2004, this report indicates the
rezoning and Section 39 applications received and recommends an appropriate public
hearing date.
The full applications are available in the Common Clerk's office and will form part of the
documentation presented at the public hearing.
The following applications have been received.
Name of Location Existing Proposed Reason
Applicant Zone Zone
Khalid Malik 1660 Manawa- "IL -1" "RM -1" To permit the
gonish Road the building to
be converted to
apartments
North Star Holdings 40 Mountain 46RS -2" 46R -2" & To permit a
Ltd. View Drive "IM-255 mix of two -
family
dwellings
and apartment
buildings
Dan Estey 3795 Loch "RS -1" "RR" To permit a
Lomond Road rural residen-
tial subdivision
Report to Common Council
RECOMMENDATION:
Page 2.
That Common Council schedule the public hearings for the rezoning applications
of Khalid Malik (1660 Manawagonish Road) and Dan Estey (3795 Loch Lomond
Road) for Monday, July 21, 2008 at 7:00 p.m. in the Council Chamber, and refer
the applications to the Planning Advisory Committee for report and
recommendation.
2. That Common Council schedule the public hearing for the rezoning application of
North Star Holdings Ltd. (40 Mountain View Drive) for Tuesday, August 5, 2008
at 7:00 p.m. in the Council Chamber, and refer the application to the Planning
Advisory Committee for report and recommendation.
Respectfully submitted,
Ken Forrest, MCIP, RPP
rnmmiocinnar
Terrence Totten, P.C.A.
City Manager
KF /r
REPORT TO COMMON COUNCIL
R A'
M & C #2008 -178
June 23, 2008
The City of Saint )ohn
His Worship Mayor Ivan Court
and Members of Common Council
Your Worship and Members of Council:
SUBJECT: 117 UNION STREET
In the fall of 2007, Common Council authorized the purchase of a property located at
117 Union Street with a closing date of January 31, 2008. Just prior to closing this
transaction an issue arose as to a requirement of the City that the property be vacant at
the time of closing, and the authorized purchase did not close as intended.
In any event, discussions have been ongoing with both the owners of the building and
the tenant occupying the ground floor. A resolve to the various issues has been found
and it is recommended that Council adopt the following resolution.
RESOLVED that:
The City purchase the freehold title free from encumbrances in the
property at 117 Union Street having PID #37341 not later than
seventy two (72) hours following the adoption of this resolution for
the purchase price of $190,000.00, subject to normal adjustments and
any deposits, such purchase being upon condition that the Vendor has
first executed and delivered to the City:
a) a Consent Order for Discontinuance without costs of Cause
Number S/C/146/08; and
b) a Full Release in favour of the City in respect of the subject
matter of Cause Number S/C/146/08;
and that the City Solicitor or his designate is hereby authorized to
execute the aforesaid Consent Order for Discontinuance;
Report to Common Council
117 Union Street
2. The City lease to Lori Roy the ground floor premises of 117 Union
Street upon the terms and conditions set out in the attached Lease
dated June 19, 2008 with the City's contributing up to $400.00 toward
Ms. Roy's legal expenses respecting such Lease; and that
3. The Mayor and Common Clerk are hereby authorized to execute the
documentation required to effect the foregoing.
espect y submitted,
Terrence L. Totten, FCA
CITY MANAGER
Page 2
1 Speaking Notes for Dr. Robert MacKinnon
Vice President Designate (Saint John)
Saint John Common Council Presentation
15 minutes (hard limit)
Monday, June 23, 2008
Thank you and congratulations to all of you in your success in the recent election
I'm really excited to take on my new responsibilities during this critical time of
opportunity in our city.
Our primary mandate at UNB Saint John is to provide a quality education and new
opportunities for our students and our community as we successfully done so for
more than 40 years. You may not know that UNB Saint John has more than 6500
Alumni. While we have a diverse student body, the majority of our students have
come from the Greater Saint John area; and many of our graduates continue to live
in, and contribute, to our Region.
Beyond the success of our students and graduates, UNB Saint John is involved in the
Community on many fronts. Perhaps the most notable of these is the recent
partnership that has been announced between Dalhousie, the Province, the Atlantic
Health Sciences Corporation and UNB Saint John to bring an English Medical
Education program to the City.
On the Research front, we will continue to build on the successful foundation that
has been established by the Canadian Rivers Institute, which is a national centre of
excellence whose partnerships with researchers, government, business and others
are helping our water rich province to protect and preserve this precious resource.
The CURA project which I have been more intimately involved with has allowed me
to see local partnerships at work and to further develop my deep appreciation for
history and spirit of the Saint John Urban region. The Industrial City in Transition
has been a successful partnership with the New Brunswick Museum, the Atlantic
Coastal Action Program, the Human Development Council and the Kingston
Peninsula Heritage Inc.
There are also many examples of our Faculty and Staff who have provided hundreds
of hours of volunteer and community service. We have faculty and staff members
who have been actively involved with Aids Saint John, Opera New Brunswick, Family
Plus, Saint John Theatre Company, etc. In fact, we have had some successful
examples of our students who have been working with some of these community
groups to achieve course credit. As VP Saint John, I hope to promote more of this
type of activity.
UNB Saint John contributes to the Cultural life of the city as well through our
successful Lorenzo Reading Series, as well as the other activities the Lorenzo Society
is involved in, such as the Lorenzo Art Shows, performances by the Saint John String
Quartet, the promotion of student drama productions through the Fallstaff society
to name a few. One of our Faculty members was involved in a very successful
summer camp that was sponsored by the Shakespeare Society.
Our student associations also contribute to the Cultural life of the community
through the dinners and cultural events coordinated by the Chinese Student Society,
the Bangladeshi Student Society, etc.
We also have a significant Uptown footprint, with a cluster of three buildings in
the uptown (Beaverbrook House, Grand Hall and UNB bookstore). With the recent
medical education announcement, we will be moving some of our Saint John College
activities to the uptown which will see 100+ Saint John College students working
and studying in our uptown buildings. As VP Saint John, I would like to see more of
these types of activities in the uptown.
Ours is a small campus that has performed, and continues to perform beyond its
expectations. Although there is always a lot going on, we haven't always been the
most vocal about our own successes. That will soon change. I am committed to a
continued and even stronger community presence for UNB Saint John.
I believe strongly in the concept of the university as an engine of economic, cultural
and social change; and I believe the Saint John campus can build on its community
connections to advance this. Indeed, connectedness to the community should be
one of the Saint John Campuses most identifiable characteristics (through service -
learning, internship opportunities, or possibly a campus -wide transition to
employment program). We need to think large. Ultimately, I would like to see UNB
Saint John to be known for the student experience it offers, as well as for some
clearly identified teaching and research clusters that can sustain us as part of a
National comprehensive University. These could include: a pre -med or pre - health
sciences program, or other specialties that build on our foundation programs in
Arts, Business and Science, such as coastal management, urban studies or cultural
institutions management.
In order to achieve this, we must work with other institutions including: NBCC Saint
John, and other post - secondary institutions in the Province.
This network is a critical part of our community's efforts to build a sustainable and
vibrant city that is open to new ideas and open dialogue. I am thankful that the city
has placed education at the front of many of its most ambitious plans. I'm thinking
here about Vision 2015, the Integrated Community Sustainability Plan, and the
Benefits Blueprint.
Our interests as an institution touch almost every aspect of life in the City, however,
I will enter my new office with the following priorities.
From a UNB perspective:
L I would like to ensure that there are UNB opportunities for our
campus (Med Ed, Urban Institute, research clusters around
environment, society, health, and energy). There is the potential
for competing for research chairs in these areas.
2. I will seek to reinforce a strong UNB presence in Greater Saint
John as we respond to the provincial discussion about our post-
secondary education system.
