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2008-12-15_Agenda Packet--Dossier de l'ordre du jour1. Call to Order 4: City of Saint John Common Council Meeting Monday, December 15, 2008 Committee of the Whole Regular Meeting 1. Call to Order — Prayer 5:00 p.m. Council Chamber 2. Approval of Minutes 2.1 Minutes of December 1, 2008 3. Adoption of Agenda 4. Disclosures of Conflict of Interest 5. Consent Agenda 5.1 Housing Alternatives Request to Present (Recommendation: Refer to Clerk to Schedule) 5.2 Tender for Sand & Gravel 2008 (Recommendation in Report) 5.3 Mobile Generator with Trailer (Recommendation in Report) 5.4 Award of Proposal for Video Monitoring System Works Facilities (Recommendation in Report) 5.5 Tenders for Chemicals (Recommendation in Report) 5.6 Asphalt Resurfacing 2008 (Recommendation: Receive for Information) 5.7 Harbour Station Parking Lot Exit (Recommendation in Report) 5.8 Proposal for Occupational Medical Advisor Services (Recommendation in Report) 6. Members Comments 7. Proclamation 8. Delegations/ Presentations 5:30 p.m. 8.1 ARC -F Saint John 5:50 p.m. 8.2 Saint John Cherry Brook Zoo 6:10 p.m. 8.3 Intergrated Community Sustainability Plan 8.4 Buildings and Inspection Services 9. Public Hearings 10. Consideration of By -laws 10.1 Proposed Municipal Plan Amendment Peel Plaza Project 10.2 Proposed Municipal Plan Amendment 14 McLaughlin Crescent 11. Submissions by Council Members 12. Business Matters — Municipal Officers 12.1 Neighbourhood Development Funding Terms of Reference 13. Committee Reports 13.1 Saint John Parking Commission Review of Residential Parking and Snow Removal Study of Saint John Central Peninsula 13.2 Peel Plaza Steering Committee Update on Peel Plaza 14. Consideration of Issues Separated from Consent Agenda 15. General Correspondence 16. Adjournment 1. Ouverture de la seance 4: City of Saint John Seance du conseil communal Le lundi 15 decembre 2008 Comite plenier Seance ordinaire 1. Ouverture de la seance, suivie de la priere 17 h Salle du conseil 2. Approbation du proces- verbal 2.1 Proces- verbal de la seance tenue le I" decembre 2008 3. Adoption de l'ordre du jour 4. Divulgations de conflits d'interets 5. Questions soumises a 1'approbation du conseil 5.1 Demande de presentation de la part d'Housing Alternatives (recommandation transmettre au greffier pour qu'une date de presentation soit fix6e) 5.2 Soumission relative a 1'approvisionnement de sable et de gravier pour 2008 (recommandation figurant au rapport) 5.3 G6n6rateur mobile avec une caravane (recommandation figurant au rapport) 5.4 Offre d'appel relative au systeme de video surveillance pour les installations de travail (recommandation figurant au rapport) 5.5 Soumissions relatives aux produits chimiques (recommandation figurant au rapport) 5.6 Travaux de resurfagage d'asphalte en 2008 (recommandation : accepter a titre informatif) 5.7 Sortie du parc de stationnement du Harbour Station (recommandation figurant au rapport) 5.8 Proposition relative aux services d'un conseiller medical en milieu de travail (recommandation figurant au rapport) 6. Commentaires presentes par les membres 7. Proclamation 8. Delegations et presentations 17h30 8.1 ARC -F de Saint John 17h50 8.2 Zoo Cherry Brook de Saint John 18 h 10 8.3 Plan de viabilite integre de la collectivite 9. Audiences publiques 10. Etude des arretes municipaux 10.1 Projet de modification du plan municipal visant la place Peel 10.2 Projet de modification du plan municipal visant le 14, croissant McLaughlin 11. Interventions des membres du conseil 12. Affaires municipales evoquees par les fonctionnaires municipaux 12.1 Mandat de financement de 1'amenagement du voisinage 13. Rapports deposes par les comites 13.1 Commission sur le stationnement de Saint John — Examen de 1'etude sur le stationnement residentiel et le deneigement dans la peninsule de Saint John 13.2 Mise a jour du comite directeur relative a la place Peel 14. Etude des sujets ecartes des questions soumises a 1'approbation du conseil 15. Correspondance generale 16. Levee de la seance 94- COMMON COUNCIL/CONSEIL COMMUNAL DECEMBER 1, 2008 /1-E 1 E DECEMBRE 2008 COMMON COUNCIL MEETING — THE CITY OF SAINT JOHN CITY HALL — DECEMBER 1, 2008 5:00 P.M. present Ivan Court, Mayor Deputy Mayor Chase and Councillors Court, Farren, Killen, Higgins, McGuire, Mott, Snook, Sullivan, and Titus -and - T. Totten, City Manager; J. Nugent, City Solicitor; G. Yeomans, Commissioner of Finance and Treasurer; P. Groody, Commissioner of Municipal Operations; K. Forrest, Commissioner of Planning and Development; A. Poffenroth, Deputy Commissioner of Buildings and Inspection Services; A. Beckett, Deputy City Manager; Bill Reid, Deputy Chief of Police; R. Simonds, Fire Chief; E. Gormley, Common Clerk; and J. Taylor, Assistant Common Clerk. SEANCE DU CONSEIL COMMUNAL DE THE CITY OF SAINT JOHN A L'HOTEL DE VILLE, LE 1ER DECEMBRE 2008 A 17 h Sont presents : Ivan Court, maire le maire suppleant Chase et les conseillers Court, Farren, Killen, Higgins, McGuire, Mott, Snook, Sullivan et Titus et T. Totten, directeur general; J. Nugent, avocat municipal; Greg Yeomans, commissaire aux finances et tresorier; P. Groody, commissaire aux operations municipales; K. Forrest, commissaire a I'urbanisme et au developpement; A. Poffenroth, commissaire adjoint aux services d'inspection et des batiments; A. Beckett, directeur general adjoint; Bill Reid, chef de police adjoint; R. Simonds, chef du service d'incendie; ainsi que E. Gormley, greffiere communale et J. Taylor, greffier communal adjoint. 1. Call To Order — Prayer Mayor Court called the meeting to order and Councillor Killen offered the opening prayer. 1. Ouverture de la seance, suivie de la priere La seance est ouverte par le maire Court, et le conseiller Killen recite la priere d'ouverture. 2. Approval of Minutes On motion of Councillor McGuire Seconded by Councillor Court RESOLVED that the minutes of the meeting of Common Council, held on November 17, 2008, be approved. 94- COMMON COUNCIL/CONSEIL COMMUNAL DECEMBER 1, 2008 /1-E 1 E DECEMBRE 2008 3. Approval of Agenda On motion of Deputy Mayor Chase Seconded by Councillor Mott RESOLVED that the agenda of this meeting be approved with the addition of items 5.2(a) Support Letters for Proposal to Develop Tucker Park Area. Question being taken, the motion was carried. 3. Adoption de I'ordre du jour Proposition du maire suppleant Chase Appuyee par le conseiller Mott RESOLU que l'ordre du jour de la presente reunion soit approuve, moyennant I'ajout du point 5.2a) concernant les lettres appuyant la proposition d'amenagement du parc Tucker. A ('issue du vote, la proposition est adoptee. 4. Disclosures of Conflict of Interest Councillor Titus declared a conflict of interest with item 15.1 Letter from Frank Rodgers Re: Public Enquiry of the Pension Plan. 4. Divulgations de conflits d'interets Le conseiller Titus declare qu'il est en conflit d'interets avec le point 15.1 Lettre regue de Frank Rodgers relative a 1'enquete publique sur le regime de retraite. 5. Consent Agenda 5.1 Refer to item 14.1 5.2 That the letter from Horst Sauerteig regarding an offer to purchase Tucker Park be referred to the City Manager. 5.2(a) That the support letters for the proposal to develop Tucker Park be referred to the City Manager. 5.3 That as recommended by the City Manager: 1. The land exchange proposal from Eileen and Donald Cusack dated October 28, 2008 and November 19, 2008 be rejected by The City of Saint John; and 2. The City of Saint John subdivide and place for sale the freehold title in two portions of PID Number 55059026, identified on the submitted plan "A" as lot 08 -3 and lot 08 -4, each at a list price of $23,000.00 (plus HST, if applicable); and 3. Any sale of the above noted lot 08 -3 and lot 08 -4 be subject to the following terms and conditions: a. full payment due upon transfer of title, which will be within 60 days of the Common Council meeting, at which the offer is accepted. Failure on the part of the purchaser to complete the 94- COMMON COUNCIL/CONSEIL COMMUNAL DECEMBER 1, 2008 /LE 1 E DECEMBRE 2008 the proposed house to be constructed on each property, and driveway culverts from the street to each property shall be the responsibility of the purchaser; d. the City shall reserve the right to reacquire the property (ies) for the sale price, and no additional amount, if development of the lot has not commenced within 12 months of title transfer. Commencement of development meaning: the excavation of a foundation, setting and pouring of footings and foundation walls and the issuance of a building permit for a single family dwelling unit; e. the purchaser pay in addition to normal adjustments, a "Lot Levy" of $4,428.00 plus H.S.T. (if applicable), in addition to the stated purchase price, at closing of the transaction. 5.4 That as recommended by the City Manager: 1. The City of Saint John accept the offer from Enbridge Gas N.B. Inc. submitted with the M &C 2008 -354 to acquire a municipal services easement through lands designated as PID Number 55152094 for the sum of $15,023.00 upon the terms and conditions contained in the said offer; and 2. The Mayor and Common Clerk be authorized to sign all necessary documentation. 5.5 That as recommended by the City Manager: The City of Saint John subdivide and sell the freehold title in a portion of PID Number 00052548, identified on the submitted tentative subdivision plan as Lot #08 -1 to Wilson Xu for $20,001.00 (plus HST, if applicable); and 2. The above noted transaction shall be subject to the following terms and conditions: a. full payment is due upon transfer of title, which will be within 60 days of the Common Council meeting, at which the proposal is accepted. Failure on the part of the successful bidder to complete the transaction will result in a forfeiture of the deposit; b. within 30 days of the acceptance of the proposal by Common Council, the successful bidder, hereinafter referred to as the "purchaser ", may examine the title at his own expense. If within that time any valid objection is made in writing by the purchaser, which the City is unable or unwilling to remove and the purchaser is unwilling to waive, the deposit will be returned; c. it is the purchaser's responsibility to check the location of all municipal and public utility services. The installation of water and sewerage laterals from the existing main services in the street to the proposed house, and driveway culverts from the street to the property shall be responsibility of the purchaser; d. the City shall reserve the right to reacquire the property for the sale price (and no additional amount) if development of the lot has not commenced within 12 months of title transfer. Commencement of 94- COMMON COUNCIL/CONSEIL COMMUNAL DECEMBER 1, 2008 /LE 1 E DECEMBRE 2008 5.6 That the letter from Dr. Leland Thomas regarding an offer to purchase Tucker Park be referred to the City Manager. On motion of Councillor McGuire Seconded by Councillor Snook RESOLVED that the recommendation set out for each consent agenda item respectively, with the exception of item 5.1 Cherry Brook Zoo Request to Present which has been identified for debate, be adopted. Question being taken, the motion was carried. 5. Questions soumises a I'approbation du conseil 5.1 Voir le point 14.1 5.2 Que la lettre de Horst Sauerteig concernant l'offre d'achat du parc Tucker soit transmise au directeur general. 5.2a) Que les lettres de soutien a la proposition d'amenagement du parc Tucker soient transmises au directeur general. 5.3 Que, comme le recommande le directeur general 1. La proposition d'echange de terrain d'Eileen et Donald Cusack datee des 28 octobre et 19 novembre 2008 soit rejetee par The City of Saint John; et 2. The City of Saint John procede au lotissement et a la vente du titre franc en deux parties du terrain portant le NID 55059026, identifiees dans le plan presente «A» comme Ies lots 08 -3 et 08 -4, a un tarif individuel de 23 000,00 $ (TVH en sus, le cas echeant); et 3. Toute vente des lots 08 -3 et 08 -4 susmentionnes soit assujettie aux modalites suivantes : a. paiement integral au moment du transfert du titre, soit dans Ies 60 jours suivant la reunion du conseil communal au cours de Iaquelle l'offre est acceptee. Le defaut de conclure la transaction par I'acheteur entrainera la confiscation du depot; b. dans un delai de 30 jours suivant I'acceptation d'une off re par le conseil communal, I'acheteur a Ieur droit d'examiner le titre, mais cela a ses propres frais. Si, a l'interieur de ce delai, I'acheteur presente une objection valide par ecrit, que la Ville refuse ou a Iaquelle elle est incapable de remedier, et que I'acheteur refuse d'y renoncer, le depot sera rembourse; c. I'acheteur est responsible de verifier 1'emplacement de tous Ies services municipaux et publics. L'installation de canalisations Iaterales d'eau et d'egouts ainsi que de ponceaux d'entree de la rue (services principaux existants) a la maison devant titre construite sur chaque propriete incombe a I'acheteur; d. la Ville se reserve le droit de racheter la (Ies) propriete(s) en question au prix de vente (sans frais supplementaires) si I'amenagement du lot n'a pas debute dans un delai de 12 mois a compter de la date de transfert du titre. Le debut de I'amenagement comprend : 1'excavation d'une fondation, le betonnage des semelles et des murs de fondation et 1'emission d'un permis de construire pour un Iogement unifamilial; 94- COMMON COUNCIL/CONSEIL COMMUNAL DECEMBER 1, 2008 /LE 1 E DECEMBRE 2008 2. Le maire et le greffier communal soient autorises a signer la documentation requise. 5.5 Que, comme le recommande le directeur general : The City of Saint John procede au lotissement et a la vente du titre franc en une partie du terrain portant le NID 00052548, identifie dans le plan provisoire de Iotissement presente comme le lot no 08 -1 a Wilson Xu pour un montant de 20 001 $ (TVH en sus, le cas echeant); et 2. La transaction susmentionnee soit assujettie aux modalites suivantes : a. paiement integral au moment du transfert du titre, soit dans les 60 jours suivant la reunion du conseil communal au cours de laquelle la proposition est acceptee. Le defaut de conclure la transaction par le soumissionnaire gagnant entrainera la confiscation du depot; b. dans un delai de 30 jours suivant I'acceptation de l'offre par le conseil communal, le soumissionnaire gagnant (ci -apres appele 1'« acheteur ») a le droit d'examiner le titre, mais cela a ses propres frais. Si, a l'interieur de ce delai, I'acheteur presente une objection valide par ecrit, que la Ville refuse ou a Iaquelle elle est incapable de remedier, et que I'acheteur refuse d'y renoncer, le depot sera rembourse; c. I'acheteur est responsible de verifier 1'emplacement de tous les services municipaux et publics. L'installation de canalisations Iaterales d'eau et d'egouts ainsi que de ponceaux d'entree de la rue (services principaux existants) a la maison devant titre construite incombe a I'acheteur; d. la Ville se reserve le droit de racheter la propriete en question au prix de vente (sans frais supplementaires) si I'amenagement du lot n'a pas debute dans un delai de 12 mois a compter de la date de transfert du titre. Le debut de I'amenagement comprend : 1'excavation d'une fondation, le betonnage des semelles et des murs de fondation et 1'emission d'un permis de construire pour un Iogement unifamilial; et e. I'acheteur du lot susmentionne doit verser 1'« impot sur le Iotissement » au montant supplementaire de 4 428 $ TVH en sus (le cas echeant), sur le prix d'achat fixe au moment de la finalisation de la transaction. 3. Le maire et le greffier communal soient autorises a signer toute documentation exigee afin de conclure ladite transaction. 5.6 Que la lettre du Dr Leland Thomas concernant l'offre d'achat du parc Tucker soit transmise au directeur general. Proposition du conseiller McGuire Appuyee par le conseiller Snook RESOLU que la recommendation formulee pour chacune des questions soumises a I'approbation du conseil, a 1'exclusion du point 5.1, Demande de presentation de la part du zoo Cherry Brook, et qui a ete selectionnee aux fins de deliberations, soit adoptee. 94- COMMON COUNCIL/CONSEIL COMMUNAL DECEMBER 1, 2008 /LE 1 E DECEMBRE 2008 7. Proclamation 7.1 National Day of Remembrance and Action on Violence Against Women The Mayor declared December 6t" as an annual Day of Mourning and Action on Domestic Violence Against Women. 7.2 World Aids Day The Mayor declared December 1, 2008 as World AIDS day. 7. Proclamation 7.1 Journee nationale de commemoration et d'action contre la violence faite aux femmes Le maire declare le 6 decembre journee annuelle de compassion et d'action contre la violence familiale faite aux femmes. 7.2 Journee mondiale du sida Le maire declare le 1" decembre 2008 Journee mondiale du sida. 8. Delegations /Presentations 8. Delegations et presentations 9. Public Hearings 7:00 P.M. 9. Audiences publiques a 19 h 10. Consideration of By -laws 10. Etude des arretes municipaux 11. Submissions by Council Members 11.0 Winter Road Maintenance Programs (Deputy Mayor Chase) On motion of Deputy Mayor Chase Seconded by Councillor McGuire RESOLVED that the City Manager provide Council with a report that will: 1. Determine and describe the benefit of this program including safety and cost benefits; and 2. Outline the startup requirements for this program for budget considerations; and 3. Include information on the potential use of Ecotraction, a volcanic mineral used to eliminate ice. Question being taken, the motion was carried. 11. Interventions des membres du conseil 11.0 Programmes d'entretien hivernal des routes (maire suppleant Chase) 94- COMMON COUNCIL/CONSEIL COMMUNAL DECEMBER 1, 2008 /1-E 1 E DECEMBRE 2008 3. Inclut des renseignements sur ('utilisation potentielle d'EcoTraction, un mineral volcanique utilise pour eliminer la glace. A I'issue du vote, la proposition est adoptee. (Councillor Titus withdrew from the meeting) 11.1 Public Inquiry of Pension Plan (Councillor Farren) On motion of Mayor Court Seconded by Councillor McGuire RESOLVED that the letter from Councillor Farren entitled Public Inquiry of Pension Plan be tabled until after the Pension Board vs. John Ferguson legal proceeding has concluded. Question being taken, the motion was defeated with Deputy Mayor Chase and Councillors Farren, Killen, Mott, Snook and Sullivan voting nay. On motion of Councillor Farren Seconded by Councillor Mott RESOLVED that Common Council form a committee consisting of the Mayor and two Councillors for the purpose of providing a recommendation to Council respecting the engagement of outside legal counsel to address the feasibility of proceeding to a public inquiry of the pension plan under our City's legislation. Mayor Court indicated that he is not in agreement with this motion as he believes that the pension plan board is transparent and that a public inquiry is a waste of tax money. Councillor Sullivan called a point of order stating that in his view the Mayor is having difficulty with his role as the Chair of the meeting while also taking part in the discussion, at which time the Mayor withdrew from the Chair and Deputy Mayor Chase replaced him. Councillor Court indicated that he does not support the current motion as he feels that no explanation has been provided as to why a public inquiry is needed. Councillor McGuire stated that in his view there is nothing wrong with the current pension plan board and that he felt as if Council was making public policy based on perception. Question being taken, the motion was carried with the Mayor, and Councillors Court and McGuire voting nay. On motion of Councillor Sullivan Seconded by Deputy Mayor Chase RESOLVED that Council's resolution to form a committee consisting of the Mayor and two Councillors for the purpose of providing a recommendation to Council respecting the engagement of outside legal counsel to address the feasibility of proceeding to a public inquiry of the pension plan under our City's legislation be referred to the nominating committee. Question being taken, the motion was carried with the Mayor, and Councillors Court and McGuire voting nay. (Councillor Titus re- entered the meeting) (Le conseiller Titus quitte la reunion.) 94- COMMON COUNCIL/CONSEIL COMMUNAL DECEMBER 1, 2008 /LE 1 E DECEMBRE 2008 Proposition du conseiller Farren Appuyee par le conseiller Mott RESOLU que le conseil communal cree un comite constitue du maire et de deux conseillers afin de fournir une recommendation au conseil concernant 1'engagement de conseillers juridiques independants pour etudier la possibilite de proceder a une enquete publique sur le regime de retraite conformement aux dispositions Iegislatives de notre Ville. Le maire Court indique qu'il n'est pas d'accord avec cette motion car it est d'avis que la Commission des pensions est transparente et qu'une enquete publique constitue un gaspillage de I'argent des contribuables. Le conseiller Sullivan souleve une objection en indiquant qu'il pense que le maire a des difficultes a tenir son role de president de seance tout en participant a la discussion. Des Tors, le maire n'assume plus la presidence et le maire suppleant Chase le remplace. Le conseiller Court indique qu'il ne soutient pas la motion actuelle car it a l'impression qu'aucune explication n'a ete fournie concernant la necessite d'une enquete publique. Le conseiller McGuire affirme que, pour Iui, I'actuelle Commission des pensions ne presente aucune anomalie et qu'il a le sentiment que le conseil se fonde sur des impressions pour elaborer des politiques publiques. A Tissue du vote, la proposition est acceptee. Le maire ainsi que Ies conseillers Court et McGuire votent contre la proposition. Proposition du conseiller Sullivan Appuyee par le maire suppleant Chase RESOLU que la resolution du conseil de creer un comite constitue du maire et de deux conseillers afin de fournir une recommendation au conseil concernant 1'engagement de conseillers juridiques independants pour etudier la possibilite de proceder a une enquete publique sur le regime de retraite conformement aux dispositions Iegislatives de notre Ville soit transmise au Comite des candidatures. A Tissue du vote, la proposition est acceptee. Le maire ainsi que Ies conseillers Court et McGuire votent contre la proposition. (Le conseiller Titus est de nouveau present a la reunion.) 11.2 Keeping City Website Current (Councillor Sullivan) On motion of Councillor Sullivan Seconded by Councillor Snook RESOLVED that the City of Saint John website be no more than two weeks out of date beginning no later than February 27, 2009. Question being taken, the motion was carried. 11.2 Tenue a jour du site Web de la Ville (conseiller Sullivan) Proposition du conseiller Sullivan Appuyee par le conseiller Snook RESOLU que le site Web de The City of Saint John n'ait pas plus de deux semaines de retard pour la mise a jour a partir du 27 fevrier 2009 au plus tard. 94- COMMON COUNCIL/CONSEIL COMMUNAL DECEMBER 1, 2008 /1-E 1 E DECEMBRE 2008 11.3 City Budget and List of Capital Projects Published on Website (Councillor Sullivan) On motion of Councillor Sullivan Seconded by Councillor Farren RESOLVED that the City budget and list of capital projects, current and future, be published on the city website no later than February 28, 2009 of the budget year. Question being taken, the motion was carried. 11.3 Publication du budget de la Ville et de la liste des projets d'immobilisations sur le site Web (conseiller Sullivan) Proposition du conseiller Sullivan Appuyee par le conseiller Farren RESOLU que le budget et la liste des projets d'immobilisations de la Ville, en cours et a venir, soient publies sur le site Web au plus tard le 28 fevrier de 1'exercice 2009. A ('issue du vote, la proposition est adoptee. 12. Business Matters - Municipal Officers 12.1 2009 Operating Budget Discussion On motion of Councillor Farren Seconded by Councillor Mott RESOLVED that the report dated November 10, 2008 entitled 2009 Operating Budget Decisions be received for information. Question being taken, the motion was carried. On motion of Deputy Mayor Chase Seconded by Councillor Sullivan RESOLVED that Common Clerk be instructed to schedule the required meetings for budget deliberations. Question being taken, the motion was carried. 12. Affaires municipales evoquees par les fonctionnaires municipaux 12.1 Discussion sur le budget d'exploitation de 2009 Proposition du conseiller Farren Appuyee par le conseiller Mott RESOLU que le rapport date du 10 novembre 2008 relatif aux decisions sur le budget d'exploitation en 2009 soit accepte a titre informatif. A ('issue du vote, la proposition est adoptee. Proposition du maire suppleant Chase Appuyee par le conseiller Sullivan RESOLU que le greffier communal soit charge de programmer les reunions necessaires pour les deliberations budgetaires. A ('issue du vote, la proposition est adoptee. 94- COMMON COUNCIL/CONSEIL COMMUNAL DECEMBER 1, 2008 /LE 1 E DECEMBRE 2008 Referring to a submitted presentation and report, the Commissioner of Finance updated Council with respect to The City of Saint John's 2009 operating budget and he also provided an overview of the general fund capital budget requests. 12.2 Attentes de la collectivite en 2009 et au -dela Proposition du maire suppleant Chase Appuyee par le conseiller Sullivan RESOLU que le conseil communal entende a la fois le commissaire aux finances et le directeur general. A ('issue du vote, la proposition est adoptee. Faisant reference a une presentation et a un rapport soumis, le commissaire aux finances informe le conseil sur le budget d'exploitation 2009 de The City of Saint John et it donne egalement un apergu des demandes relatives au budget d'immobilisations pour le fonds d'administration. 12.3 Format of Budget Presentation and Submissions to Council On motion of Deputy Mayor Chase Seconded by Councillor Farren RESOLVED that the report dated November 28, 2008 entitled Format of Budget Presentation and Submissions to Council be received for information. Question being taken, the motion was carried with Councillor Titus voting nay. 12.3 Format de presentation du budget et des soumissions au conseil Proposition du maire suppleant Chase Appuyee par le conseiller Farren RESOLU que le rapport date du 28 novembre 2008 relatif au format de presentation du budget et des soumissions au conseil soit accepte a titre informatif. A ('issue du vote, la proposition est adoptee. Le conseiller Titus vote contre la proposition. 12.4 Ward Meetings On motion of Deputy Mayor Chase Seconded by Councillor Court RESOLVED that the report dated December 1, 2008 entitled Ward meetings be received for information. Question being taken, the motion was carried. 12.4 Reunions de quartier Proposition du maire suppleant Chase Appuyee par le conseiller Court RESOLU que le rapport date du ter decembre 2008 relatif aux reunions de quartier soit accepte a titre informatif. A ('issue du vote, la proposition est adoptee. 94- COMMON COUNCIL/CONSEIL COMMUNAL DECEMBER 1, 2008 /1-E 1 E DECEMBRE 2008 13. Rapports deposes par les comites 13.1 Etablissement des buts et des objectifs prioritaires du Conseil consultatif des services des loisirs Proposition du conseiller Farren Appuyee par le conseiller McGuire RESOLU que le rapport du Conseil consultatif des services des loisirs date du 26 novembre 2008 relatif a 1'etablissement des buts et des objectifs prioritaires soit accepte a titre informatif. A ('issue du vote, la proposition est adoptee. 14. Consideration of Issues Separated from Consent Agenda 14.1 Cherry Brook Zoo Request to Present On motion of Councillor Sullivan Seconded by Councillor Farren RESOLVED that the Cherry Brook Zoo be scheduled to present before Common Council no later than December 22, 2008. Question being taken, the motion was carried. 14. Etude des sujets ecartes des questions soumises a I'approbation du conseil 14.1 Demande de presentation de la part du zoo Cherry Brook Proposition du conseiller Sullivan Appuyee par le conseiller Farren RESOLU qu'une presentation du zoo Cherry Brook devant le conseil communal soit prevue d'ici au 22 decembre 2008. A ('issue du vote, la proposition est adoptee. (Councillor Titus withdrew from the meeting) 15. General Correspondence 15.1 Letter from Frank Rogers re Public Enquiry of Pension Plan On motion of Deputy Mayor Chase Seconded by Councillor Sullivan RESOLVED the letter from Frank Rogers entitled Public Enquiry of Pension Plan be deferred to the next council meeting pending the submission of other legal opinions from the City Solicitor. Question being taken, the motion was carried. (Councillor Titus re- entered the meeting) (Le conseiller Titus quitte la reunion.) 15. Correspondance generale 15.1 Lettre reque de Frank Rodgers relative a 1'enquete publique sur le regime de retraite Proposition du maire suppleant Chase Appuyee par le conseiller Sullivan RESOLU que 1'examen de la lettre de Frank ra i h =nrii iAta ni ihlirii is -,i it la ranima A= ratrnita -,nit rannrrt4 i In nrr 94- COMMON COUNCIL /CONSEIL COMMUNAL DECEMBER 1, 2008 /LE 1 E DECEMBRE 2008 16. Adjournment The Mayor declared the meeting adjourned at 8:45 p.m. 16. Levee de la seance Le maire declare que la seance est levee a 20 h 45. Mayor /maire Common Clerk /greffier communal HOUSING ALTERNATIVES INC. 75 Adelaide Street, Saint John, N.B., E2K 1 W4 December 11, 2008 Ms. Elizabeth Gormley Common Clerk, City of Saint John, P. O. Box 1971, Saint John, NB E2L 4L1 Dear Ms. Gormley: Tel: (506) 632 -9393 • Fax: (506) 632 -1785 On behalf of the Board of Directors, of Housing Alternatives Inc., I am writing to request a time in February 2009, if possible, to present to the Mayor and Council during a public council meeting. Housing Alternatives Inc. is a non profit community based organization providing management and development services to approximately 400 non profit and co- operative housing units in the City of Saint John_ We would like to take this opportunity to update the Mayor and members of Council on our work to date and plans for the future. Thank you in advance for your consideration of this request. Should you require further information, etc., please do not hesitate to contact the undersigned. Yours truly, �/Z" 6ku Kit Hickey Executive Director 17 REPORT TO COMMON COUNCIL M & C — 2008 -358 December 12, 2008 His Worship Ivan Court and Members of Common Council Your Worship and Councillors: SUBJECT: Tender for Sand & Gravel- 2008- 561003T BACKGROUND: {:iry al Saini john Each year the City calls a tender for the establishment of a supply agreement for the provision of sand, gravel and aggregate. The purpose of this agreement is to provide the City with a constant supply of materials, which meets its specifications, at a fixed cost. Six companies submitted bids in response to this year's tender call. ANALYSIS: Staff from Municipal Operations and Materials Management has reviewed each of the tenders and have found them to be complete in every regard. As a condition of award, bidders are to provide the location of the pits to be employed to supply the products bid. A copy of these addresses is submitted to the Building and Technical Services Department for review and compliance with any City Bylaws pertaining to Pits and Quarries. Staff has been advised that all of the pits submitted by the bidders are in compliance with the bylaw. A summary of the bids is enclosed for Council's consideration. 18 PAGE TWO FINANCIAL CONSIDERATIONS: It is impossible to predict with any degree of accuracy, how much the City will spend annually to purchase the materials covered by this agreement. Based on a recent review of current usage records that reflect experience with all user departments, the City will spend approximately $225,000 to purchase sand, gravel, sod, top soil and aggregate materials on the current agreement. Council will note that for various reasons which include increased demand and declining availability, increasing labour, equipment and operating costs, by and large the majority of the items contained on the enclosed summary of bids have increased in cost over the previous agreement. Staff has undertaken an individual usage review of each of these items and has determined that should demand by City departments remain at the 2008 levels, the cost to the City for sand, gravel and aggregates will increase. The good news is that the majority of the higher priced items on the list are of little or low consumption values and for the most part any impact as a result of increased cost will be off -set by the items where there has been little or no increase indicated. The one exception to this is item 5A (3/4 Minus) Loaded on Trucks. This particular item is the largest single use item on the supply agreement and the lowest bid price is approximately 10% higher than last year's cost. It is therefore safe to say that in calendar year 2009, if the City consumes the same level of sand, gravel and aggregate as records indicate were assumed in 2008, the estimated cost of this supply agreement will be 8 to 10 percent higher than the $225,000 cost anticipated at year end 2008. This is a planned expenditure and as such funds are traditionally included in the affected budgets. RECOMMENDATION: It is recommended that the tender for the establishment of a supply agreement for the provision of sand, gravel and aggregate be awarded to the lowest bidder for each of the items tendered, as indicated on the enclosed summary. Respectfully submitted, C�J, L, David Logan, CPPB Purchasing Agent T. L. Totten, FCA City Manager 19 City of Saint John Tender Results 2008- 561003T Sand, Gravel & Aggregates, Topsoil, Sod and Landfill Cover Material PRICE PER METRIC TONNE ( *) Indicates Recommendation 20 Galbraith Gulf Maritime LaFarge Brookvill Item Type Conditions Construction Operators Sod Ltd. Ltd. Manufactui No. Ltd. PIT RUN GRAVEL LOADED AT PIT IA 561000065 EAST PIT RUN GRAVEL DELIVERED 1C 561000066 CITY CENTRAL 6.85 PIT RUN GRAVEL DELIVERED 1D 561000067 CITY EAST 6.85 PIT RUN GRAVEL DELIVERED lE 561000068 CITY WEST 6.85 CRUSHED GRAVEL LOADED AT PIT 2A 561000069 EAST CRUSHED GRAVEL LOADED AT PIT 2B 561000110 WEST *9.00 CRUSHED GRAVEL DELIVERED 2C 561000070 CITY CENTRAL 11.50 *7.95 CRUSHED GRAVEL DELIVERED 2D 561000071 CITY EAST 12.50 *6.95 CRUSHED GRAVEL DELIVERED 2E 561000072 CITY WEST 11.50 *6.95 SAND LOADED AT PIT 3A 561000076 EAST ( *) Indicates Recommendation 20 2008- 561003T Page 2 ( *) Indicates Recommendation 21 Galbraith Gulf Maritime LaFarge Brookvill Item TN"pe Conditions Construction Operators Sod Ltd. Ltd. Manufactui No. Ltd. SAND DELIVERED 3C 561000077 CITY CENTRAL *6.85 SAND DELIVERED 3D 561000078 CITY EAST 6.85 3E SAND DELIVERED 561000079 CITY WEST *6.85 4A 6MM (1/4) MINUS LOADED ON 561000093 TRUCKS *10.00 12.48 4B 6MM (1/4) MINUS DELIVERED 56100094 CITY CENTRAL *12.50 13.50 4C 6MM (1/4) MINUS DELIVERED 561000095 CITY EAST *13.00 13.50 4D 6 MM (1/4) MINUS DELIVERED 561000087 CITY WEST *12.00 13.50 5A 19 MM (3/4) MINUS LOADED ON 561000096 TRUCKS 8.50 *8.49 5B 19 MM (3/4) MINUS DELIVERED 561000080 CITY CENTRAL *11.00 12.00 5C 19MM (3/4) MINUS DELIVERED 561000082 CITY EAST *12.00 12.75 6A 13 MM (1/2 ") CLEAR LOADED ON 561000034 TRUCKS 9.00 *8.99 6B 13 MM (1/2 ") CLEAR DELIVERED 561000035 CITY CENTRAL *11.50 12.75 6C 13 MM (1/2 ") CLEAR DELIVERED 561000036 CITY EAST *12.50 13.25 6D 13 MM (1/2 ") CLEAR DELIVERED 561000040 CITY WEST *11.50 12.00 ( *) Indicates Recommendation 21 2008- 561003T Page 3 ( *) Indicates Recommendation 22 Galbraith Item TN"pe Conditions Gulf Maritime Construction LaFarge Brookvill Operators Sod Ltd. Ltd. Manufactui No. Ltd. 6E 19MM (3/4) CLEAR LOADED ON 561000098 TRUCKS *9.00 12.48 6F 19MM (3/4) CLEAR DELIVERED 561000099 CITY CENTRAL *11.50 12.75 6G 19MM (3/4) CLEAR DELIVERED 561000100 CITY EAST *12.50 13.25 6H 19MM (3/4) CLEAR DELIVERED 561000041 CITY WEST *11.50 11.75 6I 51MM (2 ") CLEAR LOADED ON 561000101 TRUCKS *9.00 12.48 6J 51MM (2 ") CLEAR DELIVERED 561000102 CITY CENTRAL *11.50 14.75 6K 51MM (2 ") CLEAR DELIVERED 561000124 CITY EAST *12.50 15.25 6L 51MM (2 ") CLEAR DELIVERED 561000089 CITY WEST *11.50 14.00 6M 38MM -19MM (1 '' /z "- LOADED ON 3/4 ") MIX CLEAR TRUCKS *9.00 12.48 561000083 6N 38MM -19MM (1 '' /z "- DELIVERED 3/4 ") MIX CLEAR CITY CENTRAL 561000084 *11.50 14.75 60 38MM -19MM (1 '' /z "- DELIVERED 3/4 ") MIX CLEAR CITY EAST 561000085 '12.50 15.25 6P 38MM -19MM (1 '' /z "- DELIVERED 3/4 ") MIX CLEAR CITY WEST 561000086 * 11.50 14.00 7A 9MM (3/8 ") LOADED ON 561000105 TRUCKS *9.00 7B 9MM (3/8 ") DELIVERED 561000106 CITY CENTRAL *11.50 ( *) Indicates Recommendation 22 2008- 561003T Page 4 ( *) Indicates Recommendation 23 Galbraith Item TN"pe Conditions Gulf Maritime Construction LaFarge Brookvill Operators Sod Ltd. Ltd. Manufactui No. Ltd. 7C 9MM (3/8 ") DELIVERED 561000107 CITY EAST *12.50 7D 9MM (3/8 ") DELIVERED 561000090 CITY WEST *11.50 7E 13MM (1/2 ") LOADED ON 561000108 TRUCKS *9.00 7F 13MM (1/2 ") DELIVERED 561000042 CITY CENTRAL *11.50 7G 13MM (1/2 ") DELIVERED 561000043 CITY EAST *12.50 7H 13MM (1/2 ") DELIVERED 561000044 CITY WEST *11.50 7I 19MM (3/4 ") LOADED ON 561000109 TRUCKS *9.00 U 19MM (3/4 ") DELIVERED 561000045 CITY CENTRAL *11.50 7K 19MM (3/4 ") DELIVERED 561000046 CITY EAST *12.50 7L 19MM (3/4 ") DELIVERED 561000047 CITY WEST *11.50 7M 51MM (2 ") LOADED ON 561000113 TRUCKS *8.50 7N 51MM (2 ") DELIVERED 561000048 CITY CENTRAL 11.00 *10.50 70 51MM (2 ") DELIVERED 561000049 CITY EAST 12.00 *10.50 7P 51MM (2 ") DELIVERED 561000050 CITY WEST 11.00 *10.00 7Q 38MM -19MM (1 -1/2 "- LOADED ON 3/4 ") 561000120 TRUCKS *9.00 7R 38MM -19MM (1 -1/2 "- DELIVERED 3/4 ") 561000051 CITY CENTRAL 11.50 *10.50 ( *) Indicates Recommendation 23 2008- 561003T Page 5 ( *) Indicates Recommendation 24 Galbraith Gulf Maritime LaFarge Brookvill Item TN"pe Conditions Construction Operators Sod Ltd. Ltd. Manufactuw No. Ltd. 7S 38MM -19MM (1 -1/2 "- DELIVERED 3/4 ") 561000052 CITY EAST 12.50 *10.50 7T 38MM -19MM (1 -1/2 "- DELIVERED 3/4 ") 561000092 CITY WEST 11.50 *10.00 8A TOPSOIL DELIVERED 561000062 CITY CENTRAL *11.45 /cu yd 813 TOPSOIL DELIVERED 561000064 CITY EAST *11.45 /cu.yd 8C TOPSOIL DELIVERED 561000063 CITY WEST *11.45 /cu. d 8D TOPSOIL LOADED ON 561000130 TRUCKS 9.45 /cu.N,-d 9 SOD 561000061 *1.85/s .m. 10A TOPDRESSING SAND DELIVERED 561000053 CITY EAST *16.00 17.65 1013 TOPDRESSING SAND DELIVERED 561000054 CITY CENTRAL *16.50 17.40 IOC TOPDRESSING SAND DELIVERED 561000135 CITY WEST 18.00 *17.15 11A PLAYGROUND /BEAC DELIVERED H SAND 561000055 CITY EAST 17.00 *16.50 1113 PLAYGROUND /BEAC DELIVERED H SAND 561000057 CITY CENTRAL 18.50 *16.25 11C PLAYGROUND /BEAC DELIVERED H SAND 561000059 CITY WEST 20.00 *16.00 12A INFIELD MIX DELIVERED 561000073 EAST 12B INFIELD MIX DELIVERED 561000074 CENTRAL 12C INFIELD MIX DELIVERED 561000075 WEST ( *) Indicates Recommendation 24 REPORT TO COMMON COUNCIL M & C — 2008 -376 12 December 2008 His Worship Ivan Court and Members of Common Council Your Worship and Councillors: SUBJECT: Mobile Generator with Trailer BACKGROUND: City of whit John Bids closed on Friday, December 5, 2008 for the supply of a pre -owned trailer mounted tow behind mobile generator for use by Saint John Water for infrastructure maintenance projects. Bids were solicited by means of an invited Bid Process rather than an advertised public tender as the cost of a used mobile generator and trailer could not be estimated as the cost would be dependent on the age and condition of the units being offered. ANALYSIS: Two suppliers of this type of equipment opted to respond to this request by submitting bids. Units offered are as follows: Hewitt Rentals 2007 Wacker G125 $43,646.00 United Rentals 2005 Multiquip DCA125USJC6 $46,218.75 Staff of Saint John Water and Materials Management have reviewed the specifications of the units being offered and have concluded they meet the required specifications and the needs of the City. 25 PAGE TWO FINANCIAL IMPLICATIONS: If awarded to the lowest bidder, the total cost of a pre -owed mobile generator with trailer will be $43,646.00 plus tax. This is a planned expenditure and as such hinds were included in the Saint John Water Operating Budget for 2008. RECOMMENDATION: It is recommended that the tender submitted by Hewitt Rentals Ltd., in the amount of $43,646.00.00 plus tax, for the supply of one only 2007 Wacker Model G125 trailer mounted tow behind mobile generator be accepted. Respectfully submitted, David J. Logan Purchasing Agent T.L. Totten, FCA City Manager 26 REPORT TO COMMON COUNCIL M & C — 2008 -377 12 December 2008 His Worship Ivan Court and Members of Common Council Your Worship and Councillors: SUBJECT: Award of Proposal for Video Monitoring System — Works Facilities BACKGROUND: As part of the Facilities Management Capital Budget Program for 2008, funds were allotted to equip the Works Depots East and North with video monitoring equipment. city of saint Iohn As such, a request for proposal was called for the design, supply and installation of a video camera system to monitor the activity at the entrance gates along with the yard and equipment stored on the premises. ANALYSIS: Five firms chose to respond by submitting offers Controls and Equipment Saint John, NB Netversity Solutions Newmarket, ON Quality Sound and Alarm Fredericton, NB Atlantic Alarm and Sound Dieppe, NB Chubb Security Systems Fredericton, NB A proposal evaluation committee, consisting of representatives from Materials and Fleet Management, Building and Technical Services, and Municipal Operations reviewed each submission against standard evaluation criteria including: ➢ Quality and Completeness of submission ➢ Demonstrated Experience in similar projects ➢ Expertise and qualifications of staff ➢ Methodology including equipment offered, installation, support and warranty Cost 27 PAGE TWO ANALYSIS CONT'D: Upon completion of the technical review, the evaluation committee chose to shortlist to two vendors and request an oral presentation to enhance the written proposal and gain a better understanding of the equipment and technology being offered by each vendor. The evaluation committee unanimously agreed the proposal from Atlantic Alarm & Sound was superior in services offered and demonstrated a greater ability and experience necessary to provide installation and support services for the project. FINANCIAL CONSIDERATIONS: In the course of evaluating the bids against the proposal call, it became apparent that the requested number of cameras was insufficient to provide the required monitoring requirements and staff felt it was necessary to revisit the specifications of the proposal and increase the number of cameras in each location by doubling the amount at the North Depot and increasing the amount by 20% at the East Depot. Increasing the number of cameras at specific locations will enhance the areas being monitored and offer better security of the premises and all the equipment stored on site. The revised and final total cost to design, supply and install a video monitoring system at both Works Depots East and North, if awarded as recommended will be $54,735.00 plus tax. This is a planned expenditure for which funds have been allocated in the Facilities Capital Budget. RECOMMENDATION: It is recommended that the proposal submitted by Atlantic Alarm and Sound for the design, supply and installation of a video monitoring system at Works Facilities East and North in the amount of $54,735.00 plus tax, be accepted. Respectfully submitted, David J. Logan Purchasing Agent T.L. Totten, FCA City Manager 28 REPORT TO COMMON COUNCIL M & C — 2008 -359 12 December, 2008 His Worship Ivan Court and Members of Common Council Your Worship and Councillors: SUBJECT: Tenders for Chemicals BACKGROUND: Ckv of -din jobil Tenders closed on November 5, 2008 for the establishment of annual supply contracts for the various chemicals employed by Saint John Water, in the treatment ofthe City's potable water supply. Included in these tenders are: 1) Chlorine Gas 2) Hydrofluosilicic Acid (H2SsiF6) 3) Sodium Hypochlorite ANALSYIS: A total of 5 companies responded to the different requirements of the tenders and summaries of the bids have been enclosed for your consideration. Staffs of Materials Management and Saint John Water have reviewed the tenders and have made the following determinations: Chlorine Gas Two companies chose to respond to this tender. Upon reviewing the tender submissions it was determined that the bid submitted by Brenntag Canada was non- compliant. The tender specification required pricing to be held firm for a period of one year; however Brenntag Canada chose to guarantee pricing until March 31, 2009 only. The submission from NF Eco -Tech Inc., which was the lowest bid received, was determined to be complete in all regards. 