2012-12-10_Agenda Packet--Dossier de l'ordre du jourr.
City of Saint John
Common Council Meeting
AGENDA
Monday, December 10, 2012
5:15 pm
Council Chamber
Si vous avez besoin des services en francais pour une reunion de Conseil Communal, veuillez contacter le
bureau de la greffiere communale au 658 -2862.
Pages
1. Call to Order
2. Approval of Minutes
3. Approval of Agenda
4. Disclosures of Conflict of Interest
5. Consent Agenda
6. Members Comments
7. Proclamation
8. Delegations / Presentations
9. Public Hearings
10. Consideration of By -laws
11. Submissions by Council Members
12. Business Matters - Municipal Officers
12.1 Common Clerk: Agencies, Boards and Commissions Resolution 1 -4
13. Committee Reports
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14. Consideration of Issues Separated from Consent Agenda
15. General Correspondence
16. Supplemental Agenda
16.1
Service Based Budgets 2013 -2016 (Draft)
16.1.1 Growth & Development Services
5-30
16.1.2 Urban Environment Services
31
-62
16.1.3 Transportation & Environment Services
63-103
16.1.4 Finance & Administrative Services
104-132
16.1.5 Strategic Services
133-
161
16.1.6 Legislated Services
162-176
16.2
Uptown Saint John - Support of PlanSJ and our Renaissance City
177-178
16.3
Cancelling Council Meetings (Councillor Strowbridge)
179-179
16.4
Actionable Resolutions - Reflecting up to the December 3, 2012 Council
180-208
Meeting
16.5
Minutes of November 13, 2012
209-214
16.6
Minutes of November 19, 2012
215-223
16.7
Minutes of November 26, 2012
224-228
16.8
City Manager: City of Saint John Application to the Environmental Trust Fund
229-230
16.9
City Manager: Early Access for Test Wells on Provincial Property 496 Ridge
231 -235
Row
16.10
City Manager: Licence Agreement (Sandy Point Road) - F6 Networks Inc.
236-253
16.11
Committee of the Whole Report: Freeman of the City
254-254
16.12
Safer Communities and Neighbourhood (SCAN) Legislation Task Force
255-256
(Councillor Snook)
16.13
City Manager: Shared Risk Plan - MOU
257-275
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16.14 City Manager: The Saint John YM -YWCA Inc. Churchill Boulevard 276-278
16.15 City Manager: Spring Clean Up Program 279-281
16.16 City Manager: Proposed Heritage Conservation Areas ByLaw Amendment 12- 282-283
14 Bentley Street
16.17 City Manager: Easement for Public Utilities - 170 Prince William St - Saint John 284-293
High School
16.18 City Manager: Internet Service for the City of Saint John
17. Committee of the Whole
18. Adjournment
3
294-303
City of Saint John
Common Council Meeting
Monday, December 10, 2012
Committee of the Whole
1. Call to Order
Si vous avez besoin des services en frangais pour une r6union de Conseil Communal, veuillez
contacter le bureau de la greffi6re communale au 658 -2862.
Each of the following items, either in whole or in part, is able to be discussed in private pursuant
to the provisions of section 10 of the Municipalities Act and Council / Committee will make a
decision(s) in that respect in Open Session:
4:30 p.m. 8t" Floor Boardroom City Hall
1.1 Legal Opinion 10.2(4)(f)
1.2 Legal Opinion 10.2(4)(f)
1.3 Approval of Minutes 10.2(4)
4
City of Saint John
Seance du conseil communal
Le lundi 10 decembre 2012
Salle du conseil, 17 h 15
Comite plenier
1. Ouverture de la seance
Si vous avez besoin des services en frangais pour une r6union de Conseil Communal,
veuillez contacter le bureau de la greffi&re communale au 658 -2862.
Chacun des points suivants, en totalit6 ou en partie, peut faire 1'objet d'une discussion en
priv6 en vertu des dispositions pr6vues a Particle 10 de la Loi sur les municipalites. Le
conseil /comit6 prendra une ou des d6cisions a cet 6gard au cours de la seance publique
16 h 30 — Salle de conference, 8e etage, h6tel de ville
1.1 Avis juridique — alin6a 10.2(4)f)
1.2 Avis juridique — alin6a 10.2(4)f)
1.3 Approbation du proc6s- verbal — paragraphe 10.2(4)
Seance ordinaire
1. Ouverture de la seance, suivie de la priere
2. Approbation du proces- verbal
3. Adoption de l'ordre du jour
4. Divulgations de conflits d'interets
5. Questions soumises a 1'approbation du conseil
6. Commentaires presentes par les membres
7. Proclamation
8. Delegations et presentations
9. Audiences publiques
10. Etude des arretes municipaux
11. Interventions des membres du conseil
12. Affaires municipales 6voqukes par les fonctionnaires municipaux
12.1 Greffiere communale : Resolutions d'organismes, de conseils et de commissions
13. Rapports deposes par les comit6s
14. Etude des sujets 6cart6s des questions soumises a 11approbation du conseil
15. Correspondance g6n6rale
16. Ordre du jour suppWmentaire
16.1 Budgets axes sur les services 2013 -2016 (provisoires)
16. 1.1 Services de croissance et de d6veloppement
16.1.2 Services de 1'environnement urbain
16.1.3 Services de transport et d'environnement
16.1.4 Services financiers et administratifs
16.1.5 Services strat6giques
16.1.6 Services prescrits par la loi
16.2 Uptown Saint John — Appui du P1anSJ et du concept « ville du renouveau »
16.3 Annulation des s6ances du conseil (conseiller Strowbridge)
16.4 Resolutions pouvant faire l'objet de mesures de suivi — jusqu'a la s6ance du conseil
du 3 d6cembre 2012
16.5 Proces- verbal de la s6ance du conseil tenue le 13 novembre 2012
16.6 Proces- verbal de la s6ance du conseil tenue le 19 novembre 2012
16.7 Proces- verbal de la s6ance du conseil tenue le 26 novembre 2012
16.8 Directeur general : Demande de The City of Saint John pr6sentee aupres du Fonds
en fiducie pour 1'environnement
16.9 Directeur g6n6ral : Acces rapide en vue du forage d'exploration sur la propri6t6
provinciale situ6e au 496, rue Ridge Row
16.10 Directeur g6n6ral : Contrat de licence (chemin Sandy Point) — F6 Networks Inc.
16.11 Rapport du comite pl6nier : Citoyen d'honneur de la Ville
16.12 Groupe de travail sur la Loi visant a accroftre la s6curit6 des communaut6s et des
voisinages ( conseiller Snook)
16.13 Directeur g6n6ral : R6gime de retraite a risque partag6 — protocole d'entente
16.14 Directeur g6n6ral : Saint John YM -YWCA Inc., boulevard Churchill
16.15 Directeur g6n6ral : Programme de travaux de nettoyage du printemps
16.16 Directeur g6n6ral : Modification propostie a Parretti relatif aux secteurs sauvegard6s
du patrimoine, 12 -14, rue Bentley
16.17 Directeur g6n6ral : Servitude pour les services publics — 170, rue Prince William,
&cote secondaire Saint John High
16.18 Directeur g6n6ral : Service Internet pour The City of Saint John
17. Comite plenier
18. Levee de la seance
y$
The city of Saint John
December 10, 2012
Mayor Mel Norton, Deputy Mayor Rinehart
And Councillors
Subject: Agencies, Boards and Commissions Resolution
Mayor, Deputy Mayor and Councillors;
Resulting from work completed by the Agencies, Boards and Commission (ABC)
Committee Council approved the attached resolution on October 29, 2012.
# 9 of the resolution /policy directs certain committees to be wound -up. This direction is
complete and the committees have been notified.
Regarding the remaining sections of the resolution clarification is required before we
proceed with administering the remaining directives.
Regarding # 1, is it Council intention to have ABC's to which Council appoints only 1 or
just a few members submit a written report as described?
Regarding # 2, is it Council's intention to terminate ABC members' terms who, as of
October 29, 2012, have completed 6 consecutive years on a particular committee, or
does the clock start on a go forward basis to begin on October 29?
Regarding # 4, is it Council's intention to treat this matter on a go forward basis, or seek
new members immediately to replace those serving on more than one committee?
"'A INT JOHN
P.O. Hax 19/1 Saint John, N6 Canada T21 4a1 I vm sa4igohr xic i C.P. 1971 �a��9t Jxyhr, �. -�3. �.���d� L2L4L1
If a member has served on a particular committee for 6 consecutive years or more, is it
the intention to terminate the membership immediately or allow the member to serve out
his/her current appointment?
Regarding # 6, is it Council's intention to treat this matter on a go forward basis, or
begin immediately to ensure that only one elected representative is on each ABC, as
well as senior staff?
Respectfully submitted,
Elizabeth Gormley
Common Clerk
2
1. RESOLVED that all agencies, boards and Commissions
( "ABCs ") appointed by Council must give a written report outlining number of meetings,
attendance, activities and decision making on a bi- annual basis; by the end of June and
before mid - November unless otherwise directed by Common Council. Some major
ABC's may wish to report in person to Common Council on a more regular basis and
that will be determined on an individual basis at the wish of Common Council
2. All appointments made by Council for all ABC'S will be for a period of three years with
the possibility of one re- appointment term of three years which would allow an individual
to serve a total of six years. After an individual has served a total of six years the
individual must remain off that particular ABC for a period of at least one year. This will
become effective as of the date of this report being approved by Common Council.
3. If Members of Common Council are nominated to serve on any given ABC they will
serve only their full term of Council period.
4. The Nominating Committee should be conscious of the fact of appointing citizens to only
one ABC, in order that more individuals may have the opportunity to serve.
5. As a first step towards ensuring that our ABC'S are more accountable to Common
Council, each ABC should fully understand their mandate and should understand what
skill sets they require in their Board Members to undertake their duties to perform in the
best possible way.
6. Changes to appointments of Elected Officials and Senior City Staff;
Only one elected representative should be appointed to each ABC if required and /or only
one member of senior staff should be appointed to each ABC if required. This will allow
for a greater number of citizens to be appointed to ABC's which will allow for more input
from our citizens.
7 Changes to some of our ABC'S; such as; The City Solicitor has already been given the
mandate to address the consolidating of the Saint John Parking Committee and the
Saint John Transit Board.
8. A new committee has been established in the name of Rockwood Park Endowment
Fund, (formerly known as Deed of Gift - Brunswick Pipeline Committee), City appoints two
members.
3
9. The following ABC's should be deleted as they have served their purpose and are no
longer needed; Arbour Day Committee; Design and Building Standards Committee,
Saint John Environment Committee; Justice /Peel Plaza Steering Committee;
Performance Review Committee; Revenue Generating Committee; and Taxation
Review Committee.
10. Common Council has the authority at any given time to establish new ABC'S with new
mandates.
,1. Consideration should be given to study the possibility of consolidating the Leisure
Services Committee; Lord Beaverbrook Rink Board; Rockwood Park Advisory Board;
Carleton Community Centre Advisory Committee and forming a new ABC that would
represent all rinks, parks, recreation of all kinds with the suggestion that a new name be
selected, especially in view of the fact that there will be the establishment of a new
Regional Recreation Commission.
4
Growth & Development Services Overview
The Growth and Development Services team delivers services that support the community in achieving its
long -term vision of having a diverse, vibrant, resilient, and environmentally sound economy. Services include
providing guidance, direction and support for development that enhances quality of life for our residents by
working to create new and renewed places where people want to live, work and invest.
Organizational Goals
To establish the City of Saint John as a service - based, results oriented, high performance public service
organization.
Service Based
• Considering the needs of the
community as a whole
• Creating opportunities for citizen
feedback and input
• Responding effectively and
efficiently to address community
needs
Results Oriented
• Creating more complete
neighbourhoods and
communities
• Increasing quality of life and the
attractiveness of the City
• Ensuring building environments
are safe and healthy
High Performance
• Collaborative, strategically minded
workforce
• Culture focused on contributing
to community goals through
service delivery
• Resource conscious and
accountable for results
Community Planning &
Development Service
Heritage Conservation
Service
Infrastructure
Development
Inspection & Enforcement
Service
Geographic Information
Systems (GIS)
By -Law Enforcement
Service
Development
Support
Draft December 7, 2012 g GD - 1
Growth & Development Services Financial Summary
Draft December 7, 2012 g GD - 2
Approved
2012
Expenditures
2013
Revenue
FTE
Projected Expenditures
2014 2015
2016
Community Planning & Development Service
1,493,282
1,356,837
110,000
11.50
1,364,799
1,398,209
1,431,506
Heritage Conservation Service
317,672
300,994
2.00
305,560
309,455
313,433
Infrastructure Development Engineering
372,287
361,523
3,000
3.50
411,498
418,594
425,930
Permitting & Inspection Service
960,142
993,679
884,500
10.45
1,021,337
1,043,660
1,065,275
Geographic Information Systems
285,314
311,563
37,500
2.50
319,449
323,731
328,099
By -Law Enforcement Service
Dangerous and Vacant Building Program
137,341
281,692
1.50
285,344
288,438
291,393
Minimum Property Standards Program
269,646
237,671
2.50
243,650
248,656
253,578
Other By -Laws
168,343
156,779
1.55
161,234
165,028
168,491
Animal Control
80,315
82,743
82,743
83,260
85,342
Total Service
655,645
758,885
5.55
772,971
785,382
798,804
Draft December 7, 2012 g GD - 2
Summary Continued...
Draft December 7, 2012 7 GD - 3
Approved
2013
Projected Expenditures
2012
Expenditures
Revenue FTE
2014
2015
2016
Economic Development
City Market
906,292
937,265
(1 contract) 5.00
941,561
968,166
994,413
Enterprise Saint John
332,000
332,000
332,000
332,000
332,000
Saint John Trade & Convention Centre
570,283
536,576
536,576
536,576
536,576
Harbour Station
374,662
384,390
384,390
384,390
384,390
Total Service
2,183,237
2,190,231
2,194,527
2,221,132
2,247,379
Industrial Park Development Service
Saint John Industrial Parks
300,000
300,000
1.00
300,000
300,000
300,000
Total Service
300,000
300,000
1.00
300,000
300,000
300,000
Tourism Service
Destination Marketing Organization (DMO)
845,000
845,000
845,000
845,000
845,000
Total Service
845,000
845,000
845,000
845,000
845,000
Urban Redevelopment
Saint John Development Corporation
160,000
160,000
160,000
160,000
160,000
Waterfront Development Corporation
95,000
120,000
95,000
95,000
95,000
Market Square - Common Area
2,088,939
2,273,352
2,273,352
2,273,352
2,273,352
Total Service
2,343,939
2,553,352
2,528,352
2,528,352
2,528,352
Regional Service Commission
42,054
Growth & Development Service Budget
$9,756,518
$10,014,118
41.50
$10,063,493
$10,173,515
$10,283,778
Draft December 7, 2012 7 GD - 3
Table of Contents — 2013 Service Plans
Community Planning and Development Approval Service ............................................................................ ............................... GD -S
HeritageConservation Service ....................................................................................................................... ............................... GD -8
Infrastructure Development Engineering .................................................................................................... ............................... GD -10
Permitting& Inspection Service .................................................................................................................. ............................... GD -12
Geographic Information Systems ( G. I. S.) ..................................................................................................... ............................... GD -16
By -Law Enforcement Service ...................................................................................................................... ............................... GD -18
Draft December 7, 2012 g GD - 4
Community Planning and Development Approval Service
The Community Planning and Development Approval Service supports
economic, social and environmentally sustainable development in the City
of Saint John in keeping with community values. This involves using
various means of public involvement to prepare statutory plans, bylaws,
policies, studies and guidelines for development and land use. The
service is responsible for providing advice and working with developers
and property owners to ensure that development in the community is
consistent with the City's municipal plan and related by -laws. The
Service also plays a significant role in shaping all municipal service
delivery and infrastructure development. The service aims to create land
use and development that contributes to quality of life and our citizens
health while being efficient and financially viable.
The need for community economic development.
Continued need to update Saint John's planning policies and by -laws
Changing demographics and socio- economic trends
Increased emphasis on community sustainability
Requirements of Provincial legislation
Focus on environmental sustainability and conservation
Community's expectation that Plan SJ will be implemented
The demand for more public engagement in the planning process
2012 Community Planning and Development - Service Accomplishments and Performance
• Adoption of PlanSJ, the City's first new municipal plan in almost 40 years, which will drive all land use and municipal investment decisions in
the community for the next 25 years.
• Recognition of PlanSJ and the process to develop the Plan nationally as an innovative and leading edge planning document by winning the
2012 Canadian Association of Municipal Administrators Willis Award for Innovation and receiving the Honourable Mention from the Canadian
Institute of Planners Awards for Planning Excellence for City and Regional Planning.
• Conference presentations of the PlanSJ success story to the Canadian Association of Municipal Administrators, Atlantic Planners Institute, and
the Northern New England chapter of the American Planning Association.
• Launch of the process to completely overhaul the City's Zoning By -law including the hosting of two public events and drafting the bulk of the
regulation that will form the new bylaw.
• Anticipated completion of the Golden Mile Corridor Plan, a plan to maximize the community benefits resulting from intensified commercial
development on the West Side.
Draft December 7, 2012 9 GD - 5
• A continuation of the process of streamlining the City's current
planning process and reducing the number of development proposals
which require approvals from either the Planning Advisory Committee
or Common Council.
• Processed more than 115 applications (YTD to October 12, 2012) for
rezoning, subdivision approval, and variances pursuant to the
Community Planning Act, up from levels in 2011.
• Investment of human resources to ensure that the City's interests are
protected as the Province's regional service commission model is
implemented.
• Continued project management support for the City's new recreation
master plan – Play SJ.
• Dedication of human resources from this service to assist the
Strategic Services Department in the core service review and to the
Heritage Conservation Service to address staffing issues within that
service.
2013 Initiatives and Major Projects
• Complete the new zoning by -law including the adoption process.
• Commence the rewriting of the subdivision by -law for the City.
Number of Planning Applications per
Million Dollars of Construction
2.5
oL 2
V p
Q o 1.5
Q0
a o
o - 1
v�
E Q 0.5 —
Z
0
2005 2006 2007 2008 2009 2010 2011 2012
The number of planning applications the City processes is a product of the
level of development activity in the community as well as the relevance of the
City's By -laws. The number of applications the City has received per million
dollars of construction trended lower from 2005 to 2008 but is beginning to
increase again. This points to the need to complete the review of the Zoning
By -law.
• Begin work on the first neighbourhood plan pursuant to PlanSJ. Continue to support the delivery of service plans and special projects.
• Provide annual reporting of the City's progress in implementing Plan SJ.
• Initiate major reforms to the development process to improve the quality of development in the community and make the process more
predictable for the developers and the public.
Draft December 7, 2012 10 GD - 6
Community Planning and Development - Service Levels and Resources
Prepare statutory plans, policies, studies
and guidelines for the development and
use of land in the city.
Provide advice and work with developers
and property owners through various
planning approval processes to ensure
that development in the community is
consistent with the City's municipal plan
and related by -laws.
• Complete review and rewriting of the
City's Zoning Bylaw and Commence
review of the Subdivision Bylaw
• Periodic updating and amendment of
the City's planning by -laws
• Completion of the planning study for
the Fairville Boulevard Area
• Initation of the first neighbourhood
planning process to implement PlanSJ
• Project management responsibility
for Play SJ — the City's Recreation
Master Plan
• Continue providing advice and
information to property owners and
residents respecting land use and
planning matters. This function
consumes about 10% of total
planning staff resources
• 2013 is anticipated to be an average
year in terms of case volume with
about 150 current planning
applications expected including
rezoning, subdivisions, and variances
• Provide zoning certificates in support
of property transactions in the City.
Normal volume of 175 letters is
expected in 2013.
The staff complement for this service is
impacted by having 3 positions vacant
effective January 5, 2013. This will
significantly impact:
• The delivery of the City's new zoning
and subdivision bylaw;
• The ability to deal with large and
complex development applications;
• Project start -up for the City's first
neighbourhood plans;
• The ability to quickly and efficiently
deal with current planning and
building permit applications.
Wages & Benefits
1,096,932
Goods & Services
154,905
PlanSJ Implementation
105,000
Total Expenditures
$1,356,837
Revenue $110,000
Full Time Equivalent Positions(FTE)
Management
2.00
Professional — Planners
5.00
Inside Workers
4.50
TotaIFTE
11.50
Part -Time Positions 0.30
Administrative / Other Support Services
• GIS — analysis and mapping
• IT— support technical applications
• Legal — legal review of applications
• Common Clerk — by -law processes
• Communications — support
communication related to planning
processes
Draft December 7, 2012 11 GD - 7
Heritage Conservation Service
The Heritage Conservation Service is a public service provided to
developers, property- owners, merchants, citizens and the general public.
The service offers a process to have an area designated a Heritage
Conservation Area under the Heritage Conservation Areas By -Law. If an
area is designated, changes or work done to the exterior of properties in
Heritage Conservation areas is regulated and subject to permit. The
service also provides architectural, technical conservation and design
advice on existing and proposed new construction and provides
incentives including grants and other financial assistance to encourage
and assist in the rehabilitation and development of heritage buildings.
Providing information and education to promote and raise awareness of
the social and economic benefits of heritage conservation to Saint John is
another key deliverable.
Requirements of new Provincial heritage legislation
A new Municipal Plan for Saint John
Implementation of a heritage service review
The desire for growth in the community
New development incentive programs delivered by the city
Adherence to heritage conservation practices and procedures
Need to undertake a comprehensive review of the Saint John Heritage
Conservation Areas Bylaw to better reflect the community's objectives
with respect to heritage
2012 Heritage Conservation - Service Accomplishments and Performance
• Permit volume declined moderately in 2012 from the previous year but remains at average levels historically. A lack of human resources due
to staffing issues remains a significant barrier to improving the Heritage Conservation Service.
• Seven heritage projects were recognized with awards in 2012.
• The full $90,000 in heritage grant funding is committed to property owners but given the significant reduction in funding for the grant
programs, requests for funding far exceed the amount of money available.
• Reform to the grant program was successfully achieved to match grant support to available funding.
2013 Initiatives, Major Projects and Heritage Conservation Service Delivery Highlights
• Achieve full staffing for the Service and provide the training required to deliver the service efficiently and effectively.
• When staffing permits, commence a major review of the Saint John Heritage Conservations Area Bylaw.
Draft December 7, 2012 12 GD - 8
Heritage Conservation - Service Levels and Resources
Administer process to have an area
designated a Heritage Conservation Area
under the Heritage Conservation Areas
By -Law.
• 11 Heritage Conservation Areas at
present, 771 properties designated
• The current number of Conservation
Areas and number of properties
designated is a major challenge given
the limited staff resources and high
level of effort required to administer
the current Bylaw.
Process applications for Certificates of • An average year of activity is forecast
Appropriateness to regulate any changes in 2013 with approximately 100
or work done to the exterior of prop- applications expected.
erties in Heritage Conservation areas.
Process heritage grant applications and
offer financial assistance to encourage
and assist in the rehabilitation and
development of heritage buildings.
Provide architectural, technical
conservation and design advice on
existing and proposed new construction.
Provide information and education to
promote and raise awareness of the
social and economic benefits of heritage
conservation to Saint John.
• $90,000 in grant funding is proposed
to be available in 2013.
• Staff meet with clients in the office
and on -site to provide information and
expertise with respect to projects
impacting heritage buildings. This
consumes significant resources and
normal demand for this service is
forecast for 2013 but staffing issues
will make this a major challenge.
• Various pieces of print materials
• Internet information
The service encourages the retention of
the existing building stock to contribute
to the overall sustainability of Saint John.
• Provide a unique image for Saint John
as a place well connected to traditional
values and steeped in a proud history;
building on our past while developing
for a prosperous and dynamic future.
• Contribute to a prosperous future by
working to rehabilitate heritage
buildings and integrate modern
development in heritage conservation
areas to attract new residents and
support the tourism industry.
The 2013 budget is a status quo budget
but successful delivery of the service at
the desired level will be dependent on a
full staff complement.
Funding for the Heritage Grant programs
is proposed to remain at $90,000 with no
application fees for service given the
direction provided by Common Council in
2013.
Wages & Benefits 176,389
Goods & Services 124,605
Total Expenditures $300,994
Revenue
$0
Full Time Equivalent Positions(FTE)
Professional — Heritage Planner 1.00
Inside Workers — Heritage Analyst 1.00
TotaIFTE 2.00
Administrative / Other Support Services
GIS —database maintenance
• Legal — Heritage By -Law enforcement
• Bylaw Enforcement - Heritage By -Law
enforcement
Draft December 7, 2012 13 GD - 9
Infrastructure Development Engineering
Infrastructure Development is responsible for engineering and servicing Service Drivers
made necessary by new development. The objective of the Service is to The need to facilitate good development in Saint John that is fiscally and
ensure that development is undertaken in a sustainable manner in environmentally sustainable and improves quality of life for residents.
accordance with municipal, community and neighbourhood plans, and
the strategic directions and policies of the City. The Service includes
reviewing and approving plans and drawings for new infrastructure and
also ensuring that what is constructed in the community meets City
standards. The Service also plays a key role in ensuring that infrastructure
issues are appropriately addressed as part of the building permit and
planning processes. Staff also liaise with those who operate and maintain
the City's infrastructure to ensure coordination.
To protect public health, welfare, and safety.
To ensure that good engineering practice is followed in the development
of new infrastructure.
To provide input into all development activity subject to the planning
approval and building permit processes.
To provide effective liaison between the services within the City
corporation that deal with infrastructure that is proposed and under
construction and the services responsible for the operation of existing
infrastructure.
2012 Infrastructure Development Engineering - Service Accomplishments and Performance
• Provided engineering information and advice to the development community and Community Planning and Building Inspection staff as part
of the development approval process.
• Reviewed and issued approvals for Excavation Permits and Water and Sewer Permits including field inspection.
• Reviewed and issued approvals for Natural Gas Permits and provided field reviews.
• Successfully closed the file on a number of outstanding developer- initiated infrastructure projects.
• Initiated the process to formalize development guidelines for the City of Saint John.
• Working with Bell Aliant, Rogers, and Saint John Energy to formalize access agreements for their use of public rights -of -way.
• Assisted in the development of new street lighting guidelines and standards.
Draft December 7, 2012 14 GD - 10
2013 Initiatives, Major Projects and Infrastructure Development Engineering Service Delivery Highlights
• Initiate major reforms to the development process to improve the quality of development in the community and make the process more
predictable for the developers and the public.
• In support of the effort to improve the development process, complete the work to prepare development guidelines for the City of Saint
John.
• Conclude the process to develop access agreements with Bell Aliant, Rogers, and Saint John Energy to work within public rights -of -way.
• Commence the process to develop new municipal bylaws for storm drainage and storm water management for new development.
• Prepare revisions to the Excavation By -law (minor revisions)
• Provide input into the revisions to the City's Subdivision By -law
Draft December 7, 2012 15 GD - 11
Infrastructure Development Engineering - Service Levels and Resources
PERMITS
Applications, Review, Approval,
Inspection
REQUESTS FOR SERVICE /INFORMATION
PAC Memo Review /Comments; Building
Permit Review /Comments; Utility
Reviews /approvals; Service Information
requests; Testing- approving,
coordinating; Field locate /layouts of
municipal infrastructure.
W & S Connection Permits- 133
Excavation Permits- 44
Building Permits (Engineering Review)- 349
Natural Gas:
Service Permits- 102
Main Line Permits- 32
Tender Packages -166
Record Information Request- 5,795
General Inquiry from Public, Consultants,
Legal, Planning, etc.- 1,100
Customer Inquiry follow -up (field tech)- 750
As part of the corporation
reorganization, Transportation and
Environment Services has proposed to
re -gain a 0.5 FTE Engineer that has
recently been fully assigned to
Infrastructure Development. This move
will improve delivery of the capital
program but will negatively impact the
ability of Infrastructure Development to
improve the processes in place to:
• Improve the permitting process and
process integration with Community
Planning and Building Inspection;
Street Lights- new development- 8 • Document the City's requirements
New Canada Post Mail Box Sites- 1 standards, and processes; and
PAC Memo Application Review- 152 • Develop processes around site
Infrastructure Locates (Call Before You Dig drainage and storm water
Service)- 2,900 management to address flooding
issues.
Chlorination Co- Ordinations (domestic &
fire lines)- 12
Pressure Testing New Development- 13
Fire Lines- Pressure Test- 9
W & S Installation Layouts- 61
Enbridge Gas
• Pre - installation route layout- 134
• Layout for construction- 134
Development Active Subdivisions (various stages)- 34
Plan reviews for various submissions- new
development servicing; stormwater
drainage -65
Wages & Benefits 303,471
Goods & Services 58,052
Total Expenditures $361,523
Revenues $3,000
Full Time Equivalent Positions(FTE)
Management 1.00
Professional 0.50
Inside Workers 2.00
Total FTE
3.50
Administrative / Other Support Services
• Information Technology- hardware and
other support.
• City Solicitor- Subdivision Agreements;
Easements; By -law Enforcement;
Municipal Agreements
• Finance- Permit deposits /refunds
Draft December 7, 2012 16 GD - 12
Permitting & Inspection Service
The Inspection and Enforcement Service is a public service offered to
those engaging in a construction, renovation, demolition, or change of
occupancy project within City limits. Permitting processes determine if
the proposed design, construction and occupancy of new buildings; the
renovation, demolition and occupancy of existing buildings; or other
proposed activity meets minimum acceptable standards as established by
building and plumbing codes and related by -laws. Inspection processes
determine if the work related to the design approved during the
permitting process is being completed in accordance with established
standards. The City works with individuals to achieve compliance with
these standards before more corrective actions are determined to be
required.
Regulatory and legislative requirements; new legislation
Penalties available to encourage compliance with by -laws
Projected growth in the community
Organizational capacity
Public expectations related to permitting, inspection, enforcement
2012 Permitting & Inspection - Service Accomplishments and Performance
Service area employees took part in technical training to prepare for the adoption of the latest version of the National Building Code of
Canada and the proclamation of the New Brunswick Building Code Act. Other training took place to educate staff on new and emerging
building technologies and methods.
The City of Saint John is now set up to use the Service New Brunswick product, the Land Gazette. It is an information repository of land -
related notices, restrictions, and other information about land parcels. It allows users to find out essential information, such as if
requirements set out in municipal by -laws were met by a property owner /builder /developer. It will also flag when properties are subject to
particular by -laws, such as if the property is in the Flood Risk Area, the Heritage Preservation Area, or if it is a vacant building that is subject to
the Unsightly Premises and Dangerous Buildings and Structures By -law. The City of Saint John's use of the Land Gazette is being
implemented in a phased approach and will continue into 2013.
Draft December 7, 2012 17 GD - 13
The Service area reviewed various permit fees and recommended changes so that the cost recovery model for service delivery can be
sustained. Staff also recommended changes for how construction projects are valued for permit application purposes; valuations now more
accurately reflect actual construction costs and values. In addition to having permit fees reflective of actual construction costs, the
construction values are utilized by Service New Brunswick in determining property assessments.
The Service area hosted the New Brunswick Building Officials Association annual 3 -day conference and trade show in Spring 2012, and
included a training session on issuing tickets pursuant to the Provincial Offences Procedure Act that was developed and delivered by staff of
the Service area.
• The Service area continued process improvements to deliver service that meets the community's needs.
The percentage of permits that are issued in 10 business days after the receipt of a
complete permit application is shown (right). Given the various degrees of
complexity associated with permit applications, the goal is to issue permits in 10
business days 80% of the time. In 2012, this was achieved 83% of the time,
meeting the established target. Factors that contribute to the increase from 2011
include continued process improvements, such as parallel processing among
internal service areas and overall enhanced internal cooperation and
communication. More focus and awareness of achieving the target among staff
allowed for improved resource allocation during the busy construction season.
Another significant factor is that in the past year, there were fewer large -scale
building projects which are generally more involved and time consuming
applications to process. Building projects have generally been less complex
renovation and small building projects; value of construction in 2012 has
decreased compared to recent years.
Percentage of permits issued 10 business days after
receipt of complete application.
100%
v Target 80%
80%
60%
v
E 40%
v
v
20%
a
0%
2008 2009 2010 2011 2012 YTD
Draft December 7, 2012 18 GD - 14
The graph (right) depicts the level of by -law compliance when initial enforcement
actions were utilized (violation notices). Effective by -law enforcement will result in
a decreasing trend in the number of enforcement actions required. If compliance
has not been achieved with enforcement notices, formal Orders may be issued,
followed by a court appearance, if necessary. It is expected, and the results
indicate, that the majority of developers, builders or owners will comply after
receiving a first or second violation notice. Very few violations persist to the third
and final notice stage as can be seen in the graph. This continual and significant
decrease between the progressive notices shows that enforcement efforts are
working to achieve by -law compliance.
2013 Initiatives, Major Projects and Permitting & Inspection Service Delivery
Enforcement of Building Permit Violations
--4&--2008 t 2009 2010 —n-2011 t 2012
450
0
300
o
v
-0v
E
z Q 150
0
w
First Second Third Final
• Staff from the Service area will finalize its review and amendment of the Building By -Law to be in line with the New Brunswick Building Code
Act and associated regulations.
• The Service area will continue to actively participate in the review and rewrite of the Zoning By -Law.
• An "Alternative Solutions" process will be implemented in early 2013 for applications that apply to the Objective Based section of the
National Building Code of Canada, enhancing service delivery to citizens, builders, and designers.
• The service area will continue its improvement efforts of providing quality service to the users of the permitting and inspection programs.
• The next phases of Land Gazette implementation will continue into 2013, increasing the number of notifications available to property
owners and the general public.
Draft December 7, 2012 19 GD - 15
Permitting & Inspection - Service Levels and Resources
Building permits are issued within ten
(10) business days after receipt of a
complete application eighty (80 %) of the
time.
Projected for 2013:
• 1,200 building permits
• 225 plumbing permits
• 40 demolition permits
• 100 "other' permits and licenses
The rate of by -law compliance with Projected for 2013:
progressive enforcement actions. • 12,550 inspections
Compliance increases with enforcement • 450 enforcement cases
actions. • 520 violation letters
The goal of the Permitting and Inspection
program is to ensure that the public is
protected in that buildings and properties
are safe, healthy, and accessible.
Budget reductions in 2012 have resulted
in one less building inspector position, and
one less plumbing inspector position.
The plumbing inspection has no service
coverage during a staff absence.
The reduction of one building inspector
position has resulted in less of a focus on
quality of life issues, as life safety issues
are a higher priority.
Wages & Benefits 849,696
Goods & Services 143,983
Total Expenditures $993,679
Estimate Revenues $884,500
Full Time Equivalent Positions(FTE)
Management / Professional 1.45
Inside Workers — Technical 6.50
Inside Workers — Administration 2.50
Total FTE
10.45
Administrative / Other Support Services
• Legal —support enforcement cases,
property ownership inquiries, prepare
Orders to Comply, and represent City in
court and at hearings
• Fleet — equipment availability for
inspectors
• IT — support software for scheduling
inspections, recording inspection
results, and reporting
Draft December 7, 2012 20 GD - 16
Geographic Information Systems (GIS)
The Geographic Information Systems Division is responsible for creating
and maintaining all mapping and associated geographic information for
The City of Saint John. The GIS Division is also the official source for civic
addressing and street names within the City of Saint John. Other
responsibilities include coordinating spatial information collection projects
for City departments, maintaining the City's Enterprise GIS for employee
use and the Web- Mapping application for public use, producing maps for
City departments, and responding to public and employee enquiries
regarding mapping and geographic information.
2012 GIS - Service Accomplishments and Performance
Hosting and keeping the City's geo- referenced data secure.
Providing useful geographic information to the development
community.
Providing useful applications for citizens to obtain geographic
information.
Meeting the data requirements of all City departments and services.
Utilizing data in accordance with the requirements of the provider such
as Service NB.
• Successfully completed the bi- annual process to acquire aerial photography for the Greater Saint John area;
• Participated and contributed to the PSAB -3150 Tangible Capital Assets project;
• Deployed the new Flex Capacitor GIS Viewer for all City staff and offered training to City staff on how to use the new GIS Viewer;
• Developed a data model for Saint John Water employees to enable them to map water & sewerage infrastructure using ArcGIS;
• Updated the snow plow routes, winter street restrictions, sanitation collection routes, and Saint John Transit bus route and schedule maps;
• Performed response -time analysis for various fire station location scenarios;
• Negotiated a data exchange agreement with Service New Brunswick; and
• Drafted and revised digital geographic information distribution policy.
2013 Initiatives, Major Projects and GIS Service Delivery Highlights
• Switch -over of the current web - mapping software for the public to access through the City's web site;
• Oblique aerial photography acquisition;
• Upgrade the GIS Viewer software and SDE geodatabase; and
• Mapping for new Zoning By -law.
Draft November 26, 2012 21 GD - 17
GIS - Service Levels and Resources
Creating and maintaining all mapping
and associated geographic information
for The City of Saint John.
Coordinating spatial information
collection projects for City departments.
• Provides and maintains the core
information that is required for many
of the City's information systems
including the maintenance of
approximately 200 different datasets
• Perform spatial analysis and produce
maps for City departments
• Reconcile Provincial property
information with civic addressing on a
monthly basis. This is the core of the
Municipal Information System.
• Assist and guide City departments in
data collection or mapping projects by
recommending software, hardware,
designing data models and training
staff.
• Spatial information is now a required
part in many other systems, such as
MIS, 311, AVL, Document
Management, Pavement
Management, and Asset Management.
GIS Staff provide guidance in the
selection and implementation of these
systems.
In 2012, one portion was removed from
this Division resulting in a service level
reduction. In 2013, it is proposed to
split the existing Planning Technician
position in Community Planning
between the Community Planning
Service (0.5 FTE) and the GIS Service
(0.5 FTE) to maximize the use of this
human resource.
Wages & Benefits $199,047
Goods & Services 112,516
Total Expenditures $311,563
Revenue
$37,500
Full Time Equivalent Positions(FTE)
Professional 1.0
Inside Workers 1.5
Total FTE 2.5
Administrative / Other Support Services
• Information Technology — hardware and
other support.
Draft November 26, 2012 22 GD - 18
GIS - Service Levels and Resources Continued
Assigning all civic addresses and street
names within the City of Saint John.
Maintaining the City's Enterprise GIS for
employee use and the Web- Mapping
application for public use.
Handling data sales and dissemination to
external organizations.
Responding to public and employee
enquiries regarding mapping and
geographic information.
Ensure that street names and civic
addresses are assigned based on
NB911 standards and guidelines, and
respect the "By -law Respecting the
Numbering of Buildings in the City of
Saint John ", the "General Regulation —
Emergency 911 Act" and the
"Emergency 911 Act ".
• Maintain, update and publish web
services;
• Ensure that sensitive or third -party
use - restricted data is only available to
City staff; and
• Provide tools to enable City staff to
perform their required spatial queries
• Geographic data is crucial in major
development projects. The City's GIS
Division is the source for the highest
quality geographic data available for
areas within the city boundaries.
• The number of data sales and
dissemination is closely tied to and
fluctuates based on the amount of
development happening in the City.
• The GIS Division encourages self -
service by providing useful tools and
information either through the GIS
viewer or the City's website. The
"Maps & Air Photos " - is one of the
most popular sections of the website
with the public.
Draft November 26, 2012 23 GD - 19
By -Law Enforcement Service
The By -Law Enforcement Service is a public service offered to citizens, property owners, occupants and neighbourhood residents involving the
enforcement of City by -laws related to the maintenance and usage of properties, animal control, and licensing requirements. Inspection of
properties and investigation of complaints are conducted to ensure standards established in related by -laws are met. In cases where there is a
violation of a by -law, the City works actively for voluntary compliance with the appropriate by -law before more corrective actions are required.
Service Delivery
The Service area supports ensuring that Saint John is a safe and healthy community with an enhanced quality of life. The following chart
identifies each of these programs and the percentage of funds allocated to them to deliver a defined level of service for 2013.
By -Law Enforcement Programs
W Dangeorus and Vacant Buildings
H Minimum Property Standards
u Other By -Laws map
Legislation that supports more effective enforcement
Penalties available to encourage compliance with by -laws
Economic climate affects owner / developer ability to comply
Organizational capacity
Public expectations related to permitting, inspection, enforcement
Draft November 26, 2012 24 GD - 20
2012 By -law Enforcement - Service Accomplishments and Performance
The Service area issued a number of Notices to Comply and proceeded to Provincial Court for various Minimum Property Standards and
Dangerous and Vacant Buildings cases. A number of dangerous buildings were either demolished by the City or demolished or repaired by
the Owner.
# Notice to Comply 12 10 (5 demo's by City)
Court appearance 5 ($5,000 in fines)
Demolitions by owner 8
Vacant bldgs repaired by owner 13
The City of Saint John is now set up to use the Service New Brunswick product, the Land Gazette. It is an information repository of land -
related notices, restrictions, and other information about land parcels. It allows users to find out essential information, such as if
requirements set out in municipal by -laws were met by a property owner /builder /developer. It will also flag when properties are subject to
particular by -laws, such as if the property is in the Flood Risk Area, the Heritage Preservation Area, or if it is a vacant building that is subject to
the Unsightly Premises and Dangerous Buildings and Structures By -law. The City of Saint John's use of the Land Gazette is being
implemented in a phased approach and will continue into 2013.
The Service area completed amendments to the Dog Control By -law, which addressed housekeeping items and reflects an increased fine
structure that is consistent with the Municipalities Act. To manage ongoing costs of the service, the City will offer a limited cat control service
as outlined in the amended by -law.
• The Service area successfully negotiated a service agreement with the SPCA Animal Rescue for the provision of dog control services for a five
year term. Highlights of the agreement include extended hours, full dog control services, a series of public awareness sessions every year,
implementation of a plan to increase dog licensing and the establishment of performance metrics.
The Service area hosted the New Brunswick Building Officials Association annual 3 -day conference and trade show in Spring 2012, and
included a training session on issuing tickets pursuant to the Provincial Offences Procedure Act that was developed and delivered by staff of
the Service area.
Draft November 26, 2012 25 GD - 21
The Service area measures how quickly it responds to external complaints;
the target is an initial response to a complaint within 5 business days, 80%
of the time. Initial response generally means an initial inspection or contact
with a property owner or complainant. The performance results (chart to
the right) indicate that the target is not being met for these by -laws,
although there has been significant improvement in the results from 2011
for Dangerous and Vacant Buildings (60% in 2011) and Unsightly Premises
(57% in 2011) and slight improvement for Zoning issues (69% in 2011).
Response to minimum property standards complaints is abnormally low
due to staffing changes and training. This has been corrected and results
are expected to improve significantly for the remainder of the year and into
2013. There is room for continuous improvement to meet these targets.
Process changes have been made recently that will have a positive impact
on meeting the target and staff will monitor on a regular basis to make
necessary resource adjustments if required. Further analysis of the data
shows that if the initial response does not take place within 5 days, it is
typically taking place within 6 or 7 business days.
The graphs (below) depict the level of by -law compliance when initial enforcement actions were utilized (violation notices). Effective by -law
enforcement will see a decreasing trend in the number of enforcement actions required. If compliance has not been achieved with
enforcement notices, formal Orders may be issued, followed by a court appearance, if necessary. It is expected, and the results indicate, that
the majority of property owners comply after receiving a first or second violation notice. Very few violations persist to the third and final
notice stage as can be seen in the graphs. This continual and significant decrease between the progressive notices shows that enforcement
efforts are working to achieve by -law compliance.
Draft November 26, 2012 26 GD - 22
Percentage of time complaints are initially checked within
five business days (2012 YTD results)
100
■ Minimum
v
Target 80% Property
80%
Standards
■ Dangerous and
V)
60%
— Vacant Buildings
v
40%
— — Unsightly
Premises
v
°
20%
— —
■Zoning
oar
—
Case Type
The graphs (below) depict the level of by -law compliance when initial enforcement actions were utilized (violation notices). Effective by -law
enforcement will see a decreasing trend in the number of enforcement actions required. If compliance has not been achieved with
enforcement notices, formal Orders may be issued, followed by a court appearance, if necessary. It is expected, and the results indicate, that
the majority of property owners comply after receiving a first or second violation notice. Very few violations persist to the third and final
notice stage as can be seen in the graphs. This continual and significant decrease between the progressive notices shows that enforcement
efforts are working to achieve by -law compliance.
Draft November 26, 2012 26 GD - 22
Minimum Property Standards By -law Compliance Rates
By -Law Compliance Rates (2012 YTD Results)
125
N
0
u 100
w
� Q
s c 75
E E
' 50
z
`o
w 25
0
— 0-2010 12011 12012
1 2 3 4
This graph indicates that compliance is usually achieved after the issuance of a first
and second notice. In 2012, the number of second notices was higher than the
number of first notices issued mainly because of the way the data is recorded. The
number of second notices includes additional follow up letters to owners as they
work to comply with the original notices sent to them. This data will be tracked
differently in 2013 so it can be reported on more clearly.
The graph to the left depicting compliance with the Unsightly Premises and
Dangerous Buildings and Structures By -law indicates that the greatest percentage of
compliance is achieved after the issuance of a first notice. Subsequent notices
achieve further compliance, with very few remaining cases requiring legal action
(which includes the issuance of a Notice to Comply and /or Court proceedings).
125
N
C
0 100
V- U
Q 75
v CU
9 N
E 50
Z u
25
w
0
Dangerous Buildings and Structures
By -Law Compliance Rates (2012 YTD Results)
—0-2011 41-2012
First Notice Second Notice Final Notice Legal Actions
The graph to the left depicting compliance with Unsightly Premises and Dangerous
Buildings and Structures By -law (concerning dangerous buildings and structures)
indicates that the greatest percentage of compliance is achieved after the issuance
of a first notice. Subsequent notices achieve further compliance, with very few
remaining cases requiring legal action (which includes the issuance of a Notice to
Comply and /or Court proceedings).
Unsightly Premises
By -Law Compliance Rates (2012 YTD Results)
--M--2011 f 2012
50
80
0
c
60
w U
0 Q
30
V
o Q
n v
10; v
E
E E
40
0 v
Z �
20
0
C
w
10
w
0
First Notice Second Notice Final Notice Legal Actions
The graph to the left depicting compliance with the Unsightly Premises and
Dangerous Buildings and Structures By -law indicates that the greatest percentage of
compliance is achieved after the issuance of a first notice. Subsequent notices
achieve further compliance, with very few remaining cases requiring legal action
(which includes the issuance of a Notice to Comply and /or Court proceedings).