3. To do all this we need to sustain our existing infrastructure, and
create new infrastructure projects that add quality for our
students and our community. (Ensuring the medical education
program gets firmly established, Canada Games Stadium, bringing
the University Commons back on line following the post-
secondary debate)
From a community perspective:
1. We want to participate in the development of our city as an active
partner in local priorities such as Vision 2015 and Benefits
Blueprint
2. We want to help our city continue to embrace cultural affairs as a
vibrant and diverse community through our role as a catalyst for
cultural activities
3. We want to better understand the needs and aspirations of our
community and have the community better understand us through
meaningful partnerships.
UNB is but one piece of a much larger Saint John and New Brunswick story, which is
why the partnerships we build and the relationships we value are so important to
US.
We want to sustain a trusted and close working relationship with the new common
council and encourage all of you to visit us for a detailed tour of our campus and its
activities. I will also be available to meet with any member of this council to discuss
issues of interest.
SECTION 39 CONDITIONS- 50 NEWPORT CRESCENT
RESOLVED that pursuant to the provisions of Section 39 of the Community Planning
Act, the proposed development of Lot 08 -01 and Lot 08 -02, as generally shown on the
submitted subdivision plan, be subject to the condition that:
a. The site shall not be developed except in accordance with a detailed site plan, prepared
by the Developer and subject to the approval of the Development Officer, indicating the
location of all buildings, parking areas, driveways, loading areas, signs, exterior lighting,
landscaped areas, amenity space and other site features. The approved site plan
must be attached to the building permit application for the development; and
b. The site shall not be developed except in accordance with a detailed drainage plan,
prepared by the Developer and subject to the approval of the Chief City Engineer or his
designate.
1� SECTION 39 CONDITIONS- 646 GEORGE STREET
RESOLVED that, pursuant to the provisions of Section 39 of the Community Planning
Act, the proposed rezoning of the property at 646 George Street be subject to the
condition that the use of the property is limited to a group care facility providing care for
not more than ten (10) clients and, that further upon rezoning of the property, the land,
building or structures thereon must be developed and used in conformity with the
proposal and conditions identified herein.
CL SECTION 39 CONDITIONS- 47 -55 GOLDEN GROVE ROAD
RESOLVED that, pursuant to the provisions of Section 39 of the Community Planning
Act, the proposed development of a parcel of land with an area of approximately 1.1
hectares, located at 47 -55 Golden Grove Road, also identified as being PID Nos.
00299271, 00300129, 00301986, 55027510 and 55173033, with a commercial plaza be
subject to the following conditions:
a) The use of the property is restricted to a commercial plaza in one or more buildings
with a maximum total gross floor area of 2800 square metres (30,000 square feet);
b) The commercial plaza shall not include a club or lounge, nor shall it include any
business with a Special Facility liquor licence;
c) The developer must pave all parking areas, loading areas, manoeuvring areas and
driveways with asphalt and enclose them with cast -in -place concrete curbs to protect the
landscaped areas and to facilitate proper drainage;
d) The developer must provide adequate site drainage facilities in accordance with a
detailed engineered drainage plan, prepared by the developer and subject to the approval
of the Chief City Engineer or his designate;
e) The developer must provide all utilities underground, including power and telephone,
from the existing overhead facilities;
f) The developer is responsible for any necessary relocation of existing sewer and water
lines that currently traverse the subject site and shall provide easements in favour of the
City in the new locations, all in accordance with engineered plans to be prepared by the
developer and subject to the approval of the Chief City Engineer or his designate. Such
easements must be conveyed to the City prior to the issuance of an occupancy permit for
any part of the plaza;
g) The developer must landscape all disturbed areas of the site not occupied by buildings,
driveways, walkways, parking and loading areas, including a minimum of 4.5 metres (15
feet) along the boundary of any residential zone and a minimum of 3 metres (10 feet)
inside the front property line abutting Golden Grove Road, and the required landscaping
must extend onto the City street right -of -way to the edge of the City curb /sidewalk;
h) The site shall not be developed except in accordance with a detailed site plan,
landscaping plan and building elevation plans, prepared by the developer and subject to
the approval of the Development Officer, indicating the location of all buildings, parking
areas, driveways, loading areas, signs, exterior lighting, exterior building materials and
finishes, landscaped areas (including grass, trees and shrubs) and other site features;
i) The approved plans mentioned in conditions (d), (f) and (h) above must be attached to
the application for building permit for the development, except that the plans mentioned
in condition (h) are not required for permit applications for site preparation only.
j) All work shown on the approved site plan, landscaping plan, drainage plans and
servicing plan, except for landscaping, must be completed prior to the issuance of an
occupancy permit for any part of the plaza; and the landscaping must be completed
within one year of building permit approval;
k) The developer must install a board -on -board fence with a minimum height of 1.8
metres (6 -feet) along the east and west side lot lines of the subject site;
1) The developer must provide all required compensatory flood storage under the Flood
Risk Area By -law on the subject site;
m) The developer must provide and maintain a paved driveway from the boundary line of
the subject site and the Malley property (PID 0000310994) to the Malley residence,
subject to the consent of the owner of the Malley property; and further that upon the
rezoning of the area, the land and any building or structure thereon must be developed
and used in conformity with the proposal and conditions identified herein.
REPORT TO COMA40N COUNCIL
June 23, 2008
M & C — 2008 -164
His Worship Mayor Ivan Court and
Members of Common Council
Your Worship and Councillors:
RE: Planning Framework — Translating Vision into Action
BACKGROUND
Ti
The City of Saint )ohn
In September of 2005, Saint John Common Council adopted the Vision 2015
Program of Excellence and set in motion a multi -year transformational change
program that will have a significant impact on how the City develops and delivers
its various services in the future. The initiation of the program was part of the
final recommendations of a comprehensive Operational Review completed during
the same year.
The City of Saint John wants to be recognized as a high performing public service.
This entails commitment to the goal of achieving an effective and efficient public
service organization that is focused on accountability and continuous
improvement. In order to do this we must be able to demonstrate the linkages
between day -to -day activities and desired outcomes for the community. We have
to ensure that service offerings and their related processes contribute to these
outcomes.
Vision 2015 is using a long -term, integrated, planning framework to translate
vision into action. The framework is an integrated approach of planning, strategy,
action, and performance measurement to align City services to the vision, goals,
and objectives identified by the citizens of Saint John. Attached to this report is
the project charter, Translating Vision into Action: Defining the Planning
Framework which describes the planning framework in detail.
The purpose of this report is to seek Council's approval of the detailed planning
framework that is being used to guide the City's efforts to translate the
Community's Vision into action.
ANALYSIS
Over the past two and a half years, a significant amount of work has been
completed in relation to the Vision 2015 Program. Some of the more significant
pieces include the following initiatives.
Community Vision
In November of 2007, Common Council was presented with a final report of a
project aimed at developing a long -term vision for our community. The report
outlined the background, process, and results of an eleven -month public
engagement lead by a Citizens Advisory Group.
This group accomplished three objectives: development a community vision by
consulting with the public; identification of goals we can all work towards to
achieve this vision and; development of a set of sustainability principles for Saint
John.
The public engagement process was a tremendous success. The Citizens Advisory
Group received feedback from approximately 4.2% of the community, translating
into well over fifteen thousand ideas on the future for Saint John.
New Governance Structure
In August of 2007, Common Council received a detailed report on a new Strategic
Decision Making Model for the City. Once implemented the new governance
structure will see the establishment of Standing Policy Committees. The mandates
for these Committees have been designed to support an on -going dialogue with
the public in support of our efforts to achieve the long -term community vision and
goals.
Integrated Community Sustainability Plan (ICSP)
In December of 2007, Common Council approved the engagement of Dillon
Consulting to oversee the development of an ICSP. The ICSP will be a key policy
document in guiding the actions that are needed to help the community achieve its
long -term vision. Dillon's work is designed to provide the City with a base ICSP
that will then be further developed through consultations with the Public,
community groups and organizations and other levels of government. The base
ICSP will be presented to Common Council in early July.