29 PAGE TWO ANALSYIS CONT "D: Hydrofluosilicic Acid Three bids were received for this tender. After reviewing the submissions staff were left with no alternative but to once again reject Brenntag's bid, as non - compliant. The bidder chose to submitted conditions with their bid that were contrary to the terms and conditions of the tender. The remaining two bids were found to be complete in every regard and as such are included on the enclosed summary of bids. Sodium Hypochlorite Four bids were received for this tender and once again staff has had to reject the Brenntag bid for the reasons stated above. Unfortunately another bidder, Alpha Chemicals has seen their bid rejected for the same reasons, ie being non - compliant with the terms and conditions and requirements of the tender. The two remaining bids from were found to be complete in all regards. For clarification purposes, two options for product concentrations were requested as a requirement of this tender; - up to 24 Tonne shipments of 15% product concentration and /or up to 30 Tonne shipments of 12% product concentration. Preference is given, should the cost support it, for smaller shipments of the higher concentrated product. The higher the concentration the less of the product that is need to accomplish the establish water quality requirements. When staff calculated the bids on the basis of a per shipment cost for each concentration, it was determined that the lowest bid was offered by NF Eco -Tech Inc. as indicated on the attached summary. FINANCIAL IMPLICATIONS: It is estimated, based on previous year's consumption and the unit prices bid, that the City will spend approximately $48,000.00 to purchase Sodium Hypochlorite, $100,000.00 to purchase Hydrofluosilicic acid and $306,000.00 for Chlorine gas. These are planned expenditures and as such funds are provided in the annual Operating Budget. PAGE THREE RECOMMENDATION: It is recommended that the tenders for the establishment of supply agreements for various chemicals used to treat the City's potable water supply be awarded to the lowest bidder in each case, as follows: Sodium Hypochlorite and Chlorine Gas to NF Eco -Tech Inc. and Hydrofluosilicic Acid to Alpha Chemical Ltd. Respectfully submitted, David Logan, CPPB Purchasing Agent T. L. Totten, FCA City Manager 31 City of Saint John Tender 2008 - 681001 T SODIUM HYPOCHLORITE Tender Opening: 2:30 P.M., Wednesday, NOVEMBER 05, 2008 2nd Floor Boardroom, 175 Rothesay Avenue Description Atlantic Chemical & Aquatics Inc. NF Eco -Tech Inc. 30 Tonne Shipment $ 0.383 /Kg = .0319 /kg /% NO BID at 12% purity $ 0.447/1- 24 Tonne Shipment NO BID $ 0.452 /Kg = .0301 /kg /% at 15% purity $ 0.527/1- *Indicates recommendation 32 City of Saint John Tender 2008- 681002T HYDROFLUOSILICIC ACID Tender Opening: 2:30 P.M., Wednesday, NOVEMBER 05, 2008 2nd Floor Boardroom, 175 Rothesay Avenue Description Min -Chem Canada Inc Alpha Chemical Ltd. Hydrofluosilicic Acid $ 1.20 /Kg $1.198/Kg `Indicates Recommendation 33 City of Saint John Tender 2008- 681003T CHLORINE GAS Tender Opening: 2:30 P.M., Wednesday, NOVEMBER 05, 2008 2nd Floor Boardroom, 175 Rothesay Avenue Description NF Eco -Tech Inc. 1A — 1501b cylinder $ 2.626 /Kg $ 178.57 /cyl 1 B — Deposit $ 225.00 2A — 20001b Containers * $ 1.57 /Kg $ 1, 424.30 /cyl 213 — Deposit $1,750.00 3 — Adaptors $ 45.00 4 — Washers Supplied 5 — Yoke $ 59.00 6 — Wrenches $ 38.00 *Indicates Recommendation 34 REPORT TO COMMON COUNCIL M &C 2008 - 365 December 11, 2008 His Worship Mayor Ivan Court & Members of Common Council Your Worship and Members of Council, SUBJECT: Contract No. 2008 -18: Asphalt Resurfacing 2008 PURPOSE 717' The Cite of Saint John The purpose of this report is to update Council on the status of the 2008 Asphalt Resurfacing Contract and the additional cost incurred. BACKGROUND The 2008 General Fund Operating Budget for Municipal Operations & Engineering and the General Fund Transportation Capital Program include a provision for the resurfacing of a number of streets in the City. This is an annual program to upgrade and maintain deteriorating street surfaces under the maintenance and capital resurfacing programs. This contract includes all work associated with the resurfacing of a total of 15 streets or segments of streets. This work consists generally of the supply of all necessary labour, materials and equipment for the placement of approximately 9,612 tonnes of mix type "D" asphalt concrete and 68,007 m2 of asphalt cold milling, along with the adjusting and rebuilding of existing catch basins and manholes. On June 9, 2008 (M &C 2008 -140) Common Council awarded Contract 2008 -18: Asphalt Resurfacing 2008 to Classic Construction at their tendered price of $1,752,744.41. 35 M &C 2008 -365 December 11, 2008 Page 2 ANALYSIS All of the work under Contract 2008 -18 has been completed. The final quantities and summary of change orders for the project have not been finalized, however the process is nearing completion and the majority of the quantities and change orders have been agreed upon between the City and the Contractor. The additional costs on the project have been compiled into five categories as follows: 1. The adjustment of the unit price of asphalt — In accordance with $150,000.00 The City of Saint John General Specifications (Article 27.6.02), the contract unit price of asphalt has been adjusted to take into account fluctuations in the price of asphalt binder between the time of tender closing in May and when the asphalt was placed. There was a significant increase in the price of asphalt binder in the summer months of 2008. 2. Change Order associated with installation of a new gate valve $4,858.44 chamber to replace a partially collapsed chamber which had not been exposed until after the cold milling of Rothesay Avenue. 3. Change Orders associated with the adjustment of existing $4,751.65 Enbridge gas valves on Rothesay Avenue. 4. Change Order associated with the regrading of the Expanded $7,508.50 Foam Asphalt on Golden Grove Road to correct a drainage issue. 5. Variation in quantities — The contractor was directed to pave an $175,897.00 area where the City's new salt storage facility is being constructed on Bay Street. This work has an estimated value of $30,000.00. The actual tonnage required to resurface Rothesay Avenue exceeded the estimated tonnage of 2050 t by 200 t, this represents an additional cost of $21,000. Other variations in quantities were associated with the adjustment and rebuilding of manholes and catch basins at various locations. Total Change Orders and Variation in Quantities: $343,015.59 Minus: Contingency Allowance: - $75,000.00 Net Additional Cost: 268.015.59 COST SUMMARY Original Contract Value: Minus: Contingency Allowance: Value of Original Estimated Work: Summary of Change Orders: Variation in Quantities: Estimated Final Contract Value: W $1,752,744.41 - $75,000.00 $1,677,744.41 +$167,118.59 +$175,897.00 $ 2,020,760.00 M &C 2008 -365 December 11, 2008 Page 3 Contract 2008 -18 includes work that is charged against various budgets. The total approved budget for the project is $1,369,480.00. As indicated in M &C 2008 -140 (June 9, 2008) there was an expected shortfall in the General Fund Operating budget of $271,372.43 of which $258,976.27 was the cost for resurfacing Rothesay Avenue, which is presently under litigation between the City of Saint John and various parties. The actual final cost for Rothesay Avenue is $393,443.40. The estimated final contract cost based on additional quantities and change orders to date is $2,020,760.00. The difference between the final contract value and the original tendered price is $268,015.59 ($2,020,760.00 - $1,752,744.41). The anticipated final net cost of the project after considering the City's eligible HST rebate is $1,872,482.32 — a negative variance of $523,869.32 in the General Fund Operating Budget and a positive variance of $20,867.00 in the General Fund Capital Budget. The additional $30,000.00 for work on the salt storage facility will be funded from the 2008 General Fund Capital Program. The Province will be invoiced in the amount of $52,000.00 for resurfacing on the Courtney Bay Causeway, Main Street Viaduct on ramp, and the Haymarket Square off ramp. This funding, when recovered, will go against the shortfall in the General Fund Operating Budget. Other maintenance contracts managed under the overall Roadway Maintenance Budget envelope have seen a positive variance of $83,000.00. This amount will be used as a partial offset for the above budget variance. RECOMMENDATION It is recommended that Common Council receive and file this report. tted, J. M. Paul Groody, P. Eng. Commissioner, Municipal Operations & Engineering Terrence L. Totten, F.C.A. City Manager 37 1-"�"FPORT TO COMMON COUNCIL M & C — 2008 December 10, 2008 His Worship Mayor Ivan Court And Members of Common Council: SUBJECT: Exit from Harbour Station Parking Lot BACKGROUND: As part of the development of the skateboard park under the Main Street over pass, Harbour Station had to relinquish a portion of their parking lot. This parking lot had an exit which allowed for vehicles to access Smythe Street and avoid the congestion at the signalized exit, thus providing quicker clearing of the parking lot after a major event. The construction of the skate board park removed this exit and it was agreed by the City that this exit would be replaced in conjunction with the construction of the skateboard park. ANA1.VCiC- The skateboard park projected was completed in October of 2008. The exit part of the project was not completed because of the requirement to have rezoning to allow the additional exit and the difficulty obtaining a contractor to do the work. The City received this rezoning and hired Terrain Engineering to design and get quotes from contractors to complete the exit. The low bid for the project was QM Construction who will construct the exit for $30,837.00 + HST. Due to weather and availability of materials, part of the project will be completed this year and the remainder in the spring. QM has agreed to hold the price. Staff had to proceed with the work due to weather constraints and the availability of asphalt. FINANCIAL: The construction of the exit will cost $30,837.00 + HST to complete. Part of the work that will be completed this year is $11,500 + HST to open the exit and provide temporary paving. The project will be completed in spring. Funding was not budgeted for this project but there are sufficient funds in the approved 2008 Capital Program to cover these costs. RECOMMENDATION: 79P. , t.c 0tv of saint }ohn It is recommended that:. 1. Council approved the expenditure of $30,837.00 + HST from the 2008 Leisure Services capital budget to construct the exit from the Harbour Station parking lot and that; 2. QM Construction Ohired to complete this work for $30,837.00 + HST. Respectfully submitted, City Manager REPORT TO COMMON COUNCIL M & C — 2008 -375 City of whit john 12 December 2008 His Worship Ivan Court and Members of Common Council Your Worship and Councillors: SUBJECT: Proposal for OMA Services BACKGROUND: A Request for Proposal for the engagement of the above named professional services was called at the request of the Human Resources Department, acting on behalf of the Return to Work Committee created to address wellness issues as they relate to Local 18 Outside Workers. Wellness was the underlying theme of negotiations, between the City of Saint John and the Local, that lead to the creation of the 2007 Working Agreement between the parties. There are several articles in the agreement that deal directly with the issue of sick leave and how best to address concerns raised through the introduction of innovative initiatives. In addition to these there is a "Letter of Agreement" between the parties which forms a part of the working agreement and specifically address "Workplace Quality and Wellness ". Within that letter of agreement there are specific sections which address the Return to Work Program, the creation and role of the Return to Work Committee (RTW) and the Return to Work Teams and the engagement and role of an Occupational Medical Advisor (OMA). ANALYSIS: Two firms who are engaged in the provision of the types of services required opted to respond to the City's proposal call by submitting bids. These were; Maxner Disability Management Group Life Mark Occupational Services Saint John, N.B. Halifax, N. S. 40 -2- ANALYSIS....Cont'd; Criteria for the evaluation of each bidders performance were established with input from both vendors and the Human Resources Case Manager. It is important that the committee members not only evaluate each bidder on the basis of their prospective of the services required and delivered, but also in realistic terms based on each bidder's expertise and experience. The criteria employed were as follows; •Case Management which included aspects of barrier identification, plans to address the barriers identified, the degree of success experienced with the implementation of the plan and finally the identification of service delivery standards and success. •Team Building — there were a number of aspects to this criteria including the vendors ability to build strong relationships with the RTW Committee members, the employees involved and their own internal team of professional resources. As well, the bidders ability to communicate, beyond just the monthly reports, was also a consideration. •Administration in the form of organization and structure were of concern in this criteria. Security and confidentiality, processes and procedures, documentation and finally reporting structure and frequency. • Metrics or Return on Investment was deemed from the outset, to be a key factor in evaluating not only the bidder but the validity of the RTW program itself. • Value Added Considerations - while not a lot of points are assigned to this element of the evaluation, value is given to vendors who presented an additional opportunity, over and above what was requested in the proposal call, to enhance or improve on the services available. On November 6, 2008 the Return to Work Committee, acting in their capacity as evaluators of the 2 participants involved in the OMA Evaluation Process, met with each bidder individually to hear presentations. After the oral presentations, each member of the team completed the evaluation forms provided and ranked each bidder in accordance with the scores assigned. The underlying object of this exercise was to obtain at best a consensus, and at the very least, a majority of votes in favour of one or the other of the 2 participants. At the end of the exercise a poling of the participants showed 2 votes in favour of Life Mark and 4 votes in favour of Maxner. -3- 41 FINANCIAL IMPLICATIONS: The nature of this service does not lend itself to a predetermined assessment of cost. While each bidder submitted a quote for various aspects of the services they provide, the level of services required is determined on a case by case basis. The objective is to return employees back to full duties in a safe and expeditious fashion; therefore any intervention by the OMA will result in a savings to the employer compared to lost time due to illness or injury. RECOMMENDATION: It is recommended that the proposal call for the engagement of Professional Occupational Medical Advisory Services to assist the Return to Work Committee for Local 18 Outside Workers be awarded to Maxner Disability Management Group for a period of 2 years commencing on May 1, 2008 and further that the Mayor and Common Clerk be authorized to sign the necessary contract documents. Respectfully submitted, David J. Logan Purchasing Agent T.L. Totten, FCA City Manager 42 i f� l le 22 octobre 2008 . ID" & Of, nI �0 �-" La NW Centre Samuel -de- Champlain 67 chemin stagged Point Saint -lean, N. -B. E2K 5C3 T6I.: (506) 658 -4610 Courriel : BiblioLC@gnb.ca Association Regionale de la Communaute francophone de Saint -Jean inc. A'S Michel Cote Directeur general Objet : Budget 2009 -2010 Monsieur, Vous trouverez ci -joint notre demande de budget de fonctionnement pour 1'annee 2009 -2010 qui s'eleve a $17 802,00. On y trouve les depenses regulieres telles que les fournitures de bureau, les photocopies et le telephone ainsi que les depenses pour les programmes telles que les visites d'auteurs, le club de lecture d'ete, Hackmatack, la programmation durant le Festival de la Baie Frangaise, le perfectionnement professionnel et les cotisations pour les membres de la commission ainsi que la publicite. Nous y avons inclus des couts pour peinturer certaines sections de la bibliotheque. En equipement, noun avons inclus des etageres et des separateurs afin de permettre de rajouter des sections dans la bibliotheque pour accommoder les nouveaux livres qui s'ajoutent. Nous avons aussi inclus des tables et des chaises pour accommoder la population grandissante et remplacer les chaises qui ne peuvent titre reparees. La section informatique est aussi incluse car it y a de 1'equipement informatique qui doit titre change et les ordinateurs pour le public devraient commencer a titre renouvele avant qu'ils soient tous desuets. En renouvelant deux ordinateurs d'acces pour le public par annee 1'equipement devrait etre a jour. Nous avons aussi inclus 1'achat d'un photocopieur numeriseur afin que des photocopies peuvent etre faites pour nos clients meme quand it y a seulement un employe. Si vous avez besoin de plus amples informations, n'hesitez pas a nous contacter. Esperant une reponse favorable a notre demande budgetaire, je vous remercie de I'attention que vous porterez a ce dossier. C� I 1,04r Lynn e Presidente Commission de ]a Bibliotheque Le Cormoran LB: mm C. C. Michel Wilson, Tresorier, Commission de la Bibliotheque Le Cormoran Nicole Sluyter, directrice des finances, Association Regionale de la Communaute francophone de Saint -Jean inc. 43 Centre Samuel -de- Champlain chemin Ragged Point S aint-Jean, N. -B. i E2K 5C3 10 Cou rriel : BiblioL C @ gnb.ca Budget de fonctionnement 2009 -2010 Association R6gionale de la Communaut6 francophone de Saint -Jean inc. Budget Administration Fournitures de bureau et imprimerie $ 1 200.00 Telephone 600.00 Photocopies 200.00 $2000.00 Programmes Animation jeunes et adultes Club de lecture d'etf§ 300.00 Visites d'auteurs 500.00 Autres programmes 800.00 1 600.00 Perfection nem ent professionnel et cotisations (pour les membres de la commission) 300.00 Publicite 1000.00 Informatique Frais annuels d'entretien de Juniper 70.00 Logiciel anti -virus pour les ordinateurs du personnel et du bureau de prat 32.00 2 Ordinateurs + 2 6crans + logiciels (ordinateurs pour le public) 1 900.00 2002,00 Equipement Photocopieur 1 Numeriseur 1 000.00 E=tageres et separateurs 4000.00 Chaises (40) (tout approximatif) 2800.00 Tables (3) (tout approximatif) 600.00 Autres Peinture (approximatif) 2500-00 Total S 17 802.00 44 L SA Association Regionale de la Communaute francophone de Saint -Jean inc. � � s >. a, rte 45 0I SAI\I'- ,NF",r\ Saint John, le I I decembre 2008 Conseil Communal 15 Marquet Square C.P.1971 Saint John (NB) E2L 4L I Association c�giolllale do La Communaute' francophone de Stint jewi inc. Suet: Ameliorations a titre apport6es au terrain de soccer du Centre SaInue 1-de-Champ lain en vue des Jeux de I'Acadie Mesdames, Messieurs, L'ARCf de Saint -Jean est tres heureuse d'avoir l'opportunite d'organiser la finale des Jeux de I'Acadie en 2010 en collaboration avec la ville de Saint John. Nous avons deja plus de cinquante bendvoles qui ont commence a travailler a ('organisation de ces jeux depuis Pannonce qui a ete faite a Bathurst le 1 er novembre dernier. Un des points qui a fait en sorte que la ville de Saint John a ete preferee au regroupement des communautes de ]a p6ninsule acadienne pour la tenu de ces jeux est la qualite des infrastructures et des sites de competition. En effet nous sommes chanceux d'avoir ces installations de qualite. Le seul site qui demanderait quelques renovations pour etre a la hauteur du niveau de qualite que Saint John offrira aux athletes lors de la tenu des jeux est le terrain de soccer du Centre Communautaire Samuel -de- Champlain. Voici quelques ameliorations qui devront y &re apportdes. La surface de jeux nest pas assez large ce qui fait en sorte que Tune des lignes de touche du cote de I'eglise est daps une pente. 11 faut donc surelever le terrain d'un c6te pour permettre d'avoir une ligne de touche au meme niveau que le terrain. Egalement derriere une des lignes de but it faut surelever le terrain la ou it y a le drain, car c'est tres dangereux pour les athletes qui utilisent le terrain. On devra egalement poser de la pelouse dans la surface de reparation des gardiens de but. En resume, c'est ce qui est inclus dans la soumission de 48 375,00 $ plus taxes * 5110,00$ plus taxes (qui est dans une souunission a part) pour I'entretien lors de fete 2009. Pour completer le tout, nous aurons aussi besoin d'estrades ainsi que des abris pour les joueurs. Nous n'avons pas encore requ la soumission a cet effet mais nous estimons que nous aurons besoin d'un montant additionnel d'environ 10 000 $ pour cela. 46 Centre scolaire- communaulaire Samitel- de- Champlain 11 faut absolument faire ces travaux a fete 2009, car les jeux auront lieu en juin 2010. Cet investissement necessaire de 63 485,00$ plus taxes serait extremement benefique pour les citoyens de la ville de Saint John qui utilisent ce terrain sur une base reguliere. Tous les autres sites de competition qui seront utilises pour les jeux sont de tres haute qualite alors it faudrait s'assurer que le centre Samuel -de- Champlain, qui sera le point central des jeux, soit a la hauteur et du meme niveau de qualite que les autres sites qui seront utilises par plus de 1 220 athletes lors de cet evenement d'envergure. Vous remerciant a I'avance de I'attention que vous porterez a 1a presente, je vous prie d'agreer, Mesdames Messieurs, 1'expression de nos sentiments les meilleurs. jl� Michel Cote, Directeur general 47 Frapasal fireenway p IBC. - 251 Cranston Ave, Saint John, NB EX 3N3 (5064648-0418 • Fax (506) 634 -3019 HOME PHONE DATE c 1<-_ o PROPOSAL SUBMITTED T W RK PHONE -AX ,r Ta - - STREET CELL PHONE GEO. LOCATIO CITY, PROVINCE AND POSTAL CODE JOB LOCATION SERVICE(S) REQ STED P ow < -e c .' / S'o l 3 k l e A Za o Mr %1rupnsr hereby to furnish material and labour - complete in accordance with above specification, for the sum of: dollars ($ j Payment to be made as follows: All material is guaranteed to be as specified. All work to be completed in a workmanlike manner according to standard Authorized practices. Any alteration or deviation from obove specifications involving extra costs will be executed only upon written Signature orders, and wJl become an extra charge over and above the estimate. All agreements contingent upon strikes, accidents or delays beyond our control. Owner to carry fire, windstorm and other necessary insurance. Our workers are fully covered NOTE: This proposal may be withdrawn t...a._r.._- '- r--- --- -` -- I- - °- - - -- 1...... :1..,.�..,.,.....�.,,J...:d.:.. A-- Arup ince D rapasal - The above prices, specifications and conditions are satisfactory and are here by accepted. You are authorized to do the work as specified. Signature Payment will be made as outlined above Date of acceptance Signature "MATERIAL AND WORKMANSHIP IS WMRANTED FOR A PERIOD OF ONE YEAR" Proposal fireenway 251 Cranston Ave, Saint John, NB EX 3N3 (506) 64B-941 8 • Fax (506) 634-3019 HOME PHONE DATE a PROPOSAL SUBMITTED TO WORK PHONE FAX STREET CELL PHONE GEO. LOCATION CITY, PROVINCE AND POSTAL CODE JOB LOCATION SERVICE(S) REQUESTED e- `.'t 44 0 4 �� Q �.� r d . S r -.- l" T Az> { / e ire �,;ropsse hereby to furnish material and labour - complete in accordance with above specification, for the sum of: dollars {$ j Payment to be made as follows: All material is guaranteed to be cis specified. All work to be completed in o workmanlike manner according to standard Authorized practices. Any alteration or deviation from above specifications involving extra cosh will be executed only upon written Signature orders, and will become an extra charge over and above the estimate. All agreements confingent upon strikes, accidents or delays beyond our control. Owner to carry fire, windstorm and other necessary insurance. Our workers are fully covered NOTE: This proposal may be withdrawn AmptancE of proposaf - The above prices, specifications and conditions are satisfactory and are hereby accepted. You are authorized to do the work as specified. Signature Payment will be made as outlined above. Date of acceptance Signature "MATERIAL AND WORKMANSHIP IS WARRANTED FOR A PERIOD OF ONE YEAR" Frapasal fireenuray m - e 251 Cranston Ave, Saint John, NB EX 3N3 (506) 48 -0418 • Fax (506) 634 -3019 HOME PHONE DATE PROPOSAL SUBMITTED TO f 41 WORK PHONE FAX STREET CELL PHONE GEO. LOCATION CITY, PROVINCE AND POSTAL CODE JOB LOCATION SERVICEJS) REQUESTED We 41ropnsc hereby to furnish material and labour - complete in accordance with above specification, for the sum of: dollars ($ } Payment to be made as follows: All material is guaranteed to 6e as specified. Al work to 6e completed in a workmanlike manner according to standard Authorized practices. Any alteration or deviation kom above specifications involving extra costs will be executed only upon written Signature orders, and will become an extra charge over and above the estimate. All agreements contingent upon strikes, accidents or delays beyond our control. Owner to carry fire, windstorm and other necessary insurance. Our workers are fully covered NOTE: This proposal may 6e withdrawn rreptuncc of Praposal - The above prices, specifications and conditions are satisfactory and are here y accepted. You are authorized to do the work as specified. Signature Payment will be made as outlined above. Date of acceptance Signature "MATERIAL AND WORKMANSHIP IS WARRANTED FOR A PERIOD OF ONE YEAR" Blue Imp bleachers are constructed with a heavy angle iron frame to eliminate side sway. Available with silver anodized aluminum planks for maintenance- free comfort or with pressure- treated pine planks. 3 -Tier Bleacher • 3.7m (12') wide, approx. capacity 27 • comes complete with frames, hardware, seats Ft footboards Aluminum Seats ft Footboards RC -332AL Wood Seats & Footboards RC -332 Frames ft Hardware Only RC -3326 5-Tier Ble • 3.7m (12') wide, approx. capacity 45 • Comes complete with frames, hardware, rails, seats Ft footboards Aluminum Seats ft Footboards RC -330AL Wood Seats & Footboards RC -330 Frames, Hardware ft Rails Only RC -330A Frames 6t Hardware Only RC -330B -ate 75_0 eGCll' - -' Players Bench _..himifi 090 12' Aluminum clw 3 less T' k . 16' Aluminum clw 4 legs Nay • t. n 96 Visit www.blueimp.,M 51 iI W PK -12 (shown) PK -16 Centre Samuel -de- Champlain y��rQ 67 chemin Ragged Point Saint-Jean, N. -B. E2K 5C3 1 Tel.: (506 ) 658 -4610 Courriel : Bibliol-C agnb.ca La Bibliotheque Le Cormoran a ete etabli en 1985 et est situee dans le Centre scolaire - communautaire Samuel -de- Champlain oO elle dessert la communaute francophone, francophile et anglophone de Saint John. C'est une bibliotheque publique - scolaire, done elle dessert la population scolaire ainsi que le public en general. La Bibliotheque Le Cormoran joue un role primordial dans la communaute en donnant aux francophones de Saint -Jean, qui vivent en milieu minoritaire, I'acces a une variete de documents dans leur langue. La bibliotheque a la plus grosse collection en frangais du Sud du Nouveau - Brunswick. Elle dessert aussi la communaute en leur offrant divers programmes tels que Bebe a la bibliotheque, le temps du conte, les visites d'auteurs, le Club de livre adulte et le Club de lecture d'ete ( jeunes, adolescents et adultes). La bibliotheque dessert la communaute en offrant, par 1'entremise de depot aux autres bibliotheques de la ville, des documents en frangais dans ces bibliotheques. La bibliotheque et son personnel servent aussi de ressources pour les programmes et les services de reference en frangais dans ces. bibliotheques. La Bibliotheque Le Cormoran fait partie du reseau des bibliotheques publiques du Nouveau - Brunswick (region de Fundy). Elle est presentement ouverte 50 heures par semaine et compte deux employees a temps plein, 1 employee a temps partiel et des benevoles. La bibliotheque est ouverte selon I'horaire suivant (automne- hiver- printemps) : lundi, mercredi, jeudi, vendredi 8h30 a 17h30; mardi 8h30 a 20h30 et le dimanche 10h45 a 12h45. La collection de la bibliotheque est composee d'une variete de documents: livres pour jeunes, adolescents et adultes (incluant des romans, des livres d'information et de reference), revues, DVD, disques compacts, livres -CD, livres a gros caracteres, journaux ainsi que I'acces a des ressources electroniques. II y a 30366 documents dans la collection presentement. La bibliotheque offre les services et les programmes suivants : • Prets de documents • Prets entre bibliotheques (acces a presque tout les livres de toutes les bibliotheques du Nouveau - Brunswick) • Reference et aide a la recherche • Huit ordinateurs avec acces a I'Internet • Salle d'animation • Divers programmes • Visites guidees 52 Centre Samuel -de- Champlain f ��IV y N�JQr 67 chemin Ragged Point HIV y NUJ V i Saint-Jean, N. -B. E2K 5C3 TAI.: (506 ) 658 -4610 VV�t14H V,14,i Courriel . BiblioLC @gnb.ca Les services de bibliotheque a la Bibliotheque Le Cormoran sont offerts grace a un partenariat entre le Service des bibliotheques publiques du Nouveau - Brunswick, le district scolaire 01 et I'Association Regionale de la Communaute francophone (ARCO. Chaque partenaire a des responsabilitees envers la bibliotheque. Voici les principales responsabilitees de chaque partenaire : Ministere de I'Education • '/2 salaire des employes a temps plein + 100% du salaire de 1'employe a temps partiel • Budget alloue pour i'achat de documents • Rayons de bibliotheques Services des bibliotheques publiques du Nouveau - Brunswick • % salaire des employes a temps plein • Budget alloue pour I'achat de documents • Gestion des employes • Cataloguage et traitement des documents • Acces a ('Internet pour le personnel et le public Association Regionale de la Communaute francophone de Saint -Jean (ARCO • Budget de fonctionnement de la bibliotheque (incluant des fournitures de bureau) • Couts d'exploitation lies aux installations et de leur entretien • Budget pour les programmes • Remplacement et entretien du mobiller et de I'equipement 53 AR ;I)p Saint John, le 1 I decembre 2008 Conseil Communal 15 Marquet Square C. P. 1971 Saint John (NB) E2L 4L I Association R' �gionale de iii Connml_in=6 fi- mcophone de Saint-Jean inc. Sy 1et : Demande d'aide financier, agur la Bib_lioth6que Le Cormoran Mesdames, Messieurs, Corm-ne vous avez pu le constater lors de is prdsentation de la bibliotheque Le Cormoran, PARCf de Saint -Jean joue un role similaire a celui de la ville de Saint John avec ses trois autres bibliotheques publiques (Market Square, Landcaster mall, et Westmorland). Pourtant, I'ARCf de Saint -Jean est un organisrne a but non lucratif qui est tres lirnitd au niveau de ses moyens financiers. Ceci fait en sorte que I'ARCf ne peut remplir entierement ses responsabilites comme la ville de Saint John peut le faire avec ses autres bibliotheques. Apres avoir defraye les touts d'opdration de la bibliotheque, I'ARCf ne peut investir davantage au niveau du mobilier, ordinateurs et autres. Comme vous pouvez le voir dans la demande de budget de ]a Bibliotheque Le Cormoran envers I'ARCf, ]a Somme demandee s'eleve a plus de 17 000 $. De cette demande budgetaire pas plus de 2 000 $ sont alloues a la bibliotheque. Ceci fait en sorte que cette derniere ne peut se permettre d'acheter du nouveau mobilier ou de rafraichir son part informatique. 11 y a done un manque de 15 000,00 $ a chaque annee. Dans le but d'ameliorer la situation financiere de la bibliotheque Le Cormoran afin qu'elle puisse ainsi offrir aux citoyens de Saint John un meilleur service (tout comme les trois autres bibliotheques de Saint John) nous demandons a la ville de contribuer le manque a gagner de 15 000,00 $ et ce, sur une base annuelle. Nous sommes convaincus que les citoyens de Saint John bendficieront enormement de ce nouveau partenariat qui pourrait exister entre la ville de Saint John, I'ARCf et la bibliotheque Le Cormoran. En esperant une rdponse positive face a cette demande, Je vous prie d'agrder, Mesdames, Messieurs, nos sentiments les meilleurs. Michel Cote, Directeur general 54 Centre scvlaire- cammunautaire Samuel -de- Champlain d SAINT .IOH 55 CAZA ACCCRED SSP REQUIREME DEFICIT FUNDIN AUDITOR'S STAT 56 PART OF THE SOLUTION TOURISM EDUCATIONAL INFRASTRUCTURE QUALITY OFLIFE 57 l 0 r D ENHANCED PROPERTY VALUES RECREATION AND LEISURE 11 0 , 41 , O YOU KNOW? • • • How MANY PEOPLE OF ALL AGES CAME TO THE ZOO IN HOW DOES THIS COMPARE TO OTHER FACILITIES? WHO IS SAYING THE ZOO IS A TOP ATTRACTION? 58 ■� l ,4 C A 1 r sae x ST I P A n 1 e: S ?9 The Wsattractions are indeed too numerous to!ist, However, the main attractions include; Revs r5ng Falls, Sa nt John City lMlarkie , Rockwood Park, Loyalist House, Irving Nature parkand the Cherry Brook Zoo. Comm unities of sculptors. oainters. actors. craftsoemle. musicians. etc. cal l 5a . -onn home O D tripadvisor 90 rhr 1Tuth, Wen go: Over 15 mftw1 trawOu reviews & opiaims ni habe _ "Ca1lor15 & more St3rsh saran w Wiv Brims,,. saer:.'e' 't =rgr SamtJOhn Orerwe w an Cherry Brook Zoo Inc. ADd TO MY FAAR w'dR E A AEVIRV 5A' $2inl John Motels to Sarni JWm TripAdvi5or Treiveler Rating: TripAdvi5ar Popularity Index: Saint John Deals r•r mttra.ncns m. Sam; 0tr *Silo.• "_1 5John rte• 0111 sir John flerore Y911,b • • + • Sava Revlaw Fiddlchaarli Dun g6 10 Q0 Ch—Ty 11,99k 194 Reataliraft Dec 11, aocrn romirf 1h1 r,- w hr9l,10 IAep !Ay hU50oim .rig' I t...,.F. .ii: igCS 3 4irid 6, for t d.v,w dtil Tf3RMFPhdoe 'he zoo. Yi ', b't _ , tc , ,;v ray ; r. ne p a,t ndu&i-i T,a,e�4r',ydeGS r. -.ir5t h'c1:0,1 oaf F'uutri +�Gr,.i i...,.,, I oi.!tl. 1'I i,.- ... .C,;,.IP .. .,c'..il . I'd-,..0 r.... AMUSEMENT 7CDAY A Nome I Westem Reg::9n I Ontario Rc Von I O -j 6be C Reg:pn P Eftstert Rpgton 1 9.11 m Qmksl En Pranr,.all calladlt rl zoo Opens 111 Ui -00tf The popular Chem° Brook Zoo, located in Saint John. Brunswick, recendv introduced a rim t$ -hole mini -golf course Dubbed Titer Cla%V5 i imiasurecoff;thecour s e was bualt to offer anoahtr outdoor. health,; =use. 59 lescripum. The Wpaths an,—,, ,', a' ar. 4gtri to y9^�}�r} p he lure �, i14 t9:rE; , :a" p%eFrVe of lak:sr V'lJ d r�ckY hill s :'? S c15;, s: imm ' bald bmhes, itnic areas, a campv Look the , men vaoa see r POPt Cana hate Afr-i o Zorn SAINT JOIN 16 .� h r +4wr&v Sewch co Arts & Cultur. Business & Relocation Community & Nature Guest Attractions Health & Education Municipalities Sports & L @inure 4, —I LIFE ON YOUR TERMS HOME I GUEST ATTRACTIONS I THINGS TO SEE & DO B,rd Watchinc Jet Boat Tours Cherry Brook Zoo St_ Martins Caves Fundy Trail Parkmayr The Reversing Halls Harbour Passage Top 10 Attractions Historic Walking Trails Whale Watching Hopewell Rocks Maps & 5&sclulles Frec Stuff s_i;'F,:' TcJk To Us S Tops 10 Attractions The market, the zoo. the histoF . the colours. the architecture! lVOW! SLICh a problem might be deciding what to do first! Here are some of the MLISt se John: 0 Saint John Top 10 Attractions r w , A-1 m� Source: Tourism Saint John website CHERRY BROOK ZOO & VANISHES KINGDOM PARK It's monkey business as usu; the first accredited zoo in .Atla is a specialist zoo with over 3 endangered animals, from Zc Wildebeest. See magnificent including Siberian Tigers, Jac Several primates also call Cr including the highly endanger It's the deepest, darkest jungl you're invited. Over 100 exotic and endangered animals, including tigers and monkeys, facilities. Accredited by the Canadian Association of Zoos and Aquarium 61 Source: Tour • WHEN PEOPLE THINK OF LIVING III A COMMUNITY TH1 CLEAN WATER, GOOD ROADS, QUALITY EDUCATION A HEALTH FACILITIES, BUT THEY EXPECT MORE. Christmas in July Mardi Gras Zoo Camp Kids Huge Crowd • TO ATTRACT PEOPLE TO OUR COMMUNITY "MORE" W" Cherry Brook Zoo Provides A Unique Saint John Learning More than 175,000 people have learned about species extinction by touring Cherry Brook Zoo's Vanished Kingdom Park, the only learning park of its kind in North America Pre- requisite work experience for' course admission Co -op Ed placements for science /environmental students Work experience for aboriginal yc sacred aboriginal ground Zoo Camp ... where child's first li conservation is fun! Field trips for over 40 schools ar from around NB and New Englar 63 DID YOU KNOW THAT BROOK ZOO IS CONSII MUSEUM AND IS A MEMF NB AND CANADIAN F ASSOCIATION! BALANCING SAINT JOHN'S ENERGY HUB IMAGE WITH CONSI THINKING GLOBALLY AND ACTING LOCALLY l 64 p Golden Lion Tamarin A Siberian Tiger A Snow Leopard April the Goeldii and Mum — rarer than a Rembrandt and one of the zoos International SSP Programs low, _ '� r J �, vim`~ ,•�. �_ e _ - "_�: �, + pd;.. R.0 93 1A �. �, -..g .a •,< SfAR � �FIr3F10{y_YI, � y t €w Tim UNITE #STATES �srr.s.. C H IMA :ME.> CI. 1,401p, Rh.iIYLY to r c' k r . I N I V I - _ t w fiw l .AUSTW •• I 9 S'Oi1" , "e u k n .� � ... .. All rL ✓C 1'i C3 65 Flame About WAD Events Diary Get Involved Ambassadors Teachers' Pages KidsZone Pledge Board Participants Web Support Media Coverage Celebrity Support Events Report 2006 - USA & Canada 297 dt '21"A33 1 2007 1:'006 1 2005 1 2004 1 2003 1 20C? Location. CANADA - Saint Jahn, New Brunswick Event: Callahan's Fundraiser Hosted by: Cherry Brook Zoo & Callahan's Pula -he `undraiser at Callahan's PJb, _ Prircess Street, was a delicious success. Custome's were serVed up steaming bowls of cus +,cer and chilli prepared by Callahan's owner, Heathe, _ampbell. There was also the opportunity for ;cn -- early Chris-mas shcpping through purchases of unique items from the Zoo's gifts: -,op. The :ctal raised by thus e-•. ent, the second Zoo Fund raiser staged by Callahan's, was almost $70.G0. LX- i244l- 1lir:r_1il ['21.7.14- 111 .1 14Xj' Z11 1:141LII _IJiff41& - 1111s_l:r_MP-A Location: CANADA - Saint 7ohn, Nevj Brunswick Event: Police & Media Appru�ciation Days Hosted by: Cherry Brook Zoo _» the Zac s . +ay of saying thanks for all their efforts to see Apm returnee h ^ncntr;s a o, members of the Pc':�ee =crcE: arc. IoCal media; together With members of their immediate fan7111es., •,vere given Free adn- :s.sicn to the Zoo on rv;- tctier ,th and 5th. Their visit included miniatu-e ae:f at the Tiger Claws n" .^.i a:If course. The team with the lowest average score was the Sairr, 7r•hn Police Department ,:bleb Will have their name engraved on an annual Vl:„ rld nirnal � av Challenge trophy that will be i :er-t ?- the Zoo. A draw Was held to determine which ui5 - ra meet -ber of the Police or ',Ied a .v ,,i;i -e •.r. -y year's Family hic:mbershf-. T`e .v.nne wi-,, 111', Hebe , of the Police epar`ment. Location: CANADA - Saint John, New Brunswick Event: Photo Contest Hosted by: Cherry Brook Zoo A World Animal Clay photo contest was held at Cherry Brook Zoo. The best still photo of a Cherry C>rook Zoo animal or scene taken had to be taken on World .animal [My, October 4, 2008. There was a separate category for photos taken by children 12 and under. First Prize - One Year Family Nlembership Pass to the Zoo; Runner - Up Prize - Zoo gift shop item; Child category prize - Zoo gift shop item. Image_ 4Winnrrog photo taken by Roger Castonguay. •- ➢FAMILY ORIENTED ➢CROSS GENERATIONAL ➢HIGH INTEREST WALKING TRAILS ➢UNIQUE WAY TO GET KIDS TO EXERCISE ➢ADULTS OUTNUMBER CHILDREN AT 2 TO I IN VISITATION ➢VOLUNTEERS DEDICATE LEISURE TIME AT THE ZOO : OVER 8000' VOLUNTEER HOURS IN 2008 ➢RECREATION COMBINED WITH EDUCATION ➢ZOO SPECIAL EVENTS DRAW OUR COMMUNITIES TOGETHER ... AND DRAW VISITORS TO OUR CITY 67 1 __ CONTINUE NON -P OPERATION OF C1 FREE FACILITY WC RS (NOT IN< Budget impact of 5000 volunteer hours DOLLA DOLLA. Budget impact of in -kind and reduced goods ENHANCE CITY'S THROUGH CAPITA] Vast majority of the 24 accredited Zoo's in EXPAND ZOO Canada rely on government support ENHANCE CITY E: PLANNED WEB CA The challenge of fundraising for operations beyond our current level MAINTAIN ACCESS THROUGH FFORD) There are no more economies that we exact RATES . TO COVER COST OF RUNNING THE ZOO IN ALL OPERATIONA $1282.90 FOR 1371 WE WILL COVER THE OTHER 2Z8 Compare this to Moncton Zoo's city- funded budget of $1.,,', City support means we can then find capital partners for growth & expansion 09e :,CA av\ We] Cherry Brook Zoo will commit to financial recognition of the supr provided by City of Saint John tax dollars through the following: FREE GROUP ADMISSIONS TO THE ZOO FOR ALL CITY OF SAINT JOHN'S LEISURE SERVICES CHILDREN'S SUMMER PROGRAMS. $50.00 CREDIT FOR SAINT JOHN RESIDENTS TO BE APPLIED TO THE ANNUAL FAMILY MEMBERSHIP FEE OF $150.00 THEREBY REDUCING THEIR COST TO $ 100.00. $25.00 CREDIT FOR SAINT JOHN RESIDENTS TO BE APPLIED TO THE JUNIOR Zoo KEEPER CAMP FEE OF $150.000 THEREBY REDUCING THEIR COST TO $125.00. THE ZOO NAME WOULD BE KNOWN AS SAINT JOHN CHERRY BROOK ZOO 70 /1 � I a For up to 500 disadvantaged famil Saint John who could not oth( to encourage healthy, outdo 71 REPORT TO COMMON COUNCIL i'+1.,i1 M & C —2008-3154 The City of Saint John December 5, 2008 His Worship Mayor Ivan Court and Members of Common Council Your Worship and Members of Common Council: SUBJECT: Integrated Community Sustainability Plan BACKGROUND The City of Saint John is taking a leadership role in sustainability through Vision 2015, a shared plan for continuous improvement to make Saint John a national leader as a sustainable community. Beginning with a long -term vision and goals developed and owned by the community, Vision 2015 is a multi -year program designed to translate vision into action while providing balance amongst community needs as we move to a sustainable future. The project is using 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. On June 23, 2008, Saint John Common Council approved a planning framework for translating vision into action (Figure 1). The project charter, Translating Vision into Action: Defining the Planning Framework is guiding the actions of the Vision 2015 initiative. Significant progress has been made including: ► Development of Saint John Sustainability Principles to guide balanced decision making for environmental, economic, social, cultural, and infrastructure needs, ► Creation of a Community Vision Statement and Goals resulting from over fifteen thousand ideas on the future of Saint John gathered during a successful public engagement process, 72 ► Development of an Integrated Community Sustainability Plan (ICSP) which will provide a whole systems approach to policy formulated to achieve the communities sustainability objectives, ► Establishment of priorities to be addressed by Saint John Common Council for the 2008 -2012 term in office, ► A process for updating the Municipal Plan, describing the hierarchy of strategic policy plans to advance sustainable growth in the community and recommended steps to move forward in the adoption of a new Municipal Plan, F Development of a Corporate Strategic Plan for the organization is nearing completion and will be presented to Common Council early in 2009, and ■ Progress on Service Delivery Plans includes the completion of public service profiles and a Performance Management project is currently underway to implement an accountability framework for the organization. ectations ies Strategic Policy Plans • - • - Standing Policy Committees • — — — 4 Years 4 Years I I I L— — — — — — — — — — — — — — — — — — — — — — — Figure 1: Translating Vision into Action from City of Saint John Project Charter - Translating Vision Into Action: Defining the Planning Framework 73 INTEGRATED COMMUNITY SUSTAINABILITY PLAN At a meeting of Common Council, held on March 3 & 4, 2008, it was resolved that the contract for consulting services to assist in the development of an Integrated Community Sustainability Plan (ICSP) be awarded to Dillon Consulting Limited. The ICSP is a long -term plan, developed in partnership with community members, which provides direction for Saint John to realize the sustainability objectives it has for the environmental, cultural, social and economic needs. It is a key policy document related to the process of translating the Community's Vision into action. Although the City played a lead role in the development of the ICSP, it is a community document. The recommendations in the plan are directly linked to the community developed and owned vision for the future of Saint John. The plan includes actions that will require broad -based community cooperation and those that can be implemented by individual community members. This plan identifies six primary community projects that will have the greatest impact for Saint John to achieve its vision of leading the nation as a sustainable community. The primary projects were determined by how directly they linked to the sustainability principles and twenty -year community goals. A brief description of the projects follows. Priority Neighbourhood Capacity Building The Neighbourhood Capacity Building Program, a recommendation of the Benefits Blueprint, has the potential to decrease poverty in our community. It would begin in priority neighbourhoods by initiating a wide variety of projects including community safety, skills upgrading, literacy, poverty reduction and civic engagement. District Wealth Creation Strategy (DWCS), commissioned by Uptown Saint John, was completed in April 2008. The purpose of the strategy was to establish a coherent vision for the uptown peninsula to enhance its cultural vibrancy, grow its creative and cultural economy and provide strong cultural and entertainment experiences. The DWCS identified a list of potential projects that would assist in accomplishing these goals. 74 Workforce Expansion The workforce expansion strategy is a recommendation of the Benefits Blueprint initiative. This strategy has a number of components including programs that when implemented will encourage greater attraction, repatriation and retention of workers. In addition, the strategy will focus on increasing workforce participation. Marsh Creek Restoration Initiative The Marsh Creek Restoration Initiative (MCRI), developed by Atlantic Coastal Action Program (ACAP) Saint John, is a project that will combine many elements of sustainability, with the ultimate goal of transforming a degraded ecosystem into an example of a fully functional and integrated urban watercourse'. The MCRI also represents an opportunity for a new model of cooperation between all levels of government, the community and private sector by providing a coordinated approach to environmental compensation projects. Safe, Clean Drinking Water Safe, clean drinking water is a basic human need that is fundamental to nearly everything we do. Safe, clean drinking water has been recognized as a priority for our community. The City of Saint John has developed a plan that will see the water system undergo a complete overhaul into one that safely and successfully balances the needs of people, industry and the natural environment. Municipal Plan Review The existing City of Saint John Municipal Plan is outdated. A revised Municipal Plan will guide the provision of adequate land, services and infrastructure to allow appropriate development and economic growth, in the context of sustainability. A copy of the ICSP is attached for your reference. ALIGNMENT TO COUNCIL PRIORITIES The six primary projects, identified as part of the ICSP, are community wide in scope and have the potential to provide significant benefits across social, cultural, environmental, economic, infrastructure and governance sustainability themes. 