125
N
C
0 100
V- U
Q 75
v CU
9 N
E 50
Z u
25
w
0
Dangerous Buildings and Structures
By -Law Compliance Rates (2012 YTD Results)
—0-2011 41-2012
First Notice Second Notice Final Notice Legal Actions
The graph to the left depicting compliance with Unsightly Premises and Dangerous
Buildings and Structures By -law (concerning dangerous buildings and structures)
indicates that the greatest percentage of compliance is achieved after the issuance
of a first notice. Subsequent notices achieve further compliance, with very few
remaining cases requiring legal action (which includes the issuance of a Notice to
Comply and /or Court proceedings).
As expected, the compliance rate for Zoning By -law infractions increases with the
number of violation notices sent. Very few require enforcement action after the
final notice stage. Volumes of complaints /cases and compliance rates have been
generally steady over the past five years.
Draft November 26, 2012 27 GD - 23
Zoning By -Law
By -law Compliance Rates (2012 YTD Results)
2010 111-2011 2012
50
40
0
w U
0 Q
30
v �
n v
E
� 20
z
0
w
10
0
First Notice Second Notice Final Notice
As expected, the compliance rate for Zoning By -law infractions increases with the
number of violation notices sent. Very few require enforcement action after the
final notice stage. Volumes of complaints /cases and compliance rates have been
generally steady over the past five years.
Draft November 26, 2012 27 GD - 23
2013 Initiatives, Major Projects and By -Law Enforcement Service Delivery Highlights
As the Service area is responsible for enforcement of the Zoning By -law, it will continue to actively participate in the review and rewrite of
the Zoning By -Law with other City staff.
• Staff from the Service area will continue to actively participate in the review of the Building By -Law.
The next phases of Land Gazette implementation will continue into 2013, increasing the number of notifications available to property
owners and the general public.
Dangerous and Vacant Buildings Program - Service Levels and Resources
Resolve 8 cases per year (most critical
buildings).
Complaints are initially checked within
five (5) business days eighty (80) percent
of the time.
• 8 cases resolved annually
• 50 new Vacant buildings added to the
program per year
• 20 new Dangerous conditions cases per
year
The goal of the Dangerous and Vacant
Buildings program is to ensure the public
and property are protected against safety
hazards caused by vacant, dilapidated and
structurally unsound buildings.
Budget reductions in 2012 have resulted
in a return to the previous service level of
8 cases resolved per year. Momentum
gained in 2011 to rid the municipality of
dangerous and vacant buildings was
significantly impacted as staff was unable
to keep ahead of old and new cases, given
50 new cases are added each year. Only
highest priority cases are and will
continue to be pursued —those that are
structurally unsound, open to the public,
or fire damaged to the point that
demolition is required.
The City's costs to demolish buildings in
the case of non - compliance are typically
reimbursed by the Province of New
Brunswick. Demolition costs for 2013 are
expected to be $146,000.
Wages & Benefits 120,047
Goods & Services 161,645
Total Expenditures $281,692
Less Recovery (demolitions) 146,000
Net Expenditures $135,693
Full Time Equivalent Positions(FTE)
Management / Professional 0.45
Inside Workers — Technical 0.60
Inside Workers — Administration 0.45
Total FTE
1.50
Administrative / Other Support Services
• Legal — support enforcement cases,
property ownership inquiries, prepare
Orders to Comply, and represent City in
court and at hearings.
• Fleet — equipment for inspectors
• IT — support software for scheduling
inspections, recording inspection
results, and reporting
Draft November 26, 2012 28 GD - 24
Minimum Property Standards Program - Service Levels and Resources
Work to achieve by -law compliance using
progressive enforcement actions.
Compliance increases with enforcement
actions.
Complaints are initially checked within
five (5) business days eighty (80) percent
of the time.
Projected for 2013:
• 80 new cases
• 300 active cases
• 500 inspections
• 55 complaints from external sources
(varies annually)
The objectives of the Minimum Property
Standards Program are:
1. To adopt and establish standards
governing the condition, occupancy and
maintenance of residential property;
and
2. To provide safeguards for the safety,
health and welfare of the general public
and of the occupiers and users of
residential property.
Reductions in building inspection staff
have impacted the delivery of this
program in 2012 as Minimum Property
Standards inspectors have been required
to backfill or carry out additional building
inspection duties during staffing shortages
or peak periods in the Permitting and
Inspection Service area. This approach
will continue in 2013 as required.
Wages & Benefits $196,608
Goods & Services 41,063
Total Expenditures $237,671
Full Time Equivalent Positions(FTE)
Management / Professional 0.70
Inside Workers — Technical 1.20
Inside Workers — Administration 0.60
TotaIFTE 2.50
Administrative / Other Support Services
• Legal — support enforcement cases,
property ownership inquiries, prepare
Orders to Comply, and represent City in
court and at hearings.
• Fleet — equipment availability for
inspectors
• IT — support software for scheduling
inspections, recording inspection
results, and reporting
Draft November 26, 2012 29 GD - 25
Other By -Laws Program Service Levels and Resources
Work to achieve by -law compliance using
progressive enforcement actions.
Compliance increases with enforcement
actions.
Includes enforcement of the Zoning By-
Law, Flood Risk Area By -law, Mobile Home
Park By -law for those cases which are
impacting public health and safety, Dog
Control By -Law and the issuance of a
variety of licenses.
The Dog Control service will focus on dog
control, and a very limited cat control
service.
Complaints are initially checked within
five (5) business days eighty (80) percent
of the time.
Projected for 2013:
• 55 new Zoning By -law cases
• 85 Zoning By -law violation letters
• 5 Flood Risk Area By -law cases
• 5 Mobile Home Parks By -law cases
• 300 Dog Control By -law cases, 200
Dogs impounded
The goal of enforcing the Other By -laws
Programs is to support a healthy and safe
community, protect property values,
support an enhanced quality of life, and
promote a sense of community pride.
Departmental staffing reductions in 2012
impacted this area, as staff focus is on life
safety issues first. Less serious by -law
enforcement cases are prioritized at a
lower level, resulting in fewer resources
utilized in this area. This approach will
continue in 2013 as required.
Wages & Benefits $137,122
Goods & Services 19,657
Total Expenditures $156,779
Full Time Equivalent Positions(FTE)
Management / Professional 0.40
Inside Workers — Technical 0.70
Inside Workers - Administration 0.45
TotaIFTE 1.55
Administrative / Other Support Services
• Legal — support enforcement cases,
property ownership inquiries, prepare
Orders to Comply, and represent City in
court and at hearings.
• Fleet — equipment availability for
inspectors
• IT — support software for scheduling
inspections, recording inspection
results, and reporting
Draft November 26, 2012 30 GD - 26
Urban Environment Services Overview
The Urban Environment Services team delivers services that support the community in achieving its long-
term vision of being a safe, livable community where people have a sense of belonging. Services are
delivered to help improve quality of life and social well -being of all citizens with a focus on creating safe
neighbourhoods that provide opportunities for individuals to develop and grow together through recreation,
culture, leisure activities and public involvement.
Organizational Goals
To establish the City of Saint John as a service - based, results oriented, high performance public service
organization.
Service Based
• Considering the needs of the
community as a whole
• Creating opportunities for citizen
feedback and input
• Responding effectively and
efficiently to address community
needs
Results Oriented
• Creating a safe, livable
community
• Improving quality of life and
social well -being of residents
• Building capacity in citizens
through recreation, culture and
leisure opportunities
High Performance
• Collaborative, strategically minded
workforce
• Culture focused on contributing
to community goals through
service delivery
• Resource conscious and
accountable for results
Neighbourhood
Improvement Service
Recreation & Cultural
Programming Service
Fire
Services
Emergency Management
Service
Draft December 7, 2012 31 U -1
Urban Environment Services Summary
Draft December 7, 2012 32 UE - 2
Approved
2013
Projected Expenditures
2012
Expenditures
Revenue
FTE
2014
2015
2016
Neighbourhood Improvement Service
Community Development
541,163
545,276
3.05
549,316
555,451
561,706
P.R.O. Kids
98,673
110,416
19,200
(contract) 1.00
112,180
113,985
115,830
Total Service
639,836
655,692
19,200
4.05
661,496
669,436
677,536
Community Development /Improvement Grants
Mindcare NB (3 Street Hockey Championship)
-
South End Days
Fusion Saint John
-
Pavilion Cup
2,500
Cherry Brook Zoo
60,035
Library
456,230
UNBSJ Capital Campaign
-
Senior Citizens Center
-
Seniors Citizen Centre Rent
41,000
Human Development Council
35,000
Human Development Council Rent
16,000
PRUDE Rent
52,000
Seafarer's Mission
1,000
Senior Resource Center
3,000
Key Industries
-
St. Joseph Hospital Foundation
-
Total Grants
666,765
666,765
680,452
694,549
709,070
Recreation and Cultural Programming Service
Recreation Programming
1,142,986
1,241,594
15,500
4.45
1,225,324
1,246,485
1,268,141
Cultural Affairs
111,048
108,977
1.00
111,127
113,633
115,161
Total Service
1,254,034
1,350,571
15,500
5.45
1,336,451
1,360,118
1,383,302
Draft December 7, 2012 32 UE - 2
Summary Continued...
Draft December 7, 2012 33 UE - 3
Approved
2013
Projected Expenditures
2012
Expenditures
Revenue
FTE
2014
2015
2016
Arts & Culture (Grants & Other Funding)
Imperial Theatre
320,817
Saint John Arts Center
74,767
Arts and Culture Board
30,000
Public Art - Maintenance and Repair Budget
15,000
NB Arts Board (Public Art Reserve)
10,000
Jazz and Blues Festival -Salty Jam
20,000
Saint John Theatre Arts
10,000
Festival de la Baie Francois
4,000
New Year / Canada Day Celebrations
15,000
Remembrance Day Ceremonies
2,000
NB Historical Society - Loyalist House
10,000
Unspecified Grants
23,000
Sculpture Symposium
5,000
Total Arts & Culture (Grants & Other Funding)
539,584
555,861
555,861
555,861
539,639
Fire Services
Fire and Suppression Service
19,446,868
19,428,400
193,650
150.00
19,785,275
20,038,888
20,098,239
Technical Rescue Service
55,981
63,608
0.25
65,314
65,989
66,679
Hazardous Materials Emerg. Response Service
115,413
121,428
100,000
0.25
126,184
126,859
127,549
Fire Prevention Service
918,761
963,498
4,000
8.00
996,717
1,007,621
1,011,579
Fire Investigation Service
20,600
21,055
22,505
22,505
22,505
Medical First Responder Service
71,640
86,000
96,000
96,000
96,000
Total Service
20,629,263
20,683,989
297,650
158.50
21,091,995
21,357,862
21,422,551
Water Supply and Hydrants
2,200,000
2,270,000
2,270,000
2,450,000
2,800,000
Draft December 7, 2012 33 UE - 3
Summary Continued...
Emergency Management Service
Police Services
Public Safety Communications
Street Lighting
Urban Environment Services Budget
Approved
2012 Expenditures
334,304 325,421
22,724,065 22,777,842
2,292,610 2,491,853
1,070,000 1,075,350
$52,350,461 $52,853,344
2013
Revenue
Projected Expenditures
FTE 2014 2015 2016
8,400
1.00 328,593
331,394
334,161
23,419,234
23,939,952
24,428,534
2,544,375
2,590,014
2,634,045
1,096,857
1,118,794
1,141,170
$340,750
169.00 $53,985,314
$55,067,980
$56,070,008
Draft December 7, 2012 34 UE - 4
Table of Contents — 2013 Service Plans
Neighbourhood Improvement Service ........................................................................................................... ............................... UE -6
Recreation and Cultural Programming Service .................................................................................................. ..........................UE -12
FireServices ...................................................................................................................................................... ..........................UE -18
Fire Rescue and Suppression Service ............................................................................................................ ..........................UE -19
Medical First Responder Service ................................................................................................................... ..........................UE -21
Hazardous Materials Emergency Response Service ..................................................................................... ..........................UE -23
TechnicalRescue Service .............................................................................................................................. ..........................UE -25
Fire Prevention and Code Enforcement Service ........................................................................................... ..........................UE -27
FireInvestigation Service .............................................................................................................................. ..........................UE -29
Emergency Management Service
...................................................................... ............................... U E -31
Draft December 7, 2012 35 UE - 5
Neighbourhood Improvement Service
The Neighbourhood Improvement Service provides neighbourhood residents with tools and support to build resilient, healthy communities. It
promotes and delivers community based projects and programs that contribute to sustainable neighbourhoods and healthy communities
through facilitation, partnerships and use of City facilities. The service works with neighbourhood groups and associations to obtain the
appropriate funding required ensuring that a variety of opportunities are accessible and inclusive for all citizens.
Service Delivery
In supporting resilient, healthy neighbourhoods in Saint John, the City delivers several programs. The following chart identifies each of these
programs and the percentage of funds allocated to them to deliver a defined level of service for 2013.
Neighbourhood Improvement Programs
O Community Development
® P.R.O. Kids
Growth and diversity in population (age, culture, disability and accessibility)
Diversity of needs among various neighbourhoods
Changes in family unit
Economic uncertainty, inflation, and supply and cost of service
Focus on sustainable communities
Organizational capacity; support from other services (e.g., parks, roads)
Expectations for sustainable partnerships with community groups
Draft December 7, 2012 36 UE - 6
2012 Neighbourhood Improvement Service Accomplishments and Performance
Community Engagement
• Record high of 70+ organizations with 800 staff engagement occurrences (target was 60+ organizations / 240+ engagements).
Community Development — Park Projects
• Private David Greenslade Peace Park— Significant park improvements including green space, footpaths, armour rock wall, flagpole
installation and parking area were completed through a collaborative joint effort of the neighbourhood committee and City's Neighbourhood
Improvement and Parks and Landscape Services.
• Neighbourhood Park Revitalization Projects & Community Clean -up Days (2nd annual Dominion Park Clean -up, Crescent Valley Clean -up Day,
Lou Murphy Park — Emera Trail Development Day, Waterloo Village — Grace of God Gardens).
• Greater Saint John Community Foundation grant of $3,000 to support work at Jervis Bay — Ross Memorial Park.
• Shamrock Park Community Gardens at full capacity in second year of operation.
• On -going support to Greater Saint John Community Garden and South End Rainbow Park Community Garden.
• Emera Trail Development Project (Lou Murphy Park) - Saint John Fire Service Argo Training Exercise.
• Marigolds on Market Place - St. Patrick's School.
• Marigolds of Main Street — Centennial, Lorne, Princess Elizabeth and Millidgeville North Schools.
Community Development — Partnerships
• Active member of the Fundy Wellness Network (second year).
• Westside Food Bank at Carleton Community Centre —4500 visitations.
Wellness Centres - Partnership with Horizon Health
• Market Place Wellness Centre at Carleton Community Centre— 3500 visitations.
• HOPE Wellness Centre — Supported by City of Saint John — 2047 visitations.
• Horizon Health continues to provide specimen collection, social & education programs, consultation with social services and fitness
programs for seniors. Active member of the program stakeholder committee at each centre.
Draft December 7, 2012 37 UE - 7
• Joshua Group facility use agreement at Somerset Community Centre.
• Little River Reservoir Park Development Project completed.
• Daniels Drive Seniors Complex — Greenhouse Garden Project.
Community Development — Neighbourhood Development
Priority Neighbourhoods supported through the Neighbourhood Development Stimulation Grant Program (Vibrant Communities — Around the
Block Neighbourhood Newspaper, Village Association, Teen Resource Centre, East Side Motivators, O.N.E. Change, Crescent Valley Resource
Centre, People United in the Lower South End (PULSE), Westside PACT, Quality Learning NB Crescent Valley Parent Library and Anglin Drive
Tenants Association Story Tent).
• Vibrant Communities — Urban Transportation Initiative Study: Getting Around If You're Just getting By "Poverty, Policy and Public Transit"
Community Development — Special Events /Program Support
• Organizational support of Crescent Valley Days, Market Place West Family Fun Days, Old North End Days, East Side Motivators Family Fun
Days.
• Leisure Services plays an active role with the Vibrant Communities Priority Neighbourhoods "Speak -Up" Program.
• 23rd Annual Disability Awareness Week — Partnership with 10 Disability Organizations (Partnership Sustainability).
Draft December 7, 2012 38 UE - 8
P.R.O. Kids
• Youth placements in recreational and cultural programs.
o [2012] - 900 placements projected [2011] - 1093 placements [2010] - 929 placements [2009] -762 placements
• Canadian Tire Jump Start Program —Year two
• 100+ sponsors of the program including: corporate, service clubs, grants, community organizations and personal donations
• Coordination of 4 major fundraising events /activities: Annual P.R.O. Kids dinner, golf tournament, basketball tournament, equipment drives
• Facilitated funding processes to enable establishment of other local recreation programs
2013 Initiatives, Major Projects and Neighbourhood Improvement Service Delivery Highlights
• Support the newly established Red Head Community Association.
• Latimore Lake Recreation Association — Park Improvement Project.
• Anglin Drive: Phase 3 Developing Active Play Area.
• New signage program for Jervis Bay -Ross Memorial Park.
• Maintain the P.R.O. Kids program between 900 - 1,000 placements.
Draft December 7, 2012 39 UE - 9
Community Development Program Service Levels and Resources
Encourage community -based
organizations to be empowered to meet
the needs of their neighbourhoods
through forming partnerships and
providing guidance, information and other
available resources.
Administer grants that community -based
organizations may be able to leverage
support from businesses and other levels
of government for neighbourhood
improvement initiatives.
Provide planning assistance and advice to
neighbourhood organizations; support
implementation of community -based
initiatives.
70+ community partnerships &
relationships maintained
700+ engagements with community
groups, associations and agencies
$152,250 Neighbourhood
Development Stimulation Grants
(Crescent Valley, Lower West side,
Waterloo Village, Lower South End, Old
North End, East Saint John)
$75,450 External Community Centre
Facility Assistance Grants (KBM,
Martinon, Lorneville, Loch Lomond,
Latimore Lake, Milford, Randolph)
$1,523 in support of the Ability
Advisory Committee
• Support of 10 neighbourhood /
community special events annually
(e.g., Crescent Valley Days, Canada Day,
New Brunswick Day, etc.)
Build community capacity to respond to
opportunities, issues and concerns at the
neighbourhood level.
Programs and services aligned to meet
neighbourhood needs.
Strong inter - neighbourhood relationships
and community networking; promoting
partnerships that encourage information
sharing and collaboration that strengthens
groups and inclusion.
Sustainable neighbourhood groups,
facilities and services, and effective
leveraging of other sources of funding.
Building leadership capacity resulting in a
higher level of neighbourhood
engagement.
Celebration and promotion of
neighbourhood achievements.
Neighbourhood and community spirit,
collaboration, participation and
involvement.
Strong active community.
Wages & Benefits $259,084
Goods & Services 56,969
Community Grants 229,223
Total Expenditures $545,276
Full Time Equivalent Positions (FTE)
Management 0.75
Inside Workers 2.30
TotaIFTE 3.05
Administrative / Other Support Services
• Legal — agreements
• Communications — marketing and
media relations
• Parks /Landscape/ Recreation
Facilities —support of neighbourhood
and community development projects.
• Planning / Real Estate — land
ownership identification, GIS Support,
Zoning, By -laws
• Roadway Maintenance — special event
support (equipment, plowing, street
sweeping)
• Police / Fire — address neighbourhood
safety concerns
Draft December 7, 2012 40 UE - 10
P.R.O. Kids Program Service Levels and Resources
Placement of children (age 18 and under)
into sport, recreation or cultural
opportunities suited to their interest
including assisting with the purchase of
equipment and supplies when needed,
and consulting with families on
transportation needs.
Form partnerships with community
recreation, sport and cultural
organizations that donate program
spaces.
Raising funds to purchase additional
program spaces, equipment and
transportation.
• 900 - 1,000 placements
• Regional participation extending the
program to include families in
Quispamsis, Rothesay and Grand -Bay
Westfield
• Connecting between 900 - 1,000 youth
with approximately 100 program
partners
Target Range for 2013:
$150,000 - $200,000
P.R.O. Kids is a non - profit program that
provides opportunities for disadvantaged
youth participating in positive healthy
recreational, sport and cultural activities.
Providing a safe place for youth to play,
learn and be engaged.
Improving self- esteem of Greater Saint
John youth.
Corporate and community pride in
offering youth positive life experiences &
opportunities.
Diverse programs meeting the various
needs & interests of youth.
Increase program opportunities by
reducing barriers to participation.
Administration costs are covered by the
participating municipalities, allowing
100% of the funds received through
donations, grants and fundraisers to go
directly to the children and youth of our
community.
Wages & Benefits
$88,276
Goods & Services
22,10
Total Expenditures
$110,416
Revenue
$19,200
Contract Position
1.00
Part -Time Positions
0.80
Administrative / Other
Support Services
• Communications —
marketing and
media relations
Draft December 7, 2012 41 UE - 11
Recreation and Cultural Programming Service
The Recreation and Cultural Programming Service provides access to recreation, sport and cultural opportunities that allow our citizens to stay
active, enjoy life in their leisure time, and connect with other members of the community. Through innovative leadership, the goal is to deliver
service that promotes community well -being and enhances the quality of life of citizens to produce a healthy, vibrant, positive and strong
community. Service is focused on meeting the diverse recreation, cultural and leisure needs of our citizens.
Service Delivery
In providing access to diverse set of recreation and cultural programming opportunities, the City delivers several programs. The following chart
identifies each of these programs and the percentage of funds allocated to them to deliver a defined level of service for 2013.
Recreation and Cultural Programming Programs
■ Recreation Programming
o Cultural Affairs
-
Growth and diversity in population (age, culture, disability & accessibility)
Diversity of needs among various neighbourhoods
Changes in family unit
Economic uncertainty, inflation, and supply and cost of service
Focus on sustainable communities
Organizational capacity; support from other services (e.g., parks, roads)
Expectations for better partnerships with community groups
Draft December 7, 2012 42 LIE - 12
2012 Recreation and Cultural Programming Service Accomplishments and Performance
Special Events Support
• Active partner with the organization of the Second Annual All American Soap Box
Derby in Rockwood Park.
• Active partner in the development of the PALS Passport to Fitness Rockwood Park
Program.
• 2012 Winterfest in partnership with the Pavilion Cup Pond Hockey Tournament.
• Organized 2nd Annual City of Saint John Volunteer Recognition Dinner (189
attendees).
• Continued Partnership with Horizon Health in provision of wellness programs at
the HOPE Centre & Market Place Wellness Centre.
• 2nd Annual International Trails Day at Rockwood Park – Volunteers working to
enhance trails.
• City of Saint John support to the 17`" Annual Marathon by the Sea.
• City of Saint John support of the Celebration of Green Space Run Through History.
• 3rd Annual Canaport Volleyball Tournament – Fundraised $13,000 for the Carleton
Community Centre.
• Tim Hortons '3 -on -3' Street Hockey Championships in Support of Mind Care –
Event Planning Partner and Scheduling Service.
• Active partner with Community Special Events including Canada Day, New
Brunswick Day, National Canoe Day and Labour Day.
Percentage of citizens satisfied with the overall level
and quality of recreation programming service
100%
80% —
v
60%
40%
v
v
20%
0i lift,
2009 2010 2011 2012
Percentage of citizens that think the City is doing a
good job supporting arts and culture
100%
v
80%
60%
40%
V
v
20%
0%
2009 2010 2011 2012
Senior Programs
• Senior Friendship Games including activities such as golf, timed -walk, washer toss, badminton, cards, and opening & closing ceremonies (254
participants).
• Seniors' Quarterly Special Events Partnership with Lily Lake Pavilion (programs at capacity).
Draft December 7, 2012 43 UE - 13
• Senior programs developed through partnerships with NB Housing at Stephenson Towers, and Horizon Health Network at the HOPE Centre.
• Support of Senior Wellness Fairs at Loch Lomond Villa and Stephenson Towers.
• Senior's Springfest and Fallfest at Exhibition Park (programs at capacity).
• Queen's Diamond Jubilee —Senior Programs.
Inclusive Recreation Programs
• Recreation Your Way (Inclusive Recreation Opportunities for Persons with a Disability) — Recognized Canada wide as a best practice resource.
• Disability Access Awareness Week (DAW Opening Ceremonies, DAW Basketball Challenge, DAW Luncheon).
Youth Programs
• Sustained the summer playground program at 15 sites through acquisition of Federal and Provincial student employment grants and
neighbourhood association partnerships. Special Events included Magic Mountain Trip, Dominion Park, Soccer Tournament and Ice Skate Day
at Hilton Belyea Arena.
• Carleton Community Centre Cheerleading Program expanded to 240 registrations, attended national competition in Halifax and international
competition in Rhode Island, USA.
• Expanded Community Centre "After School" Programs at Hazen White- St. Francis School & Centennial School to 4 days / week in fall of 2012.
• Community Centre Youth Arts Awards with 150 attendees.
Recreation Program Partnerships
• C.E. Nick Nicolle Community Centre — Focus as the Community Hub for the North End with O.N.E. Change expanding its role within the Centre
& Neighbours Working Together Community Partnership.
Cultural Affairs
• Responsible for coordinating the maintenance of public arts pieces and installed 3 new pieces of Public Art along Harbour Passage.
• Awarded $30,000 in grants for new arts and culture projects that will be awarded in the next few weeks.
• Coordinated art exhibits at the Saint John Gallery and the Millennium Art Place (NB Library) — on -going year to year.
Draft December 7, 2012 44 UE - 14
• In 2012 coordinated Saint John Arts Awards -The Originals, Sculpture Saint John, and The Royal Visit.
• Support several festivals and events (e.g., Remembrance Day Ceremony) —on -going year to year.
• Reached over 1,400 followers on Twitter
Performance on 2012 Major Initiatives
• Play SJ Parks and Recreation Strategic Plan (90% complete).
• Develop a standardized framework for partnership agreements for community centre operations (complete).
2013 Major Initiatives, Major Projects and Recreation and Cultural Program Service Delivery Highlights
• Level of the summer playground program service is dependent on successfully receiving Provincial and Federal student employment grants.
The minimum direct program service level for the number of playground sites whereby no grants are received is three (3).
• Community Centre fall /winter programming offering afterschool, evening and weekend programs at 31 weeks.
• Strengthen " afterschool" programs.
• Introduce community use of school evening recreation opportunities at Hazen White -St. Francis School.
• Support a Winterfest weekend at the neighbourhood level.
• Maintain leisure opportunities for adults and seniors based on the interests of these demographic groups.
• Support the community in coordinating various festivals and events.
• Continue to promote broad community awareness of access to, and education, in the arts and culture sector through liaising with arts, cultural
and heritage organizations, communicating events, administering the grant program, facilitating maintenance of public art and play a role in
administering the public art policy.
• Coordinating with Saint John Arts Committee to uncover more statistics from other sources related to Culture and Arts. Saint John only
receives 9% of the funding available from the province for Culture and Arts while other municipalities receive significantly higher amounts.
Draft December 7, 2012 45 LIE - 15
Recreation Program - Service Levels and Resources
Deliver programs (direct programming)
that provide a wide range of artistic,
cultural, social, educational and
recreational opportunities that meet the
interests of all ages, regardless of physical
limitation or ability to pay.
Manage contract agreements for
community -based organizations to deliver
recreation programs (indirect
programming) on the City's behalf.
• Operate and manage 3 Community
Centres (NECC, SCC, CCC) each offering
nightly and weekend program
opportunities over 31 weeks for youth
• 15+ senior programs
• 15+ inclusive /disability specific
programs
• 3+ direct programmed playground sites
• 5+ playground sites supported
partnerships
• 1 instructional tennis program
• Contract agreements# with the YMCA
and Boys & Girls Club for 3 Community
Centres (FGCC, MCC, SECC) - 32 Week
Weeknight Program)
• Integrated Day Camp at FGCC
• Summer Camps at MCC
• Playground Program at SECC
Facilitate the delivery of special • Support 20+ community special events
recreation, social and cultural programs in (e.g., SJ Sports Hall of Fame, Pavilion
partnership with various organizations. Cup, Winterfest, Soap Box Derby,
Running Events)
• 1 volunteer recognition event
Ensure all citizens have access to inclusive
recreation and leisure opportunities that
meet the diverse needs of our community
Recreation programs offer citizens many
benefits including:
• Healthier citizens (physically, mentally,
emotionally and socially)
• Healthy communities and a healthy
lifestyle
• Investment in the future of our young
people
• Fostering cooperation and good
citizenship
• Positive behaviours
• Involved community
• Developing leadership skills
• Developing physical and creative skills
• Fun and enjoyment
• Reduced crime
• Stronger families
• Social skills
• Community pride and engagement
• Connected community
• Celebration of community pride
Reduced programming hours in
community centres and number of
playground sites will result in a lower
number of youth participating in
recreation programs.
Wages & Benefits $529,037
Goods & Services 481,618
Grants 230,939
Total Expenditures $1,241,594
Revenue $15,500
Full Time Equivalent Positions
Management 0.75
Inside Workers 3.70
TotaIFTE 4.45
Part Time Positions
• Community Centres: 27 part -time staff
at 3 centres for 31 weeks
• Playground Program: 10 part -time
employees for 9 weeks
Critical Internal Support Service
• Fleet — vehicles for playground program
• Purchasing — acquisition of equipment
• Insurance —risk management
• Communications — program promotion
• Legal — agreements with service
providers
• Parks /Landscape / Recreation
Facilities — providing safe and
functional park, trail and recreation
facilities; resources for initiatives
• Facility Management — community
centre maintenance; ensuring safety
and functionality
Draft December 7, 2012 46 UE - 16
Cultural Affairs Program — Service Levels and Resources
Act as a point -of- contact with arts, • 55 arts organizations
cultural and multicultural community- • 24 cultural and multi - cultural
based organization to promote awareness organizations
and support activities.
Promote arts and culture events through
social media outlets, web -based
applications and signage.
• 5,500 arts and cultural events posted in
the Cyber - Calendar
• Weekly bookings for signage in King's
Square.
Provide support and /or facilitate various • 12 events annual average
festivals and events annually.
Administer grant applications for the
Saint John Community Arts Funding
Program (small project oriented funding
for festival ideas and new initiatives).
Facilitate maintenance of public art and
administration of the public art policy.
Coordinate exhibits for showing at
galleries.
• $30,000 in grant funding available
• 40 applications on average annually
• 1 project annually (1% Public Art
Policy)
• Number of maintenance projects
varies annually
• 7 formal exhibits @ Art Gallery
• 7 informal exhibits @ Millennium Art
Place
• Cultural Affairs program promotes
broad community awareness of access
to, and education, in the arts and
culture sector. The service provides
assistance and information services, as
well as opportunities and support to
artists and arts and cultural
organizations; fosters cross - cultural
understanding; and supports
economic development of tourism,
especially in the uptown core. It also
works to increase awareness of the
role and contribution arts, culture and
heritage make to the City's economy
and quality of life.
Wages & Benefits $70,620
Goods & Services 38,357
Total Expenditures $108,977
Full Time Equivalent Positions
Inside Workers 1.00
TotaIFTE 1.00
Draft December 7, 2012 47 UE - 17
Fire - Rescue Services
Fire - Rescue Services involves the delivery of six public services to the community that focus on reducing loss of life, personal injury, property
damage or impact on the environment caused by fire, accident, medical emergency, or hazardous materials release (accident or malicious), and
through code enforcement and public education activities. The goal of the fire - rescue service delivery is to support public safety with effective
and efficient emergency preparation and response across a diverse range of emergency calls (response profile); creating public awareness of
fire safety and emergency planning; providing for safer assembly of work and residential living by ensuring compliance with regulatory and
legislative requirements; and investigation of fire incidents to reduce the risk of future occurrences.
Service Delivery
In working to improve public safety, the City of Saint John provides six critical services through its Fire - Rescue Services. The following chart
identifies each of these services and the percentage of funds allocated to them to deliver a defined level of service for 2013.
Fire - Rescue Services
■ Fire Rescue and Suppression
® Technical Rescue
u HAZMAT Emergency Response
o Fire Prevention
o Fire Investigation
o Medical First Responder
4
Regulatory and legislative requirements (life safety and inspections)
Diverse industrial sectors located throughout the community
Large geographic footprint, bisected by a river, marsh and highway
Diversity of needs among various neighbourhoods, focus on priority
Type of housing stock (including dilapidated or vacant buildings)
Multiple mixed -use neighbourhoods (residential, commercial, industrial)
Organizational capacity
Evolving demand for service
Draft December 7, 2012 48 UE - 18
Fire Rescue and Suppression Service
The Fire Rescue and Suppression Service provides emergency response to residential, commercial and industrial fires (and explosions). The
service is responsible for coordination and implementation of fire suppression operations including sizing up the environment, performing a risk
assessment, setting -up incident command, developing an incident strategy, assigning and obtaining resources, communicating status,
establishing a safe perimeter, rescuing trapped victims, conducting fire suppression, evaluating preliminary cause, and ensuring the site is left in a
safe condition. The goal is to save lives, minimize damage to property and the environment and ensure that commercial and industrial facilities
get back into operation quickly. A key component of Fire Rescue and Suppression Service is preparation for safe, efficient response to incidents
through training.
2011 Fire Rescue and Suppression Services - Accomplishments and Performance
• 2,833 calls for fire rescue and suppression service
• 107 Structure Fires - 104 fires contained to the area of origin
• 75 Vehicle Fires — 75 fires contained to the area of origin
• 295 Grass Fires — 295 fires contained to the area of origin
• 273 Refuse Fires — 273 fires contained to the area of origin
• 310 Motor Vehicle Accidents — 310 Motor vehicle accident scenes stabilized with no residual impact to the citizens
• 33% of calls generate simultaneous demands on the Fire Department resources
2012 Fire Rescue and Suppression Services — Impact of Reductions
• 39% of calls generate various levels of simultaneous demand on Fire Department resources
• Between February and September, there were 19 occurrences of no crews being available to answer a call resulting in 31 stacked calls.
2013 Initiatives, Major Projects and Fire Rescue & Suppression Services Delivery Highlights
• Re- establish live fire training within a controlled environment.
• Investigate / examine opportunities to champion fire rescue and suppression service (training) at a Regional level.
Draft December 7, 2012 49 UE - 19
Fire Rescue and Suppression Service — Service Levels and Resources
The municipal objective for the initial • The number of structure fire calls over
apparatus is arrival on scene within 5 the last five year annually ranges
minutes and 30 seconds at least 90% of between 700 to 900.
the time, from the end of dispatch.
Ensure fire rescue operations are initiated
immediately with the objective of saving
lives, protecting property and
environment.
Ensure fire suppression operations are
initiated immediately with the objective of
containing the fire to the area of origin.
Ensure members of Fire Rescue and
Suppression Service are adequately
trained in accordance with all applicable
NFPA and OH &S standards (numerous
NFPA Standards are applicable).
Have sufficient resources to respond to
emergency calls, with minimal stacking of
calls.
• Approximately 45% of geographical
area is outside the desired response
times. However, SJFD is attaining
desired response time 80% of the time
• A minimum of 920 hours of pre-
planning, preparation and training per
annum.
• As a percentage of total fires,
residential account for 75 %,
commercial - Industrial 13% and heritage
properties account for 12 %. Heritage
properties could be residential or
commercial.
• 73% of victim extraction has been from
fires.
An effective and efficient fire response
enhances the ability to contain fires to
their area of origin, minimizing fire loss,
which translates into lower insurance
premiums for property owners. This is
most relevant in the priority neighbour-
hoods of Saint John where multiple unit
dwellings are only feet apart.
• Have sufficient depth of response to
address non - simultaneous structure fire
calls regardless of complexity. The
response time objective is met 75% to
80% of the time.
Have insufficient depth of response to
address simultaneous structure fire
calls, more so if the first of two
simultaneous calls involves old stock
housing, or industrial or commercial
facilities. The percentage of time the
response objective can be met
diminishes based upon where the fire is
within the city. The reduction of one
company in early 2012 created a higher
frequency of stacked calls.
• Effectiveness increases or decreases
proportionately with training. A
comprehensive training program leads
to better outcomes for both citizens
and fire fighters.
Wages & Benefits $17,832,328
Goods & Services $1,596,072
Total Expenditures $19,428,400
Revenue $193,650
Full Time Equivalent Positions (FTE)
Management
7.60
Professional
1.75
Firefighters
139.00
Inside Workers
— Administrative 1.67
TotalFTE
150.00
Holiday Relief Firefighters 32.0
Administrative / Other Support Services
• Fleet — equipment availability,
replacement and fuel delivery
• IT— supports software required for
operational, and communication
• Human Resources — supports
recruitment, professional development
and attendance management
• Facility Management — station
maintenance, capital planning
• PSCC — receives, records and dispatches
related emergency calls
• Saint John Water — supplies the water
and services the hydrants
• Police — site safety, traffic control, as
well as assists with site evacuation
• Roadway Maintenance — provides site
clean -up and materials disposal
• Communications —notifications
Draft December 7, 2012 50 UE - 20
Medical First Responder Service
The Medical First Responder Service provides first responder pre - ambulatory care in instances where emergency medical assistance is required.
The City of Saint John currently trains its Fire Fighters to the Medical First Responder level. This means fire crews can deliver advanced first aid,
patient assessment and treatment prior to the paramedic's arrival on scene. The Fire Department only responds to medical calls that meet
predefined criteria for tiered response (NFPA 450 - Guide for Emergency Medical Services and Systems), which represents about 25% of all
medicals calls addressed by Ambulance NB.
2011 Medical First Responder Service - Accomplishments and Performance
• 4,487 calls for medical first responder service
• Actual response time to medical first responder incidents was 5 minutes and 30 seconds, 89% of the time
• Self- sustaining skill maintenance and acquisition through internal training program for all 200 first responders
2012 Medical First Responder Service - Accomplishments and Performance
• 55% of the time — the Fire Department arrive on scene prior to Ambulance NB
• 25% of the time — Fire Fighters initiated first aid to advanced life support care
• Between February and September (2012) there were 44 occurrences of initiating cardiac care
2013 Initiatives, Major Projects and Medical First Responder Service Delivery Highlights
• Enhanced Medical First Responder scenario training as part of the SJFD training programs.
• Investigate / examine opportunities to champion Medical First Responder Service (training) at a regional level.
• Investigate new models for the delivery of Medical First Responder Service
Draft December 7, 2012 51 UE - 21
Medical First Responder Service — Service Levels and Resources
Participate in a tiered response with
Police and Ambulance to emergencies
based on predetermined criteria; motor
vehicle accidents, heart attack, severe
trauma.
• Initial apparatus arrives on scene of the
incident within 5 minutes and 30
seconds from dispatch at least 90% of
the time.
• Provide initial and on -going emergency
medical triage of ill and injured patients
that prioritizes the patient's respective
treatment and transport.
All Fire Fighters are trained to the
national standard of Medical First
Responder
• The number of calls varies annually, • Having seven locations to respond
MFR currently represent approximately from, the Fire Service arrives in advance
62% of total calls. of ANB about 55% of the time, thereby
initiating lifesaving assessment and
treatment sooner.
• All Fire Fighters are recertified annually
• Higher survivability rates for victims,
supported by national statistics.
• Fire Service's response objectives
provide significant opportunity for
successful intervention on MFR calls.
Minutes mean the difference between
life and death for heart attack or severe
trauma victims.
• During simultaneous call events,
response times to medical calls will
increase based upon the placement of
the remaining resources.
Wages & Benefits $0
Goods & Services $86,000
Total Expenditures $86,000
Full Time Equivalent Positions (FTE)
Human resource requirements are
included as part of Fire Suppression and
Rescue Service.
Administrative / Other Support Services
• Fleet — equipment availability,
replacement of equipment and
vehicles and fuel delivery at extended
incidents
• PSCC — receives, records and
dispatches related calls
• Police — scene safety and security,
traffic control, keeping of the peace, as
well as assists with site evacuation
Draft December 7, 2012 52 UE - 22
Hazardous Materials (HAZMAT) Emergency Response Service
The Hazardous Materials Emergency Response Service provides a planned response to incidents where the public is exposed to risks created by
the release of, or fire involving hazardous materials. All emergency response incidents that occur within a municipal boundary are the
responsibility of the municipality. This includes emergency responses to spills or accidental releases of hazardous materials being any solid,
liquid, or gas capable of creating harm to people, the environment, and /or property. Emergency responses include site assessment, container
evaluation, threat assessment, victim removal, search and rescue, extrication /disentanglement, smoke /toxic gas ventilation, identification /
analysis of the material, evacuation, establishing a safe working area and monitoring or sampling of the material. The service also includes
decontamination of personnel and equipment, notification of other agencies, and referral to the proper authorities. Through a fee for service
agreement, the City delivers (in cooperation with the appropriate local authorities) hazardous materials emergency response service to regional
communities, in accordance with established service standards and operational plan.
2011 Hazardous Materials (HAZMAT) Emergency Response Service - Accomplishments and Performance
• 329 calls for Hazardous Materials Emergency Response Service
• Actual response time to Hazardous Materials Incidents was 5 minutes and 30 seconds, 82% of the time
2012 Hazardous Materials (HAZMAT) Emergency Response Service - Accomplishments and Performance
• 94% of the time — arrived on scene within 10 minutes of call (three regional hazmat calls in 2012)
• 100% of the time — had an action plan within 45 minutes
2013 Initiatives, Major Projects and Hazardous Materials (HAZMAT) Emergency Service Delivery Highlights
• Scene Security / Product Identification — A better measure on scene security and product identification will be provided in 2012.
• Increase revenue through an enhanced Regional Hazardous Materials Agreement.
Draft December 7, 2012 53 UE - 23
Hazardous Materials (HAZMAT) Emergency Response Service — Service Levels and Resources
First apparatus arrives to the scene of
an emergency within 5 minutes and 30
seconds at least 90 % of the time for
the completion of dispatch.
Hazardous Materials Response is
conducted in accordance with National
Fire Protection Standards NFPA 471 &
NFPA 472; activities include identifying,
isolating hazardous materials releases,
and to beginning recovery planning.
• Scene security is established upon
arrival and the product is identified
within 10 minutes.
• An Incident action plan is developed
and initiated within 45 minutes from
arrival on scene.
Carry out a comprehensive fire training
program that supports the
effectiveness of Hazardous Materials
Response Service.
• Average of 300 local incidents each
• The presence of a well- trained and
Wages & Benefits $36,088
year
reactive Hazardous Materials
Goods & Services $85,340
Response team ensures minimal
Total Expenditures $121,428
• O to 3 regional incident each year
disruption to the community and
impact on the environment arising
Revenue $100,000
from a hazardous materials
emergency response.
Full Time Equivalent Positions (FTE)
Management 0.25
• Hazardous Materials Incidents are
the low frequency high impact
Total FTE 0.25
incidents that can affect a great
geographical area.
Note: Firefighters are accounted for under Fire
Rescue and Suppression Service
• For non - simultaneous events, the
existing Hazardous Materials
Administrative / Other Support Services
Response team is well positioned to
. Fleet — equipment availability, replacement of
deal with any incidents that occur
equipment and vehicles and fuel delivery at
through processing, storage and
extended incidents
transportation of hazardous
• GIS — mapping and relevant occupancy data
• All personnel trained to NFPA 472
materials within the regional
critical to making decisions related to materials
Hazardous Materials operations
community
incident mitigation and /or evacuation needs
level
• PSCC— receives, records and dispatches related
• During simultaneous events, where
calls
• Over 50 trained personnel to
a Hazardous Materials Response
.police —scene safety and security, traffic control,
Hazardous Materials Technician
call is the second call, where the
keeping of the peace, as well as assists with site
Level
first is a structure fire, there will be
a limited depth response until
evacuation
such time as over time crews arrive.
. Roadway Maintenance — provides site clean -up
and materials disposal
• Communications — notifications
Draft December 7, 2012 54 UE - 24
Technical Rescue Service
The Technical Rescue Service carries out emergency rescue to those individuals trapped by their physical environment (water, ice, motor vehicle
accident, structural collapse, confined space or high angle). (The Fire Department is currently working toward certification in confined space and
high angle rescue.) The industrial base, geography and size of Saint John increases the demand for the Fire Service (Technical Rescue Service) to
respond to rescues that are highly technical in nature. Firefighters are cross - trained to meet these technical rescue needs. Although
emergencies that require dispatch of a technical rescue team seldom occur, they are incidents that pose a highly technical response to ensure a
safe intervention for both the victims and firefighters.
2011 Technical Rescue Service - Accomplishments and Performance
• 31 calls for Technical Rescue Response Service
• Response Time Efficiency —The Saint John Fire Department operates with the expectation that the first apparatus arrives to the scene of an
emergency within 5 minutes and 30 seconds at least 90% of the time
0 21 vehicle extrications — on each occasion a victim was removed from automobile enabling advanced life support care
• Actual response time to Technical Rescue Incidents was 5 minutes & 30 seconds, 89% of the time
• Training —The comprehensive fire training program (920 hrs per person) supports the effectiveness of the Technical Rescue Response Service
2012 Technical Rescue Service - Accomplishments and Performance
• 17 extrications from vehicles or other confined spaces between February and September
2013 Initiatives, Major Projects and Technical Rescue Service Delivery Highlights
0 Development of confined space rescue response team.
• Investigate / examine opportunities to champion Technical Rescue Service at a regional level.
Draft December 7, 2012 55 UE - 25
Technical Rescue Service — Service Levels and Resources
First apparatus arrives to the scene of an • 30 technical rescues performed
emergency within 5 minutes and 30 annually (average)
seconds at least 90% of the time from the
completion of dispatch.
Provide highly skilled rescue services not
part of structural firefighting or medical
first responder service, but facilitated
within the same response profile as Fire
Rescue and Suppression Service.
Develop an incident action plan within 10
minutes of arrival on scene.
Skills training is unique to each type of • Skills as identified in NFPA Standard
technical rescue (auto- extrication, water 1006 — Standard for Technical Rescuer
/ice, confined space and high angle). Professional Qualifications
• Technical rescue capability provides
emergency response to persons
trapped by their environment.
• Saint John Water needs high angle
rescue service to support critical
operations.