Performance Management
Building on the work done through the Operational Review a complete
cataloguing of City Services has been completed using the Government of Canada
Strategic Reference Model. Work is now underway to detail the programs that are
associated with the delivery of each of these services and to identify performance
measures that will be used to report on the effectiveness and efficiency of each of
these programs.
Communications Audit
On -going communications with the public and our employees will play a
significant role in the support for our efforts and the alignment of community
activities. In January of 2007, Common Council received a detailed
communications audit completed by M.T. & L. Public Relations. As part of the
2008 Operating Budget for the City, provision was made for the initial resources
needed to implement the recommendations of this audit. Two staff people have
now been hired and work is underway to improve the City's communication
efforts.
Sustainable Communities Case Study
The City had the opportunity to collaborate with the Province of New Brunswick
on a Case Study for Sustainable Communities. The Sustainable Communities
Case Study for the Greater Saint John Region was a pilot project to inform the
region and the province on sustainable communities. The case study was a
partnership with the province and the five communities in the Greater Saint John
Region. Participants in the Case Study included members of the Vision 2015
citizen advisory group; members of the Benefits Blueprint Advisory Committee;
Provincial Departments including Business New Brunswick, Energy,
Environment, Intergovernmental Affairs, Local Government, and Social
Development; members of the community; and staff from the City of Saint John.
Corporate Strategic Plan
The City administration has started the process of developing a corporate strategic
plan to guide decision - making within the municipality's administration and
provide the link between the broad based goals of the community and the actions
required to realize these goals. The corporate strategic plan will also be used to
improve the performance of the organization by focusing efforts to ensure the City
is both effective and efficient in its service delivery. This plan will be presented
to Common Council in October of this year.
ICSP Symposium
In the October of this year we are planning to hold an Integrated Community
Sustainability Plan Symposium in partnership with the International Centre for
Sustainable Communities. The City of Saint John is the first New Brunswick
municipality to develop an integrated community sustainability plan. This
symposium will provide the City of Saint John the opportunity to share lessons
learned and to receive feedback on our planning framework, public engagement,
integrated community sustainability plan and decision making model.
RECOMMENDATION
While the Planning Framework has guided our actions to date, it has never been
formally adopted by Common Council. Council's approval of the framework will
help ensure that future policy and administrative directions of the City are aligned
with our efforts to help the community achieve its long -term vision.
It is recommended that Saint John Common Council approve the planning
framework for translating vision into action as detailed in the attached project
charter, Translating Vision into Action: Defining the Planning Framework.
Respectfully submitted,
Andrew P. Beckett, CA
Deputy City Manager
Terry L. Totten, FCA
City Manager
PROJECT CHARTER
City of Saint John
TRANSLATING VISION INTO ACTION:
DEFINING THE PLANNING FRAMEWORK
VERSION: DATE:
Approval of the Project Charter indicates an understanding of the purpose and content described in this document.
By signing this document, each individual agrees work should be initiated on this project and necessary resources
should be committed as described herein_
Sponsor Name Title Signature Date
SAINT JOHN
CITY OF SAINT JOHN
PLANNING FRAMEWORK
TABLE OF CONTENTS
Project Overview
PROJECT CHARTER
MAY 2008
Business Reasons for Project ......................................... ..............................1
Strategic Reference Model ............................................. ..............................1
Role of Services in Vision 2015 .................................... ..............................2
ProjectDescription ......................................................... ..............................3
Planning Framework ................................................. ..............................3
CommunityVision .................................................... ..............................5
Integrated Community Sustainability Plan ............... ..............................5
CouncilPriorities ...................................................... ..............................7
Corporate Strategic Plan ........................................... ..............................7
Service Delivery Plans .............................................. ..............................9
Accountability and Continuous Improvement ....... ...............................
l 1
Project Goals and Objectives ........................................ .............................13
ProjectScope ................................................................ .............................14
Critical Success Factors ................................................ .............................14
Assumptions.................................................................. .............................15
Constraints.................................................................... .............................15
Project Authority & Milestones
FundingAuthority ......................................................... .............................16
Project Oversight Authority .......................................... .............................16
Major Project Mil estones .............................................. .............................16
L
SAINT IOHN
CITY OF SAINT JOHN
PLANNING FRAMEWORK
SECTION 1: PROJECT OVERVIEW
1.1 Business Reasons for the Project
PROJECT CHARTER
MAY 2008
In February of 2005, Chartwell Inc. was contracted by Saint John Common Council to
undertake a review of the City's operations - including its agencies, boards and
commissions (ABCs). During the review, the consultant concluded that the City had been
rather fortunate not to have experienced any service failures in recent years considering its
financial challenges, combined with an increasing demand for quality services. Service
failure is the inability of an organization to deliver intended results of planned service
offerings. Recognizing that these challenges will continue to exist, increasing the potential
for service failure in the future, the consultant recommended Council adopt Vision 2015 -
Program of Excellence.
Adopted by Council in the fall of 2005, Vision 2015 is a plan for continuous improvement
for both the community and the organization. It is designed on the principles of change and
performance management that will allow the City to transform how it operates in
effectively and efficiently responding to public needs, while improving accountability and
transparency in local governments. Using an integrated project approach that will span a
number of years, the program's goal is to ensure that the services delivered by the City of
Saint John are aligned to achieve desired outcomes or goals for the community; outcomes
that directly contribute to the achievement of a vision for Saint John.
Achieving effective and efficient service delivery will depend on disciplined and focused
planning practices and responsible management of those plans. Planning identifies what
the community wants to achieve and how the City together with community stakeholders
will work together to realize these goals.
Strategic Reference Model
An outcome of the Operational Review was the delivery of a portfolio of services offered
(at that time) by the City and its ABCs. The significance of this work was the introduction
of a standardized methodology for service definition that makes the connection between the
City's day -to -day activities and the impact they have on the community. Services were
defined using the Governments of Canada Strategic Reference Model (GSRM), adapted to
meet the City's operational review requirements. Since the operational review, refinement
of the GSRM and service profiles has continued. The model has evolved into the Strategic
Reference Model for the City of Saint John shown in Figure 1. This new reference model
provides the basis for the development of a planning framework - one that translates vision
into action.
1 Chartwell Inc., Saint John Operational Review Program Final Report. 2005. Page 9.
1 j; 0.r
SAINT JOHN
CITY OF SAINT JOHN
PLANNING FRAMEWORK
Communities
Vision Needs
PROJECT CHARTER
MAY 2008
The reference model provides a graphical representation of the 'business' of local
government. In describing government as a business, the complexity associated with the
delivery of municipal services cannot be minimized. Unlike a business that focuses on one
or two client or customer needs, an effective government focuses on many needs; requiring
a tremendous balancing act in terms of managing limited resources across competing
needs.
Clearly illustrated in the reference model is a distinction between governance (blue) and
administrative (red) functions. Simply stated, governance is Council's decision - making
process. Council's role as a decision - making body is to focus on policy development;
setting the strategic direction for the community that will also act as a guide for the
corporation (and other civic partners) towards supporting the achievement of desired
outcomes. While Council has the responsibility of setting priorities, the administration is
responsible for the design and management of the many services required to fulfill those
needs.
Role of Services in Vision 2015
Understanding the role of services in municipal government is a central component to the
proposed implementation of a planning methodology for Vision 2015. The ability to
identify and define services against a standardized methodology not only supports the
structural component of the transformation, but the cultural one as well. With respect to
structure, the links between a vision for the community, strategic outcomes, and services
demonstrates real value in the City's service offerings. The public is provided with the
ability to gain a better understanding of the direct impact that service delivery has on the
� 2
SAINT JOHN
CITY OF SAINT JOHN
PLANNING FRAMEWORK
PROJECT CHARTER
M AV ?005Z
things that matter to Saint Johners. This structural component supports accountability
goals in terms of ensuring services are effectively responding to public needs.