1 Atlantic Coastal Action Program. (2008). Saint John Vision — Marsh Creek Restoration Initiative 75 As noted in Figure 2, the priorities identified by Common Council are aligned with five of the community projects identified in the ICSP. The Workforce Expansion Project is the sixth project. It is the primary economic community initiative and is the focus of Enterprise Saint John, the City's economic development agency. Figure 2: ICSP Primary Project alignment to Connnon Council Priorities ICSP SUPPORTS ACCESS TO FUNDING FROM OTHER SOURCES The CANADA — NEW BRUNSWICK AGREEMENT ON THE TRANSFER OF FEDERAL GAS TAX REVENUES UNDER THE NEW DEAL FOR CITIES AND COMMUNITIES 2005 — 2015, is based on a long -term vision of sustainability. In the transfer arrangement, the Province of New Brunswick agreed to the development of Integrated Community Sustainability Plans for New Brunswick communities. As noted in SCHEDULE C of the agreements, incorporated areas are required to develop an Integrated Community Sustainability Plan, either by themselves or in partnership. An approved Integrated Community Sustainability Plan is an advantage to the City of Saint John when applying for funding from the Federation of Canadian Municipalities (FCM). The FCM Green Municipal Fund provides grants and low interest loans to support municipal governments in developing sustainable communities. One of the prerequisites for grants related to feasibility studies and field tests pertaining to brownfields, energy, transportation, waste, and water is a sustainable community plan. In addition, a common requirement for capital projects is a link to a sustainable community plan. Capital projects supported by a municipal sustainability plan that demonstrates the necessity or importance of the project may be considered to be exceptional, and may be eligible to receive funding for up to eighty percent of the applicable project costs. This is to a maximum loan of two million dollars and /or a four hundred thousand dollar grant. It should also be noted that some applications for federal funding are inquiring as to whether the community has an ICSP. A recent application to the Build Canada Fund for financial support to prepare an action plan for safe, clean, drinking water is an example. While an ICSP may not be a prerequisite for funding in this instance, the question is an indication of the importance of sustainability plans. FINANCIAL IMPLICATIONS An application for FCM funding was submitted to the FCM Green Municipal Fund to finance fifty percent of the eligible development costs of the ICSP. The City of Saint John was pleased to receive notification that our sustainability plan meets the objectives of the FCM and we have been approved for a grant in an amount of up to $63,950 to support the development of the ICSP. We have been advised that the draft agreement, containing the terms and conditions for the grant, will be forwarded to the City in January. ICSP NEXT STEPS As previously noted, the ICSP is a key policy document related to the process of translating the community's vision into action. The City of Saint John will continue its leadership role in sustainability through a number of tangible steps identified in the Integrated Community Sustainability Plan. Specifically, the City of Saint John will continue to establish ICSP partnerships to implement the plan and work with community partners to research plan indicators and targets, and to measure and monitor ICSP progress. A significant next step in moving to a sustainable community will be the project to update the Municipal Plan. The Municipal Plan is a key provincially legislated document that will incorporate the community vision, goals, and sustainability principles into policies and strategies to assist in implementing many of the actions identified in the ICSP. 77 RECOMMENDATION The following recommendations are proposed. That Saint John Common Council approve the Integrated Community Sustainability Plan as detailed in the attached report dated November 2008. That Saint John Common Council recognizes the commitment and effort of the community stakeholders in developing the Integrated Community Sustainability Plan. Respectfully submitted, Kimberley Graham Manager, Programs & Priorities Terry L. Totten F.C.A. City Manager Cc I 6t UILLON 79 CONSULTING 4y� NTEGR Cc I 6t UILLON 79 CONSULTING ACKNOWLEDGEMENTS In 2007, countless community members contributed their thoughts, ideas and dreams about their vision �or the �ufure o�our city. A group o�dedicafed community stakeholders then devoted many days articulating that 4ormafion info a Community Vision Statement and supporting series o� 20 -Year Community Goals. Together with a set o� Susfainabilify Principles developed by the volunteers o�fhe Saint John Environment Committee, the Vision and Goals outline what we — the community — want our Saint John fo be in the �ufure. Knowing what and where we want fo be was the first step; the next was figuring out how fo get there. O�6e hundreds o�acfions or steps that we could fake forward, how do we decide what ones we should fake and what should come 6rsV The Integrated Community Susfainabilify Plan is the answer fo that question. If highlights six 'Primary Projects' that — o�fhe hundreds o� possible projects that could be pursued — will do the mostfo mobilize our community towards our vision �or the future and susfainabilify. The list o� possible projects was based on the �oundafion o� ideas from a number o� sources but primarily on input gathered from the public during development o� the Community Vision and Goals and extensive input from a large group o�sfakeholders that were involved throughout the development o�6is document. O�6e many actions and projects suggested by the community and stakeholders, each was evaluated fo determine how directly if would link fo each Susfainabilify Principle and 20- Year Community Goal. The Primary Projects are those projects that 'floated fo the fop' as a result o�fhis evaluation. In other words, these projects are the ones with the most linkages fo where our community wants fo be in the future. This document is the culmination o� widespread input from the community and stakeholders on what they envision for the future o�our community and what steps are needed fo fake us there. In acknowledgement o�6e work done fo -date and still fo come: A sincere and hea4elf thanks fo all those members o�6e public who shared their hopes and dreams �or the future o�Sainf )ohn, fo those stakeholders who devoted countless hours in shaping this plan o�acfion fo translate those hopes and dreams info reality and fo all o�you who will continue fo work together fo implement this plan. LQ 01 c y vjioi/i,stat- Out- 5'71& john, Canada /s first city, leas s the nation as an example oca sustainable community. Out-5,7i &,lohn was born oCthe water. Like the tic es we live by, we are responsive to the constant changes in our environment, economy anc society. Ouf-5'71&'1Ohn is a liveable city cCsignec cor people where everyone can Ceel at home. We are c iverse in cultures, rich in arts, cull oc exciting entertainment anc recreational activities. Out - 5'71 t John provic es Cc ucationa l excellence anc lice- long - learning opportunities to help people reach their Cull potential. Our c}ynamic economy is built on creativity, innovation and entrepreneurial spirit. Out- 5'71& John is a population oC problem solvers where each in�ivi�ual and organization has a vital role to play. it is a place where leas ership is bases} on transparency, integrity and trust. Out- 5'71& John is a place where we overcome our challenges anc live our creams. This is our Saint )ohn. Tke futu.r6 is wot sovv,etkivuq we ewter. Tile fature GS Sowethl.kiGJ We Create TABLE OF CONTENTS A.0 TOWARDSA SUSTAINABLE SAINTJOHN —SHAPING THE VISION 5 A.1 Introduction 5 A.2 What is Integrated Community Sustainability Planning? 6 A.3 Background 7 B.0 DEVELOPMENT & ORGANIZATION 8 B.1 How was the ICSP Developed? 8 B.2 How is the ICSP Organized? 11 C.0 PRIMARYPROJECTS —FOR THE COMMUNITY 13 C.1 Priority Neighbourhood Capacity Building 13 C.2 District Wealth Creation Strategy 14 C.3 Workforce Expansion 15 C.4 Marsh Creek Restoration Initiative 16 C.5 Safe, Clean Drinking Water 17 C.6 Municipal Plan Review 18 D.0 PRIMAR Y PROJECTS — FOR YOU 20 E.0 CONTEXT FOR ACTION 21 E.1 Social 21 E.2 Culture 23 E.3 Economic 24 E.4 Environment 25 E.5 Infrastructure 26 E.6 Governance 27 F.0 MOVING FORWARD 29 F.1 Establishing Partnerships 29 F.2 Indicators & Targets 29 F.3 Implementation & Monitoring 30 F.4 Conclusion 31 APPENDIX A - GLOSSARY APPENDIX B - ICSP STAKEHOLDER COMMITTEE APPENDIX C - SUSTAINABILITY PRINCIPLES APPENDIX D - ACTION EVALUATION APPENDIX E - INDICATOR - PROJECT DIAGRAMS 82 Leonard I. Sweet, Author /Futurist T egr; I Pd CormNeily SusWinabift Plan A.0 TOWARDS A SUSTAINABLE SAINT JOHN — SHAPING THE VISION A.1 Introduction Our community has a vision for the future; we know what type of community we want our children and grandchildren to grow up in. However, although we know where we want to be, our community today is constantly changing — and the path to reaching that future is not always clearly defined. The challenge we face, regardless of whether our community is experiencing a period of growth or decline, is how do we find the right balance in today's decisions and actions that will help us reach our desired future for tomorrow? How do we balance economic benefits and risks with potential impacts to our environment or to our society and culture? How do we strive to protect the natural environment without limiting our economic development potential? Cities are fundamental for achieving economic opportunities, social interaction and cultural enrichment. However, conventional communities continue to deplete our economic, environmental, social and cultural resources without replenishing them at an adequate rate. In response to these concerns, sustainabiiity has become the new priority for communities around the world. In the broadest terms, sustainability has been defined as "meeting the needs of the present generation without compromising the ability of future generations to meet their needs"'. There are a number of differences between a sustainable community and a traditional community. Three primary characteristics of a sustainable community are: I. A sustainable community recognizes the importance of long range planning and in doing so has a vision and goals that describe the future. This forward - looking perspective allows the community to determine what needs to be done today to reach tomorrow. II. A sustainable community uses a whole systems approach to provide for balanced priorities because it is understood that environmental, economic, social and cultural needs are interrelated. III. In a sustainable community, community groups, institutions, businesses, volunteer agencies, governments and individuals must work together to set goals, form plans and implement solutions. Being sustainable is about more than protecting the environment — it also means increasing financial efficiency, building social and cultural capacity and being more effective over the long term. Today, the needs of a community can no longer be considered as disconnected pieces; addressing issues in isolation will not result in a sustainable community. While economic demands are a driving force and are often a significant and immediate need, they must be balanced with the critical and long term significance of social, cultural and environmental concerns. A balanced or sustainable approach to decision making accounts for all resources — economic, environmental, social and cultural — by recognizing the full costs of decisions in a way that supports financial, environmental and community well -being over the long term. 1 UN World Commission on Environment and Development. (1987). Our Common Future — Srundt/andReport Dillon Consulting Limited December 2008 83 Page 5 T egrabed CormNeily SusWinabift Plan As the level of government closest to the people, municipal governments play a vital role in educating, mobilizing and responding to the public to promote sustainability. The City of Saint John, like all municipalities, has a lead role to play in coordinating and orchestrating the delivery of a sustainable community by bringing together the key players including the public, all levels of government, private sector, community -based organizations (CBOs) and other key stakeholders, to set goals, form plans and implement solutions; and through ensuring that municipal decisions and services are directly aligned with the vision of the community. However, sustainability is not just a government or community responsibility — it is also an individual responsibility. Each of us has the ability to take actions that will contribute to — or detract from — the sustainability of our community and ultimately achieving our vision for the future. A.2 What is Integrated Community Sustainability Planning? Integrated Community Sustainability (ICS) Planning is an opportunity. It is an opportunity for our community to look long -term at what type of community we want and then take proactive steps to get there. It is an opportunity to engage citizens in a dialogue about what they value. It is an opportunity to provide an outlet for the wisdom and experience of community members to discover innovative solutions that address today's economic, environmental, social and cultural opportunities and challenges; and in doing so, leave a positive legacy for the future generations of our community. The Integrated Community Sustainability Plan (ICSP) is a long -term plan, developed in consultation with community members, which provides direction for the community to realize the sustainability objectives it has for the environmental, cultural, social and economic dimensions of its identity. Sustainability deals with complex issues. The development of the ICSP is grounded in the concept of backcasting - an effective method that can be used to begin addressing those issues and is central to the successful development and implementation of an ICSP. Backcasting involves starting from a description of a successful outcome (the vision) and then linking today's actions and investments with that outcome in a strategic way. In other words, where are we today and where do we want to be? What shall we do today to get from here to there? The ICSP is a tool that can be used to ensure that the actions we take today are directly aligned with — and moving us towards — our community's vision for the future. It is about being proactive by consciously making decisions today that will move us to where we want to be, rather than reacting to problems or challenges as they arise. The ICSP is not a legislated document, rather it provides a guide to what is currently being done in our community and provides direction for what more needs to be done in order for the community's vision to be achieved. Although the City has played a lead role in coordinating development of the ICSP, it is a community document. All recommendations in the ICSP are directly linked to the community- developed and owned vision for the future of Saint John and include both actions that will require broad -based community cooperation and those that can be implemented by any individual community member2. Z A glossary and list of acronyms can be found in Appendix A. Dillon Consulting Limited December 2008 84 Page 6 T egrabed CormNeily SusWinabift Plan A.3 Background Vision 2015 The City began taking on a leadership role in sustainability with the launch of Vision 2015 — a shared plan for continuous improvement to make Saint John a national leader as a sustainable community. Beginning with a long -term vision and goals developed and owned by the community, Vision 2015 is a multi -year program designed to translate vision into action while providing balance amongst community needs as we move to a sustainable future for Saint John. The project is using 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. The framework of this project began with the creation of a set of Sustainability Principles, followed by a long -term vision and goals developed by the community (described below). The second step in this framework is development of the ICSP which outlines steps to translate the community's vision and goals into actions. Following development of the ICSP, the City and other community partners will plan, align and deliver their services based on these strategic outcomes. As a part of that process, the City will be developing a Corporate Strategic Plan in which actions for corporate sustainability will be identified. Sustainability Principles, Vision & 20 —Year Community Goals As mentioned above, the first step on the path towards a sustainable Saint John was the development of a set of Sustainability Principles — a set of statements on how a sustainable community would function (these can be found in detail in Appendix Q. The City of Saint John Environment Committee reviewed and adapted the Melbourne Principles for Sustainable Cities to make them applicable to the City of Saint 3ohn3 and presented these to Council in June 2007. The Sustainability Principles guided the development of the community Vision and 20 -Year Goals and will play an important role in implementing the ICSP; they will continue to act as our guardrails' on the road towards sustainability. Following development of the Sustainability Principles, a Citizens Advisory Group (CAG) was established to lead the development of a long term vision and community goals for Saint John, which would become a starting point and guiding framework to help lead towards sustainability. This team of highly engaged community members researched, planned and carried out extensive consultation with a broad cross section of the community over the course of 11 months. The CAG developed the long -term Vision and 20 -Year Community Goals for Saint John with feedback from approximately 4.2% of the community (cumulatively contributing well over 15,000 ideas) on the future of Saint John and additional input from stakeholders. The Vision is a shared description that provides purpose, direction and inspiration for what we want Saint John to be in the future. The 20 -Year Community Goals are organized within five elements of sustainability: social, economic, environment, infrastructure and governance (the Vision Statement can be found at the beginning of this document; the 20 -Year Community Goals are included in Section E.0). For the purposes of the ICSP, the Goals under the social theme have been divided between social and culture — a sixth sustainability element. This change reflects input from stakeholders involved in the ICSP process. 3 ICLEI Oceania (2008). Me /bourne Principles for Sustainab le Cities Retrieved from: htti)://www.iclei.orci/index.i)hi)?id=4490 Dillon Consulting Limited December 2008 85 Page 7 T egr; I Pd CormNeily Susainabift Plan B.0 DEVELOPMENT & ORGANIZATION B.1 How was the ICSP Developed? The ICSP was developed using backcasting, an approach that begins with identifying a successful outcome and then linking today's actions with that outcome in a strategic way. In other words, where do we want to be (the community Vision and 20 -Year Goals), where are we today and what shall we do today to get us from here to there? The ICSP was developed under the guidance of two stakeholder committees who were involved throughout the process (a completed listing of stakeholder committee members is included in Appendix B). The Internal Stakeholder Committee included representatives from City departments, agencies, boards and commissions. The External Stakeholder Committee included key stakeholders representing a broad range of interests from the community. Committee members met throughout the process, shared knowledge on current conditions and thoughts for moving forward, assisted in identifying actions, possible indicators and targets, and reviewed the draft ICSP. Development of the ICSP is the result of a combination of inputs (see Figure 1): Vision 2015 Public Consultation Input An extensive amount of raw data was collected throughout the course of the public input stages of Vision 2015. As a part of this process, the public was asked for their input on: what they value about Saint John; what is it like to live here; what changes would they most like to see in the community; what are their hopes and dreams for Saint John in 100 years; and what could they do to make these hopes and dreams happen? Approximately 4.2% of the community responded with a total of over 15,000 ideas. Ideas and themes emerging from this data were reviewed as a part of the ICSP process. II. Review of Other Information Sources A significant amount of research and consultation has been undertaken in the community. Documents such as the Vital Signs° reports and the Benefits Blueprint initiative identify a number of issues and opportunities faced by our community. Additional non - municipal information sources that were reviewed include: A Portrait of Homelessness in Saint John by the Saint John Human Development Council, Community Voices, Perspectives and Priorities by the Saint John Human Development Council, and the True Growth Initiative. III. Municipal Strategic Document Review Existing municipal (departments, agencies, boards and commissions) strategic documents were reviewed against the Community Vision and 20 -Year Goals to gain an understanding of how the Vision and Goals are being supported by these documents. This review identified which of the City's strategic documents include relevant policies that will help achieve the Vision and Goals and also identified additional opportunities to further align City strategies with the Goals of the community. Dillon Consulting Limited December 2008 86 Page 8 T egr; I Pd CormNeily Slietainabift Plan Community Vision, 20 -Year Community Goals, Sustainability Principles Project ICSP I. Vision 2015 11. Review of 111. Municipal Public Consultation Other Input Sources Document Review U) v CD 0 CL V. Stakeholder Workshops m 0 Actions & Indicators C7 LEGEND 3 Community Input CD VI. Matrix Analysis -Process CD - Deliverable D Projects, Primary Tomorrow, Indicators Implement & Monitof Figure 1. Development of the ICSP IV. Staff Interviews A number of interviews were carried out with City staff (from departments, agencies, boards and commissions) to discuss current conditions, issues and opportunities. V. Stakeholder Workshops A 2 -day Stakeholder Workshop was held on June 4t" and 5t", 2008. Over 50 key stakeholders — including Stakeholder Committee Members, members of Council and additional key stakeholders — met to learn, share and explore ideas about where the community is today and what more needs to be done to achieve the Vision and Goals of the community. Over the course of two days, workshop participants came up with over 75 objectives and 200 ideas for actions that could be taken to move us towards achievement of the Vision and Goals. Participants prioritized their ideas, suggesting what objectives and actions should be a priority today. Dillon Consulting Limited December 2008 87 Page 9 T egrabed CormNeily Sufinabift Plan A second stakeholder workshop was held on September 4, 2008. Nearly 30 stakeholders met to further prioritize actions and to discuss appropriate indicators and potential targets for the ICSP. Participants prioritized actions and identified indicators and targets for each sustainability theme: social, culture, economic, environmental, infrastructure and governance. Actions and indicators from both stakeholder meetings as well as the other input sources were further evaluated using a matrix analysis described below. VI. Matrix Analysis — Indicators & Actions Indicators Evaluation — A matrix analysis was used to evaluate the appropriateness of suggested indicators in order to confirm that they were in fact relevant to the desired future of the community; there is little point in measuring an indicator that isn't directly tied to where our community wants to be in the future. To that end, each indicator — either identified by stakeholders or selected from other sources — was evaluated using a matrix which ranked each indicator based on the directness of its link to the 20 -Year Community Goals. Actions Evaluation — An initial long list of potential actions resulted from the inputs described above. This list of over 200 actions was refined and consolidated into a list of 75 actions. With the mindset that "if everything is a priority then nothing is a priority" a matrix analysis was carried out to evaluate each action based on two criteria: (1) how directly it linked with the 20 -Year Goals of the community and (2) how directly it linked with the Sustainability Principles. Each action received a final ranking, based on the total score from each criterion. Overall, the actions with the highest scores were those with the most direct links to a variety of the Goals and Sustainability Principles. Those actions — one within each sustainability theme — have been identified in this document as Primary Projects and should be an immediate focus for implementation (see Sections C.0 and D.0 for an overview of these projects and Section F.O for a discussion on implementation). The remaining projects, although not highlighted as Primary Project here, are nonetheless valid ideas for moving forward and should not be discarded. Rather these should be thought of as actions for tomorrow — placed in an 'action bank' where they can be implemented by interested parties and /or considered for implementation at some point in the future (see Figure 2 for an illustration of the action matrix evaluation and Appendix D for a complete listing of evaluated actions). The relationship between potential indicators and projects with direct links was illustrated through a series of diagrams that have been included in Appendix E. Not only do these diagrams illustrate how each indicator is directly linked to one or more projects, but they also illustrate how the Primary Projects are directly linked to a number of indicators across all sustainability themes. Dillon Consulting Limited December 2008 88 Page 10 T egr; I Pd CormNeily SusWinabift Plan Vision 2015 Public Consultation Input Review of Other Information Sources Municipal Strategic Document Review Municipal Staff Interviews Stakeholder Meetings & Workshops • 4. POSSIBLE PROJECTS 0 • ACTION BANK (actions for tomorrow) PRIMARY PROJECTS (actions for today) Figure 2. Diagram of Action Matrix Analysis B.2 How is the ICSP Organized? Primary Projects For the Community & For You Primary Projects are those actions that have the most direct links to the 20 -Year Community Goals and Sustainability Principles. If successfully implemented, each of these projects has the potential to provide benefits across a wide range of our sustainability themes. If as a community we invest our time and effort into these Primary Projects we will move our community substantially closer to our vision for the future. Although many of these projects are community -wide in scale, there are also a number of actions that can be implemented by any individual in our community. To that end, this section has been broken down into Primary Projects that have a community -wide scope and those that can be implemented by individuals. Dillon Consulting Limited December 2008 89 Page 11 T egrabed CormNeily Susainabift Plan Context for Action This section describes the context in which the Primary Projects were selected and will be implemented: I. Description of Success — Our 20 -Year Community Goals The 20 -Year Community goals identified by the CAG during the visioning process outline what success will look like when the Vision of the community is achieved. II. Indicators This section provides an outline of potential indicators that have been identified within each sustainability theme. An indicator is a statistic or measurement that can be evaluated over time against benchmarks, targets or a vision for the future. Indicators are an important tool that can help show how Saint John is progressing towards sustainability. Indicators can help in seeing the 'big picture' — whether we are moving forwards or backwards, getting worse, getting better or staying the same (see Sections F.2 and F.3 for further discussion on implementation and monitoring of the plan). For clarity, sections of the ICSP have been colour -coded based on sustainability theme: ECONOMIC ENVIRONMENT INFRASTRUCTURE Potential indicators for the ICSP were identified in I GOVERNANCE ' consultation with Stakeholder Committee members and evaluated to determine the link between each indicator and the various community goals. These indicators come from a variety of sources: the Vital Signs° reports (e.g. poverty rate, literacy rate, median family income); Statistics Canada (e.g. participation rate, labour force size) and the City of Saint John (e.g. transit ridership, number of cultural events, water consumption). III. Actions Underway It is important to recognize that we are not starting from ground zero; our community is already on the road towards sustainability. In many cases, actions are already underway — whether by the municipality, private sector or by CBOs — that are contributing to the sustainability of our community. This section highlights some examples of what is currently being done to support achievement of Community Goals. This information was identified through the various inputs into the ICSP process. Dillon Consulting Limited December 2008 90 Page 12 T egrabed CormNeily Sufinabift Plan C.0 PRIMARY PROJECTS — FOR THE COMMUNITY Primary Projects with a community -wide scope have been identified as a result of developing the ICSP. Each of these projects has direct links to our 20 -Year Community Goals and Sustainability Principles. If successfully implemented, they have the potential to provide significant benefits across a wide range of our sustainability themes. In some cases significant planning and work has already gone into some of the Primary Projects listed below, while others are still in the conceptual stages. Regardless of their current state, all of these Primary Projects will require significant cooperation and support from across the community and from all levels of government. A description of each Primary Projects is provided below. Priority Neighbourhood Capacity Building At 20.8 %4, Saint John has one of the highest poverty rates of any municipality above a population of 50,000 in Canada. Poverty is geographically concentrated into 5 specific neighbourhoods within our city: Crescent Valley, Lower South End and Deep South End, Waterloo Village, Old North End and Lower West Side. Neighbourhood anti - poverty groups have been developed in each of these neighbourhoods and through these initiatives, residents are now actively participating in improving their neighbourhoods through a variety of programs, events and research. In addition to these grassroots initiatives, other community supports have recently been focused on these priority neighbourhoods: Vibrant Communities has been working to reduce poverty in the South End and Crescent Valley and community police offices have been established in all but one of these neighbourhoods. Although progress is being made, additional support and capacity building for these priority neighbourhoods is required. Benefits Blueprint outlined a Neighbourhood Capacity Building Program that would give an important boost to programs aimed at decreasing poverty. It would begin in priority neighbourhoods by initiating a wide variety of projects including community safety, skills upgrading, literacy, poverty reduction and civic engagement. This type of investment in breaking the generational cycle of poverty has the potential for widespread benefits for our entire community. In addition to encouraging and enabling participation of residents in the improvement and transformation of their community and lives, priority neighbourhood capacity building could contribute to: • Increased participation in the work force, with lower dependence on social services and government transfers; • Decreased drop -outs; • A healthier, better- educated and economically self- sufficient community; • Increased post- secondary school attendance; • Increased literacy rates; • Increased participation in the local community; • Safer communities; and • Greater civic pride and participation. 4 Poverty and Plenty II (2008). Vibrant Communities. Dillon Consulting Limited December 2008 91 Page 13 T egrabed CormNeily Suftnabift Plan Successful implementation of such a program has the potential to significantly reduce poverty — one of the biggest challenges our community faces in achieving our goals for the future. We are fortunate to have an active and enthusiastic arts and culture community that has played an active and important role in making this city a place where we choose to live. As described in the City of Saint John Arts & Culture Po /icy, adopted by Council in September 2005, arts and culture make a substantial contribution to the quality of life and vitality of our community. Recognition of this concept, including the importance of arts and culture to the economic vibrancy of a community, has emerged worldwide in recent years. This global trend is being reflected locally; recent examples include the City's adoption of the 1% For Art Program designed to provide opportunities for artists to exhibit works of art in public spaces and the Saint John Community Arts Board's Community Arts Funding Program, designed to provide support for community groups wishing to offer quality arts activities within any arts discipline. Experience in other cities demonstrates that a successful concentration of cultural uses (a district) not only contributes to quality of life, vibrancy and the economy, but is also a key factor in the attraction and retention of new residents. Faced with pending economic growth and a labour shortage in our region, there is a compelling opportunity to continue the growth of our cultural community. The goal of the District Wealth Creation Strategy (DWCS) commissioned by Uptown Saint John and completed in April 2008, was to establish a coherent vision for the uptown peninsula that would increase its cultural vibrancy, grow its creative and cultural economy and provide strong cultural and entertainment experiences for both residents and tourists. Accomplishing these goals would not only contribute to the vibrancy and quality of life of our community but would also leverage our cultural assets so that our community will stand out among global competition for people and investment. The DWCS identified a list of potential projects that would assist in accomplishing the goals described above, each of which were subjected to a series of evaluation criterion to identify priorities. The results of that evaluation identified six priority projects for implementation: • Cultural Mapping /Cultural Portal — Development of a cultural portal that expands upon the cultural mapping done to -date and provides information to the public on cultural and creative resources. • New Festival /Festival Venue — Development of a new signature festival and associated venue. • Urban and Community Development Institute — Development this institute in the Uptown, building on success of recent research initiatives. • Upper floor Live /Work Strategy — Development of a prospectus information tool for distribution to current or potential building owners that profiles investment opportunities for upper floor development. The prospectus would have several components including: an inventory of upper floor space; market statement presenting a projection of demand and supply conditions; sample proforma and business case; and description of the available municipal incentives. Dillon Consulting Limited December 2008 92 Page 14 T egrabed CormNeily Sufinabift Plan • Commercial Street Improvement Plan — With the goal of improving conditions along the main commercial streets of Uptown, this plan would have a number of components including: provision of encouragement for owners and tenants to improve and upgrade their storefronts; a strategy to fill vacancies; a streetscape improvement plan to enhance a quality experience for pedestrians and shoppers; and development of a retail strategy and promotion to further develop and promote the unique experience of Uptown. • Creative Convergence Centre — Development of this centre would support the growth and development of the creative industries in Saint John. Centre component could include an art gallery and /or small performance venue, shared administrative space, venue for training and education programs supporting creative industries and an incubator and platform for networking and collaboration. Individually, each of these projects would contribute to an enhanced cultural community in Saint John. Together and successfully implemented, these projects will have widespread positive effects, far beyond simply increasing the amount of cultural activities and events in our community. From improving the attraction and retention of new residents, increasing tourism, increasing economic activity and the tax base to providing additional job opportunities and improving the quality of life for existing residents, these projects have the potential to generate transformational change to the Uptown and the community as a whole. C.3 Workforce Expansion Our community has begun to experience an increase in economic development. With nearly $19 billion in industrial projects either underway or planned in our region, our workforce has a critical role to play in securing and continuing economic growth. There are, however, some challenges to be faced when it comes to workforce expansion. Although our unemployment rate is currently low, we face the persistent challenge of having a high proportion of population with lower education and skills levels, who are not participating in the workforce. Out - migration is another significant challenge, with many young skilled workers moving to other parts of the Maritimes or the country. Attempts to increase immigration to our community have met with some success; however, retention of immigrants continues to be a challenge. As major industrial projects begin construction and operation in our region in combination with other economic development, there will be a huge demand for new workers. A workforce expansion strategy, as outlined in the Benefits Blueprint, will help to increase the size of the workforce in order to ensure that as many people as possible are able to take advantage of this economic opportunity. This strategy would have a number of components including: • Attraction & Repatriation Strategy — a strategy focussed on the attraction of national and international workers. • Retention Strategy — This is required to focus efforts on retaining existing and new workers. If these workers are not retained then the investment made in attracting those workers is lost. Components of a retention strategy could include: increased support for settlement of immigrants (e.g. welcome centre for immigrants, increased English second language training, improved credential recognition) and support to Dillon Consulting Limited December 2008 93 Page 15 T egr; I Pd CormNeily SusWinabift Plan existing organisations that assist in the engagement and integration of young people, young families and francophones (e.g. FUSION and Avantage Saint John Advantage). • Strategy to Increase Participation Rates — with a significant portion of our community unable to participate in the workforce due to barriers such as lack of education, skills, childcare, etc, there is a need for improved programming that will provide these individuals with the resources and support they need in order to participate in the workforce. The impacts of a successful workforce expansion plan will have widespread positive effects, far beyond economic growth. In addition to growing our population, such a plan can help to reduce poverty, increase quality of life for new residents, and ultimately grow and diversify the cultural fabric of our community. C.4 Marsh Creek Restoration Initiative The Marsh Creek Restoration Initiative (MCRI), developed by Atlantic Coastal Action Program (ACAP) Saint John, is a project that will combine many elements of sustainability, with the ultimate goal of transforming a degraded ecosystem into an example of a fully functional and integrated urban watercourses. Over the last century, portions of Marsh Creek have become contaminated with large amounts of creosote, other carcinogens and raw sewage; today it is an unhealthy and toxic site running through the heart of our community. The MCRI proposes that four existing wetlands in east Saint John be expanded and interconnected via a multi -use trail. The impacts of restoring Marsh Creek will have widespread positive effects, far beyond improved water quality; the area will be transformed from a polluted, disliked eye -sore into clean and attractive parkland with trails linking Uptown and the East Side. The proposed trail network would improve connectivity in the City for both pedestrians and cyclists, providing active transportation opportunities from the Uptown to McAllister Drive. Trail infrastructure would include educational and leisure components such as interpretive panels, gazebos and landscaping, that would enhance the public's enjoyment of this urban natural capital. Implementing the MCRI would reduce flood risk in the community by increasing storm water storage capacity of existing wetlands and improving upon the existing tide gates on the Courtenay Bay Causeway. The MCRI also represents an opportunity for a new model of cooperation between all levels of government, the community and private sector. Environmental compensation is a reality that most developers must deal with — government regulations require that any development that alters or otherwise disrupts environmental integrity must compensate the community by creating, enhancing or preserving an equal or greater quantity of a similar environment within the region in which the alteration occurred. Unfortunately, although these regulations result in no net loss of environmental integrity, there is no coordinated approach in identifying and implementing compensation projects. The result is often a logistical burden for developers and a missed opportunity for leveraging compensation projects into a community benefit. 