• Technical rescue helps address the
occupational health and safety
requirement inherent to numerous
tasks.
• Revenue Generation — As the depth of
expertise evolves the Technical Rescue
Service will generate revenue through
the provision of service to third parties
as well as eliminate the service cost for
other City of Saint John services.
• During simultaneous events, where a
Technical Rescue Response call is the
second call, where the first is a
structure fire, there will be a limited
depth of response until such time as
overtime crews arrive.
Wages & Benefits $36,088
Goods & Services $27,520
Total Expenditures $63,608
Revenue $0
Full Time Equivalent Positions (FTE)
Management 0.25
Total FTE 0.25
Administrative / Other Support Services
• Fleet — equipment availability,
replacement of equipment and vehicles
and fuel delivery at extended incidents
• PCSS - receives, records and dispatches
related calls
• Police — provides site safety, traffic
control, assists with evacuations
Draft December 7, 2012 56 UE - 26
Fire Prevention and Code Enforcement Service
The Fire Prevention and Code Enforcement Service performs technical and field work that includes inspections of all manner of occupancies to
ensure life safety and to identify possible fire code violations. Service is delivered within the mandate of the Provincial Fire Marshal to enforce
and rectify deficiencies found during inspections. Public education is also a huge undertaking carried out by the Fire Prevention Service team.
2011 Fire Prevention Services - Accomplishments and Performance
• 1,706 inspections conducted
• 2,716 violations identified
• 1,414 violations closed
2013 Initiatives, Major Projects and Fire Prevention Service Delivery Highlights
• Development of better performance measurements for violation pursued through judicial system for 2013 and public fire education
programs.
• Investigate / examine opportunities to champion fire prevention service at a regional level.
• Implement a fire service by -law that will propose revenue generating options in support of Common Council's priority.
Draft December 7, 2012 57 UE - 27
Fire Prevention Service — Service Levels and Resources
Carry out inspections (annual, biennial, or
for operating licenses) on properties
requiring inspection (e.g., hotels, schools,
apartment buildings, daycares) as outlined
by the Fire Marshal.
All Fire Prevention personnel trained to:
• National Fire Protection Standard 1031
- Standard for Professional
Qualifications for Fire Inspector and
Plan Examiner; and
• National Fire Protection Standard 1035
- Standard for Professional
Qualifications for Public Fire and Life
Safety Educator and NFPA Standard.
Carry out a regularly scheduled public
education program that addresses all
schools in the community in addition to
Children's Fire Safety House, Learn Not to
Burn Program K -2, Juvenile Fire - setter
Counselling, Building Trade Shows, Church
Groups and Business Clubs.
• Conduct 1,500+ inspections (including
500+ re- inspections) annually, to
complete all required inspections over
a 4 to 6 year cycle.
• Identify and close 2,500+ violations
annually
• Numerous fire prevention programs
annually.
Inspections and public education
sessions help to reduce the number of
fire incidents. This supports Council's
priority of creating safe, liveable
neighbourhoods as well as reducing
operating costs and those related to
property loss or damage.
The enforcement of fire codes through
inspection activities contributes to public
safety by ensuring that new and existing
buildings are constructed and maintained
to current fire safety standards.
The fire inspection service aims to
inspect nearly 6,000 properties on a
regular rotation. Inspections are
regulated for properties annually or
every two years.
Fire Prevention Service contributes to the
improved public safety within the
community by ensuring that people have
the necessary information to stay safe
and healthy from the adverse affects of
inappropriate uses and behaviour of fire.
Wages & Benefits $825,861
Goods & Services 137,637
Total Expenditures $963,498
Revenue $4,000
Full Time Equivalent Positions (FTE)
Management 1.00
Firefighters 6.00
Inside Workers — Administrative 1.00
TotaIFTE 8.00
Administrative / Other Support Services
• Fleet — equipment availability,
replacement of equipment
• GIS - provide mapping and relevant
occupancy data critical to the decision
making
• Permitting and Inspection / By -Law
Enforcement — support through their
day -to -day inspection work including
minimum standards and the vacant
building program
• Communications — assists with public
education and awareness
Draft December 7, 2012 58 UE - 28
Fire Investigation Service
The Fire Investigation Service investigates every fire or explosion that results in property damage, injury, or death to determine the origin, cause
and circumstances of the fire /explosion. The investigation is initiated immediately during the initial stages of a fire response. The results of the
investigations are forwarded to the Office of the Fire Marshal as part of the collection of provincial fire statistics which in turn could impact
changes to the provincial fire codes. If the fire is considered to be suspicious or if there is a fatality, the Saint John Police Force participates in the
investigation and follow -up.
2011 Fire Investigation Services - Accomplishments and Performance
• 107 fire investigations were conducted in 2010
2013 Initiatives, Major Projects and Fire Investigation Service Delivery Highlights
• More effective performance measures to be in place for the fire investigation service beginning 2013.
• Creating additional depth with respect to the capacity to conduct fire investigations.
• Investigate / examine opportunities to champion fire investigation service at a regional level.
Draft December 7, 2012 59 UE - 29
Fire Investigation Service — Service Levels and Resources
Investigator arrives on within 30 minutes • 110 investigations on average carried
of being called. out annually
The Saint John Fire Department expects
to identify the area of origin 95% of the
time, the point of origin 90% of the time
and the source of ignition 85% of the
time.
All Fire Investigators are certified to:
• NFPA 912 - Guide for Fire and
Explosion Investigations
• NFPA 1033 - Standard for Professional
Qualifications for Fire Investigator
Without knowing the cause and origin of a
structure fire, insurance companies may
not payout claims, faulty products may
not be identified, contributing human
behaviour and potential acts of arson may
go undetected.
Accurate detection of the cause of fire
helps determine fire education and code
enforcement needs.
Wages & Benefits $0.00
Goods & Services 21,055
Total Expenditures $21,055
Full Time Equivalent Positions (FTE)
Resources are accounted for in other
services.
Administrative / Other Support Services
• Fleet — equipment availability — Fire
Investigation Van
• Police — participate in the investigation
of suspicious fires
• Permitting and Inspection / By -Law
Enforcement — support through their
day -to -day inspection work including
minimum standards and the vacant
building program
• Saint John Salvage Corp and Fire Police
—volunteer organization providing site
security and traffic management
Draft December 7, 2012 60 UE - 30
Emergency Management Service
The Emergency Management Service is the municipal catalyst for public
and private inter - agency coordination of community -based emergency
management and business continuity programs. It is managed by an all -
hazards approach to preventing or mitigating risks, ensuring
preparedness through effective response and recovery mechanisms,
and achieving continuous improvement through program evaluation
and revision.
Provincial, Municipal and Federal legislation/ Standards
Community readiness and resilience
Municipal government operational readiness
Industry standards
2011 Emergency Management Service - Accomplishments and Performance
• Installed and inventoried 208 community evacuation signs.
• Conducted one emergency operation centre exercise.
• Updated promotional material and awareness campaigns
2013 Initiatives, Major Projects and Emergency Manager Service Delivery Highlights
• Development of performance measures for the Emergency Management Service.
• Enhanced utilization of the Sentinel software system as it relates to EMO activation and resource determination.
• Identification and development personnel (network) to support the critical roles within the Emergency Operations Centre (EOC).
• Conduct field exercises in conjunction with New Brunswick Emergency Measures Organization (NBEMO).
• Develop SJEMO strategy in conjunction with the objectives of the Province of New Brunswick Regionalization initiatives.
Draft December 7, 2012 61 UE - 31
Emergency Management Service — Service Levels and Resources
Strive to maintain an up -to -date
Emergency Plans (including Evacuation &
Emergency Management Units) with
regular operational testing (CSA Z1600).
Strive to ensure that an appropriate
number of people have been identified to
support a prolonged EMO event.
Strive to ensure documentation is
regularly updated
Strive to ensure the identified EMO
participants are adequately trained.
• The regular engagement of numerous
EMO participants / stakeholders
through planning and exercises
• Effective response to events which
require EMO participation
• EOC fully functional within an hour of
the Emergency Measures Organization
activation.
• The service strives to: minimize the
impact of emergencies on the residents,
property and environment of Saint
John; support effective and efficient
emergency operations and helps to
develop a knowledgeable and prepared
community. However without
dedicated human resources and
sufficient funding, service outputs will
diminish.
• Without dedicated human resources
and sufficient funding for the Service,
there will be no regular emergency
event exercises or regular employee
training. Emergency event exercises
and employees training will be
addressed on an ad hoc basis.
• Without dedicated human resources
and sufficient funding, public
awareness campaigns will not be
regular or ongoing. It will take longer
to create an informed public about
what to do during an emergency event.
Similarly sporadic awareness campaigns
lack effectiveness.
• The opportunity to lead EMO at the
regional level diminishes without
dedicated human resources.
Wages & Benefits $134,807
Goods & Services 190,614
Total Expenditures $325,421
Revenue $8,400
Full Time Equivalent Positions (FTE)
Professionals 0.67
Inside Worked - Administrative 0.33
TotalFTE 1.00
Part -Time Staff 1.00
Administrative / Other Support Services
• Fleet — equipment availability — EMO
Command Trailer
• IT — Facilitates the technological,
software and communication needs of
the Emergency Operations Centre
• PSCC — receives, records and
dispatches emergency calls as well as
acts as acts as a resource to the
Emergency Operations Centre during
activation
• Communications — notifications,
assistance with public education and
awareness, crisis communications
preparedness
• Other Service Areas — provide staff
support to the Emergency Operations
Centre as well as on scene
management when the EOC has been
activated
Draft December 7, 2012 62 UE - 32
Transportation & Environment Services Overview
"_ • ' Services
The Transportation and Environment Services team delivers services that support the community in
'serving mobility ,
achieving its long -term vision and goal of creating a green, attractive city where people can get around safely
environmental needs'
and easily. Services are delivered to provide an evolving array of convenient, comfortable, affordable and
efficient modes of transportation. Service also focuses on protecting the natural environment with the
Roadway
maintenance of outstanding parks, green and other public space, while promoting a shared commitment to
Maintenance Service
environmental stewardship and keeping Saint John clean. Services delivered include Roadway Maintenance,
Sidewalk Maintenance, Pedestrian and Traffic Management, Stormwater Management, Solid Waste
Sidewalk
Management, Parks and City Landscape, and Recreation and Sports Facilities. Engineering is an internal
Maintenance Service
support to the delivery of these services and other services delivered by the City.
Pedestrian and Traffic
Organizational Goals
Management Service
To establish the City of Saint John as a service - based, results oriented, high performance public service
Stormwater
organization.
Management Service
Service Based Results Oriented High Performance
Solid Waste
Management Service
• Considering the needs of the • Safe, efficient transportation • Collaborative, strategically
community as a whole system with minimal service minded workforce
Parks and City
interruption . Culture focused on
• Creating opportunities for
Landscape Service
citizen feedback and input • Quality, fiscally responsible contributing to community
maintained infrastructure goals through service delivery
• Responding effectively and
Sports and Recreation
Facilities Service
efficiently to address • Clean and aesthetically • Resource conscious and
community needs pleasing community accountable for results
Engineering
Draft December 7, 2012 63
TE - 1
Transportation & Environment Services Summary
Storm Water Management Service
Stormwater Maintenance
Total Service
Solid Waste Collection Service
Solid Waste and Compost Collection
Total Service
Engineering
Projected Expenditures
2014 2015 2016
27.16
Approved
6,932,755
2013
31.72
2012
Expenditures
Revenue FTE
21.14
1,788,588
1,822,474
1,857,438
Roadway Maintenance Service
13,763,749
13,950,559
14,144,341
Roadway Surface Maintenance
6,941,130
6,811,112
51,000
Roadway Snow and Ice Control
4,433,349
5,000,889
215,000
Street Cleaning
1,783,921
1,749,414
0
Total Service
13,158,400
13,561,415
266,000
Sidewalk Maintenance Service
Sidewalk Surface Maintenance
557,747
517,233
0
Sidewalk Winter Maintenance
762,202
893,257
0
Total Service
1,319,949
1,410,490
0
Pedestrian and Traffic Management Service
Traffic Enhancements
386,691
404,352
0
Traffic Maintenance
1,233,447
1,280,448
20,000
Total Service
1,620,138
1,684,800
20,000
Storm Water Management Service
Stormwater Maintenance
Total Service
Solid Waste Collection Service
Solid Waste and Compost Collection
Total Service
Engineering
Projected Expenditures
2014 2015 2016
27.16
6,874,394
6,932,755
6,993,194
31.72
5,100,767
5,195,330
5,293,709
21.14
1,788,588
1,822,474
1,857,438
80.02
13,763,749
13,950,559
14,144,341
5.45
527,042
534,972
543,121
6.42
919,852
945,055
971,315
11.87
1,446,894
1,480,027
1,514,436
3.50 412,743 418,497 424,000
10.83 1,307,019 1,325,240 1,342,665
14.33 1,719,762 1,743,737 1,766,665
3,324,138
3,366,348
0
16.51 3,426,362
3,496,817
3,569,283
3,324,138
3,366,348
0
16.51 3,426,362
3,496,817
3,569,283
3,965,640
3,568,529
81,976
15.79 3,625,784
3,689,572
3,756,098
3,965,640
3,568,529
81,976
15.79 3,625,784
3,689,572
3,756,098
459,351 541,451 2,000 5.74 553,677 562,027 570,612
Draft December 7, 2012 64 TE - 2
Summary continued...
Additional 1.5 FTE in Parking Service is funded through the Saint John Parking Commission and is part of the City's establishment.
Draft December 7, 2012 65 TE - 3
Approved
2013
Projected Expenditures
2012
Expenditures
Revenue
FTE
2014
2015
2016
Parks & City Landscape Service
Parks Maintenance
2,084,961
2,237,921
11.63
2,230,028
2,263,835
2,298,691
Urban Forestry
331,856
258,627
3.00
261,990
265,141
268,404
Lifeguards
117,720
117,720
117,720
117,720
Saint John Horticultural Association
40,000
40,000
40,000
40,000
40,000
Total Service
2,456,817
2,654,268
14.63
2,649,738
2,686,696
2,724,815
Sports and Recreation Facilities Service
Arena Operation and Maintenance
1,254,898
1,442,420
755,383
12.26
1,409,939
1,444,307
1,479,643
Sportsfield Operation and Maintenance
1,208,259
1,325,655
36,500
10.06
1,336,025
1,367,258
1,392,147
Other Facility Operation and Maintenance
297,655
362,130
2.30
357,220
365,340
373,723
Sport Administration (Facility Booking)
68,879
Subsidies - Hockey
150,000
165,000
165,000
165,000
169,950
Subsidies - Aquatic Clubs
15,361
15,822
16,296
16,785
17,289
Lord Beaverbrook Rink
154,000
154,000
154,000
154,000
154,000
Aquatic Centre
231,490
194,617
194,617
194,617
194,617
Track Club Grants
15,000
Total Service
3,395,542
3,659,644
791,883
24.62
3,633,097
3,707,308
3,781,369
Parking Service (Administration Support)
530,845
560,379
1,900,000
X1.50
561,062
563,530
565,371
Transit Service
5,570,256
6,517,991
4,992,000
6,485,672
6,543,816
6,600,668
Environment Committee
1,520
Total Transportation & Environment Services
$35,802,595
$ 37,525,315
$8,053,859
185.00
$37,865,797
$38,424,089
$38,993,658
Additional 1.5 FTE in Parking Service is funded through the Saint John Parking Commission and is part of the City's establishment.
Draft December 7, 2012 65 TE - 3
Table of Contents — 2013 Service Plans
Roadway Maintenance Service ...................................................................................................................... ............................... TE -5
SidewalkMaintenance Service ..................................................................................................................... ............................... TE -11
Pedestrian and Traffic Management Service ............................................................................................... ............................... TE -15
StormwaterManagement Service ............................................................................................................... ............................... TE -19
Solid Waste Management Service ................................................................................................................ ............................... TE -21
Parks and City Landscape Service ................................................................................................................. ............................... TE -26
Sport and Recreation Facilities Service ........................................................................................................ ............................... TE -29
Engineering................................................................................................................................................... ............................... TE -35
TransitService ............................................................................................................................................... ............................... TE -37
ParkingService .............................................................................................................................................. ............................... TE -39
Draft December 7, 2012 66 TE - 4
Roadway Maintenance Service
The Roadway Maintenance Service provides motorists and cyclists with
safe, functional roads and maintains accessibility of these roads through all
seasons. The service utilizes various techniques and processes to maintain
the integrity of the road surface and extend roadway service life, including
preventive maintenance activities (asphalt patching, crack - sealing) and
maintenance resurfacing of deteriorated roadway sections; mitigation of
the effects of snow and ice during the winter months; maintenance of
roadway structures (retaining walls, guiderails) and medians; surface
reinstatement of roadway excavations; and cleaning streets of sand and
debris.
Service Delivery
Roadways are maintained using a priority system based on
street classification (use / need) and traffic volumes. The goal is
to ensure that service is delivered to minimize the risk of injury
or property damage and service interruptions.
Priority 1: main streets, highway connections, emergency routes
Priority 2: major bus routes, schools, business areas
Priority 3: collector streets, minor bus routes, industrial parks
Priority 4: local or subdivision streets
In ensuring roadway maintenance is effective in providing the public with a safe and efficient transportation network, the City delivers several
programs. The following chart identifies each of these programs and the percentage of funds allocated to them to deliver a defined level of
service for 2012.
Roadway Maintenance Programs
® Surface Maintenance
■ Snow and Ice Control
W Street Cleaning
Focus on asset management and integrated planning
Accessibility to various sustainable modes of transportation
Economic uncertainty, inflation, and supply and cost of materials
Global weather conditions and impact on safety and infrastructure
Inventory and condition assessment of transportation infrastructure
Innovation in maintenance techniques and methodologies
Organizational capacity
Expectations for safe, functional roads with timely service response
Draft December 7, 2012 67 TE - 5
2012 Roadway Maintenance Service Accomplishments and Performance
Council priority to implement recommendations for improvements
to the City's roads using pavement condition index (PCI) measures
and increase funding to enable a more aggressive maintenance
program resulted in an increase in committed funding of $250,000.
The proposed service level and funding reflects Council's increased
funding commitment. The increase in funding allowed for the purchase
of an additional 3,300 tonnes of hot mix asphalt which resulted in an
additional 9.6 lane kilometres of asphalt resurfaced.
Developed and implemented manhole inspection, retaining wall,
and guide rail preventative maintenance programs to identify
infrastructure deficits and plan maintenance and replacement costs.
As part of the inspection, 433 structures exhibited some type of
failure. Permanent repairs were completed for 37 structures as part
of the asphalt resurfacing program (27 General Operating and 10
Capital) and approximately 120 temporary repairs (asphalt collaring)
were completed until permanent repairs can be completed.
• Developed and implemented a Street Sweeping Management Plan.
The extra funding received in 2012 was committed to the Localized
Preventative Distress Maintenance Program. The prices in 2012 also
decreased dramatically. This funding and price reduction was a
determining factor in the decision to increase this program which
results in a higher quality repair. The program in 2011 resulted in
1,407 square metres at a cost of $41.50 /sq.m. for a total of
$65,981.; and in 2012 12,707 square meters at of cost of
$25.90 /sq.m. for a total of $371,899.
• Developed a best management practice for guiderail installation.
C5
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ai
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v
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100
85
70
55
40
25
10
Total Average Pavement Condition (PCI)
for all City of Saint John Streets (asphalt surface only)
� PCI 70 PCI Target
v
m
c
a
In 2012, the PCI indicates an increase in asphalt pavement condition
from the previous year. In order to maintain and improve on the
2011 PCI, it was recommended that 61 lane kilometres of asphalt
rehabilitation and /or reconstruction work be completed. Given the
funds allocated to the service, 98% or 59.6 lane kilometres of milling
and overlay, microsurfacing and total reconstruction were actually
completed in 2012. As a result, the percentage of streets below the
critical PCI has remained steady. Citizen survey results saw an
increase in citizen satisfaction (22% in 2011 to 32% in 2012) with
road maintenance.
Note: A correction in PCI results was applied to account for anomalies in the software. PCI is
calculated using a ten (10) year trend to determine the relative PCI from one year to the next
indicating improvement or decline in pavement condition. PCI includes assessment of
provincial roads (citizens do not consider responsibility for maintenance when determining
their satisfaction with service delivery).
Draft December 7, 2012 68 TE - 6
• Implemented new winter storm response guidelines that
should minimize overtime costs.
• Decrease in citizen service calls related to snow control with
improved communication of the Winter Management Plan
(public meetings, vehicle flyers, City's website, InSight magazine
articles, media interviews and advertising, notifications using
social media, citizen response to inquiries, and information to
businesses where by -law violations were observed as a courtesy
warning).
• Winter parking ban supported more efficient operations and a
decrease in insurance claims and associated claim costs
resulting from incidents with parked cars and snow clearing
equipment (in relation to the severity of the winter storm
season).
• Street sweeping completed for 96.7% of asphalt street
inventory with curb and sidewalk only.
Service objectives for winter maintenance were achieved during most storm
events (chart above). Issues occurred during storms of higher severity due to
reduced equipment availability (winter operations are hard on equipment). In
some situations, objectives could not be measured accurately as new storms
started within the timeframes set out in the service objectives.
2013 Initiatives, Major Projects and Roadway Maintenance Service Delivery Highlights
• Complete an Operational and Financial Analysis of the asphalt maintenance activities.
• Implementation of a brine system for the purpose of minimizing salt usage and mitigate impact on the environment.
Draft December 7, 2012 69
TE -7
Percent kilometres of streets plowed
to service level standards by storm event.
2011 -2012 Winter Storm Season
■ Primary Standard Secondary Standard ♦ Storm Severity Index
100%
80
70
x
Y
80%
60
v
c
N
h
60%
50
Y
40
y
40%
30
N
E
20
E
20%
O
10
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0%
0
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Service objectives for winter maintenance were achieved during most storm
events (chart above). Issues occurred during storms of higher severity due to
reduced equipment availability (winter operations are hard on equipment). In
some situations, objectives could not be measured accurately as new storms
started within the timeframes set out in the service objectives.
2013 Initiatives, Major Projects and Roadway Maintenance Service Delivery Highlights
• Complete an Operational and Financial Analysis of the asphalt maintenance activities.
• Implementation of a brine system for the purpose of minimizing salt usage and mitigate impact on the environment.
Draft December 7, 2012 69
TE -7
Roadway Surface Maintenance Program - Service Levels and Resources
Asphalt maintenance of roadway surface
to maintain a network PCI of 70.
Repair potholes, asphalt damage and
shoulder drop -offs within the timelines
set out below after becoming aware of
the fact 80% of the time.
Emergency or Urgent (hazard to persons
or property, interrupts service or
potential to turn into a hazard and
> 200 cmz in area and 10 cm in depth)
• Priority 1 Streets — 4 days
• Priority 2 Streets — 7 days
• Priority 3 Streets —14 days
• Priority 4 Streets — 30 days
Seasonal repair of potholes, asphalt
damage and shoulder drop -offs as
resources are available or when area
deteriorates to Urgent priority.
Repair or replacement of guiderail or
retaining walls that may be a hazard to
persons or property or interrupt service
within 1 month for guiderail and up to 2
years for major retaining walls of the
becoming aware of the fact.
• 37 lane km resurfacing (mill and seal)
• 14 lane km microsurfacing
• 7 Lane km chip sealing
• 20,000 lineal meters of crack sealing
• 750 lineal metres of curb (minimum
estimate — actual determined with
asphalt resurfacing requirements)
• 1,400 potholes (average)
• 300 other various types of asphalt
repairs that are generated through
the work order system on average
(water roll, asphalt sidewalks,
curbing).
• 1,400 metres of road shouldering
(average)
• Requirements vary annually
depending on citizen requests and
inspection results.
• Service strives to maintain streets to
an acceptable standard to ensure
safety, extend service life, and achieve
the best value for the investments
made in these public assets.
• Proposed asphalt rehabilitation work
will support maintaining and minor
improvements to the PCI standards
and addresses a very small portion of
the infrastructure deficit. Investment
in asphalt rehabilitation reduces long
term costs associated with
maintenance and reconstruction of
streets.
• Cost - effective resurfacing of municipal
streets should be coordinated with
curb and sidewalk renewal in order to
realize the expected service life of the
street. Limited funding allocations for
curb in the operating budget (some
curb and sidewalk in capital) means
that the focus of the resurfacing
program will be on roads without curb
and sidewalk.
Asphalt repair (potholes and damage)
addresses immediate safety and
liability concerns.
Guidelines support customer service
improvement initiatives by providing
better information to citizens on
service expectations and reducing
work order deficit.
Wages & Benefits $1,931,508
Goods & Services 4,879,604
Total Expenditures $6,811,112
Revenue(PDH /RDH) $51,000
Full Time Equivalent Positions (FTE)
Management
0.97
Inside Workers
1.90
Outside Workers
24.29
TotalFTE
27.16
Part Time Positions (PTE) 0.50
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — supply of materials
• Human Resources — staffing / training
• Communications — notifications, assist
with public awareness of service
expectations
• Police — Work Zone Safety monitoring
• GIS —inventorying and displaying
assets for management of
infrastructure
Draft December 7, 2012 70 TE - 8
Roadway Snow and Ice Control Program - Service Levels and Resources
Plow all streets of snow (plowing) within
the City's road network to meet service
objectives after a storm event 100% of
the time.
Priority 1: 8 hours — bare travel lanes
2 days — bare curb to curb
Priority 2: 8 hours — bare centre line
2 days — bare travel lanes
Priority 3: 12 hours — bare centre line
3 days— bare travel lanes
Priority 4: 12 hours — accessible / packed
4 Days — bare center line
Remove snow as follows:
Priority 1: Before 20 cm accumulation or
a.s.a.p. after a major storm
Priority 2: Before 30 cm accumulation or
a.s.a.p. after a major storm
Priority 3: Before 60 cm accumulation or
a.s.a.p. after a major storm
Priority 4: As determined by conditions
Response to service requests for winter
drainage issues, plowing and snow
removal within 72 hours after end of
storm 80% of the time - action taken as
resources are available (immediate if
urgent). Drainage issues may not be
resolved until construction season.
Average 10 -12 storm events annually
• 330.4 lane km Priority 1 (main streets,
emergency routes, highway connect)
• 185.4 lane km Priority 2 (bus routes,
schools, businesses areas)
• 255.4 lane km priority 3 (collector
streets, industrial parks, minor bus
routes)
• 572.4 lane km local streets /
subdivisions
• Tonnes of snow removed from streets
depends on accumulation and
severity of winter storm conditions
• Number of requests varies annually
• The service strives to enhance public
safety by providing functional streets
that allow safe movement of people,
vehicles and goods safely through the
extremes of winter snow and ice
events.
Ability to meet defined service
objectives is dependent on storm
severity and frequency as well as
equipment availability (winter
maintenance operations is hard on
equipment).
• The service strives to meet plowing
objectives for priority 3 and 4 streets.
The public should expect that initial
response or pass to these streets will
occur later than in past winter weather
seasons.
Wages & Benefits $2,228,308
Goods & Services 2,772,581
Total Expenditures $5,000,889
Revenue(PDH /RDH) $215,000
Full Time Equivalent Positions
Management
1.00
Inside Workers
0.70
Outside Workers
30.02
TotaIFTE
31.72
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — supply of materials
• Human Resources — staffing / training
• Communications — notifications,
assists with public awareness of
service expectations
• Legal — parking / by -law enforcement
• Parking — enforcing the Traffic By -law
• Police — enforcing the Traffic By -law
for the Overnight Parking Ban in the
South Central Peninsula
• GIS —inventorying and displaying
assets for management of
infrastructure
Draft December 7, 2012 71 TE - 9
Street Cleaning Program - Service Levels and Resources
Weekly sweeping of streets in the
Central Business District
Weekly sweeping of city wide priority 1
streets
Annual sweeping of streets with curb
only and designated biking areas city
wide between April and mid - October
(i.e., streets swept once a year)
Maintain and collect garbage from City
barrels and pole baskets (inspected and
emptied 4 times / week)
Illegal dumping complaints cleaned up
within 5 days
• 36.5 lane km streets
• 41 lane km streets
• 323 km streets annually
• 39 City barrels
• 101 pole baskets
• 307 illegal dumping clean -ups
(January to October 2012)
• The service strives to clean streets of
sand and debris to make it safer and
cleaner for the community.
• Limiting sweeping operations to only
those streets with curbs minimizes the
impact on stormwater management
operations. However, in areas of the
City where materials and debris builds
up, line painting may deteriorate
faster, dust may be more difficult to
control and may pose a small safety
hazard to pedestrians, cyclists and
motorists.
• To maintain a healthy and attractive
urban environment, the Central
Business District (CBD) receives a
strong focus due to high density of
activity from citizens and tourists
including Cruise Ship visitors.
• The barrel /pole basket program
provides a valuable service in keeping
City streets clean on an ongoing basis.
• Illegal dumping clean -ups mitigate
construction debris on streets and
furniture that can be a fire hazard.
Wages & Benefits $1,361,339
Goods & Services 388.075
Total Expenditures $1,749,414
Full Time Equivalent Positions (FTE)
Management
0.56
Inside Workers
0.22
Outside Workers
20.36
TotaIFTE
21.14
Part Time Positions (PTE) 0.10
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — supply of materials
• Human Resources — staffing / training
• GIS— inventorying and displaying
assets for management of
infrastructure
Draft December 7, 2012 72 TE - 10
Sidewalk Maintenance Service
The Sidewalk Maintenance Service provides pedestrians with safe and functional sidewalks, walkways and access ramps. The service consists
of maintenance of concrete, asphalt and brick infrastructure; installation and maintenance of access ramps; maintenance of grass medians and
other green spaces; mitigation of the effects of snow and ice during winter months; and effective lifecycle management of sidewalk assets.
Well maintained, connected and accessible sidewalk infrastructure allows all pedestrians to safely exercise or gain access to schools, businesses,
public transit or other destination.
Service Delivery
In ensuring sidewalk maintenance is effective in providing the public with a safe and efficient pedestrian network, the City delivers several
programs as part of its service delivery. The following chart identifies each of these programs and the percentage of funds allocated to them to
deliver a defined level of service for 2013.
Sidewalk Maintenance Programs
61 Sidewalk Maintenance
0 Sidewalk Snow and Ice Control
Focus on asset management and integrated planning
Accessible municipal sidewalk, walkway and trail network
Economic uncertainty, inflation, and supply and cost of materials
Global weather conditions and impact on safety and infrastructure
Maintained infrastructure that connects neighbourhoods
Innovation in maintenance techniques and methodologies
Organizational capacity
Expectation for safe, functional sidewalks with timely service response
Draft December 7, 2012 73 TE - 11
2012 Sidewalk Maintenance Service Accomplishments and Performance
• Completed 50 Sidewalk Maintenance Job Orders as of August
31, 2012
• Concentrated on repaired of trip hazards in asphalt sidewalks
more in 2012 than previous years
• Installed 9 Access Ramps as of August 31
• The primary service objective for winter sidewalk maintenance
was met 97% the time
• Completed a comprehensive inspection of 50% of the City's
sidewalk assets
2013 Initiatives, Major Projects, and Sidewalk Maintenance Service Delivery Highlights
• Continue to repair trip hazards with more efficient grinding equipment.
• Continue to improve accessibility of sidewalks by installing Access Ramps.
• Complete a full re- inspection of 50% of the City's sidewalk system to proactively identify Trip Hazards.
• Work toward transferring data on inventory of sidewalk assets to City's GIS system.
Draft December 7, 2012 74 TE - 12
Percent kilometres of sidewalks plowed
to service level standards by storm event.
2011 -2012 Winter Storm Season
s00%
-
80
70
X
v
80%
60
c
Y c
60%
50
>
40
u
40% 6
30
i
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20% —
10
0
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tiff
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2013 Initiatives, Major Projects, and Sidewalk Maintenance Service Delivery Highlights
• Continue to repair trip hazards with more efficient grinding equipment.
• Continue to improve accessibility of sidewalks by installing Access Ramps.
• Complete a full re- inspection of 50% of the City's sidewalk system to proactively identify Trip Hazards.
• Work toward transferring data on inventory of sidewalk assets to City's GIS system.
Draft December 7, 2012 74 TE - 12
Sidewalk Maintenance Program - Service Levels and Resources
Repair Priority 1 Trip Hazards (sidewalks
that provide direct access to pedestrian
generators with lips or gaps of 25 mm or
greater) within 1 month of receiving a
request between May and October and
within 10 months between November
and April.
Repair Priority 2 Trip Hazards (sidewalks
that do not provide direct access to
pedestrian generators with lips or gaps of
25 mm or greater) within 9 months of
receiving a request between May and
October and within 18 months between
November and April.
Installation of barrier free accesses to
sidewalks at crosswalks.
• Approximately 125 trip hazards
repaired annually
• 10 new access ramps installed
annually
Mowing of medians and other • As required
greenspaces around sidewalks will not be
completed as part of service delivery
other than are required in areas where
sight -lines are obstructed.
Draft December 7, 2012 75
The service strives to provide
maintenance that ensures there is a
clean, clear, accessible and safe place
for pedestrian traffic, focusing on (1)
repair or replacement of sidewalk
sections to eliminate trip hazards and
(2) installation of access ramps ensuring
sidewalks are accessible to everyone.
• Pedestrian safety improves with repair
to trip hazards.
• Mitigate liability to City with respect to
trips and fall resulting in injury to the
public.
• Lower priority trip hazards remain
unrepaired, with a small chance of
causing injury.
• Improve accessibility to the sidewalk
and walkway network for everyone.
• Mowing of greenspaces around
sidewalks will focus on public safety
issues resulting in areas of the City that
may not be as aesthetically pleasing.
Wages & Benefits $373,759
Goods & Services 143.474
Total Expenditures $517,233
Full Time Equivalent Positions (FTE)
Management
0.35
Inside Workers
0.08
Outside Workers
5.02
TotaIFTE
5.45
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — supply of materials
• Human Resources — staffing / training
• GIS — inventorying and displaying
assets for management of
infrastructure
TE -13
Sidewalk Snow and Ice Control Program - Service Levels and Resources
Plow 61% of the sidewalks in the City to
the standards set out below 95% of the
time.
a) plow a pedestrian passage:
• Priority 1 within 12 hours
• Priority 2 and 3 within 24 hours
• Priority 4 within 72 hours
b) plow to a walking surface with traction
standard
• Priority 1 within 2 days
• Priority 2 and 3 within 3 days
• Priority 4 within 4 days
240 km of sidewalks plowed based on
the following criteria:
• Higher pedestrian volumes (close
proximity to retail areas, SJ Transit bus
stops, schools)
• Continuity of a pedestrian system
• Sun exposure in melting snow and ice
• Efficiency of servicing by sidewalk
plowing equipment
• Higher vehicle volumes or speeds
• The service strives to remove snow
from a portion of the City's sidewalk
infrastructure during and after winter
storm events that include salting and
sanding operations, supporting the
safe, efficient flow of pedestrian traffic
in a portion of the City.
• With the right- sizing of equipment to
support snow control operations, the
public should expect that initial
response (or first pass) to sidewalks
may occur later than in past winter
weather seasons.
Wages & Benefits $451,189
Goods & Services 442,068
Total Expenditures $893,257
Full Time Equivalent Positions (FTE)
Management
0.17
Inside Workers
0.22
Outside Workers
6.03
TotaIFTE
6.42
Critical Internal Service Support
• Fleet — equipment availability
• Purchasing — supply of materials
• Human Resources — staffing / training
• Communications — notifications,
assists in public awareness of service
expectations
• Insurance — claims for damage to
private property from city vehicles and
trip and fall claims
• Legal — defense of trip and fall claims
• GIS — Inventorying and displaying
assets for management of
infrastructure
Draft December 7, 2012 76 TE - 14
Pedestrian & Traffic Management Service
The Pedestrian & Traffic Management Service provides motorists, cyclists and pedestrians with safe, efficient, organized and synchronized use of
the transportation network and maximizes the benefit of the system for all users. This service promotes use of best practices and standards of
the Transportation Association of Canada and consists of year round maintenance of traffic signals, pedestrian signals, marked /signed crossings,
stop signs, and other warning, directional, regulatory (e.g., parking), and informational (e.g., street name) signage. The service is also responsible
for painting lane lines, crosswalk lines and directional arrows on municipal streets for vehicular traffic control.
Service Delivery
In ensuring the public is provided with a safe and efficient multi -modal transportation network, the City delivers several programs as part of its
service delivery. The following chart identifies each of these programs and the percentage of funds allocated to them to deliver a defined level
of service for 2013.
Pedestrian and Traffic Management Programs
W Traffic Maintenance
N Traffic Enhancements
Focus on Asset Management and integrated planning
Accessibility to various sustainable modes of transportation
Economic uncertainty, inflation, and supply and cost of materials
Environmental considerations in traffic management
Regulations, legislation, industry best practices related to roadway safety
Innovation in maintenance techniques and methodologies
Organizational capacity; Cooperation with enforcement officers
Land development that changes traffic flow and demand
Road users' knowledge in and participation in following traffic rules
Draft December 7, 2012 77 TE - 15
2012 Pedestrian & Traffic Management Service Accomplishments and Performance
• All crosswalks around schools were painted prior to the start of the 2012 -2013 school year.
• An Accessible Pedestrian System (APS) was finished at Crown /Dunlop and Hilyard /Simonds.
• Accessibility improvements were completed at Consumers /Westmorland and Union /Waterloo with plans to finish full APS systems at these
intersections in late 2012 or 2013.
• A comprehensive traffic signal infrastructure inspection program continued.
• A comprehensive traffic sign infrastructure inspection and inventory program continued.
• A Traffic Calming Policy was completed and adopted by Common Council.
• 100% of traffic markings (hatches /arrows /crosswalks /lane stop lines) and traffic lane lines inventory has been completed.
• Continued to introduce innovations and efficiencies into the traffic line and marking program.
• On track to complete targeted maintenance of 2000 traffic signs in 2012
• Completed a detailed design and cost estimate for the Campus- Harbour Connection, which would be Saint John's first continuous bike route
connecting major destinations
• Completed 56 various Traffic Enhancement Investigations or Installations as of October 10 including truck route elimination on
Manawagonish Road, speed limit changes on Westfield Road, safety improvements at two intersections on Park Street, and traffic signal
improvements at the Thorne /Rothesay Avenue intersection.
2013 Initiative, Major Projects and Pedestrian & Traffic Management Service Delivery Highlights
• Implement Traffic Calming Policy with completion of three Traffic Calming Plans for different neighbourhoods.
• Complete a Transportation Master Plan (that supports Plan SJ).
• Continue to install Accessible Pedestrian Systems at signalized intersections.
• Improve access across Westmorland Road for pedestrians of all abilities.
• Improve traffic flow along Loch Lomond Road.
• Finish Traffic Signal Infrastructure specifications.
• Place Traffic Sign, Line and Road Marking assets on GIS layer.
Draft December 7, 2012 78 TE - 16
Traffic Maintenance Program - Service Levels and Resources
Annual painting of all traffic lines and
required street markings (based on
previous markings)
Maintenance of signalized intersections
with a focus on proactively replacing worn
out equipment:
• Temporary solution to Priority 1 signal
maintenance activities such as
malfunctioning red /amber lights,
removed or loose poles and lights to be
completed within 24 of a request with a
permanent solution to follow.
• Priority 2 signal maintenance activities
such as malfunctioning low volume
intersection or some preventative
maintenance tasks to be completed
within 1 month of a request.
Maintenance of the City's inventory of
traffic and information signage:
• Priority 1 sign maintenance activities
(missing Stop and Yield signs) to be
completed within 8 hours of a request
• Priority 2 sign maintenance activities
(missing Warning, Pedestrian crossing,
School Zone, or Street Name signs) to
be completed within 1 month of a
request
• 350 kilometres of traffic lines
• 3,300 traffic markings including
crosswalks
• 67 signalized intersections
• 23 red /amber flashing lights
• 9 signalized pedestrian crossings
• Inspection and inventory of signalized
intersections infrastructure to continue
• 2,000 (approximately) maintained /
installed annually
• Inspection and inventory of sign
infrastructure to continue
• The service strives to improve safety
and flow of movement for pedestrian,
bicycle, and vehicular traffic.
• Current inventory of traffic control
markings signs and signalization can be
maintained.
• Delayed replacement of line painting
vehicle will continue the risk of not
refreshing all traffic lines by year's end.
• Lower priority requests (important to a
small number of citizens) as well as
resource - intensive higher priority
requests will be delayed.
• PlanSJ recommendations for additional
infrastructure for alternative modes of
transportation, including the Campus -
Harbour Connection can be
implemented with dedicated
resources.
• High priority signage can be maintained
in a timely manner, lower priority (e.g.,
parking and guide signs) will take longer
to replace.
Wages & Benefits $753,397
Goods & Services 527.051
Total Expenditures $1,280,448
Revenue $20,000
Full Time Equivalent Positions (FTE)
Management
0.46
Inside Workers
2.24
Outside Workers
8.13
TotaIFTE
10.83
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — supply of materials
• Human Resources — staffing / training
• GIS — inventorying and displaying
assets for management of
infrastructure
Draft December 7, 2012 79 TE - 17
Traffic Enhancements Program - Service Levels and Resources
Priority 1 traffic enhancements that meet
the following criteria to be completed
within 1 year of request:
• Potential immediate hazard to road
users
• Intersections that experience a Failing
Level of Service
• Potential pedestrian crossings providing
direct access to high pedestrian
generators
• Traffic calming projects — at least 3
projects of highest priority
Complete traffic signal infrastructure
standards.
• Investigation and /or implementation
of 100 traffic enhancements annually
including:
• Traffic calming measures
• Parking restrictions
• Traffic lights
• Bike lanes
• Pedestrian Crossings
• Street lights
• Current set of standards
• The service strives to improve safety
and enhance the flow of movement
for pedestrian, bicycle, and vehicular
traffic.
• Service delivery is focused on the
highest priority requests required to
improve traffic safety and movement
with current resource levels.
• Planned completion of signal
infrastructure standards in 2012 will
promote consistent and proactive
installations.
Wages & Benefits $237,915
Goods & Services 166.437
Total Expenditures $404,352
Full Time Equivalent Positions
Management
0.50
Inside Workers
1.00
Outside Workers
2.00
TotaIFTE
3.50
Administrative / Other Support Services
• Human Resources — staffing / training
• Communications — notifications, assists
with public awareness of service
expectations
Draft December 7, 2012 80 TE - 18
Stormwater Maintenance Service
The Stormwater Management Service provides
neighbourhoods, roadway users and adjacent property owners Focus on asset management and preventive maintenance
with functional public drainage systems: the minor (piped)
component designed to convey runoff from a 1 in 5 -year level Expanding infrastructure
storm and the major (overland) system a 1 in 100 -year return Combined sewers
period storm. The service utilizes various techniques and Economic uncertainty, inflation, and supply and cost of materials
processes to maintain the integrity of drainage courses, ditches, Changing weather conditions
culverts, storm sewers, combined sewers (through SJ Water), Regulations around stormwater retention and management
manholes and catch - basins. The service involves a
Organizational capacity
comprehensive system of inspection, preventive maintenance
and repair of drainage systems, and reporting on infrastructure Public expectations related to stormwater management and response
condition.
2012 Stormwater Management Service Accomplishments and Performance
• Developed and implemented a catch basin preventative maintenance program to identify infrastructure deficit required to plan maintenance
and determine replacement costs.
• Developed a database collection system for storm sewer video inspection.
• Completed 10 local drainage projects including icing problem at the intersection of Loch Lomond Road and Hickey Road
2013 Initiatives, Major Projects and Stormwater Maintenance Service Delivery Highlights
• Develop and implement a Stormwater Retention Pond Preventative Maintenance Program.
• Continue with ditching and culvert inventory and condition assessment.
• Ongoing stormwater infrastructure inventory condition assessments and local drainage projects.
Draft December 7, 2012 81 TE - 19
Stormwater Maintenance Program - Service Levels and Resources
Preventative maintenance of stormwater
piping infrastructure:
• Stormwater lines videoed and inspected
• Catch basins cleaned on a 7 - year cycle
Complete 70% of all Priority 1 Critical or
Emergency Service Requests - hazard to
persons or property, catastrophic causing
interruptions to service delivery.
Response is within the construction
season (April to October)
• 4,787 m stormwater lines videoed and
inspected
• 499 catch basins
• Above Data as of October 16, 2012
• Completed 78 of 107 priority 1 service
requests (73 %)
• 11 stormwater lines repaired
• 30 culverts replaced
• 147 structures repaired / adjusted
• 5 local drainage projects
• 3 km ditching
• Above Data as of October 16, 2012
• The service strives to effectively control
erosion and mitigate potential damage
caused by flooding
Wages & Benefits $1,126,478
Goods & Services 2,239,870
Total Expenditures $3,366,348
• Removal of material from the piped Full Time Equivalent Positions (FTE)
system to prevent blockages and failure Management 0.76
Inside Workers 2.25
Outside Workers 13.50
TotaIFTE 16.51
• Permit overland drainage of water off
of roads and away from properties to
mitigate flooding
Part Time Equivalents 0.25
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — supply of materials
• Human Resources — staffing / training
• Communications —flood warnings,
preparedness notifications
• Insurance— claims for damage to
private property from flooded
basements
• Legal — defense of liability for flooded
basements as necessary
Draft December 7, 2012 82 TE - 20
Solid Waste Management Service
The Solid Waste Management Service provides effective and
efficient collection and disposal of refuse and compost waste to
residential households. Working with the public, the goal is to
achieve optimal waste diversion and to reduce environmental
degradation. Collection is carried out in accordance to the Solid
Waste By -law and the guidelines set out by the Fundy Region
Solid Waste Commission
Focus on sustainability (waste diversion)
Regional partnership relationships, landfill operations
Illegal dumping considerations
Geographic characteristics of the community
Changing customer base (residential mix in relation to commercial)
Organizational capacity, nature of labour intensive work
Public expectations related to collection and diversion
2012 Solid Waste Management Service Accomplishments and Performance
• Completing collection routes within an eight (8) hour shift at least
95% of the time remains a challenge. The chart to the right
illustrates the percentage of collection routes completed within an
8 hour shift (inclusive of contractors and City forces). However,
the results show a steady improvement in the efficiency of service
delivery over previous years. Two factors likely contribute to the
service's ability to meet this objective: 1) large geographical area of
Saint John and the distance and time required to travel to the
landfill and 2) volume of residential refuse resulting in more trips
to the landfill to dispose of refuse required more time to complete
collection routes.