In terms of culture, the model illustrates how daily activities directly relate to vision
outcomes, inspiring all stakeholders toward achieving common goals. The model also
supports the shift to a service based culture from one that focuses on organizational
structure. This cultural shift supports efficiency in service delivery with the coordination
of activities among service providers and collaboratively working toward a common
purpose.
While the vision represents the long -term plan for the community, services represent the
actions required to achieve the vision. With a clear direction from Council on the priorities
for the community, the administration has a greater ability to plan and deliver services that
will make a valued impact. The goal of the planning framework is to make the necessary
linkages or connections between the plans and strategies for the community and corporate
planning requirements — supporting the need to align service offerings with desired
outcomes for the community.
Although the City as a corporation plays a significant role in addressing the needs of the
public through service delivery, municipal jurisdiction for services is limited (i.e., health
and education are provided provincially) meaning that other stakeholders in the community
must step forward to contribute to a common purpose. Therefore, the planning framework
must also extend to community stakeholders and other civic partners in order to
successfully realize the community's vision.
1.2 Project Description
Vision 2015's journey of continuous improvement towards effective and efficient service
delivery, while improving accountability and transparency in decision - making requires a
comprehensive approach to planning. This charter will outline a planning approach that
will translate community vision into action; providing the framework that will help the City
successfully manage service delivery in terms of performance and accountability. Given
the scope of work included in planning initiatives of this nature, this charter will identify
the projects (including project deliverables, dependencies and timing) that will support the
completion of the proposed planning requirements.
Planning Framework
The proposed planning framework required to translate vision into action is based on the
Strategic Reference Model for the City of Saint John. Similar to the reference model, the
planning framework will support a top down approach to planning. All planning decisions
will flow from the community's vision; working to identify outcomes that will address the
needs of the community and strategies to achieve these goals. The administration and other
civic partners will plan and deliver their services based on these strategic outcomes.
3
SAINT IOHN !�'
CITY OF SAINT JOHN
PLANNING FRAMEWORK
PROJECT CHARTER
MAY 2008
Although a top down approach to planning is very solid in terms of ensuring services have
the desired impact in the community, modifications to the framework will have to be made
in the initial implementation of the proposed planning processes. Given the dependencies
and the timing of planning deliverables (i.e., the need for a community vision and outcomes
to define and plan services); the completion of the initial cycle of planning would be
lengthy. Speeding up the process requires some of the planning processes be based on
current service delivery mechanisms and revised and integrated as each of the planning
components are completed. Modifications to the planning process will be identified
through the identification of supporting planning projects in this charter.
As illustrated in the reference model, the planning framework will also make a clear
distinction between planning responsibilities for Council (the governance function,
including the community's participation) and the Corporation (the administrative function,
including City departments and ABCs). The interdependencies among the planning
components will also be documented within the planning framework; clearly illustrating
that Council's priorities for the community directly influence the corporate strategic
direction. Figure 2 provides a graphical representation of the proposed planning
framework.
ectations
ies
Figure 2: Planning Framework: Translating Vision into Action
ction
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SAINT IONN
CITY OF SAINT JOHN
PLANNING FRAMEWORK
Community Vision
PROJECT CHARTER
MAY 2008
The starting point in the planning framework, as illustrated in Figure 2, is the development
of a community owned and developed vision. A vision is a description of what a
community's success would look like at some point in the future (in our case seventy -five
to one hundred years into the future). Public participation in the
visioning process provides a basis for the development of a shared
vision that will guide a community as it identifies desired
outcomes for Saint John and the strategies that will contribute to
achieving these goals. Since the vision is an expression of the°
hopes and dreams of a community and addresses public needs, it
fosters continuity in decision-making as political and
administrative changes occur. Deliverables for the visioning
process include a vision statement, shared values, community,
goals, and targets.
When looking seventy -five to one hundred years into the future, paramount to the success
of a community will be its ability for future generations to thrive. This means that
decisions made today should not compromise the ability of future generations to meet their
own needs2. Therefore, community visions must be developed with a focus on
sustainability; integrating social (cultural), economic and environmental considerations.
Integrated Community Sustainability Plan (ICSP) and Municipal Policy Documents
Once a community vision has been established and goals have been identified, work can
begin on creating an Integrated Community Sustainability Plan (ICSP). Also referred to as
a community plan or municipal sustainability plan, an ICSP "is a long -term plan, developed
in consultation with community members, that provides direction for the community to
realize sustainability objectives for the environmental, cultural, social, and economic
dimensions of its identityi3. In terms of timeframe, the ICSP plans twenty (20) to thirty
(30) years into the future. A good example of a community plan is Plan Winnipeg, the long
range policy plan created for the City of Winnipeg.
Traditionally, municipalities have developed a series of policy planning documents that
look at individual issues within the community (e.g., transportation, land -use planning,
economic development). Often developed in isolation, the impact that strategies within
these plans have on other aspects of the community are rarely considered. Utilizing a
whole systems approach to planning, the ICSP focuses on the integration of these
traditional planning practices so that communities can better understand their future and
work collectively towards achieving their sustainability goals. Benefits4 to developing an
ICSP include:
2 http: / /en. wikipedia .org /wiki/Sustainability
3 http: / /www. infrastructure. gc. ca / communities - collectivites /conf/ documents /icsp- discussion_e.shtm]
4 ibid.
5¢
SAINT I0I1N
CITY OF SAINT JOHN
PLANNING FRAMEWORK
PROJECT CHARTER
MAY 2008
• Cost savings through policy integration and long -term planning (including
infrastructure assets).
• Enhanced capacity to meet community needs through dialog with the public to gain
an understanding of what the community values, what they want for future generations,
and how they will achieve their goals.
• A strong and creative community fostered through the need to develop creative
solutions to ensure a balance between economic, environmental, social and cultural
needs.
• Managing change more effectively, collaboratively working with the community to
plan future needs with current realities.
• More effective policy development with improved planning that focuses on
sustainability, providing guidance in decision - making when balancing competing
economic, social and cultural needs.
• Greater community cohesion by involving people in collective decision - making,
fostering a sense of common purpose and building social capital.
• Staying relevant through continuous dialog with the community.
The development of the ICSP is led by Common Council with input for community
planning coming from the public. The process is supported by the administration. There is
no single way to develop a sustainability plan and each community will take an approach
that best fits its needs. Although the ICSP is considers a long -term planning policy
document, it should be reviewed and updated at regular intervals to ensure it continues to
be relevant with the needs of the community.
Successful sustainability plans generally include the
community's vision; a presentation of sustainability
principles that will guide decision - making in terms of
balancing competing needs; analysis of current trends
(identifying opportunities and challenges);
identification of community goals or outcomes that
must be addressed to achieve the vision; an action plan
that outlines strategies to achieve the goals with
performance measures to monitor success and promote
accountability; and the documentation of a process for
implementation and monitoring the plan.
Once the community plan or ICSP is developed and approved, targeted planning policy
documents need to be created. These plans are the long -term traditional plans that include
the municipal plan, transportation, and economic development. The ICSP will act as a
guide in the planning process of these documents, ensuring an integrative and sustainable
approach to planning. The purpose of the individual policy documents is twofold;
providing more detail to the broadly focused community plan and a guide for decision -
making in the delivery of service. The responsibility for guiding the development of these
6.
SAINT JOHN `°
CITY OF SAINT JOHN
PLANNING FRAMEWORK
PROJECT CHARTER
MAY 2008
plans rests with the appropriate Standing Policy Committee of Council (under a Council -
Committee form of governance). Planning is supported by the administration with public
consultation.
Council Priorities
Given that Council operates on a four year mandate, each new Council must establish a
clear agenda that identifies priorities from the ICSP. Priorities are articulated as
measurable outcomes for the community that contribute to the achievement of the vision.