5Atlantic Coastal Action Program. (2008). Saint John Vision — Marsh Creek Restoration Initiative. Dillon Consulting Limited December 2008 94 Page 16 T egr; I Pd CormNeily SusWinabift Plan As outlined in the vision for the MCRI, the project could serve as a pilot for a program in which environmental compensation projects could be used as opportunities to create sustainable development in Saint John. This is particularly opportune, given that a number of pending projects in our community will require significant environmental compensation. Such a program would: • Ensure that Saint John's natural capital is conserved and enhanced in the most effective manner; • Provide a valuable service to developers who must identify environmental compensation projects; • Foster an attitude in which the community is expectant of continual improvements in the environmental integrity of our region; • Identify specific actions that could be implemented to improve the social, economic and environmental validity of all developments; and • Provide both a theoretical and hands -on learning experience in which all stakeholders increase their working knowledge of sustainable development. To that end, ACAP Saint John is currently implementing the Sustainable Communities Project, an initiative to identify other on- the - ground opportunities in our community, similar to MCRI, which could be developed into living examples of sustainability. Safe, Clean Drinking Water Safe, clean drinking water is a basic human need; it is fundamental to nearly everything we do. Unlike other public services, water has an incredible potential to impact people directly. From the water that we drink in our homes or use to clean our dishes to the water used to fuel industry or prepare food at local restaurants, water is almost always critical to what we do — for residents and visitors alike. Our existing water system faces some serious challenges. The most immediate of those are the current absence of necessary treatment for drinking water and the age of the existing water system infrastructure. Safe, clean drinking water has been recognized as a priority for our community. The City of Saint John has developed a plan that will see our water system undergo a complete overhaul. The goal of this project is to transform our current system — one that lacks the necessary treatment components and is also the oldest in the country — into one that safely and successfully balances the needs of people, industry and the natural environment. Five essential outcomes of this transformation have been identified: • Drinking water of the highest quality; • Appropriate supplies for industry; • Respect for the natural environment through protection of source watersheds, water conservation and sustainable water use; • Lowest possible costs, equitably distributed among system users; and • Innovation and best practices needed to secure safe clean water for generations to come. Dillon Consulting Limited December 2008 95 Page 17 T egr; I Pd CormNeily SusWinabift Plan As a part of this plan to improve our water system, the City has identified the need for two new water treatment plants, two new storage reservoirs and substantial infrastructure renewal through investment in a series of system improvements. The cost of bringing our water system up to modern standards is substantial. Although it is understood that users — those who use and benefit from the utility services — would bear a significant portion of this financial burden, assistance from other levels of government will be essential in order to make the necessary improvements in a reasonable timeframe. Formalizing this cooperation and support from other levels of government will likely be the biggest challenge in moving forwards. In addition, it will be critical that we — the community — are well- informed and engaged in this process as it evolves. In addition to affecting our day -to- day lives, the water system is something our children and future generations will inherit and we all have a role to play in ensuring the quality of that inheritance. C.6 Municipal Plan Review A municipal plan is a general guide to how Saint John will develop over the coming decades. It outlines where new development will occur, and at what density and form that development will take. A municipal plan will determine where services should be provided and what infrastructure is needed to support growth. It links transportation needs, transit and land use planning. The plan will also provide guidance on environmental matters, open space and community facilities, housing, urban design, heritage protection, and Uptown redevelopment. In addition to physical development, a municipal plan should also reflect the collective aims and aspirations of our citizens, as to the character of the landscape and the quality of life to be preserved and fostered within Saint John. The existing City of Saint John Municipal Plan is outdated. It does not reflect current projections for economic and population growth or recent trends in sustainability, urban planning or transportation theory. A revised Municipal Plan will guide the provision of adequate land, services and infrastructure to allow appropriate development and economic growth, in the context of sustainability. As a broad document, the Municipal Plan will support numerous sustainable actions, such as: encouraging appropriate and affordable housing construction; creating mixed use neighbourhoods; protecting open space; and providing infrastructure such as clean water, sewage disposal and convenient transit. Equally important, a revised municipal plan will provide important direction for other municipal strategic documents such as a revised Zoning By -Law, neighbourhood plans, transportation master plan, community energy plan, recreation master plan action plan, parks and open space master plan, etc. Transportation will be a primary focus of the Municipal Plan; you cannot plan for land use without planning for transportation. The importance of transportation to economic growth, quality of life and the environment is also critical. The efficient movement of goods and people is a fundamental requirement for economic growth. An accessible and affordable transportation system is what facilitates access to health and education as well as links to families, communities, markets and jobs. In addition to economic and social impacts, our transportation system has a direct link to the environment including greenhouse gas emissions and air, water and noise pollution. Depending on its structure and focus, a transportation network can have a Dillon Consulting Limited December 2008 96 Page 18 T egrabed CormNeily Susainabift Plan huge impact on how we decided to move from Point A to Point 6 — whether we get behind the wheel of a car, catch the bus, hop on a bike or put on our sneakers to walk to work. Currently, there is no comprehensive transportation plan for Saint John. As our city continues to grow, a well - planned, strategic and multi -model transportation system will be essential and this will be addressed either as a part of or concurrent with the development of a revised Municipal Plan. The first phase of a municipal plan review would be a Growth Strategy which will identify and prioritize areas suitable for future development. This will be based on a number of inputs including: projected economic and population growth land requirements; identification of environmental and geotechnical constraints to development; proximity to existing and future transportation, servicing and other infrastructure; proximity to existing land uses; identification of environmental features; and input from the community. Dillon Consulting Limited December 2008 97 Page 19 T egrabed CormNeily Su tainabift Plan D.0 PRIMARY PROJECTS — FOR YOU In addition to supporting and participating in the community -scale Primary Projects described above, there are many actions each of us can take that will help move our community towards sustainability and our vision for the future. A number of Primary Projects — at an individual scale — were identified in creating ICSP. Each of these projects has a direct link to our 20 -Year Community Goals, Sustainability Principles and indicators. These on- the - ground actions are examples of sustainable actions that can be implemented on an individual basis with relative ease. This list should be seen as a starting point for any citizen interested in taking action to move towards a sustainable future for our community; many other resources exist which also provide excellent ideas about other actions that can be taken. • Reduce Energy Consumption — Replace old light bulbs with CF bulbs; wash clothes with cold water only; hang -dry clothes; lower your water heater temperature; upgrade your home /office for solar power. • Reduce Water Consumption — Use rain barrels to capture and store rain water that can be used to water gardens and lawns or wash cars6; shorten shower times; switch to low -flow shower heads. • Reduce Waste— Recycle, compost, switch to re- usable grocery bags. • Reduce Greenhouse Gases — Bike, walk or carpool to work; reduce vehicle idling time; develop a Walking School Bus Program and /or Bicycle Train Program - where children walk or bike to school under the supervision of adults'; switch to a fuel efficient or hybrid vehicle; eat less meat; eat locally$. • Reduce Pesticide Use — Follow Naturescape Guidelines (planting schemes are designed to imitate natural growth patterns)9; use alternatives to pesticides such as shading soil, minimizing soil disturbance, prevent weed seed deposits, etclo • Go Green at Work — Implement green purchasing practices and other sustainable practices for your business or place of work (e.g. reusable china and cutlery for catering at meetings, print and copy double- sided, turn off office lights when not needed, unplug your computer when done for the day) 11 • Be Engaged— Attend local cultural and social events, volunteer your time, participate in public consultation events, and vote. 6 See the City of Campbell River Rain Barrel program at http: / /www.campbelIriver.ca/ Residents /MyProperty /GarbacieandRecyclinci/Paces /RainbarrelProciram.aspxx 7 See the Pedestrian and Bicycle Information Center webpage on starting a walking school bus at http : / /www.walkincischoolbus.orci/ for additional information. s See 50 ways to help improve your own sustainability at htti): / /www.50waystoheli).com/ 9 See http: / /www.naturescape.ab.ca/ and http: / /www.hctf.ca /nature.htm for examples of provincial programs and http: / /www.toronto.ca /environment /land wildlife.htm for an example of a naturalization program being implemented in Toronto. See also htti):/ /www.evercireen.ca /en /index.htmi for information and resources on community naturalization programs. 10 See the Halifax Regional Municipality's webpage on suggested alternatives to pesticides use at: htti): / /www.halifax.ca /pesticides /alternatives.htmi for more information. 11 See Health Canada's webpage on incorporating sustainable development principles in a workplace setting at: http: / /www.hc- sc.cic.ca /ahc -asc /pubs/ sus- dur /stratea /sds2007- 2010 -sdd /section 6- ena.php. Dillon Consulting Limited December 2008 98 Page 20 T egrabed CormNeily SusWinabift Plan E.0 CONTEXT FOR ACTION This section describes the context in which the Primary Projects were selected and will be implemented. The following components are described for each sustainability theme: a description of success - the relevant 20 -Year Community Goals; indicators and their associated targets; and a brief description of some actions that are currently underway in the community. Description of Success — Our 20 -Year Community Goals Our City has a strong sense of community and belonging. We live active and healthy lifestyles supported by a diversity of parks and open spaces, recreation facilities and programs, cultural and social events and public gathering places. Our City provides a diverse and seamless array of educational opportunities that promote individual self - sufficiency, innovation, creativity and life -long learning. Educational programs are supportive of our community and economic environment. Our City has a flexible and adaptive housing market that meets the range of needs within our community. Affordable and suitable, our housing market contributes to beautiful and diverse neighbourhoods that evoke and encourage a strong sense of place. In addition — as implied by these 20 -Year Community Goals — health and safety will also be important factors in achieving our social goals for the future. We need a community where health care is accessible, effective, adaptive and efficient; where we promote and take responsibility for the safety of ourselves and our neighbours, knowing that we are supported by an emergency services system that meets the needs of the community; and where our infrastructure is safe and promotes healthy living. Indicators P1 a Literacy Rate (VS) Recreation Access to Recreation Venues /Programs Obesity Rate (VS) Poverty Rate (VS) Priority Populations Percent of Low Income Families (VS) Health Physical Activity Rate (VS) Teen Birth Rate (VS) Physicians per 100,000 (VS) Safety Violent Crime Rate (VS) Gross Shelter Ratio (VS) Housing Housing Quality/Affordability Population Net Migration (VS) Proportion of Foreign Born (VS) High School Drop - Outs /Non - Completion (VS) Education Population with PSE (VS) UNBSJ /NBCC Enrolment (VS) Note; US'denotes a Vital Signsg Indicator Actions Underway A sustainable community is one that is socially inclusive, where people from all walks of life can find a place to live, learn, earn a living, access the services they need and enjoy social and recreational pursuits. Socially inclusive communities also promote safe, healthy living and a sense of place. We are fortunate to have an incredibly socially- conscious and active community Dillon Consulting Limited December 2008 99 Page 21 T egrabed CormNeily Susainabift Plan with numerous organizations and individuals contributing to the social fabric of Saint John on a daily basis. All of these efforts continue to move us toward achieving our 20 -Year Community Social Goals. A few examples of actions underway are highlighted below: Dillon Consulting Limited December 2008 100 Page 22 Business Community A community effort to resolve poverty in the community. It has been a catalyst for change, providing Anti - Poverty community organizations with planning skills and business acumen. BCAPI is an essential part of Saint Initiative ( BCAPI) John's community infrastructure and some of the projects it pioneered have now spread to other communities (e.g. PALS). Vibrant Communities The goals of this program include reducing the region's poverty rate by assisting 800 households. Saint John (VCSJ) Among many successes, VCSJ has assisted 1,715 households with access to education and 502 households with keeping heat on during winter months. ONE Change (Old An innovative community collaboration which has been transforming Saint John's Old North End since North End) 2004. ONE Change is recruiting and educating neighbourhood youth about the importance of maintaining a healthy, vibrant and sustainable natural environment and is focused on growing greater community pride and a sense of belonging. Saint John Non- This organization develops, constructs, maintains and operates housing for low and moderate income Profit Housing seniors, families and special groups. SJNPH also liaises with other community -based housing groups, (SJNPH) and with senior levels of government, to exchange information and ensure appropriate funding levels are provided. ONE HOME: Home A pilot project created to increase the number of North End citizens who own their home through a rent - Ownership Made to -own program. Easy St. Joseph's Hospital An early language services program (available in French & English) that helps parents support their Talk With Me, Parle- child's development by promoting healthy communication skills and targeting prevention of Moi Program communication delays. Each year, the program works with about 6,000 individuals. In addition, the Saint John Early Childhood Development Coalition (SJECDC) is actively engaged in improving access to quality early childhood development in Saint John. Partners Assisting A program that recruits businesses, community groups, churches and other organizations whose Local Schools (PALS) employees and volunteers help students with everything from homework, tutoring and coaching, to providing hot lunches, field trips, and acting as role models. This award - winning program has been lauded as an education plan, literacy plan, anti - poverty plan and a community- building plan all rolled into one. Canada Games A refurbishment of this recreation facility, including installation of an artificial turf field, is expected to be Stadium completed by 2009. Infrastructure & The City maintains 60 sports fields and provides programming at 39 of those locations, operates 4 civic Programs arenas and 6 community centres (3 directly and 3 through partnership). Upgrades to two of the arenas will be taking place this summer. PRO for Kids Positive Recreation Opportunities (PRO) for Kids — a non - profit program that matches children and teens with organized, registered recreation activities. Organizations, businesses and service providers donate spaces in their programs, provide financial or 'in kind' assistance and /or donate supplies, equipment and transportation to and from activities and programs. Station One The effort to fund and construct this recently opened Saint John skate park was spearheaded by the Fundy Skateboard Association. This world class facility is located on the waterfront with high visibility, security lighting and easy access for public transportation. UNBSJ Medical This recently announced initiative, an expansion of the Dalhousie Medical Program, will see an English - Program language medical education program at UNBSJ. In addition to providing opportunities for research and development, this program will help attract and retain more medical students and doctors in the Region. St. Joseph's This community health centre located in the Uptown provides a variety of services including primary Community Health health care along with 21 community development programs on a variety of topics including clinics on Centre weight- reduction, diabetes, arthritis, anger management and self- esteem. Dillon Consulting Limited December 2008 100 Page 22 T egrabed CormNeily Susainabift Plan Description of Success — Our 20 -Year Community Goals Our City has a strong sense of community and belonging. We live active and healthy lifestyles supported by a diversity of parks and open spaces, recreation facilities and programs, cultural and social events and public gathering places. In addition, the City of Saint John Arts and Culture Policy, which was adopted by Council in 2005, states that our City is "committed to being a City artistic achievement, cultural diversity and heritage community's uniqueness and vibrancy are reflected in commerce, buildings and facilities ". Indicators in which the arts are accessible to all; are valued and celebrated; and the its arts, culture and citizens and in its Number of cultural venues Number of events Attendance at cultural events (VS) Employment in culture (VS) Actions Underway Culture is a broad term that can refer to any number of components including traditions and values, the arts, heritage, diversity and social history to name a few. Regardless of the specifics, a strong and vibrant culture is recognized as an integral part of a sustainable community. Culture contributes to our quality of life, helps attract and retain residents and is an important component of our economy. Our community has a strong cultural history and many of members of our community continue that strong tradition. A few examples of on -gong actions are described below: Community Policing The City of Saint John Police are focusing community policing efforts towards providing safety and Theatre security for the residents of the City's priority neighbourhoods. Currently, there are community policing Company offices located in Crescent Valley, the South End, and the West Side. Drug Abuse A 10 -week in- school program for children in grades 5 and 7. The program, taught by police officers, Resistance Education teaches kids how to effectively resist drugs and violence by teaching them the personal skills and (DARE) Program techniques necessary to deal with peer pressure and media influence. Description of Success — Our 20 -Year Community Goals Our City has a strong sense of community and belonging. We live active and healthy lifestyles supported by a diversity of parks and open spaces, recreation facilities and programs, cultural and social events and public gathering places. In addition, the City of Saint John Arts and Culture Policy, which was adopted by Council in 2005, states that our City is "committed to being a City artistic achievement, cultural diversity and heritage community's uniqueness and vibrancy are reflected in commerce, buildings and facilities ". Indicators in which the arts are accessible to all; are valued and celebrated; and the its arts, culture and citizens and in its Number of cultural venues Number of events Attendance at cultural events (VS) Employment in culture (VS) Actions Underway Culture is a broad term that can refer to any number of components including traditions and values, the arts, heritage, diversity and social history to name a few. Regardless of the specifics, a strong and vibrant culture is recognized as an integral part of a sustainable community. Culture contributes to our quality of life, helps attract and retain residents and is an important component of our economy. Our community has a strong cultural history and many of members of our community continue that strong tradition. A few examples of on -gong actions are described below: Dillon Consulting Limited December 2008 101 Page 23 Saint John Saint John Theatre is a volunteer run, community- based, not - for - profit organization. In 2006 they began a Theatre three year program to renovate the Lingley Building on Princess Street into a permanent home for Saint Company John Theatre. This venue will house performance space and various production departments necessary to support the strategic direction of the theatre company. One Percent for The One Percent for Art Program is a part of the Saint John Arts & Culture Policy adopted by Council in Art 2005. The purposes of the program are to enhance culture and the arts in Saint John; provide opportunities for artists to exhibit works of art in public spaces; and to enhance public awareness of visual arts in the City. Cultural Capital Organizers of the "Saint John: Canada's Original City" event (a year long celebration of the City's culture and of Canada heritage in honour of the 225`" anniversary of the City in 2010) have also submitted an application to (2010) Heritage Canada to become the Cultural Capital of Canada in 2010. Saint John This board was established in 2003 to develop, advise and recommend to Council on policies, activities and Community Arts initiatives in arts and culture that will support development of the sector in our community. Board Funding Increased funding to the Saint John Community Arts Board (from $70,000 to $100,000) and for unspecified Resources festivals and public celebrations (from $20,000 to $60,000). Dillon Consulting Limited December 2008 101 Page 23 T egrabed CormNeily Susainabift Plan E.3 Economic Description of Success — Our 20 -Year Community Goals Our City has a diverse, vibrant, resilient, environmentally sound economy that actively supports wealth creation, innovation, entrepreneurship and individual economic well being. Our City offers a variety of economic and employment opportunities where individuals thrive with exciting employment options that reward them for their service. Indicators Actions Underway A strong economy is an essential component of any community. Our region has experienced a number of boom -bust cycles in the past and is on the cusp of yet another boom as an energy hub continues to develop in southern New Brunswick. In addition to the need for ensuring that our economy grows in a way that does not detract from our environmental, social or cultural assets, we also face the added challenge of ensuring that economic growth itself is sustainable — no one wants to see this boom turn into a bust. A number of recent and on -going initiatives and projects continue to move us toward achieving the 20 -Year Community Goals related to the local economy. A few examples are highlighted below: Dillon Consulting Limited December 2008 102 Page 24 ACTIONS UNDERWAY Life on Your The True Growth marketing campaign designed to generate further awareness of the Saint John region. It Terms delivers a powerful message — to people who either are looking to invest in the region or are looking to move their families here — that Saint John area residents will welcome them and encourage their success. It is the primary public access point for an overall growth strategy campaign. Chinese Opened in 2005, the centre aims to give Chinese visitors a chance to experience Saint John and to scout Business business opportunities and to help Asian people immigrate to the Canadian east coast by teaching them Centre English and helping them to make contacts. Saint John Provides community credit to those who wouldn't normally qualify for a standard loan. The SJCLF has been Community taking investments to build its capital since 1999. It uses this invested capital to help individuals create Loan Fund income, build assets and attain greater self - reliance by providing: business loans, employment loans, shelter (SJCLF) loans, financial literacy training and business planning training with the YMCA -YWCA. In it's nearly 10 years of operation the SJCLF has made nearly 150 loans for a total value of over $175,000. The impact of this investment has included individuals needing reliance on Provincial Income Assistance, families becoming self - reliant and over $3million in new income being circulated through the local economy. This has saved the provincial government approximately $450,000 in social assistance payments. Uptown A number of new developments and redevelopments are contributing to the vitality of Uptown Saint John. Development Recent examples include: Centerbeam Place — a dozen 19`" century structures incorporated into a 100,000sq.ft. complex, completely restored; Harbourfront Residences — a proposed waterfront 125 -unit condominium project; a new cruise ship terminal with construction to be completed by fall of 2008; and the announcement of a proposal by Irving Oil to construct a $30 million LEED certified corporate headquarters on the waterfront. Support for Enterprise Saint John provides extensive support and resources to entrepreneurs including: free and Innovation & confidential counselling; information and research; networking; and access to financial assistance for starting Entrepreneur- or expanding a business. Enterprise Saint John has also developed Emerging Entrepreneurs — a program ship devoted to generating a stronger entrepreneurial culture among young people aged 14 to 35. Economic The Greater Saint John Region has begun to experience transformational change. With nearly $3 billion of Development projects underway (and a projected $10 to $12 billion more in potential projects under consideration, the City and Region are well on their way to becoming the economic driver of the province. Dillon Consulting Limited December 2008 102 Page 24 T egrabed CormNeily Suftnabift Plan E.4 Environment Description of Success — Our 20 -Year Community Goals Our City recognizes the inherent responsibility of every individual and organization to embrace a shared commitment to environmental stewardship. We are dedicated to living in balance with our natural settings and decreasing our demands on finite natural resources. Our City has magnificent waterfronts with public access and bicycle and pedestrian trails that connect the entire city. Life without a car is perfectly possible and enjoyable. Indicators POTENTIAL INDICATORS OF A HEALTHY NATURAL ENVIRONMENT Protected Space Greenhouse Gas Emission (VS) Air Quality (VS) Water Consumption (VS) Energy Consumption Solid Waste Actions Underway The long -term liveability of our community depends on our environment — the quality of the air we breathe, the water we drink and the land upon which we live and grow our food. From the rich shorelines of the St. John River and the Bay of Fundy to our urban green spaces and fertile rural areas — Saint John's natural environment is an essential part of how we define our community. Natural areas provide spaces for health, recreation and well- being, resources for the economy, and vital habitat for fish and wildlife. These areas and features are our natural settings — the biological elements that provide the basics of life including clean air, water and food. They boost the region's resiliency, enhancing the environment's capacity to recover from stresses and providing an important tool for mitigating and adapting to climate change. Ensuring that we live in a healthy balance with our natural settings today and into the future is everyone's responsibility. Many organizations and individuals are working to take care of our unique natural environment and ultimately continue to move us toward achieving our Community 20 -Year Community Goals for environment. A few examples of actions underway are highlighted below: Dillon Consulting Limited December 2008 103 Page 25 ACTIONS UNDERWAY Atlantic Coastal A community- based, non - profit organisation whose goals are to work with the community to improve the Action Program environmental health and integrity of the Saint John Harbour and its estuaries and to respond to the (ACAP) Saint John growing demand from the public to be more involved in environmental decision - making. The activities, programs and research undertaken by ACAPSJ are directly aligned with the Environment Goals of the community. Examples of on -going programs include: the Environmental Education Outreach and Engagement Summer Camp, Watershed Management Planning, Water Quality Monitoring Program and climate change planning in Saint John. Harbour Passage A series of interconnected waterfront parks, recreation spaces and heritage sites. This multi -use trail that has restored access to the Saint John waterfront, is accessible year- round, and plays an important role in helping to facilitate an active and healthy lifestyle for all age groups. Sustainable The New Brunswick Department of Environment (NBDENV) has recently focused on actively promoting Communities sustainable development in the Greater Saint John Region. Their recent series of roundtables and Roundtable resulting case study of the Greater Saint John Region as a sustainable community brought together a broad cross - section of stakeholders from the area to discuss what makes a community sustainable and who should take on what roles in making a community sustainable. Dillon Consulting Limited December 2008 103 Page 25 T egr; I Pd CormNeily Susainabift Plan Increased Increased Transit Service — Launched in September 2007, Comex is a bus rapid transit (BRT) service that Transportation provides morning and after work service to citizens in outlying areas (Rothesay, Quispamsis, Hampton Options and Grand Bay - Westfield) to and from Uptown Saint John. Increased Ride Sharing Opportunities — In an effort to provide a more integrated transportation network for the region, Saint John Transit and the Saint John Parking Commission (SJPC) have partnered together. Recently, the SJPC launched www.shareyourride.ca — a website to provide commuters with an easy method of finding rideshare partners in their area. Since 2007, the combined efforts of Comex and the Rideshare program have removed approximately 260 cars out of the Uptown area. Active Transportation Saint John (ATSJ) - a community-based organization working to increase opportunities for active transportation in Saint John. Canadian Rivers Located at UNBSJ, the CRI carries out multi - disciplinary research focusing on river ecosystems, including Institute (CRI) their land -water linkages, for the purposes of conservation and sustainable management of water resources. The CRI is also committed to educating students, professionals and the public about freshwater and estuarine ecosystems and the potential impact of human activity in these environments. Nature Trust of A charitable land trust dedicated to preserving nature for the benefit of present and future generations of New Brunswick New Brunswick citizens. The NTNB has carried out a number of valuable initiatives and programs (NTNB) including: development of the Ecologically Significant Areas Database for the province; the Trees in Trust program which allows individuals or organizations to reduce their carbon footprint through the dedication of a piece of forest; a creative planned giving program; and the Long - Island Conservation Project. Recognition of These efforts are recognized by a number of programs in the community. The City of Saint John Environmental Environment Awards and Fundy Solid Waste Commission School Environment Awards are two examples. Efforts Green Buildings In 2007, the City made a commitment to construct a LEED Gold Police Headquarters and a LEED Silver Transit Building. A green parking facility implementation plan will see the facility have zero CO2 greenhouse gas emissions. In addition, Irving Oil recently announced that they will be pursuing the construction of a $30 million LEED certified new corporate headquarters on the waterfront. Waste Management In recognition of the important role that cleanliness can play in contributing to pride of place, the City has in Priority implemented a "Night-time Collection Pilot' in the South End to get residential refuse off the streets Neighbourhoods during daytime hours. E.5 Infrastructure Description of Success — Our 20 -Year Community Goals Our City serves the access and mobility needs of all people through an evolving array of convenient, comfortable, affordable and efficient modes of transportation. Our City insists on the highest standards of quality in architecture, landscaping, infrastructure management and urban design. Our natural and built heritage is a key component in developing new and renewed places to live, work, play and learn. Indicators POTENTIAL INDICATORS OF A SAFE AjWaajj2KBUILjJj1J&1NMENT Transit Ridership GHG (Transportation Related) (VS) Percentage of Single Occupancy Vehicles Percentage of LEED buildings Actions Underway Infrastructure is the set of structural elements that support the day -to -day function and direction of our community. Sustainable infrastructure refers to designing, building and operating these structural elements in ways that do not diminish the social, economic or environmental processes of a community. With ageing infrastructure as one of the most pressing challenges being faced by communities across North America, a greater emphasis is being placed on achieving efficiency for the system as a whole and upon creating systems that Dillon Consulting Limited December 2008 104 Page 26 T egrabed CormNeily Susainabift Plan are inherently more adaptable and resilient. The net result can be an integrated infrastructure system with a reduced ecological footprint over its life cycle and with significant benefits to the economy and quality of life of a community. A number of recent and on -going infrastructure initiatives and projects continue to move us toward achieving our Community 20 -Year Community Goals for infrastructure. A few examples are highlighted below: E.6 Governance Description of Success — Our 20 -Year Community Goals Our City fosters civic engagement and pride through responsible, cooperative, inclusive and fiscally responsible government that is accountable for achieving results that matter most to our community. Our City plays a leadership role with other local, provincial and national elected officials to address common challenges and opportunities for our community. Indicators POTENTIAL INDICATORS OF ... GOVERNANCE Citizen Satisfaction Survey Voter Turnout (VS) Volunteer Rate (VS) Actions Underway Governance is not a synonym for government. Government refers to public institutions vested with the formal authority to make decisions on behalf of the entire community; governance refers to the myriad of organizations and institutions — including government — who make decisions affecting others. Dillon Consulting Limited December 2008 105 Page 27 Municipal Energy Adopted by the City in 1996, the goal of this program is to reduce municipal operations energy Efficiency consumption by 25% by 2011. As of 2007, the City- adopted MEEP procedures have resulted in the current Program annual savings of $1.24 million, 10million KWh, 5,792 CO2 tons and 320,000L of fuel. Cumulative savings since 1996 total $5.1million and the City has reduced its ecological footprint by 17 %. This program was awarded a 2008 Federation of Canadian Municipalities (FCM) -CH2M Hill Sustainable Community Award in the Energycategory. One -Mile $43.5million project jointly funded by the federal and provincial governments. The new overpass will off - Interchange load traffic from Highway 1 to near Russell Street on the east side. As a result, trucks will no longer need to drive Uptown, improving the flow of goods, improving quality of life in the Uptown and reducing wear on city streets. Wastewater Includes construction of the new Eastern Wastewater Treatment Facility, along with upgrades to the infrastructure for existing Millidgeville and Lancaster Lagoon treatment facilities will meet both current and future needs. A Harbour Cleanup number of new pumping stations will also be constructed. Saint John Transit The Commission is committed to meeting the transportation needs of the mobility- impaired. Saint John transit currently operates a number of low -entry busses along major routes. Three years ago, Saint John Transit acquired 4 new HandiBusses, which are operated by a non - profit charitable organization called Independence Plus Inc. This service is well used, with ridership increasing by 67% since its debut. Cruise Ship A new cruise ship terminal is under construction at Water Street's Pugsley Terminal. The 24,000 sq.ft. Terminal building will be surrounded by walkways and green spaces and will provide easy access to the dockside market. This facility will be an important amenity for visitors and residents alike. Marigolds on Main A beautification program where local school children plant flowers started in the City 11 years ago, which Street has grown to 51 planting sites across the region and has won numerous international awards. E.6 Governance Description of Success — Our 20 -Year Community Goals Our City fosters civic engagement and pride through responsible, cooperative, inclusive and fiscally responsible government that is accountable for achieving results that matter most to our community. Our City plays a leadership role with other local, provincial and national elected officials to address common challenges and opportunities for our community. Indicators POTENTIAL INDICATORS OF ... GOVERNANCE Citizen Satisfaction Survey Voter Turnout (VS) Volunteer Rate (VS) Actions Underway Governance is not a synonym for government. Government refers to public institutions vested with the formal authority to make decisions on behalf of the entire community; governance refers to the myriad of organizations and institutions — including government — who make decisions affecting others. Dillon Consulting Limited December 2008 105 Page 27 T egrabed CormNeily SusWinabift Plan Governance is the process whereby societies or organizations make important decisions, determine whom they involve and how they render account 12. An increasingly important component of good governance is partnership between and amongst government, private sector and civil society (including the voluntary or non - profit sector)13. In the context of good governance, partnerships represent a sustained commitment to move forward to reach a common objective. In our community there are many organisations, agencies and governments in a community that have a direct impact on the lives of citizens through regulatory powers, funding decisions, policy choices, resource allocation and decision - making forums. Although it is important that a wide range of agencies have a meaningful role in decision making, it is equally important that citizens have a meaningful role as well. Ensuring that decisions reflect the needs and wants of the community requires an engaged and active citizenry who want to help create and participate in solution development for pressing issues. Equally, decision - makers have a responsibility to commit to actively involving more people in the broader discussion and maximizing opportunities for shared learning and education within the decision - making process. Inter - agency cooperation has not been uncommon in the region and has led to some innovative solutions for the community. These along with a number of other projects and programs continue to move us toward achieving the 20 -Year Community Goals for Governance. A few examples of these are described below: 12 Plumptre, T. What is Govemance ?Retrieved from htto:// www. iog .ca /oaae.aso ?oaaeID= 3 &htmlarea =home 13 For a more detailed discussion on the role of partnerships in good governance see Partnerships: Putting Good Govemance Principles in Practice at htti): / /www.ioci.ca /publications /2006 gartnershigs.0 . Dillon Consulting Limited December 2008 106 Page 28 ACTIONS UNDERWAY Harbour Clean -Up Citizens, private sector and elected officials of Saint John partnered together in successfully lobbying the Provincial and Federal governments for funding to initiate Harbour Clean -Up. This $80- million program will see the collection and treatment of more than 16 million litres of raw sewage a day — all of which currently flows directly into the Saint John Harbour. True Growth A community -owned initiative led by the five regional mayors (City of Saint John, Towns of Grand Bay - Westfield, Quispamsis and Rothesay, and Village of St. Martins). Focused on making the Greater Saint John Region a better place to live, True Growth is a collaborative approach aimed at achieving balance and priorities with the economic, social, cultural and environmental sectors of our community. Vision and 20- Led by a Citizen's Advisory Group, the first step in Vision 2015 was the collection of over 15,000 ideas for Year Community the future from the community which were developed into the long -term Vision and 20 -Year Community Goals Goals which are the driving component of this ICSP document. Development of Collaboration, participation and shared knowledge by and amongst elected officials and senior staff of the ICSP various organizations were an integral part of developing this document. Benefits Blueprint A broad based community initiative funded by the Governments of Canada and New Brunswick and Irving Oil Limited, this long -term strategic planning process brought together a group of stakeholders from across the province to make recommendations on the best ways to optimize economic growth and social benefits resulting from major industrial projects happening or proposed for New Brunswick. Municipal Energy The City has been working with a number of other municipalities to set up their own energy management Efficiency programs, sharing the knowledge and experience gained through development and successful Program(MEEP) implementation of the award - winning MEEP program. Engagement and Community members are often engaged and responsive. Recent examples include the extent of community Response from involvement in developing the Community Vision & Goals, the level of community response to the Peel Citizens Plaza development and voter turn -out in the recent municipal election and 2007 ward system vote. GSJ Regional Through this commission, the municipalities of Saint John, Quispamsis, Rothesay and Grand Bay - Westfield Facilities contribute toward the operation of the following regional facilities: Canada Games Aquatic Centre, Harbour Commission Station, Imperial Theatre, the Saint John Arts Centre and the Saint John Trade and Convention Centre. 