• 3,674 bulky items were collected from 1,574 households in 2011.
2,526 bulky items were collected from 1,085 households to the
end of August, 2012
• Implemented city wide residential garbage /compost collection by
City Forces
Draft December 7, 2012 83 TE - 21
Pecentage of collection routes completed
within an 8 hour shift in 2012.
Refuse Compost Target 95% Tonnage 157.74
120%
1,200
100%
1,000
y
v
80%
•
800
a
E
v
tko
M
8
60%
600 c
En
40%
0
400 ~
0
20%
200
0%
:
0
rata
aA tr PQc� aJ \A °oJS� vet over ge
oe� vet `a
�
O�w oecc e`er Pie
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Draft December 7, 2012 83 TE - 21
2013 Initiatives, Major Projects and Solid Waste Management Service Delivery Highlights
• Move to collection of all residential household units with City forces for September 4, 2012.
• Report to Council regarding Strategic Service activities such as recycling programs.
• Report to Council for approval of updated Solid Waste Bylaw M -2 for the storage, collection and disposal of solid waste
• Partner with Fundy Region Solid Waste Commission and five central area schools to increase composting & environmental education
Solid Waste Collection Program - Service Levels and Resources
Ensure all residential refuse and compost
collection routes are completed within
an eight (8) hour shift not less than 95%
of the time.
Annual delivery of Bulky Item Pick -Up
(scheduled) and White Goods Drop -Off
programs.
Partner with community organizations to
assist improving the local environment.
• 22,190 residential household units
covering 53 City administered routes
• Approximately 11,835 tonnes of
refuse and 3,254 tonnes of compost
(2011)
• Year round bulky item pick -up
(Wednesday scheduled pick -up) with
approximately 3,674 items collected
• 4 White Good Drop -Off days (May &
October) with approximately 284
items collected
• 1,000 gloves /1,500 bags and garbage
pickup to 15 neighbourhood cleanups
in ACAP partnership
• Waste Reduction Week / Yard Waste
Program (Partnership with Fundy
Region Solid Waste to promote
awareness, funding component)
Draft December 7, 2012 84
• The service strives to provide efficient
Wages & Benefits
$1,050,241
collection of refuse and compost for
Goods & Services
2,518,288
residential households.
Total Expenditures
$3,568,529
• Solid waste collection improves
Revenue
$81,976
quality of life by creating a healthy,
clean place to live work and play.
Full Time Equivalent Positions (FTE)
• Supporting waste diversion programs
Management
0.79
contributes to a sustainable
Inside Workers
0.35
environment.
Outside Workers
14.65
TotaIFTE
15.79
Part Time Positions 0.25
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — supply of materials
• Human Resources — staffing / training
• Communications —assists with public
education
• Legal — support by -law enforcement
TE - 22
Parks & City Landscape Service
The Parks & City Landscape Service provides citizens and visitors to the community access to parks and open green spaces for their recreational
and leisure needs. Service delivery is achieved through the development, operation and maintenance of all community parks, squares, trails,
tourist sites, and City right of ways, the preservation and protection of our natural areas, and urban forestry operations and initiatives.
Service Delivery
In ensuring parks and city landscape maintenance is effective in improving the environment, the City delivers several programs as part of its
service delivery. The following chart identifies each of these programs and the percentage of funds allocated to them to deliver a defined level
of service for 2012.
I
Parks & City Landscape Programs
* Parks Maintenance
o Urban Forestry
u Rockwood Park
Focus of sustainability, asset management, expanding infrastructure
Regulatory and legislative requirements related to maintenance
Economic uncertainty, inflation, and supply and cost of materials
Global weather conditions and impact on trees and plants
Geographic area of Saint John
Vandalism
Changes to tracking and reporting on Tangible Capital Assets
Public expectations for the provision of parks and trails
Draft December 7, 2012 85 TE - 23
2012 Parks & City Landscape Accomplishments and Performance
• Continued Improvements to Dominion Park including new trail head establishment.
• New walking trail system completed in Milford.
• Park improvements at Public Gardens (fencing removal and landscape installation)
• Coordinated local green space and park improvements in conjunction with
community groups: Pvt. Greenslade Park, Hope Gardens, Jervis Bay Park, SJ
Waterfront Development Committee, Saint John Cycling, Pavillion Cup, Dominion
Park and Milford Park.
• Quinton Heights Park redevelopment complete by Dec ember2012.
• Completed on trail signage of all existing multi - purpose trails (over 40 kilometres)
throughout Rockwood Park and significant trail upgrades.
• Reinstatement of Visit Canada Stones in Rockwood Park, and Sculpture SJ art
installation.
• Helped develop new community gardens at Montgomery Crescent.
• Supported beautification efforts at local area schools for Arbor Day.
• Provided leadership and technical support for the 12th year of Marigolds on Main.
• Supported the refurbishment of LaTour Memorial Statues at Harbour Passage.
• Supported neighbourhood cleanup efforts at Rainbow Park and Old North End.
Percentage of Citizens Satisfied with
Parks and Trails
100%
= v 80%
T
v 60%
v
$ 40%
vo
a�
20%
0%
2010
2011 2012
Citizen satisfaction is an indicator of how well service
delivery is addressing the community's needs. Satisfaction
with service is determined through an independent survey
of Saint John citizens. Over the last three years, it is clear
that citizens are very satisfied with park and trail systems
in the community. Satisfaction results in Saint John are
consistent with municipal norms calculated by the
consultant (Ipsos Reid) of 90 %.
Draft December 7, 2012 86 TE - 24
• Provided resources and assistance for special events (South End Days, Earth Day, Canada Day, New Brunswick Day, Labour Day, Marathon by the Sea,
Marsh Creek Eco- Challenge, Pavilion Cup, Soap Box Derby, New Year's Eve, Mayor's Christmas Tree, Downtown Christmas Lights Program and many other
smaller events).
• Supported the Queens Square Farmers Markets and Harvesting the Arts Festival.
• Completed Urban Trees Inventory.
• No hunting signage program completed at all City owned Nature Class Parks in support of future Parks bylaw.
2013 Initiatives, Major Projects and Parks & City Landscape Service Delivery Highlights
• Establishment of Saint John Waterways Park plan- kayaking and canoe route with maintained launch areas for non motorized watercraft.
Coordination with outlying communities on the SJ River system on this project.
• Completion of Urban Forestry Maintenance Program.
• New Maintenance responsibilities at Little River Reservoir Park and Peel Plaza.
• Rockwood Park Website re- design completion.
• Rockwood Park Mountain Bike Park launch area establishment, as well as the design and location for youth track completed.
• Interactive a -map complete for Parks trails systems — for citizens and also to support tourism.
• Redesign of Interpretation Center at Rockwood Park to facilitate interpretive youth programming and visitor information.
• Full year calendar of Interpretive and Nature Activity Programming at Parks for all ages. (Coordination with youth educational programs and
Seniors Active Living).
• New spring planting program pilot to provide early season plant life color in high traffic areas (i.e Tulips)
• New Parks Bylaw to be brought for Council's consideration
Draft December 7, 2012 87 TE - 25
Parks Maintenance Program — Service Levels and Resources
Year round daily maintenance of
Rockwood Park including:
• Mowing, snow removal, planting, leaf
removal, turf maintenance, tree
planting, tree pruning, lighting
maintenance, fertilizing, watering,
pruning, garbage clean up and removal.
• Cross country and snowshoeing trails
maintained
• Mountain biking and general use trail
system maintained
Year round daily maintenance of 14
community parks including:
• Mowing, snow removal, planting, leaf
removal, turf maintenance, tree
planting, tree pruning, lighting
maintenance, fertilizing, watering,
pruning, garbage clean up and removal
• Christmas decoration, set up and
removal
• Water features maintenance.
• 2,200 acres of nature park space
available for public use year -round
• 56 kms of general use and wilderness
trails maintained
• 30 acres of community parks, such as
• King's Square
• Queen Square
• Loyalist Burial Grounds
• Harbour Passage
• Victoria Square
• 90,000 annuals planted annually
• Service strives to improve the urban
environment by offering highly
maintained parks, greenspaces, trails
and tourist sites. These greenspaces
provide people with safe and beautiful
spaces for both leisure and active
pursuits.
• A wide range of trails are available to
make active living easily accessible to
citizens of all fitness levels and age
groups.
• A first class nature park is available and
easily accessible in the city core, which
promotes healthy living through
connection with nature.
• Environmental benefits include better
air quality, increased water retention
and reduction of noise and pollution.
Wages & Benefits $1,273,444
Goods & Services 964,477
Total Expenditures $2,237,921
Lifeguard Grant $117,720
Horticultural Society Grant 40,000
Total Grants $157,720
Full Time Equivalent Positions (FTE)
Management
1.38
Inside Workers
2.00
Outside Workers
8.25
TotalFTE
11.63
Part Time Positions 33
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — supply of materials
• Facilities Management — building
maintenance and capital
improvements
• Human Resources — staffing / training
• Communications — signage and
promotion of facilities, communication
material development
Draft December 7, 2012 88 TE - 26
Parks - Resources and Service Levels Continued...
City right -of -way turf maintenance and
Tourist Information Center maintenance:
• Seasonal mowing and trimming
• Soil and pest management as
determined necessary by trained staff
• General clean up and garbage removal
• Washroom cleaning and maintenance
• 134 acres of turf maintained (right -of-
way)
• 6 Tourist Information Sites maintained
Seasonal operation and maintenance of •
public beaches:
• Greenspace maintenance, beach
cleaning, and garbage removal
• Lifeguard program supervision
Support various community projects
Public access (unsupervised) to 5
beaches open 7 days a week from June
to September
• Dominion Park
• Lily Lake
• Little River Reservoir
• Tucker Park
• Fisher Lake
• Marigolds on Main - Support planting of
300,000 marigolds with school children,
and all subsequent maintenance
• Flag Maintenance - Raise and lower all
city flags. Replace as necessary
• Community Gardens - 3 Community
gardens established and maintained —
soil, fencing, water
• Christmas Decorations — Uptown SJ
Christmas Tree program and lighting
• Beautiful public spaces increase
property values and promote
community building through citizen
interaction.
• All visitors can easily access Saint John
parks and see the pride taken in our
community.
• Right of ways maintained to safe
driving standards.
• Orderly City appearance maintained to
foster respect for all public spaces.
• Active living options for entire families
which encourages healthy lifestyles
and community building through
recreation and leisure activities.
• Respect shown to other regions of the
province and country, and also to
veterans through proper flag display
etiquette.
• Environmental awareness raised
through local food production and
community pride instilled in citizens at
a very young age.
• Establishing strong working
relationships between local
government and community groups
working for positive change.
Draft December 7, 2012 89 TE - 27
Urban Forestry Program — Service Levels and Resources
Maintain existing streetscape tree canopy • 200 trees maintained (pruning, no • Service strives to eliminate hazards and Wages & Benefits $200,324
through the timely removal, maintenance fertilizing) annually improve the health and aesthetics of Goods & Services 58.303
(pruning, fertilize) • 25 unhealthy /dead trees removed the urban environment. Total Expenditures $258,627
Increase urban forestry canopy by • 138 trees planted (new and
planting new and replacing unhealthy replacements)
existing trees
Respond to citizen requests for tree • Average annual of 198 service
hazards within 3 days (assessed for safety requests for tree removal or
immediately) maintenance
Response to special community -based • Approximately 50+ special requests
groups requests (Christmas decorations, requiring various amount of effort
banners and flags, parks improvement)
Draft December 7, 2012 90
Resources support efforts to achieve
international municipal urban forestry
standards, so the community can
realize the full benefit the urban forest
(e.g., stormwater mitigation, increase in
asphalt life expectance, improving air
quality, aesthetics).
Full Time Equivalent Positions (FTE)
Management 0.25
Outside Workers 2.75
TotalFTE 3.00
• Service delivery is reactive to hazards Administrative / Other Support Services
and not currently meeting municipal • Fleet —equipment availability
urban forestry standards. • Purchasing —supply of materials
• Facilities Management— building
maintenance and capital improvements
• Human Resources —staffing /training
TE - 28
Sports and Recreation Facilities Service
The Sports and Recreation Facilities Service is a public service that provides all citizens with access to a wide range of indoor /outdoor sport and
recreation opportunities. This service is delivered through the scheduling, booking and maintenance of facilities that include sport fields,
arenas, parks, and playgrounds. The service also provides event management support and coordination of special community events.
Service Delivery
In ensuring sports and recreation facilities maintenance is effective in providing spaces for citizens to recreate and enjoy leisure activities, the
City delivers several programs as part of its service delivery. The following chart identifies each of these programs and the percentage of funds
allocated to them to deliver a defined level of service for 2013.
Sports and Recreation Facilities Maintenance Programs
Focus of sustainability and asset management for aging facilities
Expanding facilities require adequate maintenance funds
Number of facilities for population
Economic uncertainty, inflation, and supply and cost of materials
Growth and diversity in population (age, culture, accessibility)
Recreation recognized as a community priority
Regulatory requirements for turf maintenance
Changes to tracking and reporting on Tangible Capital Assets
Formal agreements for maintenance of provincial (school) facilities
Draft December 7, 2012 91 TE - 29
2012 Sports & Recreation Facilities Accomplishments and Performance
• Continue the process of developing a new strategic master plan for sport and
recreation facilities and programming. The goal is to ensure that the inventory of
recreation facilities and programs address the needs of residents.
• 'Eco- Patinoire' cold water conditioning system at Belyea Arena that realized savings
on energy costs without sacrificing ice quality.
• New energy efficient lighting system and low emissivity ceiling installed at Charles
Gorman Arena.
• Developed turf maintenance schedule that supports industry standards and best
practices of Integrated Pest Management.
• Consolidate play on fewer fields reducing maintenance costs on class C fields.
Percentage of Citizens Satisfied with
Recreation Facilities
100%
v 80%
v 60%
>
v 40%
vo
a�
20%
0%
2010 2011 2012
• Moved to hourly rate for sports field bookings in order to give a more accurate Citizen satisfaction is an indicator of how well service
representation of user demand and effective deployment of resources. delivery is addressing community needs. Satisfaction with
• Increased arena rental fee by 10% to be in line with the market value of ice time in service is determined through an independent survey of
the region. Saint John citizens. Over the last three years, results have
remained consistent with citizens being generally satisfied
• Spring /Summer ice allocated and managed by City of Saint John to allow for more with recreation facilities. These results are below the
equitable access for all program operators while resulting in approximately $38,600 in municipal norm calculated by the consultant (lpsos Reid)
additional revenue. of 87 %.
• Developed service level standards and benchmarks for fields, playgrounds, splash
pads, and courts.
• Developed performance tracking and reporting system for fields, playgrounds, splash pads, and courts.
• Hosted 15 tournaments, provincial and Atlantic championships on city fields.
Draft December 7, 2012 92 TE - 30
2013 Initiatives, Major Projects and Sport and Recreation Facilities Service Delivery Highlights
• Complete Play SJ process for new Strategic Plan for Parks and Recreation.
• Install new water conditioning system at another arena to save on energy costs (as budget permits).
• Continue to consolidate play on class C fields and re- direct maintenance to higher class fields.
• Review user fee charges for field and arena facilities.
• Increase subsidy for arena youth sports in an attempt to off -set 10% increase of ice time rentals.
• Review and update all service level standards with key staff.
Draft December 7, 2012 93 TE - 31
Arena Maintenance Program — Service Levels and Resources
Maintain ice daily at 4 civic arenas for
public use and organized sporting groups
Lobby, bathrooms, locker rooms,
bleachers, multi - purpose room cleaned
daily.
*Includes spring /summer ice
• 4 ice surfaces
• Gorman Arena
• Stu Hurley Arena
• Peter Murray Arena
• Belyea Arena
• *13,280 hours (approximate) of
available Ice time
• *11,052 hours ice time booked
• Booked at 83% capacity
• Approximately 12 ice floods daily
(hourly after each booking or public
skate)
• Youth Sport Subsidy $165,000
• Regular cleaning throughout the day
Draft December 7, 2012 94
• Service strives to provide quality, safe
Wages & Benefits
$824,027
arenas and ice time for recreational
Goods & Services
618,393
opportunities for all residents to enjoy.
Total Expenditures
$1,442,420
• City arenas available for public use 17
youth Arena Rental Grant
$165,000
hours per day, 7 days per week from
Lord Beaverbrook Rink
154,000
mid October to the end of March.
Other Expenditures
$319,000
• All prime time (4 pm to 11 pm Monday
to Friday and all day Saturday and
Sunday) ice booked with availability
during other times of the day
Revenue $755,383
Full Time Equivalent Positions (FTE)
Management
0.76
Outside Workers **
11.00
Inside workers
0.50
Total FTE
12.26
** FTE based on 26 weeks (seasonal operations)
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — supply of materials
• Facilities Management — electrical,
plumbing, carpentry work
• Human Resources — staffing / training
• Communications — promotion of
facilities
TE - 32
Sportsfield Maintenance Program - Service Levels and Resources
Class A Fields — Complexes with multiple
field surfaces, lights and amenities:
• Aerate, topdress, fertilize, overseed
completed mid - season and fall
• Mowed weekly
• Lined per game schedule
• Clean -up weekly
• Washroom cleaned daily
Class B Fields — Lower use, single
sportfields with no lights or amenities:
• Mowed every 1.5 weeks
• Response to requests (timing, clean-
up) as time permits
Class C Fields — Neighbourhood
greenspaces that see very limited use:
• Mowed every 2 weeks
• Response to requests (timing, clean
up) as time permits
• 4 Complexes (Shamrock, Memorial,
Forest Hills, Allison Grounds)
consisting of 15 Class A Fields
• 124,424 square meters of sports turf
maintained
• 16,947 hours of booking time
available (includes weekends - 8,038)
all fields)
• 5,752 hours booked (representing
34% of total available capacity — 48%
weekdays, 18% weekends)
• 15 Class B Fields (e.g., Havelock,
Beaconsfield, Barnhill)
• 8 Class C Fields (e.g., Thornborough,
Barrack Green)
• Limited maintenance on
o East Saint John
o Lornville
• KBM
• Dennis Morris
o Chown
o Barrack Green
• Service strives to provide quality, safe
sports fields for recreational
opportunities for all residents to
enjoy.
• The goal is to maintain facilities to
accepted standards (aesthetics and
safety) to encourage involvement in
structured recreational activities and
attract tournaments or special events.
Wages & Benefits $794,578
Goods & Services 531.07
Total Expenditures $1,325,655
Revenue $36,500
Full Time Equivalent Positions (FTE)
Management
0.76
Inside Workers
0.50
Outside Workers*
8.80
TotaIFTE10
10.06
* FTE based on 26 weeks (seasonal operations)
Part Time Positions 7.00
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — supply of materials
• Facilities Management — electrical,
plumbing, carpentry work
• Human Resources — staffing / training
• Communications — promotion of
facilities
Draft December 7, 2012 95 TE - 33
Other Facility Maintenance Program — Service Levels and Resources
Splash Pads: • 2 splash pads (Rainbow Park and
• Filter cleaning twice per week Fleming Court)
• Garbage and washroom cleaning daily
• Maintenance of system contracted to
Canada Games Aquatic Centre
Playgrounds:
• Inspected once per season (June -
September)
• Mowing and litter pickup every two
weeks
• Remove or replace broken equipment
as required
Tennis Courts:
• Putting nets up and down (seasonally)
• Maintain windscreens
• Litter pick -up daily
Basketball Courts:
• Nets maintained on request
• 69 playgrounds
• Maintenance only at Shamrock Park
(although 31 tennis courts City wide)
• 40 courts (e.g., Rainbow Park,
Dominion Park, Rockwood Park)
Draft December 7, 2012 96
• Service strives to provide quality, safe
Wages & Benefits
$200,842
playgrounds, tennis courts, basketball
Goods & Services
161,288
courts, and splash pads for recreational
Total Expenditures
$362,130
opportunities for all residents to enjoy
Aquatic Clubs Grant
$15,822
Aquatic Centre
194,617
Other Expenditures
$210,439
Full Time Equivalent Positions (FTE)
Management 0.10
Outside Workers* 2.20
TotaIFTE 2.30
* FTE based on 26 weeks (seasonal operations)
Part Time Positions 3.00
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — supply of materials
• Facilities Management — building
maintenance and capital
improvements
• Human Resources — staffing / training
• Communications — promotion of
facilities
TE - 34
Engineering
The goal of the Engineering program is to provide professional engineering and technical staff resources for engineering support, design and
construction management for projects related to capital programs for the improvement of municipal infrastructure and to ensure the integrity
of that system through the implementation of sound engineering standards.
2012 Engineering Accomplishments and Performance
• In 2012 the following Stormwater system projects were undertaken and completed to reduce flooding occurrences:
• Allison Street
• Milford Drainage Basin
• Beach Crescent /Meadowbank Avenue
• Rodney Terminal Storm Outfall
2013 Initiatives, Major Projects and engineering Service Delivery Highlights
• The major initiatives for 2013 will be to continue with improvements to the storm systems and to undertake major Street Reconstruction
projects that will greatly improve the City's transportation network. Stormwater projects to reduce flooding occurrences will be designed and
constructed in the following areas:
• Brentwood Stormwater Detention Ponds
• Milford Drainage Basin
• Honeysuckle /Sherbrook Street Drainage Basin
• Major Street Reconstruction projects will be completed in the following areas:
• Somerset Street (Wellesley Avenue to Samuel Davis Drive)
• Loch Lomond Road (Saint Catherine Street to Westmorland Road)
Draft December 7, 2012 97 TE - 35
Engineering - Service Levels and Resources
Provide design and construction
management for the annual General Fund
Capital Program —Storm and
Transportation Categories as well as the
annual Water & Sewerage Utility Fund
Capital Program
Support annual review and revisions to
general specifications
Coordinate with the City's Finance and
Intergovernmental Affairs Divisions and
the Province and /or Federal Government
on infrastructure funding agreements
• Infrastructure projects designed and
constructed and outlined in the Capital
program submission
• Updated general specifications
• Sound engineering design and
construction management is essential
to provide an efficient transportation
network and to protect the
environment and provide safe, clean
drinking water by providing
infrastructure that is built properly
using sound engineering standards.
• The development and application of
sound engineering standards ensures
• Funding agreements established to the long -term integrity of the City's
finance infrastructure upgrades transportation network, storm systems
and water and sanitary systems.
Wages & Benefits $498,778
Goods & Services 42,673
Total Expenditures $541,451
Revenue $2,000
Full Time Equivalent Positions
Management 0.40
Professional 1.64
Inside Workers 3.70
Total FTE 5.74
Part -Time Positions 0
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — engagement of
consultants and contractors
• Human Resources — staffing / training
• Legal — land issues, agreements
• Real Estate — land issues, acquisition
• IT — support of software for design
and asset inventory
• Intergovernmental Affairs —
coordination of funding applications
Draft December 7, 2012 98 TE - 36
Transit Service
The Transit Service is a public service that provides the community with safe, accessible and environmentally - friendly public transportation by
way of bus. Delivery of service is provided by Saint John Transit, a commission of the City of Saint John. Service consists of scheduled routes,
some of which are guaranteed to be accessible, parallel service for the physically disabled, bus charters and site seeing tours. Focused on the
environment, the Transit Service offers a number of environmentally friendly park and ride transportation programs within the community and
the region.
2012 Transit Service Accomplishments and Performance
• Although Saint John Transit's fixed costs are spread over fewer service hours this
year, the revenue cost ratio has been maintained at 50 %, which continues to be
the highest recovery rate for cities in Canada with a population under 150,000.
• Installed 10 new bus shelters to both replace older dilapidated shelters and at new
locations.
• Actively participated in the Vibrant Communities study of transit as requested by
Common Council. The report from this study was presented to Common Council.
• In order to meet reduced hours of service, Saint John Transit delayed morning start
up times by an hour, reduced service from 10 pm to 6 pm on most feeder lines, and
reduced frequency on most of the other lines. Two routes were also eliminated.
The goal was to reduce service on routes that had the lowest ridership, but
recognized that these low ridership services are often critical to passengers who
depend on public transit for employment since such passengers are more likely to
travel at off peak times.
• With service reductions in 2012, ridership was expected to drop by around 150,000
rides per year, but in fact currently trending towards a ridership reduction of
around 10% or 250,000 passengers per year.
• In addition, currently overspending driver wages as a result of needing about
eleven extras each day during peak hours to meet volume demands that used to be
mostly met by the scheduled service at 117,000 service hours.
Percentage of citizens satisfied with the
overall level and quality of the Transit Service
100%
80%
v
L
60%
C)
40%
a
20%
0%
2009 2010 2011 2012
In 2009 -2011, citizens were very satisfied with the Transit Service
with an average of 80% very or somewhat satisfied well above the
municipal norm of 68 %. In 2012, there was significant drop in
satisfaction down to 56 %, likely as a result of service reductions.
Draft December 7, 2012 99 TE - 37
2013 Initiatives, Major Projects and engineering Service Delivery Highlights
• Continue to deliver 96,000 service hours.
Transit — Service Levels and Resources
Routes
• Service within 500 m of 85% of city
residents
• Main Routes: Monday to Friday —
(6 /7am to midnight), frequency is 20
minutes peak; 40 minutes off peak
• Feeder Routes: Monday to Friday —
6 /7am — 6pm, frequency of 30 -60 min
• Suburban Service : Monday to Friday
(two trips morning and evening)
• Saturday service is less frequent on
mains and feeder routes; Sunday
service is limited for four main routes
and Harbour Bridge; No service on
Statutory Holidays
Other Service Provision
• Comex Service (as requested) at net
financial benefit to City
• Low entry buses for wheelchair
accessibility and riders with mobility
impairment —on scheduled routes
• Bike racks available on new buses
• Handi -bus service — available by
reservation Monday- Saturday 7am —
7pm with later hours (10pm) Tuesday
and Thursday; within City limits the
cost is $5,00 one way
• Charter bus service and City tours
available for service fee
• 96,000 service hours of service
• Projected 2.5 million ridership (2012)
• Fare range of $2.50 - $3.50 /
Representing approximately 50% tax
subsidy
• In 2012, Saint John Transit reduced
annual service hours by 18% from
117,000 hours to 96,000 service hours.
To meet best practice service standards
that the Commission believes is the
correct goal for Saint John Transit,
would require about 120,000 service
hours per year. To target a sustainable
cities goal of 18 to 20% of the trips
taken in the Saint John area would likely
require in excess of 160,000 service
hours.
• With regards to suburban service, best
practices would suggest three return
trips in both the morning and
afternoon, provided they could be
operated with in a four hour period in
the morning and a four hour period in
the afternoon. A noon hour trip would
also be preferred as part of the
standard. Service standards should
represent the goal based on best
practices.
Total Expenditures $ 6,517,991
Revenue $4,992,000
Administrative / Other Support Services
• Finance - administration
Draft December 7, 2012 100 TE - 38
Parking Service
The Parking Service is a public service that provides all citizens access to both on- street (meters, permits, special events) and off - street (hourly
and monthly parking locations) places to park within the uptown area of the City. The service is managed through the Saint John Parking
Commission and is responsible for conducting research to maintain current data that supports the efficient operation of both on- street and off -
street parking facilities in meeting public needs; establishing a permanent coordinating system of parking facilities; planning, designing, locating,
acquiring, holding, constructing, improving, maintaining and operating, owing, leasing, either in the capacity of lessor or lessee, land, buildings
and facilities to be devoted to the parking of vehicles of any kind.
2012 Parking Service Accomplishments and Performance
• Internal business processes have been implemented to streamline the parking ticket
dispute and summons processes. Improvements in these areas will decrease the
amount of administrative work required to process the summonses for parking
violations, as well as a potential cost savings in summons delivery.
• The City of Saint John, in 2012, invested in several new parking meters to replace the
aging parking infrastructure (70 meters) currently employed on- street. The new
parking equipment is anticipated to increase meter revenue and improve the
experience of visitors to the uptown area.
• In 2012, the City of Saint John purchased and installed new alternate -side parking
signs for streets within the South - Central Peninsula. The new signs were developed in
response to concerns expressed by citizens about the current signs. It is anticipated
that the new signage will better communicate the alternate side parking regulations
and /or time restrictions to members of the public.
• Construction of the Carleton - Sewell Parking Garage was ongoing in 2012 and will be
open in January 2013. The parking garage will have a total of 447 parking spaces and
will be used for both short -term and long -term parking. '
• Completed review of the feasibility of implementing pay -by -phone technology (as per
Council resolution). Technology will result in easier payment methods for citizens and
reduce effort required to process tickets.
Percentage of citizens satisfied with the
overall level and quality of parking availability
100%
80%
L
0 60%
v
40%
a
20%
0%
2009 2010 2011 2012
Citizens have remained consistent in their satisfaction with parking
availability in Saint John from 2009 -2012.
Draft December 7, 2012 101 TE - 39
Revenue for 2012 will be lower than budget projection as the rate increase was implemented in implemented in August (due to by -law
amendment requirements and equipment reprogramming).
2013 Initiatives, Major Projects and engineering Service Delivery Highlights
• Repeal of the traffic and parking meter bylaws to revise to support better enforcement and parking capacity.
• Replace remainder of on- street parking meters.
• As per Council's direction, implement pay -by -phone service.
• Commission new parking garage as part of the Peel Plaza capital project. Of note, the parking garage will be managed by the Saint John
Parking Commission.
Draft December 7, 2012
102
TE - 40
Parking — Service Levels and Resources
Manage all on- street parking including:
• maintenance of meters and pay -and-
display machines;
• parking by -law enforcement;
• issuance of residential and temporary
parking permits;
• support for snow bans;
• and parking administration (processing
- including tickets, complaints,
customer service)
Not included in the allocated resources is
the service provided by the Saint John
Parking Commission. Expenditures are
not budgeted for under the City's general
fund operating budget, rather under the
Commission's budget.
The Commission manages off - street
(surface lot) parking including.
• 620 metered and pay- and - display on-
street parking spaces
• 37,000 average number of tickets
issued (annual)
• 900 average number of residential
parking permits issued (annual)
• 400 average number of temporary
parking permits issued (annual)
• Cost of on- street parking is $2.00 per
hour
• 37 Commission surface lots
• 2,200 Commission surface lot spaces
• 4 Commission centrally located
parking garages
• As a result of staff cuts in the Finance
Department in 2012, supervisory and
administrative responsibilities related
to parking tickets, summonses and
court processes have been transferred
to the Saint John Parking Commission.
Any reduction to staffing levels would
significantly reduce customer service
levels and hinder summons and court
processes.
• It is anticipated that the current level of
enforcement costs (Corps of
Commissionaires) will increase by 2 %. If
no increase in budget amount is
approved, the SJPC would have to
reduce the number of enforcement
officers on- street which would reduce
the number of tickets issued and
associated fine revenue.
•
2,100 Commission centrally located Ability to meet revenue projects are
•
parking garage spaces impacted by slow economic growth and
favourable weather (i.e., less ticketing
as a result of snow bans).
Wages & Benefits $76,030
Goods & Services 484,349
Total Expenditures $560,379
Revenue
$1,900,000
Full Time Equivalent Positions (FTE)
Inside Workers 1.5
Total FTE
1.5
Administrative / Other Support Services
• Road and Sidewalk Services — parking
signage, alternate side parking and
winter parking restrictions,
• Finance and Administrative Services
— administration and purchasing
• Legal — by -law amendments, parking
tickets (court)
Draft December 7, 2012 103 TE - 41
Finance and Administrative Services Overview
The Finance and Administrative Services team enables the delivery of municipal services that are effective and
efficient in meeting the needs of our community. Service delivery focuses on responsible financial management
and sustainable life -cycle management of the City's physical assets (including fleet, facilities, real estate, and
materials management).
Organizational Goals
To establish the City of Saint John as a service - based, results oriented, high performance public service
organization.
Service Based
• Considering the needs of the
community as a whole
• Creating opportunities for
citizen feedback and input
• Responding effectively and
efficiently to address
community needs
Results Oriented
• Fund the services provided to
the community using
sustainable financial resources
• Ensure corporate assets are of
high quality, fully utilized and
meet established standards
High Performance
• Collaborative, strategically
minded workforce
• Culture focused on contributing
to community goals through
service delivery
• Resource conscious and
accountable for results
Financial
Management Service
Finance
Pension Administration
Property Assessment
Asset
Management Service
Purchasing & Materials
Management
Risk Management (Insurance)
Fleet Management
Facilities Management
(Includes Carpentry ShoplCity Hall)
Real Estate
Draft December 7, 2012 FAS - 1
104
Administrative Services Summary
Draft December 7, 2012 FAS - 2
105
Approved
2013
Projected Expenditures
2012
Expenditures
Revenue
FTE
2014
2015
2016
Financial Management Service
Finance
1,861,641
1,962,447
258,000
24.00
1,911,885
1,939,978
1,879,252
Assessment
1,244,474
1,285,071
1,301,098
1,327,120
1,353,662
Total Service
3,106,115
3,247,518
258,000
24.00
3,212,983
3,267,098
3,232,914
Asset Management
Purchasing and Materials Management
1,082,953
971,819
5,000
12.00
990,903
1,009,206
1,027,926
Risk Management (Insurance)
157,977
2.00
162,573
166,020
169,554
Liability Insurance
633,605
596,700
596,700
596,700
596,700
Fleet Management
1,231,969
1,081,302
33.00
1,006,745
936,725
855,209
Facilities Management (inc Carpenter Shop /cityHall)
3,230,956
3,450,008
142,780
16.00
3,528,225
3,613,050
3,732,601
Real Estate
397,986
371,310
2.00
380,198
389,130
398,306
Total Service
6,577,469
6,629,116
147,780
65.00
6,665,344
6,710,831
6,780,296
Total Finance and Administrative Services
$9,683,584
$9,876,634
$405,780
89.00
$9,878,327
$9,977,929
$10,013,210
Draft December 7, 2012 FAS - 2
105
Table of Contents — 2013 Service Plans
Financial Management Service ................................................................................................................... ............................... FA - 4
AssetManagement Service ........................................................................................................................ ............................... FA
- 8
MaterialsManagement ......................................................................................................................... ...............................
FA
- 9
Insurance and Risk Management ........................................................................................................ ...............................
FA -
12
FleetManagement .............................................................................................................................. ...............................
FA -
14
FacilitiesManagement ........................................................................................................................ ...............................
FA -
21
RealEstate ........................................................................................................................................... ...............................
FA -
28
Draft December 7, 2012 FAS - 3
106
Financial Management Service
The Financial Management Service team provides guidance to Common
Council, the Corporation and a number of the City's agencies, boards and
commissions to ensure that resources are used in a fiscally responsible and
sustainable manner. The service is responsible for financial planning,
control, and decision - making required for the organization to achieve its
financial objectives with respect to service delivery, providing advice and
information that helps to ensure that decisions are informed and made in a
timely manner. The Financial Management team manages the accounting
systems that support financial reporting requirements that allow service
areas to be both accountable and successful in meeting their service
objectives. The service also plays an important role in customer service
relations with our citizen's, rate payers and vendors.
Compliance with regulatory and legislative reporting
requirements
Focus on financial planning and policy development
Growth in the community
Global economy
Organizational capacity
Expectations related to accountability / performance reporting
Emerging technology
2012 Financial Management Service Accomplishments and Performance
• Completion of the Inventory listing of Tangible Capital Assets for Public Sector Accounting (PSA)
• Initiation and progress on Project to have the City of Saint John PSA Compliant for December 31, 2012 Financial Statements
• Support the implementation of findings from the payroll process review conducted in 2011.
• Continued payroll audits
• Automated Municipal Financial Statements — CaseWare Project
• Worked collaboratively with the Transportation & Environment Service Team to provide financial analysis for the a more cost - effective solid
waste collection model for the City of Saint John that recommended in -house collection to residential customers at an estimated savings of
approximately $500,000
• Coordinated Annual Audits
Draft December 7, 2012 FAS - 4
107
• Supported the 2012 service -based budget process, working collaboratively with the Corporate Planning Team to continue the transition to a
service -based approach to budgeting.
• Completed compliance audits
• Processed payments for goods and services acquired (9,000 cheques / 24,000 invoices)
• Collected money owed to the City for services rendered ($97,000 cash receipt transactions)
• Cash flow analysis done on a regular basis to ensure the City maintains sufficient funds for its day -to -day operations and to minimize
borrowing cost
• Administered funding agreements signed between the City and the Federal and Provincial governments
• Budget reports and analysis
• Maintained low debt service ratio (10.54
• Supported responsible capital spending through long term forecast and project prioritization
• Sent out 17,400 (6 x 2,900) metered bills, 27,600 (2 x 13,800) flat rate bills, 1,500 miscellaneous bills for a total of 46,500 invoices per year
• Processed approximately 5,200 water and sewerage delinquent notices (annual average)
• Conversion from Radix to Sensus Meter Software
• Underwent process alignment with Pension Plan Custodian
• Produced and provide annual report to Pension Members
• Produced annual employee Pension Statements
• Continued to provide employees /retirees with accurate and timely benefit calculations and information regarding the Pension Plan
Draft December 7, 2012 FAS - 5
108
2013 Initiatives, Major Projects and Financial Management Service Delivery Highlights
• Completion of the Tangible Capital Assets for Public Sector Accounting for years 2011 and 2012
• Completion of Policy for managing and sustaining the City's Capital Assets
• Investigate an asset management solution for the accounting of capital assets of the City
• Complete Value for Money P3 Financial Analysis on Safe Clean Drinking Water
• Support the Water & Sewerage By -Law review
• Support resolution of expired negotiated water contracts
• Automate PSAB Financial Statements — CaseWare Project
• Implement PSAB's section 3150 - Tangible Capital Assets and consolidate City of Saint John financial statements and Agencies, Boards and
Commissions
• Coordinate Annual Audits and special project audits
• Support a coordinated approach to the 2013 service -based budget process
• Compliance Audits
• Develop a Debt Management policy
• Implement new banking software solution
• Co- ordination of disability applications with 3rd party claims provider
• Members Report
• File all required regulatory filings for the Pension Plan
Draft December 7, 2012 FAS - 6
109
Financial Management - Service Levels and Resources
• Accounting — oversees the production of financial statements and reports for the
• Effective planning and stewardship of
Wages & Benefits
$1,959,077
City and agencies such as Saint John Non - Profit Housing, Transit, Parking and
financial resources provides the
Goods & Services
545,370
Industrial Parks. This service includes Chart of Accounts design and maintenance,
leadership required to ensure the
Recoveries
-542,000
account reconciliation and year -end auditing functions.
long -term viability of the Corporation.
Total Expenditures
$1,962,447
• Cash Management — projects cash flow requirements, ensures all funds received are • Sound financial management practices Full Time Equivalent Positions(FTE)
deposited in the City's bank account, sufficient funds are available for the City's day- support the effective and efficient Management 4.00
to -day operations and borrowing cost is minimized. delivery of City services — ensuring the Inside Workers 20.00
• Debt Management — manages long -term debt instruments to ensure rea City can do what it planned to do in Total FTE 24.00 sonable contributing to the achievement of a
debt levels are maintained and financial obligations are promptly paid. vision for the community.
• Long -term Financial Plan- develops long -term financial strategies to maintain
sustainability and financial stability.
• Revenue Billing and Collection — responsible for the collection of monies owed to the
City for services rendered. This service includes the billing and collection of funds
for a number of services, most notably Water & Sewerage services.
• Accounts Payable — pays the Corporation's financial obligations for goods and
services acquired.
• Payroll - Process annual payroll of fifty two million dollars. Weekly payroll processing
for 980 + employees.
Process annual pension payroll of twenty five million dollars, monthly payroll
processing for 850 + pensioners.
Complete numerous benefit and payroll requests from internal customers
• Pension Administration — Administrative services to the City of Saint John Pension
Plan
Provide administrative support to the Pension Board, regulatory compliance
employee /retiree benefit calculations, fund administration, monitoring and service
providers, member communications and retention of actuarial services
• Strong financial management processes
also make it easier for the City to report
back to its stakeholders on how well it
has achieved its objectives; enhancing
accountability in local government.
Draft December 7, 2012 FAS - 7
110
Asset Management Service
Asset Management incorporates the processes of selection, maintenance,
inspection and renewal of the City's physical assets. The goal is to minimize
the whole life cost of assets that are needed to deliver public services that
the community requires. The responsibilities for management of the City's
assets are shared by the following areas Fleet, Facilities Management,
Purchasing and Materials Management, and Real Estate.
Service Delivery
Compliance with regulatory and legislative service requirements
Focus on asset management
Global economy
Emerging technology
Organizational capacity
Service requirements and expectations
In ensuring the effective life -cycle management of the City's corporate assets several service programs are delivered to support efficient public
services address the needs and interests of the community.
• Materials Management
• Risk Management (Insurance)
• Fleet Management
• Facility Management
• Real Estate
Draft December 7, 2012 FAS - 8
111
Materials Management
Materials Management is an enabling service that is responsible for providing professional procurement advice and services including:
• the promotion of competitive bidding for the City's needs through the preparation, issuance and receiving of various types of bid
solicitations such as public tender calls, requests for proposals and invited bids;
• monitoring compliance with the City's Procurement Policy, the Public Purchasing Act of the Province of New Brunswick and applicable
legislation and Trade Agreements;
• maintaining an internal inventory of commonly used parts and materials including automotive parts, water stock, and general
merchandise;
• administration of the Corporate Procurement Card Program; and
• disposal of surplus equipment.
2012 Materials Management Accomplishments and Performance
Police Headquarters (PHQ) Facility
Awarded tenders /Request for Proposals for various goods and services required including:
• Public Plaza Tender • Moving Services
• Public Safety Communication Centre Consoles • Athletic Equipment
• Furniture
Sewell /Carleton Street Parking Garage
• Shelving
• Provided procurement advice to the Saint John Parking Commission for the procurement of signage, video surveillance equipment, and
revenue control equipment.
Draft December 7, 2012 FAS - 9
112
Other Major Procurement Projects
• Successfully completed the competitive bid process for the following projects:
o Nick Nicolle Community Center Revitalization — Phase I
• Core Service Review Professional Services
• Professional Audit Services (4 year engagement)
• Advisory Services — Safe Clean Drinking Water
o Market Place West— Phase I Revitalization
o Purchase of (3) sanitary packers
Inventory Stores
• Achieved the best results to -date on the annual physical inventory count. Discrepancies have shown a steady decrease from year to year.
This year's physical inventory continued that trend with a 1% improvement over the previous year.
2013 Initiatives, Major Projects and Materials Management Service Delivery Highlights
• Work with all departments to achieve a standard tender template for construction bids.
• Incorporate required changes to procurement documents to enhance PSAB reporting.
• Enhance the 5 *22 Safety Program within the Inventory Stores Area.
• Eliminate the Police Clothing Inventory from Central Stores and relocate to the Police Headquarters.
Draft December 7, 2012 FAS - 10
113
Materials Management - Service Levels and Resources
• Ensure all City departments continue to comply with all are required Procurement
Legislation and required City Policies including:
• City's Procurement Policy
• New Brunswick Public Purchasing Act
• Atlantic Procurement Agreement
• Agreement on Internal Trade
• NB / Quebec Agreement
• Procure required goods and services for all City departments through established
tendering and request for proposal procedures.
• Provide a link to the vendor community on all matters relative to the procurement
of goods and services.
• Maintain internal inventory of approximately 2,000 commonly used parts and
materials to provide City departments with required goods in a timely fashion.
• Administration the City Corporate Procurement Card Program.
• The competitive bid process and
increased competition results in lower
costs and therefore, ensures taxpayers
receive the best products and services
at the lowest cost.
• Reduce operational expenses through
the inventory of routinely used goods
and hard to source items.
• Resource levels of procurement staff
directly impacts project timelines and
service delivery for the requesting
departments.
Wages & Benefits $833,758
Goods & Services 138,061
Total Expenditures $971,819
Revenue
Sale of Surplus $5,000
Total Revenue $5,000
Full Time Equivalent Positions(FTE)
Management
1.00
Inside Workers
4.00
Outside Workers
7.00
TotalFTE
12.00
Draft December 7, 2012 FAS - 11
114
Insurance and Risk Management
Insurance and Risk Management is an enabling service provided to the Corporation that is responsible for the protection of the City's assets and
its ability to provide the services required to achieve community outcomes by reducing its exposure to loss through prevention, mitigation, and
the acquisition of insurance. In order to protect the public's interest against damage or liability claims that may occur as a result of the City's
delivery of public services, it is necessary to put in place and administer Risk Management practices and insurance policies of the appropriate
type and size.
2012 Insurance and Risk Management Accomplishments and Performance
• Managed 400 claims
• Helped developed Risk Management practices on Sidewalk management and winter snow removal /parking ban.
• Obtained approval to implement Facility User Insurance Program, researched and approved by council.
• Reduced overall claim count by 13%
• Reduced claim payments by 30% approx ( approximate number due to long -tail claims)
• Revamp procedures for Insurance specifications for projects, instead of one size fits all, tailor the requirements to the specific project to give
best value and protection for money.
2013 Initiatives, Major Projects and Risk Management Service Delivery Highlights
• Recommendations to departments on Risk Management practices in relation to Parks, Sidewalks, Water repairs and Fleet Management
practices.
• Develop new Risk Management policy to be implemented with council approval
• Implement Facility Users Insurance program
• Develop Business Continuity Plan
• Source and implement claims management and certificate tracking software.
• Implement recovery program from insurance companies for insured related losses from third parties involving /damaging city property.
Draft December 7, 2012 FAS - 12
115
• Review revenue generation possibilities for City services that may involve an insurance company relating to fire protection or police services.
• Develop more comprehensive incident /accident reporting for insurance related losses, develop on -line reporting to ease information sharing
• Implement driver's license review to ensure all fleet operators have valid licenses.
• Form Risk Management committee to review vehicle accidents /incidents.
Risk Management - Service Levels and Resources
• Advising on insurance coverage for City contracts
• Acquires and recommends coverage for City along with various agencies, boards
and commissions.
• Develop Risk Management practices for claim avoidance.
• Handling claims and direct outside claim handlers such as adjusters or legal counsel
on city claims.
• Analyzing past losses to develop Risk Management practices to limit future losses.