In support of these priorities, Council will identify a number of strategies or actions that
will support the achievement of the goals identified.
Council's priorities provide direction to the administration, including the City's agencies,
boards and commissions in developing the plans required to deliver the services that
contribute to the outcomes identified. Working towards Council's priorities (as opposed to
the community plan), represents a more manageable scope of work; allowing the City to
better manage the effectiveness and efficiency of service delivery. A well defined scope of
work increases the likelihood of success in making a meaningful impact in the community
in terms of addressing public needs.
Corporate Strategic Plan
While Council's role is to set the strategic direction for the community, it is the
administration's responsibility to plan and manage the delivery of services required to
achieve those goals. It is the administration that essentially translates the strategies
designed to address the needs of the community into actions that will result in successful
achievement of the community vision.
Like the community, the City as a corporation also has the responsibility of creating a
vision and developing goals that will move the community forward in achieving its vision.
These goals are documented in the corporate strategic plan. This plan provides direction to
the organization on how the `business' of municipal government needs to be carried out in
order to have the desired effect in the community. It is important to note that the corporate
strategic plan focuses on the priorities and strategies of the City as an organization; the
goals and strategies for the community are captured in the Integrated Community
Sustainability Plan and other related documents.
The corporate strategic plan is a management tool that is used to improve the performance
of an organization. Simply stated, it is a roadmap that documents what the organization
wants to achieve and how it intends to fulfill these goals. Led by the City Manager, the
administrative leadership team is responsible for the creation of the corporate strategic
plan. Participation by senior management or department heads in the development of the
plan starts the process of building commitment among all stakeholders in working toward a
common purpose. Corporate strategic planning is completed on a four year cycle,
SAINT JOHN
CITY OF SAINT JOHN
PLANNING FRAMEWORK
PROJECT CHARTER
MAY ions
consistent with Council's priorities, with annual review and adjustments to ensure that the
plan continues to be relevant.
Key to the development of a successful corporate strategic plan is a shared understanding
of the purpose and goal of the organization. Relating back to the Strategic Reference
Model for the City of Saint John, the City as a organization supports the community in the
achievement of its vision, ensuring that services offered contribute to the outcomes
designed to address the needs of the community. The City's overarching goal is to provide
the best possible customer service to Saint Johners through the delivery of quality, cost -
effective services.
Alignment is key to achieving effective and efficient public service. Alignment ensures
that all parts of the organization are connected to the organization's goals. The corporate
strategic plan addresses both vertical and horizontal alignment. Alignment requirements5
are illustrated in Figure 3.
• Vertical alignment requires that the direction from
Council (i.e., Council's priorities) is consistently and
completely reflected in service plans. In doing so, the
corporate administration is responsible and
accountable to Council and subsequently the public;
ensuring that the delivery of service has the desired
impact in the community.
• Horizontal alignment focuses on coordinating
processes and activities among all service areas and
working collaboratively toward a common purpose.
A more efficient use of resources ultimately results in
cost savings.
HwiMMAknMoot
Figure 3: Vertical and horizontal
alignment
As with any planning initiative, there is no single process or format for creating the
corporate strategic plan. The contents and focus of the plan must meet the needs of the
organization; allowing the organization to work towards the achievement of their goal,
while addressing alignment and accountability. The plan identifies actions required to
develop and maintain a high performing organization, focused on effectively and
efficiently delivering quality public service. The corporate plan provides the direction
required for City department's to develop their service plans. The City of Calgary and the
City of Sarnia have good examples of corporate strategic plans. Table 1 proposes a plan
format for the corporate strategic plan.
5 Administrative Leadership Team's Corporate Direction, City of Calgary. Page 5.
8
SAINT IOHN ........,
CITY OF SAINT JOHN
PLANNING FRAMEWORK
PROJECT CHARTER
MAY 2008
Table 1: Proposed co orate strategic
plan format.
Corporate Strategic Plan Component
Desci iptim
Corporate Vision
A statement indicating what success for the organization will look like at
some point in the future. Focused on the mission or purpose of the
organization, the vision must relate back to the vision for the community.
Operating Principles
Identification of the principles (and values) that guide the daily activities of
the organization.
Corporate Alignment
Presentation of an organizational structure that compliments the City's
governance strategic decision - making model, including the alignment of City
services with community outcomes.
Corporate Focus Areas
Identification of areas that the organization needs to focus on to ensure the
effective and efficient delivery of services. These corporate focus areas
must address both vertical and horizontal alignment issues; ensuring that
the services offered by the City contribute to desired outcomes in the
community and that resources are used collaboratively and efficiently to
deliver these services.
Corporate Themes and Directions
Identification of some key themes within each of the focus areas that need
to be addressed. A direction statement is provided for each of the themes
identified, directing staff in their delivery of service. Each corporate theme
should be expanded to provide a rationale for the direction, leadership's
commitment supporting successful implementation of the directives,
identification of organizational responsibilities, and specific actions.
Budget Direction
Presentation of budget guidelines adopted by Council. These guidelines will
aid City departments in the development of service budgets.
Performance Indicators
Identification of indicators that can be used to measure the success related
to implementing the initiatives and actions laid out in the corporate strategic
plan. The goal is to measure corporate performance with respect to service
delivery and its impact on the community.
Service Delivery Plans
Service delivery plans provide a detailed administrative overview of how services will be
delivered to successfully achieve community goals. These plans identify the actions
required to realize a vision for Saint John, focusing on effective and efficient delivery of
service. Under the direction of the corporate strategic plan, service plans must encompass
both vertical and horizontal alignment requirements — ensuring community needs and
outcomes are addressed (vertical) while collaboratively working together to maximize the
use of limited resources (horizontal).
Focusing on alignment, service delivery plans are developed based on the priorities set by
Council. In a Council- Committee form of governance, these priorities would ultimately
reflect the mandates of each of the standing policy committees. Considering more than one
service output may contribute to a community outcome, more than once service may be
referenced in each of the plans. Vertical alignment of service offerings in this format will
reinforce the governance function of Council and need to deliver services that contribute to
community outcomes. Presentation of service plans in this format also supports the
9
SAINT JOHN
CITY OF SAINT JOHN
PLANNING FRAMEWORK
PROJECT CHARTER
MAY 2008
horizontal alignment of the organization. An example of this horizontal alignment or
cultural shift - service focused from departmental silos — is illustrated in Figure 4.
---- - - - - --
i
i
1
Departments & ABCs
Public Works
Parking Commission
l!ar,�ii (.omriissioti
Figure 4: Graphical representation of service alignment with outcomes; focusing on service delivery
rather than departmental responsibility.
During Phase I of the Service Refinement Project undertaken in 2006, approximately
thirty -nine (39) services were identified and profiled against a standardized methodology.
Included within the scope of this phase of the project are public- facing services currently
offered by the City and the Saint John Board of Police Commissioners. In the second
phase of the project, the services for the remaining ABCs will be identified and profiled
along with the City's supporting (internal) services. This baseline set of services will
provide the foundation for the development of service delivery plans.
Service plan development is an administrative responsibility. Each of the organizational
units responsible for a particular service (inclusive of City departments and ABCs) will
work collaboratively with the services providers working toward the same community
outcome. Each plan is developed on a four year cycle, coinciding with the term of Council.
While the focus of and contents of service delivery plans must meet the needs of the
organization, key components of the plans are presented in Table 2.
10 I *�.
SAINT IOHN -.. na..
CITY OF SAINT JOHN
PLANNING FRAMEWORK
PROJECT CHARTER
MAY 2008
Table 2. Pro osed service deliver lan format
Service Delivery Plan Comporient Description
Strategic Results Identification of planned strategic results for the service area. These
results reflect Council's priorities and strategies set out in the corporate
strategic plan. These results will guide decision - making in the planning
and delivery of service offerings.