12 Plumptre, T. What is Govemance ?Retrieved from htto:// www. iog .ca /oaae.aso ?oaaeID= 3 &htmlarea =home 13 For a more detailed discussion on the role of partnerships in good governance see Partnerships: Putting Good Govemance Principles in Practice at htti): / /www.ioci.ca /publications /2006 gartnershigs.0 . Dillon Consulting Limited December 2008 106 Page 28 T egr; I Pd CormNeily SusWinabift Plan F.0 MOVING FORWARD F.1 Establishing Partnerships Establishing ICSP partnerships will be essential for the successful implementation of the plan. The City has a lead role to play in coordinating and orchestrating the delivery of a sustainable community; however, the broad nature of the ICSP and its Primary Projects will require commitment from a broad representation of the community in order to be implemented. Issues related to sustainability are often very complex — solutions to those issues require widespread commitment and cooperation amongst all levels of government, the business community and the broader community of Saint John. Through the Environmental Trust Fund, the Province of New Brunswick and the City are currently in the early stages of developing a Sustainability Network for our region. In addition to providing a focus on building momentum and capacity for sustainability at an organizational scale for network members, this network will also be a vehicle for implementation and building support for the Primary Projects identified in the ICSP. Through the network, partnerships should be established and formalized through Partnership Agreements with those organizations who will be involved in implementing the ICSP14. These agreements would be expressions of an organization's public commitment to work towards the Vision, Goals, and Primary Projects of the ICSP. Among many benefits, these agreements articulate and highlight the community's commitment to collaboration and accountability in achieving short and long -term success as we move towards becoming a sustainable community. Our community has a strong history of partnership that needs to be nurtured and celebrated. The process of developing the ICSP has built upon those relationships and established new partnerships. A significant example is an emerging partnership between the City and Vital Signs ®. The annual Vital Signs° report developed through the Greater Saint John Community Foundation uses information on a number of community- selected indicators to identify significant trends and assign grades in areas critical to quality of life. With this information being collected and analyzed on an annual basis for the Vital Signs° Report, there is a natural opportunity for synergy between the City and Vital Signs° for the purposes of monitoring the community's progress towards their vision for the future. The scope and specifics of this emerging partnership will need to be explored in further detail in order to leverage the best outcomes for both partners and the community. F.2 Indicators &t Targets A number of potential indicators have been identified to help monitor implementation of the ICSP. An indicator is a statistic or measurement that can be evaluated over time against and are an important tool that can help show how Saint John is progressing towards sustainability. An appropriate indicator is typically: Measurable — can be answered with yes /no or can be quantified with a number • Credible — the data used is accurate Balanced — a mixture of financial and non - financial measures 14 For more information on Partnership Agreements see Whistler2020's program at htti): / /www. whistier2020.ca /whistler/ site /i)artners.acds? context = 1967926 &instanceid = 1967927 Dillon Consulting Limited December 2008 107 Page 29 T egr; I Pd CormNeily Susainabift Plan Timely - can be reported regularly Aligned — related to implementing relevant policies Actionable — results can be controlled or influenced to improve performance Although preliminary indicators have been identified in this document, additional research will be required to confirm that they meet these criteria and are appropriate for monitoring the ICSP. In addition to confirming indicators, it is also important to identify targets. Targets are measurable goals that Saint John must work toward for each of indicator. A target states how much improvement is needed for a particular indicator and can be specific or general in nature. For example, a specific target for an indicator such as poverty rate could be that our poverty rate decreases to below the national average. A general target could be that the change in poverty rate is trending towards our vision for the future i.e. that the poverty rate decreases each year. Targets are essential because they provide a quantifiable way of tracking indicator progress, and therefore increase accountability for the community. Part of the challenge in identifying an appropriate target is a lack of baseline information; a certain amount of baseline information for an indicator is required in order to be able to set an appropriate target. The community and stakeholders have provided some preliminary thoughts on potential targets for the indicators identified in the ICSP; however additional research will be required in order to determine the appropriateness of these and other targets. F.3 Implementation &t Monitoring An ICSP is a long term document; the Primary Projects outlined in the ICSP are a starting point — outlining a plan for action over the short term. Consistent review and updating of the plan to reflect changes in priorities and identify new Primary Projects is critical. Ongoing monitoring and evaluation of progress will help the community understand how close we are to achieving the Vision and Goals. Timely evaluation helps to identify problems and develop solutions that can save time, money and effort. The monitoring process will be essential for the ICSP to be successful. Potential indicators have been identified in the ICSP as suggested tools to monitor the overall implementation and progress in terms of how actions are contributing to Community Goals and Sustainability Principles. As mentioned above, further research will need to be done to determine appropriate targets for each of those indicators. As new policies and strategies are developed, additional indicators and targets could be developed to monitor progress. There are three primary components of monitoring progress: I. Periodic Reviews of the ICSP The ICSP should undergo a comprehensive review at a minimum of every 5 years. During the review process, ICSP partners will provide updates in terms of what has been accomplished in the 5 -year period, what challenges they are facing and what new issues and priorities have emerged. The review should also include comprehensive consultation with both the public and stakeholders to gain input that will help prioritize new projects. Dillon Consulting Limited December 2008 108 Page 30 T egrabed CormNeily Susainabift Plan II. Progress Reports to the Community An ICSP Progress Report should be issued on an annual basis. The report would document progress made on achieving the vision and goals of the community. Given that many of the ICSP indicators are Vital Signs° indicators, the ICSP Progress Report should coincide with the release of the annual Vital Signs° report. The Progress Report would include two main components: • Progress made by the community in implementing the plan - i.e. who has taken steps to implement a project, what steps have been taken, what challenges are being faced, etc • Information on indicators and targets to measure progress on sustainability. This may include quantitative information or qualitative information such as whether indicators are trending towards /away from the goals of the community, are stable or are simply baseline information. III. Celebrate Success It will be important to celebrate progress made and successes as the community moves ahead with implementing the ICSP. Celebrating successes and letting people know about progress will serve to energize those who have worked so hard in developing and implementing the plan and will continue to build support for the ICSP. The process of creating this report and the report itself are important tools to help keep stakeholders involved in the process — implementation of an ICSP can fail due to a lack of stakeholder involvement beyond the planning stages. This lack of involvement can be caused by a number of factors including: burnout once the planning process is complete (this is a very real risk in Saint John where many key stakeholders have recently been involved in multiple, intensive planning processes e.g. Vision 2015, Benefits Blueprint, Sustainable Communities Roundtable); disinterest in implementation; and a lack of meaningful mechanisms for continued involvement. Planning in cycles, testing early action proposals, ongoing education and training programs, monitoring the effectiveness of actions with indicators, all guided by the sustainability principles, vision and goals, help to institutionalize change and keep adopted practices going over time. F.4 Conclusion We are beginning to build momentum in our community when it comes to sustainability. Many on -going initiatives (policies, actions, activities, programs, etc) are already directly linked to the Vision and Goals of the community and therefore reflect our Sustainability Principles. The key challenge will be implementing existing planned projects and increasing the number of relevant projects so that more of what we are doing today is directly tied to where we want to be in the future. Sustainability is not a magic bullet that can be taken once. It is not a single tool or design feature. It is not short term. It is a long range philosophy that implies a dramatic shift in — and challenges to — the way we currently plan, design, construct and live in our community. Although this may seem like a staggering task, the unprecedented level of cooperation between the community, private sector, and government and the many resulting accomplishments in our community are a sure sign that we are up to the task. Dillon Consulting Limited December 2008 109 Page 31 APPENDIX A Glossary lim Benefits Blueprint - A broad based community initiative funded by the Government of Canada, Government of New Brunswick and Irving Oil Limited, this long -term strategic planning process brought together a group of stakeholders from across the province to make recommendations on the best ways to optimize economic growth and social benefits resulting from major industrial projects happening or proposed for New Brunswick. Phase I of this project resulted in 16 recommendations for moving forward. Goals — 20 -year Community Goals developed by the Citizen Advisory Group from over 15,000 ideas on the future, collected from a broad range of the community. Development of these Goals took place as a part of the first phase of Vision 2015. Indicators — An indicator is a statistic or measurement that can be measured over time against benchmarks, targets or a vision for the future. Sustainability Principles — An important part of developing the Vision was creating a set of Sustainability Principles that would guide thinking and provide a strategic framework for decision making. Developed by the City of Saint John Environment Committee, the Sustainability Principles were adapted from the Melbourne Principles — a set of statements on how a sustainable city would function. The Sustainability Principles guided the development of the Vision and Community Goals. Sustainability Theme — Social, Culture, Economic, Environment, Infrastructure, Governance. Targets — A target refers to how much improvement is needed for a particular indicator. For each indicator, their associated target is a measurable goal that our community must work towards. Vision 2015 — Vision 2015 is a shared plan for continuous improvement to make Saint John a national leader as a sustainable community. Starting with a long -term vision and goals developed and owned by the community, Vision 2015 is a multi -year program designed to translate vision into action while providing balance amongst community needs as we move to a sustainable future for Saint John. The project is using 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. Development of the Integrated Community Sustainability Plan is the second step in the Vision 2015 process. Vision — A long term vision for the future of Saint John, the Vision was developed by the Citizen Advisory Group from over 15,000 ideas on the future, collected from a broad range of the community. The Vision is a shared description that provides purpose, direction and inspiration as we define what we want Saint John to be in the future (the complete Vision Statement is included at the front of this document). Development of these Goals took place as a part of the first phase of Vision 2015. Vital Signs° — an annual community check -up conducted by the Greater Saint John Community Foundation that measures the vitality of our community, identifies significant trends, and assigns grades in at least ten areas critical to quality of life. ACRONYMS ACAP — Atlantic Coastal Action Program CAG — Citizen Advisory Group CBO — Community -Based Organization ICSP — Integrated Community Sustainability Plan MCRI — Marsh Creek Restoration Initiative 113 APPENDIX 6 ICSP Stakeholder Committee Members 115 4) 117 ICSP STAKEHOLDER • Name Organization Annette Albert Director, New Brunswick Community College Saint John Jim Baird Commissioner of Planning and Development, City of Saint John (Retired) Andrew Beckett Deputy City Manager of Programs and Priorities, City of Saint John Craig Campbell Senior Planner, Planning and Development, City of Saint John Steve Carson Chief Executive Officer, Enterprise Saint John Leo Coyle School District 8 Bill Edwards Commissioner of Building and Inspection Services, City of Saint John David Emerson University of New Brunswick Ken Forrest Commissioner of Planning and Development, City of Saint John Shane Goguen Saint John Board of Trade Kim Graham Program Manger, Vision 2015, City of Saint John Paul Groody Commissioner of Municipal Operations and Engineering, City of Saint John Randy Hatfield Executive Director, Human Development Council Kim Hughes Director of Sustainable Planning, Province of New Brunswick John Jarvie Town Manager, Town of Rothesay Ross Jefferson Benefits Blueprint Marta Kelly VP of Finance and Administration, Saint John Energy Eric Marr President and CEO, Saint John Energy Brenda MacCallum Public Education Officer, Fundy Solid Waste Commission Frank McCarey General Manager, Saint John Transit Bernie Morrison Commissioner of Leisure Services, City of Saint John Rob Simonds Fire Chief, Saint John Fire Department Narinder Singh General Manager, Saint John Non Profit Housing Richard Smith General Manager, Saint John Parking Commission Bill Todd Chief Administrative Officer, Saint John Police Terry Totten City Manager, City of Saint John Tim Vickers Executive Director, Atlantic Coastal Action Program Michael Wennberg Saint John Community Arts Board Pat Woods Deputy City Manager, City of Saint John Samir Yammine Energy Manager, Building and Inspection Services, City of Saint John Greg Yeomans Commissioner of Finance, City of Saint John 117 APPENDIX C Sustainability Principles 119 0 Provide a long -term vision for Saint John based on the pillars of sustainability: social /cultural, environmental and economic. Elaboration: Sustainable development is the process of balancing the need of humans for economic and social development with the need to protect the natural and built environment. Balancing these three areas is commonly referred to as the "Triple Bottom Line ". These needs must be met not only in the present, but in the indefinite future. Sustainable development is defined as development that meets the needs of the present without compromising the ability of future generations to meet their own needs (Brundtland Commission). Saint John is a city experiencing substantial changes to its social, cultural, economic and environmental characteristics. A long -term vision, which is developed with the community, will ensure the informed governance and management of its resources. A vision founded on the principles of sustainability will incorporate the needs of all sectors of society. Promoting a legacy of human and natural resource conservation and reflecting the individuality of Saint John are prerequisites. Recognize and incorporate the valued and distinctive characteristics of Saint John - including its human, cultural, historical and natural attributes - in our vision and planning for a sustainable city. Elaboration: Saint John has distinct human, cultural, historic and natural characteristics. It is important to incorporate these characteristics into a plan because this will motivate people in Saint John to achieve sustainable development and regeneration. Our local leaders should understand the human and natural characteristics that define our community. Because these characteristics change over time, our local leaders should participate in ongoing community engagement to ensure they remain in touch with the changes in Saint John. Understanding these characteristics and their historical context will help local leaders gauge the long -term consequences of the decisions made about growth, urban form and the natural environment. Engage the entire community of Saint John in the planning and implementation of sustainable solutions. Elaboration: The journey towards sustainability requires strong support from within the community. It is critical to have active participation from the community in all stages of the process, from long -term planning to implementation of solutions. People have a right to be involved in the decisions that affect them. Attention needs to be given to empowering those whose voices are not always heard. Everyone in the community should have the capacity to participate in their local government processes. Respect Saint John's natural ecosystems. Act as a custodian for the biodiversity and natural ecosystems of Saint John, and protect and restore them. Elaboration: Nature is more than a commodity for the benefit of humans. We share the Earth with many other life -forms that have their own intrinsic value. They warrant our respect, whether or not they are of immediate benefit to us. It is through people's direct experience with nature that they understand its value and gain a better appreciation of the importance of healthy habitats and ecosystems. This connection provides them with an appreciation of the need to manage our interactions with nature respectfully. Just as humans have the ability to alter the habitat and even to extinguish other species, we can also protect and restore biodiversity. Therefore, we have a responsibility to act as custodians of nature. Saint John is a coastal city where the Saint John and Kennebecasis Rivers join and meet the ocean. These freshwater, estuarine and seashore ecosystems are critical to the character and future of Saint John. 121 Model the development of Saint John on the characteristics of natural systems. Elaboration: Saint John can become more sustainable by modeling urban processes on the ecological principles by which natural ecosystems operate. The characteristics of ecosystems include diversity, adaptiveness, interconnectedness, resilience, and regenerative capacity. Incorporating these characteristics into the development of Saint John will make the city more sustainable, resulting in environmental, social and economic benefits. For example, in nature there is no such thing as waste, just a resource for a new product. By striving for this in Saint John, we can increase our efficiency and minimize our ecological footprint. Strive to minimize Saint John's ecological footprint. Elaboration: Cities consume significant quantities of resources and have impacts that extend well beyond their borders. One way of describing the impact of a city is to measure its ecological footprint. The ecological footprint measures the 'load' on nature imposed by meeting the needs of its population. It represents the land, water and air necessary to sustain current levels of resource consumption and deal with waste discharged by that population. Reducing the ecological footprint of a city is a positive contribution towards sustainability. Like any living system, Saint John consumes material, land, water, air and energy, and generates wastes. This is the 'metabolism' of the city and it can be made more efficient to reduce our ecological footprint. Reducing the footprint involves solving problems locally, rather than shifting them to other geographic locations or to future generations. Using tools such as Life Cycle Assessment in decision making helps to identify and implement sustainable habits and practices. Achieve long -term economic stability and social security in Saint John. Elaboration: Long -term economic and social stability and security are prerequisites for beneficial change and are dependent upon environmentally sound, sustainable development. To achieve "triple bottom line" sustainability, economic strategies need to increase the value and vitality of human and natural systems. Economic strategies should seek to meet basic human needs in a just and equitable manner through fair allocation of resources, and should enable access to potable water, clean air, food, security, shelter and safe sanitation. Cities support and nurture human diversity; their policies, structures and institutions can significantly contribute to fostering cohesive, stimulating, safe and fulfilling communities. Foster communication among community groups and organizations to emphasize sustainability as a common shared goal. Elaboration: Develop and strengthen new and existing networks within Saint John. Promote multidisciplinary partnerships to facilitate the transfer of knowledge, build capacity and support continual environmental, economic and social improvement. The people of Saint John are the key to making our city sustainable. It is critical that the people of Saint John be well- informed and that they can easily access and share knowledge. The energy and talents of people are maximized by working together through such networks. There is also value in Saint John sharing its experience with other communities, pooling resources to develop sustainability tools, and supporting and mentoring one another through regional networks and collective efforts. 122 Promote sustainable production and consumption through the use of environmentally sound technologies and effective demand management. Elaboration: A range of approaches and tools can be used to promote sustainable production and consumption in Saint John. Increasing public awareness about these approaches is a valuable strategy to achieving sustainability. Demand management means conservation of resources and reduction in consumption. This approach can also provide significant savings in infrastructure investment. Sustainable production is achieved by using environmentally -sound technologies. These technologies are less polluting, use resources in a more sustainable manner, recycle wastes and bi- products, and handle all remaining wastes in an environmentally acceptable way. Environmentally sound technologies can create economic growth, reduce environmental impacts, enhance value along a supply chain, and support responsible product stewardship. Establish a systematic process of continual improvement, based on action planning, accountability, transparency and good governance. Elaboration: Good governance requires processes that achieve sustainability through continual improvement. While in some areas, gains may be incremental, there are also opportunities to make much more substantial improvements through innovative strategies, programs and technologies. The continual improvement cycle requires relevant indicators, targets based on benchmarks and monitoring of progress against milestones to achieve these targets. This facilitates progress and accountability and ensures effective implementation. Transparency and openness are a requirement of good governance. 123 APPENDIX D Action Evaluation 125 ACTIONS 1 Implement the Priority Neighbourhood Capacity Building Program. 2 Create a Social Development Policy for Saint John. 3 Develop an Inclusion Statement for Saint John. 4 Early Learning Centre in Saint John 5 Develop and integrate social enterprises. 6 Implement the Education for Tomorrow pilot program. 7 Free childcare for single parents with children under 10 8 Create a Comprehensive Housing Strategy (include affordable housing component) 9 Consider reducing the provincial property tax rate for rental properties 10 Recreation Master Plan for the City. i 11 Parks and Open Space Master Plan. 12 Develop elite athletic programs 13 Health Care Expansion - Creation of a Community Wellness Pla 14 Expand Communitv Health Centre model in the Reaion 15 16 17 18 19 20 21 22 Linkage Score ' . RANK 1m== �� 57 42 19 46 50 15 27 21 48 20 29 34 65 28 63 22 16 68 51 61 Provide increased spaces for the arts & culture community Uptown - Upper Floor Prospectus 26 6 32 Implement the recommendations of the District Wealth Creation: A Cultural Strategy for Saint John 40 16 ;29 11 Establish a PSE arts/culture/heritage related program Uptown 24 5 Establish a nationallv reco nized multi-dav festival 7 3 10 Establish a new small. quality performing arts space 13 3 16 DevelOD quality familV Droarammina 4x ear 7 2 9 Biannual celebration of arts and culture 10 5 15 Artist develo ment and artist award reco nition 22 7 29 Na More focus on historical/heritage preservation not built heritage) 10 5 15 Public art on buses 2 1 2 1 4 25 Form an Advisory Board .propose changes to PSE & secondary education 22 12 34 Implement •- 37 16 =M Strengthen or re-invent a Multicultural Association that will serve the growing immigrant population of the region. second 28 Increase the amount of English 26 9 35 29 Establish a g group to . - improved credential recognition 24 9 33 30 Increase focus and funding on arts, culture and recreation. ®gym 21 31 Establish an 'Eat Local' campaign. m�® 62 32 Create an Industrial Lands Development Strategy m�® 36 33 Create a Fire Master Plan �ami 73 34 Re- engage regional councils & community - benefits of regional cooperation m ®m 47 35 Centres of Excellence in PSE (Health & Science, Energy, Urban Studies) mam 54 36 Fast Track Land Development Strategies ( planning, industrial infrastructure) �am 71 37 Trails and Bikeways Master Plan ® ®m 6 Adopt a policy that identifies the level of green building design required in all new developments of a 38 certain size. 45 39 Develop and implement a Walking School Bus Program and /or Bicycle Train Program ®�m 26 40 Alternative Transportation Education Program - employers ®�m 19 41 Alternative Transportation Mode Task Force. m�m 23 42 Marsh Creek Restoration Project = ®=n Develop an Energy Plan for Saint John (based on City of Saint John Municipal Energy Efficiency Program 43 (MEEP). Emn 25 Adopt a policy that all new municipal and provincial buildings should be built to LEED Silver (or 44 comparable) standards. 31 45 Develop program to educate construction and development industry about benefits of preen design. =�= 15 Table 1. Action Evaluation Summary - Organized by Sustainability Theme Area (Primary Projects Highlighted in Yellow) 127 Linkage Score ACTIONS ' • - � RANK 46 Geo- Exchange Distribution Loop for Uptown Saint John & further district energy feasibility studies m�m 33 47 Develop a "Sustainable Saint John" website. ®�m 27 48 Develop a Tree Retention By -law m�m 39 49 Develop a Pesticide By -law ® ®® 32 50 Adopt Naturescape Guidelines ®�m 30 51 Develop a Vehicle Idling Reduction Program m ®m 55 52 Develop a Community Rain Barrel Program m ®® 59 53 Develop a Watershed Management Plan for the Region m�m 38 54 Explore feasibility of curbside recycling program m�® 58 55 Water conservation plan 24 56 Climate Change Adaptation /Mitigation Plan ® ®® 13 57 Carry out the necessary water system upgrades =� m n 58 Carry out the necessary wastewater - ....- ® 10 Develop various long-term capital replacement and funding plans for infrastructure (water, wastewater, E®® 59 roads, - 44 60 Ensure that new development in priority n-. .. ... .- s a mix of housing types and . .... ®M® 60 Audit, evaluate and reinvest as needed recreation facilities, programs, green space in Priority EME 61 Neighbourhoods. 18 62 Develop a comprehensive multi-modal Transportation - = ®= 9 63 - - - -. Plan. 5 .. . - -. - - 64 . .. planning. 17 65 Prepare a Heritage ®® ® 52 66 Establish a Dialogue Working Group, composed of representatives from all levels of governments. MA® ®m 50 Partner with neighbouring municipalities in lobbying the provincial and federal governments on issues 67 common interest. MM® 53 68 Hold roundtable discussions or working groups on priority issues involving all key stakeholders. ® ®m 40 69 Strengthen the role of the Saint John Youth Advisory Committee (formerly the Saint John Youth Cabinet). EME 64 70 Explore the possibility of a developing a Youth -on- Boards program. 67 72 Revised Municipal Plan 1= ®== 71 Develop a comprehensive and consistent public consultation policy (in consultation with the public) 41 ®m 12 73 Based on a revised Municipal Plan, develop a neighbourhood- specific plans and /or design guidelines. ,m 74 Based on a revised Municipal Plan, develop a revised Zoning By -Law 3 75 Support Benefits Blueprint Project Management Office efforts to implement Benefits Blueprint Initiatives. 8 127 72 42 Marsh Creek Restoration Project 74 Based on a revised Municipal Plan, develop a revised Zoning By -Law 57 Carry out the necessary water system upgrades 63 Comprehensive Strategic 37 Trails and Bikeways Master Plan 1 Implement the Priority Neighbourhood Capacity Building Program. 75 Su 62 R 58 [F wz 16 n -. 73 Based on a revised Municipal Plan, develop a neighbourhood- specific plans and /or design guidelines. ' 56 Climate Change Adaptation /Mitigation Plan 26 Implement the Workforce Expansion Plan. 45 Develop program to educate construction and development industry about benefits of green design. 11 Parks and Open Space Master Plan. 64 61 40 Alternative Transportation Education Program - employers 4 Early Learning Centre in Saint John 30 Increase focus and funding on arts, culture and recreation. 10 Recreation Master Plan for the City. 41 Alternative Transportation Mode Task Force. 55 Water conservation plan Develop an Energy Plan for Saint John (based on City of Saint John Municipal Energy Efficiency Program 43 (MEEP). 39 Develop and implement a Walking School Bus Program and /or Bicycle Train Program 47 Develop a "Sustainable Saint John" website. 8 Create a Comprehensive Housing Strategy (include affordable housing component) 5 Develop and integrate social enterprises. 50 Adopt Naturescape Guidelines Adopt a policy that all new municipal and provincial buildings should be built to LEED Silver (or 44 comparable) standards. 49 Develop a Pesticide By -law 46 Geo- Exchange Distribution Loop for Uptown Saint John & further district energy feasibility studies 6 Implement the Education for Tomorrow pilot program. _ 28 Increase the amount of English second language training that is available. 32 Create an Industrial Lands Development Strategy 25 Form an Advisory Board to propose changes to PSE & secondary education programming. 53 Develop a Watershed Management Plan for the Region 48 Develop a Tree Retention By -law 68 Hold roundtable discussions or working groups on priority issues involving all key stakehold 71 D e v etam azomoreJaensive andzornsistent public-,cornsultatiorn 29 Establish a working group to pursue improved credential recognition in NB. l 56 111 m 12 ® 13 ® 15 ®i 16 17 18 m 19 20 21 22 23 24 25 26 27 28 29 30 31 m 32 33 ® 34 ® 35 ® 36 37 m 38 m 39 m 40 m 41 ® 42 43 Table 2. Action Evaluation Summary - Organized by Ranking (Primary Projects Highlighted in Yellow) 129 Page 2 Linkage Score ACTIONS M��M RANK Develop various long-term capital replacement and funding plans for infrastructure (water, wastewater, 59 roads, - 44 Adopt a policy that identifies the level of green building design required in all new developments of a 38 certain size. 45 17 Establish a PSE arts/culture/heritage related .... Uptown ©� 46 34 Re- engage regional councils & community - benefits of regional cooperation m ®m 47 3 Develop an IncTMtatement ' or aint Joh „ ®i am 48 22 Artist development and artist award recognition ®�� 49 66 Establish a Dialogue Working Group, composed of representatives from all levels of governments. ® ®m 50 13 Health Care Expansion - Creation of a Community Wellness Plan. ® ®® 51 65 Prepare . Heritage Plan ® ®® 52 Partner with neighbouring municipalities in lobbying the provincial and federal governments on issues of 67 common interest. 53 35 Centres of Excellence in PSE (Health & Science, Energy, Urban Studies) mam 54 51 Develop a Vehicle Idling Reduction Program m ®m 55 Strengthen or re- invent a Multicultural Association that will serve the growing immigrant population of the 27 region. 56 2 Create a SociaW�Policy for Saint J 57 54 Explore feasibility of curbside recycling program m�® 58 52 Develop a Community Rain Barrel Program mi ®® 59 60 Ensure that new development in priority n- . .. ... .- s a mix of housing types and affordability ®�® 60 14 He el in the Region ®a® 61 31 Establish an 'Eat Local' campaign. 62 9 Consider reducing the provincial property tax rate for rental properties ® ©m 63 69 Strengthen the role of the Saint John Youth Advisory Committee (formerly the Saint John Youth Cabinet)I ME 64 7 Free childcare for single parents with children under 10 �mi am 65 19 Establish a new performing a .- - 66 70 Explore the possibility of a developing a Youth -on- Boards program. 67 12 Develop elite athletic programs ma® 68 21 Biannual celebration and culture m ©® 69 23 - historical/heritage preservation - - .. - ©® 70 36 Fast Track Land Development Strategies ( planning, industrial infrastructure) �am 71 18 Establish a nationally recognized multi-day festival 72 33 Create a Fire Master Plan �ami 73 20 Develop q programming - 74 24 Public art on buses 75 129 Page 2 APPENDIX E Indicator - Project Diagrams (By sustainability theme) 130 ACCESS TO RECREATIONAL PROGRAMING /VENUES Multi -Modal Transportation Master Plan Comprehensive Strategic Transit Plan Trails and Bikeways Master Plan Parks and Open Space Master Plan Recreation Master Plan Increase Focus & Funding on Arts, Culture & Recreation Evaluate & Invest in Priority Neighbourhood Infrastructure Coordinate /Integrate Land & Transportation Planning & _TCe1T1AmLX11 41M' I VIOLENT CRIME RATE Early Learning Centre in Saint John Implement the Education for Tomorrow Program Evaluate & Invest in Priority Neighbourhood Infrastructure PHYSICIANS PER 100,000 PEOPLE zo(CUAL POVERTY PERCENTAGE OF LOW RATE INCOME FAMILIES Pi OF POPULATION FOREIGN BORN LEGEND PRIMARY PROJECTS zz(ri::�)UAL NET MIGRATION LITERACY RATE Early Learning Centre Implement the Education for Tomorrow Program %OFP W Early Advisory Second Pro Impleme Tomoi ATTENDANCE AT CULTURAL EVENTS cu EMPLOYMENT IN CULTURE ONOF LABOUR FORCE SIZE PARTICIPATION RATE MI ENVIRC AIR QUALITY ENERGY CONSUMPTION Revised Zoning Bylaw Neighbourhood Plans & Design Guidelines MFE42 GREEN HOUSE GAS- % OF NEW LEED TRANSPORTATION BUILDINGS Revised Zoning Bylaw Multi -Modal Transporta - 1 I Neighbourhood Plans & tion Master Plan Design Guidelines Comprehensive Strategic Comprehensive Housing Transit Plan I I Strategy Trails and Bikeways Master Plan Coordinate /Integrate Land & Transportation Planning OF SINGLE OCC PANCY VEHICLE Multi -Modal Transpor tion Master Plan Comprehensive Strate Transit Plan Trails and Bikeways Master Plan Coordinate /Integrat Land & Transportatic Planning 90YEG CITIZEN SATISFACTION 139 Integrated Community Sustainabi A long -term plan created in consultation the community for the community A tool to translate the community vision goals into actions Grant eligibility and increased funding potential for other projects togetherwe will build a stmngercommunity 140 Planning Framework togetherwe tiwfll build a st=9ercommunity 141 Expectations Strategies Community Vision Our Saint John, Canada's first city, leads the natior example of a sustainable community... 5 togetherwe wfl build astmngercommunity 142 Prioritizing ICSP Actions ^'�ph \0)1 ACTION BANK (Actions for tomorrow) rr,r;; =rF -i -- ;--:jiIIbualdastrongercommunfty 6? •• • •• • ••• 0 00 *1* 0 ••• • % • • • • • 143 or- ➢Vision � Public Consulta ➢Municipal Strate( Revie� Review Other Infor ➢Municipal Staff ➢Stakeholder & Works[ POSSIBLE F F9 am, 1I_: W& (Actions R Primary Projects For You: Energy, water, wastewater, waste, G H G At home, at work, at play For the Community: Social: Priority Neighbourhood Capacity Buildini, Economic: Workforce Expansion Plan Environment: Marsh Creek Restoration InitiativE Infrastructure: Glean, 6afe urinKing vVater Governance: Revised Municipal Plan together we wilt build a st=gercommunity 144 J Moving Forward Partnerships: Vital Signs Greater Saint John Sustainability Network Monitoring: Indicators Targets Reporting: Sustainability Software Progress Report together we wIll build a stronger community 145 Alignment to Council Priorities ICSP Primary Projects together we wIll build a st=gercommunity Council Priorities 146 September 19, 2008 Ms. Kimberley Graham Vision 2015 Program Manager City of Saint John P.O. Box 1971 Saint John, New Brunswick E2L 41_1 Project Title: Saint John Integrated Community Sustainability Plan Application number: GMF 10014 Dear Ms. Graham: The Federation of Canadian Municipalities (FCM) has completed its analysis of the application you submitted to the Green Municipal Fund (GMF). On behalf of the GMF Council and FCM's National Board of Directors, I would like to congratulate you as your proposed sustainable community plan meets the objectives of GMF. It is therefore our pleasure to confirm that it has been approved for a grant in an amount of up to $63,950 (the grant). In the near future, FCM will send you a draft Grant Agreement between your organization and FCM that will contain the terms and conditions upon which the grant will be extended. Please note that you must execute the Agreement and fulfill its terms and conditions within the prescribed deadlines in order for the grant to be disbursed in support of your approved sustainable community plan. Should you have any questions, the Application Coordinator assigned to assist you with every aspect of your study is Nathalie Lapointe. She can be reached at 613- 907 -6261 or by e -mail at nlapointe@fcm.ca. FCM oversees the public announcement of all GMF- funded initiatives. After your Agreement is signed, a GMF communications officer will contact you to discuss the process for a public announcement. FCM and the Government of Canada will partner with you on the announcement, coordinated by FCM. Please refrain, where possible, from any public statements on GMF funding until after the official announcement. .../2 147 -2- We would like to thank you for your interest in GMF. We look forward to working with you to improve the quality of life in your community, and to sharing the results of your initiative with communities across Canada. KL /NL Sincerely, I I /10�� Karen Leibovici Chair Green Municipal Fund Council 148 4 �r BUILDINGS AND INSPEC SERVICES DEPARTMEN SAINT JOHN PROPOSED BUDGET 2009 149 —mass P SAINT JOHN Facility Management Building Carpenter Shop Energy Maintenance Management 150 Buildings and Inspection Services Peel Plaza TE S1 City Market ! By -law Enforcement i Buildings &Inspection Sen ,& k 5A ffi 2009 OperatinlBudget P SAINT JOHN Building &Technical Facility Management Carpenter Shop City Market City Hall Total 151 2008 2C $ 195437400 $ 1,6, $ 978,846 $ 1,07 $ 470,314 $ 4C $ 864,307 $ 8c $---l-,716,459 $ 1,0 $ 51573,326 $ 516C P .W 4 M Building &Technical Sen SAINT JOHN ■ Building Inspection • Permits (Building, Plumbing, etc.) • Permit inspections • Licenses (ie. sidewalk vendors, hawkers & peddlers) ■ By -law Enforcement • Building By -law • Zoning By -law • Pits and Quarries • Minimum Property Standards By -law • Plumbing By -law • Unsightly Premises and Dangerous Buildings By -law • Flood Risk Area By -law • Animal Control By -law • Solid Waste By -law • Heritage Preservation Review Area By -law • Mobile Home Parks By -law • Hawkers & Peddlers By -law • Sidewalk By -law • Street Occupancy By -law 152 Technical Services Engineer Commissioner 1 Building Inspector Deputy Commissioner Deputy Building Inspector Administrative Assistant I i Technical Services [ Plans Technical Services Administrative Inspector i Examiner Inspector Assistant Technical Services Technical Services Technical Services Administrative Inspector Inspector Inspector Assistant � j Technical Services i Technical Services Administrative Inspector + Inspector ; Assistant Technical Services i Technical Services Inspector Inspector (Proposed) Plumbing Inspector Plumbing Inspector 153 Permits and Licenses Total # Inspection # Reven 2005 1,873 12,295 $ 2006 1,719 14,064 $1, 2007 2,083 15,041 $1, 2008 (Oct3l) 2008 project. 2,150 2,580 1. 14,523 17,426 $1, $1, ■ Increase in construction activity has resulted in b inspections alone increasing by 24% since 2007 - equivalent workload to one building inspector full one year. • All indications are that construction boom will cor • Inspectors are already overwhelmed with the nur permit inspections and by -law enforcement case; 154 ._m". SAINT JOHN Building &Technical Servic 2009 Operating Budaet Prc Personnel Goods &Services Total 2008 approved $113047962 2009 $1 $ 238,438 $ lie $1,543,400 $1,E Change - Addition of one Technical S Inspector with associated costs 155 Building& Technical Servici 2009 Revenue Projections SAINT JOHN Permit 12008 Type Budget 12008 YE Projected 200E Proji Building $1,000,000 $1,590,000 $1,5 Plumbing $ 80,000 $ 121,000 $ 1 Misc. $ 28,250 $ 37,450 $ Licenses $ 500 $ 700 $ Other rev. $ 12,000 $ 25,000 $ TOTAL $1,120,750 $117741150 $1,6 156 �A —ten P SAINT JOHN Facility Management Maintenance and capital upgrades c 90 Municipal facilities 025 Facility Management facilities 034 Leisure Services facilities 09 Fire Department facilities 09 Police Force facilities 020+ Municipal Operations facilities ■Sustainable Energy Management pr ■City Market operations 157 Energy Manager Commissioner Deputy Commissioner Manager Building Maintenance General Foreman € Administrative i Assistant Mechanical Foreman Carpenter Engineering Shop Technologist Journeyman Journeyman Carpenter Carpenter Journeyman Journeyman Carpenter Carpenter Journeyman Journeyman Carpenter Carpenter Journeyman Carpenter 158 Foreman City Market Skilled Worker Skilled Worker Facility Management Technologist Facility Management Technologist Facility Management Technologist Pra osed Facility Management Capital Progra # Projects Approved 2005 38 $ 650,C 2006 45 $1,000,C 2007 57 $4,440,C 2008 75 $5,819,( 12009 58 $3,7'36,500 pr, • Capital program has increased significantly since • Difficult to implement program with current staffin • In addition to maintaining and upgrading existing of 90+ facilities, the division has recently been we projects for a number of commissions and agenc putting a strain on existing staff. • Peel Plaza has, and will in the near future, add tc of staff as new facilities are brought online. 159 Facility Management 2009 Or)eratina Budaet Prc SAINT JOHN Personnel Goods &Services Recovery Total 2008 approved $ 483,061 $ 1,025,785 2009 K F $ 1,0 - 530.000 $ 978,846 $ 1,C ■ Change — Addition of one Facility Mar Technologist 160 Carpenter Shop 2009 O eratin Budget Pr( SAINT JOHN Personnel Goods &Services Recovery Total 2008 approved 2009 $6021787 $ 6z $223)498 $ 2, - 355,971 - 3( $4701314 SAINT JOHN City Market 2009 ODeratina Budaet Pr( Personnel Goods &Services Total 2008 approved $ 243,896 2009 $8641307 162 Q4 ", � SAINT JOHN Total City Hall 2009 Operating Budget Prc 2008 approved $ 1,716,459 163 2009 prop $1)480 Proposed Facility Manager 2009 Capital Proaram SAINT JOHN • Facility Management • Fire Department • Leisure Services • Municipal Operations TOTAL 164 $ 1,46C $ 388 $ 1,10? $ 785 $39736, 6 lw '041 4) Peel Plaza Project SAINT JOHN Project Manager Administrative Assistant 7 165 Proje( Engine (vacar r?4'Q'\N_.. SAINT JOHN Peel Plaza Project 2009 Capital Budaet Pror)o Personnel Goods &Services Total Construction Activities 2009 proposed $ 320,912 $ 163,820 $ 484,732 $12,093,000 .. y, BU:ELD:[NG an 0 3 mr I�t C III N I'Lo SERV:ICES Personnel 2009 1002 Salaries - Non -union 1004 Salaries - 486 1010 Salaries - Temp. 1104 Overtime - 486 1110 Overtime - Temp. 1402 Retirement Benefits 1404 Fringe Benefits Total Personnel 8,200 Goods & Services 2004 Postage 2008 Telephone 2010 Advertising 2012 Travel 2014 Conferences/Courses 2022 Memberships/Prof. Fees 2030 Other Gen. Serv. 2204 Vehicle Insurance 2208 Deductible 2610 Photography 2630 Other Services 3006 Office Equipment Repairs 3010 Computer Repairs 3030 Other Repairs 4002 Meals 4008 Footwear 4009 Apparel 4014 Office Supplies 4021 Custom Printed Material 4050 Other Goods 7002 Fleet Maintenance 7004 Fleet, Fuel 7006 Carpenters 7020 Computers (Capital) 9014 Office Furniture (Capital) 9016 Office Equipment (Capital) 9030 Other Assets Total Goods & Services Grand Total BUILDING & TECHNICAL SERVICES 2009 -2012 OPERATING BUDGET PROJECTIONS Approved 2008 2009 2010 Budget Proposed Proposed 264,725 249,772 259,740 734,645 820,574 870,217 40,592 40,217 41,525 8,200 8,200 8,200 0 0 0 0 0 0 256,800 274,097 289,022 1,304, 962 1,392, 860 1, 468,T04 2011 2012 Proposed Proposed 270,107 280,88E 905,326 932,48 42,771 44,05: 8,200 8,20( 0 16,80( 0 1,025 300,468 310,07f 1,526,872 1,575,70, 3,800 4,800 4,900 5,000 5,10( 15,000 15,600 16,000 16,400 16,80( 1,000 1,025 1,050 1,075 1,10( 8,500 9,500 9,750 10,000 10,251 7,500 8,500 8,700 9,000 9,251 4,500 4,600 4,700 4,800 4,901 10,000 3,500 3,600 3,700 3,80 10,000 10,500 11,000 11,550 12,154 10,000 25,000 25,650 26.300 27,001 4,000 4,100 4,200 4,300 4,401 16, 000 16,400 16,800 17,200 17,601 500 500 525 525 52! 1,500 1,550 1,600 1,650 1,701 200 200 200 200 201 2,100 2,150 2,200 2,250 2,301 1,600 2,100 2,200 2,300 2,401 3,200 3,700 3,800 3,900 4,00 5,100 5,200 5,300 5,400 5,501 3,500 3,600 3,700 3,800 3,90 2,500 2,600 2,700 2,800 2,901 90,510 98,910 103,860 103,860 103,861 15,008 16,500 18,500 20,350 22,38, 2,000 2,050 2,100 2,150 2,201 18,420 18,000 18,000 18,000 18,00 500 3,000 3,000 3,000 3,00 1,200 1,200 1,200 1,200 1,20 300 300 300 300 30 238,438 265,085 275,535 281,010 286,721 1,543,400 1,657,945 1,744,239 1,807,882 1,862,42 .. 2009 EMPLOYEE & SALARY TABLE BUILDING & TECHNICAL SERVICES 110 -2901 -514 GROUP TOTAL TEMPORARY STAFF $40,217.00 OVERTIME (UNION, LOCAL 486) SUS TOTAL FRINGE. BENEFITS GRAND TOTAL .• 2009 POSITION TITLE NAME HIRE DATE SALARY DEPUTY COMMISSIONER POFFENROTH, A. 6/22/1998 $92,579.00 DEPUTY BUILDING INSPECTOR CRAWF'ORD, D. 06/00/89 $85,089.00 TECHNICAL SERVICES ENGINEER BENTLEY, P. 10/15/07 $71,530.00 GROUP TOTAL (NON-UNION 1 MANAGEMENT) $249,198.00 PLANS EXAMINER (9) MCCARTHY, P 5/8/1989 $69,261.00 PLUMBING INSPECTOR (9) ARMSTRONG, R. 6125/1990 $30,631.00 PLUMBING INSPECTOR (9) BRANDON, C 10/292008 $55,531.00 TECHNICAL SERVICES INSPECTOR (8) DENTON, L. 224/1984 $57,172.00 TECHNICAL SERVICES INSPECTOR (8) SLADER, M. 5/21/1991 $57,172.00 TECHNICAL SERVICES INSPECTOR (8) SOMERVILLE, D. 4/97/1978 $57,172.00 TECHNICAL SERVICES INSPECTOR (8) CHAN, V. 7/13/1992 $57,172.00 TECHNICAL SERVICES INSPECTOR (7) DUKE, T 8/4/1 992 $53,082.00 TECHNICAL SERVICES INSPECTOR (7) BERUBE, D 624/2004 $53,082.00 TECHNICAL SERVICES INSPECTOR (6) GOGUEN, M. 4212008 $48,988.00 TECHNICAL SERVICES INSPECTOR (6) WAYS, J. 7/282008 $48,988.00 TECHNICAL SERVICES INSPECTOR (6) PROPOSED $48,988.00 ADMINISTRATIVE ASSISTANT (8) VERNER, L 4/24/1984 $57,172.00 TECHNICAL SERVICES CLERK (5) HAWKINS, P. 9/19/1988 $44,893.00 PROCESS CLERK (4) CARLETON, J. 4/6/1998 $41,213.00 ADMINISTRATIVE CLERK (3) CAMERON, H. 6/1/1995 $37.532.00 GROUP TOTAL UNION, LOCAL 486) $810,049.00 CASUAL ADM IN CLERK (1) 4 MONTHS $10,054.00 CASUAL ADM IN CLERK (2) 12 MONTHS $30,163.00 GROUP TOTAL TEMPORARY STAFF $40,217.00 OVERTIME (UNION, LOCAL 486) SUS TOTAL FRINGE. BENEFITS GRAND TOTAL .