• Sound risk management practices
support the effective and efficient
delivery of City services - ensuring the
City limits its own liability, protects
City assets and to protect the public
from damage.
• Potential to generate revenue to
ensure all city damage relating to
insurance claims is recovered.
• Ensuring the right amount of coverage
is demanded on City contracts to limit
cost and limit exposure to the City's
assets.
Wages & Benefits $138,045
Goods & Services 19,932
Total Expenditures $157,977
Full Time Equivalent Positions(FTE)
Inside Workers 2.00
TotaIFTE 2.00
Draft December 7, 2012 FAS - 13
116
Fleet Management
The City of Saint John owns, operates and, manages a fleet of of 350 vehicles and equipment, including an additional 800 small engine
equipment assets provided for use to various City of Saint John departments who deliver services to the community. Fleet Services, who are
responsible for vehicle maintenance, vehicle acquisitions and vehicle asset disposals, includes a team of 33 management, technical and
administrative professionals who provides front line departments with their vehicle and equipment needs on a year round basis.
2012 Fleet Management Accomplishments and Performance
Organizational Initiatives
• Utilized Optimum Replacement Point (ORP) analysis to complete cost - benefit analysis (i.e. repair vs. replace) of various City -owned vehicle
and equipment which are nearing the end of their expected useful life
• Fleet disposals of 73 fleet assets generating residuals values of $270,846
Operational Efficiency
• 2012 Vehicle Replacement Program recommendation (and adopted by Council in October) including City Manager- New 36 month vehicle
lease; SJ Water - (4) one ton to % ton trucks; Municipal Operations - Front line sanders, one -ton trucks, garbage packers, and line painting
equipment; Arenas: (2) ice machines; SJFD - (1) pumper; SJPF - (6) patrol sedans and (3) unmarked sedans; Misc: Bldg. Insp. and Fleet
• Worksafe NB Compliance Orders
• Vehicle and equipment inventory per PSAB 2010
• 2011 Fleet Staff Performance Reviews
Draft December 7, 2012 FAS - 14
117
• SJPF 2012 replacement vehicle program
• 2012 Fleet staffing (per Local #18 C.A staffing requirements) including Foreman (1 new position - Welding Shop); Sub - Foremen (6 new
positions); Mechanics (2 replacement positions); Skilled Worker - Hoist
• Revised Fleet Duty Manager role
• Implementation of NBCC and District #8 Co -Op Student program
• Renew rental vehicle contract (completed April, 2012)
• Reduced previous year rental vehicle damage claims
• Fleet Main Hoist (Rothesay Avenue) replacement recommendation (adopted by Council September) — December install
Accountability and Transparency
• Reviewed SJFD fleet service and Fleet response including service accountability level reviewed; established monthly meetings with SJFD
managers and Fleet; provided additional mechanical support for SJFD mechanical technician; and improved financial and administrative
accountability (i.e. provided monthly vehicle maintenance reports)
• Monitored EMO Command Trailer maintenance schedule that included conducting monthly Fleet Inspections and developing a mechanical
repair assessment SOP.
Risk Management
• Developed a pre - operational vehicle inspection program for implementation requiring vehicle operators to conduct daily vehicle inspections
• Developed standard fleet specifications
• Implemented the 5 *22 fleet facility inspection program
• Implemented a comprehensive Fire Safety Plan for the Rothesay Avenue fleet facility
Draft December 7, 2012 FAS - 15
118
2013 Initiatives, Major Projects and Fleet Management Service Delivery Highlights
Major Fleet Projects
• Fleet Policy recommendation approval and implementation, including departmental "Service Level Agreements" and "Fleet Core Service
Review"
• Continuation of the Right Size Fleet program — remaining city vehicle disposals per Mercury Associates review recommendations and
departmental surplus (i.e. budget reductions)
• Distribute new employee identified vehicle fuel supply cards and supply contract (Irving Oil Ltd.)
• Completion of Automatic Vehicle Locators (AVL) program installation including the complete installation in remaining 200 vehicles,
assessment of vehicle data and, renegotiate supply agreement or develop and implement in -house operating solution
Organizational Initiatives - High -Level Review of Fleet Operations
• Develop an annual business plan and fleet report
• Develop and implement the administration of optimizing "Fleet Utilization" (i.e. alternative transportation, vehicle needs analysis, etc.)
• Implement a new Fleet Management System (i.e. Fleet Focus M5) to catalogue fleet inventory, create and monitor vehicle maintenance and,
identify process improvements
• Issue monthly summary reports of key fleet statistics to Management
• Create a Fleet Advisory Board
• Develop a business case for a New centralized Fleet Facility
• Investigate new revenue opportunities
• Report on established KPIs for Fleet Services at the departmental and staff levels
• Continue development of Standard Operating Procedures (SOPS) for functions within the Fleet Services
• Complete the mechanical Tractor and Trailer apprenticeship program
Draft December 7, 2012 FAS - 16
119
Operational Efficiency - Governance of Fleet Management Functions
• Develop Fleet policies, procedures, & Service Level Agreements (SLAs)
• Implement a formal fleet training program for Management and Staff based on industry recognized certiciation programs (i.e. NAFA
CAFM /CAFS or APWA certification)
• Implement outside mechanical welding, autobody repair, vehicle towing and automotive parts and tire supply service contracts
• Vehicle and equipment inventory control to meet Public Sector Accounting Board (PSAB) requirements and to support asset management
• Review, assess and develop a proactive Fuel Management (FM) program (absent in Mercury Assoc. report)
• Review, assess and develop a Vehicle Rental Management (VRM) (absent in Mercury Assoc. report)
• Create individual "Business Units" service based budgets (i.e. Mechanical Shop, Welding and Autobody Repair, and Tires)
• Commenced the development of the City of Saint John Vehicle Policy
• Developed and implemented a SharePoint site for Departmental Maintenance status report
• Expand SharePoint site for Departmental requests to include Rothesay Avenue Shop Work Requests
• Additional Fleet Technical and Administration Support (in deference to a Superintendent and additional Clerk III positions)
• Complete Fleet PSAB 2011
• Reassign responsibility and enhance City of Saint John property housing vehicle and equipment assets (i.e. security cameras and automated
vehicle authorization access)
• Re- implement /establish Fleet Preventative Maintenance Program: program for entire Fleet
• Implement organizational wide "Pre- Operational Vehicle Inspections — Operator Requirements"
• Replace HTE Fleet deficiencies with new Fleet Management software
• Identify and assess Heavy Truck Weights (i.e Operating within legal limits - N.B. DOT)
• Review and Refurbishment Fleet "Dump Body ": Potentially a fraction of the cost to replace
• Improve and establish Fleet 5 *22 accountability status
• Organize monthly service level Fleet meetings with Managers,
Draft December 7, 2012 FAS - 17
120
• Continue monthly facility Inspections
• Weekly Tool Box Talks (Sub- Foremen role ?)
• Staff Training Matrix
• Rothesay Avenue Site - Fleet Facility Clean Up and Re- Organization
• Fleet Job and Work Order Process review: Foremen monitoring and supervision, invoice processing and stock inventory control
• Supply Contract status;
• Complete vehicle Automatic Vehicle Locator system (AVL) installs
• Renew auction services contract (April 2013)
• Towing (Loyalist Towing)
• Subject to Common Council Approval of the 2013 Capital Budget:
• Replace and purchase new 2013 Fleet Replacement program
• Accelerate the 2006 SJFD pumper apparatus program and replace one pumper
Accountability and Transparency - Review of the Fleet Business Model including the Chargeback System
• Develop and implement a new internal Vehicle Rate Fee system (i.e. Capital charge back rates based on depreciation & future residual
values)
• Initiate a Fleet "right size" exercise
• Develop a 20 year Strategic Vehicle Replacement Program so as to capture the optimum vehicle life cycle which in turn identifies annual
capital funding requirements and maximizes residual values,
• Continue to use the vehicle optimum replacement point (ORP) tactical replacement analysis methodology
• Manage the Vehicle Reserve Fund balance in harmony with ORP analysis to support annual funding requirements,
• Develop a comprehensive, proactive customer relationship management program,
• Complete the development of a detailed inventory and established replacement costs and remaining useful asset life for over 1,100 vehicle
Draft December 7, 2012
121
FAS - 18
• Implemented the use of weekly timesheets and time entry to record and report on staff utilization
• Developed custom reporting tools through our financial management system to report on completed and outstanding work orders;
departmental building maintenance expenses; staff utilization; as well as other performance management measures
• Developed the framework for a voluntary internal customer satisfaction survey on SharePoint
• Establish new Key Performance Indicators (KPIs) for maintenance response time, overall project completion time, estimates vs. actual costs,
accounts receivable, customer satisfaction
• Complete a customer satisfaction survey
• As time and resources permit:
o Implement a voluntary internal customer satisfaction survey on SharePoint
• Develop and implement service level agreements or guidelines for the provision of Fleet services to internal departments
• Report to Common Council on the current state of City -owned vehicles and equipment to assist with future capital planning
Risk Management
• Continue to develop Standard Operating Procedures (SOPS) for equipment operated by in -house personnel, as time permits
• Implementing a comprehensive Fire Safety Plan for the Rothesay Avenue fleet facility
Draft December 7, 2012 FAS - 19
122
Fleet Management - Service Levels and Resources
• Provision of Fleet maintenance, vehicle rentals, fleet fuel managment, and AVL • Sound Fleet management practices
management services for 350 City -owned vehicle and equipment with a value of support the effective and efficient
over $35 million: delivery of City services.
• Identification and prioritization of maintenance and capital renewal requirements • Manage risks associated with
through routine inspections, vehicle condition assessments, and consultation with compliance with Federal and Provincial
user departments. legislation
• Management of routine and preventative maintenance programs which has
historically represented up to $3 million in fleet maintenance costs annually
• Identification and management of energy reduction strategies through audits,
project implementation, and monitoring
• Management of standing offer agreements for maintenance services with external
Contractors and /or other service providers
• Comply with Federal and Provincial legislation including, but not limited to:
o Province of N.B. Motor Vehicle Act
• Occupational Health and Safety Act
• Clean Environment Act
Draft December 7, 2012
• Vital to the support of over $35 million
in Fleet assets and management
• Support operations to focus on front
line service providers while managing
internal Fleet issues
• Reduce operational expenses through
the implementation of preventative
maintenance and sustainable energy
management strategies
• Enhance proactive maintenance by
way of an agressive vehicle
"Preventative Maintenance" program
123
Wages & Benefits
$2,270,986
Fleet Services
$2,042,457
Fleet Administration
$228,529
Goods & Services
$4,005,600
Fleet Services
$3,978,604
Fleet Administration
$26,996
Total Expenditures
$6,276,586
Internal Recoveries ($5,195,285)
Fleet Fuel Recovery ($1,653,750)
Fleet Maintenance ($3,127,010)
-Equipment Maintenance ($159,000)
- Vehicle Use ($255,525)
Net Expenditures 1,801,302
Full Time Equivalent Positions (FTE)
Management
1.00
Inside Workers
2.00
Outside Workers
30.00
- Fleet Services
20.00
-Welding and Autobody Shops
6.00
Small Engine Shop
2.00
Fuel Truck
1.00
Tire Shop
1.00
Total FTE
33.00
Administrative /Other Support Services
• Legal
• Materials Management
• Property Management
• Finance
• Information Technology
• Human Resources
FAS - 20
Facility Management
The City of Saint John owns and manages a portfolio of over 80 buildings, including tourist information centers and destinations, historic
properties, community and recreational facilities, maintenance and storage depots, police and fire stations, and administrative buildings. A
portion of these buildings are occupied by support staff who deliver services to the City. Other buildings are utilized by the public for
community events /activities, to support recreational needs, and in some cases to provide a shopping experience, as provided by the Saint John
City Market.
Facility Management is comprised of a team of administrative and technical professionals that provide building maintenance, capital renewal,
and energy management services for City -owned buildings on a 24 -7 basis. Facility Management also includes an in -house Carpentry Shop that
completes requests for user departments, as well as in -house Building Maintenance personnel who support the operation of the Saint John City
Market.
2012 Facility Management Accomplishments and Performance
Building Project Highlights
• Broke ground on Phase 1 of the Nick Nicolle Community Centre Revitalization
• Installed new Fire Alarm Systems at four City -owned Arenas, Fleet Garage, and City Market
• Completed third and final phase of the new Vehicle Exhaust System at Fleet Garage
• Responded to approximately 1,600 work requests at City -owned buildings to address urgent, routine, and preventative maintenance
requirements, representing approximately $1.1 million in maintenance costs
• Police Headquarters (PHQ) Facility at One Peel Plaza
• Shop drawing and submittal review for critical building systems
• Review materials and construction from a long term maintenance and serviceability perspective
• Engaged contractors in standing offer agreements for approximately 15 different preventative maintenance services
• Building system operator training
• Start -up and commissioning of building systems
• Development and implementation of comprehensive Fire Safety Plan
• Planning and implementation of building takeover at substantial completion of construction
• Implemented post- construction warranty management
Draft December 7, 2012 FAS - 21
124
Organizational Initiatives
• Completed the development of a detailed inventory and established replacement costs and remaining useful lives for over 2,000 building
system components (Tangible Capital Assets — TCAs) for all City -owned buildings to meet Public Sector Accounting Board (PSAB) requirements
and to support asset management
• Developed an Occupancy Agreement between the City and the Board of Police for the occupancy and management of the new Police
Headquarters (PHQ) facility
Operational Efficiency
Commenced the development of Standard Operating Procedures (SOPS) for functions within the Facility Management Division, as time
permitted
• Developed and implemented a SharePoint site for Departmental Maintenance Requests as well as the tracking thereof
Accountability and Transparency
• Implemented the use of weekly timesheets and time entry to record and report on staff utilization (i.e. time allocated to projects,
inspections, general administration, etc.)
• Developed custom reporting tools through our financial management system to report on completed and outstanding work orders;
departmental building maintenance expenses; staff utilization; as well as other performance management measures
• Established various Key Performance Indicators (KPIs) for the Facility Management Division at the departmental and staff levels, and
established KPI baseline data for future performance goal setting and management
• Developed the framework for a voluntary internal customer satisfaction survey on SharePoint
• Re- established City Market Merchants' Association as well as various other new merchant /management committees
Risk Management
• Calculated Facility Condition Indices (FCls) for all City -owned buildings based on estimations of deferred maintenance and building
replacement costs to assist with comparative analysis of facilities and prioritization of projects
• Used Equivalent Annual Cost (EAC) Analysis and priority matrices to complete cost - benefit analysis (i.e. repair vs. replace) of various City -
owned facilities that are nearing the end of their expected useful life
Draft December 7, 2012 FAS - 22
125
• Commenced development of Standard Operating Procedures (SOPs) for equipment operated by in -house building maintenance personnel, as
time permitted
• Implemented mandatory requirements for Contractors to sign in and out of City -owned facilities and to carry City - provided identification
badges
• Developed and held the first bi- annual mandatory Contractor Orientation session for service providers working on facility related projects
• Commenced the development of a standard form of construction Contract as well as a shift to the use of National Master Specification (NMS)
as a basis for all future facility related tenders
• Developed standard "front end" specifications (e.g. instructions to bidders, health and safety, etc.) for use on future facility related tenders
• Developed and implemented a formal facility inspection program and construction site review program
• Developed and implemented an organization wide Asbestos Management Program
• Developed and implemented a comprehensive Fire Safety Plan for the Fleet Garage
• Negotiated and executed 14 over - holding leases for the City Market
• Collected lease payment arrears in excess of $120,000 in the City Market
• Increased City Market bench revenue by almost 25% over previous two years
2013 Initiatives, Major Projects and Facility Management Service Delivery Highlights
Major Building Projects
Subject to Common Council Approval of the 2013 Capital Budget:
• Continue the Revitalization of the Nick Nicolle Community Centre with Phase 2 of the project
• Begin Phase 1 of the Renewal of the City Market Head Tower
• Construct Shoreline Protection System and pathway down to beach at Mispec Park Beach
Draft December 7, 2012 FAS - 23
126
Police Headquarters (PHQ) Facility at One Peel Plaza
• Provide 24 -7 maintenance and operation services for PHQ facility
• Develop and implement Standard Operating Procedures (SOPs) related to the operation and management of the PHQ facility
• Continuous testing and commissioning of building systems
• Post - construction warranty review and management
Organizational Initiatives
• Physical relocation of departments and staff in relation to the Organizational Re- alignment and "Restack" of City Hall
• Implement and administer Occupancy Agreement between the City and the Board of Police for the occupancy and management of the new
Police Headquarters facility
Operational Efficiency
• Establish new Key Performance Indicators (KPIs) for maintenance response time, overall project completion time, estimates vs. actual costs,
accounts receivable, customer satisfaction
• Report on established KPIs for the Facility Management Division at the departmental and staff levels
• Continue development of Standard Operating Procedures (SOPS) for functions within the Facility Management Division, as time allows
• Expand SharePoint site for Departmental Maintenance Requests to include Carpenter Shop Work Requests
Accountability and Transparency
• Complete a customer satisfaction survey for the City Market
• Rebrand the City Market
• Develop and publish a Tenant /Merchant Handbook for the City Market
• Develop and present a year -end report for the City Market summarizing sales, revenue, promotions, merchant mix, and other notable
information
Draft December 7, 2012 FAS - 24
127
• As time and resources permit:
• Implement a voluntary internal customer satisfaction survey on SharePoint
• Develop and implement service level agreements or guidelines for the provision of Facility Management services to internal
departments
• Report to Common Council on the current state of City -owned buildings and the potential use of Facility Condition Indices (FCIs) and
priority matrices to assist with future capital planning
Risk Management
• Continue to develop Standard Operating Procedures (SOPs) for equipment operated by in -house personnel, as time permits
• Develop a Standard Operating Procedures (SOPS) for facility inspections
• Develop Strategic Marketing Plan for City Market
• As time and resources permit:
• Implement a standard form of construction Contract as well as a shift to the use of National Master Specification (NMS) as a basis for
all future facility related tenders
• Complete Asbestos Surveys and develop facility specific Asbestos Management Plans for high priority facilities identified in the
Asbestos Management Program
o Develop Fire Safety Plans for all City -owned public facilities
Draft December 7, 2012 FAS - 25
128
Facility Management - Service Levels and Resources
Provision of building maintenance, capital renewal, and energy management
services for over 80 City -owned building assets with a value of over $130 million and
an average age of 30 years, including:
• Tourist information centers and destinations
• Historic properties
• Community and recreational facilities
• Maintenance and storage depots
• Police and fire stations
• Administrative buildings
• Excludes water and wastewater treatment facility buildings
• Excludes Agencies, Board, and Commission(ABC) buildings
• Identification and prioritization of maintenance and capital renewal requirements
through routine inspections, building condition assessments, and consultation with
user departments, currently representing approximately $45 million in cumulated
deferred maintenance
• Management of routine and preventative maintenance programs which has
historically represented the completion of approximately 1,400 -1,600 work orders
or up to $1.1 million in maintenance costs annually, including in -house maintenance
(e.g. Carpenter Shop)
• Development, implementation, and management of capital renewal projects which
has historically represented an average of $4 to $6 million in capital costs annually
• Identification and management of energy reduction strategies through audits,
project implementation, commissioning, and monitoring
• Sound facility management practices
support the effective and efficient
delivery of City services, ensure public
safety, and improve accessibility and
functionality of City -owned buildings
• Manage risks associated with
compliance with Federal and Provincial
legislation
• Vital to the protection of over $130
million in building assets and
management of $45 million in
cumulated deferred maintenance
• Allow operations to focus on external
facing services rather than dealing with
facility issues
• Reduce operational expenses through
the implementation of sustainable
energy management strategies
Wages & Benefits
$1,533,181
Facility Management
566,538
Carpenter Shop
619,358
City Market
347,285
Goods & Services
$6,218,441
Facility Management
2,333,798
Carpenter Shop
239,518
City Market
589,980
City Hall
1,979,795
Street Lighting
1,075,350
Internal Recoveries
($2,292,000)
Facility Management
(1,872,000)
Carpenter Shop
(420,000)
Total Expenditures
$5,459,622
Revenue
$763,880
Facility Rentals
75,250
- City Market Rentals
621,100
City Hall Sublease
67,530
Total Revenue
$763,880
Full Time Equivalent Positions (FTE)
Management
1.00
Professional
2.00
Inside Workers
5.00
Outside Workers
13.00
- Carpenter Shop
9.00
- City Market
4.00
TotaIFTE
20.00
Note: City Market expenditures, revenue and
FTEs recorded in Growth and Development to
support Economic Development — managed
through Facilities Management
Draft December 7, 2012 FAS - 26
129
Facility Management - Service Levels and Resources Continued
• Completion of comprehensive analysis for space optimization, changing functional /
operational needs, feasibility studies, and life cycle renewal of existing and proposed
facilities
• New Brunswick Building Code Act
• National Fire Code of Canada
• Fire Prevention Act
• Occupational Health and Safety Act
• Boiler and Pressure Vessel Act
• Electrical Installation and Inspection Act
• Plumbing Installation and Inspection Act
• Elevators and Lifts Act
• Heritage Conservation Act
• Clean Environment Act
• Day to day operational management of the Saint John City Market, including:
• Negotiation and administration of over 20 long term leases
• Administration of 60 -80 temporary occupancy agreements annually
• Merchant /tenant relations
• Marketing and promotions
• Managing accounts receivable and accounts payable
• Process and policy development
• Resource levels directly contribute to:
• Reactive versus proactive
maintenance
• Magnitude of the backlog of service
requests and deferred maintenance
• Degree of ability to comply with
legislative requirements, including
asbestos management, fire safety,
and environment
• Inability to manage facilities
currently operated by ABCs and SJ
Water
Administrative / Other Support Services
• Legal
• Materials Management
• Fleet
• Finance
• Real Estate
• Information Technology
• Human Resources
Note:
• City Market managed through facility
management, but contributes to the
Growth and Development Services
Program
• Street Lighting managed though facility
management, but contributes to Urban
Environment Service Program
Draft December 7, 2012 FAS - 27
130
Real Estate
Real Estate Services professionally manages the City's real estate holdings from an acquisition, disposition and asset management perspective.
Real Estate supports the Municipality's' interests in land matters for capital and operating initiatives and also responds to the public's inquiries
regarding the City's real estate assets. Revenue generation from real property leases and licenses complement the cost saving work involved
with the annual organization, analysis and referral (as necessary) of approximately 800 municipally owned property tax notices.
2012 Real Estate Accomplishments and Performance
• Acquired 31 various interests in real property; supporting Harbour Clean up primarily (Lift Stations and pipe work).
• Referred 13 property tax notices resulting in approximately $19,2000 in savings, bringing the 4 year running total to more than 70 successful
referrals and more than $200,000 in annual savings
• 11 land sales, licenses or leases (e.g. pipe crossing agreements, leased lots, communication towers, signage etc) completed generating more
than $32,000 gross revenue and annual revenue which is captured in the bullet following.
• Managed the revenue streams of more than 40 real property agreements /uses resulting in $130,000 of revenue annually.
• Initiated 7 and completed 5 Stop up and Closures of unused public right of way to support municipal capital projects or private initiatives
• Facilitating 13 PAC applications for municipal projects e.g. variance and rezoning applications for the location of municipal infrastructure such
as pumping stations.
• Managing an additional 80 real estate files which have a variety of current status.
2013 Initiatives, Major Projects and Real Estate Service Delivery Highlights
• Acquiring real property interests for infrastructure renewal both sanitary and water as well as watershed protection. Historically 40 to 60 real
property interests are negotiated per year.
• Finalizing the last of the necessary acquisitions for Harbour Clean Up; supporting the installation and build out of 23 lift stations and
thousands of meters of pipe.
• Acquiring real property interests for storm water and transportation capital projects.
Draft December 7, 2012 FAS - 28
131
• Analyze and refer (appeal) as necessary the 800 +/- tax bills.
• Managing the PSAB requirements in municipal land related requirements.
Real Estate - Service Levels and Resources
• Acquiring land interests for municipal projects
• Actively manages the City's Real Estate Assets (e.g., tax management, surplus land
sales)
• Provides professional analysis of land values, negotiating strategies and advice
around real property matters throughout the organization
• Reports to Council in such land matters
• Sound property management practices
support the effective and efficient
delivery of City services - ensuring the
City has access and /or ownership to
land required for the delivery of
municipal services or capital projects.
• Aggressive management of the tax roll
has resulted in a cumulative savings of
$725,000 since 2009 supporting the
organizations cost control initiatives.
• Revenue streams in the form of land
agreements, land sales and any
ensuing development generate highly
desired revenue and tax base for the
City. More than $100,000 of annual
revenue is under management in this
category.
Wages & Benefits $181,535
Goods & Services 49,775
Property Tax (Land) 140,000
Total Expenditures $371,310
Total Revenues $113,000
Full Time Equivalent Positions(FTE)
Management* 0.00
Professional 2.00
TotaIFTE 2.00
* Management position paid for out of the
Saint John Industrial Parks budget and
allocates time in the amount of 0.35 FTEs
Draft December 7, 2012 FAS - 29
132
Strategic Services Overview
Strategic
The Strategic Services team supports the organization in leading innovation and responding to the constant
Services
changes in our environment, economy and society. Organization and service goals are achieved by employing a
innovation ' and
collaboration'
strategic approach to effective communication; facilitating collaborative service delivery planning and policy
in the community through
development that engages the public in the decision - making process; managing relationships with other levels of
• Creating opportunities for
government, communities and organizations; maximizing the use of information technology to support
Human
Resources Service
continuous improvement of service delivery; and building a high performance public service. Strategic Services
and technology
plays a key role in championing organizational collaboration through the Senior Leadership Team and ensuring
• Responding effectively and
service delivery supports Council and Corporate Priorities and Strategic Plans. This area is also responsible for
Corporate
measuring and reporting to Council and citizens on organizational performance to improve accountability for
Planning Service
service delivery.
community needs
• Build capacity the
Intergovernmental
Organizational Goals
Affairs Service
To establish the City of Saint John as a service - based, results oriented, high performance public service
Corporate
organization.
Communications Service
Service Based
Results Oriented
Information Technology
High Performance Systems Service
• Considering the needs of the
• Respond to constant changes
• Collaborative, strategically
community as a whole
in the community through
minded workforce
• Creating opportunities for
communication, collaboration
• Culture focused on
citizen feedback and input
and technology
contributing to community
• Responding effectively and
• Demonstrate value for
goals through service delivery
efficiently to address
investment in the community
• Resource conscious and
community needs
• Build capacity the
accountable for results
organization to effectively and
efficiently deliver service
Draft December 7, 2012
133
ST -1
Strategic Services Summary
Draft December 7, 2012 ST - 2
134
Approved
2012
Expenditures
2013
Revenue
FTE
Projected Expenditures
2014 2015
2016
Human Resources
1,289,937
1,428,037
10.20
1,424,028
1,446,708
1,429,933
Corporate Planning
505,331
499,585
3.20
508,243
515,704
523,323
Intergovernmental Affairs
143,151
148,658
1.20
153,556
158,403
163,023
Corporate Communications
521,346
521,505
3.20
531,892
541,500
550,836
Information Technology Systems
1,946,235
2,087,058
60,600
17.20
2,132,591
2,178,727
2,220,102
Strategic Services Budget
$4,406,000
$4,684,848
$60,600
35.00
$4,750,310
$4,841,042
$4,887,217
Draft December 7, 2012 ST - 2
134
Table of Contents — 2012 Service Plans
Human Resources............
Corporate Planning..........
Intergovernmental Affairs
Corporate Communications ........
Information Technology Systems
Draft December 7, 2012
.............................................................................................................. ............................... ST -4
............................................................................................................ ............................... ST -10
............................................................................................................ ............................... ST -16
............................................................................................................ ............................... ST -21
135
...................................................... ............................... ST -25
ST -3
Human Resources
We provide support services aimed at ensuring "a skilled and
knowledgeable workforce demonstrating commitment, integrity and
responsibility in service to the citizens of Saint John." Our sub - services
include human resources, salary and benefits administration, job staffing,
employee training and development, industrial relations, performance
management, organizational development and employee health and safety
programs. Provides Human Resources services that support the strategic
direction of the organization in the achievement of corporate goals and
achievements — a service based, results oriented, high performance public
service organization.
2012 Human Resources Service Accomplishments and Performance
Human Resources, Salary, and Benefits and Administration
Compliance with regulatory and legislative requirements
Focus on strategic plan, human resources planning, priority setting and
policy development
Organizational effectiveness
External labour market and economy
Emerging technology
• Administered employment and provided related services for 650 employees plus casual employees (benefits, personnel records, training,
salary, total compensation)
• Administered employment and provided related services for 860 + pensioners
• Managed 43 Return to Work Cases
• Managed 19 Workers Compensation Cases as of Oct 24, 2012
• Administered Outside Workforce Career Development System, 293 permanent employees
• Implemented new Performance Review software and updated and supplied training materials
• Co- ordinated Scheduling of Outside Workforce training
• Completed Benefits Audits
• Conducted Long Service Recognition and Retirement Banquet; Honored 33 Long Service employees and 72 retirees
• Prepared for Transition to New Records Management System — On -going
Draft December 7, 2012
136
ST -4
• Improved the Return to Work Program, including new OMA for Outside Workforce
• Implement Attendance Management Program for all employees —Policy has been drafted
Organizational Development
• Supported the on -going implementation of the new Organizational Alignment and culture change
• Prepared Three -Year Staffing Forecast for the Outside Workforce
• Initiated Development of succession management strategy
• Developed & delivered corporate coaching program
• Carried out Tal Op function mapping analysis for HR services
• Provided Internal Consulting Services to managers
• Implement a Respectful Workplace Program that will facilitate cultural change. Policy has been drafted
Occupational Health and Safety
• Established uniform standards of operational safety effectiveness across the organization
• Facilitated 15 accident investigations and required follow up in all service areas
• Achieved a Lost Time Accident Frequency Rate 33% lower than our Industry group in 2012
• Implemented new Manual Material Handling Program in Saint John Water (SJW) and Transportation Services to reduce back injuries and
other types of and musculoskeletal Injuries
• Provided value -added Safety Program Development and Internal Consulting Services to all Departments
• Protected the City's Corporate Compliance Record and Due Diligence Posture
Job Staffing
• Staffed 254 positions - Internal and External Candidates
• Successfully Delivered Year Three of the LEAD Program
• Conducted numerous orientation sessions & on boarding activities
• Administered workplace reduction arising from 2012 budget process
Draft December 7, 2012
137
ST -5
Performance Management
• Completed performance reviews for employees in our outside workers, non union all management /professional groups
• Conducted Performance Management Training for all new managers and supervisors
• Monitored completion of Performance Reviews for each Employee Group
Industrial Relations
• Maintained positive relations with Employee Groups and resolved issues through Mutual Interest Committees
• Finalized new Collective Agreement with Outside Workers, C.U.P.E Local #18
• Finalized new Collective agreement with Inside Workers, C.U.P.E Local #486
• Concluded Fire Negotiations and the Arbitration Process (IAFF Local # 771)
• Managed Rights Arbitrations, various workforces
• Managed Grievance Process, various workforces
• Carried out special investigations related to matters of employment
• Managed the disciplinary process, all workforces
Training and Development
• Managed Outside Workforce Career Development Training System
• Designed, developed and delivered in consultation with departments on the Job Training (OJT) and related Outside Workforce Operational
Training
• Delivered 21 In -house safety training programs
• Liaised with Government Departments, Agencies and Professional Associations to integrate current standards of certification and licencing
into the Outside Workforce Career Development System
Draft December 7, 2012
138
ST -6
2013 Initiatives, Major Projects and Human Resources Service Delivery Highlights
Human Resources, Salary and Benefits Administration
• Continued improvement to the Return to Work Program
• Transition reporting to align with new Career Development System, Outside Workforce
• Implement Attendance Management Program for all employees
• Align HR Records with Corporate Records Management System
• Update Job Descriptions and Job Profiles for management /professional staff and outside workforce
Organizational Development
• Review and update Human Resource Policies and Administrative Procedures, and manage the Implementation of Human Resource Policies
and Administrative Procedures
• Implement a Respectful Workplace Program that will facilitate cultural change
• Design a Corporate Wellness Program —draft scope and begin implementation
• Support the on -going implementation of the Organizational Alignment and Culture Change, and support Implementation of the Core Service
Review
• Design an employee communication /engagement strategy in partnership with Corporate Communications
• Develop a Succession and Recruitment Plan that will allow the City to attract and Retain Individuals that will support the Organization in
achieving its Goals and Delivering Quality Service to the Public
• Further develop & implement corporate coaching initiative
• Provide internal consulting services to all City Departments
Occupational Health and Safety
• Increase operational effectiveness of the 5 *22 through communication, training, and audits
• Enhance 5 *22 Performance Reporting and Accountability
• Provide Manual Material Handling Program to all Operational Departments
• Facilitate Development of standard Operating Procedures, all Operational Service Areas
Draft December 7, 2012
139
ST -7
• Provide internal consulting services to all City Departments
Job Staffing
• Staff vacant positions, all workforces, in accordance with approved 2013 establishment
Performance Management
• Implement Performance Reviews for all employees in the Fire Service
• Review, Update and Communicate Probationary Performance Evaluations and Processes
• Develop and implement new administrative model and communication strategy to increase compliance with respect to performance review.
Industrial Relations
• Prepare for Negotiations with C.U.P.E Local #18, Outside Workers
• Prepare for Negotiations with C.U.P.E Local #486, Inside Workers
• Strengthen Mutual Interest Processes with all City Workforces
Training and Development
• Develop an orientation package for managers on Human Resource processes
• Develop and deliver Foreman / Operator Training in progress
• Review and Revise Training Structures to ensure Alignment with Operational Requirements and New Employment Structure
• Develop and Manage Outside Workforce 2013 Training Plan
• Develop and Manage Career Training System for Inside Workers
Draft December 7, 2012
140
ST -8
Human Resources - Service Levels and Resources
• Develop and review existing plans that support succession planning, recruitment,
performance management, employee wellness and recognition and employee
orientation.
• Benefit administration
• Manage staffing process for all employee groups
• Collective agreement administration
• Mutual Interest Committee facilitation
• Grievance administration
• Update interpretive guidelines
• Interpretation and administration of Collective Agreements
• Employee development including performance reviews, training and development,
and coaching
• Manage Return to Work program for all Employee Groups, including Workers
Compensation claims
• Facilitate Job Evaluation
• Deliver bi- monthly orientation sessions
• Negotiations
• Provide internal customer service
• Provide guidance and support to managers and employees on a variety of
employment issues
• Complete numerous benefit and payroll requests from internal customers
• Create awareness of employer obligations Consult with manager in all service
areas in regards to safety improvements
• Participation in various corporate projects and initiatives
• Deliver internal consulting services for all HR services
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141
• Supports the organization is building
capacity to effectively and efficiently
delivery service to the public and
respond to change.
• Ensure compliance to legislation
governing employees in the workplace
• Increase organizational capacity.
• Improve organizational performance.
• Fulfilling employer obligations.
• Human Resources is currently staffed at
70 *strength in total, and at 50% of its
management complement. Effective
execution of the 2013 Service Plan for
this area is contingent upon full staffing
of human resources services.
• Unplanned service demands requiring a
program response are inevitable and
consume significant resources and
reduce ability to carry out service plans.
The Tal Op function mapping and ISN
interventions were two such examples
in 2012.
Wages & Benefits $905,029
Goods & Services 523,008
Total Expenditures $1,428,037
Full Time Equivalent Positions(FTE)
Management
2.20
Professional
2.00
Non -Union
6.00
TotaIFTE
10.20
ST -9
Corporate Planning
Corporate Planning provides strategic guidance and support to the
Corporation in being a service - based, results oriented, high performance
public service organization. The area is responsible for coordinating
strategic planning processes that ensures service delivery aligns with the
vision and goals for Saint John; facilitating a corporate -wide performance
methodology that support the Corporation in meeting its accountability
objectives; providing project management for corporate initiatives that are
transformative in nature; managing a service process improvement
program that looks at end -to -end processes with a goal of improving
effectiveness and efficiency; and conducting research and analysis in support
of policy development.
2012 Corporate Planning Service Accomplishments and Performance
Emergence of consultation and collaboration as a decision - making tool
Expectations for transparency and accountability in local government
Organizational capacity
Requirement to respond to evolving needs of the community
Focus on strategic planning and demonstration of results
Strategic Planning
• Developed a high -level plan to complete the strategic planning process (based on the City's planning framework adopted by Common
Council) inclusive of Council orientation and priority setting, corporate strategic plan and the 2013 service -based budget process.
• Designed and managed the delivery of a Council Orientation Program that incorporated input and feedback on expectations from the
previous Council. The program was conducted over four sessions and was intended to provide information related to process, service
delivery and the financial position of the City to support Council's decision - making. A bus tour was included as part of the program to provide
an opportunity for Council to see the impact of their decisions through the implementation of policy, plans, and strategies.
• Designed and carried out a public engagement program that included community workshops (with over 200 participants at four ward located
workshops) , on -line consultation (over 400 surveys started), and statistically valid survey tools to inform Council's priority setting, core
service review and the 2013 service -based budget process. The program was supported by a number of consultants; however, Corporate
Planning staff was responsible for the overall management of the program and reporting of engagement results.
• Managed Council's priority setting process including development of a Terms of Reference for external facilitation services, administrative
support to deliver Council's priority setting sessions, guidance in drafting Council's priorities and development of a communications strategy.
Draft December 7, 2012 ST - 10
142
Designed and facilitated a strategic planning process for the P.R.O. Kids Board. This involved working with Community Development staff and
board members to redefine a vision and mission for P.R.O. Kids and identify key outcomes and actions to focus resources.
• Review and update of the Corporate Strategic Planning was planned for 2012. In terms of 2012 accomplishments, outcomes and planning
objectives where outlined in a more strategic and integrated planning approach to support Council's priority setting and the budget - process.
Given staffing levels in Corporate Planning (with vacancies throughout the year) and corporate capacity, the planning processes will be
completed in 2013. As a result of the Council's priority setting, the planning process will better align and support the achievement of council's
goals and objectives.
Project Management
Continued project management support for the implementation of a customer service improvement strategy that focuses on the
development of corporate customer service standards, development of a training program, and implementation of a customer relationship
management (CRM) solution and software. Work in 2012 consisted of working collaboratively with the City's Information Technology team to
secure an early adopter agreement that will support a CRM solution that will result in significant savings to the City, drafting of corporate
standards and mapping service processes to support the implementation of CRM software.
• Completed a corporate resource leveling process to understand commitments to corporate initiatives and projects to better understand
organizational capacity to support the achievement of Council, service and legislative priorities and requirements (Wigs & Pigs). Work
involved supporting service areas in defining over thirty -five (35) corporate initiatives /projects including high -level scoping of goals and
objectives and identifying resource requirements. Additional work included developing a definition of a corporate initiative /project, criteria
for prioritizing, integrated schedule (Gantt chart) of projects, resource allocation and analysis of internal service support requirements.
• Provided detailed project planning facilitation and project management support for the Public Sector Accounting (PSA) corporate projects
being led by Finance and Administration Services. This is a multi - project initiative (total of three projects) that will ensure the City is
compliant with provincially legislated Public Sector Accounting standards.
Draft December 7, 2012 ST - 11
143
Performance Management, Service Improvement and Organizational Effectiveness
• Engaged services of Ipsos Reid to conduct an independent, statistically valid citizen surveys, focused on understanding the needs and
concerns of our citizens, assess citizen satisfaction and service performance, and support continuous improvement of service delivery.
• Continued focus on performance reporting, researching SharePoint as a potential performance dashboard and how to better utilize the City's
web -site to report service results. Given staffing levels in Corporate Planning (with vacancies throughout the year) and corporate capacity,
the more detailed planning and implementation of accountability and reporting tools will be completed in 2013.
• Managed the first year of a multi -year core service review. This involved the development of a Terms of Reference and engagement of an
external service provider. Year one results include an inventory of public- facing services, core service assessment (continuum), identification
of service opportunities for change and analysis of year one service opportunities for cost savings or service improvements.
• Continued support for the design and implementation of an organization realignment that will establish the City as a service - based, results
oriented, high performance public service organization. More specifically in 2012, provided consulting advice and support for the
development of competency based position profiles for the senior leadership team and the next management level down, documentation of
organizational structure for service areas, transition of the City's establishment into the new organization alignment, and completion of
service -based budget documents.
• Research of organizational structures and service responsibilities across many Canadian municipalities to determine best practices for
reporting relations related to legislated services, specifically legal and service typically delivered through the Common Clerk.
• Worked in collaboration with the Information Technology team to create a corporate policy governing organizational use of mobile devices.
Budget Planning
Finalized the initial phase of implementation of a service -based format for budgeting in early 2012. Significant work was required to
determine and documents new service levels and the impact of changes in service to implement the cuts identified as part of the 2012
budget process.
• Developed an integrated, strategic approach to the 2013 service -based budget process that incorporates Council's priority setting and a core
service review, all to be informed through a public consultation program to ensure decisions reflect the community's priorities. The approach
was approved by Council July 18, 2012.
Draft December 7, 2012 ST - 12
144
• Managed a coordinated approach to the 2013 service -based budget process. Working with the Financial Management service area, work
included a collaborative approach to setting budget guidelines, providing guidance to service areas in meeting service -based budget
expectations, analyzing budget submissions in terms of service level options (some of which will incorporate core service review results), and
finalizing the service -based budget package.
• Refinement of the service -based approach to budgeting, brining on -line a number of the City's enabling services and better estimating service
related expenditures to support the move to full- costing of service.
2013 Initiatives, Major Projects and Corporate Planning Service Delivery Highlights
Strategic Planning
• Design and facilitate a process to review and update the Corporate Strategic Planning, ensuring that it supports Council in achieving their
priorities and establishes the City of Saint John as a service - based, results oriented, high performance public service organization.
• Support Council in the detailed planning and identification of performance indicators required to successfully achieve the priority outcomes
and actions identified in Council's Priorities 2012 -16.
• Develop a coordinated strategic planning framework that supports the implementation PlanSJ principles across all services.
Project Management
• Continued support for the implementation of the improvements outlined in the Customer Service Strategy. This will largely involve continued
implementation of corporate customer service and communication standards, training program, customer relationship management (CRM)
solution (including process documentation and software implementation).
• Coordinate corporate initiatives (i.e., WIGs and PIGS) project management among service areas. This will involve the continued development
and maintenance of an on -line system to support a coordinated approach to the management of corporate initiatives to support the process
(i.e., WIGs and PIGs).
• Provide project management consultation for corporate initiatives like the implementation of the Public Sector Accounting (PSAB) projects.
• Provide project management for assigned corporate projects or initiatives as they arise.
Draft December 7, 2012 ST - 13
145
Performance Management, Service Improvement and Organizational Effectiveness
• Manage year two of core service review, focused on identification of cost savings or service improvements and supporting the service -based
budget process.
• Review of technology device deployment to ensure employees have the appropriate device for work requirements and that the charge back
program supports sound financial management of technological resources.
• Support the development of a Council reporting system that links Administrative recommendations to Council's priorities. This would include
reorganization of Council meeting agendas to support better decision - making.
• Design and publish an annual report that outlines progress on Council's priorities, results of key service performance indicators, and financial
position of the City.
• Support implementation of strategic communications by ensuring that information is available to create better awareness of community and
corporate strategic direction, demonstrate accountability for results, and facilitate public education that communicates what citizens can
expect as a result of service delivery.
• Develop and implement a framework to coordinate reporting of service performance metrics and PlanSJ service measures.
• Implement a web -based performance reporting tool, with continued focus on measuring and reporting on citizen satisfaction.
Budget Planning
• Continued coordination of service planning and improvements to the service -based approach to budget presentation.
Draft December 7, 2012 ST - 14
146
Corporate Planning - Service Levels and Resources
Strategic Planning
• Administer the City's planning frameworks
• Design and manage public engagement opportunities (as required)
• Lead or facilitate service -based strategic planning initiatives
• Research and analysis to support the Senior Leadership Team
• Build cross - functional teams to create citizen - focused outcomes
Project Management
• Manage corporate projects using sound project management principles
• Provide project management consultation for corporate initiatives
• Promote the use of corporate project management standards
• Establish and manage a corporate projects repository
• Provide project management training for the career progression program
Policy Analysis and Development (Corporate)
• Conduct research and analysis to develop policy recommendations
• Create opportunities to working collaboratively with key stakeholders
Performance Management (Service- based)
• Produce public performance reports by collaborating with service areas
• Provide guidance or advice as part of service area planning
• Facilitate development of performance indicators / service level standards
• Liaise with other municipal governments to develop 'best practices'
• Create a corporate performance dashboard to report on service metrics
Service Improvement
• Analyze service metrics to determine areas for service improvement
• Lead or facilitate corporate service improvement initiatives
• Provide subject matter expertise on the service alignment
• Participate as a subject matter expert for service area improvements
Service —Based Budget
Design and administer a service -based approach to budgeting
Support service areas in meeting budget objectives
Provide subject matter expertise on vertical service alignment
Draft December 7, 2012
Strategic planning and performance
reporting guidance supports the City
of Saint John in establishing itself as a
service - based, results oriented, high
performance public service
organization.
Corporate Planning supports the
organization in better
communicating strategic direction
and reporting results to the public,
providing a means to demonstrate
value for public investment in the
community.
• As a fairly new service area,
employees are developing in -house
expertise to conduct service reviews
for recommending and implementing
improvements.
• Reduced funding for translation and
design work will require strategic
thinking around the type and amount
of measures to report to the public.
• Assignment of unplanned initiatives
to the Corporate Planning work plan
may result in a change in direction or
in the execution of planned priorities
for 2013.
147
Wages & Benefits $332,720
Goods & Services 166,865
Total Expenditures $499,585
Full Time Equivalent Positions(FTE)
Management
0.20
Professional
2.00
Inside Workers
1.00
TotalFTE
3.20
ST -15
Intergovernmental Affairs
The Intergovernmental Affairs Office advances the City's financial and
policy interests in pursuing opportunities and addressing priorities of the
community. Intergovernmental projects within the City will be
coordinated, strategic and consistent with the objectives of the City of
Saint John. As a new function within the City's administrative structure,
the goal will be to work collaboratively with key stakeholders from other
levels of government, other organizations, and service areas, building
relationships and improving the outcomes of Common Council's priorities
for the community. The Office works to coordinate the City of Saint John's
grant applications, as well as serve as an information resource for the
Common Council on pending provincial and federal policies. In fulfilling its
responsibilities, the Intergovernmental Affairs Office will support the City in
establishing itself as a service - based, results oriented and high performance
public service organization.