Business and Service Drivers
Identification of external factors (opportunities and constraints) that can
impact service delivery. Consideration is given to these issues in shaping
the delivery of service. Service drivers may include legislation, standards
and agreements, managed growth, demographic changes and evolving
citizen expectations, asset management, sustainability, systems analysis,
civic partnerships, and the workplace.
Customers & Stakeholders
Identification of all customers and stakeholders that are either directly or
indirectly impacted by service delivery. Further refinement of these
stakeholders will identify the communities within Saint John that will benefit
from service delivery and the needs that will be addressed.
Service Identification
Identification of the services that contribute to the priorities set by Council.
Linkages are made between service value and its contribution towards
achieving desired outcomes.
Service Processes and Actions
Closer analysis of community outcomes and consultation with the public
will identify the service level standards required to achieve the desired
impact in the community. For each service, processes related to the
delivery of the intended service output are identified. With respect to these
processes, service level standards and actions are also identified. The
standards and actions are based on the strategies that Council has
proposed as well as the directions set out in the corporate strategic plan.
The service plan will also identify how service processes will be
consolidated across the organization to support collaborative delivery of
service.
Performance Measures
Identification of performance metrics related to each of the process actions
and service areas identified. Metrics will focus predominately on efficiency
at the service and process level, with relevant effectiveness metrics related
to service value.
Budget Direction and Service Budget(s)
Identification of budget directions adopted by Council (i.e., priorities) and
presentation of budgets for each service identified in the plan. Budgets are
developed based on priorities, opportunities, and constraints.
Service Dependencies
Identification of services from other service delivery plans that contribute to
the achievement of Council's strategic results. Identification of these
dependencies reinforces the need to collaborative work across the
organization to achieve results.
Accountability and Continuous Improvement
Although planning plays a significant role in ensuring the effective and efficient delivery of
services, while improving accountability and transparency in decision making, it is only
part of the equation. During the execution phase of service delivery, the public has to have
the confidence that the plans are being carried out as intended and are having the desired
results in the community.
all
11 `�
SAINT IOHN .�.,r.
CITY OF SAINT JOHN
PLANNING FRAMEWORK
PROJECT CHARTER
MAY 2008
Regular performance reporting is required to improve accountability in the public sector.
Performance is measured in terms of effectiveness (impact on the community) and
efficiency (maximizing the use of limited resources). Throughout the planning framework,
metrics are incorporated into each of the planning components. In designing performance
indicators, it is important to select and report on metrics that provide context to what the
community is trying to achieve; always relating back to the community's vision. Without
this context, the municipality does not gain the credibility it needs to effectively manage
the business of municipal government.
In addition to reporting, services must be reviewed regularly to ensure that they are being
delivered in the most effective and efficient manner possible. Performance metrics will
also be used to identify areas of improvement in service delivery. As improvements to
services are identified, service plans must be adjusted to reflect these changes. This
information must also be reported back to the public.
The proposed planning and reporting cycle shown in Figure 5 corresponds to the
timeframe covered by Council's priorities, as well as the corporate strategic plan and
service delivery plans. As stated previously, this is the most manageable timeframe when
considering the ultimate goal is the community's vision which extends seventy -five to one
hundred years into the future.
it
ting Cycle
Figure 5: Proposed four (4) year planning and reporting cycle.
6 Corporate Overview 2006 -2008, City of Calgary. Page 13.
12
SAINT IONN
CITY OF SAINT JOHN
PLANNING FRAMEWORK
1.3 Project Goals, Objectives & Deliverables
PROJECT CHARTER
MAY 2008
The goal of the Planning Framework Project is to develop, adopt and implement a
planning approach that supports the achievement of a vision for the community. This
comprehensive and complex planning effort will result in the effective and efficient
delivery of service, while improving accountability and transparency in decision - making.
Several projects will be undertaken to achieve this goal, some of which are currently
underway. The projects that support the overall planning approach must:
• reflect the overall planning approach adopted within this project charter, recognizing
that changes to the framework may occur as more information becomes available;
• reflect the Strategic Reference Model for the City of Saint John, designed to guide the
decision - making process — ensuring that service delivery contributes to desired
outcomes in the community;
• ensure there is a clear distraction and understanding of roles for those stakeholders
involved in the planning process, more specifically the differentiation between the
governance function that is focused on long -term policy planning for the community
and the administrative function that is focused on the alignment and efficient delivery
of public service;
• ensure that sustainability principles are applied when making planning decisions in
order to balance competing needs;
• engage all stakeholders in the planning approach to ensure that everyone is working
toward a common purpose;
• ensure that public participation is encouraged through the planning lifecycle; and
• provide a framework for effective performance reporting to improve accountability in
decision - making;
Deliverables for this project include:
• the development and adoption of a comprehensive approach to planning — translating
vision into action that ensures service delivery contributes to desired outcomes in the
community, while improving accountability and transparency in decision - making;
• project charters created for the development of each of the planning components
outlined in the planning framework including Community Vision (addressed in the
Community Sustainable Growth Vision Project currently underway), Integrated
Community Sustainability Plan, Council Priorities (addressed through the
13 r ay
SAINT IOHN�-
CITY OF SAINT JOHN
PLANNING FRAMEWORK
PROJECT CHARTER
MAY 2008
implementation plan being developed for the Saint John Governance Project that is
currently underway), Corporate Strategic Plan, and Service Delivery Plans; and
• principled project management of the projects identified in this charter resulting in the
successful completion of planning documents including a community vision,
Integrated community Sustainability Plan, Council Priorities, Corporate Strategic
Plan and Service Delivery Plans; and
• the development and adoption of a performance management and reporting system to
improve accountability and support continuous improvement in service delivery.
1.4 Project Scope
Unlike most project charters, the scope of this project is inclusive of all project deliverables
outlined in the related project charters inclusive of:
• Planning Framework: Translating Vision into Action
• Performance Management & Reporting System
• Community Vision
• Integrated Community Sustainability Plan
• Council Priorities
• Corporate Strategic Plan
• Service Delivery Plans
Although a performance management and reporting system will be developed, the related
projects identified in this charter will not focus on the implementation of this system.
1.5 Critical Success Factors
Critical to the success of this project will be the active engagement of all stakeholders,
ensuring that everyone is working toward a common purpose. Each component of the
planning framework as proposed is depended on the next, requiring all those responsible
for planning to understand and actively participate in the process to ensure that planning
results in the delivery of real value to the community.
More specifically, Council must maintain a focus on long -term policy planning. They must
focus on the needs of the community; prioritizing and developing strategies to address
those needs. Council should not be involved in planning the day -to -day operations. As an
administrative responsibility, Council's priorities will guide the delivery of service.
Commitment of the senior management team to actively participate in corporate planning,
including the corporate strategic plan and service delivery plans is also critical to the
success of this project. Their leadership will be required to support the cultural shift
proposed in Vision 2015; focusing on an integrated approach to service delivery that will
contribute to community outcomes rather than on departmental interests.
14 k`
SAINT IOHN `� ""'"
CITY OF SAINT JOHN
PLANNING FRAMEWORK
PROJECT CHARTER
MAY 2008
Success of this project will also rely on the timely completion of deliverables outlined in
the related project charters. In order to ensure proper alignment of services with
community outcomes, all information must be available to complete the planning process.
1.6 Assumptions
Considerable work has gone into refining the Strategic Reference Model for the City of
Saint John. This model describes the business of municipal government; making the
necessary linkages between community outcomes and day -to -day operations that will
eventually result in the achievement of a vision for Saint John. The assumption is that this
Reference Model is acceptable to use as the basis for the development of the planning
framework.
1.7 Constraints
In managing this project, the main constraint that must be given attention to ensure project
success is time. The project dependencies related to both long -term policy planning and
corporate planning require that all projects are managed to ensure intended project results
are delivered within scheduled time allocations.