• GROUP TOTAL TEMPORARY STAFF $41,525.00 OVERTIME (UNION, LOCAL 486) SUB -TOTAL FRINGE BENEFITS GRAND TOTAL 170 2010 EMPLOYEE & SALARY TABLE BUILDING & TECHNICAL SERVICES 110 -2901 -514 2010 21 POSITION TITLE NAME HIRE DATE SALARY SERVICE P DEPUTY COMMISSIONER POFFENROTH, A. 6/22/1998 $96,282.00 $0. DEPUTY BUILDING INSPECTOR CRAWFORD, D. 06/00/89 $88,492.00 $574. TECHNICAL SERVICES ENGINEER BENTLEY, P. 10/15/07 7$ 4 1.39 PO GROUP TOTAL (NON -UNION I MANAGEMENT) $259,165.00 $574. PLANS EXAMINER (9) MCCARTHY, P 5/8/1989 $63,252.00 $1,897, PLUMBING INSPECTOR (9) ARMSTRONG, R. 6/25/1990 $31,626.00 $948 PLUMBING INSPECTOR (9) BRANDON, C 10/2912008 $63,252.00 $0 TECHNICAL SERVICES INSPECTOR (8) DENTON, L. 2124/1984 $59,030.00 $1,770 TECHNICAL SERVICES INSPECTOR (8) SLADER, M. 5/21/1991 $59,030.00 $1,475. TECHNICAL SERVICES INSPECTOR (8) SOMERVILLE, D. 411 711 97 8 $59,030.00 $1,770 TECHNICAL SERVICES INSPECTOR (8) CHAN, V. 7/13/1992 $59,030.00 $0 TECHNICAL SERVICES INSPECTOR (8) DUKE, T 8/4/1992 $59,030.00 $0 TECHNICAL SERVICES INSPECTOR (8) BERUSE, D 6/24/2004 $59,030.00 $0 TECHNICAL SERVICES INSPECTOR (7) GOGUEN, M. 4/212008 $54,808.00 $0 TECHNICAL SERVICES INSPECTOR (7) WAY E, J. 7x28/2008 $54,808.00 $0 TECHNICAL SERVICES INSPECTOR (6) PROPOSED $50,581.00 $0 ADMINISTRATIVE ASSISTANT (8) VERNER, L 424/1984 $59,030.00 $1,770 TECHNICAL SERVICES CLERK (5) HAWKINS, P. 9/1911988 $46,352.00 $1,390 PROCESS CLERK (4) CARLETON, J. 4/6/1998 $42.552.00 $0 ADMINISTRATIVE CLERK (3) CAMERON, H. 6/1/1995 $38.751.00 Mo GROUP TOTAL UNION, LOCAL 486) $859,192.00 $11,025 CASUAL ADM IN CLERK (1) 4 MONTHS $10,381.00 $0 CASUAL ADM IN CLERK (2) 12 MONTHS $31,144.00 $0 GROUP TOTAL TEMPORARY STAFF $41,525.00 OVERTIME (UNION, LOCAL 486) SUB -TOTAL FRINGE BENEFITS GRAND TOTAL 170 GROUP TOTAL TEMPORARY STAFF $42,771.00 OVERTIME (UNION, LOCAL 486) SUB -TOTAL FRINGE BENEFITS GRAND TOTAL 171 2011 EMPLOYEE & SALARY TABLE BUILDING & TECHNICAL SERVICES 110 -2901 -514 2011 2' POSITION TITLE NAME HIRE DATE SALARY SERVICE F DEPUTY COMMISSIONER POFFENROTH, A. 622/1998 $100,133.00 $0 DEPUTY BUILDING INSPECTOR CRAWFORD, D. 06/00/89 $92,032.00 $574. TECHNICAL SERVICES ENGINEER BENTLEY, P. 10/15/07 $77.367.00 GROUP TOTAL (NON -UNION 1 MANAGEMENT) $269,532.00 $574 PLANS EXAMINER (9) MCCARTHY, P 5/8/1989 $65,149.00 $1,954 PLUMBING INSPECTOR (9) ARMSTRONG, R. 6/25/1990 $32,575.00 $977 PLUMBING INSPECTOR (9) BRANDON, C 10129/2008 $65,149.00 $0 TECHNICAL SERVICES INSPECTOR (8) DENTON, L 2/24/1984 $60,801.00 $1,824 TECHNICAL SERVICES INSPECTOR (8) SLADER, M. 5/21/1991 $60,801.00 $1,824 TECHNICAL SERVICES INSPECTOR (8) SOMERVILLE. D. 4/17/1978 $60,801.00 $1,824 TECHNICAL SERVICES INSPECTOR (8) CHAN, V. 7/13/1992 $60,801.00 $0 TECHNICAL SERVICES INSPECTOR (8) DUKE, T 8/4/1992 $60,801.00 $0 TECHNICAL SERVICES INSPECTOR (8) BERUBE, D 624/2004 $60,801.00 $0 TECHNICAL SERVICES INSPECTOR (8) GOGUEN, M. 4/21/2008 $60,801.00 $0 TECHNICAL SERVICES INSPECTOR (8) WAYS, J. 728/1008 $60,801.00 $0 TECHNICAL SERVICES INSPECTOR (6) PROPOSED $52,098.00 $0 ADMINISTRATIVE ASSISTANT (8) VERNER, L 424/1984 $60,801.00 $1,824 TECHNICAL SERVICES CLERK (5) HAWKINS, P. 9/19/1988 $47,743.00 $1,432 PROCESS CLERK (4) CARLETON, J. 4/6/1998 $43,829.00 $0 ADMINISTRATIVE CLERK (3) CAMERON, H. 6/1/1995 $39.914.00 -0 GROUP TOTAL UNION, LOCAL 486) $893,666.00 $11,660 CASUAL ADM IN CLERK (1) 4 MONTHS $10,693.00 $0 CASUAL ADMIN CLERK (2) 12 MONTHS $32,078.00 $0 GROUP TOTAL TEMPORARY STAFF $42,771.00 OVERTIME (UNION, LOCAL 486) SUB -TOTAL FRINGE BENEFITS GRAND TOTAL 171 GROUP TOTAL TEMPORARY STAFF $44,063.00 OVERTIME (UNION, LOCAL 486) SUB -TOTAL FRINGE BENEFITS GRAND TOTAL 2012 EMPLOYEE & SALARY TABLE BUILDING & TECHNICAL SERVICES 110- 2901 -514 2012 21 POSITION TITLE NAME HIRE DATE SALARY SERVICE P DEPUTY COMMISSIONER POFFENROTH, A. 6/22/1998 $104,139.00 $0. DEPUTY BUILDING INSPECTOR CRAWFORD, D. 06/00/89 $95,714.00 $574. TECHNICAL SERVICES ENGINEER BENTLEY, P. 10/15/07 $80.462.00 R0. GROUP TOTAL (NON -UNION ! MANAGEMENT) $280,315.00 $574. PLANS EXAMINER (9) MCCARTHY, P 5/8/1989 $67,103.00 $2,013. PLUMBING INSPECTOR (9) ARMSTRONG, R. 6125/1990 $33,552.00 $1,006. PLUMBING INSPECTOR (9) BRANDON, C 10/29/2008 $67,103.00 $0 TECHNICAL SERVICES INSPECTOR (8) DENTON, L. 224/1984 $62,625.00 $1,878 TECHNICAL SERVICES INSPECTOR (8) SLADER, M. 521/1991 $62,625.00 $1,878 TECHNICAL SERVICES INSPECTOR (8) SOMERVILLE, D. 417/1978 $62,625.00 $1,878 TECHNICAL SERVICES INSPECTOR (8) CHAN, V. 7113/1992 $62,625.00 $0 TECHNICAL SERVICES INSPECTOR (8) DUKE, T 8/4/1992 $62,625.00 $0 TECHNICAL SERVICES INSPECTOR (8) GOGUEN, M. 4212008 $62,625.00 $0 TECHNICAL SERVICES INSPECTOR (8) BERUBE, D 6/242004 $62,625.00 $0 TECHNICAL SERVICES INSPECTOR (8) WAYS, J. 7282008 $62,625.00 $0 TECHNICAL SERVICES INSPECTOR (6) PROPOSED $53.661.00 $0 ADMINISTRATIVE ASSISTANT (8) VERNER, L 424/1984 $62,625.00 $1,878 TECHNICAL SERVICES CLERK (5) HAWKINS, P. 9/19/1988 $49,175.00 $1,475 PROCESS CLERK (4) CARLETON. J. 4/6/1998 $45,144.00 $0 ADMINISTRATIVE CLERK (3) CAMERON, H. 6/111995 $41.111.00 GROUP TOTAL UNION, LOCAL 486) $920,474.00 $12,009 CASUAL ADMIN CLERK (1) 4 MONTHS $11,013.00 $0 CASUAL ADMIN CLERK (2) 12 MONTHS $33,040.00 $C GROUP TOTAL TEMPORARY STAFF $44,063.00 OVERTIME (UNION, LOCAL 486) SUB -TOTAL FRINGE BENEFITS GRAND TOTAL 4 ■r'i ji,,� �u 1,� Uf r.�0 CARPENTER SHOP 2009 - 2012 OPERATING BUDGET PROJECTIONS 2008 BUDGET APPROVED BY 2009 2010 21 COUNCIL PROPOSED PROPOSED PROPOE Personnel 10-12 Salaries Union, Locai 18 415,806 430,613 444,467 462,: 10-14 Salaries, Other (Casuals) 48,360 64,480 64,480 64,,' 11 -12 Overtime Union, Local 18 20,000 25,000 25,000 25,( 11 -14 Overtime (Other) (Casuals) 0 1,000 1,000 1,( 14 -04 Fringe Benefits 118,621 127,668 131,062 13u Total Personnel $602,787 $648,761 $666,009 $688,j Goods & Services 20-08 Telephone/Pagers 2,500 2,600 2,700 2,f 20 -14 Conferences/Courses 2,070 2,100 2,200 2: 20 -30 Other General Services 25,748 26,400 27,100 27j 22 -04 Vehicle Insurance 2,359 2,400 2,500 2,f 30-30 Other Repairs & Maintenance 2,175 2,200 2,300 2,j 32 -06 Vehicle Rental 6,500 6,700 6,900 7,' 40 -02 Meals 455 500 500 40-04 Lumber 106,060 75,000 77,000 79,( 40 -08 Footwear 1,137 1,200 1,200 1,: 40 -09 Apparel 1,137 1,200 1,200 1,: 40 -10 Cleaning Supplies 854 900 900 40-11 Medical Supplies 114 100 100 40-12 Hand Tools 3,102 2,500 2,600 2,, 40-16 Electricity 708 700 700 40-17 Paint 9,000 8,000 8,200 81g 40-19 Hardware 12,000 9,000 9,200 9,d 40 -46 Shop Supplies 9,000 8,000 8,200 814 40 -50 Other Purchased Goods 5,342 10,000 10,300 10,( 70 -02 Fleet Maintenance 22,000 40,000 41,000 42,' 70 -04 Fleet Fuel 9,000 10,000 11,000 12,( 70-20 Computers 1,163 600 600 f 70-25 Fleet Equipment Maintenance 1,074 1.100 1.100 1 Total Goods & Services $223,498 $211,200 $217,500 $223,: 99 -01 Recoveries Other Depts. -$355,971 - 65 000 -$374,49 - $384,: TOTAL $470,314 $495,000 $509,000 $628,( 2009 EMPLOYEE & SALARY TABLE CARPENTER SHOP 110- 2710 -73 -2 2009 2009 SERVICE POSITION TITLE NAME HIRE DATE SALARY PAY GENERAL FOREMAN CREAMER, CHRIS 09/04/73 $61,809 $1,854 FOREMAN BARSALOU, MIKE 02/04/74 $56,664 $1,700 CARPENTER OUGH, STEVE 05/05/79 $51,085 $1,533 CARPENTER MORIN, AURELE 10/19/97 $51,085 $1,533 CARPENTER BARRY, JOE 05/16/94 $51,085 $1,277 CARPENTER KINCADE, KEVIN 06/01199 $51,085 $0 CARPENTER GARNETT, MARK 10/02/00 $51,085 $0 CARPENTER KIRKPATRICK, TROY 4$1818 GROUP TOTALS (UNION, LOCAL 18) $422,716 $7,897 CASUAL (26 WEEKS) CASUAL (26 WEEKS) CASUAL (26 WEEKS) CASUAL (26 WEEKS) GROUP TOTALS (SALARIES OTHER) OVERTIME (UNION, LOCAL 18) OVERTIME (OTHER) GROUP TOTALS (OVERTIME) SUB -TOTAL FRINGE BENEFITS (24.5% OF $521,093) GRAND TOTAL POSITION TITLE GENERALFOREMAN FOREMAN CARPENTER CARPENTER CARPENTER CARPENTER CARPENTER CARPENTER GROUP TOTALS (UNION, LOCAL 18) CASUAL (26 WEEKS) CASUAL (26 WEEKS) CASUAL (26 WEEKS) CASUAL (26 WEEKS) GROUP TOTALS (SALARIES OTHER) OVERTIME (UNION, LOCAL 18) OVERTIME (OTHER) GROUP TOTALS (OVERTIME) SUB -TOTAL FRINGE BENEFITS (24.5% OF $534,947) GRAND TOTAL 2010 EMPLOYEE & SALARY TABLE CARPENTER SHOP 110- 2710 -73 -2 NAME CREAMER, CHRIS BARSALOU, MIKE OUGH, STEVE MORIN, AURELE BARRY, JOE KINCADE, KEVIN GARNETT, MARK KIRKPATRICK, TROY HIRE DATE 09/04/73 02)04174 05/05/79 10/19187 05/96/94 06/01199 10/02100 176 2010 SALARY $63,818 $58,499 $52,728 $52,728 $52,728 $52,728 $52,728 $436,376 2010 SERVICE PAY $1,854 $1,755 $1,582 $1,582 $1,318 $0 $0 $8,091 2011 EMPLOYEE & SALARY TABLE CARPENTER SHOP 110- 2710 -73 -2 GROUP TOTALS (OVERTIME) SUB -TOTAL FRINGE BENEFITS (24.5% OF $552,997) GRAND TOTAL 2011 2011 SERVICE POSITION TITLE NAME HIRE DATE SALARY PAY GENERAL FOREMAN CREAMER, CHRIS 09/04/73 $66,052 $1,982 FOREMAN BARSALOU, MIKE 02/04/74 $60,554 $1,817 CARPENTER OUGH, STEVE 05105!79 $54,579 $1,637 CARPENTER MORIN, AURELE 10/19/87 $54,579 $1,637 CARPENTER BARRY, JOE 05/16/94 $54,579 $1,364 CARPENTER KINCADE, KEVIN 06/01/99 $54,579 $0 CARPENTER GARNETT. MARK 10/02/00 $54,579 $0 CARPENTER KIRKPATRICK, TROY $54.57 No GROUP TOTALS (UNION, LOCAL 18) $454,080 $8,437 CASUAL (26 WEEKS) CASUAL (26 WEEKS) CASUAL (26 WEEKS) CASUAL (26 WEEKS) GROUP TOTALS (SALARIES OTHER) OVERTIME (UNION, LOCAL 18) OVERTIME (OTHER) GROUP TOTALS (OVERTIME) SUB -TOTAL FRINGE BENEFITS (24.5% OF $552,997) GRAND TOTAL GROUP TOTALS (OVERTIME) SUB -TOTAL FRINGE BENEFITS (24.5% OF $569,211) GRAND TOTAL 2012 EMPLOYEE & SALARY TABLE CARPENTER SHOP 110- 2710 -73 -2 2012 2012 SERVICE POSITION TITLE NAME HIRE DATE SALARY PAY GENERAL FOREMAN CREAMER, CHRIS 0910073 $68,364 $2,051 FOREMAN BARSALOU, MIKE 000074 $62,676 $1,880 CARPENTER OUCH, STEVE 05/05/79 $56,493 $1,695 CARPENTER MORIN, AURELE 10119187 $56,493 $1,695 CARPENTER BARRY, JOE 05/16/94 $56,493 $1,412 CARPENTER KINCADE, KEVIN 06101199 $56,493 $0 CARPENTER GARNETT. MARK 10/02/00 $56,493 $0 CARPENTER KIRKPATRICK TROY $56.493 L0 GROUP TOTALS (UNION, LOCAL 16) $469,998 $8,733 CASUAL (26 WEEKS) CASUAL (26 WEEKS) CASUAL (26 WEEKS) CASUAL (26 WEEKS) GROUP TOTALS (SALARIES OTHER) OVERTIME (UNION, LOCAL 18) OVERTIME (OTHER) GROUP TOTALS (OVERTIME) SUB -TOTAL FRINGE BENEFITS (24.5% OF $569,211) GRAND TOTAL CITY HALL CITY HALL 2009 - 2012 OPERATING BUDGET PROJECTION ■ 2008 BUDGET' APPROVED BY 2009 2010 COUNCIL PROPOSED PROPOSED PROP 20 -06 Freight 2,595 2,600 2,700 20 -30 Other General Services 96,375 99,000 101,000 10 22 -06 Fire Insurance 3,028 3,000 3,200 26 -30 Other Purchased Services 873 900 900 32 -04 Office Equipment Rental 10,953 11,500 11,500 1 32 -08 Building Rental 1,571,765 1,332,015 1,287,675 1,51 70 -06 Carpenter Shop 5,893 6,000 6,200 70 -08 Building Maintenance 24,977 25,000 26,500 2 TOTAL $1,716,459 $1,480,045 $1,439,675 $1,66 ■ CITY MARKET CITY MARKET 2009 - 2012 OPERATING BUDGET PROJECTIONS 182 2008 BUDGET APPROVED BY 2009 2010 2011 COUNCIL PROPOSED PROPOSED PROPOSED Personnel 10 -12 Salaries Union, Local 18 136,260 138,790 145,642 150,742 10 -14 Salaries, Other (Casuals) 44,640 32,240 32,240 32,240 11 -12 Overtime Union, Local 18 10,000 10,000 10,000 10,000 11 -14 Overtime, Other (Casuals) 5,000 2,500 2,500 2,500 14-04 Fringe Benefits 47.996 44.965 46.644 47.893 Total Personnel $243,896 $228,495 $237,026 $243,375 Goods & Services 20-08 TelephonelPagers 6,588 6,800 7,000 7,200 20-10 Advertising 30,000 30,000 30,000 30,000 20 -14 Conferences/Courses 2,000 2,100 2,200 2,300 20 -30 Other General Services 5,534 6,000 6,200 6,400 22 -06 Fire Insurance 6,053 6,200 6,400 6,600 26-07 Solid Waste Collection 50,421 40,000 41,000 42,100 26-12 Janitorial Services 42,466 43,600 44,700 45,900 26-17 Special Project Vision 121,740 111,000 111,000 115,440 26-30 Other Purchased Services 11,714 12,000 12,300 12,600 30 -30 Other Repairs 1,035 1,100 1,100 1,100 40 -02 Meals 910 900 900 900 40-05 Fuel /Gas/Oil 64,007 70,500 78,000 85,000 40-08 Footwear 331 300 300 300 40-09 Apparel 1,553 1,600 1,600 1,600 40-10 Cleaning Supplies 15,738 16,100 16,500 16,900 40 -12 Office Supplies 1,035 1,100 1,100 1,100 40-16 Electricity 35,763 38,000 39,500 42,000 40-18 Water Supply - City 29,705 25,000 25,700 26,400 40-19 Hardware 1,553 1,600 1,600 1,600 40-50 Other Purchased Goods 1,035 1,100 1,100 1,100 65-02 Provincial Property Taxes 44,505 45,700 46,900 48,100 70-06 Carpentry 46,834 101,500 104,000 107,400 70-08 Building Maintenance 99,891 101,800 104,600 107,900 70 -20 Computers 0 1.200 1.300 0 Total Goods & Services $620,411 $665,200 $685,000 $709,940 TOTAL $864,307 $8941000 $922,000 $953,000 182 2009 EMPLOYEE & SALARY TABLE CITY MARKET 110- 4110 -84 -2 POSITION TITLE NAME HIRE DATE FOREMAN GOULD, PETER April 3, 1975 SKILLED WORKER COGSWELL, CHRIS SKILLED WORKER ARMSTRONG, TYLER GROUP TOTAL (UNION, LOCAL 18) $0 SKILLED WORKER - CASUAL (52 WEEKS) v- GROUP TOTAL (SALARIES OTHER) OVERTIME UNION, (LOCAL 18) OVERTIME, OTHER (CASUALS) GROUP TOTAL (OVERTIME) SUB -TOTAL FRINGE BENEFITS (24.5% OF $183,530) GRAND TOTAL 183 $137,198 2009 2009 SERVICE SALARY PAY $53,062 $1,592 $43,202 $0 $40,934 v- $137,198 $1,592 $32, 240 x0 $32,240 $0 2010 EMPLOYEE & SALARY TABLE CITY MARKET 11 0- 4110 -84 -2 184 2010 2010 SERVICE POSITION TITLE NAME HIRE DATE SALARY PAY FOREMAN GOULD, PETER April 3.1975 $54,808 $1,644 SKILLED WORKER COGSWELL, CHRIS $44,595 $0 SKILLED WORKER ARMSTRONG, TYLER $44.595 GROUP TOTAL (UNION, LOCAL 18) $143,998 $1,644 SKILLED WORKER - CASUAL (52 WEEKS) 3$ 2,240 10 GROUP TOTAL (SALARIES OTHER) $32,240 $0 OVERTIME UNION, (LOCAL 18) OVERTIME, OTHER (CASUALS) GROUP TOTAL (OVERTIME) SUB -TOTAL FRINGE BENEFITS (24.5% OF $190,382) GRAND TOTAL 184 POSITION TITLE FOREMAN SKILLED WORKER SKILLED WORKER GROUP TOTAL (UNION, LOCAL 18) SKILLED WORKER - CASUAL (52 WEEKS) GROUP TOTAL (SALARIES OTHER) OVERTIME UNION, (LOCAL 18) OVERTIME, OTHER (CASUALS) GROUP TOTAL (OVERTIME) SUB -TOTAL FRINGE BENEFITS (24.5% OF $195,482) GRAND TOTAL 2011 EMPLOYEE & SALARY TABLE CITY MARKET 110- 4110 -84 -2 2011 2011 SERVICE NAME HIRE DATE SALARY PAY GOULD, PETER April 3, 1975 $56,730 $1,702 COGSWELL, CHRIS $46,155 $0 ARMSTRONG, TYLER MUN 10 $149,040 $1,702 $32,240 49 $32.244 $0 POSITION TITLE FOREMAN SKILLED WORKER SKILLED WORKER GROUP TOTAL (UNION, LOCAL 18) SKILLED WORKER - CASUAL (52 WEEKS) GROUP TOTAL (SALARIES OTHER) OVERTIME UNION, (LOCAL 18) OVERTIME, OTHER (CASUALS) GROUP TOTAL (OVERTIME) SUB -TOTAL FRINGE BENEFITS (24.5% OF $200,778) GRAND TOTAL 2012 EMPLOYEE & SALARY TABLE CITY MARKET 110 - 4110 -84 -2 NAME GOULD, PETER COGSWELL, CHRIS ARMSTRONG, TYLER HIRE DATE April 3, 1975 :. 2012 2012 SERVICE SALARY PAY $59,720 $1,762 $47,778 $0 W.778 IQ $154,276 $1,762 $32,240 M0 $32,240 $0 FAC:[L:lm[Y MANAGEMENT FACILITY MANAGEMENT 2009 - 2012 OPERATING BUDGET PROJECTIONS 188 2008 BUDGET APPROVED BY 2009 2010 2011 COUNCIL PROPOSED PROPOSED PROPOSED Personnel 10-02 Salaries Non -Union 158,085 161,169 167,615 174,319 10-04 Salaries, Local 486 205,436 261,625 272,878 286,721 10 -10 Salaries Temp 18,330 25,926 26,769 27,572 11-04 Overtime, Local 486 6,150 6,300 6,450 6,600 14-04 Fringe Benefits 95,060 111,480 116,058 121,328 Total Personnel $483,061 $566,500 $589,770 $616,540 Goods & Services 20-04 Postage 100 100 100 100 20-08 Telephone/Pagers 9,609 9,900 10,200 10,500 20 -12 Travel 3,769 3,900 4,000 4,100 20 -14 Corderences/Courses 7,611 7,800 8,000 8,200 20-22 MembershipstProfessional Fees 1,705 1,700 1,700 1,700 22 -04 Vehicle Insurance 787 800 800 800 22 -06 Fire Insurance 8,655 8,700 9,100 9,500 22 -08 Insurance Deductible 5,685 5,000 5,000 5,000 24-06 Engineering Services (Bldg) 8,000 8,200 8,400 8,600 26 -10 Photography 110 i00 100 100 26-30 Other Purchased Services 10,000 10,300 10,600 10,900 30-10 Computer Maintenance 500 500 500 500 30-12 Pedways 271,481 278,500 285,700 293,500 30-99 Internal Charges 530,000 540,000 555,000 570,000 40 -02 Meals 354 400 400 400 40-08 Footwear 183 200 200 200 40-09 Apparel 518 500 500 500 40-14 Office Supplies 2,834 2,900 3,000 3,100 40-15 Books/Periodicals 207 200 200 200 40-16 Electricity 32,294 34,000 35,600 37,400 40-18 Water Supply - City 6,000 6,200 6,400 6,600 40-21 Custom Printed Material 500 500 500 500 40 -50 Other Purchased Goods 669 700 700 700 70-02 Fleet Maintenance 8,142 8,400 8,700 8,700 70-04 Fleet Fuel 1,690 1,860 2,050 2,250 70-06 Carpenter Shop 17,975 18,400 18,900 19,400 70-08 Building Maintenance 90,047 92,400 95,000 97,500 70-20 Computers 5,280 5,880 5,880 5,880 90-16 Office Equipment 1.080 1.100 1.100 1.100 Total Goods & Services $1,025,785 1,049,140 1,078,330 1,107,930 99 -01 Recoveries Other Depts. -530 U20 -$W S� 5� 55.000 5� 70-0_OU TOTAL $978,846 $1,075,640 $9,113,100 $1,154,470 188 2009 EMPLOYEE & SALARY TABLE FACILITY MANAGEMENT 110- 2712 -73 -2 POSITION TITLE NAME HIRE DATE TECHNOLOGIST, (8) BARTON, JASON 05/03/04 PROCESS CLERK, (5) GAUVIN, SHERRY 01/27/86 TECHNOLOGIST, (8) ZWCKER, ROBERT TECHNOLOGIST, (8) BASQUE, PAUL TECHNOLOGIST, (8) (PROPOSED NEW STAFF) GROUP TOTALS (UNION, LOCAL 486) �-o M.E.E.P. PROJECT MANAGER YAMMINE, SAMIR MANAGER OF BUILDING MAINTENANCE (CURRENTLY VACANT) GROUP TOTALS (NON- UNIONIMANAGEMENT) CASUAL TECHNOLOGIST, (8) - 26 WEEKS GROUP TOTALS (SALARIES TEMP) OVERTIME (UNION, LOCAL 486) SUB - TOTAL. FRINGE BENEFITS (24.59 OF $455,020) GRAND TOTAL 2009 2009 SERVICE SALARY PAY $57,172 $0 $44,893 $1,347 $53,181 $0 $53,181 $0 $51,851 �-o $260,278 $1,347 $79,382 $0 $81787 N0 $161,169 $0 2010 EMPLOYEE & SALARY TABLE FACILITY MANAGEMENT 110- 2712 -73 -2 POSMON TITLE NAME HIRE DATE TECHNOLOGIST, (8) BARTON. JASON 05/03/04 PROCESS CLERK, (5) GAUVIN, SHERRY 01/27/86 TECHNOLOGIST, (8) ZWICKER, ROBERT TECHNOLOGIST, (8) BASQUE, PAUL TECHNOLOGIST, (8) (PROPOSED NEW STAFF) GROUP TOTALS (UNION, LOCAL 486) $0 M.E.E.P. PROJECT MANAGER YAMMINE, SAMIR MANAGER OF BUILDING MAINTENANCE (CURRENTLY VACANT) GROUP TOTALS (NON- UNIONIMANAGEMENT) $0 CASUAL TECHNOLOGIST, (8) - 26 WEEKS N0_ GROUP TOTALS (SALARIES TEMP) OVERTIME (UNION, LOCAL 486) SUB -TOTAL FRINGE BENEFITS (24.6% OF $473,712) GRAND TOTAL $167,615 $0 2010 2010 SERVICE SALARY PAY $59,030 $0 $46,352 $1,391 $56,284 $0 $56,284 $0 $53,537 Lo $271,487 $1,391 $ 62,557 $0 $85,058 N0_ $167,615 $0 2011 EMPLOYEE & SALARY TABLE FACILITY MANAGEMENT 110- 2712 -73 -2 POSITION TITLE NAME HIRE DATE TECHNOLOGIST, (8) BARTON, JASON 05/03/04 PROCESS CLERK (5) GAUVIN, SHERRY 01/27/86 TECHNOLOGIST, (8) ZWICKER, ROBERT TECHNOLOGIST, (8) BASQUE, PAUL TECHNOLOGIST, (8) (PROPOSED NEW STAFF) GROUP TOTALS (UNION, LOCAL 486) M.E.E.P. PROJECT MANAGER YAMMINE, SAMIR MANAGER OF BUILDING MAINTENANCE (CURRENTLY VACANT) GROUP TOTALS (NOWUNIONIMANAGEMENT) Mo CASUAL TECHNOLOGIST, (8) - 26 WEEKS GROUP TOTALS (SALARIES TEMP) OVERTIME (UNION, LOCAL 486) SUB -TOTAL FRINGE BENEFITS (24.5% OF $495,212) GRAND TOTAL 2011 2011 SERVICE SALARY PAY $60,801 $0 $47,743 $1,432 $60,801 $0 $60,801 $0 $55,143 $285,289 $1,432 $85.859 $0 8888,460 Mo $174,319 $0 2012 EMPLOYEE & SALARY TABLE FACILITY MANAGEMENT 110- 2712 -73 -2 POSITION TITLE NAME HIRE DATE TECHNOLOGIST, (8) BARTON. JASON 05/03/04 PROCESS CLERK, (5) GAUVIN, SHERRY 01127/88 TECHNOLOGIST, (8) ZWICKER, ROBERT TECHNOLOGIST, (8) BASQUE, PAUL TECHNOLOGIST, (8) (PROPOSED NEW STAFF) GROUP TOTALS (UNION, LOCAL 486) E0_ M.E.E.P. PROJECT MANAGER YAMMINE, SAMIR MANAGER OF BUILDING MAINTENANCE (CURRENTLY VACANT) GROUP TOTALS (NON- UNION/MANAGEMENT) $_0 CASUAL TECHNOLOGIST, (8) - 26 WEEKS GROUP TOTALS (SALARIES TEMP) OVERTIME (UNION, LOCAL 486) SUB -TOTAL FRINGE BENEFITS (24.5% OF $513,334) GRAND TOTAL 192 2012 2012 SERVICE SALARY PAY $62,929 $0 $49,414 $1,482 $62,929 $0 $62,929 $0 $57,073 E0_ $295,274 $1,482 $89,293 $0 $91,998 $_0 $181,291 s0 FACILITY 4 4 CAPITAL PROJECTS 2009 - 2012 CITY OF SAINT JOHN FACILITY MANAGEMENT LOCATION 2009 2010 2011 2012 FACILITY MANAGEMENT $1,460,000 $2,145,000 $1,160,000 $1,028,000 FIRE DEPARTMENT $38B,500 $547,000 $623,000 $140,000 LEISURE SERVICES $1,103,000 $845,000 $615,000 $380,000 MUNICIPAL OPERATIONS & FLEET $785,000 $475,000 $50,000 $60,000 TOTALS: $3,736,500 $4,012,000 $2,448,000 $1,598,000 GRAND TOTAL: $11,794,500 CAPITAL PROJECTS 2009 - 2012 CITY OF SAINT JOHN FACILITY MANAGEMENT LOCATION 2009 2010 2011 2012 CITY HALL -001 $180,000 $460,000 $60,000 $60,000 PEDWAY SYSTEMS $35,000 $465,000 $40,000 $68,000 CARNEGIE BUILDING - 021 $20,000 $40,000 $20,000 $30,000 REVERSING FALLS TOURIST BUREAU - 005 $110,000 $180,000 $60,000 $60,000 VIC WEST THROUGHWAY - 008 $60,000 $30,000 $10,000 $10,000 MISPEC PARK -023 $125,000 $0 $0 $0 CITY MARKET - 042 $520,000 $420,000 $420,000 $250,000 SUSTAINABLE ENERGY MANAGEMENT $225,000 1 $225,000 $225,000 $225,000 COMMISSIONS MARKET SQUARE CORPORATION $60,000 $200,000 $200,000 $200,000 STREETLIGHTS $125,000 $125,000 $125,000 $125,000 TOTALS: $1,460,000 $2,145,000 $7,160,000 51,028,000 GRAND TOTAL: $5,793,000 CAPITAL PROJECTS 2009 - 2012 CITY OF SAINT JOHN FACILITY MANAGEMENT DEPARTMENT: FACILITY MANAGEMENT PG I OF 2 Dstall� 2000 2010 2011 2012 CITY HALL - 001 1 DEPARTMENTAL UPGRADES $80,000 $60000 $60,000 $60,000 2 0TH FLOOR BOARDROOM A UPGRADES 0,000 3 COUNCIL CHAMBER UPGRADES $400,000 4 LOBBY UPGRADES 0,000 CARNEGIE BUILDING - 021 1 THEATRE ROOM UPGRADES $20,000 2 COPPERWORK RESTORATION $20000 S MISC. UPGRADES $20,000 $20,000 $30,000 PEDWAY SYSTEMS 1 ST. PATRICK'S PEDWAY- 015 NEW ROOFTOP HVAC UNITS ABOVE ESCALATORS $20,000 2 ST. PATRICK'S PEDWAY - 015 NEW ROOFTOP HVAC UNIT LOWER LEVEL $20,000 3 HARBOUR STATION PEDWAY ROOF REPLACEMENT $125,000 4 HARBOUR STATION PEDWAY INTERIOR UPGRADES $1 5,000 5 CITY MARKET PEDWAY - 017 ELEVATOR DESIGN AND CONSULTING $20,000 6 CITY MARKET PEDWAY - 017 UPGRADES$ TO HEAT PUMP SYSTEM $1 8,000 7 CITY MARKET PEDWAY - 017 ELEVATOR $$00,000 a MISC UPGRADES $20,004 $20,000 $50,000 REVERSING FALLS TOURIST BUREAU -006 1 EXTERIOR UPGRADES - PHASE 1 TO 3 SIDING - DECKING - ROOFING $50,000 $50,000 2 RENOVATE V I C. RECEPTION COUNTER AREA $10000 3 IMNDOW REPLACEMENT $60000 4 BUILDING CODE UPGRADES PHASE 2 AND 3 $60,000 $60,000 MISC $60,000 $60,000 TOTALS : $345,000 1 $1,1461000 $180,000 $218,000 GRAND TOTAL: $1,888,000 CAPITAL PROJECTS 2009 - 2012 CITY OF SAINT JOHN FACiL17Y MANAGEMENT DEPARTMENT; FACILITY MANAGEMENT PG2OF2 Dekells 2009 2010 2011 2012 VIC WEST THROUGHWAY - 004 I WINDOW REPLACEMENT 6 EXTERIOR STAINING $20'000 2 PUBLIC WASHROOM UPGRADES $40,000 3 WINDOW REPLACEMENT PHASE 2 $20,000 1 MISC UPGRADES $10,000 $10,000 $10,000 MISPEC PARK • 023 1 REPLACE WASHROOMSI CANTEEN $125,000 CITY MARKET -012 1 MAIN MARKET AREA CONSTRUCT MEZZANINE $200,000 2 MARKET OFFICE TOWER RENOVATIONS $300,000 PHASES 1 TO $300,000 $300,000 3 EXTERIOR UPGRADES $150,000 EAVESTROUGH. BRICK REPOINTING. ETC $100,000 $100,000 $30,000 1 HEATING SYSTEMS UPGRADES $550,000 5 INTERIOR UPGRADES- CODE. ACCESSIBILITY $20,000 $20,000 $20,000 $20,000 SUSTAINABLE ENERGY MANAGEMENT 1 ENERGY MANAGEMENT PROGRAM $225,000 $225,000 $2266,000 $225,000 TOTAL$; $930,000 $675,000 $855,000 5485,000 COMMISSIONS MARKET SQUARE CORPORATION I ENERGY MEASURES AS PER CONSULTANT $60,000 REPORT $200,000 $200,000 $200,000 STREET LIGHTS 1 STREET LIGHTS SYSTEM UPGRADE $125,000 $125,000 $125,000 $125,000 TOTALS: $185,000 $325,000 $325,000 $326,000 GRAND TOTAL: $3,905,000 CAPITAL PROJECTS 2009 - 2012 CITY OF SAINT JOHN FACILITY MANAGEMENT LOCATION 4009 2414 2011 2012 STAN 1 - LEINSTER STREET $69,000 $45,000 $112,000 $45,000 STA# 2 - LOCH LOMOND ROAD $55,000 $23,000 $10,000 $10,000 STA# 4 - COURTENAYAVENUE $42,000 $25,000 $56,000 $12,000 STA#5 - MAIN STREET $22,000 $22,000 $0 $45,000 STA#8 - KING STREET WEST $60,000 $0 $10,000 $8,000 STAN 7 - MANCHESTER AVENUE $0 $0 $70,000 $20,000 STA#0- MILLIDGEAVENUE $140,500 $112,000 $105,000 $0 FIRE TRAINING CENTRE $0 $260,000 $260,000 $0 FIRE PREVENTION $0 $60,004 $0 $0 TOTALS: $388,500 $547,000 $523,000 $140,000 GRAND TOTAL: $1,688,600 CAPITAL PROJECTS 2009 - 2012 CITY OF SAINT JOHN FACILITY MANAGEMENT DEPARTMENT; FIRE DEPARTMENT PG 1 OF 2 Details 2009 2010 2011 2012 STAN 1 - LEINSTER STREET - 061 1 PARKING LOT RENEWAL $555,000 2 KITCHEN IMPROVEMENTS $22,000 3 OVERHEAD DOOR REPLACEMENT $45,000 4 WINDOW UPGRADES $10,000 5 RENOVATION • WASHROOM $14,000 6 AIR HANDLING IMPROVEMENTS $45,000 7 ROOF REPLACEMENT $80,000 STAN 2 - LOCH LOMOND ROAD - 062 1 CONVERT DOMESTIC HOT WATER HEATERS TO NATURAL GAS $55,000 2 EXTERIOR IMPROVEMENTS $10,000 3 OVERHEAD DOOR REFURBISHMENT $10,000 4 WASHROOMIMPROVEMENTS $6,000 5 PARKING LOT - DRIVEWAY $55,000 6 LIVING OUARTERS RENOVATIONS $12,000 STAN 4 - COURTENAY AVENUE - 063 1 ELECTRICAL UPGRADES $26,000 2 PARKING LOT IMPROVEMENTS $25,000 3 OVERHEAD DOOR - REPLACEMENT $12,000 4 STAIRWELL RAILING - IMPROVEMENTS $10,000 5 EXTERIOR IMPROVEMENTS $30,000 6 HVAC UPGRADES $32,000 TOTALS: $166,000 $93,000 $178,000 1 $67,000 GRAND TOTAL: $504,000 CAPITAL PROJECTS 2009 - 2012 CITY OF SAINT JOHN FACILITY MANAGEMENT DEPARTMENT: FIRE DEPARTMENT PG20F2 Dohll� 2000 2010 2011 2012 STAG 0 - ADELAIDE STREET • 060 1 INTERIOR UPGRADE PROGRAM $12,000 2 OVERHEAD DOOR REPLACEMENT $45,000 3 FIRE PREVENTION OFFICE $1 0,000 4 KITCHEN IMPROVEMEMTS $22,000 STAG 6 - KING STREET WEST - 406 1 HOSE TOWER IMPROVEMENTS $45,OOD 2 LIVING QUARTERS AND WATCH DESK $15,000 3 DRNEWAYRENEWAL $10,000 4 REPLACE APPARATUS BAY HEATING $8,000 STA07 -MANCHESTER AVENUE -008 1 REPLACE ROOFTOP HVAC AND ELECTRIC HEATERS WITH NATURAL GAS $1 5,000 2 CONVERT DOMESTIC HOT WATER TO NATURAL GAS $1 0,000 3 OVERHEAD ODOR- REPLACEMENT $45,000 4 KITCHEN UPGRADES $20,000 STAN I - MILLIDGE AVENUE • 087 1 VNNDOW REPLACEMENT $22,000 2 HVACI AIR QUALITY IMPROVEMENTS $42,000 3 FRONT ENTRANCE IMPROVEMENTS $10,000 4 APPARATUS AREA IMPROVEMENTS $12,000 5 EXTERIOR IMPROVEMENTS $20,000 0 PARKING LOT RENEWAL $ 70,000 $70,000 $70,000 7 INTERIOR HYDRANT CAN 9ACKFLOW $6,500 0 OVERHEAD DOOR UPGRADES $$5,000 FIRL TRAINING 1 BURNTOWER - REFURBISHMENT $260,000 $280,000 FIRE PRMN710H 1 RENOVATIONS TO NEW LOCATION $80,000 TOTALS: $222,500 $454,000 $445,000 $73,000 GRAND TOTAL: $1,184,500 CAPITAL PROJECTS 2009 - 2012 CITY OF SAINT JOHN FACILITY MANAGEMENT LOCATION 2000 2010 2011 2012 ADELAIDE STREET $75,000 $150,000 $20,000 $20,000 ARENAS $418,000 $115,000 $217,000 $275,000 COMMUNITY CENTRES $160,000 $50,000 $18,000 $40,000 SPORTSRIELDS $300,000 $450,000 $340,000 $0 PARKS $150,000 $80,000 $20,000 $45,000 TOTALS: $1,103,000 $846,000 $616,000 $380,000 GRAND TOTAL: $2,943,000 CAPITAL PROJECTS 2009 - 2012 CITY OF SAINT JOHN FACILITY MANAGEMENT DEPARTMENT: LEISURE SERVICES PG 1 of 3 Details 2009 2010 2011 2012 ADELAIDE STREET 1 OFFICE BUILDING - 031 CONSTRUCT FOYER MAIN ENTRANCE $75,000 2 OFFICE BUILDING - 031 INSTALL ACCESSIBLE ELEVATOR $1 50,000 3 MISC OFFICE RENOVATIONS $20,000 $20,000 COMMUNITY CENTRES 1 CARLETON COMMUNITY CENTRE - 051 WINDOW REPLACEMENT PHASE 2 $15,000 2 CARLETON COMMUNITY CENTRE - 051 INTERIOR UPGRADES $20,000 $1 0,000 $20,000 3 CARLETON COMMUNITY CENTRE - 051 REPLACE ELEC. BASEBOARD HEAT WITH HOT WA $8,000 4 CARLETON COMMUNITY CENTRE - 051 NATURAL GAS CONVERSION $20,000 5 CARLETON COMMUNITY CENTRE - 051 STAIR REPLACEMENT - MARKET PLACE $10,000 B NORTH ENO COMMUNITY CENTRE - 052 ENTRANCE & FACADE UPGRADES $60,000 T NORTH END COMMUNITY CENTRE - 052 FIRE EXIT & BUILDING CODE ISSUES 0,000 $40,000 8 NORTH END COMMUNITY CENTRE- 052 INTERIOR UPGRADE PROGRAM $15,000 $10,000 TOTALS :j $235,000 1 $200,000 1 $38,000 1 $60,00$ GRAND TOTAL: $533,000 CAPITAL PROJECTS 2009 - 2012 CITY OF SAINT JOHN FACILITY MANAGEMENT A DEPARTMENT: LEISURE SERVICES PG 2 d3 DNdla ROOF 2010 2011 2012 ARENAO 1 PETERGMURRAYARENA -026 $175,000 ARENA BOARD REPLACEMENT 2 PETER 0 MURRAY ARENA • 026 $25,000 STRUCTURAL STEEL PAINTING 3 PETER G MURRAY ARENA -020 $15,000 ERIC MRSKREPOINTINGANDCLEANING 4 PETER G MURRAY ARENA -026 $15,000 NATURAL OAS RADIANT HEAT FOR BLEACHERS S PETER 6 MURRAY ARENA -020 $9,000 CONVERT MULTPPURPOSE RM TO NATURAL GAS 6 PETER 0 MURRAY ARENA -020 $50,000 INSTALL NEW COMPRESSOR 7 PETER G MURRAY ARENA -026 $20,000 INTERIOR UPGRADES 6 PETER G MURRAY ARENA - D29 FRONT STAIR REPLACEMENT $25.000 9 PETER G MURRAY ARENA • 026 $45,000 HEAT RECOVERY SYSTEM 10 HILTONBELYEAARENA -027 $25,000 STRUCTURAL STEEL PAINTING 11 HILTON BELYEA ARENA - 027 $50,000 Two NEW DEHUMIDIFIERS 12 HILTON 9ELYEA ARENA -027 $45,000 HEAT RECOVERY SYSTEM 13 HILTON BELYEA ARENA -027 $20,000 EXTERIOR REPAIRSIREPORTING 14 HILTON BELYEA ARENA -027 $10,000 INTERIOR UPGRADES 15 CHARLES GORMAN ARENA -026 $45,000 HEAT RECOVERY SYSTEM 16 CHARLES GORMAN ARENA -026 $25,000 STRUCTURAL STEEL PAINTING 17 CHARLES GORMAN ARENA -U20 $150,000 ARENA BOARD REPLACEMENT 16 CHARLES GORMAN ARENA -026 $255,000 EXTERIOR REPAIRSI REPOINTING W CHARLES GORMAN ARENA -020 $8,000 2140. FLOOR WINDOWS 20 CHARLES GORMAN ARENA - 026 $50,000 NEW COMPRESSOR 21 STEWART HURLEY ARENA -030 $25,000 STRUCTURAL STEEL PAINTING 22 STEWAI" HURLEY ARENA -030 $25,000 EXTERIOR REPAIRS! REPORTING 23 STEWART HURLEY ARENA -030 $75,000 CARD ACCESS 8 VIDEO SYSTEM -SYST. UPGRADE 24 STEWART HURLEY ARENA -030 $8,000 2ND FLOOR MANDOWS R6 STEWART HURLEY ARENA -03D $10,000 $100,000 INTERIOR UPGRADES 26 STEWART HURLEY ARENA -030 $25.000 ICE LIGHT RETROFR 27 STEWART HURLEY ARENA. 030 $75,000 ICE SURFACE ENVELOPE UPGRADE 26 STEWART HURLEY ARENA -030 $14,000 $100,000 WATER CONVERSATION MEASURES TOTALS: S418,000 s115,000 s217,000 s276,000 GRAND TOTAL: $1,025,000 CAPITAL PROJECTS 2009 - 2092 CITY OF SAINT JOHN FACILITY MANAGEMENT DEPARTMENT: LEISURE SERVICES PG3OF3 Details 2009 2010 2011 2012 SPORTSFIELDS 1 FOREST HILLS SPORTSFIELDS - 035 LIGHTING S POLE RETROFIT $350,000 2 SHAMROCK PARK -034 CLUBHOUSE INTERIOR UPGRADES $140,000 $100,000 3 SHAMROCK PARK - 034 NEW LIGHTING SYSTEM, ARTIFICIAL FIELD $300,000 4 LOWELL STREET SOCCERFIELD - 027 NEW LIGHTING SYSTEM $240,000 PARKS 1 DOMINION PARK - 037 REPLACE ENTRANCE GATE $15.000 2 DOMINION PARK - 037 WASHROOM UPGRADES $10,000 3 RKWD PARK INTERPRETATION CENTRE - 057 ROOFING REPLACEMENT & EXTERIOR UPGRADES $60,000 4 RKWD PARK INTERPRETATION CENTRE - 057 PARKING LOT UPGRADES $30,000 5 RKWD PARK INTERPRETATION CENTRE - 057 EXPANSION FOR OFFICES & STORAGE $50,000 B KINGS SQUARE BANDSTAND - 041 REPAIRS AND UPGRADES $20,000 7 RKWD PARK INTERPRETATION CENTRE - 057 ACCESSIBILITY UPGRADES $80,000 5 ROCKWOOD PARK GOLF CLUBHOUSE - 49 REPLACE LEFTSIDE DECK $10,000 TOTALS $450,000 $540,000 1 $360,000 1 $45,000 GRAND TOTAL: $1,395,000 CAPITAL PROJECTS 2009 - 2012 CITY OF SAINT JOHN FACILITY MANAGEMENT LOCATION 2009 2010 2011 7012 CENTRAL - ROTHESAY AVENUE $455,000 $40,000 $50,000 $50,000 WEST- FAIRVILLE BOULEVARD $400,000 $0 NORTH - BOARS HEAD ROAD $30,000 $0 $0 $0 EAST - McALLISTER DRIVE $300,000 $35,000 $0 $0 TOTALS: $785,000 $475,000 $50,000 $60,000 GRAND TOTAL: $1,360,000 CAPITAL PROJECTS 2009 - 2012 CITY OF SAINT JOHN FACILITY MANAGEMENT DEPARTMENTS: MUNICIPAL OPERATIONS & FLEET Details 2008 2010 2011 2012 CENTRAL - ROTHESAY AVENUE 1 OPERATIONS COMPLEX -072 WINDOW REPLACEMENT $40,000 $40,000 2 OPERATIONS COMPLEX - 072 HVAC UPGRADE $100.000 3 CENTRAL GARAGE - 073 HVAC SYSTEM UPGRADES $275,000 4 OPERATIONS COMPLEX - 072 EXTERIOR UPGRADES $50,000 5 CENTRAL GARAGE - 073 EXTERIOR UPGRADES $50,000 6 CENTRAL GARAGE - 073 LIGHTING RETROFIT $40,000 WEST - WORKS 1 WORKS GARAGE WEST $400,000 NORTH WORKS - BOARS HEAD ROAD i RENOVATIONS - NORTH WORKS INTERIOR $30,000 EAST - McALLISTER DRIVE 1 INSTALL ENTRANCE SECURITY GATES $35,000 2 EXTEND GARAGE THREE BAYS AND OFFICES $300,000 TOTALS . $785,000 $475,000 $50,000 $50,000 GRAND TOTAL: $1,3507000 P /BudgeV2009-2012 Capital Budget 0 E Personnel 2010 1002 Salaries - Non -union 1004 Salaries - 486 1104 Overtime - 486 1404 Fringe Benefits Total Personnel Goods 8. Services 2004 2008 2012 2014 2030 2204 2406 3204 4002 4014 5005 7002 7004 7020 9014 Total Goods Grand Total Postage Telephone Travel Conferences/Courses Other Gen. Serv. Vehicle Insurance Prof. Services /Engineering Rental - Office Equipment Meals Office Supplies Contractor Services Fleet Maintenance Fleet, Fuel Computers (Capital) Office Fumiture (Capital) & Services PEEL PLAZA PROJECT 2009 -2012 BUDGET 2009 2010 2011 2I Proposed Proposed Proposed Pror 201,086 204,788 208,136 54,675 56,452 56,150 2,000 2,000 2,000 63,151 64,494 65,730 320,912 327,734 334,016 500 550 650 4,200 4,300 4,400 10,000 8,700 8,900 10,000 8,700 8,900 5,000 5,100 5,200 800 840 900 50,000 25,000 25,000 1,000 1,050 1,100 2,000 2,100 2,200 5,000 3,100 3,200 50,000 25,000 25,000 8,400 8,800 6,800 2,600 2,900 3,100 4,320 4,430 4,550 10,000 2,000 2,000 163,820 10 2, 570 103,900 $484,732 $430,304 $437,916 208 f , la �l, re ,Lr 111 �' ` I a.; BUILDING & TECHNICAL SERVICES 2009 - 2012 REVENUE BUDGET PROJECTIONS REVENUE CODE DESCRIPTION 4001 Building Permits 4003 Plumbing Permits 4005 Demolition Permits 4007 Mobile Home Permits 4009 Gravel Pit Permits 4013 Business Lioenses 4019 Other TOTALS 2008 2009 2010 2011 BUDGET PROPOSED PROPOSED PROPOSED $ 1,000,000 $ 1,500,000 $ 1,500,000 $ 1,500,00( 3 80,000 $ 100,000 $ 100,000 $ 100,00( $ 5,000 $ 5,300 $ 5,300 $ 5,30( $ 1,250 $ 1,250 $ 1,250 $ 1,25( $ 22,000 $ 22,000 $ 22,000 $ 22,00( $ 500 $ 500 $ 500 $ 50( $ 12,000 $ 12,000 $ 12,000 $ 12,00( 3 1,120,750 $ 1,641,050 $ 1,641,050 $ 1,641,05( December 12, 2008 His Worship Mayor Court And Councillors Your Worship and Councillors SUBJECT: Proposed Municipal Plan Amendment — Peel Plaza Project A Public Presentation was made on November 10, 2008 of a proposed amendment to the Municipal Development Plan which would redesignate on Schedule 6A of the Uptown Strategy, from Low Intensity Mix to High Intensity Mix, to permit a comprehensive redevelopment including a justice facility, a police headquarters and a multi- storey parking structure. The required advertising has been completed, and attached you will find a copy of the application, public notice and insertion order of the proposed municipal plan amendment. In addition, please find attached letters of objection that have been received by the Common Clerk's office. If Council wishes, it may choose to refer the matter to the Planning Advisory Committee for a report and recommendation and authorize the necessary advertising with a Public Hearing to be held on Monday, February 2, 2009 at 7:00 p.m. in the Council Chamber, or not to proceed with the proposed amendment process, and adopt a resolution to deny the application and receive the attached documentation for information. Respectfully submitted, Z.� //'Jonathan Taylor Assistant Common Clerk Attachment 0?4a SAINT ;GHN PL). P -x 1971 Saint John, NB Canada E2L 4LI www.saingcnn.ca C.P. 1971 Saint John, NA. Canada EK 40 211 1o. 4 Application for a Municipal Plan and Zoning By -law Amendment Demande de modification au plan municipal et i l'arrete sur le zonage Applicant Related Information 1 Renseignements sur le demandeur Name of Applicant 1 Nom du demandeur Hughes Surveys & Consultants Inc. on behalf of Saint John Parking Commission Mailing Address of applicant/ Addresse postale du demandeur C/O Hughes Surveys & Consultants Inc. 575 Crown Street, Saint John, NB Telephone Number 1 Numdro de telephone Home / Domicile Fax Number / Numero de tdlecopieur Postal Code 1 Code postal E2L 5L9 Work / Travail 634 -1717 Name of Property Owner (if different) I Nom du propridtaire (si different) Portion of area being rezoned is owned by the Anglican Church of Canada. Address / Adresse 87 Carleton Street, Saint John, NB Postal Code / Code postal: E2L 2Z2 Property Information I Renseignements sur la propriete Location/Emplacement Carleton and Sewell Streets PID Vs 38455 /37697139933!55033773!39735 /55190151/55190177 and a portion of 37689 Civic # /No de voirie Street / Rue PID / NIP Lot Area I Superficie du lot see attached plan Street Frontage / Facade sur rue see attached plan Existing Use of Property / Utilisation actuelle de la propridtd Vacant Land and Parking Lot Present Municipal Plan Land Use Designation Designation actuel de utilization des terres sur le plan municipal Schedule 6A of the Future Land Use Map in the Uptown Plan designates the area as Low Intensity Mix _ Present Zoning / Zonage actuel B -2 Amendments Requested / Modifications demandees Municipal Plan / Plan municipal X Change Land Use Designation to / Modifier la designation de ('utilisation des terres a High Intensity Mix and/or I ou u Text Amendment (indicate particulars on attachment) / Modification du texte (indiquez les details en annexe) Zoning By -law/ Arrete sur le Zonage X Change Zoning to I Modification du zonage a B -3 with appropriate conditions and/or / ou a �--4 Text Amendment (indicate particulars on attachment) / Modification due texte (indiquex les details en annexe) 212 Development Proposal 1 Proposition d'aminagement Description of Proposal l Description de la proposition The Saint John Parking Commission is assembling land for future kin initiatives in the area of Sewell Street and Carleton Street in connection with the Peel Plaza Proiect (formerly referred to as N rth of Union). Through considerable consultation and studies the proposed site has been selected for the construction of an 8-store yparkina structure that would accommodate between 500 and 600 vehicles. The structure will be designed to accommodate between 2 to 8 stories of develooment space above the structure for residential/commercial use or a mix. The proposed site is steeply sloped up from Sewell Street to Carleton Street therefore it is ideal for a multi- storey parking structure. The 2 to 8 stories of potential future residential/commercial development would be compatible to the higb intensity mixes of development proppsed within the Peel Plaza Project and uptown area. There is a municipal services easement extending throu i the property+ which contains existing munici al services. A provision for the relocation or modification of the s tern will be re uired and is proposed to be undertaken prior to site development. _ You must provide a scaled site plan that illustrates your proposal. You may also provide photographs, building plans, elevation drawings and any other form of information. The site plan must show the dimensions of the property, the location of all buildings, driveways, parking areas, landscaping and signs. It is important that the distance between the property boundary and buildings are shown. Vous devez fournir un plan du site a 1'dchelle illusrrant votre proposition. Vous pouvez dgalement fournir des photographies, des plans de b4timent, des dessins de plan d'eldvation et route autre forme de renseignement. Le plan du site doit indiquer les dimensions de la propridM, Pemplacement de la totalitd des bhtiments, des allies, des sires de stationnement, des amdnagements paysagers et des panneaux de signalisation.11 est important d'indiquer la distance entre les limiter de la propridtd et les bdtiments. Provide reasons why these amendments should be approved. l Fournir les raisons pour les quelles les modifications devraient dtre approuvdes. If a parking structure is eventually constructa this will provide a positive benefit to the uptown and surrounding area A need for additional parking in the Uptown area was identified in Strategic Parking Study #2. Approval of a provision for additional residential/comme ial development is re guested to accommodate future antici ted growth within the uptown and surrounding area. Provide any other information about your proposal that would be helpful. / Fournir tout autre renseignement concernant votre proposition qui pourrait dtre utile. The Peel Plaza Project (formerly referred to as North of Union) has gone through considerable public consultation iiWouA the consultation process man concerns raised by interest gLoups and/or residents were taken into consideration. At this time detailed desi s of the pgrMflg structure and/or residential/commercial develo went have not been corn leted. Approvals are respgqffWly Muested as a first go on the condition that no development of the site takes Rlace until a statutory amendment is approved dealing with architectural designs and other issues required by Common Council If the Municipal Plan Amendment and Conditional Rezoning a erein proposed are acceptable to Common Council, additional, approval will be reouested. Signature of Applicant 1 Signature du demandeur Richard Turner for Hughes Surveys & Consultants Inc. on behalf of Saint John Parking Commission Date ) S ., _ - -- u $400 Application Fee Enclosed / Ci joint les frais de demande de 400 $ Owner's Authorization to allowthe Saint John Parking Commission and there consultants to make application: Signature of Owner (if applicable) Signature du propridtaire (s'il y a lieu) for the Anglican Church of Canada Date e- VA- 213 PROPOSED MUNICIPAL PLAN AMENDMENT RE: PEEL PLAZA Public Notice is hereby given that the Common Council of The City of Saint John intends to consider an amendment to the Municipal Development Plan which would: 1. Redesignate on Schedule 6A of the Uptown Strategy, from Low Intensiy, Mix to High Intensity Mix, an area of approximately 51,000 square metres, identified as PID Numbers 00040014, 00039875, 00037747, 55108062, 00037481, 00037739, 00037762, 00037507, 00037499, 00037515, 55088900, 55094908, 55084420, 55178792, 00038455, 00037697, 00039933, 55033773, 00039735, 55190151, 55190177, 55088918, and a portion of 00037689 as illustrated below: [INSERT MAP] A public presentation of the proposed amendment will take place at a regular meeting of Common Council on Monday, November 10, 2008 in the Council Chamber, Lobby Level, City Hall. REASON FOR CHANGE: To permit a comprehensive redevelopment including a justice facility, a police headquarters and a multi- storey parking structure. Written objections to the proposed amendment may be made to the Council, in care of the undersigned, by December 10, 2008. Enquiries may be made at the office of the Common Clerk or Planning and Development, City Hall, 15 Market Square, Saint John, N.B. between the hours of 8:30 a.m. and 4:30 p.m., Monday through Friday, inclusive, holidays excepted. Elizabeth Gormley, Common Clerk 658 -2862 214 PROJET DE MODIFICATION DU PLAN MUNICIPAL OBJET: PEEL PLAZA Par les prdsentes, un avis public est donne par lequel le conseil communal de The City of Saint John a ]'intention d'6tudier la modification du plan d'amenagement municipal comme suit : 1. la reclassification, a ]'annexe 6A du Strategie visant le secteur Uptown d'une superficie d'environ 51000 metres carrees, identiftee sous les NIDs 00040014, 00039875, 00037747, 55108062, 00037481, 00037739, 00037762, 00037507, 00037499, 00037515, 55088900, 55094908, 55084420, 55178792, 00038455, 00037697, 00039933, 55033773, 00039735, 55190151, 55190177, 55088918, et une partie du 00037689, de Melange 6 faible Intensity a Melange a forte intensite, comme le montre la carte ci- dessous : [INSERER LA CARTE] Une presentation publique du projet de modification aura lieu lors de la reunion ordinaire du conseil communal le lundi 10 novembre 2008 dans ]a salle du conseil, au niveau du hall d'entree, A 1'h6tel de ville. RAISON DE LA MODIFICATION: Perinettre un r6amenagement complet, avec entre autres un palais de justice, un quartier general de la police ainsi qu`un parc de stationnement a plusieurs etages. Veuillez faire part au conseil par 6crit de vos objections au projet de modification au plus tard le 10 decembre 2008 a ]`attention du soussign6. Pour toute demande de renseignements, veuillez communiquer avec le bureau du greffier communal ou le bureau de 1'urbanisme et du developpement a I'h6tel de ville au 15, Market Square, Saint John, N. -B., entre 8 h 30 et 16 h 30 du lundi au vendredi, sauf ies jours f6ries. Elizabeth Gormley, Greffiere communale 658 -2862 City of Saint John. INTERNAL INSERTION ORDER For City of Saint John use only: Bud et Number: 110 0801 442 2010 Department: Common Clerk's Office Account # 71206 Contact: Elizabeth Gormley Phone: (506 ) 658 -2862 Fax: (506 ) 674 -4214 Special Instructions (if any): Reference: Peel Plaza, MPA - Public Presentation — November 10, 2008 Newspaper Insertion Dates (Check as applicable) (SJTJ= Saint John Telegraph Journal) SJTJ City Information Ad SJTJ Independent Placement SJTJ Classifieds Date(s): Date(s): Thursday, October 30, 2008 Date(s): Information for Ad (Boldface anything you want Bold in Ad, Centre, Tab, etc.) Section Headline: ❑ General Notice ❑ Tender ❑ Proposal © Public Notice Sub - Headline (if applicable): Text: INSERT ATTACHED Call to Action: Elizabeth Gonnley, Common C1erk/Greffiere communal Contact: Telephone: (506) 658 -2862 215 �'t a•...r�e , 1. __ -A 1 loop 216 352 Pelton Road Saint John, New Brunswick E2K 5H7 December 10, 2008 To: Mayor Ivan Court and Common Councillors From: Joan Pearce Re: Proposed Municipal Plan Amendmernt Re: Peel Plaza Redesignation on Schedule6A of the Uptown Strategy from Low Intensity Mix to High Density Mix In February and March of this year, the city of Saint John spent a considerable amount of money to hold several hours of public consultation regarding the block of city property now known as Peel Plaza. A large number of citizens were totally engaged in this process and a final report, prepared by consultants hired by the city (Cities and Environment Unit, Faculty of Architecture and Planning, Dalhousie University) was given to Common Council on March 17, 2008. The Report is entitled "North of Union Project Public Consultation Process and Actions ". The Council agreed in principle to recommendations made by the consultants. These recommendations stated. 1. Accept Big Ideas, Guide to Public Improvements, Design Guidelines and the Concept Plan in principle and use these as the basis for developing a more detailed site plan and set of design guidelines for the North of Union project. 2.Endorse ongoing public engagement and involvement in the development and implementation of planning strategies and policies for Uptown Saint John and the North of Union site. I draw your attention to some aspects of the report. Section 1.17 under Street, "A continuous, transparent and pourous streetwall with appropriately sized buildings will create streets that are interesting, comfortable and accessible to pedestrians." How can a 25 storey building, double the height of Brunswick Square Aliant building on the top of the highest point in the city centre, be considered appropriately- sized? This is what this amendment will allow. Under Design Guidelines Section 1:19 Built form • Height- Build generally 5 -6 stories (50 -60 feet) • Include possibility of point towers (up to 150 feet) in appropriate locations and with appropriate setbacks from the street. It would seem that this proposed amendment negates the intent of this. I would encourage you as a council to ask for the design guidelines for developments in the city. I understand there are none. Under Environmental Considerations -new development will serve as an example of leading sustainable and green design and construction, green roof, LEED building 217 standards. If this designation is changed, will the city be able to enforce these environmental concerns? Under Scale: Section 1:20 Ensure a relationship between the street, its buildings and the building uses. I don't know how this can be achieved if this amendment passes. I believe that the new Planning Commissioner and staff are currently working on developing an updated municipal plan for the peninsula and that design guidelines for new development are being considered. None of this is ready. Why would a Council agree to a large scale amendment to the municipal plan when there is no specific development plan or developer, when there are no design guidelines, when there is no attempt to even give lip service to the results of a public consultation that appears to have been a sham and when there has been no further attempt to inform the public on what actually is being proposed in this case? What is the rush? I refer you back to the recommendations which were agreed to in principle by Common Council. A more detailed site plan and set of design guidelines for the North of Union project were supposed to be developed. There was supposed to be ongoing public engagement and involvement in the development and implementation of planning strategies and policies for Uptown Saint John and the North of Union site. If you should agree to this proposed amendment there will be no opportunity to fulfill these obligations which were promised to the community. Joan Pearce 218 To: Mayor and Council, City of Saint John December 8, 2008 Common Clerk From: Hazel Braithwaite 251 King St E, Saint John, NB Re: Peel Plaza- proposed rezoning from low rise B2 to 25 story B3 zone and proposed Municipal Plan Amendment from low to high density On November 10108 item 10.4 requesting the above rezoning and Municipal Plan Amendment was in the Council agenda. Minutes of this meeting are not yet available to the public. The deadline for public input is Dec 10108. The Nov 10/08 agenda included a 1 page report from the City Manager stating that the above request was necessary for the Justice building and for the parking garage. This is being treated as mere house - keeping and may seem to be insignificant but I ask you to consider the following: 1. There are over 20 PID numbers /lots affected in this one application, including the SJ Arts Centre and all the open public space surrounding it. 2. Rezoning from 62 to B3 is a major decision which will impact the entire inner city. In one move this entire area could move from 4 stories to 25 stories. There has never been such a major change to either the Municipal Plan or to B3 zoning in 20 years. All this has been done without a single report or analysis from the Director of Planning for this new Council. 