Focus on intergovernmental collaboration to achieve planned outcomes
Focus on strategic planning, priority setting and policy development
Organizational capacity
Competition for funding and support for policy and regulatory change
Emerging internal coordination tools
Develop action plans to deliver strategic positions to external partners
2012 Intergovernmental Affairs Service Accomplishments and Performance
• Distributed findings from environmental scan on intergovernmental affairs and presented action plan on intergovernmental affairs.
• Investigated and interpreted developments in the federal and provincial government that will affect municipal interests and communicated
with Common Council and City Staff. Included briefing notes on Community Infrastructure Improvement Fund, Reception with local elected
officials, proposed Regional Service Commissions, Provincial Budget 2012, Cities of New Brunswick Association AGM, and Government
Renewal Program (GNB).
• Developed reports and /or presentations for Council, including: Orientation on Intergovernmental Affairs, Municipal Reform Action Plan (x3),
and Affordable Housing.
• Supported City of Saint John's participation and outcomes at Federation of Canadian Municipalities (FCM) and Cities of New Brunswick
Association (CNBA). In addition, maintained regular contact with other municipal associations, including Union of Municipalities of New
Brunswick, Association francophone des municipalites du Nouveau - Brunswick, and Association of Municipal Administrators of New
Brunswick.
Draft December 7, 2012
148
ST -16
• Contributed to the administrative support and municipal transition in and around Municipal Election 2012:
o In partnership with Corporate Planning, developed, implemented and evaluated data compiled through exit survey for Members of
Council 2008 -2012;
• In partnership with the Clerk's Office, orchestrated and supported pre - election information session for public and interested candidates;
• In partnership with Corporate Planning, developed and supported council orientation programming, including orientation on
intergovernmental affairs as well as bus tour;
• Designed and implemented introductory reception to support relationship building amongst all local, provincial and federal elected
officials from Saint John;
• Worked with the Board of Trade to design the private sector orientation for Members of Council and all other elected officials from Saint
John.
• In collaboration with Enterprise Saint John and Communications, contributed to the Intelligent Communities Forum in New York City and the
City's achievement of Top 7 Intelligent Communities. Encouraged the participation of provincial elected officials and orchestrated meetings
amongst distinguished guests during event.
• Developed process to solicit feedback, research policy alternatives and draft City of Saint John Position Paper on Local Governance Reform
2012.
To strategically deliver the City of Saint John Position Paper on Local Governance Reform 2012, the office of Intergovernmental Affairs
formulated and successfully implemented the Government Relations and Communications Plan:
• Directive to Members of Council and Senior City Staff to pursue access points within the Government of New Brunswick in order to
successfully deliver position;
• In partnership with Communications, developed strategy to effectively deliver position to the public and media;
• Provided review and analysis of implementation of Government Relations and Communications Plan.
• Facilitated the exchange of information and coordination on intergovernmental initiatives between City of Saint John Staff and Common
Council:
• Developed process to identify City projects to be pursued for external funding programs;
• Led the screening process to identify priority City projects under ACOA's Community Infrastructure Improvement Fund;
• In partnership with Communications and Facility Management, supported 2012 Community Recognition Award submission from the City
of Saint John;
• In partnership with Communications and local elected officials, successfully organized an announcement on GNB funding to the City tied
to Provincial Designated Highways.
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149
ST -17
o Supported City Staff on various matters, including Safe, Clean Drinking Water; Pension updates to external partners; Relationship with
DOT and ongoing financial arrangements; Shards of Time Project; Cultural funding in Saint John; Safety concerns tied two -way radio use in
SJ fleet; Saint John and Environmental Trust Fund; Model Municipal Access Agreement.
Facilitated the exchange of information and coordination on intergovernmental initiatives between City of Saint John, community partners,
agencies, boards and commission:
• Identified 6 City research projects in partnership with UNBSJ MBA Research Methods class, and supported interaction between class and
City of Saint John;
• Ongoing participation and support to the Board of Trade Government Relations Committee;
• Contributed to Enterprise Saint John's efforts around research on urban New Brunswick;
• Maintained ongoing intergovernmental support on SJ Industrial Parks endeavors;
• Supported intergovernmental objectives of Saint John Hotel Association, both linked to the developments on hotel taxation matters as
well as Saint John Trade and Convention Centre;
• Maintained an ongoing exchange of intergovernmental information and developments with Destination Marketing.
Acted as a conduit of information and influence between the City of Saint John and other governments:
• Relationship building amongst Senior City Staff and Senior Staff of the Department of Environment and Local Government;
• Orchestrated a bilateral exchange of best practices between the City of Saint John and the Government of New Brunswick on core service
review and the Government Renewal Program;
• Strengthened relationships with key senior public servants and decision - makers in Fredericton and Ottawa;
• Strengthened relationship with fellow municipal administrators linked to intergovernmental affairs from Moncton, Fredericton, and
Halifax.
Above and beyond regular correspondence, from January 2012 to end of October 2012, participated over 180 appointments and /or events
associated to intergovernmental affairs, including those with: elected officials; community /private sector partners; agencies, boards and
commissions; provincial public servants; City Staff /Council; and, municipal associations /partners. In addition, participated in over 20
different conferences or major meetings with linkages to government and external relationships.
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150
ST -18
2013 Initiatives, Major Projects and Intergovernmental Affairs Service Delivery Highlights
• Strengthen and enhance existing relationships between the City of Saint John and other levels of government, organizations and companies.
• Improve the City's performance in federal and provincial granting programs including development of an inventory of grant programs.
• Continue regular briefing materials to support intergovernmental coordination, development and communication to employees and Common
Council.
• Strengthen the City's participation in municipal (provincial and federal) associations.
• Coordinate a Saint John Day in Fredericton to advance policy and financial interest.
• Participate in pre- budget consultation of the provincial government.
• In partnership with the Strategic Services Team, develop the Government Relations and External Partnerships Plan to help in the successful
delivery of Council priorities.
• Internal /external marketing of intergovernmental affairs functions in the City of Saint John.
• In order to support a strong evidence -based approach to intergovernmental programming and direction, conduct an environmental scan
(biennial) of the City of Saint John's relationships with external partners.
• Solicit input from Council and City Staff, research and develop IGA Protocol and Best Practices, which will eventually govern all
intergovernmental matters linked to the City of Saint John.
• Continue providing high level analysis and strategic direction on the Province's Local Governance Reform program;
o Support City Manager with involvement in pan - provincial working on unconditional grant reforms;
• Support Commissioner of Finance with involvement in pan - provincial working group on municipal property assessment;
• Coordinate efforts in and around the transition into the regional service commission;
• Continue developing strategy and coordinating interaction between Senior City Staff, Members of Council, fellow municipalities and
provincial counterparts linked to local governance reform.
• Further materialize a Saint John forum to discuss cross jurisdictional priorities amongst elected officials (municipal, provincial, and federal).
Draft December 7, 2012
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ST -19
Intergovernmental Affairs - Service Levels and Resources
Support projects that require policy or financial support from other levels of
government in order to accomplish. Projects will include those defined by Council
priorities or otherwise advised by Council.
Support to agencies, boards, commissions and City Staff in developing, implementing
and monitoring intergovernmental initiatives.
Complete initiatives that will improve the effectiveness and efficiency of advancing the
City's financial and policy interests.
Coordinate and support the completion of grant applications to various funding
programs (varies annually).
Prepare correspondence, reports, presentations and submissions that support
intergovernmental initiatives.
Periodic updates to Common Council and Senior Leadership Team as required.
By- weekly meeting with the City Manager and Commissioner of Strategic Services on
progress of defined intergovernmental initiatives.
Build intergovernmental tools and infrastructure to ensure a strategic and sustainable
intergovernmental approach for the City of Saint John.
Develop briefing materials for Senior Leadership Team and Council within 24 hours of
pertinent developments /announcements from Government of Canada and
Government of New Brunswick.
Respond to all intergovernmental inquiries from City Staff, Members of Council,
community partners, agencies, boards, commissions, private sector and government
partners within 24 hours. If necessary, have action items formulated to advance
initiative /inquiry within one week of initial contact.
Provide briefing material to Members of Council and Senior City Staff prior to major
interactions with key external partners.
Draft December 7, 2012
152
Intergovernmental Affairs works with
other levels of government, regional
agencies and organizations to form
mutually beneficial relationships that
work to garner support and financial
resources that benefit the residents of
Saint John.
A reduction in travel over previous
years will limit the quantity of out -of-
province travel for the Inter-
governmental Affairs portfolio.
Innovative use of technology may help
to continue to build relationships out -
of- province.
Wages & Benefits $137,858
Goods & Services 10,800
Total Expenditures $148,658
Full Time Equivalent Positions(FTE)
Management 0.20
Professional 1.00
TotaIFTE 1.20
ST - 20
Corporate Communications
The City of Saint John serves its residents, businesses and visitors every
day by delivering a variety of public services and products. Corporate
Communications strives to provide public education and information that
will foster positive relationships between the City, our employees, our
citizens and other organizations. Corporate Communications works with
service areas across the Corporation to help the public understand what
they can expect as a result of delivery of municipal services and the value
their investment has in the community and to promote Saint John as a
great place to live, work and invest. Awareness and education are created
using various channels including print, online and media.
Organizational capacity
Public expectation with respect to all public service delivery
Regulatory / legislative requirements for translation, public notifications
Communication requirements for information and public engagement
Emerging technology for effective communication
Diversity in population (age, culture, accessibility)
2012 Corporate Communications Service Accomplishments and Performance
Note: As of March 2012 the department consists of two employees as a result of a vacancy (current establishment is three
permanent employees)which has had an impact on achieving planned initiatives.
• Key participant in the City's application and site visit to become a Top 7 Community as designated by the Intelligent Community Forum, an
international organization that studies the economic and social development of the 21st Century community. In 2012 Saint John was named
as one of the world's Top 7.
• Supported the ServiceSJ initiative by providing project support, communications counsel and advertising to encourage public participation in
the process.
• Supported Common Council to create priorities for their term.
• Continued efforts to ensure that the website reflects the communication needs of service areas and the public. This involved focused effort
to update news items and content daily.
Draft December 7, 2012
153
ST -21
• Published two issues of Insight Magazine, the official publication of the City of Saint John providing citizens and business with information
about city service and initiatives. Insight won the 2011 Canadian Public Relations Nova Scotia Award in the print category. Approximately
38,000 copies of each issue are delivered and made available to the residents and businesses. It is cataloged and available on the City's
website.
• Key organizer of the City's Volunteer Recognition Awards Dinner.
• Organized a number media events, working with the local media, City staff, other levels of government and other organizations, to create
awareness of the value of service delivery initiatives and highlights service levels including the launch of the new Rockwood Park map, the
dedication of the Emera Trail at Lou Murphy Park and the Market Place Asphalt resurfacing project and Harbour Bridge construction.
• Provided support to over five (5) emergency incidents that occurred after regular business hours (i.e., evenings, nights and weekends including
boil water orders, extreme weather notifications, road closures and flooding).
• Provided support (in a variety of service levels) to a number of community events including Glen Falls Clean Up, Carleton Community Centre
fundraisers, Crescent Valley Days, Winterfest, the Return of the Lighthouse, Best Places in Canada contest (City Market) and Royal Visit.
• Supported marketing efforts in Rockwood Park (including new printed maps, web presence and event collateral) and the Commuter
Challenge.
• Issued and posted (as of October 25) over 115 bilingual news releases, advisories and PSAs.
• Provided branding, collateral and communications support for the PRO Kids 10th anniversary dinner
• Provided strategic communications on a number of sensitive files and unplanned initiatives.
• Prepared and submitted various award submissions, working with other service areas (e.g., Community Recognition Awards (three
submissions), and several successful submissions for PIanSJ)
• Supported large- scale, ongoing projects such as the Harbour Bridge Construction, Harbour Clean -up, the Winter Management Plan and the
2012 construction season.
• Provided support for the EMO evacuation signs video project.
Draft December 7, 2012
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ST -22
2012 Initiatives, Major Projects and Corporate Communications Service Delivery Highlights
• Working with key stakeholders to complete a website governance model, ensuring that the responsibility of website content becomes part of
service delivery and that the site is strategic in meeting communications needs.
• Update the communications plan and strategy, focusing on the organizational responsibilities for communication.
• Work with key stakeholders and others in the organization to develop a social media policy.
• Design an employee communication /engagement strategy with Human Resources.
• Address needs for public education about City services and operations (from workshops).
• Continue to develop communications, brand and media relations standards.
• Continue to support and organize various community and media events, in order to promote service delivery and the City as a great place to
live, work and invest through various channels.
• Continue to provide strategic support as well as enable service areas to perform basic communication activities (such as notification).
Draft December 7, 2012
155
ST -23
Corporate Communications - Service Levels and Resources
• Provide 24 hour — 7 days a week communication support coverage in response to
emergency events (not including fire and police unless required otherwise).
• Website maintenance including updating news events and content, responding
to external requests from the public.
• Produce print collateral — Insight Magazine (2 issues) flyers, posters, print
advertising for various publications (over 100 pieces annually).
• Respond to media requests and media coordination within one business day (95
percent of the time). This accounts for approximately 25 % of the daily activity.
• Respond to request for information from the public, other levels of government
and other organizations) within two business days (95 % of the time).
• Support service areas in developing and executing communication plans and
products that educate the public on service initiatives and service levels and
responsibilities.
• Work with service areas to ensure communication meets quality standards.
• Monitor media and social media sites to ensure that communication reflects City
messaging.
Corporate Communications works with
service areas across the Corporation to
help the public understand what they
can expect as a result of delivery of
municipal services and the value their
investment has in the community,
promoting Saint John as a great place to
live, work and invest.
• Corporate communications strives to
foster positive relationships between
the City, our employees, our citizens
and other organizations building trust
and confidence in the City as a public
service provider.
• Common Council has adopted Priorities
for their term, one of which is strategic
communication.
• Organize, facilitate or assist community and media events and meetings
• At current staffing levels, the
(approximately 5 per year). department can only function in an
operational, reactive capacity, affecting
• Develop and delivering strategic messaging for the City of Saint John. ability to communicate and educate.
• Establish communications standards and processes across the organization, • Must consider ability of new staff to
improving organizational competencies, expertise and management practices to "ramp up" and training time.
support the delivery of high - quality communication services.
Draft December 7, 2012
• Unplanned and "ad hoc" work affects
ability to respond and response times.
• Full staff complement (3) is lower than
similar sized municipalities.
156
Wages & Benefits $286,333
Goods & Services 235,172
Total Expenditures $521,505
Full Time Equivalent Positions(FTE)
Management
1.20
Professional
1.00
Inside Workers
1.00
TotaIFTE
3.20
ST - 24
Information Technology Systems
Information Technology (IT) is responsible for delivering services to the Service Drivers
organization of The City of Saint John ( "organization ") in the form of Changing technology; maintenance and availability demands
network connectivity, IT hardware, telecommunications, and business
Security needs; protection of the City's information assets
process enhancements.
Leveraging technology for process improvement and cost effectiveness
IT value is as a partner service, rather than just a support service. IT Legislative requirements around protection of privacy
has the potential to help most business processes in the
Organizational capacity; needs of service areas
organization become more efficient.
IT further supports all of their services during regular business Expectations of internal users of information technology assets
hours by means of a service desk, and after hours via on call
technicians providing 24/7 coverage.
2012 Information Technology Systems Service Accomplishments and Performance
• New Police Head Quarters (PHQ) at One Peel Plaza:
• Designed PHQ network and firewalls to ensure security, appropriate segmentation, and system integration.
• Provided the Police Force expert guidance in creating required security documentation and certification.
• Purchased and commissioned necessary network and servers to deliver services required the Police Force.
o Test systems to ensure high availability and functionality.
• Moved Police Force technology to PHQ without affecting Police Operations.
• Manage and maintain IT in PHQ.
• No unplanned service outage in 2012.
o This includes maintaining the City's telephony and 911 services during a province wide service disruption in February.
• Deployed new desktops / laptops as part of the Evergreen Program and upgraded desktops and laptops to Windows7
o This was achieved in -house without hiring a contractor and saving $25,000.
• Introduced an improved server and network infrastructure maintenance program. The program that streamline and simplified
internal processes, and in addition save over 15% over maintenance costs.
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ST -25
• Restructured the backup and restore processes. The restructuring improves efficiency and allowed expanding City data stores to
grow and be protected.
• Implemented 3 external web sites which received over 2 million visits in 2012:
• saintjohnpoliceforce.ca — a new bilingual website for the Saint John Police Force.
• Tourism — designed website for the Destination Marketing Organisation.
• Transit — a new bilingual site for the City Transit
• Installed, configured, and migrated all users to a new eMail system (Microsoft Exchange 2010 and Symatec Vault 10) and security
authority. The transition was accomplished transparently without user knowledge or interaction.
• Migrate critical service data to a new disk storage solution (Network Attached Storage - EMC). The project involved:
• Load balanced storage delivery between disk storage solutions to improve performance and availability;
• Select and configure new backup tape location; and
• Worked with GIS to transition and implement a new City GIS system, ESRI.
• Support the Clerk's office in the implementation of new communications solutions for members of Common Council.
• Worked with Enterprise Saint John to identify projects and activities the City of Saint John has undertaken for recognition as a
Smart 21 Community by the Intelligent Community Forum (ICF). Participated in a stakeholder event to continue in the process to
have the City designated as one of the Intelligent Seven.
• Developed a new community web service for those with the Autism. The website allows information to be securely entered into a
database hosted by the City. The information is then available to Police officers and medical professionals in the event of an
incident. This was an excellent learning and collaborative experience between the City, the Police Force, the Horizon Health
Service, and UNB Nursing.
• Created over 50 reports and online systems for a variety of service areas including Common Council (system to track and report on
Council action resolutions) and Inspection Services (a Dog License registry and Animal control database).
• Supported the City's information management project with technical expertise and direction in relation to the implementation of
SharePoint 2010.
Draft December 7, 2012 ST - 26
158
• Completed 6,430 service calls from internal customers (a reduction of 5% over 2011). Service calls relate to application and
hardware issues.
2013 Initiatives, Major Projects and Information Technology Systems Service Delivery Highlights
• Business process improvements through the use of Sharepoint for most departments
• Implement and rollout SharePoint 2010. The implemented system will accommodate future implementation of Records
Management.
• Continue to support the implementation of customer service improvement strategy. Key contribution will be the implementation
and testing of the beta CRM software and procuring the final release version of the software. IT will also support the development
of business processes related to using the software to track and monitor service requests.
• Complete City wide upgrade of all desktops and Laptops to Windows 7 and Office 2010 for all City assets.
• Select and implement Mobile Device security for mobile devices and incorporate acceptable use in a revised Information
Technology Asset and Internet Policy.
• Review the Desktop Computer asset inventory and investigate cost reducing methods to deliver desktop services (e.g., Thin Clients
and VDI). The goal of this project will be to realize a $124,000 unsustainable cut to the service in the 2012 budget.
• Investigate and implement software to manage the City's fleet (vehicles and equipment).
• Continue to support all City information technology assets including maintenance and licensing agreements (including Financial
and 911 Systems), server replacements, and internal service requests.
• Investigate providing mobile dispatch services to Rothesay Regional Police Service and hosting digital evidence (fee for service).
• Develop and test procedures for back -up and restoration for data and system. This will involve
• Selecting and configuring new backup tape location; and
• Consolidate Police and City backups on a single solution.
• Complete a security test of the City's logical and physical networks and the information protection systems.
Draft December 7, 2012
159
ST -27
• Replace the City's central network Core. This will require increase performance and flexibility, and enable new technologies.
• Upgrade network infrastructure at the CGAC to support an Enterprise CCTV system.
• Implement a video conferencing system for City staff to leverage for City business. Video conferencing will reduce the travel
requires of staff.
• Expand the use of alternative technologies for enabling staff to complete roles; this includes Thin Clients, Virtual Desktops, and
tablets.
Information Technology Systems - Service Levels and Resources
Provide technology support for all aspects of corporate software as required for
service related operations ensuring software is available and is licensed, maintained
and upgraded based on an agreed upon lifecycle (approximately 20 different
applications)
• Exchange — email and calendar coordinations
• SharePoint — Intranet and Information Management
• External Web presences — hosting saintjohn.ca, and other web sites
• Shared drives — network drives for storing City documents
• Databases that store booking records for facilities, Parking Commission interfaces,
Billing applications, network health logs, GIs, Scheduling applications.
• CCTV recordings
• Building management and access control systems
• Enterprise resource planning (ERP), Work Order, and Financial Systems
• Support Emergency services
Draft December 7, 2012
• IT service delivery is integral to all
aspects of services delivered to our
citizens.
• Vital to the protection of the City's
information assets and citizens'
personal data.
• Enables effective and efficient
communications (internally and
externally).
• Supports continuous improvement of
service delivery by ensuring that
technology is utilized in a way that
makes service delivery more effective
and efficient. IT will need to work
collaboratively with other service areas
for project management and training
expertise support.
160
Wages & Benefits
$1,310,938
Goods & Services
860,020
Recoveries (Police HQ)
(83,900)
Total Expenditures
$2,087,058
Revenue
$60,600
Full Time Equivalent Positions(FTE)
Management 1.20
Inside Workers 16.00
TotalFTE 17.20
ST - 28
Service Levels and Resources Continued...
Support and maintain IT assets including:
• 600 desktops and laptop - replaced on a four year cycle as part of the Ever Green
Programme
• 30 Police Toughbooks PCs laptop - replaced on a four year cycle as part of the Ever
Green Programme
• 15 handhelds
• 40 printers
• 6 SmartBoards
• 115 Blackberrys / Smart phones, 165 Cell Phones, and 361 Data devices
301 IP Phones, 324 POTS phones and 76 Fax/ Modem lines
Provide consulting to assist service areas in evaluating, selecting and implementing
technology solutions including hardware and software
Manage, maintain and secure City's Local Area Network (LAN)
• 150 network devices (including firewall, telephony switches in city Hall, and Police
Infrastructure)
• 20 high speed links to other City facilities (eg Fire Stations, Municiple Operations
facilities, Police Stations)
• 25 links to small remote sites (Recreation Centers, Pumping stations)
• Remote access to employees (VDI and Netmotion) — travel and working from home
Manage the telecommunications system including cellular and desk phones and
validate /optimize usage and charges
Manage, maintain, secure and upgrade the citys servers and services including:
• Over 90 servers (physical and virtual)
• 20.4TB of data (including managing backups and restorations)
• Over 140 server and PC services and applications
• Maintain high availability of these servers (99.99% uptime)
Deliver internal customer service by providing solutions or work order supported
assistance for application, desktop and printer technical support through the IT Service
Desk
Draft December 7, 2012
161
ST - 29
Legislated Services
Legislated services are inclusive of the corporate offices outlined in the Municipalities Act. These include the City Manager's Office, The
Common Clerk's Office and the City Solicitor's Office. The budget also incorporates the planned expenditures related to Common Council.
Organizational Goals
To establish the City of Saint John as a service - based, results oriented, high performance public service organization.
Service Based Results Oriented High Performance
Considering the needs of the community
as a whole
Creating opportunities for citizen
feedback and input
Responding effectively and efficiently to
address community needs
Draft December 7, 2012
• Providing strategic leadership in delivery
cost - effective service to the community
• Ensuring access to Council and its decision
through corporate records management
• Protecting the interests of the City as a
corporation
162
• Collaborative, strategically minded
workforce
• Culture focused on contributing to
community goals through service delivery
• Resource conscious and accountable for
results
LS -1
Legislated Services Financial Summary
Draft December 7, 2012
163
Projected Expenditures
FTE 2014 2015 2016
2.00 408,334
Approved
2013
7.00 754,640
2012
Expenditures Revenue
5.00 717,007
732,261
746,903
City Manager's Office
399,574
401,268
Common Clerk's Office
813,130
735,400
City Solicitor's Office
823,759
703,834
Common Council
$ 2,496,385
$2,543,584
Mayor's Office
201,630
183,305
Council
427,500
382,480
Total Common Council
629,130
565,785
Legislated Services Budget
$2,665,593
$2,406,287
Draft December 7, 2012
163
Projected Expenditures
FTE 2014 2015 2016
2.00 408,334
415,387
422,600
7.00 754,640
769,623
784,905
5.00 717,007
732,261
746,903
186,360
189,439
190,957
386,120
389,675
398,219
572,480
579,114
589,176
14.00 $ 2,452,461
$ 2,496,385
$2,543,584
LS -2
Table of Contents — 2013 Service Plans
City Manager's Office
................................. ............................... LS -4
CommonClerk's Office ...................................................................................................................................... ...........................LS -7
(Legal Service) City Solicitor's Office ................................................................................................................ ..........................LS -12
Draft December 7, 2012 LS - 3
164
City Manager's Office
The City Manager's Office provides overall corporate management and
strategic and managerial direction to the Corporation of the City of Saint
John. The primary objective is to ensure that the administration operates
efficiently, cost effectively and in accordance policy set by Common
Council.
The City is striving to become recognized as a service - based, results
oriented high performance organization. The goal is to deliver service
that meets the needs of our community in a cost effective manner. In
Expectations for transparency and accountability in local government
Organizational capacity
Responsiveness to evolving service needs of the community
Priority on strategic planning and demonstration of results
Focus on building government, corporate and community relationships
Expectations for cost - effective service delivery
working to accomplish this goal, the City Manager is directly responsible
Growth and Development Services, Urban Environment Services, Transportation and Environment Services, Saint John Water Services, Finance
and Administrative Services, Strategic Services and Legislative Services.
The City Manager and senior administrative officers provide Council with information and advice on policy matters and ensure that Council's
decisions, policies and programs are executed. In addition, they oversee The City's operating and capital budgets and are accountable for long -
range and corporate plans for the organization.
2012 City Manager's Office Service Accomplishments and Performance
• Delivery of a service -based budget — working collaboratively with service areas to identify service reductions to offset the unfunded pension
liability (greater than S million dollars in the general and utility operating budgets)
• Facilitation of the development of affordable and sustainable options to address pension requirements, working collaboratively to seek input
from all stakeholders and supporting the transition to the Provincial task force
• Appointment of commissioners as part of the organization re- alignment initiative implementation and working collaboratively as a senior
leadership team to establish the City of Saint John as a service - based, results oriented, high performance public service organization
• Corporate leadership in facilitating support for Common Council's initiative of greater service efficiency through function mapping
Draft December 7, 2012 LS - 4
165
• Leadership for intergovernmental opportunities and challenges including representing the City's interests with respect to provincial mandates
on the implementation of Regional Service Commissions, local governance reform and revenue generation (i.e., alternatives to the
unconditional grant).
• Strategic guidance in the implementation of an integrated approach to the 2013 service -based budget process including Council's priority
setting and a multi -year core service review to determine what services the City should be proving and at what level
• Oversight in the development of policy and service recommendations that are intended to support cost - effective delivery of service that
addresses the needs and interests of the community
• Corporate support for the delivery of service and community development that aligns with the principles of PlanSJ including the development
of a long -term capital investment plan that support Council's priorities (i.e., Harbour Clean -up) and infrastructure asset management
2013 Initiatives, Major Projects and City Manager's Office Service Delivery Highlights
• Continue to provide strategic leadership in working to create an organization that is a service - based, results oriented, high performance
public service organization
• Provide leadership in the delivery of service that achieves Council's priorities ensuring alignment with the Community's vision and the
principles of PlanSJ, more specifically in developing a new Corporate Strategic Plan
• Support the organization in working toward demonstrating accountability for effective and efficient service delivery through a service -based
approach to core service analysis and implementation of service improvements; ensuring that limited resources are allocated in areas that
will derive maximum benefit to the entire community
• Continue to offer leadership for intergovernmental opportunities and challenges
Draft December 7, 2012 LS - 5
166
City Manager's Office - Service Levels and Resources
Service Leve.
Impact of Service Delivery
Resource Requirements
A
• Provide leadership to more than 600 City employees in working toward
• Provides strategic leadership to support the
Wages & Benefits
$315,768
the implementation of Council's priorities that align with the
achievement of Council's priorities
Goods & Services
85,500
Community's vision and the principles of PlanSJ
Total Expenditures
$401,268
• Supports the City in establishing itself as a service-
• Set the overall strategic direction for short and long -term corporate
based, results oriented, high performance public
Full Time Equivalent Positions(FTE)
goals and objectives
service organization
Management
1.0
• Provide oversight to City operations
Non -Union
1.0
Total FTE
2.0
• Motivate and monitor performance to ensure that standards are met,
that priorities are pursued and high quality City services are consistently
delivered
• Make policy recommendations to Council that support the cost -
effective delivery of service
• Keep Common Council informed of the operations and affairs of the
City as well as ensuring that the decisions and the policy direction set
out by Council are implemented
• Prepare and present operating and capital budgets and make
recommendations concerning the financial condition of the City (in
consultation with the Commissioner of Finance)
• Perform the duties and exercise the responsibilities assigned to the City
Manager by Common Council
Draft December 7, 2012 LS - 6
167
Office of the Common Clerk
The Office of the Common Clerk focuses on the activities of the eleven (11)
members elected to Common Council. Common Council establishes the
policies that guide the delivery of all City Services, and enacts bylaws that
regulate a wide range of property related and other issues within the City.
Council Priorities and Council Resolutions
Public Expectation for Civic Engagement with Council
Corporate Strategic Plan
The Common Clerk plays an important statutory role within City Municipalities Act, Community Planning Act, Municipal Elections Act,
government. The Clerk is the Clerk of Council whose presence is required Archives Act, Right to Information and Protection of Privacy Act, Bylaws
for the activation and functioning of Council meetings. The Clerk serves as Enabling Technology Advances
the official link between the Council and the public, is the custodian of the
corporate seal and is the official signing officer for the City. The Clerk
provides policy and procedural advice to Council and City staff. The Clerk is the designated Head under the Right to Information and Protection
of Privacy Act, is legislated to lifecycle manage corporate records and information assets under the Archives Act, and is required to maintain an
indexed register of certified copies of all bylaws of the City that must be available for public inspection during regular office hours.
2012 Clerk's Office Service Accomplishments and Performance
• Facilitated transition for newly elected Council
• Provided Municipal Quadrennial Election Orientation Sessions for potential candidates seeking position on Council
• Maintained Electronic Records Management System (Laserfiche)
o Added in excess of 10,000 pages of official records to Laserfiche
• Innovated, architected and piloted an Enterprise Content and Records Management System (ECRMS) for information management
(SharePoint 2010 integrated with Laserfiche) and presented Proof -of- Concept to Senior Leadership Team
• Prepared for Right to Information & Protection of Privacy legislation applicable to municipalities Sept 1, 2012 — Staff trained, ATIPXpress
software implemented, responded to 17 requests
• Computerized Volunteer Application process for Agencies, Boards and Commissions
• Developed a Corporate Information Management Suite of Policies, endorsed by Senior Leadership Team and approved by Council, consisting
of the following: Access Policy, Privacy Policy, Information Management Policy, Information Security Policy and Video Surveillance Policy
Draft December 7, 2012
168
LS -7
• Reorganized /distributed administrative support workload as a result of staff cuts
• Provided Records and Information Management consultancy advising on compliance and lifecycle management
• Indexed, scanned and filed 137 legal agreements and contracts with accompanying plans
• Authorized destruction and secure shredding of 217 boxes of financial records
• Transferred 65 years of permanent records of Council to PNB Archives
• Secured resources from PNB Archives to conduct a Preservation Assessment of the holdings housed under the custody of the Common Clerk
• Partnered with PNB Archives Conservation Unit for preservation of City's Historical Records
• Collaborated with The Council of Archives New Brunswick to promote awareness of archival records
• Provided historical research services to staff, and public
• Responded to 7,500 calls and email requests for information
• Advertised 40 Public Notices for Property Rezoning
• Registered 38 Bylaws at Service New Brunswick
• Prepared 64 Council Agenda Packets
• Prepared 485 pages of Council Open Session Minutes, 45 pages of Committee of the Whole Open Session Minutes, 163 pages of Committee
of the Whole Closed Session Minutes
• Prepared 12 Pension agendas, 46 pages of Pension Board minutes, 7 Nominating Committee agendas
• Collaborated with Legal Services to Consolidate and Reformat City Bylaws
• Maintained accurate information for the Clerk's unit on the City website
• Provided internal payroll and invoice processing for the Clerk's unit
• Published and distributed in eCity 12 editions of the Clerk's newsletter, "For the Record"
• Conducted an Enterprise wide Forms Inventory and initiated a Forms Management Program to classify corporate forms with codes based on
Service and Business Unit and presented process to Senior Leadership Team for endorsement
Draft December 7, 2012
169
LS -8
• Implemented new software for Council agenda preparation (eScribe)
• Various authorities under RTIPPA delegated in writing by Head to Access & Privacy Officer, Corporate Records Manager and City Solicitor
• Limited risk exposure of City by digitizing and then transferring to PNB Archives records which were to have become accessible under RTIPPA
• Enterprise wide public facing forms review conducted, reported to Senior Leadership Team with recommendations to make forms RTIPPA
compliant
• Access & Privacy related consultancy advising on RTIPPA compliance with respect to a variety of initiatives taking place across the City
involving the use and disclosure of personal information
• Implemented public facing web presence for RTIPPA including electronic forms
• Enterprise wide communications on RTIPPA developments delivered via SharePoint and in person
2013 Initiatives, Major Projects and Clerk's Office Service Delivery Highlights
• Staged Roll out of Enterprise Content and Records Management system (ECRMS) — Laserfiche - SharePoint Integration Phase 1
• Initiate measures to preserve the City Charter 1785 in a humidity and temperature controlled environment or alternatively consider transfer
to PNB Archives for preservation
• GIS integration with Laserfiche Saint John Information Management project (SJIM) Phase 2
• Initiate SJIM Governance Group to Manage and control the development of the Corporate Information Management Strategy SJIM Project
Phase 3
• Complete Social Media Policy for Senior Leadership Team endorsement and Council approval
• Develop Procedures for Information Management Suite of Policies
• Document processes for Information Management, Access and Privacy, Bylaw preparation, Council Agenda preparation, and other
administrative functions
• Consolidate Archival Indexes
• Conduct Privacy Gap Analysis
Draft December 7, 2012
170
LS -9
• Develop a RTIPPA records release table
• Develop Inventory of personal information banks
• Perform an analysis of the information contained in the published Agenda Packets of Council and report on the measures that need to be
initiated to ensure RTIPPA compliance
• Facilitate transition to new corporate reporting structure
• Publish and distribute in eCity 12 editions of the Clerk's newsletter, "For the Record"
• Continue Partnership Agreement with Conservation Unit PNB Archives
• Continue Consolidation and Reformatting City Bylaws
Draft December 7, 2012
171
LS -10
Clerk's Office - Service Levels and Resources
Service Level Impact of Service Delivery AM Resource Requirements
• Council meeting preparations with strict timeline requirements
• Enterprise wide Archival, Records and Information Management
functions: including legislated requirement to transfer official records
to PNB Archives following a records schedule
• Right to Information and Protection of Privacy functions: legislative
requirement to acknowledge RTIPPA requests within 24 hours and
provide a final response within 30 days
• Timely policy and procedural advice to Council and City employees
• Professional member and admin support to Pension Board, Saint John
Energy, EMO, Nominating Committee and other ABCs
• Inside workers have been impacted by an increased workload as a result
of recent staff cuts in the Clerk's Office, stressing the 24 hour response
standard to public inquiries
• The preparation of Council agendas requires
Wages & Benefits
$598,076
timely input from City Manager, Legal, all other
Goods & Services
137,324
services
Total Expenditures
$735,400
• Clerk's services relies heavily on timely and
adequate services of Information Technology
Full Time Equivalent Positions (FTEs)
Management
2.00
• Culture Change in all business units to file and
Professional
2.00
lifecycle manage information in a corporate
Inside Workers
3.00
ECRMS
Total FTEs
7.00
• Inaccuracy of input from City services results in
increased time spent on searching for correct
information
• Employee professional development required to
remain current in emerging Information
Management and Access and Privacy areas
• Enabling technology needs to be reviewed and
filtered to ensure proper application for
Information Management
• Lack of information from committees impacts
accuracy of committee records
• Effective internal communication increases
effectiveness
• Timely and adequate responses to access and
privacy requests required to minimize likelihood
of Court action
• Failure to lifecycle manage records affects time
spent in search activity, increases storage costs,
e- discovery costs and costs associated with
disclosure under RTIPPA
• Council support required
Professional staff are knowledge workers
with subject matter expertise in
Procedural Rules of Order, Records and
Information Management, Archival
Management, SharePoint, Laserfiche,
Right to Information and Privacy
legislation, ATIPXpress, FTR and eScribe
Inside workers provide admin support to
the Mayor and Clerk's office. Duties
include: minute and agenda preparation,
invoice processing, payroll, budget
preparation, recordkeeping, bylaw
processing and advertising, customer
service, answering city's main phone line
and external email to the Clerk's Office.
Draft December 7, 2012 LS - 11
172
(legal Service) Office of the City Solicitor
The City Solicitor's Office, commonly referred to as the Legal
Department, provides legal services to The City of Saint John which
can be broadly categorized as follows:
• Providing legal advice to Common Council in matters of relevance
to the municipality;
Resolutions and directions from Common Council and Committee of
the Whole respectively.
Requirement from each City Department for advice /support.
Initiatives directed against the City by others (e.g. actions, appeals,
arbitrations, Human Rights complaints, etc.).
• Providing legal advice to officers of the municipality with respect Queries from external sources who have a relationship with the City or
to the exercising of their authority and the discharging of their its operation (e.g. subdivision developers, building permit applicants).
responsibility;
• Providing legal representation for the City, its officers and certain committees and boards before the courts and other
adjudicative bodies; and
• Providing the legal support services which are required to implement the decisions taken by Council or by officers of the
municipality (e.g. executing property transactions, preparing contract documentation, drafting by -laws, prosecuting by -law
violations).
2012 Legal Service Accomplishments and Performance (to November 1, 2012, unless otherwise noted)
• 300 ± items before Common Council and Committee of the Whole prepared or materially contributed to by the City Solicitor's Office, or
which gave rise to decisions, the implementation of which fell to the City Solicitor's Office.
• Completion of all land transactions necessary for the successful execution of the Harbour Clean -Up Project (last acquisition scheduled to close
in December, 2012).
• Successful defense before the Assessment and Planning Appeal Board, WorkSafe NB Appeals Tribunal, and the Employment Insurance Board
of Referees of all challenges made to decisions of officers of the municipality.
• Successful representation of the City in all Human Rights Complaints against the City, disposed of in 2012.
• Settlement of 3 civil actions /potential actions against the City.
Draft December 7, 2012 LS - 12
173
• Synopsis and analysis of Regional Service Delivery Act prepared for Council and made available to Cities of New Brunswick Association.
• Prosecution in Provincial Court of approximately 800 traffic and parking meter by -law offenses generating net revenue of $48,000.00 ±.
• Prosecution of 15 ± Noise By -Law and Panhandling By -Law violations, each successful.
• Preparation of a number of subdivision agreements and vetting of required security /insurance documentation provided by developers;
seizure of security on default by developer.
• 16 Dangerous Building By -Law enforcement proceedings undertaken. 12 Minimum Standards enforcement proceedings undertaken. (Fines
of $5,000 recovered.)
• Preparation of text of Police Headquarters Occupancy Agreement complete, subject to resolution of the personnel requirement respecting
maintenance of the facility.
• Preparation of the Facilities Sharing Agreement between the Board of Police Commissioners and the Province of New Brunswick complete,
subject to resolution of a few relatively non - contentious matters.
• Preparation of the Operating Costs Agreement between the Board of Police Commissioners and the Province of New Brunswick respecting
the Peel Plaza Tunnel and Holding Cells complete, subject to resolution of a few non - contentious matters.
• 47± formal written opinions delivered to Common Council or Committee of the Whole.
• Vetted 30 capital works contracts and 5 engineering services contracts.
• Prepared a number of one -off contracts such as those with HDS (Power Generation associated with the Lancaster Lagoon site), Hargrave
Associates (consultancy for the possible water treatment plant), agreements with Point Lepreau respecting fire service, contract with the
Emergency Preparedness College, etc.
• Established the City as a Data Owner for purposes of the Provincial Land Gazette, thereby enhancing likelihood of achieving compliance with
land related by -laws such as the Dangerous or Unsightly, Zoning and Minimum Property Standards.
Draft December 7, 2012 LS - 13
174
2013 Initiatives, Major Projects and Legal Service Delivery Highlights
• As noted earlier, the major projects and legal service delivery activities will be determined in large measure by Council's priorities and the
corresponding planned initiatives of other departments as well as the need of Council and City departments to respond to unanticipated in
addition to foreseeable, recurring circumstances.
• Zoning By -Law revision in collaboration with the Growth & Development Department.
• Subdivision By -Law revision in collaboration with the Growth & Development Department.
• Development and introduction of a work tracking system which will identify qualitatively and quantitatively the services provided by this
Office, broken down by service area.
• Anticipated RTIPP Act - generated requirements for advice /support.
• Complete the revision of the Taxi By -Law regulation of the taxi business.
• Support /advice associated with the prospect of a P3 based water treatment and delivery system.
• Transportation and Environment has indicated that a revision of the Solid Waste By -Law is an initiative they wish to pursue and that will
require significant support /advice from this office.
• Traffic By -Law might require significant revision in light of recent communications received by the City from the Registrar of Motor Vehicles.
• Potential dispute with Pomerleau respecting the Police Headquarters could result in significant demand for legal services.
Draft December 7, 2012 LS - 14
175
Legal Service - Service Levels and Resources
impact of Delivery Resource -•
• Provide advice to Common Council /Committee of the Whole respecting • Allows the municipality to avoid potential liability Wages & Benefits $555,099
the nature and scope of the municipality's authority; as well as matters or impinging unjustifiably upon citizens' decisions; Goods & Services 148,735
of potential liability for the City. avoids expenditure of unproductive effort. Total Expenditures $703,834
• Defend City and the municipality's officers in their exercise of statutorily • Serves to confirm and preserve the legitimate
conferred authority, against challenges brought before courts and decision - making authority conferred by the
administrative bodies. Legislature.
• Provide advice /support • The interpretation and application of collective
/ pport to Common Council and the Administration on a agreements in a manner consistent with the
wide range of Labour Relations matters. intention of the parties and the language of those
• Advice /support to Common Council and the Administration on a wide documents is key to stable labour relations and
variety of employment matters. predictable working relationships.
• Provide advice /support respecting the procurement process.
• Support /advice respecting all real property related matters.
By -Law enforcement — including advice to Administration respecting
collection of evidence, preparation of documentation required as
condition precedent to prosecution.
• Civil litigation lying beyond the ambit of the City's liability insurance
coverage.
• By -Law preparation.
• Contract preparation /review /assessment.
• This promotes and defends the City's legitimate
interests, vis -a -vis, employer /employee
relationships.
• This serves to optimize the procurement process
resulting in best value to the City and in minimizing
the risk of legal action undertaken by either the
successful bidder or those who are unsuccessful.
• Absent this service, capital works projects could
not proceed and development initiatives of third
parties would be stalled; prosecutions of by -law
violations could not occur; claims made against the
City would succeed by default; the City would not
secure an express and enforceable description of its
agreed upon rights and obligations.
• This is the vehicle at which the City may establish
"rules" of general application within the territory of
the municipality. Absent this service, the
municipality's ability to regulate within its
jurisdiction would be frustrated.
Full Time Equivalent Positions(FTE)
Management
1.00
Professional
3.00
Non -Union
1.00
TotalFTE
5.00
Other Service Support:
Ongoing communication with the City
Manager, the Commissioner of Finance
and Common Clerk is imperative. This
office in significant measure depends
upon the input of each other City
Department. In the latter's providing the
factual information necessary to allow us
to effectively and efficiently deliver our
services.
Draft December 7, 2012 LS - 15
176
M
L
a
ca
W
z
x December 3, 2012
O
His Worship Mayor Mel Norton
and Members of Common Council
z Your Worship and Members of Council:
Subject: Support of PlanSJ and our Renaissance City
V)
RECEIVED
COMMON CLERK'S OFFICE
DEC 0 4 2012
CITY OF SAINT JOHN
— Uptown Saint John Inc. is one of your partners in driving efforts forward
to create a sustainable future for our Renaissance City.
W During the past few years members of our Board actively participated
W along with hundreds of other Saint John residents in the process that led
to the development of PlanSJ. We are extremely encouraged by the
extensive community engagement process that was used to articulate
the vision in this recently adopted Municipal Plan. We believe PlanSJ lays
the necessary ground work for sustainable growth in Saint John.
Z Saint John's sustainability ultimately depends on smart growth, which
requires development intensification of our 'Primary Centers'. We look
�e forward to Council's and the community's future decisions that support a
high - quality living environment that lead to population growth focused in
the central areas of our City. We highlight a critical statement of PlanSJ
below.
C The 'Uptown Primary Centre' will remain the largest mixed -
use centre in the City and Region. Land uses shall include the
widest range of medium and high density residential, retail,
0 quality business offices, arts, tourism, hospitality,
entertainment, institutional, civic, open spaces and park
spaces, cultural uses, financial and personal services. "
Population Growth Opportunity – As you know, there are ample
opportunities in the Uptown /Central Peninsula to grow our City. During
the summer of 2012, Uptown Saint John Inc. conducted a study of
_ vacant and underutilized land in the City core. Through that study, we
to T. 506.633.9797 F. 506.65 f7�525 www.Liptownsj.com
PlanSJ Support
Mayor and Council
Uptown Saint John Inc.
November 29, 2012
identified 36 acres of land and 6 kilometers of street frontage, not
including Port lands, that could be developed. We estimate that about
2,260 new housing units could be developed. Our local economy could
potentially receive new annual tax revenue of $4.3 million from that
development. This can all be done without building new streets,
sidewalks, or other municipal infrastructure because it already exists in
those areas.