15
SAINT IOHN
CITY OF SAINT JOHN
PLANNING FRAMEWORK
SECTION 2: PROJECT AUTHORITY & MILESTONES
2.1 Funding Authority
PROJECT CHARTER
MAY 2008
Since a number of stakeholders throughout the organization will be contributing to the
completion of this project, funding is essentially provided through the 2007 and 2008
operating budgets for both the general fund and utility fund. Although no funds have been
specifically allocated to the project, these funds represent the planning work that would
normally be undertaken as part of the civic administration. Any funding support required
beyond normal planning requirements will be managed within operating budget for the
Vision 2015 Program.
2.2 Project Oversight Authority
All recommendations related to policy planning must be adopted by Common Council.
This includes the proposed framework for planning and performance management. Also
included is the planning documents that will be generated throughout the project. The
senior management team must also commitment to the planning process; fostering the need
to work collaboratively in service delivery.
2.3 Major Project Milestones
Milestone/Deliverable
Target Date
Planning Framework
June 2007
Community Vision
December 2007
Integrated Community Sustainability Plan
2008
Council Priorities
_
- -June
August 2008
Corporate Strategic Plan
October 2008
Service Delivery Plans
December 2008
Performance Management System
December 2008
16
SAINT JOHN
Translating Vision into Action
Planning Framework
SAINT JOHN
Background
SAINT JOHN
• Chartwell Report — 2005
• Vision 2015 — Program of Excellence
Vision 2015
i�
What are we trying to achieve?
SAINT JOHN
■ High performing public service
❑Effectiveness & efficiency
❑Continuous Improvement
❑Accountability
❑Transparency
Vision 2015 1%
�� - -' City of Saint John
Planning & Policy Framework
SAINT JOHN
Community Vision
Community Expectations
Integrated Community
Sustainabilim Plan
Standing Policy Committees Outcomes & Strategies
Strategic Council Priorities Corporate
Policy Plans Strategic Plan
Corporate Direction
Service
........................................ ............................... Delivery Plans
Vision 2015
2
What have we accomplished
SAINT JOHN I i
■Service Profiles
■Sustainability Principles, Community
Vision & Goals
• Communications Audit
• New Governance Structure
• Sustainable Community Case Study
Vision 2015
( P" What's coming next
SAINT JOHN
• Integrated Community Sustainability Plan
• Council Priority setting
• Corporate Strategic Plan
• Performance Management
• ICSP Symposium
Vision 2015
3
64- Performance Management
SAINT JOHN
(P-
What is performance measurement?
SAINT JOHN
■ Exercise in storytelling — backed by credible
evidence about the value added by your
services and related programs
■ A good story addresses:
❑What we want to achieve (goals)
❑Steps by which we will achieve our goals
❑ How we know we are on track to achieve our goals
1
6R_ What is performance measurement?
SAINT JOHN
■ Performance measurement is about being able
to answer a simple question?
How do you know you are making progress
towards achieving your targeted results?
■ Mindset that pushes you to think about ends
rather than the means
lr
Performance Elements
SAINT JOHN
■ Operational Performance
❑ Ensuring services are aligned with planned community
outcomes and delivered in a cost - effective manner.
■ Financial Performance
❑Ensuring spending is in line with budget allocations
and in accordance with sound financial management
principles and controls.
■ Compliance
❑ Ensuring services are delivered in accordance with
relevant laws, authorities, policies, and regulations.
2
� P. What are we measuring?
SAINT JOHN
■ Effectiveness (qualitative): Are our services
having the desired impact on the things that
matter to Saint Johners?
■ Efficiency (quantitative): Are we maximizing the
use of limited resources?
�r
Measurement Benefits
SAINT JOHN
■ Improves accountability and transparency in
local government
❑Accountability: Mechanism to report on decision -
making related to effectiveness and efficiency
❑Transparency: Open communication with the public
on decision - making
■ Tool for improving effectiveness and efficiency in
service delivery
K,
*1 Challenges to Measurement
SAINT JOHN
• Perverse incentives
• Tradeoff between meaningful results and results
that are controllable
• Tradeoff between meaningful results and results
that show meaningful change over the short
term
• Tradeoff between meaningful results and results
for which data can be collected at relatively low
cost and effort
*- Remedies for the Challenges
SAINT JOHN
■ Recognize that:
❑perfection is not possible;
❑there are tradeoffs to be made; and
❑there is a need to tell a credible story.
■ Keep it simple!
4
/
First Steps in Measurement
SAINT JOHN
■ Development of a performance management
framework / system
■ Starts with understanding what you want to
achieve and how you plan to achieve those goals
❑Community vision and goals
❑ ICSP - Integrated Community Sustainability Plan
❑Council's priorities
❑CSP - Corporate Strategic Plan
❑Service Plans (definition and alignment)
�P- Completing the Framework
SAINT JOHN
• Gain an understanding of objectives: community
and corporate goals
• Develop performance metrics — focusing on both
effectiveness and efficiency
• Communicate objectives with the presentation of
community and corporate plans
• Manage services toward achieving defined
objectives and measure progress according to
metrics
5
�P Completing the Framework
SAINT JOHN
■ Report on performance according to a defined
schedule
■ Review results and identify areas of
improvement for service delivery
(P. Expectations
SAINT JOHN
■ Work related to understanding service objectives
is well underway:
❑ ICSP — June 2008
❑CSP — October 2008
■ Framework / metric development underway:
❑ December 2008
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RESOLVED that the Mayor and Common Clerk be authorized to execute the
Employment Contract between The City of Saint John and Allan Rouse the text of which
was submitted to Common Council on this date.
THIS EMPLOYMENT CONTRACT made in duplicate this day of June,
2008.
BY AND BETWEEN:
THE CITY OF SAINT JOHN, a body
corporate by Royal Charter, confirmed and
amended by Acts of the Legislative Assembly of
the Province of New Brunswick, hereinafter
called the "City"
OF THIS FIRST PART
-and-
ALLAN ROUSE, of 32 Yacht Haven Lane,
Saint John, New Brunswick, E2K 5N7,
hereinafter called the "Employee"
OF THE OTHER PART
WHEREAS the Common Council of the City has determined it to be in the best
interest of the City to employ an Executive Assistant providing support to the Mayor and
at the Mayor's discretion to other members of Council on an equitable basis; and
WHEREAS the Employee has been chosen for this position following a selection
process undertaken by the Mayor and which included personal interviews of candidates;
NOW THEREFORE THE AGREEMENT WITNESSETH that the parties hereto
for and inconsideration of these presents and other valuable consideration, the receipt
whereof is hereby acknowledged, agree with the other as follows:
1. The Employee hereby agrees to discharge the duties and responsibilities and
perform the functions outlined in the Job Description attached hereto and forming a part
hereof as Schedule "A ".
2. The Employee's work week shall comprise 35 hours, the scheduling of which
shall be at the discretion of the Mayor of the City. In the event that the number of hours
worked in a week exceeds 35, then the Mayor may grant compensatory time off with pay
as he determines reasonable in the circumstances.
3. The City shall in consideration of the Employee's fulfilling his obligations
described and referred to herein, compensate the Employee as follows:
Employment Contract
-2-
a) The salary of $50,000.00 per year for the twenty four (24) months
commencing with the parties execution of these presents and is payable
weekly in 52 equal amounts;
b) For the period commencing immediately following that described in
subparagraph (a) hereof and concluding on the day immediately
preceding the first meeting of Council elected at the quadrennial election
of 2012, a salary payable weekly in equal amounts, each being 1/52 of
$53,000.00; and
C) An amount of six (6 %) percent annually in lieu of Health, Dental, Group
Life and City Pension participation to be paid on the anniversary date of
this Agreement.
The City shall provide the Employee with three (3) weeks paid annual vacation.