3. The current municipal Plan places "considerable emphasis on the success of our intact compact mixed use low rise inner city. Everything that happens on its borders need to be thoroughly evaluated for impact on the surrounding neighbourhoods." Hundreds of cities are now investing heavily to recreate a low, dense, walkable inner city. Luckily much of ours has survived. Where is the careful evaluation? Where is the input of planning professionals including Uptown Saint John, Waterfront Development and the Heritage Development Board? 3. The Nov 10/08 agenda package has several references to a staff report to Planning Advisory Committee dated Jan 11,2008. This report is now almost 1 year old and was written before any of the North of Union public consultations organized by city staff in Feb and March 2008. 4. Hundreds of citizens attended a series of North of Union consultations. Rezoning and municipal plan amendments were never discussed. Planning staff were notable by their absence. The staff report to PAC dated Jan 2008 was kept secret 219 despite it being at the heart of the issues debated. Citizens asked if the consultations were genuine and now have every reason to call it a sham. The following questions need to be answered by the Director of Planning with a written analysis, publicly, available that acknowledges the real input of public consultations. A. The City proposes to treat the entire "Peel Plaza" area as one development. if that is the case why are they not using the ID zone Integrated Development which would build in detailed conditions and real coordination? B. City staff `s brief line of reasoning is that these sweeping changes are necessary to build the Justice and parking buildings. Why are these 2 buildings not evaluated on their own merits, based on their individual owners and concepts? C. Why do proposed changes include the SJ Arts Centre and all the open space surrounding the Arts Centre? D. If this rezoning and Municipal Plan Amendment passes Dec 10/08 how will each of these developments be any different than our experience on the old hospital site? As in the past, the city will say: " Our hands are tied. The site already has the zoning to proceed. Neither PAC or Council can have any influence." In this case it will not be only one site but several blocks. Are we eager to repeat are mistakes? Who benefits? E. Public consultation on North of Union had considerable qualifications on what would be acceptable in a parking garage. Similar qualifications are identified in the Waterfront Plan and by Uptown Saint John. Where have these ideas been incorporated in this sweeping proposal? Why would the City Manager recommend rezoning entire blocks before the real developer is present with a real application? F. What is the impact on the surrounding residential streets such as Coburg, Peter and Paddock? G. How is this different from the 4 block plan presented by TOSS last year which was soundly rejected by all? What is the current role and budget of TOSS and/or similar consultants to do planning and development ? RECOMMENDATION: I recommend that the proposed rezoning from B2 to B3 be denied. I recommend that the proposed Municipal Plan Amendment be denied. 220 I recommend that each building be considered individually. Decisions should be made based on genuine applications by the actual developer at the beginning of the development process. I recommend that the input of hundreds of citizens who invested considerable time and made difficult compromises in the North of Union discussions not be ignored.. 221 Gormley, Elizabeth From: Howard LaBillois [prepressdaddy @yahoo.ca] Sent: Wednesday, December 10, 2008 2:43 PM To: External - CommonClerk Subject: Peel Plaza- proposed rezoning from low rise 62 to 25 story B3 zone To: Mayor and Council, City of Saint John December 10, 2008 Common Clerk From: Howard LaBillois 27 St. Andrews Street, Saint John, NB Re: Peel Plaza- proposed rezoning from low rise B2 to 25 story B3 zone and proposed Municipal Plan Amendment from low to high density On November 10108 item 10.4 requesting the above rezoning and Municipal Plan Amendment was in the Council agenda. Minutes of this meeting are not yet available to the public. The deadline for public input is Dec 10108. The Nov 10108 agenda included a I page report from the City Manager stating that the above request was necessary for the Justice building and for the parking garage. This is being treated as mere house - keeping and may seem to be insignificant but I ask you to consider the following: 1. There are over 20 PID numbers/lots affected in this one application, including the SJ Arts Centre and all the open public space surrounding it. 2. Rezoning from B2 to B3 is a major decision which will impact the entire inner city. In one move this entire area could move from 4 stories to 25 stories. There has never been such a major change to either the Municipal Plan or to B3 zoning in 20 years. All this has been done without a single report or analysis from the Director of Planning for this new Council. 3. The current municipal Plan places "considerable emphasis on the success of our intact compact mixed use low rise inner city. Everything that happens on its borders need to be thoroughly evaluated for impact on the surrounding neighbourhoods." Hundreds of cities are now investing heavily to recreate a low, dense, walkable inner city. Luckily much of ours has survived. Where is the careful evaluation? Where is the input of planning professionals including Uptown Saint John, Waterfront Development and the Heritage Development Board? The Nov 10108 agenda package has several references to a staff report to Planning Advisory Committee dated Jan 11,2008. This report is now almost 1 year old and was written before any of the North of Union public consultations organized by city staff in Feb and March 2008. 4. Hundreds of citizens attended a series of North of Union consultations. Rezoning and municipal plan amendments were never discussed. Planning staff were notable by their absence. The staff report to PAC dated Jan 2008 was kept secret despite it being at the heart of the issues debated. Citizens asked if the consultations were genuine and now have every reason to call it a sham. 222 The following questions need to be answered by the Director of Planning with a written analysis, publicly, available that acknowledges the real input of public consultations. A. The City proposes to treat the entire "Peel Plaza" area as one development. If that is the case why are they not using the ID zone Integrated Development which would build in detailed conditions and real coordination? B. City staff `s brief line of reasoning is that these sweeping changes are necessary to build the Justice and parking buildings. Why are these 2 buildings not evaluated on their own merits, based on their individual owners and concepts? C. Why do proposed changes include the SJ Arts Centre and all the open space surrounding the Arts Centre? D. If this rezoning and Municipal Plan Amendment passes Dec 10108 how will each of these developments be any different than our experience on the old hospital site? As in the past, the city will say: " Our hands are tied. The site already has the zoning to proceed. Neither PAC or Council can have any influence." In this case it will not be only one site but several blocks. Are we eager to repeat are mistakes? Who benefits? (This buck passing nonsense needs to stop now!) E. Public consultation on North of Union had considerable qualifications on what would be acceptable in a parking garage. Similar qualifications are identified in the Waterfront Plan and by Uptown Saint John. Where have these ideas been incorporated in this sweeping proposal? Why would the City Manager recommend rezoning entire blocks before the real developer is present with a real application? F. What is the impact on the surrounding residential streets such as Coburg, Peter and Paddock? G. How is this different from the 4 block plan presented by TOSS last year which was soundly rejected by all? What is the current role and budget of TOSS and/or similar consultants to do planning and development ? RECOMMENDATION: I recommend that the proposed rezoning from B2 to B3 be denied. I recommend that the proposed Municipal Plan Amendment be denied. I recommend that each building be considered individually. Decisions should be made based on genuine applications by the actual developer at the beginning of the development process. I recommend that the input of hundreds of citizens who invested considerable time and made difficult compromises in the North of Union discussions not be ignored. Please acknowledge the receiving of this e-mail. 223 Sincerley, Howard LaBillois pMressdaddy(@yahoo.ca Nivahoo! Canada Toolbar : Search from anywhere on the web and bookmark your favourite sites. Download it now! 224 Gormley, Elizabeth From: Greg Cook [cookgreg @nbnet.nb.ca] Sent: Wednesday, December 10, 2008 2:30 PM To: External - CommonClerk Subject: Re: Peel Plaza Your Worship and Councillors, I am in support of the following letter. Greg Cook, 156 Sydney St., Saint John, NB E2L 2M3 693 -5161 To: Mayor and Council, City of Saint John December 8, 2008 Common Clerk From: Hazel Braithwaite 251 King St I,, Saint John, NB Re: Peel Plaza- proposed rezoning from low rise B2 to 25 story B3 zone and proposed Municipal Plan Amendment from low to high density On November 10/08 item 10.4 requesting the above rezoning and Municipal Plan Amendmentwas in the Council agenda. Minutes of this meeting are not yet available to the public. Thedeadline for public input is Dec 10/08. The Nov 10/08 agenda included a 1 page report from the City Manager stating that the above request was necessary for the Justice building and for the parking garage. This is being treated as mere house - keeping and may seem to be insignificant but I ask you to consider the following: 1. There are over 20 PID numbers /lots affected in this one application, including the SJ Arts Centre and all the open public space surrounding it. 2. Rezoning from B2 to B3 is a major decision which will impact the entire inner city. In one move this entire area could move from 4 stories to 25 stories. There has never been such a major change to either the Municipal Plan or to B3 zoning in 20 years. All this has been done without a single report or analysis from the Director of Planning for this new Council. 3. The current municipal Plan places "considerable emphasis on the success of our intact compact mixed use low rise inner city. Everything that happens on its borders need to be thoroughly evaluated for impact an the surrounding neighbourhoods." Hundreds of cities are now investing heavily to recreate a low, dense, walkable inner city. Luckily much of ours has survived. Where is the careful evaluation? Where is the input of planning professionals including Uptown Saint John, Waterfront Development and the Heritage Development Board? 3. The Nov 10/08 agenda package has several references to a staff report to Planning Advisory Committee dated Jan 11,2008. This report is now almost I year old and was written before any of the North of Union public consultations organized by city staff in Feb and March 2008. 4. Hundreds of citizens attended a series of North of Union consultations. Rezoning and municipal plan amendments were never discussed. Planning staff were notable by their absence. The staff report to PAC dated Jan 2008 was kept secret despite it being at the heart of the issues debated. Citizens asked if the consultations were genuine and now have every reason to call it a sham. 225 The following questions need to be answered by the Director of Planning with a written analysis, publicly, available that acknowledges the real input of public consultations. A. The City proposes to treat the entire "Peel Plaza" area as one development. If that is the case why are they not using the ID zone Integrated Development which would build in detailed conditions and real coordination? B. City staff `s brief line of reasoning is that these sweeping changes are necessary to build the Justice and parking buildings. Why are these 2 buildings not evaluated on their own merits, based on their individual owners and concepts? C. Why do proposed changes include the SJ Arts Centre and all the open space surrounding the Arts Centre? D. If this rezoning and Municipal Plan Amendment passes Dec 10108 how will each of these developments be any different than our experience on the old hospital site? As in the past, the city will say: " Our hands are tied. The site already has the zoning to proceed. Neither PAC or Council can have any influence." In this case it will not be only one site but several blocks. Are we eager to repeat are mistakes? Who benefits? E. Public consultation on North of Union had considerable qualifications on what would be acceptable in a parking garage. Similar qualifications are identified in the Waterfront Plan and by Uptown Saint John. Where have these ideas been incorporated in this sweeping proposal? Why would the City Manager recommend rezoning entire blocks before the real developer is present with a real application? F. What is the impact on the surrounding residential streets such as Coburg, Peter and Paddock? G. How is this different from the 4 block plan presented by TOSS last year which was soundly rejected by all? What is the current role and budget of TOSS and/or similar consultants to do planning and development ? RECOMMENDATION: I recommend that the proposed rezoning from B2 to B3 be denied. I recommend that the proposed Municipal Plan Amendment be denied. I recommend that each building be considered individually. Decisions should be made based on genuine applications by the actual developer at the beginning of the development process. I recommend that the input of hundreds of citizens who invested considerable time and made difficult compromises in the North of Union discussions not be ignored... 226 Chown, Jeanne From: Deborah Payne [deborah_payne11 @yahoo.ca] Sent: Wednesday, December 10, 2008 2:50 PM To: Court, Ivan; Chase, Stephen; Titus, Christopher; Farren, Bill; McGuire, Peter; Sullivan, Gary; Higgins, Patty; Killen, Carl; Snook, Donnie; Court, Bruce; Mott, Joseph Cc: Chown, Jeanne Subject: The Proposed Rezoning of Peel Plaza area Attachments: Peel Plaze Rezoning Proposal Dec 2008.doc To: Mayor Ivan Court and Common Councillors City of Saint John From: Deborah Payne 96 Carmarthen Street , Saint John E2L 2N6 Re: Peel Plaza proposed rezoning from low rise B2 to 25- storey B3 zone and proposed Municipal Plan Amendment from low to high density December 10, 2008 My letter will be brief, as it will direct you to the attached detailed letter by Hazel Braithwaite, dated December 8, 2008. I concur completely with Ms. Braithwaite, and also make the same recommendations, as follows: 1. that the proposed rezoning from B2 to B3 be denied. 2. that the proposed Municipal Plan Amendment be denied. 3. that each building be considered individually. Decisions should be made based on genuine applications by the actual developer at the beginning of the development process. 4. that the input of hundreds of citizens who invested considerable time and made difficult compromises in the North of Union discussions not be ignored. 1 chose and continue to choose to live in uptown Saint John , I frequent the Saint John Arts Centre regularly (as a volunteer, student, art-lover, artist, "tourist guide" to family and friends, etc.) and regularly pass through the area north of Union Street. I participated in the North of Union public consultations and debates. While not originally from Saint John, I have developed a deep appreciation of what this city can and does offer: one key element of Saint John uncommon in so many other cities is its wealth of history, architecture and related arts and culture. The proposed rezoning of this particular area puts at risk the preservation of this historical area. It also goes against the expressed wishes of the community during the public consultations in early 2008. As well, the fact that this significant proposed amendment has not been more openly presented and debated puts in question the sincerity and honesty of the City in its public consultation process. As a Council, please reject this proposal for rezoning. Sincerely, 227 Deborah Payne (with Dec 8108 letter from Hazel Braithwaite attached) 0 = ahoo! Canada Toolbar: Search from anywhere on the web and bookmark your favourite sites. Download it now! 228 Gormley, Elizabeth From: Dr. Leslie Ann Jeffrey [Ijeffrey @unb.ca] Sent: Wednesday, December 10, 2008 4:05 PM To: External - CommonClerk Subject: Opposition to rezoning and Municipal Plan amendment re: Peel Plaza, Item 10.4 I am writing to express my opposition the proposed rezoning of Peel Plaza and Municipal Plan Amendment creating a blanket allowance for highrise development. The proposed rezoning fails to take into account the careful input from hundreds of citizens over plans for the North of Union development. A blanket rezoning opens up the possibility for developments that run counter to the city's core strength of a walkable, dense, and welcoming city that encourages pedestrial traffic and increased use of uptown businesses, cultural attractions and services. It has been my observation in visiting many cities around the world that blocks of highrise and single -use developments tend to create "dead zones" in urban areas. The most attractive and vibrant cities are ones that carefully plan urban areas so that they are mixed use and have minimal impact on the streetscape, ensuring that there is light and greenspace that attract people, increases safety, and encourages the development of small shops, services, entertainment and cultural venues. I believe that this was the message received from the public in the (belated) consulations over North of Union developments. I am very concerned that the proposals being put forward for rezoning and Municipal Plan Amendments have failed, once again, to take these public concerns (and good sense) into account. Sincerely, Leslie Jeffrey 156 Sydney St., Saint John 1 229 Gormley, Elizabeth From: pbroche @nb.sympatico.ca Sent: Wednesday, December 10, 2008 3:02 PM To: External - CommonClerk Subject: Peel Plaza Attachments: header.htm To: Mayor and Council, City of Saint John Common Clerk December 10, 2008 From: Peter Roche 98 Queen Street, Saint John, NB Re: Peel Plaza- proposed rezoning from low rise B2 to 25 story B3 zone and Proposed Municipal Plan Amendment from low to high density On November 10108 item 10.4 requesting the above rezoning and Municipal Plan Amendment was in the Council agenda. Minutes of this meeting are not yet available to the public. The deadline for public input is Dec 10108. The Nov 10108 agenda included a 1 page report from the City Manager stating that the above request was necessary for the Justice building and for the parking garage. This is being treated as mere housekeeping and may seem to be insignificant but I ask you to consider the following: 1. There are over 20 PID numbers/lots affected in this one application, including the SJ Arts Centre and all the open public space surrounding it. 2. Rezoning from B2 to B3 is a major decision which will impact the entire inner city. In one move this entire area could move from 4 stories to 25 stories. There has never been such a major change to either the Municipal Plan or to B3 zoning in 20 years. All this has been done without a single report or analysis from the Director of Planning for this new Council. 3. The current municipal Plan places "considerable emphasis on the success of our intact compact mixed use low rise inner city. Everything that happens on its borders need to be thoroughly evaluated for impact on the surrounding neighbourhoods." Hundreds of cities are now investing heavily to recreate a low, dense, walk able inner city. Luckily much of ours has survived. Where is the careful evaluation? Where is the input of planning professionals including Uptown Saint John, Waterfront Development and the Heritage Development Board? 3. The Nov 10108 agenda package has several references to a staff report to Planning Advisory Committee dated Jan 11,2008. This report is now almost 1 year old and was written before any of the North of Union public consultations organized by city staff in Feb and March 2008. 4. Hundreds of citizens attended a series of North of Union consultations. Rezoning and municipal plan amendments were never discussed. Planning staff was notable by their absence. The staff report to PAC dated Jan 2008 was kept secret despite it being at the heart of the issues debated. Citizens asked if the consultations were genuine and now have every reason to call it a sham. 230 The following questions need to be answered by the Director of Planning with a written analysis, publicly, available that acknowledges the real input of public consultations. A. The City proposes to treat the entire "Peel Plaza" area as one development. If that is the case why are they not using the ID zone Integrated Development, which would build in detailed conditions and real coordination? B. City staff `s brief line of reasoning is that these sweeping changes are necessary to build the Justice and parking buildings. Why are these 2 buildings not evaluated on their own merits, based on their individual owners and concepts? C. Why do proposed changes include the SJ Arts Centre and all the open space surrounding the Arts Centre? D. If this rezoning and Municipal Plan Amendment passes Dec 10108 how will each of these developments be any different than our experience on the old hospital site? As in the past, the city will say: " Our hands are tied. The site already has the zoning to proceed. Neither PAC or Council can have any influence." In this case it will not be only one site but several blocks. Are we eager to repeat are mistakes? Who benefits? E. Public consultation on North of Union had considerable qualifications on what would be acceptable in a parking garage. Similar qualifications are identified in the Waterfront Plan and by Uptown Saint John. Where have these ideas been incorporated in this sweeping proposal? Why would the City Manager recommend rezoning entire blocks before the real developer is present with a real application? F. What is the impact on the surrounding residential streets such as Coburg, Peter and Paddock? G. How is this different from the 4 block plan presented by TOSS last year, which was soundly rejected by all? What is the current role and budget of TOSS and/or similar consultants to do planning and development? RECOMMENDATION: I recommend that the proposed rezoning from B2 to B3 be denied. I recommend that the proposed Municipal Plan Amendment be denied. I recommend that each building be considered individually. Decisions should be made based on genuine applications by the actual developer at the beginning of the development process. I recommend that the input of hundreds of citizens who invested considerable time and made difficult compromises in the North of Union discussions not be ignored... I feel this is another case of the city trying to hide things from the people. Sincerely 231 Gormley, Elizabeth From: cagbrock @gmail.com on behalf of Conrad [cagbrock @yahoo.caj Sent: Wednesday, December 10, 2008 3:01 PM To: External - CommonClerk Subject: Fwd: North of Union Mutual Support Request Attachments: NorthOfUnion.rtf I agree with the attached letter. Why are chunks of land being re -zoned without an application process? - Conrad Brock 103A Queen Street To: Mayor and Council, City of Saint John December 8, 2008 Common Clerk From: Hazel Braithwaite 251 King St E, Saint John, NB Re: Peel Plaza- proposed rezoning from low rise B2 to 25 story B3 zone and proposed Municipal Plan Amendment from low to high density On November 10108 item 10.4 requesting the above rezoning and Municipal Plan Amendmentwas in the Council agenda. Minutes of this meeting are not yet available to the public. Thedeadline for public input is Dec 10108. The Nov 10108 agenda included a 1 page report from the City Manager stating that the above request was necessary for the Justice building and for the parking garage. This is being treated as mere house - keeping and may seem to be insignificant but I ask you to consider the following: 1. There are over 20 PID numbers /lots affected in this one application, including the SJ Arts Centre and all the open public space surrounding it. 2. Rezoning from B2 to B3 is a major decision which will impact the entire inner city. In one move this entire area could move from 4 stories to 25 stories. There has never been such a major change to either the Municipal Plan or to B3 zoning in 20 years. All this has been done without a single report or analysis from the Director of Planning for this new Council. 3. The current municipal Plan places "considerable emphasis on the success of our intact compact mixed use low rise inner city. Everything that happens on its borders need to be thoroughly evaluated for impact on the surrounding neighbourhoods." Hundreds of cities are now investing heavily to recreate a low, dense, walkable inner city. Luckily much of ours has survived. Where is the careful evaluation? Where is the input of planning professionals including Uptown Saint John, Waterfront Development and the Heritage Development Board? 232 3. The Nov 10108 agenda package has several references to a staff report to Planning Advisory Committee dated Jan 11,2008. This report is now almost 1 year old and was written before any of the North of Union public consultations organized by city staff in Feb and March 2008. 4. Hundreds of citizens attended a series of North of Union consultations. Rezoning and municipal plan amendments were never discussed. Planning staff were notable by their absence. The staff report to PAC dated Jan 2008 was kept secret despite it being at the heart of the issues debated. Citizens asked if the consultations were genuine and now have every reason to call it a sham. The following questions need to be answered by the Director of Planning with a written analysis, publicly, available that acknowledges the real input of public consultations. A. The City proposes to treat the entire "Peel Plaza" area as one development. If that is the case why are they not using the ID zone Integrated Development which would build in detailed conditions and real coordination? B. City staffs brief line of reasoning is that these sweeping changes are necessary to build the Justice and parking buildings. Why are these 2 buildings not evaluated on their own merits, based on their individual owners and concepts? C. Why do proposed changes include the SJ Arts Centre and all the open space surrounding the Arts Centre? D. If this rezoning and Municipal Plan Amendment passes Dec 10108 how will each of these developments be any different than our experience on the old hospital site? As in the past, the city will say: " Our hands are tied. The site already has the zoning to proceed. Neither PAC or Council can have any influence." In this case it will not be only one site but several blocks. Are we eager to repeat are mistakes? Who benefits? E. Public consultation on North of Union had considerable qualifications on what would be acceptable in a parking garage. Similar qualifications are identified in the Waterfront Plan and by Uptown Saint John. Where have these ideas been incorporated in this sweeping proposal? Why would the City Manager recommend rezoning entire blocks before the real developer is present with a real application? F. What is the impact on the surrounding residential streets such as Coburg, Peter and Paddock? G. How is this different from the 4 block plan presented by TOSS last year which was soundly rejected by all? What is the current role and budget of TOSS and/or similar consultants to do planning and development ? RECOMMENDATION: I recommend that the proposed rezoning from B2 to B3 be denied. I recommend that the proposed Municipal Plan Amendment be denied. I recommend that each building be considered individually. Decisions should be made based on genuine applications by the actual developer at the beginning of the development process. 233 I recommend that the input of hundreds of citizens who invested considerable time and made difficult compromises in the North of Union discussions not be ignored... 234 Gormley, Elizabeth From: Suzanne Kingston [sb— kingston @yahoo.ca] Sent: Wednesday, December 10, 2008 4:28 PM To: External - CommonClerk Subject: Peel Plaza- proposed rezoning from low rise 132 to 25 story B3 zone To: Mayor and Council, City of Saint John December 10, 2008 Common Clerk From: Suzanne Kingston 27 St. Andrews Street, Saint John, NB Re: Peel Plaza- proposed rezoning from low rise B2 to 25 story B3 zone and proposed Municipal Plan Amendment from low to high density On November 10108 item 10.4 requesting the above rezoning and Municipal Plan Amendment was in the Council agenda. Minutes of this meeting are not yet available to the public. The deadline for public input is Dec 10108. The Nov 10108 agenda included a 1 page report from the City Manager stating that the above request was necessary for the Justice building and for the parking garage. This is being treated as mere house - keeping and may seem to be insignificant but I ask you to consider the following: 1. There are over 20 PID numbers /lots affected in this one application, including the SJ Arts Centre and all the open public space surrounding it. 2. Rezoning from B2 to B3 is a major decision which will impact the entire inner city, In one move this entire area could move from 4 stories to 25 stories. There has never been such a major change to either the Municipal Plan or to B3 zoning in 20 years. All this has been done without a single report or analysis from the Director of Planning for this new Council. 3. The current municipal Plan places "considerable emphasis on the success of our intact compact mixed use low rise inner city. Everything that happens on its borders need to be thoroughly evaluated for impact on the surrounding neighbourhoods." Hundreds of cities are now investing heavily to recreate a low, dense, walkable inner city. Luckily much of ours has survived. Where is the careful evaluation? Where is the input of planning professionals including Uptown Saint John, Waterfront Development and the Heritage Development Board? 3. The Nov 10108 agenda package has several references to a staff report to Planning Advisory Committee dated Jan 11,2008. This report is now almost 1 year old and was written before any of the North of Union public consultations organized by city staff in Feb and March 2008. 235 4. Hundreds of citizens attended a series of North of Union consultations. Rezoning and municipal plan amendments were never discussed. Planning staff were notable by their absence. The staff report to PAC dated Jan 2008 was kept secret despite it being at the heart of the issues debated. Citizens asked if the consultations were genuine and now have every reason to call it a sham. The following questions need to be answered by the Director of Planning with a written analysis, publicly, available that acknowledges the real input of public consultations. A. The City proposes to treat the entire "Peel Plaza" area as one development. If that is the case why are they not using the ID zone Integrated Development which would build in detailed conditions and real coordination? B. City staff `s brief line of reasoning is that these sweeping changes are necessary to build the Justice and parking buildings. Why are these 2 buildings not evaluated on their own merits, based on their individual owners and concepts? C. Why do proposed changes include the SJ Arts Centre and all the open space surrounding the Arts Centre? D. If this rezoning and Municipal Plan Amendment passes Dec 10/08 how will each of these developments be any different than our experience on the old hospital site? As in the past, the city will say: " Our hands are tied. The site already has the zoning to proceed. Neither PAC or Council can have any influence." In this case it will not be only one site but several blocks. Are we eager to repeat are mistakes? Who benefits? (This buck passing nonsense needs to stop now!) E. Public consultation on North of Union had considerable qualifications on what would be acceptable in a parking garage. Similar qualifications are identified in the Waterfront Plan and by Uptown Saint John. Where have these ideas been incorporated in this sweeping proposal? Why would the City Manager recommend rezoning entire blocks before the real developer is present with a real application? E. What is the impact on the surrounding residential streets such as Coburg, Peter and Paddock? G. How is this different from the 4 block plan presented by TOSS last year which was soundly rejected by all? What is the current role and budget of TOSS and/or similar consultants to do planning and development ? RECOMMENDATION: I recommend that the proposed rezoning from B2 to B3 be denied. I recommend that the proposed Municipal Plan Amendment be denied. I recommend that each building be considered individually. Decisions should be made based on genuine applications by the actual developer at the beginning of the development process. I recommend that the input of hundreds of citizens who invested considerable time and made difficult compromises in the North of Union discussions not be ignored. 236 Please acknowledge the receiving of this e-mail. Sincerley, Suzanne Kingston sb_kingston(@yahoo.ca a > ahoo! Canada Toolbar : Search from anywhere on the web and bookmark your favourite sites. Download it now! Now with a new friend -happy design! Try the new Yahoo! Canada Messenger 237 Gormley, Elizabeth From: Paul Kasdan [paul.kasdan @gmall.comj Sent: Wednesday, December 10, 2008 5:19 PM To: External - CommonClerk Subject: Paul Kasdan To: Mayor and Council, City of Saint John December 8, 2008 Common Clerk From:Paul Kasdan, 61 Adelaide Street, Saint John, NB Keep Saint John looking European! Re: Peel Plaza- proposed rezoning from low rise B2 to 25 story B3 zone and proposed Municipal Plan Amendment from low to high density On November 10/08 item 10.4 requesting the above rezoning and Municipal Plan Amendmentwas in the Council agenda. Minutes of this meeting are not yet available to the public. Thedeadline for public input is Dec 10/08. The Nov 10/08 agenda included a I page report from the City Manager stating that the above request was necessary for the Justice building and for the parking garage. This is being treated as mere house - keeping and may seem to be insignificant but I ask you to consider the following: 1. There are over 20 PID numbers /lots affected in this one application, including the SJ Arts Centre and all the open public space surrounding it. 2. Rezoning from B2 to B3 is a major decision which will impact the entire inner city. In one move this entire area could move from 4 stories to 25 stories. There has never been such a major change to either the Municipal Plan or to B3 zoning in 20 years. All this has been done without a single report or analysis from the Director of Planning for this new Council. 3. The current municipal Plan places "considerable emphasis on the success of our intact compact mixed use low rise inner city. Everything that happens on its borders need to be thoroughly evaluated for impact on the surrounding neighbourhoods." Hundreds of cities are now investing heavily to recreate a low, dense, walkable inner city. Luckily much of ours has survived. Where is the careful evaluation? Where is the input of planning professionals including Uptown Saint John, Waterfront Development and the Heritage Development Board? 3. The Nov 10/08 agenda package has several references to a staff report to Planning Advisory Committee dated Jan 11,2008. This report is now almost 1 year old and was written before any of the North of Union public consultations organized by city staff in Feb and March 2008. 4. Hundreds of citizens attended a series of North of Union consultations. Rezoning and municipal plan amendments were never discussed. Planning staff were notable by their absence. The staff report to PAC dated Jan 2008 was kept secret despite it being at the heart of the issues debated. Citizens asked if the consultations were genuine and now have every reason to call it a sham. 238 The following questions need to be answered by the Director of Planning with a written analysis, publicly, available that acknowledges the real input of public consultations. A. The City proposes to treat the entire "Peel Plaza" area as one development. If that is the case why are they not using the ID zone Integrated Development which would build in detailed conditions and real coordination? B. City staff's brief line of reasoning is that these sweeping changes are necessary to build the Justice and parking buildings. Why are these 2 buildings not evaluated on their own merits, based on their individual owners and concepts? C. Why do proposed changes include the SJ Arts Centre and all the open space surrounding the Arts Centre? D. If this rezoning and Municipal Plan Amendment passes Dec 10/08 how will each of these developments be any different than our experience on the old hospital site? As in the past, the city will say: " Our hands are tied. The site already has the zoning to proceed. Neither PAC or Council can have any influence." In this case it will not be only one site but several blocks. Are we eager to repeat are mistakes? Who benefits? E. Public consultation on North of Union had considerable qualifications on what would be acceptable in a parking garage. Similar qualifications are identified in the Waterfront Plan and by Uptown Saint John. Where have these ideas been incorporated in this sweeping proposal? Wiry would the City Manager recommend rezoning entire blocks before the real developer is present with a real application? F. What is the impact on the surrounding residential streets such as Coburg, Peter and Paddock? G. How is this different from the 4 block plan presented by TOSS last year which was soundly rejected by all? What is the current role and budget of TOSS and/or similar consultants to do planning and development ? RECOMMENDATION: I recommend that the proposed rezoning from B2 to B3 be denied. I recommend that the proposed Municipal Plan Amendment be denied. I recommend that each building be considered individually. Decisions should be made based on genuine applications by the actual developer at the beginning of the development process. I recommend that the input of hundreds of citizens who invested considerable time and made difficult compromises in the North of Union discussions not be ignored... Paul Kasdan IBL- Internet Business Logic Inc. 239 December 12, 2008 His Worship Mayor Court And Councillors Your Worship and Councillors SUBJECT: Proposed Municipal Plan Amendment —14 McLaughlin Crescent A Public Presentation was made on November 10, 2008 of a proposed amendment to the Municipal Development Plan which would redesignate on Schedule 2 -A and 2 -C of the Plan, from Low Density Residential to Approved Commercial Development to permit a physiotherapy clinic and other professional services within the existing building. The required advertising has been completed, and attached you will find a copy of the application, public notice and insertion order of the proposed municipal plan amendment. No written objections to the proposed amendment have been received. If Council wishes, it may choose to refer the matter to the Planning Advisory Committee for a report and recommendation and authorize the necessary advertising with a Public Hearing to be held on Monday, January 19, 2009 at 7:00 p.m. in the Council Chamber, or not to proceed with the proposed amendment process, and adopt a resolution to deny the application and receive the attached documentation for information. Respectfully submitted, /Jonathan Taylor Assistant Common Clerk Attachment �r SAID ,T ;OP'. -N P.O. Box 1971 Saint John, NB Canada EA 41,1 www.saintjohn.ca C.P. 1971 Saint John, N.-B. Canada E2L 4L1 240 Im 90k. Application for a Zoning By -law Amendment £ Mutn+Gpo t Pjan Amend merry Demande de modification a 1'arrete sur le zonage Applicant Related Information / Renseignements sur le demandeur Name of Applicant / Nom du demandeur yemm --jQrym, Mailing Address of applicant / Addresse postale du demandeur 20 Telephone Number / Numero de telephone - Lie - (2 Home / Domicile Postal Code /Code postal Fa iF I Y I Work /Travail 5 — a (4477 — (6400 (c-el) Fax Number / Numero de telecopieur ig5o - 3303 Name of Property Owner (if different) / Nom du proprietaire (si different) Cywt !S�X n f wlc ne _j rc Address / Adresse A Wlc"Wtyi GaKtnst Postal Code I Code postal &), a Property Information / Renseignements sur la propriete Location / Emplacement A_ Civic # / No de voirie / Rue 4>3222\6r PID / NIP .Lot Area / Superficie du lot Street Frontage/ Fagade sur rue _01a -�V (COynft- 1 ) Existing Use of Property / Utilisation actuelle de la propriete Am Municipal Plan Land Use Designation L _ Designation de utilization des terres sur le plan municipal Low e�flbi'T Resi C�W `` 'fir AporoVed Amendment Requested / Modification demandee C °rnmer�t�� _ l peveloPmenl Present Zoning / Zonage actuel 1j nA'� Change Zoning to / Modification du nonage a UZ CkCY11mwcua . and /or / ou �--9 Text Amendment (indicate particulars) / Modification due texte (indiquez les details) 241 09/29/2008 20:53 FAX 506 658 5811 PRUDENTIAL SUMMIT REAL E Development Proposal /Proposition d'aminagemtent Description of Proposal / Description de la proposition a 006 ��1a �► �7b' �< airL '�1��]L�7i:+�VTir1 ?�.��i�IL�f7 You must provide a scaled site plan that illustrates your proposal. You may also provide photographs, building plans, elevation drawings and any other farm of information. The plan must show the dimensions of the property, the location of all buildings, driveways, parking areas, landscaping and signs. It is important that the distance between the property boundary and buildings are shown. Vous devez fournir unplan du site d I'dchelle illustrant votre proposition. Vous pouvez 4galerrrent fournir des photographies, des plans de bdtiment, des dessins de plan d'efevattgn et toute autre forme de renseignement. Le plan daft indiquer les dimensions de la propriEte, 1'emplacement de la totalitc des bdriments, des alldes, des acres de stationnement, des aminagements paysagers et des panneaux de signalisation. II est important d'indiquer la distance entre !es limites de la proprMte et les bfitiments. Provide reasons why these amendments should be approved. / Fournir tout autre renseignement concernant votre proposition qui pourrait titre approuvAes_ Provide any other information about your proposal that would be helpful. / Fournir tout autre tenseignrement concernant votre proposition qui pourrait titre utile. - fla rr- �e _iD -thew. _._. Signature of Applicant / Signature du demandeur 4 u (Date $400 Application Fee Enclosed 1 Ci -joint les frais de demande de 400 $ If you are not the owner of the land in question please have the owner sign below. The signature of the owner is authorizing this application to proceed for consideration by Common Council. Signature of Owner (if applicable) Signature due propri6taire (s'il y a lieu) Si vous n'etes pas le proprietaire du terrain en question, veutllez obtenir la signature du proprldtaire dons la pantie ci- dessous. La signature du proprietaire autorisant le traitement de la presente demande pour que cette dernare soft examinee par le conseil communal. 242 900/900[a VHS TiL6 OZ9 506 x`t3 LS-6 aIIS 80OZ /0E /60 PROPOSED MUNICIPAL PLAN AMENDMENT RE: 14 MCLAUGHLIN CRESCENT Public Notice is hereby given that the Common Council of The City of Saint John intends to consider an amendment to the Municipal Development Plan which would: 1. Redesignate on Schedule 2 -A and 2 -C of the Plan, from Low Density Residential to Approved Commercial Development, a parcel of land with an area of approximately 1,470 square metres, located at 14 McLaughlin Crescent, also identified as P1D No. 00322214. 