Increased population in the `Uptown Primary Center' will grow the
Renaissance City by supporting new and existing commercial and retail
businesses. We believe we can kick start the population growth where
we want it by doing the following:
1) Improving the quality of the streets and sidewalks similar to what
is being done in newly developed areas of the City;
2) Improving the quality of parks and green spaces;
3) Incenting developers financially through grants, tax inducements,
guiding them through the process, density bonuses, or other
creative means; and
4) Improving connections, like is already being done, to other parts
of the City like adjacent neighbourhoods and the UNB /Regional
Hospital area.
Neighbourhood Plan — While any of the above objectives can be
initiated immediately following the appropriate detailed development, we
view the preparation of a neighbourhood plan in 2013 as the next step in
the PlanSJ process. A current neighbourhood plan would identify many
of the key opportunities for the Uptown /Central Peninsula in a much
more detailed way than the Municipal Plan identifies.
Uptown Saint John Inc. looks forward to working with the City on the
new neighbourhood plan for the Uptown /Central Peninsula and any
initiatives that will incent development intensification in this Primary
Center of regional significance.
Sincerely,
Dr. Matt Alexander
President, Uptown Saint John Inc.
178
2
December 6, 2012
His Worship Mel Norton and
Members of Common Council
Your Worship and Councillors:
Subject: Cancelling Council meetings
I am requesting that Council consider cancelling the meeting of December 24, 2012 and
January 2, 2013.
Motion: That the Council meetings of December 24, 2012 and January 2, 2013, be
cancelled.
Respectfully submitted,
(Received via email)
Ray Strowbridge
Councillor
City of Saint John
SAINT JOHN P.O. Box 1971 Saint John, NB Canada E21- 41-1 1 www.saintjohn.ca I C.P. 1971 Saint John, N. -B. Canada E21- 4L1
179
Actionable Resolutions - Reflecting up to the Decmeber 3, 2012 Council Meeting
Date Made
Resolution
Councillor
Staff
Status
RESOLVED that city staff bring forward a recommendation to
Common Council on the feasibility of implementing anti - whistling
legislation which would limit the use of train horns during specific
hours in locations where railway crossings are in close proximity
to residential neighbourhoods and people are subsequently
6/9/2008
affected.
Donnie Snook
City Manager
Incomplete
RESOLVED that the submitted letter from Karen Kincade dated
October 21, 2008 be formally referred to the Ability Advisory
Board for a full and comprehensive report on all of the various
topics; and further, that upon request, City staff provide the
Council's Ability
12/22/2008
necessary support to the Advisory Committee;
Joe Mott
Advisory Board
Incomplete
RESOLVED that the City Manager bring forward a report to
Council, outlining the mandates and /or justification for the
various commissions, boards and committees of common council
and subsequently make recommendations on how we could
create greater efficiencies by reducing the number of
commissions, boards and committees of Council through the
elimination and /or consolidation of any of these bodies and
1/12/2009
through the establishment of clear reporting procedures.
Donnie Snook
City Manager
Incomplete
RESOLVED that the letter from Councillor Killen dated January 21,
2009 regarding an exemption from flat rate water use increases
be referred to the City manager and the City Solicitor for a report
City Manager and
1/26/2009
land recommendations.
ICarl Killen
ICity Solicitor
lIncomplete
180
Date Made
Resolution
Councillor
Staff
Status
RESOLVED that the priorities outlined in the presentation from
the Ability Advisory Committee be referred the Acting City
Manager for a report and recommendation, and further, that the
report include a review of the City of Saint John's workforce and
8/31/2009
human resources practices to ensure inclusion /diversity practices.
n/a
City Manager
Incomplete
RESOLVED that Council consider strengthening whatever by -laws
exist that safeguard monuments and public spaces, specifically
that sitting, standing, skate - boarding and /or other activities be
prohibited on monuments; that signage be erected that indicates
such prohibitions; that consideration be given to some form of
general prohibition on loitering, the details to be provided in a
report on the issue developed by the City Manager in
9/29/2009
consultation with the City Solicitor and with the police.
Carl Killen
City Manager
Incomplete
RESOLVED that the City Manager be directed to develop a policy
framework which will allow City Staff to work safely within the
area of community engagement forums, and further, that a
report and recommendation be submitted to Council by June 1,
3/29/2010
2010.
Peter McGuire
City Manager
Incomplete
Staff report back to Council with the results of the Environmental
Impact Assessment and a plan for phased implementation of the
5/25/2010
Idetention ponds and remaining Associated Works.
I n/a
Icity Manager
Incomplete
181
Date Made
Resolution
Councillor
Staff
Status
Direct that a multi disciplinary staff team, including the City
Solicitor, examine the existing legislative context in light of the
proposal set out herein and identify any amendments which
might be required to realize this proposal; and, additionally, that
the nature and scope of authority of a public utilities commission,
together with its terms of reference, guiding principles,
stewardship responsibilities and relationship with Council, be
7/19/2010
articulated for submission to and consideration by Council.
n/a
City Solicitor
Incomplete
RESOLVED that the City Manager report back to Council in one
month's time with a short term and long term plan for the
enhancement of the green space area adjacent to the Martinon
9/13/2010
Community Centre.
Peter McGuire
City Manager
Incomplete
RESOLVED that the City Manager and the City Solicitor be
directed to investigate the feasibility of creating a deferral
payment plan, or other options, for citizens who cannot afford to
City Manager and
12/20/2010
pay for future water utility increases.
n/a
City Solicitor
Incomplete
RESOLVED that the City Manager explore the feasibility of
creating an "After Hours" PALS program support model for the
City of Saint John's Community Centres in order to ensure that
children and youth have an increased level of mentorship,
support, and recreational opportunities. The goal is to ensure
there are sustainable and enhanced programs in our community
centres through the establishment of creative partnerships with
1/4/2011
local businesses.
Donnie Snook
City Manager
Incomplete
RESOLVED that the City Manager direct the appropriate City of
Saint John staff to open discussions with the owners of the listed
properties on Manawagonish Road to begin the process of
remediation, with a forthcoming report updating Common
2/14/2011
ICouncil.
I Peter McGuire
Icity Manager
lincomplete
182
Date Made
Resolution
Councillor
Staff
Status
RESOLVED that as recommended by the Committee of the Whole
(Closed Session), the City Solicitor or his designate be
authorized to commence legal proceedings against the Town of
Rothesay before the Court of Queen's Bench of New Brunswick
arising from the Town of Rothesay's breach of a 1996 Agreement
between its predecessor, the Village of Renforth, and The City of
Saint John respecting the supply of water by The City of Saint
John to the areas known as Kennebecasis Park and Hastings Cove
2/14/2011
in the Town of Rothesay.
n/a
City Solicitor
Incomplete
Seek appropriate cost sharing agreements with the Province of
New Brunswick and the Government of Canada for total Program
funding over four years (2012 to 2015) of
$172,300,000 (or approximately $57,433,000 from each funding
4/11/2011
partner)
n/a
City Manager
Incomplete
RESOLVED that the letter from Councillor Farren entitled By -Law
to Prevent the Feeding of Deer Within City Limits be referred to
5/24/2011
the City Solicitor for a report and recommendation.
Bill Farren
City Solicitor
Incomplete
RESOLVED that as recommended by the City Manager in the
submitted report M &C 2011 -149: Glen Falls Flooding and
Residential Relocation, Common Council:
3) Reviews the Flood Risk By -law as it may be applied to the flood
risk area identified in the forebay; reviews By -law for changes to
prevent further residential construction in the flood risk areas;
revises flood risk areas based on Stormwater Management
6/20/2011
Strategy model;
n/a
City Solicitor
Incomplete
RESOLVED that the City Manager be directed to examine every
option to find the funds for the noted repairs at Seaside Park and
report back to Council as soon as possible so these repairs can
7/4/2011
move ahead in 2011.
1 Bill Farren
ICity Manager
lincomplete
183
Date Made
Resolution
Councillor
Staff
Status
RESOLVED that Council refer to the City Manager for a review,
recommendation (and, if recommended implementation prior to
the end of September 2011) on a trial basis the installation and
broadcast of a live webcam feed from Rockwood Park and
Rainbow Park with a view to establishing similar webcam feeds
7/4/2011
from other popular Saint John locations.
Mel Norton
City Manager
Incomplete
RESOLVED that the submitted letter from the Leisure Services
Advisory Board be referred to the City Manager for a report and
7/4/2011
recommendation.
n/a
City Manager
Incomplete
RESOLVED that the City Manager review the steps necessary for
direct investment from the General Fund in clean water
infrastructure in Saint John, and how the payment of this
investment can be generated beyond the water ratepayers, and
8/15/2011
to report back to Council on this matter.
Mel Norton
City Manager
Incomplete
RESOLVED that the matter of chalk art and busking on the City
streets and sidewalks be referred to the City Manager and City
City Manager and
9/12/2011
Solicitor for a report and recommendation.
Ivan Court
City Solicitor
Incomplete
RESOLVED that the City Manager be directed to explore the
possibility of establishing a closer financial relationship with the
Parking Commission whereby the City could potentially receive
9/12/2011
revenue from on- street and off - street parking.
n/a
City Manager
Incomplete
184
Date Made
Resolution
Councillor
Staff
Status
That the City give written notice to the New Brunswick Power
Nuclear Corporation and the New Brunswick Power Holding
Corporation in the submitted form of the City's desire to
negotiate a new or replacement agreement to the agreement
executed on November 2nd,1999 between the City and the New
Brunswick Power Corporation respecting the City's provision of
fire protection services on the latter's behalf at the Point Lepreau
Nuclear Generating Station in accordance with Article 5 thereof
(the "1999 Agreement "), and further
Common Council direct the Acting Fire Chief or his designate, in
collaboration with the City Solicitor or his designate, to negotiate
and draft a new or replacement agreement to the 1999
Agreement with the appropriate corporate entity for the
subsequent consideration of Common Council and such
City Manager and
10/3/2011
appropriate corporate entity.
n/a
City Solicitor
Incomplete
RESOLVED that the Common Clerk forward all previously
submitted reports regarding Safe Clean Drinking Water and all
future reports on the subject to the local provincial caucus and to
10/24/2011
MP Rodney Weston.
n/a
Common Clerk
Incomplete
That the letter from Kirby Lucas regarding parking on Regent
11/7/2011
Street be referred to the City Manager.
n/a
City Manager
Incomplete
Commissioner of
Refer this report to the Commissioner of Finance for an
Finance and
affordability analysis of the PS &I Plan Version 2 and financial
Administrative
11/7/2011
recommendations;
n/a
Services
Incomplete
That Common Council direct the City Solicitor to commence the
process of revising the By -law in a manner that incorporates the
12/5/2011
Ireform recommendations outlined in this report;
I n/a
ICity Solicitor
lIncomplete
185
Date Made
Resolution
Councillor
Staff
Status
That the Advisory Committee be immediately tasked with
studying and making recommendations to Common Council
regarding: (1) the setting of the technical /operational
requirements of the meters to be used in the Taxi Industry, and
(2) the setting of a program to inspect and test the integrity of
meters and to develop a system that renders meters "tamper
proof ". Once the work of the Advisory Committee is carried out,
Common Council will consider the resulting recommendations
and direct the City Solicitor to incorporate, where necessary, the
recommendations of the Advisory Committee into the By -law.
That the Advisory Committee be immediately tasked with
studying and making a recommendation to Common Council
regarding the curriculum and implementation of taxicab driver
training program. Once the work of the Advisory Committee is
carried out, Common Council will consider the resulting
recommendations and direct the City Solicitor to incorporate,
where necessary, the recommendations of the Advisory
Advisory
12/5/2011
Committee into the By -law.
n/a
Committee
Incomplete
That the Chief of Police and the City Solicitor to be directed to
review the administration and enforcement requirements under
the By -law and advise Common Council of the resources required
to properly carry out these functions. The purpose of this exercise
will be to ensure that the license fees charged under the By -law
Police Commission
12/5/2011
will achieve cost recovery for administration and enforcement.
n/a
and City Solicitor
Incomplete
4) Follows up to determine the current storage space available in
6/20/2011
the forebay area;
n/a
City Manager
Incomplete
186
Date Made
Resolution
Councillor
Staff
Status
5) Prepares a comprehensive program of inspection and
6/20/2011
maintenance for Marsh Creek Drainage system;
n/a
City Manager
Incomplete
6) Updates a flood response contingency plan in the event of
flooding with warnings and public communications for severe
6/20/2011
events — through Saint John EMO;
n/a
City Manager
Incomplete
7) Engages the services of a consultant to determine the benefit
and feasibility of constructing detention reservoirs on Kelly Lake
6/20/2011
and Ashburn Lake and models the performance of Majors Brook
n/a
City Manager
Incomplete
8) Consults with the YMCA (owners) concerning Ashburn Lake to
determine interest in possibly re- building an outlet control
structure for the dual purposes of the recreation facility and flood
6/20/2011
water storage;
n/a
City Manager
Incomplete
9) Consults with appropriate staff of other government levels (eg
NBEMO) regarding flood assistance and other programs that may
6/20/2011
be pertinent to this situation;
n/a
City Manager
Incomplete
10) Consults with owners (Irvings) of the forebay lands to
City Manager and
6/20/2011
determine current status;
n/a
City Solicitor
Incomplete
11) Develops a feasible assistance program for private property
owner based on an appropriate cost sharing model and pursue tri
6/20/2011
level government support;
n/a
City Manager
Incomplete
12) Directs the City Solicitor to review the legal ownership of the
creek system and physical structures and responsibilities arising
therefrom for maintenance and efficiency performance in
6/20/2011
Icarrying flows.
I n/a
ICity Solicitor
Incomplete
187
Date Made
Resolution
Councillor
Staff
Status
RESOLVED that report dated December 9, 2011 entitled
Consultant's Report — Fleet Evaluation Project, and the Executive
Summary from Mercury Associates, be referred to the City
Manager and Fleet Staff with a directive to report back to Council
with;
a) The development of a comprehensive fleet utilization and
replacement policy,
b) The development of a business model that will see the
complete recovery by the Fleet Services Division of their
operating costs while providing sufficient funding from the annual
operating budget to facilitate a stable and sustainable fleet
replacement program,
c) The development of a Fleet operational model that will support
an efficient and effective division that will work cooperatively
with the user departments to provide them with the information
they need to determine the most cost effective levels of service
they can provide with the available assets, and
d) To create a process for the periodic review of the size,
configuration and effectiveness of the fleet related to service
12/12/2011
delivery.
n/a
City Manager
Incomplete
RESOLVED that the City Manager be directed to submit a plan and
recommendation so as to bring the City of Saint John's water and
sewerage rates within the average cost of communities in New
Brunswick, within a defined period of time, including a review of
other similarly situated municipalities throughout Canada,
including comparators in terms of the technology of water and
wastewater systems along with scenarios based on cost sharing
12/19/2011
land non -cost sharing models projecting out to 2025. 1
n/a
ICity Manager
lIncomplete
188
Date Made
Resolution
Councillor
Staff
Status
RESOLVED that the City Manager be directed to ensure that
necessary and appropriate steps are taken to communicate
Council's support with regard to the proposed tax relief measures
for public transportation systems in New Brunswick as outlined in
Councillor Snook's submitted letter entitled Public Transportation
Tax Reforms, Generation of New Revenue for Transit and
1/3/2012
Innovative Transportation Solutions.
Donnie Snook
City Manager
lincomplete
RESOLVED that the City Manager be directed to explore potential
City Manager,
partnerships /funding for the creation of innovative transportation
Parking
options in the City of Saint John; and further that this be referred
Commission and
1/3/2012
to the Parking Commission and to Enterprise Saint John.
Donnie Snook
Enterprise SJ
Incomplete
RESOLVED that Council direct the City Manager to draft a
governance policy on the appropriate use and non - appropriate
use of City owned vehicles; and further, that this draft report be
presented to Council no later than the first Council meeting of
1/3/2012
March 2012.
Bill Farren
City Manager
Incomplete
That the request to present by the Saint John Port Authority be
1/16/2012
referred to the Common Clerk for scheduling.
n/a
Common Clerk
Incomplete
RESOLVED the report entitled M &C 2012 -013: Traffic Line
Painting Truck be tabled and the City Manager be directed to
investigate whether the neighbouring municipalities would be
interested in cost - sharing the traffic line painting truck; and
further, that the cost of contracting out the service also be
Common Clerk and
1/16/2012
1 investigated.
I n/a
lCity Manager
lIncomplete
189
Date Made
Resolution
Councillor
Staff
Status
RESOLVED that as recommended by the City Manager in the
submitted report M &C 2012 -20: Traffic Line Painting Future
Service Delivery:
1. Delay the purchase of updated traffic line painting equipment
and salting /sanding attachment, and
2. Direct the City Manager to complete a detailed Traffic Line and
Marking Service Outsourcing Decision review and recommend a
1/30/2012
service delivery model to Council in 2012.
n/a
City Manager
Incomplete
That the letter from the Saint John Ability Advisory Committee
2/13/2012
regarding Transportation be referred to the Transit Commission.
n/a
Saint John Transit
Incomplete
That as recommended by the City Manager in the submitted
report M &C 2012 -046: Space Needs Analysis:
1. That The City of Saint John accept Ashford Properties Inc.'s
offer to perform, for the City, a space use optimization analysis
for the City's leasable area at City Hall; and further
3/12/2012
2. That Staff report back to Council upon receipt of the Report.
n/a
City Manager
Incomplete
RESOLVED that the submitted letter from the Cities of New
Brunswick Association, dated February 14, 2012, regarding the
adoption of a by -law respecting Jacob brakes be referred to the
3/26/2012
City Solicitor for a report.
n/a
City Solicitor
Incomplete
RESOLVED that item 11.2 Graffiti from the Common Council
agenda of March 26, 2012, be referred to the City Solicitor with a
view to preparing a report and recommendation on the
implementation of the graffiti management by -law for the City of
3/26/2012
Saint John.
Mel Norton
City Solicitor
Incomplete
190
Date Made
Resolution
Councillor
Staff
Status
Common Council convene a Water Committee Meeting with
provincial and federal counterparts. The meeting would provide
an opportunity to exchange updates on the Safe, Clean Drinking
Water Program, and inquire as to whether the Government of
Canada is able to fund 50 percent of the costs to conduct the P3
Business Case and value for Money Study, and finally, to
determine the level of support and cooperation from the
4/10/2012
Government of New Brunswick.
n/a
City Manager
Incomplete
RESOLVED that scenario four in the submitted report entitled
Sport Field Fee Increases proposing an hourly sports field rate
structure of $23.00 per hour for adults and $2.00 per hour for
youth, be approved by Council; and that as recommended by the
City Manager in said report, staff be directed to consult with
members of the public and stakeholder groups about an overall
policy guiding decisions on sport user fees and bring same back to
5/7/2012
Council for consideration.
n/a
City Manager
Incomplete
RESOLVED that the funding for lifeguards at our beaches
previously withdrawn be re- instated, and further that the item be
referred to the City Solicitor to examine if there is a legal process
by which funding for lifeguards could be guaranteed annually and
5/7/2012
report back to Council.
Ivan Court
City Solicitor
Incomplete
RESOLVED that as recommended by the City Manager in the
submitted report entitled ONE Change Inc. Proposal - Community
Centre Management & Operations, the City Manager be directed
to finalize a formal service agreement with ONE Change Inc. for
the operation of the C.E. Nicolle Community Centre for Council's
5/7/2012
1consideration and approval.
I n/a
ICity Manager
lincomplete
191
Date Made
Resolution
Councillor
Staff
Status
RESOLVED that the City Manager be directed to present a
progress report to Council with regard to Rainbow Park. This
report should provide P.U.LS.E with the opportunity to update
6/18/2012
Council on the work it has undertaken with regard to same.
Donnie Snook
City Manager
Incomplete
RESOLVED that report to Common Council highlighting the key
components of City's internal and external communication
strategy updating Council with regard to the various items
6/18/2012
outlined in Councillor Snook's submitted letter.
Donnie Snook
City Manager
Incomplete
That the Multicultural Association of Saint John Inc. request for a
representative from The City to the Board of Directors of the
Multicultural Association, be referred to the Nominating
Nominating
6/18/2012
Committee.
n/a
Committee
Incomplete
RESOLVED that the Parking Commission be requested to
investigate a text -to -pay (mobile payment) system for submitting
parking violations and report back to council with a
Saint John Parking
6/18/2012
recommendation in six weeks.
Greg Norton
Commission
Incomplete
RESOLVED that the City Manager be directed to add a staff
6/18/2012
directory listing to the City of Saint John website.
Donna Reardon
City Manager
Completed
That as recommended by the City Manager in the submitted
report M &C 2012 -173: Contractor Access on City of Saint John
Land that Council:
1. Give permission to a contractor or contractors to undertake
improvements to Rainbow Park subject to direction from City
staff.
2. Direct staff to prepare for Council's consideration a policy that
would set out suitable guidelines and criteria to allow staff to 'fast
7/3/2012
track' certain projects without seeking explicit Council approval.
I n/a
ICity Manager
lincomplete
192
Date Made
Resolution
Councillor
Staff
Status
RESOLVED that the letter from Councillor Farren entitled
Formation of the Energy and Trade Development Committee of
Common Council, be referred to the City Manager to seek input
7/3/2012
on the matter from representatives of the Irving Oil Refinery.
Bill Farren
City Manager
Incomplete
RESOLVED that the City Solicitor be directed to prepare a
Procedural By -Law amendment so as to make it expressly clear in
section 3.10 of the By -Law that the two- thirds vote required is
two - thirds vote of the entire Council; and that the City Solicitor
be directed to prepare for Council's consideration that
amendment and, in addition the Solicitor be directed to bring to
Council's attention all provisions of the By -Law which establish a
two - thirds vote requirement and make any recommendation
necessary so as to clearly establish in each case of reference to a
two - thirds vote that it is either a two - thirds vote "of the entire
council" or "of the members present and not disqualified from
7/3/2012
voting ".
David Merrithew
City Solicitor
Incomplete
RESOLVED that the letter from Mary Ellen Carpenter dated June
20, 2012 Regarding Truck Routes be referred to the City
7/16/2012
Manager.
n/a
City Manager
Incomplete
RESOLVED that the Police Commission be requested to
investigate the implementation of a Citizen Online Crime
Reporting System and report back to council with a
7/23/2012
1 recommendation in six weeks.
IGreg Norton
IPolice Commission
lIncomplete
193
Date Made
Resolution
Councillor
Staff
Status
RESOLVED that, as Council's representative on the Transit
Commission, Councillor Snook will work directly with other
Municipalities in New Brunswick to ensure that necessary and
appropriate steps are taken in order to successfully advocate tax
reforms for public transportation in New Brunswick as outlined in
Councillor Snook's submitted letter, dated July 12, 2012, entitled
Public Transportation Tax Reforms and Innovative Transportation
Saint John Transit
7/23/2012
Solutions Tax Relief and Reforms.
Donnie Snook
Commission
Incomplete
RESOLVED that as suggested in Councillor Snook's submitted
letter, dated July 12, 2012, entitled Public Transportation Tax
Reforms and Innovative Transportation Solutions Tax Relief and
Reforms, Common Council request that Enterprise Saint John
explore potential partnerships /funding for the implementation of
Enterprise Saint
7/23/2012
creative and innovative transportation options.
Donnie Snook
John
Incomplete
RESOLVED that the City Manager, or his designate, be directed to
review upcoming Council agendas and prepare briefing notes on
7/23/2012
those issues which are likely to attract media attention.
Shelley Rinehart
City Manager
Incomplete
RESOLVED that the City Manager and /or the Common Clerk be
directed to develop a briefing document for all groups or
organizations to which Council is asked to nominate or appoint
members. Those briefing booklets should, among other things,
clearly define the relationship between the group and Council,
any contractual or other documented agreements between the
group and Council and the nature of their appointment by
City Manager and
7/23/2012
lCouncil. IShelley
Rinehart
lCommon Clerk
lincomplete
194
Date Made
Resolution
Councillor
Staff
Status
RESOLVED that the Nominating Committee be tasked with
developing a mechanism whereby (i) Council appointees provide
regular written updates on the activities of the organization to
which they have been appointed; (ii) Council appointees provide a
record of their attendance; (iii) Council appointees provide
Nominating
information should a time sensitive issue come up that is of
Committee and
7/23/2012
particular importance to Council or the City.
Shelley Rinehart
Common Clerk
Incomplete
RESOLVED that the letter from Councillor Merrithew entitled
Budget Process Study be tabled pending a report from the City
Common Clerk and
7/30/2012
Manager.
David Merrithew
City Manager
Incomplete
RESOLVED that Council instruct the City Manager and City
Solicitor to determine the process and mechanics required to join
the two boards (Transit and Parking) and to report back to
City Manager and
7/30/2012
Council.
David Merrithew
City Solicitor
Incomplete
RESOLVED that the City Manager be directed to provide a report
outlining the legal and financial relationship between the City and
the Trade & Convention Centre and a summary of needed work
7/30/2012
and related costs.
John MacKenzie
City Manager
Incomplete
RESOLVED that item 12.6 Synopsis and Comment Upon the
Regional Service Delivery Act be received for information; and
further, that the City Solicitor be authorized to distribute this
report to the Cities of New Brunswick Association and other
7/30/2012
municipalities.
n/a
City Solicitor
Incomplete
RESOLVED that item 11.5 Criminal Record Checks for appointees
Common Clerk and
8/13/2012
be referred to the Common Clerk and City Solicitor.
Susan Fullerton
City Solicitor
Incomplete
RESOLVED that the City Manager be directed to examine the
truck routes in Saint John and make recommendations to
8/13/2012
improve public safety.
Shelley Rinehart
City Manager
Incomplete
RESOLVED that the City Solicitor be directed to prepare a draft
fire prevention by -law, which is to include the cost of
8/13/2012
enforcement and cost recovery fees.
n/a
City Solicitor
Incomplete
195
Date Made
Resolution
Councillor
Staff
Status
RESOLVED that the submitted report entitled By -Law Respecting
Unsecured Refuse on Properties, be received for information; and
further, the City Solicitor be directed to report back with a draft
By -Law Respecting Unsecured Refuse on Properties, by the end of
8/13/2012
November 2012.
n/a
City Solicitor
Incomplete
RESOLVED that the City Manager be directed to devise a plan to
complete the outstanding resolutions of Council appearing on the
8/13/2012
Actionable Items /Record of Motions document.
Bill Farren
City Manager
Incomplete
RESOLVED that the report M &C 2012 -203: Adding Topsoil and
Grass Seed to Vacant lots after a Dangerous Building has been
Demolished by the City be received for information; and further,
the City Manager be directed to examine additional possible
8/13/2012
methods to supply topsoil to vacant lots.
John MacKenzie
City Manager
Incomplete
That the letter from Carleton Branch #002 regarding moving the
8/27/2012
cenotaph back to Tilley Park be referred to the City Manager.
n/a
City Manager
Incomplete
RESOLVED that Common Council direct the Common Clerk to
report back to Council regarding the creation of an electronic
solution whereby the Nominating Committee:
(1) Would have safe, secure and convenient access of applicant's
resumes and CV's.
(2) Could view a comprehensive list of the ABCs, their respective
8/27/2012
members and mandate
Greg Norton
Common Clerk
Completed
RESOLVED that item 11.3 Press Releases (Councillor Fullerton) be
8/27/2012
referred to the City Manager for a report and recommendation.
Susan Fullerton
City Manager
Incomplete
RESOLVED that all lawsuits presently underway by the City be
disclosed, in detail, to Mayor and all members of Common
Council immediately, and that this is done in each and every
City Solicitor and
8/27/2012
1 instance going forward.
ISusan Fullerton
ICity Manager
lincomplete
196
Date Made
Resolution
Councillor
Staff
Status
RESOLVED that all lawsuits currently being advanced against the
City, and all lawsuits against the City, of which the City is aware,
be disclosed, immediately, in detail, to the Mayor and all
members of Common Council, and that this is done in each and
City Solicitor and
8/27/2012
every similar instance going forward.
Susan Fullerton
City Manager
Incomplete
That the request to present to Council from the Saint John Board
9/10/2012
of Police Commissioners be referred to the Clerk to schedule.
n/a
Common Clerk
Incomplete
RESOLVED that the letter from Councillor Norton entitled Simms
Corner be referred to the City Manager to arrange a meeting
between City staff and Mr. Alan Benton, P. Eng.; and further, prior
to a presentation being scheduled with Common Council that a
report and recommendation be received from the City Manager
9/10/2012
on this item.
Greg Norton
City Manager
Incomplete
RESOLVED that Council direct the City Manager to report to
Council in closed session within the next 30 days with respect to
filling various staff vacancies, including that of the Deputy Fire
9/10/2012
IChief.
IShirley McAlary
ICity Manager
Incomplete
197
Date Made
Resolution
Councillor
Staff
Status
RESOLVED that as recommended by the City Manager in the
submitted report M &C 2012 -233: Construction of Mattro Street,
Bally Desmond Subdivision Phase 3 that Common Council agree
to reimburse A.J. Mallette and Sons (1985) Limited for those costs
associated with the cost of constructing the extension of Mattro
Street from the Mallette and Sons property line westward to
Jadvo Street consistent with the Saint John Subdivision Bylaw and
the City's General Specifications respecting the construction of
streets.
Further, it is recommended that the City Solicitor be directed to
prepare or revise the necessary City /Developer Subdivision
Agreement to ensure provision of the required work and facilities
9/10/2012
and the City reimbursement proposed.
n/a
City Solicitor
Incomplete
2. Direct staff to examine all remaining Truck Routes in the City of
Saint John in conjunction with the preparation of an updated
9/10/2012
Transportation Strategic Plan.
n/a
City Manager
lIncomplete
RESOLVED that the letter from the Millidgeville -North End Lions
regarding the Charles Gorman Canteen be referred to the City
9/10/2012
Manager.
n/a
City Manager
Incomplete
RESOLVED that Council request that the City Solicitor report back
to Council regarding a previous Council resolution respecting
9/10/2012
vendors in public spaces.
n/a
City Solicitor
Incomplete
RESOLVED that the report from Morgan Lanigan regarding a
proposed traffic calming pilot program for Douglas Avenue be
9/24/2012
referred to the City Manager.
n/a
City Manager
Incomplete
RESOLVED that the City Manager arrange for senior staff to
complete a confidential 360 Review of members of Council the
results of which would only be shared with the individual who is
reviewed and the Mayor; and further, that Council complete a
9/24/2012
360 Review of the Mayor.
Mayor Mel Norton
City Manager
Incomplete
198
Date Made
Resolution
Councillor
Staff
Status
RESOLVED that Council direct the City Solicitor to amend By -law
M -27 to include the mandatory use of an approved helmet and
9/24/2012
further that the amendment be referred to as Josh's Law.
Greg Norton
City Solicitor
Incomplete
RESOLVED that Council direct the City Manager to investigate the
9/24/2012
elimination of Chesley Drive and Douglas Avenue as truck routes.
John MacKenzie
City Manager
Incomplete
RESOLVED that the City Manager arrange a time to have all of
Council brought up to speed on the pension changes that were
put forward to the legislature for needed changes, otherwise
10/1/2012
known as S7b.
Bill Farren
City Manager
Incomplete
RESOLVED that the City Manager be directed to create a policy
whereby heavily traveled streets in The City are paved in the off
hours, and further, in cases where off hour paving is done that it
not exceed 10 percent of normal cost and if so it is brought back
10/1/2012
for Council to decide on the value of doing so.
Bill Farren
City Manager
Incomplete
RESOLVED that the report entitled Planning Advisory Committee:
Skills Matrix be referred back to the Planning Advisory Committee
with the request that it submit a skills matrix to Common Council
Planning Advisory
10/1/2012
in order to help ensure diversity on the committee.
n/a
Committee
Incomplete
RESOLVED that the request from the Canadian Folk Music Awards
10/1/2012
2012 Saint John Committee be referred to the Clerk to schedule.
n/a
Common Clerk
Incomplete
That the Discover Saint John request to present be referred to the
10/9/2012
clerk for scheduling.
n/a
Common Clerk
Incomplete
RESOLVED that item 15.1 entitled Harbour Skating Club — Request
for Free Ice Time be referred through the City Manager to the
10/9/2012
lRegional Mayor's Caucus.
I n/a
Icity Manager
lincomplete
199
Date Made
Resolution
Councillor
Staff
Status
RESOLVED that item s11.1 entitled Parking on Douglas Avenue
(Councillor MacKenzie) be referred to the City Manager to receive
10/9/2012
input from the Parking Commission and Municipal Operations.
John MacKenzie
City Manager
Incomplete
RESOLVED that item s11.2 Animal Control By -Law (Councillor
MacKenzie) be referred to the City Manager and City Solicitor to
draft appropriate language for a proposed by -law amendment,
and further that this be brought back to Council for approval
City Manager and
10/9/2012
within thirty days.
John MacKenzie
City Solicitor
Incomplete
RESOLVED that the City look into maintaining its vacant lots and
10/15/2012
that an acceptable standard of maintenance be established.
Donna Reardon
City Manager
Incomplete
RESOLVED that a revised policy with respect to requests by
organizations to present to Council wherein organizations would
provide a written submission to the Common Clerk's office to be
added to the agenda for Council's review and that Council will
make a decision as to the organizations that will appear before
Council and further that the presentations be grouped together;
and that Items 15.1 through 15.3 regarding the requests to
present by various organizations are subject to this policy, be
10/15/2012
adopted.
n/a
Common Clerk
Incomplete
11.1 RESOLVED that the City Manager be directed to advise
Council of the list of vacant lots and lands, including parking lots,
10/22/2012
that could be advertised for sale.
David Merrithew
City Manager
Incomplete
12.6 RESOLVED that as recommended by the City Manager in the
submitted report M &C2012 -272 City Market Head Tower —
Hydraulic Flushing of Sprinkler Lines:
4) The Common Council refers the recommendation for a two -
phased approach to the renovation of the City Market Head
City Manager 2013
10/22/2012
ITower to 2013 budget deliberations I
n/a
IBudget
lIncomplete
200
Date Made
Resolution
Councillor
Staff
Status
14.2 RESOLVED that the Actionable Resolutions — Reflecting up to
City Manager, City
the October 15 Council Meeting be referred to the City Manager,
Solicitor, Common
10/22/2012
Solicitor and Common Clerk to update the list.
n/a
Clerk
Incomplete
5.1 That the letter from the Saint John Fire Fighters' Association
10/29/2012
regarding collective bargaining be referred to the City Manager.
n/a
City Manager
Incomplete
11.1 RESOLVED that the City Manager be directed to provide a
report on the current status of Glen Falls flooding issues by
December 1, 2012, which is to include the current schedule for
10/29/2012
emptying the trenches, and the current status to maintain them.
Ray Strowbridge
City Manager
Incomplete
201
Date Made
Resolution
Councillor
Staff
Status
1. All agencies, boards and Commissions ( "ABCs ") appointed by
Council must give a written report outlining number of meetings,
attendance, activities and decision making on a bi- annual basis;
by the end of June and before mid - November unless otherwise
directed by Common Council. Some major ABC'S may wish to
report in person to Common Council on a more regular basis and
that will be determined on an individual basis at the wish of
Common Council
2. All appointments made by Council for all ABC'S will be for a
period of three years with the possibility of one re- appointment
term of three years which would allow an individual to serve a
total of six years. After an individual has served a total of six
years the individual must remain off that particular ABC for a
period of at least one year. This will become effective as of the
date of this report being approved by Common Council.
3. If Members of Common Council are nominated to serve on any
given ABC they will serve only their full term of Council period.
4. The Nominating Committee should be conscious of the fact of
appointing citizens to only one ABC, in order that more
individuals may have the opportunity to serve.
5. As a first step towards ensuring that our ABC'S are more
Common Clerk and
accountable to Common Council, each ABC should fully
Nominating
10/29/2012
understand their mandate and should understand what skill sets
Shirley McAlary
Committee
Incomplete
11.3 RESOLVED that the report entitled Funding for Transit in
2013 Budget (Councillor Snook) be referred to the 2013 budget
City Manager 2013
10/29/2012
Ideliberations.
I Donnie Snook
IBudget
lincomplete
202
Date Made
Resolution
Councillor
Staff
Status
RESOLVED that Council request a report from the Saint John
Transit Commission which outlines all of the revenue generated
outside of daily operations, or normal routes (ie chartered tours
for cruise ship passengers) and any new initiatives that Saint John
Saint John Transit
10/29/2012
Transit has taken since May 2012 to improve revenue generation.
John Mackenzie
Commission
Incomplete
11.4 RESOLVED that the report entitled Affordability of Aquatic
Center Public Swims (Councillor Snook) be referred to the Aquatic
Aquatic Centre
10/29/2012
Centre Commission.
Donnie Snook
Commission
Incomplete
11.5 RESOLVED that the following resolution adopted by Council
on June 7, 2010: "RESOLVED that as recommended by the City
Manager in the submitted report M &C 2010 -195: Cedar Point
Estates Development Standards and Infrastructure Maintenance,
Common Council consider the issues and options outlined in said
report, and direct staff to develop a long term strategy, in
consultation with the neighbourhood and developers, for
appropriate future standards for these developments" be
prioritized by City Staff and that a follow up has occurred within
10/29/2012
14 days of today's date.
Susan Fullerton
City Manager
Incomplete
RESOLVED that the report entitled City Owned Vehicle Policy be
referred back to the City Manager to return with a
recommendation to update the policy, for example remove the
provision that permits vehicles to be taken home by staff, or
prohibit vehicles being taken outside the city boundaries unless it
10/29/2012
is for city related business.
Bill Farren
City Manager
Incomplete
15.1 RESOLVED that the report entitled Saint John Theatre
Company — Fundy Fringe Festival be referred to the 2013 budget
City Manager 2013
10/29/2012
deliberations.
n/a
Budget
Incomplete
15.2 RESOLVED that the report entitled Saint John Theatre
Company — Annual Operating Funding be referred to the 2013
City Manager 2013
10/29/2012
1budget deliberations.
I n/a
IBudget
lincomplete
203
Date Made
Resolution
Councillor
Staff
Status
11.1 RESOLVED that Council consider reinstating the Spring Clean
Up program beginning in the spring of 2013; and further that the
City Manager be directed to submit a report including the cost of
administering this program as well as any savings realized by the
City when it discontinued the outsourcing of curbside garbage
pick -up to FERO Waste & Recycling Inc.; and further that this
City Manager 2013
11/13/2012
matter be referred to budget deliberations.
David Merrithew
Budget
Incomplete
12.1 RESOLVED that as recommended by the City Manager in the
submitted report M &C 2012 -275: Bike Route - Campus Harbour
Connection Common Council:
4. Direct the City Solicitor to place in proper translated form the
following amendments to the City's Traffic By -Law for Council's
consideration when the bike route is implemented in 2013:
a. Add Adelaide Street with limits Harrington Street to Metcalf
Street to Schedule M -4 (40 KM /H Speed Limits);
b. Add Metcalf Street with limits Main Street to Lansdowne
Avenue to Schedule M -4 (40 KM /H Speed Limits); and
c. Delete Metcalf Street with limits Main Street to Lansdowne
11/13/2012
Avenue from Schedule K (Truck Routes).
n/a
City Solicitor
Incomplete
15.2 RESOLVED that the letter entitled The Hardman Group Ltd. —
New Year's Eve Celebrations 2012 be referred to the City
11/13/2012
Manager.
n/a
City Manager
Incomplete
16.1 RESOLVED that Common Council request that the Saint John
Police Commission submit a report within 30 days regarding the
feasibility of using existing City By -Laws such as the Sidewalk By-
Law and Traffic By -law to be more proactive in removing
prostitutes from the uptown area, specifically on Cliff Street,
Coburg Street, Paddock Street, Peter Street, Garden Street and
11/13/2012
Waterloo Street.
ISusan Fullerton
113olice Commission
lincomplete
204
Date Made
Resolution
Councillor
Staff
Status
16.3 RESOLVED that the submitted report entitled Saint John
Parking Commission — Feasibility of Text to Pay System for
11/13/2012
Payment of Parking Fines, be referred to the City Manager.
n/a
City Manager
Incomplete
16.4 RESOLVED that the submitted report entitled Saint John
Parking Commission — Pay by Phone System for Parking Meters,
11/13/2012
be referred to the City Manager.
n/a
City Manager
Incomplete
16.6 RESOLVED that the letter entitled Hodges Hamm - Real
11/13/2012
Estate Signs on Public Property be referred to the City Manager.
n/a
City Manager
Incomplete
17.1 RESOLVED that the Commissioner of Finance and
Administrative Services be directed to request from the
Commissioner of
Superintendent of Pensions deferral of additional contributions
Finance and
required as a result of the 2011 Actuarial Valuation until such
Administrative
11/13/2012
time as the result of the reform process has been finalized.
n/a
Services
Incomplete
11.1 RESOLVED that the City Manager and appropriate staff be
directed to initiate discussions with the Saint John Port
Corporation to explore the potential for using the Long Wharf site
11/19/2012
as a potential location for a 4 -Plex recreation facility.
Mel Norton
City Manager
Incomplete
11.3 RESOLVED that the letter from the Councillor Snook entitled
Community Plans /Revitalization Strategy for Urban Core
Neighbourhoods be referred to the City Manager for input and
direction from our City's Growth and Development Services
Department with regard to the creation and implementation of
Community Plans /Revitalization Strategy for the above named
11/19/2012
urban core neighbourhoods.
Donnie Snook
City Manager
Incomplete
15.1 RESOLVED that the letter from the Committee of the Irving
Oil Saint John Christmas Tournament regarding arena fees be
11/19/2012
referred to the City Manager.
n/a
City Manager
Incomplete
205
Date Made
Resolution
Councillor
Staff
Status
16.6 RESOLVED that as recommended by the City Manager in the
submitted report entitled City of Saint John and Atlantic Canada
Opportunities Agency's Community Infrastructure Improvement
Fund: Common Council:
1. Direct City Manager to immediately prepare and submit an
application to ACOA for the City Market Head Tower
Revitalization project under the Community Infrastructure
11/19/2012
Improvement Fund.
n/a
City Manager
lincomplete
16.7 RESOLVED that the report M &C 2012 -260: 2013 Water and
Sewer Utility Capital Budget Common Council be tabled until
November 26, 2012.
16.13 RESOLVED that the submitted report M &C 2012 -281:
Proposed 2013 Operating Budget — Water and Sewerage Utility
11/19/2012
Fund be tabled until November 26, 2012.
n/a
Common Clerk
Incomplete
17.1 RESOLVED that notwithstanding the hiring freeze, the City
Manager be directed to proceed with filling following positions:
Commissioner of Growth and Development; Manager of
Industrial Relations; Manager of Staffing and Development;
11/19/2012
Facilities Management Position; Communications Officer.
n/a
City Manager
Incomplete
16.2 RESOLVED that the letter from Councillor Merrithew entitled
Meetings Between City Staff and Local Builders and Developers
be referred to the City Manager for a report outlining the
appropriate structure and terms of reference for the proposed
11/19/2012
meetings between staff and developers.
David Merrithew
City Manager
Incomplete
16.8 That the letter from the Loch Lomond Water Protection
Association regarding the protection of lakes be referred to the
11/26/2012
City Manager.
n/a
City Manager
Incomplete
206
Date Made
Resolution
Councillor
Staff
Status
16.15 That as recommended by the City Manager in the
submitted report M &C 2012 -289: Saint John Irving Oil Christmas
Tournament Arena Fees Common Council:
1. Approve the sponsorship request from the Irving Oil Christmas
Tournament Committee;
2. Allow for a total tournament fee reflecting 2011 invoice of
$2,320 plus 10% ($2,552) to be consistent with this year's 10%
rate increases, and;
3. Direct staff to initiate changes to the Irving Oil Christmas
11/26/2012
Tournament contract and invoice.
n/a
City Manager
Incomplete
5.1 That the letter from the Saint John Mill Rats regarding the
2013 NBL Canada All Star Weekend be referred to the City
City Manager 2013
12/3/2012
Manager and 2013 Budget Deliberations.
n/a
Budget
Incomplete
11.1 RESOLVED that the letter from Councillor Farren entitled
Creating Better Departmental Efficiencies be referred to the City
City Manager and
12/3/2012
Manager and City Solicitor for a report and recommendation.
Bill Farren
City Solicitor
Incomplete
11.1 RESOLVED that the letter from Councillor Farren entitled
Creating Better Departmental Efficiencies be referred to the City
Manager to review all departments to see if a similar type of
12/3/2012
benchmark can be used in the near future.
Bill Farren
City Manager
Incomplete
Ad Hoc Committee
13.1 RESOLVED that the report entitled Planning Advisory
to Review Boards,
Committee: Skills Matrix be referred to the Ad Hoc Committee to
Commissions and
12/3/2012
lReview Boards, Commissions and Committees.
I n/a
lCommittees
lincomplete
207
Date Made
Resolution
Councillor
Staff
Status
16.2 RESOLVED that as recommended by the City Manager in the
submitted report M &C 2012 -292: Proposed Public Hearing Date -
8 Rockwood Avenue, 1875 & 1925 Bayside Drive, 345 Boars Head
Road (Cambridge Estates) and 2112 Bayside Drive the Common
Council schedule the public hearings for the rezoning applications
of Haldor (1972) Ltd. (8 Rockwood Avenue), Hughes Surveys &
Consultants Inc. (1875 & 1925 Bayside Drive, 345 Boars Head
Road /Cambridge Estates, and 2112 Bayside Drive) for Monday,
January 7, 2013 at 7:00 p.m. in the Council Chamber, and refer
the applications to the Planning Advisory Committee for a report
Planning Advisory
12/3/2012
and recommendation.
n/a
Committee
Incomplete
16.6 RESOLVED that a Committee of the Whole meeting be
scheduled on Thursday, December 6th at 4:30 p.m. in the 8th
12/3/2012
floor boardroom to discuss a personnel matter 10.2(4)(b,j).
n/a
Common Clerk
Completed
16.8 RESOLVED that the request to present from AIDS Saint John
12/3/2012
be referred to the Common Clerk to schedule.
n/a
Common Clerk
Incomplete
17.2 RESOLVED that the interest arbitration award dated
November 8, 2012 respecting the terms of a collective agreement
between the City of Saint John and the IAFF Local 771 be referred
12/3/2012
Ito the City Solicitor for his advice.
I n/a
lCity Solicitor
lincomplete
208
97-
COMMON COUNCIL /CONSEIL COMMUNAL
NOVEMBER 13, 2012 /LE 13 NOVEMBRE 2012
COMMON COUNCIL MEETING — THE CITY OF SAINT JOHN
CITY HALL — NOVEMBER 13, 2012 - 6:00 P.M.