5. It is hereby agreed and understood that the Employee is entitled to only the
compensation and benefits expressly provided for herein.
6. (a) Subject to subparagraph (b) this contract shall commence upon its being
duly executed by both parties hereto and shall expire on the day immediately
preceding the first meeting of the Council elected in the quadrennial election of
2012;
(b) Notwithstanding the provisions of subparagraph (a), either party may,
upon 45 days written notice given to the other, terminate this agreement without
penalty; and
(c) Any notice herein provided or permitted to be given by the Employee to
the City shall be sufficiently given if delivered personally to the City, or of
mailed in Canada, registered and postage prepaid, addresses to the City at: C/O
The Common Clerk, City of Saint John, P.O. Box 1971, 15 Market Square, Saint
John, New Brunswick, E2L 4L1; and any notice herein provided or permitted to
be given by the City to the Employee shall be sufficiently given if delivered
personally of if mailed in Canada, registered and postage prepaid, addressed to
the Employee at 32 Yacht Haven Lane, Saint John, New Brunswick, E2K
5N7. Any such notice given as aforesaid shall be conclusively deemed to have
been given on the day on which such notice is delivered or on the third day that
there is postal delivery following the day on which such notice is mailed, as the
case may be. Either party may at any time give notice in writing to the other of
any change of address of the party giving such notice and from and after the
giving of such notice and as often as the same shall happen the address therein
specified shall pertain to any request, statement or other writing in this
Employment Contract provided or permitted to be given by the City to the
Employee or by the Employee to the City.
Employment Contract
-3-
IN WITNESS WHEREOF the parties hereto have duly executed these presents
the day and year first above written.
SIGNED, SEALED & DELIVERED)
Witness
THE CITY OF SAINT JOHN
Mayor
Common Clerk
Common Council Resolution:
June , 2008.
ALLAN ROUSE
SCHEDULE "A"
City of Saint john
POSITION: EXECUTIVE ASSISTANT TO THE MAYOR
THIS IS A CONTRACT POSITION
DEPARTMENT: MAYOR'S OFFICE
CLASSIFICATION: NON -UNION
JOB SUMMARY: Under the direction of the Mayor, the position is
responsible for a variety of administrative duties to provide the necessary
administrative support to the Mayor. The incumbent is also responsible
for ensuring the office of the Mayor operates efficiently and will be
required to perform work with a minimum of supervision. The incumbent
shall, at the discretion of the Mayor, provide administrative support
services to other members of Common Council, with such discretion being
exercised in an equitable manner.
ESSENTIAL QUALIFICATIONS:
Knowledge of the principles and practices of municipal administration.
Knowledge of the civic organizational structure and its functions.
Ability to make sound, reasoned decisions, often independently and under
pressure.
Must possess the experience required to deal effectively with city staff, the
general public, the press and other government agencies.
-2-
Ability to express ideas effectively both orally and in written form.
Competency in Microsoft Office Systems is required.
EDUCATION, TRAINING AND EXPERIENCE:
Candidates should have a minimum of three years related work
experience coupled with graduation from a four -year university program in
business administration, public administration or a related discipline.
NATURE OF WORK:
The incumbent shall relieve the Mayor of the day -to -day administrative
tasks, confidential or otherwise, and shall be required to investigate and
gather information on issues on behalf of the Mayor and Council.
Of primary importance, this employee must be able to maintain effective
liaison on behalf of the Mayor with the City Manager and officials of other
government departments and agencies.
Duties will include answering correspondence; assisting in solving
problems not falling into specific departmental areas of responsibility;
investigating and resolving citizen complaints; and maintaining good
public relations on behalf of the Mayor and Council.
Duties will often have to be carried out beyond the normal working hours
and work -week.
The incumbent must understand the mission of the City of Saint John,
promote its organizational values, and be committed to the corporate
team.
TYPICAL DUTIES AND RESPONSIBILITIES:
Assists and co- ordinates the Mayor in many day -to -day operational details
and routines which will ensure efficient and expedient administration of
the Mayor's Office and activities.
Assists and coordinates media relations on behalf of the Mayor and
Council.
b
13
June 23, 2008
Deputy Mayor Chase
And Councillors
SUBJECT: Appointments to Committees
The Committee of the Whole having met earlier this evening, makes the following
recommendations:
Saint John Substandard Properties Appeals Committee - to appoint the
Nominating Committee and Councillor Killen as follows: G. Ivan Court, Donald
L. Snook, H Gary Sullivan, Christopher T. Titus and J. Carl Killen.
Board of Trustees City of Saint John Pension Plan - to appoint Deputy Mayor
Chase until November 30, 2010.
Saint John Industrial Parks - to appoint Councillor Farren and Peter Trites for
three year terms ending June 23, 2011.
Saint John Harbour Bridge Authority - to appoint Councillors Farren and Titus
until September 23, 2008.
Council Emergency Measures Committee - to appoint Mayor Court and
Councillors Mott, Snook and Sullivan until the end of their terms on Council.
Saint John Board of Police Commissioners - to appoint Councillor McGuire for
a three year term ending June 23, 2011, and re- appoint Andrew Britton for a
three year term beginning August 4, 2008 and ending August 3, 2011.
Fundy Region Solid Waste Committee - to appoint Councillor Titus for a three
year term ending June 23, 2011.
Saint John Energy - to appoint Councillor Killen until the end of his term on
Council.
Justice /Police Complex Advisory Committee - to appoint Mayor Court and
Councillors Titus and Sullivan
Council Finance Committee - to appoint Deputy Mayor Chase and Councillors
Court, Killen, Mott and Sullivan until the end of their terms on Council.
Heritage Development Board (Preservation Review Board) - to appoint
Councillor Snook until the end of his term on Council.
City of Saint John Environment Committee - to appoint Councillor Court until
the end of his term on Council.
Sincerely,
La'- ���
Ivan Court
Mayor
I I C *&.)Gftt AGeAw-5.5
Beaulieu, Francois
From: Keenan, Brian
Sent: Monday, June 23, 2008 4:27 PM
To: Beaulieu, Francois
Subject: FW: Letter dated June 23, 2008 from Wilson Builders
Attachments: SKMBT_C45008062315060.pdf
SKMBT_C45008062
315060.pdf (204...
Francois,
Please find attached letter dated June 23, 2008 from Wilson Builders. They did not want to
include the wording to request permission from Council to withdraw their tender.
Brian
Brian Keenan, P. Eng.
Engineering Manager
City of Saint John
P.O. Box 1971
Saint John, NB
E2L 4L1
Ph: 658 -2953
Fax: 658 -4740
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4-,
Acs 5 k b.1 -Nr.c� cu.,c n# t V vZ"I .e & 4wa
1
23 Jun 08 05:19p Chris Wilson 459 -8259 p•2
PH. 506 457 -1989
FAX 506 459 -8259
amw *a�6rs MVWOQ
0 4 (1978) VA-1
General Building Contractors — Commercial Developers
P.O. BOX 3600, STN. -8-, FREDERICTON, N.B. EM 5G9
Monday, June 23, 2008 `� "
1
City of Saint John
Common Clerk
Fax # 6744214
Dear Sir/Madam,
RE: Contract No. 2008 -14
Water Street Precinct
Saint Patrick (Three Sisters) Park Enhancements
We have discovered a mathematical error in our tender submission. Page No. 3 in the amount
of $36,500.00 plus HST was not included in the total tender price..
The total tender price should have been $442,010.80 not $400,765.80 which was awarded by
common council on June9, 2008.
Wilson Builders (1978) Ltd. will not pursue any legal action or claim damages if council
rescinds their motion of award.
We apologize for any inconvenience this error has caused..
1
I
Y
,j
Chris Wilson
'Wilson Builders (1978) Ltd.
CUtif
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yls�CIA',
AFFILIATED WITH THE CANADIAN CONSTRUCTION ASSOCIATION