2. Add the following to the list of Approved Commercial Developments in sub - section 2.4.6.28: "u) a parcel of land with an area of approximately 1,470 square metres, located at 14 McLaughlin Crescent, also identified as PID No. 00322214." A public presentation of the proposed amendment will take place at a regular meeting of Common Council on Monday, November 10, 2008 in the Council Chamber, Lobby Level, City Hall. REASON FOR CHANGE: To permit a physiotherapy clinic and other professional services within the existing building. Written objections to the proposed amendment may be made to the Council, in care of the undersigned, by December 10, 2008. Enquiries may be made at the office of the Common Clerk or Planning and Development, City Hall, 15 Market Square, Saint John, N.B. between the hours of 8:30 a.m. and 4:30 p.m., Monday through Friday, inclusive, holidays excepted. Elizabeth Gormley, Common Clerk 658 -2862 243 PROJET DE MODIFICATION DU PLAN MUNICIPAL OBJET: 14, CROISSANT MCLAUGHLIN Par les presentes, un avis public est donn6 par lequel le conseil communal de The City of Saint John a ('intention d'etudier la modification du plan d'amenagement municipal comme suit: 1. la reclassification, 6 ]'annexe 2 -A et 2 -C du plan d'une parcelle de terrain d'une superficie d'environ 1470 metres carrees, situee au 14, croissant McLaughlin, et identifiee sous le NID 00322214, de zone rdsidentielle de densitd faible a zone d'amdnagement commercial approuvd. 2. Pajout de la parcelle de terrain suivante a la liste des amdnagements commerciaux approuvds a I'alinea 2.4.6.28 : «u) une parcelle de terrain d'une superficie d'environ 1470 metres carrees, situ6e au 14, croissant McLaughlin, et identifiee sous le NID 00322214. » Une prdsentation publique du projet de modification aura lieu lors de ]a reunion ordinaire du Conseil communal le lundi 10 novembre 2008 dans ]a salle du conseil, au niveau du hall d'entrde, A I'h6tel de ville. RAISON DE LA MODIFICATION: Permettre une clinique de physioth6rapie et d'autres services professionnels dans Ie batiment existant. Veuillez faire part au conseil par dcrit de vos objections au projet de modification au plus tard le 10 decembre 2008 a I'attention du soussigne. Pour toute demande de renseignements, veuillez communiquer avec le bureau du greffier communal ou le bureau de 1'urbanisme et du d6veloppement a 1'h6tel de ville au 15, Market Square, Saint John, N. -B., entre 8 h 30 et 16 h 30 du lundi au vendredi, sauf les jours feries. Elizabeth Gormley, Greffiere communale 6582862 City of Saint John INTERNAL INSERTION ORDER For City of Saint John use only: Bud et Number: 1 10 0801 442 2010 De artment: Common Clerk's Office Account 4 71206 Contact: Elizabeth Gormley Phone: (506 ) 658 -2862 Fax: (506 ) 674 -4214 Special Instructions (if any): Reference: 14 McLaughlin Crescent, I1+IPA, Public Presentation —November 106, 2008 Newspaper Insertion Dates (Check as applicable) (SJTJ= Saint John Telegraph Journal) " SJTJ City Information Ad " SJTJ Independent Placement SJTJ Classifieds Date(s): Tuesday October 28'h, 2008 Date(s): Date(s): Information for Ad (Boldface anything you want Bold in Ad, Centre, Tab, etc.) Section Headline: ❑ General Notice ❑ Tender ❑ Proposal ® PubIic Notice Sub - Headline (if applicable): Text: INSERT ATTACHED Call to Action: Elizabeth Gormley, Common C1erk/Greffiere communale Contact: Telephone: (506) 658 -2862 244 4 -Z A City Manager's Office Bureau du directeur g6n &ral �Vw kv.saintjohn.ca December 7, 2008 His Worship Mayor Ivan Court and Members of Common Council Your Worship and Councillors, P.O. Box /C.P. 1971 Saint John, NB /N. -B. Canada E2L 4L1 Re: Neighbourhood Development Funding — Terms of Reference 1 in Common Council approved a funding envelope of $150,000 in the 2008 operating budget for neighbourhood development. A general `terms of reference' was prepared to assist applicants inquiring about the requirements to secure funding and to provide a means of assessing the applications once received. The established criteria are broad and reasonably flexible. The funding is targeted at achieving tangible outcomes in local neighbourhoods. More specifically, "Programs or stand alone projects focused on building leadership capacity, neighbourhood planning, new program development or new service delivery in response to priority neighbourhood issues." There is also provision for funding to assist neighbourhoods to organize local planning/priority sessions. Evaluation of funding applications is based on factors such as neighbourhood support, other funding sources, community representation, organizational capacity and the ability to achieve the desired outcomes. Council has since approved $25,000 for the CVROC group, $25,000 for the Westside PACT, $22,872 for the TRC, $16,000 for Vibrant Communities, $21,338 for One Change for a range of neighbourhood development initiatives. Applications are pending that will likely absorb the remaining balance of the funding. The Terms of Reference required that the effectiveness of the funding program be reviewed at year end with the participating neighbourhood organizations to determine if revisions are warranted. Analysis Staff organized an evaluation session with representatives of the neighbourhood associations that currently receive funding to seep feedback on the positive aspects of the 245 program and to receive suggestions for improving the effectiveness and administration of the program. The attached summaries provide a snapshot of some of the programs that the sponsors have been able to undertake with the benefit of the neighbourhood funding program. The participants were unanimous in their praise of the value of this initiative to their neighbourhoods and their success in being able to address pressing issues with the City funds They also cited the quick turnaround for approvals, the flexible nature of the program, the ability to leverage other funding sources with City contributions, and the benefit of being able to engage residents in addressing local issues as positive aspects of the program. After review and discussion, the participants recommended the following improvements to the terms of reference to better respond to some of the neighbourhood challenges; Planning /Priorities — Current program provides $1500. This element is a key need and will serve to ensure that the neighbourhood groups have broad support, that current programs are serving a real need and that their priorities are truly those of the neighbourhood. It is recommended that a simple letter of application be sufficient, that the possibility exist to coordinate funding with other groups and that there be no requirement for matching funding on this element. Application Deadlines — Current program does not have deadlines. It was agreed that uniform application deadlines of March 31 and September 30 be put in place. The participants believe that this will ensure applications are timely and that applicants will be given equitable consideration. The fall deadline would also serve to provide an indication of funding support required for the ensuing year. Program Funding — Language should be clarified to indicate that a group may apply for funding for more than one initiative subject to available funds. Sustainability — Language should be clarified to confirm that programs are eligible for recurring funding if they have continued support of the neighbourhood and the initiative has proven successful. Training — The current program does not explicitly support training and development. The participants noted that their program delivery relies largely on volunteers and casual employees. There is a real need to provide skills training (board governance, personal development, communication, conflict resolution, decision making etc) to the staff and volunteers involved in order to ensure effective and sustainable outcomes. It was recognized that there is an opportunity for coordinated training across the neighbourhoods or that funding could be used to invite in a trainer rather than incur the cost of sending people away for training. 246 Action Staff are supportive of the proposed revisions as they will help to clarify the intent of the program, make the program more responsive to neighbourhood needs and help to better ensure its ongoing success. There is no question that support for training initiatives would be beneficial to the development program. Based on the level of interest expressed by the participants staff anticipate that demand for this element will be significant. It is suggested that an additional $25,000 be allocated to the program in support of training rather than reallocate funding from the already successful projects. This is a policy decision that Council will have to consider during budget deliberations. Conclusion The Neighbourhood Development Stimulation Grant Program has proven to be very beneficial to the participants and has delivered positive results with a relatively small investment. Staff believe that the program should be continued and that the terms of reference be modified to respond to the concerns that have been raised. Recommendation That Common Council approve the revised Terms of Reference for the Neighbourhood Development grant funding program as attached and further that an increase in funding from $150,000 to $175,000 be considered for the 2009 budget year. Respectfully Submitted, tri clToods CG A Detnuty itv Manager Terrence L. Totten FCA City Manager 247 Terms of Reference -12108 Neighbourhood Development Stimulation Grants Purpose; To stimulate locally sponsored initiatives to address priority neighbourhood issues Eligible Programs; Programs or stand alone projects focused on building leadership capacity (including training for staff and active volunteers), neighbourhood planning, new program development or new service delivery in response to priority neighbourhood issues. Applicants must demonstrate how the issue was identified as a priority and how the proposal responds to the issue(s) identified and broad based neighbourhood support for the proposal. Eligible Expenses; Staffing and goods and services related to the approved application. Note that all expenses are subject to audit and receipts must be retained for inspection. Application; A detailed request submitted to the City of Saint John (attention K. Watson Leisure Services) including; • a description of the project • name of sponsoring individual or organization including contact information • background information on the applicant — experience, members, executive etc • projected budget including sources and uses of funds • other identified/confirmed sources of funds • specific outcomes to be achieved • time lines for implementation of the project • details re staffing requirements /qualifications /job description • details re resources provided/required — office, technology etc Second or subsequent applications from the same applicant will be considered after the second deadline. Consideration of these applications will take place only after all other applications have been approved/rejected and only if funding remains available. An approved program is eligible for funding in ensuing years provided it continues to be identified as neighbourhood priority and it has demonstrated success in achieving its objectives. Applications for funding for neighbourhood priority sessions require a letter setting out the particulars (location, time, date, facilitation, participation etc) of the planning session. Applicants; Proposals will be considered from individuals, non -profit neighbourhood groups, or community based organizations. Funding; Annual funding to a maximum of $25,000 is available for each approved application. Applicants must demonstrate approved funding in an amount equal to 50% of the amount to be provided by the City has been obtained or is available from other 248 sources for each application. Total annual funding for the program will be established annually by Common Council. Direct funding up to $1,500 is available to assist neighbourhood groups with organizing neighbourhood planning/priority sessions. There is no matching funding requirement for this element of the program. Deadlines; Application deadlines are March 31" and September 30'h each year. Applications will be reviewed and a decision rendered within 30 days of the submission deadline. Assessment Criteria; Applications will be assessed on innovation, the ability of the project and /or program proposal to achieve the stated outcomes, the long -term benefits /impact of the proposal, level of neighbourhood support, citizen representation on the sponsoring agency and the availability of matching funds. Equal consideration will also be given to the qualifications, experience, organizational ability and stability of the applicant to sponsor /implement the proposal. Reporting; Approved applicants must submit a brief mid -term progress report and a final report within 45 days of completion of the program outlining the outcomes that have been achieved. 249 Update Community Newspaper December 9, 2008 Vibrant Communities Saint John, in partnership with the priority neighbourhoods and a variety of community groups, received $16 000 in funding to support the development of 6 issues of a Community Newspaper in October 2008. After only one issue (Oct 2008) the newspaper has by far exceeded our expectations. Juanita Black, a resident of Crescent Valley was hired in November to organize subsequent issues of the paper. A few highlights to date Issue # 1 • 11 residents from the priority neighbourhoods contributed to the first issue ■ 25 articles were submitted for the first issue (20 included) ■ teams of residents for each neighbourhood distributed the first issue • 2 un solicited adds were included in the first issue ■ 60 names were suggested for the paper • 4 professionals from the community offered volunteer support Issue # 2 (due Dec 151h) • theme `top 5' • 4 new resident members to the newspaper committee • 42 resident contributors • 40 articles (includes announcements) submitted • 7 advertisements equaling $875 ■ $800 donation Our plans for the future • engage more residents to contribute • engage more youth • develop training opportunities for residents (story writing, photography, cartooning) Vibrant Communities Saint John • Community Health Centre 116 Coburg St. Saint John, New Brunswick - EM M Fax: 506 - 632 -5539 - Phone: 506-693-0904 Cell: 506- 333 -0104 250 The pride and excitement generated by our first issue was astounding. Thank you for this opportunity to tap into the energy that is near the surface in our priority neighbourhoods! Respectfully submitted, Juanita Black Newspaper Coordinator Wendy MacDermott Coordinator, Vibrant Communities Saint John Vibrant Communities Saint John • Community Health Centre 116 Coburg St. Saint John, New Brunswick - EM 3K1 Fax: 506- 632 -5539 , Phone: 506-693-0904 Cell: 506- 333 -0104 251 The ONE Change Inc. are pleased to provide the City of Saint John with a progress report for the Neighbourhood Development Stimulation Grant received. We feel the grant has allowed for vital additions to our organization and is already providing the capacity enhancement necessary for organizational growth. We will provide a brief summary of the activities undertaken by the new staff positions, however that doesn't provide the whole story. This injection of funding has allowed us to become more accessible to the neighborhood, increased our sustainability options through added proposal writing abilitities, and increased programs offered, just to name a few. It is also easier to leverage other funding when the municipality steps up and makes these programs a priority to the city. A volunteer Board of Directors, as dedicated as the ONE Board is, can only achieve so much, our Neighborhood Coordinator has increased 10 fold what we can undertake, and do a better job at it.This position can recruit more volunteers, find more funding opportunities, and ensure quality programs every time. The following is a brief description of what has been happening in just a few short months: Neighborhood Coordinator ■ Started Oct 22, 2008, Hours 8:30am until 12:30PM, Monday to Friday. ■ Produced 6 funding proposals for ONE Change programming. ■ Answered the phone and being here to greet the members of the Community. ■ Coordinated meetings at One Change. ■ Kept records of all the Board meetings and minutes of each committee on the board. Recorded all proposals written by One Change in the past and present. ■ Provided information to the Community of events going on in the Community. ■ There is a group called Neighborhoods Working Together including Main Street Baptist Church, One Change, North End Community Center, Community Policing, and the Teen Resource Center. We meet once a month and discuss the Community Issues and programs we have in the Community. Neighborhood Coordinators responsibilty is to coordinate meeting as well as write the minutes. ■ Supervisor to the Neighborhood Assistant. The NA has been working on surveys for the Old North End inquiring who has a Doctor and who in the Community will benefit from a clinic here at One Change. Passing out flyers to the school and the Community about the flu clinic. There has been a huge response from the Community. ■ Neighborhood Coordinator will be implementing a Communication Plan in the North End. It will focus on communicating to the people in the Community via computer letting them know about events in the North End. ■ Coordinating a Neighborhood Residents Meeting once a month. The residents meet with and discuss issues that concern them. Some of the residents help pass out flyers. ■ Will be developing a ONE Change electronic newsletter. 252 ■ Working with Lome on the bullying surveys, tallying up and development a program for bullying then going to implement into the schools. Youth Program Manager Positive role model /mentor for "at risk" youth between the ages of 12 -17 ) rs The staff provide positive role models to youth in our community through various programming and one on one meetings. Liaison between community youth partners -The ONE Change works very closely with their community partners (The ONE Change, Lome Middle School, Main Street Baptist Church, Saint John City Police, TRC and North End Community Centre). The Youth Project Manager works with these partners on many projects. The team also meets regularly to discuss the issues facing the youth and ways they can work together to solve these issues. Overseeing and hiring of Youth Project Workers - The Project Manger is responsible for hiring and supervising the Youth Program Coordinator and Youth Worker. Planning and Implementing youth programs — The Youth Program Coordinator and Youth Worker (under supervision of the Project Manager) are responsible to assure there is adequate youth programming in place in the community. These programs are to act as alternatives to youth criminal behavior /activities. Youth referrals to support services- The youth workers are responsible to get to know the youth in the community and offer referrals when needed. ■ Creating a positive school attachment — The Project Manager works very closely with the community school. There are programs offered by ONE Change within the school to aid in positive school attachment. The importance of education is also implemented into many of the programs we offer. Create a sense of belonging in the community — The youth are strongly encouraged to participate in volunteering with community events and beautification projects. Many benefits have come from these projects. The youth have been seen as part of the community's solution rather than the problem and the youth has gained a sense of pride and respect in their community. The ONE Change is proud to say they have seen a reduction of youth crime in the neighborhood since implementing such programs. ■ Proposal and report writing - The Youth Project Manager is responsible for any funding and report writing associated with the program. Current Programs ® Got Game Life Skills /Anger Management program 253 s Gurl World Program a Hanging with the Guys Program • North End Youth Council • Community Youth Lead Environmental Projects • ONE Teen Fitness Program • One on one Mentoring/counseling • Daily summer program with a purpose • No school day activities • Special/Holiday events Board Training The funding also allowed for Board training. The ONE Change Board has been so successful due to the mix of residents and stakeholders in the old north end, however it has brought challenges of varying levels of Board experience. The training, provided by the Saint John Volunteer Centre, allowed everyone to be at the same level of knowledge and was 100% well received. The Board members felt it was well worth their time and some suggestions are already being implemented on the board. In closing, we hope the City feels this funding is being put to its intended use and we eagerly look forward to continuing our partnership in 2009. On behalf of the Board and residents of the old north end, I'd like to thank the City of Saint John for it's commitment to it's neighborhoods. Please contact us for more detailed information or further updates. Scott Crawford ONE Change Inc. 254 r Update Community Newspaper December 9, 2008 Vibrant Communities Saint John, in partnership with the priority neighbourhoods and a variety of community groups, received $16 000 in funding to support the development of 6 issues of a Community Newspaper in October 2008. After only one issue (Oct 2008) the newspaper has by far exceeded our expectations. Juanita Black, a resident of Crescent Valley was hired in November to organize subsequent issues of the paper. A few highlights to date Issue # 1 ■ 11 residents from the priority neighbourhoods contributed to the first issue ■ 25 articles were submitted for the first issue (20 included) • teams of residents for each neighbourhood distributed the first issue ■ 2 un solicited adds were included in the first issue • 60 names were suggested for the paper ■ 4 professionals from the community offered volunteer support Issue # 2 (due Dec 151h) theme `top 5' 4 new resident members to the newspaper committee ■ 42 resident contributors 40 articles (includes announcements) submitted 7 advertisements equaling $875 • $800 donation Our plans for the future • engage more residents to contribute • engage more youth • develop training opportunities for residents (story writing, photography, cartooning) Vibrant Communities Saint John - Community Health Centre 116 Coburg St. Saint John, New Brunswick � EM 3K1 Fax: 506 -632 -5539 . Phone: 506-693-0904 Cell: 506 - 333 -0104 255 The pride and excitement generated by our first issue was astounding. Thank you for this opportunity to tap into the energy that is near the surface in our priority neighbourhoods! Respectfully submitted, Juanita Black Newspaper Coordinator Wendy MacDermott Coordinator, Vibrant Communities Saint John Vibrant Communities Saint Johns - Community Health Centre 116 Coburg St. Saint John, New Brunswick • EM 3K1 Fax: 506 -632 -5539 - Phone: 506 -693 -0904 Cell: 506 -333 -0104 256 in srareaier $0411 JONI December 8` ", 2008 City of Saint John Attention: Kevin Watson Information on The Resource Centre for Youth Oasis Program -- Neighborhood Development Stimulation Grants September 2008: 43 youth used the Oasis facilities at TRC, located on Richmond Street. 39 of these youth were regulars and 4 were new youth clients. Our Oasis Outreach coordinator referred one client to Portage for addiction counseling and referred one client to Mental Health Services. This particular client referred to Mental Health services was very uncomfortable with meeting with anyone from Mental Health, due to past experiences. Because of the relationship TRC staff formed with this client, they attended the first few meetings with the client to provide support and currently this client is seeing a Mental Health Counselor on a regular basis. October 2009: 34 youth used the Oasis facilities, 32 were regular clients and 2 were new youth clients. The TRC hosted a Thanksgiving Dinner and feed over 40 youth, 3 of these youth were "couch surfing ", 2 were absolute homes less and 1 was living at the Salvation Army. The Oasis outreach coordinator attended an Addiction 101 course at Ridgewood Addictions Centre and a workshop at Mental Health as well. New marketing material is being developed to inform the community of our services. Handed out 4 "survival bags" (personal hygiene supplies, snacks, etc) to 3 Sex Trade Workers. November 2008: 37 youth used Oasis facilities, 33 were regular and 4 were new. Referred 2 clients to Social Development and assisted in finding affordable housing for 3 clients. Referred 2 vulnerable youth to TRC Case Management program. Coordinated with local service clubs to secure donations of warm clothing for vulnerable youth. Outreach Coordinator attended National Housing Conference in Toronto, Ontario. The coordinator was able to tour facilities that work with vulnerable youth in Toronto and see some of the best practices models in action. Currently, the TRC is developing a "coffee house" drop in for older vulnerable youth. Youth who use the Oasis facilities will be able to socialize with other youth in a non - threatening environment. Youth have asked for a place to showcase their hidden talents, such as poetry, music, etc. Many of these youth now utilize the Oasis facilities do not have a safe place to hang out and just be a teen. Many of these youth tend to be in survival mode at all times and it is our hope that while they are at the TRC, the can leave their worries at the door and just relax. 257 To: The City of Saint John Concerning: Crescent Valley Resource Centre Crescent Valley is the community to watch. It is serving as a model for the other priority neighbourhoods. Our Resource Centre has been open and running with the Community Development Coordinator in place since May 2008. Our Official opening occurred on July 14th, 2008 with a very large turnout of residents and community partners. Everyone was amazed at how much has been accomplished. We have a Board of Directors in place, which is made up of 6 residents representing the two community groups, Crescent Valley — Renew Our Community (CV -ROC), Crescent Valley Community Tenant Association (CVCTA) and residents at large and 6 community partners. We have become incorporated and are ready to apply for a charitable number. Our Community Police Officer is now working closely with residents and with our Coordinator who is continuing to build community leadership and engagement, which is imperative to improving the quality of life in Crescent Valley. She has made many connections to available services and has brought them to the Centre or has helped residents to connect to them. There are a number of services committed to an outreach role in Crescent Valley. The T.R. Meighen Family Foundation is supporting a youth engagement initiative (YEP) in Crescent Valley. The youth group is using the Centre as a base having several designated rooms. Also established in the Centre are a Library, a clothing room, a health room, a computer room and a Reading room, which is being run by Quality Learning NB. The community (CV- ROC) meets at the centre bringing their issues and concerns forward and working on solutions and actions to solve them. Last summer our student employee from the SEED program completed a brochure for Crescent Valley and a website. We are extremely pleased with how well things are going. Much has been accomplished in a short period of time. We are also actively involved with the Flemming Ct. Park project which has a budget of $664,000 with $351,000 already raised. Brunswick Pipeline has committed $25,000 towards the next three year's operational costs and we will be requesting money from the City of Saint John to continue the great work that has been started. Attached find our Financial Report. 258 CV Resource Centre I, May 08 to April 09 _Yea rly Income,- - , -- - -- �- - Budget ,- - T VCSJ -- }} - -- - — $ - -- 25,000.00 y VCS] - NA City Of Saint John T - - -- — -- $ 25,000.00 Brunswick Pipeline_ 1 Yea r to Nov. © N v 30/Q8 _ _ 3� _ $ - - - 24,544.38 $ 2,400.00 $ - 25 000.00 $ 9,039.33 $ - 3,302.01 $ 795.00 $ 272.48 $ 1,385.23 66 738.43 SEED Reinbursement E Donations ! -- Fund Raising for CVRC Fund Raising for Fleming Ct Park _ Total "income - 50,000.00 I Expenses i Coordinator( 26 a periods)__ $ -- 35,000.00 _ CPP, EI Taxes (Employee Contributions ) ___ $ - 15,581.10 $ 5,835.22 CPP, El Em la er Contributions) $ 2,407.06 � -- $ 2,000.00 $ 602.28 $ _ 2,971.44 $ 1,650.00 $ 913.70 salary NA Salaries _ Equipment, Materials Sup lies for office ,Meeting Expenses $ 2,400.00 $ 197.71 $ 1,200.00 $ 542.53 ITele hone/ Internet -_ - - - $ - 1,200.00 $ -{- 928.33 Bathroom /Cleaning Supplies $ 1,200.00 $ 1,200.00 $ - 141.04 $ —_- 162.36 _ _ Newsletters/ Flyers Bank Charges $ 90.00 _ Miscellaneous Supplies for Programs Children's Programs- - -- — gr $ 600.00 - -- $ 44.72 $ 349.70 $ i -- 227.66 Total expense 47 297.08 $ 30 147.79 Net - -- _ —— --- - - - - -- - of Nov. 30 08 I 2,702.92 $ 36 590.64 Balance as Cash i $371.68 i _ Allocated Funds Checking $36,218.46 _ - - -- — Flemming Ct NA Salary I $ 1,385.23 $ 750.00 Total 36 590.64 z 135.23 Submitted by Ann Barrett Treasurer CVRC' 259 Westside P.A.C.T. - $25,000 — City of Saint John, Neighbourhood Development Fund. The monies have been allocated for two permanent part time positions; Community Coordinator and Health and Wellness Liaison (HWL) The duties of the Community Coordinator will be to devise, implement and secure funding for various community activities and programs, that have been requested by the community, through neighbourhood surveys and other forms of communication, (telephone, letters, word of mouth, etc.) Other responsibilities will include acting as a conduit between the community, the Neighbourhood Assistant and the Westside P.A.C.T. board, They will also be readily accessible in the community office, on a regular basis. The duties of the Health and Wellness Liaison are to organize, implement and facilitate Health and Wellness Programs for the Community. The HWL will be the resource for the neighbourhood, schools or individuals, who need access to any type of health/wellness care /counseling. They will also be responsible for organizing the "community kitchen, food purchase program ", which will enable low income residents, to purchase food (fruit and vegetables) at wholesale prices. The community kitchen will assist in nutritious and affordable ways to prepare meals. The Community Resource and Health and Wellness Liaison will work together on the "4 major" community projects, which include the Westside Wellness Centre, relocation of the food bank to make it more accessible, a clothing depot and an afterschool program. 260 The West Side P.A. C. T Presen ts.. . The West Side Sun June 25, 2008 Volume 1 "To inspire our community of the West Side P.A.C.T by reducing crime, revitalizing the area, and improving the quality of life for our friends and neighbors. " - West. Side P.A.C.T. Mission Statement What is the West Side P.A.C.T? For anyone who is unaware, the initials "P.A.C.T" stand for Police and Community Together. We are a non-profit organization headed by a thirteen - member committee of volunteers from the community. Since the grand opening of our community office in August of 2007, the West Side P.A.C.T has hosted several events ranging from health and wellness fairs to community barbecues and clean ups. Recently, we added three new members to our team. Summer students Mike Peters and Lacey O'Toole will be working in our community office Mondays through Fridays and our neighbourhood assistant Lisa Murphy will be employed with us for the next six months. We encourage you to stop by our office located on 200 Ludlow Street or give us a call at 693 -8735 if you have any questions, comments, concerns, or suggestions on anything you feel is needed in our community. We can also be reached by email at westsidep.a.c.t @ nb.aibn.com. Together with our new staff members, we hope to offer even more services and activities for all members of the community. Canada Day Festivities The West Side P.A.C.T would like to invite you and your family to a Canada Day celebration on Tuesday, July the I". The event will take place between 11 am and 2pm and will be held at our community office on 200 Ludlow Street. (On the Corner of Ludlow and Rodney St.) We will be serving cake, coffee, tea, juice, and snacks. For entertainment, there will be games, crafts, face painting, and prizes! And best of all, everything is FREE! We hope that you can come and join in the fun with us in celebration of our country's birthday! Important Notice Concerning Health Clinic The West Side P.A.C.T is teaming up with the Saint Joseph's Community Health Centre to offer a health information session at the Carleton Community Centre on Wednesday, July 90' from 6pm to 8pm .Pharmacist Kevin Duplisea will be presenting the session. Everyone is welcome and it is free of charge! We are also conducting a small survey and would really appreciate it if we could get some feedback on the following question: Do you have a regular family doctor or a regular nurse practitioner? We do not need your name, just a simple yes or no! Please give us a call at 693 -8735 as soon as possible to let us know! (Please leave a message if no one is available to take your call) *Thank you for taking the time to read the first edition of the West Side Sun. Stay tuned for more updates from us in the near future. We have lots of events planned for the summer! 261 The Nest side P.A. C. T Presents.. . The West Side Sun Ju] 23, 2008 Volame 2 "To inspire our community of the West Side P.A.C.T by reducing crime, revitalizing the area, and improving the quality of life for our friends and neighbors. " — West Side P.A.C.T Mission Statement New Brunswick Day Community Yard Sale & FREE BBQ. On Monday, August 0i, from I Iam to 3pm, the West Side P.A.C.T. and Carleton Community Centre are hosting a community yard sale and FREE BBQ at Queen Square Park West. If you are interested in selling items, please call us at 693 -8735 to reserve a table. We encourage you to bring the whole family, as there will also be games, activities, face painting, and prizes! In case of rain, we will move the event to Carleton Community Centre at the same date and time. Hope to see you there! Bike Rodeo and Fire Safety There will be a free Bike Rodeo and Fire Safety event taking place at the Carleton Community Centre on Thursday, July 31" from 11 am to fpm. Everyone is welcome to come down for a free lunch and a chance to win great prizes! If possible, please bring your bike and helmet to have inspected. Thank you to Rob Scott/State Fann Insurance, the Saint John Fire Department, and the Carleton Community Centre. Summer Reading Program With help from the West Branch Public Library, the West Side P.A.C.T. is offering a free Summer Reading Program on Tuesday mornings from 10:00am to 11:00am at our community office on 200 Ludlow Street. The program began on July 151h and is for children in kindergarten through grade 5. If your child is interested in taking part, please give us a call at 693 -8735. Domestic Violence Outreach Beginning on July 22nd, a Hestia House Domestic Violence Outreach Worker will be available for free drop in services on Tuesdays from 1pm to 3pm at the West Side P.A.C.T. office located on 200 Ludlow Street. We are able to provide free childcare during this time for anyone who wishes to attend. Do you have any suggestions about a program, service, or event that may benefit our community? For any comments, concerns, or questions, please call Mike, Lisa, or Lacey at 693 -8735 or email us at westsideip.a.c.t(ii),nb.aibn.corn 262 Saint John Parking Commission Commission sur le stationnement de Saint John M & C 2008- 10 December 2008 His Worship Ivan Court and Members of Common Council Your Worship and Councillors: 11 lh Floor, City Hall, 11 ieme stage, Hotel de Ville P.O. Box 1971 / C.P. 1971 Saint John, N.B. /N. -B. E21_41_1 Tel IT6I: (506) 658 -2897 Fax/ Telecopieur: (506) 649 -7938 E-mail/ Courriel: parking@sainf)ohn.ca SUBJECT: Review of Residential Parking and Snow Removal Study of Saint John Central Peninsula BACKGROUND: In the fall of 2003, the City of Saint John introduced the new Residential Parking and Snow Removal Plan for the Central Peninsula. The goal of the study was to "improve the livability of the Central Peninsula by providing a better balance between convenient residential parking and efficient street cleaning and snow clearing operations ". Included in the Plan was an overnight snow ban following major snowfalls and the creation of parking lots available for off-street parking on snow ban nights. The ban was designed to allow snow to be pushed back to the curb and for critical areas to have some snow removed if necessary. Alternate -side parking was also introduced where residents parked their cars on one side of the street for half the month and on the other side for the rest of the month. This allows snow that has accumulated to be removed more efficiently than block -by -black bans, and allows residents to again park close to the curb. The rest of the year, it facilities efficient street cleaning, and also enables street tree pruning and sidewalk and street reconstruction. An additional part of the plan was the expansion of the Residential Parking Permit Program which helps insure that parking is reasonably available for residents in residential areas during the day. The plan has been in effect for S years. Some residents have indicated that the program is a very significant improvement and do not want to see any changes to the programs. Other residents find some elements of the program inconvenient or have other issues and think it's time to revisit the program and see if there are changes that should be made. The original study was carried out by consultants DS -Lea Associates Limited and Hardy Stevenson and Associates who worked in conjunction with a citizens' "Solutions Committee" to produce the plan. Hardy Stevenson and Associates carried out the public consultation part of the process and together with DS -Lea Associates drafted the Phase 1 March 2001 report to the Saint John Parking Commission and Common Council. ANALYSIS: The current Residential Parking and Snow Removal Plan was adopted after a great www.sE9figohn.ca deal of public consultation with residents that included a Solutions Committee and several discussion sessions and open houses. Citizens noted that streets were sometimes not able to be cleared quickly after major snowfalls because there were so many cars in the way. The operation was inefficient and expensive because crews would have to go back to the same area several times to clear remaining snow. When street by street bans for snow removal were carried out many residents said they were not adequately informed and many had their cars towed. Of greater concern was the situation were emergency vehicles could not rapidly and effectively respond because of the buildup of snow with the result that cars park some distance from the curb and severely constrict the useable roadway. During the study process, a number of different options were discussed with residents and examples from other municipalities were reviewed. Also, a thorough compiling of the number of actual and potential parking spaces was done on a block by block basis to provide adequate information for decision making. One item of interest was the finding that in some cases residents apparently did not clear the snow and use their own off - street parking spaces (up to 30% of the potential off - street capacity was not well used in winter) and these residents parked on the street, which added to the winter capacity problems. Efforts were made to encourage residents to use off street parking where possible. Over the past five years there have been few changes to the Plan. The Saint John Parking Commission has recently been asked by Common Council to prepare a proposal for a review of the current process and this review should include adequate opportunity for public input. Municipal Operations has been a partner in developing and implementing the Plan with the Saint John Parking Commission and it is imperative that they play an integral part regarding any proposed changes to the current Residential Parking and Snow Ban Plan. It should be noted that a number of the parking lots used for parking during snow bans are now being developed for housing (which might also increase the demand for parking). Part of the next step in the plan would include finding alternatives. PROPOSAL: Adequate consultation and analysis is required to ensure residents and decision makers fully understand the pros and cons of any changes to the current plan. A series of three public sessions are proposed and a summary report would be prepared documenting the consultation and the implications for revised operations as well as the administrative work necessary to make it happen (including revised by -laws and signage). Public sessions would include: • First Public Session — o Review the current program with residents to ensure they understand all the aspects of the current program that is in place and how the process works. o Record all the ideas from residents regarding possible changes to the current plan. o Suggest any additional options not otherwise covered. Prepare a draft report on the input and options received and an initial analysis of what 2 264 those changes might mean. Updating of parking inventory numbers may be required depending on the options to be considered. Any implications for the Residential Parking Permit Program should be noted. Make information available to residents and on the City1SJPC website. • Second Public Session — o present the draft report findings and the pros and cons including financial aspects of options and thoroughly discuss with residents; o identify any additional options or revisions of merit; o attempt to achieve consensus on the best solution(s). • Refine the best solution(s); provide update on the City /SJPC website. • Third Public Session — o Present best solution(s) at an open house for feedback. • Based on that feedback, finalize the report and recommend any changes to the current program; • Present to the Saint John Parking Commission and Common Council. Timing: the study would be expected to start mid January with recommendations to Council by mid April. FINANCIAL IMPLICATIONS: Hardy Stevenson and Associates carried out the earlier successful public consultation process and also have a current knowledge of Saint John as a result of involvement with other studies here. It is estimated that the cost involved for funding a series of meetings and carrying out the above proposal by Hardy Stevenson and Associates would cost $18,000 to $20,000 based on a meeting format that would involve meetings with City Staff, Parking Commission Staff and Residents. RECOMMENDATION: It is the recommendation from the Saint John Parking Commission that I . The above proposal for the Central Peninsula be carried out to revisit and propose appropriate revisions to the current Residential Parking and Snow Removal Plan. 2. Hardy Stevenson and Associates be awarded the contract to carry out this update of their previous work at an estimated cost of up to $20,000. These costs would be paid for by the Saint John Parking Commission. Respectfully /al Manager John Parking Wirl C topla6i Titus an John Parking Commission 265 City Mall 15 Market Square December 8, 2008 His Worship Mayor Ivan Court And Members of Common Council Your Worship and Councillors: SUBJECT: Peel Plaza Update P.O. Box 1971 Saint John New Brunswick Canada E2L 4L1 BEN The Peel Plaza Steering Committee has been working actively with staff and a range of technical consultants to move the development forward. The attached update is provided to keep Council and the community informed on the progress made to date. We anticipate providing this type of update on a regular basis. Mr. Edwards, the Project Manager, can be contacted directly at 049 -7999. Recommendation: That this report be received and filed. Respectfully Submitted, Mayor Ivan Court Chair Peel Plaza Steering Committee 266 PEEL PLAZA PROGRESS REPORT DECEMBER 8, 2008 • The development is proceeding as planned. • William Edwards has assumed his responsibilities as Project Manager. • Mr. Edwards has established a project office on 50 Carleton St. • Jackie Ferrar has transferred to the office to provide administrative support. • The former Broderick Building has been demolished. • Acquisition of the Irving Oil property has been finalized and demolition will take place within four weeks. • The property at 10 Peel will also be demolished within four weeks. • Acquisition of 105 Union St has been completed. • The Day Care operation will be relocating to the site of the former Jewish Museum in the new year. • Saint John Non Profit Housing is exploring the possibility of redeveloping the Jelly Bean houses for mixed use residential units. • The rezoning process for the former YMCA site and the escarpment have begun to allow for construction of the Justice building and Parking Garage. • Deloitte is finalizing the report on the potential for private sector involvement in the Peel Plaza development. This report should be available to Council by mid month. • Architectural design for the Police HQ is progressing with tender ready documents expected to be available in February 2009. • Staff are exploring the possibility of incorporating a district heating system (geo- thermal) into the development area to reduce long term energy costs. • Discussions are ongoing on how the public art component can best be incorporated into the development. • Engineering planning is ongoing for underground and utility services. • ADI Engineering is currently updating the traffic study to reflect the development concept. 267 a A e W f V Z3: LU 1 W E 268 r O 7 O f V Z3: as �J 268