Present:
Mel Norton, Mayor
Deputy Mayor Rinehart and Councillors Farren, Fullerton,
MacKenzie, McAlary, Merrithew, Norton, Snook and Strowbridge
- and -
W. Edwards, Commissioner of Transportation and Environment
Services /Acting City Manager; J. Nugent, City Solicitor; G.
Yeomans, Commissioner of Finance and Treasurer; K. Forrest,
Commissioner of Growth and Development Services; K. Clifford,
Fire Chief; J. Taylor, Assistant Common Clerk; and J. Beltrandi
Chown, Administrative Assistant.
Call To Order — Prayer
Mayor Norton called the meeting to order and Reverend David McElhinney of River
Valley Wesleyan Church offered the opening prayer.
3. Approval of Agenda
On motion of Councillor McAlary
Seconded by Councillor MacKenzie
RESOLVED that the agenda of this meeting be
approved with the removal of item 16.2 Pension Plan (Councillor Fullerton) and the
addition of items 17.1 Committee of the Whole: Request for Deferral of 2012 Increased
Pension Contributions and item 17.2 Committee of the Whole: Letter from the Pension
Board Re: City of Saint John Pension Plan — 2012 Contributions.
Question being taken, the motion was carried.
4. Disclosures of Conflict of Interest
Mr. Nugent disclosed a conflict of interest with item 16.5 City Manager: Harbour Clean
Up — Sanitary Lift Station #31 Former Mill Street.
5. Consent Agenda
5.1 That as recommended by the City Manager in the submitted report M &C 2012-
276: Proposed Public Hearing Date 12 Fern Street Common Council schedule the public
hearing for the rezoning application of Arthur J. Chiasson (12 Fern Street) for Monday,
December 3, 2012 at 7:00 p.m. in the Council Chamber, and refer the application to the
Planning Advisory Committee for a report and recommendation.
5.2 That as recommended by the City Manager in the submitted report entitled Trade
and Convention Centre Signage Common Council authorize the new signage for the
Saint John Trade and Convention Centre as proposed by Hilton Saint John.
On motion of Councillor McAlary
Seconded by Councillor Farren
RESOLVED that the recommendation set out for
each consent agenda item respectively be adopted.
Question being taken, the motion was carried.
6. Members Comments
Council members commented on various community events.
11. Submissions by Council Members
11.1 Spring Clean Up Program (Councillor Strowbridge)
On motion of Councillor Strowbridge
209
97-
COMMON COUNCIL /CONSEIL COMMUNAL
NOVEMBER 13, 2012/LE 13 NOVEMBRE 2012
Seconded by Councillor Merrithew
RESOLVED that Council consider reinstating the
Spring Clean Up program beginning in the spring of 2013; and further that the City
Manager be directed to submit a report including the cost of administering this program
as well as any savings realized by the City when it discontinued the outsourcing of
curbside garbage pick -up to FERO Waste & Recycling Inc.; and further that this matter
be referred to budget deliberations.
Question being taken, the motion was carried.
11.2 Exhibition Association — Field House (Councillor Merrithew)
On motion of Councillor Merrithew
Seconded by Councillor Farren
RESOLVED that the Common Clerk be directed to
schedule a 15 minute presentation with the Exhibition Association regarding the field
house project.
Question being taken, the motion was carried.
12. Business Matters - Municipal Officers
12.1 City Manager: Bike Route — Campus Harbour Connection
On motion of Councillor Snook
Seconded by Councillor McAlary
RESOLVED that as recommended by the City
Manager in the submitted report M &C 2012 -275: Bike Route - Campus Harbour
Connection Common Council:
1. Endorse the implementation of the Campus Harbour Connection bike route in 2013 as
detailed in the submitted report;
2. Consider increased funding within the City's 2013 Pedestrian & Traffic Management
Service operational budget in the amount of $31,800.00 for the installation of the
Campus Harbour Connection bike route;
3. Commit to annual sustainable funding levels within the Pedestrian & Traffic
Management Service operational budgets for the regular maintenance of the Campus
Harbour Connection bike route; and
4. Direct the City Solicitor to place in proper translated form the following amendments to
the City's Traffic By -Law for Council's consideration when the bike route is implemented
in 2013:
a. Add Adelaide Street with limits Harrington Street to Metcalf Street to Schedule M -4
(40 KM /H Speed Limits);
b. Add Metcalf Street with limits Main Street to Lansdowne Avenue to Schedule M -4 (40
KM /H Speed Limits); and
c. Delete Metcalf Street with limits Main Street to Lansdowne Avenue from Schedule K
(Truck Routes).
Mr. Edwards explained that the traffic engineering division has been studying active
transportation routes for some time, noting that the approved reconstruction of Somerset
Street includes bike routes from the University and Hospital to the downtown area. He
added that approving the recommendations does not bind Council at this time to a
financial decision.
Responding to questions, Mr. O'Reilly advised that on busier streets along the bike route
several areas that are currently four lanes will be reduced to three lanes to provide
space for the bike route. He added that there will be appropriate speed reductions on
various roads and the elimination of a truck route on Metcalf Street.
Question being taken, the motion was carried.
210
97-
COMMON COUNCIL /CONSEIL COMMUNAL
NOVEMBER 13, 2012 /LE 13 NOVEMBRE 2012
12.2 Common Clerk: Schedule for Councillor Appointments to Nominating
Committee 2013 -2015
On motion of Councillor McAlary
Seconded by Councillor Snook
RESOLVED that the submitted schedule for
Councillor appointments to the Nominating Committee for the years 2013 - 2015 be
approved.
Question being taken, the motion was carried.
13. Committee Reports
13.1 Planning Advisory Committee: Proposed Subdivision (Street Vesting) 210
Lawrence Long Road
On motion of Councillor McAlary
Seconded by Councillor MacKenzie
RESOLVED that:
1. Common Council assent to one or more subdivision plans, in one or more phases,
with respect to the vesting of the proposed public street(s), as generally illustrated on the
attached photo- reduced tentative subdivision plan, including any necessary municipal
services, municipal drainage and public utility easements.
2. Common Council authorize the preparation and execution of a City /Developer
Subdivision Agreement(s) to ensure provision of the required work and facilities,
including detailed site and drainage plans for the approval of the Chief City Engineer.
Question being taken, the motion was carried.
15. General Correspondence
15.1 New Brunswick Dental Society — Maintaining Fluoride Levels
On motion of Councillor Strowbridge
Seconded by Councillor McAlary
RESOLVED that the letter entitled New Brunswick
Dental Society — Maintaining Fluoride Levels be received for information.
Question being taken, the motion was carried.
15.2 The Hardman Group Ltd. — New Year's Eve Celebrations 2012
On motion of Councillor McAlary
Seconded by Councillor Farren
RESOLVED that the letter entitled The Hardman
Group Ltd. — New Year's Eve Celebrations 2012 be referred to the City Manager.
Question being taken, the motion was carried.
16. Supplemental Agenda
On motion of Councillor Farren
Seconded by Councillor Merrithew
RESOLVED that items 16.1 through 16.14 with the
exclusion of 16.2 which was removed from the agenda, be lifted from the table.
Question being taken, the motion was carried.
16.1 Prostitution (Councillor Fullerton)
Councillor McAlary called a point of order noting that a discussion was taking place by
Council members without a motion being on the floor. The Mayor requested that a
motion be made by Council prior to further discussions taking place.
On motion of Councillor Fullerton
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Seconded by Councillor Snook
RESOLVED that Common Council request that the
Saint John Police Commission submit a report to Council within 30 days regarding the
feasibility of using existing City By -Laws such as the Sidewalk By -Law and Traffic By -law
to be more proactive in removing prostitutes from the uptown area, specifically on Cliff
Street, Coburg Street, Paddock Street, Peter Street, Garden Street and Waterloo Street.
Question being taken, the motion was carried with Councillor McAlary
voting nay.
16.3 Saint John Parking Commission - Feasibility of Text to Pay System for
Payment of Parking Fines
On motion of Councillor Strowbridge
Seconded by Councillor Merrithew
RESOLVED that the submitted report entitled Saint
John Parking Commission — Feasibility of Text to Pay System for Payment of Parking
Fines, be referred to the City Manager.
Question being taken, the motion was carried.
(Deputy Mayor Rinehart entered the meeting)
16.4 Saint John Parking Commission - Pay by Phone System for Parking Meters
On motion of Councillor Farren
Seconded by Deputy Mayor Rinehart
RESOLVED that the submitted report entitled Saint
John Parking Commission — Pay by Phone System for Parking Meters, be referred to the
City Manager.
Question being taken, the motion was carried.
16.5 City Manager: Harbour Clean -Up - Sanitary Lift Station #31 Former Mill Street
On motion of Councillor Merrithew
Seconded by Councillor McAlary
RESOLVED that as recommended by the City
Manager in the submitted report M &C 2012 -277: Harbour Clean -Up - Sanitary Lift
Station #31 Former Mill Street - PID # 00032763:
1. The City of Saint John acquire the freehold interest in lands designated PID #
00032763 from Moosehead Breweries Limited for the sum of $7,517.00 (plus HST if
applicable), upon the terms and conditions contained in the "Agreement of Purchase and
Sale" attached to M &C 2012 -277; and,
2. The Mayor and Common Clerk execute the Agreement of Purchase and Sale and all
documentation required to complete the contemplated purchase.
Question being taken, the motion was carried.
16.6 Hodges Hamm - Real Estate Signs on Public Property
On motion of Councillor Snook
Seconded by Deputy Mayor Rinehart
RESOLVED that the letter entitled Hodges Hamm -
Rea/ Estate Signs on Public Property be referred to the City Manager.
Question being taken, the motion was carried.
16.7 Congratulatory Letter to Mr. Arthur Irving (Deputy Mayor Rinehart)
On motion of Deputy Mayor Rinehart
Seconded by Councillor Merrithew
RESOLVED that the Common Clerk be directed to
prepare a letter to be signed by the Mayor on behalf of Mayor and Council congratulating
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Mr. Arthur Irving on receipt of the Order of New Brunswick, and Mr. Jim Irving on his
induction into the Business Hall of Fame.
Question being taken, the motion was carried.
16.8 Common Clerk: Proposed 2013 Common Council Schedule
On motion of Councillor McAlary
Seconded by Councillor Farren
"RESOLVED that the regular Common Council
meetings in 2013 be held weekly starting at 6:00 p.m. with the exception of July and
August during which time the meetings will be held every two weeks; and that the
Common Clerk submit a revised schedule at the next meeting."
Question being taken, the motion was carried with Councillor Fullerton
and Councillor MacKenzie voting nay.
16.9 Council Minutes of October 12, 2012
On motion of Councillor McAlary
Seconded by Councillor Snook
RESOLVED that the minutes of the meeting of
Common Council, held on October 12, 2012, be approved.
Question being taken, the motion was carried.
16.10 Council Minutes of October 13, 2012
On motion of Councillor McAlary
Seconded by Councillor Strowbridge
RESOLVED that the minutes of the meeting of
Common Council, held on October 13, 2012, be approved.
Question being taken, the motion was carried.
16.11 Council Minutes of October 15, 2012
On motion of Councillor Snook
Seconded by Councillor MacKenzie
RESOLVED that the minutes of the meeting of
Common Council, held on October 15, 2012, be approved.
Question being taken, the motion was carried.
16.12 Council Minutes of October 22, 2012
On motion of Councillor McAlary
Seconded by Councillor Strowbridge
RESOLVED that the minutes of the meeting of
Common Council, held on October 22, 2012, be approved.
Question being taken, the motion was carried.
16.13 City Manager: Revisions to City Government Act
On motion of Councillor McAlary
Seconded by Councillor Farren
RESOLVED that all necessary steps be taken
forthwith to amend the governance structure of the City, as set forth in An Act to Provide
for the Government of the City of Saint John, 1936 (the `Act') including the preparation
and presentation of a Private Bill to the Legislative Assembly of New Brunswick as soon
as possible, to the effect that: i) Common Council shall have one direct report, namely,
from the City Manager, through whom all other departments shall report, including, but
not to limit the generality of the foregoing, the City Solicitor, Commissioner of Finance,
Treasurer and Common Clerk; and ii) the Act shall be repealed and enacted in both
official languages in accordance with the Standing Rules of the Legislative Assembly of
New Brunswick. Further, such enactment shall delete all provisions of the Act which
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have been rendered inoperative due to provincial statutes and regulations or municipal
bylaws and shall include the amendment set forth herein to the governance structure of
The City of Saint John.
Question being taken, the motion was carried.
16.14 Actionable Resolutions - Reflecting up to the October 29, 2012 Council
Meeting
On motion of Councillor Snook
Seconded by Councillor Farren
RESOLVED that the report entitled Actionable
Resolutions - Reflecting up to the October 29, 2012 Council Meeting be received for
information.
Question being taken, the motion was carried.
17. Committee of the Whole
17.1 Request for Deferral of 2012 Increased Pension Contributions
On motion of Councillor McAlary
Seconded by Councillor Merrithew
RESOLVED that the Commissioner of Finance and
Administrative Services be directed to request from the Superintendent of Pensions
deferral of additional contributions required as a result of the 2011 Actuarial Valuation
until such time as the result of the reform process has been finalized.
Question being taken, the motion was carried with Councillor Farren
voting nay.
17.2 Letter from Pension Board Re: City of Saint John Pension Plan — 2012
Contributions
On motion of Councillor McAlary
Seconded by Deputy Mayor Rinehart
RESOLVED that the letter from the Saint John
Pension Board of Trustees regarding the 2012 contributions be received for information.
Question being taken, the motion was carried.
18. Adjournment
On motion of Deputy Mayor Rinehart
Seconded by Councillor McAlary
RESOLVED that the Council meeting of November
13, 2012 be adjourned.
Question being taken, the motion was carried.
The Mayor declared the meeting adjourned at 6:45 pm.
Mayor / maire
Common Clerk / greffibre communale
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COMMON COUNCIL MEETING — THE CITY OF SAINT JOHN
CITY HALL — NOVEMBER 19, 2012 - 6:00 P.M.
Present:
Mel Norton, Mayor
Deputy Mayor Rinehart and Councillors Farren, MacKenzie,
McAlary, Merrithew, Norton, Reardon, Snook and Strowbridge
- and -
P. Woods, City Manager; J. Nugent, City Solicitor; G. Yeomans,
Commissioner of Finance and Administrative Services; K.
Forrest, Commissioner of Growth and Development Services; W
Edwards, Commissioner of Transportation and Environment
Services; T. Leblanc, Police Staff Sergeant; K. Clifford, Fire
Chief; E. Gormley, Common Clerk and J. Taylor, Assistant
Common Clerk.
1. Call To Order — Prayer
Mayor Norton called the meeting to order and Reverend Ronald Curtis offered the
opening prayer.
2. Approval of Minutes
3. Approval of Agenda
On motion of Deputy Mayor Rinehart
Seconded by Councillor McAlary
RESOLVED that the agenda of this meeting with
the addition of item 17.1 Committee of the Whole: Hiring, be approved.
Question being taken, the motion was carried.
4. Disclosures of Conflict of Interest
5. Consent Agenda
6. Members Comments
Council members commented on various community events.
7. Proclamation
7.1 Restorative Justice Week — November 18th — 25th, 2012
The Mayor proclaimed the week of November 18th to 25th, 2012 as Restorative Justice
Week in the City of Saint John.
8. Delegations /Presentations
16. Supplemental Agenda
the agenda.
On motion of Deputy Mayor Rinehart
Seconded by Councillor McAlary
RESOLVED that item 16.1 be lifted from the table.
Question being taken, the motion was carried.
On motion of Deputy Mayor Rinehart
Seconded by Councillor Norton
RESOLVED that item 16.1 be moved forward on
Question being taken, the motion was carried.
16.1 Exhibition Association: The Field House at Exhibition Park
Referring to submitted documents and video, Paul Gilbride, President of the Saint John
Exhibition Association, presented the association's proposal for a field house sports
facility.
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(Councillor Reardon withdrew from the meeting)
10. Consideration of By -laws
10.1(a)Third Reading Proposed Zoning By -Law Amendment 317 City Line
10.1(b) Section 39 Conditions
On motion of Councillor McAlary
Seconded by Councillor Merrithew
RESOLVED that the by -law entitled, "By -Law
Number C.P. 110 -203, A Law to Amend the Zoning By -Law of The City of Saint John,"
re- zoning a parcel of land with an area of approximately 912 square metres, located at
317 City Line, also identified as being PID Number 00386193, from "R -2" One and Two
Family Residential to "R-4" Four Family Residential, be read.
Question being taken, the motion was carried with Councillor Farren
voting nay.
The by -law entitled, "By -Law Number C.P. 110 -203, A Law to Amend the Zoning By -Law
of The City of Saint John ", was read in its entirety.
On motion of Councillor Snook
Seconded by Councillor McAlary
RESOLVED that pursuant to the provisions of
Section 39 of the Community Planning Act, the proposed development of the parcel of
land with an area of approximately 912 square metres, located at 317 City Line, also
identified as being PID Number 00386193 be subject to the following condition:
a. Appropriate landscaping be provided around the parking area at the rear of the
property to visually screen the parking area and prevent headlight trespass onto
adjacent properties.
Question being taken, the motion was carried with Councillor Farren
voting nay.
On motion of Councillor McAlary
Seconded by Councillor Merrithew
RESOLVED that the by -law entitled, "By -Law
Number C-P. 110 -203, A Law to Amend the Zoning By -Law of The City of Saint John,"
re- zoning a parcel of land with an area of approximately 912 square metres, located at
317 City Line, also identified as being PID Number 00386193, from "R -2" One and Two
Family Residential to "R -4" Four Family Residential, be read a third time, enacted, and
the Corporate Common Seal affixed thereto.
Question being taken, the motion was carried with Councillor Farren
voting nay.
Read a third time by title, the by -law entitled, "By -Law Number C.P_ 110 -203, A Law to
Amend the Zoning By -Law of The City of Saint John"
(Councillor Reardon reentered the meeting)
11. Submissions by Council Members
11.1 4-Plex (Mayor Norton)
On motion of Councillor McAlary
Seconded by Deputy Mayor Rinehart
RESOLVED that the City Manager and appropriate
staff be directed to initiate discussions with the Saint John Port Corporation to explore
the potential for using the Long Wharf site as a potential location for a 4-Plex recreation
facility.
Question being taken, the motion was carried.
11.2 Provincial Pension Task Force's Final Report on the City of Saint John
(Councilor Snook)
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On motion of Councillor Snook
Seconded by Councillor Farren
RESOLVED that Common Council receive the final
report from the Provincial Pension Task Force concerning the City of Saint John's
pension plan in an open session of Council. Furthermore, that a "vetting" period be
established in order to provide an opportunity for public input before Council makes a
final decision concerning changes to our City's pension plan.
Question being taken, the motion was carried.
11.3 Community Plans /Revitalization Strategy for Urban Core Neighbourhoods
(Councillor Snook)
On motion of Councillor Farren
Seconded by Councillor Merrithew
RESOLVED that section 12.7 of Council's
Procedural By -Law respecting speaking time limitations for Council members be
suspended for this item.
Question being taken, the motion was carried.
On motion of Councillor Snook
Seconded by Councillor Farren
RESOLVED that the letter from the Councillor
Snook entitled Community PlanslRevitalization Strategy for Urban Core Neighbourhoods
be referred to the City Manager for input and direction from our City's Growth and
Development Services Department with regard to the creation and implementation of
Community Plans /Revitalization Strategy for the above named urban core
neighbourhoods.
Question being taken, the motion was carried with Councillors Merrithew
and Reardon voting nay.
9. Public Hearings 7:00 P.M.
9.1 Proposed Bylaw Amendment Stop Up & Close a Portion of King William Rd
The Common Clerk advised that the necessary advertising was completed with regard to
the proposed bylaw amendment to stop up and close a portion of King William Road, by
adding thereto Section 232 immediately after Section 231 thereof, with no objections
received.
The Mayor called for members of the public to speak against the proposed amendment
with no one presenting.
The Mayor called for members of the public to speak in favour of the proposed
amendment with no one presenting.
On motion of Councillor McAlary
Seconded by Councillor Farren
RESOLVED that the by -law entitled, "A By -Law
Respecting the Stopping Up and Closing of Highways in The City of Saint John"
regarding a portion of King William Road by adding thereto Section 232 immediately
after Section 231 thereof, be read a first time.
Question being taken, the motion was carried.
Read a first time by title, the by -law entitled "A By -Law Respecting the Stopping Up and
Closing of Highways in The City of Saint John."
On motion of Councillor Farren
Seconded by Councillor McAlary
RESOLVED that the by -law entitled, "A By -Law
Respecting the Stopping Up and Closing of Highways in The City of Saint John"
regarding a portion of King William Road by adding thereto Section 232 immediately
after Section 231 thereof, be read a second time.
Question being taken, the motion was carried.
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Read a second time by title, the by -law entitled "A By -Law Respecting the Stopping Up
and Closing of Highways in The City of Saint John."
9.2 Proposed Bylaw Amendment Stop Up and Close a Portion of Market Place
The Common Clerk advised that the necessary advertising was completed with regard to
the proposed by -law amendment to stop -up and close a portion of Market Place, by
adding thereto Section 233 immediately after Section 232 thereof, with no objections
received.
The Mayor called for members of the public to speak against the proposed amendment
with no one presenting.
The Mayor called for members of the public to speak in favour of the proposed
amendment with no one presenting.
On motion of Councillor Farren
Seconded by Councillor McAlary
RESOLVED that the by -law entitled, "A By -Law
Respecting the Stopping Up and Closing of Highways in The City of Saint John"
regarding a portion of Market Place by adding thereto Section 233 immediately after
Section 232 thereof, be read a first time.
Question being taken, the motion was carried.
Read a first time by title, the by -law entitled "A By -Law Respecting the Stopping Up and
Closing of Highways in The City of Saint John."
On motion of Councillor McAlary
Seconded by Councillor Farren
RESOLVED that the by -law entitled, "A By -Law
Respecting the Stopping Up and Closing of Highways in The City of Saint John"
regarding a portion of Market Place by adding thereto Section 233 immediately after
Section 232 thereof, be read a second time.
Question being taken, the motion was carried.
Read a second time by title, the by -law entitled "A By -Law Respecting the Stopping Up
and Closing of Highways in The City of Saint John."
12. Business Matters - Municipal Officers
13. Committee Reports
14. Consideration of Issues Separated from Consent Agenda
15. General Correspondence
15.1 Committee of the Irving Oil Saint John Christmas Tournament Letter —
Arena Fees
On motion of Councillor McAlary
Seconded by Councillor Merrithew
RESOLVED that the letter from the Committee of
the Irving Oil Saint John Christmas Tournament regarding arena fees be referred to the
City Manager
from the table.
Question being taken, the motion was carried.
On motion of Deputy Mayor Rinehart
Seconded by Councillor McAlary
RESOLVED that items 16.2 through 16.15 be lifted
Question being taken, the motion was carried.
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16.2 Meetings between City Staff and Local Builders and Developers (Councillor
Merrithew)
On motion of Councillor Merrithew
Seconded by Councillor Farren
RESOLVED that the letter from Councillor
Merrithew entitled Meetings Between City Staff and Local Builders and Developers be
referred to the City Manager for a report outlining the appropriate structure and terms of
reference for the proposed meetings between staff and developers.
Question being taken, the motion was carried.
16.3 City Manager: Professional Services — Hargrave & Company
On motion of Councillor Farren
Seconded by Councillor McAlary
RESOLVED that as recommended by the City
Manager in the submitted report M &C 2012 -280: Professional Services — Hargrave &
Company the City of Saint John terminates the Agreement for Professional Engineering
Services between the City of Saint John and W. J. Hargrave & Company Inc_ dated
March 29, 2012 (the "Agreement ") pursuant to the terms and conditions of the
Agreement_
AND BE IT FURTHER RESOLVED that the City Manager is directed to deliver written
notice thereof to W. J. Hargrave & Company Inc. in accordance to the terms and
conditions of the Agreement.
Question being taken, the motion was carried_
(Councillor Reardon withdrew from the meeting)
(Councillor Farren withdrew from the meeting)
16.4a) Section 39 Amendment and Rezoning — 290 Ludlow Street
16.4b) Third Reading Proposed Zoning By -Law Amendment 290 Ludlow Street
On motion of Councillor Snook
Seconded by Councillor Merrithew
RESOLVED that the by -law entitled, "By -Law
Number C. P. 110 -204, A Law to Amend the Zoning By -Law of The City of Saint John ",
re- zoning approximately 426 square metres, located at 290 Ludlow Street, also
identified as being PID Number 00365098, from "R -1 B" One Family Residential to "B -2"
General Business, be read.
Question being taken, the motion was carried.
The by -law entitled, "By -Law Number C.P. 110-204, A Law to Amend the Zoning By -Law
of The City of Saint John ", was read in its entirety.
On motion of Councillor Snook
Seconded by Councillor McAlary
RESOLVED that:
Common Council amend the Section 39 conditions imposed on the March 25,
1985 rezoning of a parcel of land with an area of approximately 1272 square
metres, located at 290 Ludlow Street, also identified as PID Number 00365106
by deleting the existing condition limiting the use to the activities of the Royal
Canadian Legion, and replacing it with the following:
a) The use of the property be limited to a facility for banquets, weddings, meetings,
seminars, bingo games, and other related uses;
b) Any liquor licence on the property be limited to a "Special Facility" liquor licence,
or a similar class of licence should a "Special Facility" licence be changed as a
result of the Province's licence review process;
c) No physical additions to the building shall be permitted;
d) The barbed wire located on the perimeter of the roof be removed and replaced
by a more suitable barrier;
e) All required off - street parking be provided on site or on a property within a 100
metre radius of the subject site;
f) No mobile signs are permitted;
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g) A wooden privacy fence be installed on top of the existing or future retaining wall
abutting the properties at 102 and 106 St. George Street;
h) The condition of the retaining wall along the property line abutting the adjacent
properties on St. George Street be evaluated by a professional engineer to the
satisfaction of the Building Inspector. If the Building Inspector determines that it
is necessary to repair or replace the retaining wall, the required work shall be
designed by a professional engineer to the satisfaction of the Building Inspector.
i) The applicant shall submit a drainage plan for the subject site prepared by a
professional engineer, to the satisfaction of the Chief City Engineer or his
designate, ensuring all water runoff on the subject site is directed away from the
adjacent properties;
j) Adequate safety lighting be installed to enhance the safety of the subject site,
subject to the approval of the Development Officer;
k) The work identified in conditions (d), (g), (h), (i) and 0) be completed within one
year of the amendments to the Section 39 conditions.
2_ That, pursuant to Section 39 of the Community Planning Act, the use of the
parcel of land with an area of approximately 426 square metres, located at 290
Ludlow Street, also identified as PID Number 00365098, be limited to a parking
area developed in conjunction with the adjacent PID 00365106 and subject to the
same conditions as are applicable to PID Number 00365106.
Question being taken, the motion was carried.
On motion of Councillor Snook
Seconded by Councillor Strowbridge
RESOLVED that the by -law entitled, "By -Law
Number C.P. 110 -204, A Law to Amend the Zoning By -Law of The City of Saint John",
re- zoning approximately 426 square metres, located at 290 Ludlow Street, also identified
as being PID Number 00365098, from "R -1 B" One Family Residential to "B -2" General
Business, be read a third time, enacted, and the Corporate Common Seal affixed
thereto.
Question being taken, the motion was carried.
Read a third time by title, the by -law entitled, "By -Law Number C.P.110 -204, A Law to
Amend the Zoning By -Law of The City of Saint John ".
(Councillor Farren reentered the meeting)
16.5 City Manager: Core Services Review Update
On motion of Councillor Snook
Seconded by Deputy Mayor Rinehart
RESOLVED that as recommended by the City
Manager in the submitted report entitled Core Services Review Update, Common
Council:
1 _ Receive the submitted report for information as a progress update on year one of the
core service review; and
2. Direct the Common Clerk to schedule two Council meetings, one on Friday November
30th (3 p.m. to 6 p.m.) and the second on Saturday December 1" (9 a.m. to 2 p.m.) for
core service review results and service level options to be considered as part of the
2013 service -based budget.
Question being taken, the motion was carried.
(Councillor Reardon reentered the meeting)
16,6 City Manager: City of Saint John and Atlantic Canada Opportunities
Agency's Community Infrastructure Improvement Fund
On motion of Councillor McAlary
Seconded by Deputy Mayor Rinehart
RESOLVED that as recommended by the City
Manager in the submitted report entitled City of Saint John and Atlantic Canada
Opportunities Agency's Community Infrastructure Improvement Fund: Common Council:
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1. Direct City Manager to immediately prepare and submit an application to ACOA for
the City Market Head Tower Revitalization project under the Community Infrastructure
Improvement Fund.
Question being taken, the motion was carried.
16.7 City Manager: 2013 Water and Sewer Utility Capital Budget
On motion of Councillor Farren
Seconded by Councillor McAlary
RESOLVED that item16.13 be moved forward on
the agenda to be dealt with immediately after item 16.7.
Question being taken, the motion was carried.
Referring to the submitted report, the Commissioner of Transportation and Environment
Services outlined the 2013 water and sewer capital and operating budgets and he
responded to questions.
On motion of Councillor Farren
Seconded by Deputy Mayor Rinehart
RESOLVED that the report M &C 2092 -260. 2093
Water and Sewer Utility Capital Budget Common Council be tabled until November 26,
2012.
Question being taken, the motion was carried.
16.13 City Manager: Proposed 2013 Operating Budget - Water and Sewerage
Utility Fund
On motion of Deputy Mayor Rinehart
Seconded by Councillor MacKenzie
RESOLVED that the submitted report M &C 2012-
281: Proposed 2093 Operating Budget - Water and Sewerage Utility Fund be tabled
until November 26, 2012.
Question being taken, the motion was carried.
16.8 Actionable Resolutions - Reflecting up to the November 13, 2012 Council
Meeting
On motion of Councillor Farren
Seconded by Councillor Snook
RESOLVED that the report entitled Actionable
Resolutions Reflecting up to the November 13, 2012 Council Meeting be received for
information.
Question being taken, the motion was carried.
16.9 Chris Archer Request for a Letter of Support for MMANB (Mixed Martial
Arts New Brunswick)
On motion of Councillor Farren
Seconded by Councillor Snook
RESOLVED that the report entitled Chris Archer
Request for a Letter of Support for MMANB (Mixed Martial Arts New Brunswick) be
received for information.
Question being taken, the motion was carried.
16.10 NB Road Builders and Heavy Construction Association - Position
Statement on Government Lenders
On motion of Councillor McAlary
Seconded by Deputy Mayor Rinehart
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RESOLVED that the report entitled NB Road
Builders and Heavy Construction Association — Position Statement on Government
Lenders be received for information.
Question being taken, the motion was carried.
16.11 CGANB — Letter of Thanks
On motion of Councillor McAlary
Seconded by Councillor Reardon
RESOLVED that the report entitled CGANB —
Letter of Thanks be received for information.
Question being taken, the motion was carried.
16.12 Congratulatory Letter to Francis McGuire and the late Neil McKelvey (Deputy
Mayor Rinehart)
On motion of Deputy Mayor Rinehart
Seconded by Councillor McAlary
RESOLVED that the Common Clerk's Office
prepare a letter on behalf of Mayor and Council congratulating Francis McGuire and the
late Neil McKelvey c/o son Peter McKelvey on their inductions to the New Brunswick
Business Hall of Fame.
Question being taken, the motion was carried.
16.14 Common Clerk: Proposed 2013 Common Council Schedule
On motion of Councillor Farren
Seconded by Councillor McAlary
RESOLVED that the Proposed 2013 Common
Council Schedule be approved.
Question being taken, the motion was carried.
16.15 Common Clerk: Scheduling of Committee of the Whole Meetings
Referring to a submitted report, the Common Clerk noted that the start time for the
November 29th Council meeting should be 7:00 p.m., not 4:30 p.m. as listed.
On motion of Councillor McAlary
Seconded by Deputy Mayor Rinehart
RESOLVED that a Committee of the Whole
meeting be scheduled on Wednesday, November 21st, 2012 at 4:30 p.m. in the 8th floor
boardroom of City Hall to discuss a personnel matter; and further that a Committee of
the Whole meeting be scheduled on Thursday, November 29th, 2012 at 7:00 p.m. in the
8th floor boardroom of City Hall to discuss a financial matter.
Question being taken, the motion was carried.
17.1 Committee of the Whole: Filling Vacant Staff Positions
On motion of Councillor Reardon
Seconded by Councillor MacKenzie
RESOLVED that notwithstanding the hiring freeze,
the City Manager be directed to proceed with filling following positions: Commissioner of
Growth and Development; Manager of Industrial Relations; Manager of Staffing and
Development; Facilities Management Position; Communications Officer.
Councillor Snook stated that he is not convinced that all of the recommended positions
are needed.
Councillor Farren explained he does not support hiring for the proposed positions before
the 2013 budget has been approved.
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COMMON COUNCILICONSEIL COMMUNAL
NOVEMBER 19, 20121LE 19 NOVEMBRE, 2012
Councillor Strowbridge stated that he does not support the motion as a pension solution
is not currently in place and the 2013 budget has not been approved.
Question being taken, the motion was carried with Councillors Farren,
Snook and Strowbridge voting nay.
18. Adjournment
On motion of Councillor McAlary
Seconded by Deputy Mayor Rinehart
RESOLVED that the meeting of November 19,
2012, be adjourned.
Question being taken, the motion was carried.
The Mayor declared the meeting adjourned at 8:40 p.m.
Mayor 1 maire
Common Clerk / greffiere communale
223
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COMMON COUNCILICONSEIL COMMUNAL
NOVEMBER 26, 20121LE 26 NOVEMBRE 2012
COMMON COUNCIL MEETING — THE CITY OF SAINT JOHN
CITY HALL — NOVEMBER 26, 2012 - 6:00 P.M.
Present:
Mel Norton, Mayor
Deputy Mayor Rinehart and Councillors Farren, Fullerton,
MacKenzie, McAlary, Merrithew, Norton, Reardon, and Snook
- and -
P. Woods, City Manager; J. Nugent, City Solicitor; G. Yeomans,
Commissioner of Finance and Treasurer; K. Forrest,
Commissioner of Growth and Development Services; W.
Edwards, Commissioner of Transportation and Environment
Services; T. LeBlanc, Sergeant, Police Force; K. Clifford, Fire
Chief; E. Gormley, Common Clerk and K. Tibbits, Administrative
Assistant
1. Call To Order — Prayer
Mayor Norton called the meeting to order and Reverend Edward Powell of Grand Bay
Baptist Church offered the opening prayer.
2. Approval of Minutes
3. Approval of Agenda
On motion of Councillor McAlary
Seconded by Councillor Reardon
RESOLVED that item 16.13 S. Chase Letter
regarding water and sewerage rates be moved forward on the agenda with item 12.1
City Manager.- 2013 Water & Sewer Utility Capital Budget and that the agenda of this
meeting be approved.
Question being taken, the motion was carried.
4. Disclosures of Conflict of Interest
5. Consent Agenda
6. Members Comments
Council members commented on various community events.
7. Proclamation
7.1 World AIDS Day — December 1, 2012
The Mayor proclaimed December 1, 2012 as World AIDS Day in the City of Saint John.
8. Delegations /Presentations
8.1 Pension Update
On motion of Deputy Mayor Rinehart
Seconded by Councillor Merrithew
RESOLVED that Common Council suspend section
10.5 of Council's Procedural Bylaw respecting the maximum duration of a presentation.
Question being taken, the motion was carried.
Referring to the submitted presentation, Ms. Susan Rowland from the New Brunswick
Pension Task Force provided an update on the pension reform process and answered
questions from members of Council.
On motion of Councillor McAlary
Seconded by Councillor Snook
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COMMON COUNCILICONSEIL COMMUNAL
NOVEMBER 26, 20121LE 26 NOVEMBRE 2012
RESOLVED that the report entitled City of
Saint John Pension Plan — Presentation from the NB Pension Task Force to Common
Council, be received for information.
Question being taken, the motion was carried.
On motion of Deputy Mayor Rinehart
Seconded by Councillor Farren
RESOLVED that items 16.1 Regional Growth
Strategy (Deputy Mayor Rinehart); 16.2.1 Enterprise Saint John Presentation; 16.2.2
Discover Saint John Presentation; 16.2.3 Saint John Development Corporation
Presentation; and 16.2.4 Saint John Industrial Parks Presentation, be moved forward on
the agenda.
Question being taken, the motion was carried.
On motion of Councillor Farren
Seconded by Councillor McAlary
RESOLVED that items 16.1 Regional Growth
Strategy (Deputy Mayor Rinehart); 16.2.1 Enterprise Saint John Presentation; 16.2.2
Discover Saint John Presentation; 16.2.3 Saint John Development Corporation
Presentation; and 16.2.4 Saint John Industrial Parks Presentation, be lifted from the
table.
Question being taken, the motion was carried.
16.1 Regional Growth Strategy (Deputy Mayor Rinehart)
Deputy Mayor Rinehart stated that the Regional Growth Strategy Committee — True
Growth 2.0 publicly announced its recommendations for the combined region, adding
that the steering committee concentrated on the strengths of the community. She noted
that the committee identified the growth sectors and the environment required to foster
and sustain growth with the assistance of the economic development agencies.
The Deputy Mayor stated that the committee recommends developing a task force to
review the structure with respect to the enterprise agency, noting that the funding
models have changed.
On motion of Deputy Mayor Rinehart
Seconded by Councillor MacKenzie
RESOLVED that Common Council accept the
report and the recommendations therein as submitted by the True Growth 2.0 Steering
Committee.
Question being taken, the motion was carried.
16.2 Economic Development Service
16.2.1 Enterprise Saint John Presentation
Referring to the submitted presentation, Steve Carson, Ghiet Executive Officer of
Enterprise Saint John, provided an update on the activities of Enterprise Saint John and
he answered questions from members of Council.
16.2.2 Discover Saint John Presentation
Referring to the submitted presentation, Ross Jetterson, Executive Director of Discover
Saint John, provided an overview of Discover Saint John's mandate, accomplishments
and plans for the future and he answered questions from members of Council.
16.2.3 Saint John Development Corporation Presentation
Referring to the submitted presentation, Kent McIntyre, General Manager of Saint John
Development Corporation, outlined the mandate and the ongoing activities of the
corporation and he answered questions from members of Council.
On motion of Councillor Farren
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COMMON COUNCILICONSEIL COMMUNAL
NOVEMBER 26, 20121LE 26 NOVEMBRE 2012
Seconded by Councillor McAlary
RESOLVED that the meeting time be extended
beyond 10:00 p.m. as provided for in the Procedural By -law.
Question being taken, the motion was carried.
16.2.4 Saint John Industrial Parks
Referring to the submitted presentation, Brian Irving, General Manager of Saint John
Industrial Parks ( "SJIP "), provided an update with respect to the mandate, recent
performance indicators and future commitments of SJIP and he responded to questions
from members of Council.
9. Public Hearings 7:00 P.M.
10. Consideration of By -laws
11. Submissions by Council Members
12. Business Matters - Municipal Officers
13. Committee Reports
14. Consideration of Issues Separated from Consent Agenda
15. General Correspondence
16. Supplemental Agenda
from the table.
On motion of Councillor McAlary
Seconded by Deputy Mayor Rinehart
RESOLVED that Items 16.3 through 16.16 be lifted
Question being taken, the motion was carried.
The City Manager noted that the format of the supplemental agenda does not allow for
items to be placed on the consent agenda and he suggested that items 16.4, 16.6, 16.8,
16.9, 16.10, 16.11, 16.13, 16.14, 16.15, 16.16 be treated by Council as consent agenda
items_
16.4 That as recommended by the City Manager in the submitted report M &C 2012-
282: Glen Falls Flooding Maintenance Plan this report be received for information.
16.6 That as recommended by the City Manager in the submitted report M &C 2012-
291: City of Saint John Arenas — Results of Energy Management Program this report be
received for information.
16.8 That the letter from the Loch Lomond Water Protection Association regarding the
protection of lakes be referred to the City Manager.
16.9 That the minutes of the meeting of Common Council, held on October 23, 2012,
be approved.
16.10 That the minutes of the meeting of Common Council, held on October 29, 2012,
be approved.
16.11 That the minutes of the meeting of Common Council, held on November 5, 2012,
be approved.
16.13 That the letter from S. Chase regarding Water and Sewage Rates be received for
information.
16.14 That the report entitled Actionable Resolutions — Reflecting up to the November
19, 2012 Council Meeting be received for information.
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COMMON COUNCILICONSEIL COMMUNAL
NOVEMBER 26, 20121LE 26 NOVEMBRE 2012
16.15 That as recommended by the City Manager in the submitted report M &C 2012-
289: Saint John Irving Oil Christmas Tournament Arena Fees Common Council:
1. Approve the sponsorship request from the Irving Oil Christmas Tournament
Committee;
2. Allow for a total tournament fee reflecting 2011 invoice of $2,320 plus 10% ($2,552) to
be consistent with this year's 10% rate increases, and;
3. Direct staff to initiate changes to the Irving Oil Christmas Tournament contract and
invoice.
16.16 That as recommended by the City Manager in the submitted report M &C 2012-
290: Land for Public Purposes Trust Fund Application — Porter Memorial Playground
Project (Seaward School) Common Council, under the existing policy,
1. Approve an LPP grant of $5,000 to the Porter Memorial Playground Project with
condition that:
a) a certificate is received from the Superintendent of the Anglophone South
School District stating that the playground and equipment at Seawood School shall be
open for recreational use and the enjoyment of the general public; and that the
Anglophone South School District accepts responsibility for maintenance and safety
inspections of the area and equipment, and;
b) that a letter be provided to the City of Saint John from the equipment supplier
stating the equipment and installation fully comply with Canadian Safety Association
standards.
On motion of Councillor Farren
Seconded by Councillor MacKenzie
RESOLVED that the recommendations set out forth
by the City Manager for Items 16.4, 16.6, 16.8, 16.9, 16.10, 16.11, 16.13, 16.14, 16.15
and 16.16 be adopted.
Question being taken, the motion was carried.
17. Committee of the Whole
The following items are forwarded to the Common Council meeting of Monday,
December 3`�, 2012:
11.1 Creating Better Departmental Efficiencies (Councillor Farren)
11.2 Update on Watershed Management (Select Wood Cutting) (Councillor Farren)
12.1 City Manager: 2013 Water & Sewer Utility Capital Budget
12.2 City Manager: Proposed Operating Budget Water & Sewerage Utility Fund 2013
16.3 City Manager: Harbour Clean -Up Program Update
16.5 City Manager: Market Place West — Phase 1 Revitalization Recommendation for
Award of Contract
16.7 City Solicitor: Fire Protection By -Law — Unsecured Refuse on Property
16.12 Commissioner of Finance: Terms of the November 2012 Debenture Issue
18. Adjournment
On motion of Councillor Farren
Seconded by Councillor Reardon
RESOLVED that the Common Council meeting of
November 26, 2012 be adjourned.
Question being taken, the motion was carried.
The Mayor declared the meeting adjourned at 10:30 p.m.
227
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COMMON COUNCILICONSEIL COMMUNAL
NOVEMBER 26, 2012ILE 26 NOVEMBRE 2012
Mayor/ maire
Common Clerk 1 greffiere communale
228
REPORT T O COMMON COUNCIL
December 10, 2012
His Worship Mayor Mel Norton
and Members of Common Council
Your Worship and Members of Council:
1" In n
The City of Saint )An
SUBJECT: CITY OF SAINT JOHN APPLICATION TO THE ENVIRONMENTAL
TRUST FUND
Background
The Environmental Trust Fund (ETF) is a program administered by the Department of
Environment and Local Government, Government of New Brunswick, which provides assistance
for "action- oriented projects with tangible, measurable results, aimed at protecting, preserving
and enhancing the Province's natural environment." The City has successfully obtained funds
from ETF in the past, including on the energy studies for a geo exchange system and green
parking garage, among others.
Analysis
The City is advised to pursue the Rockwood Park Compost Program for the 2012 application to
ETF. Rockwood Park is used year round by tourists including cruise ship passengers, but also
locals who see the park as a great source of pride for the community. Throughout the past
decade, the Park has undergone revitalization and has been recognized by Plan SJ as being
integral to the mental and physical health of the community.
Maintaining ecological integrity while encouraging the recreational use of the Park is an
important balancing act, and the proposed Rockwood Park Compost Program seeks to turn a
current environmental eyesore into a visible example of waste reduction, recycling, and self -
sufficiency. Coupled with an educational program offered by the Park Naturalist, it is intended to
inspire people to compost and reduce and re -use waste on their property.
The project follows a start to finish composting cycle within easy walking distance around the
Park's recreational area. The program starts at the horse stable where the `product' coupled with
the landscape waste is collected by City Staff and taken to the Rockwood Park materials yard;
proper wind rows will be established with the mixed material, covered and aerated to support the
composting process; the product will then be shared with the community garden where the cured
compost will be put to use; and finally, the cycle concludes at the Lily Lake Cafe, where the
`local' produce grown by our compost can be enjoyed. Self- guided tours, as well as a school
programs offered by the Park will be available for both tourists and locals to experience getting
back to nature and the science of this natural process.
229
lLge2
Financial Implications
The project rust fur the Ruck%%ood Park Compost Program is set at $42.000. The City is
intending to contribute $20.000 to the proico. a!, the City has $20.009 earmarked thr an
environmental initiati%e a,; a result W' a December :1010 settlement. Therefore, the City will he
seeking' 22.000 from 1: 11: 'iir the Rocks %ood Park Compost Program.
It should also In noted that ongoing operating costs to sustain this progtarn will not result in
additional expenditures fur Rockwood Park. Further. the City is expected to save on the yuantitN
of top soil and fertilizer in the coning }ears b% using the product of :he Rocktiood Park
Compost Program.
RECOMMENDATIONS
Stafl'reconimends that C'mmnum Council:
1. Direct City Massager to ittttnediately prepare and submit an application to the Department
of l.nvironntent and Local Goveniment for the RockNtood Park Compost Program under
the En%ironniental Trust Fund.
Respectfully submitted_
Emilie Nturphy. BSc
Rockwood Park Naturalist
�7/
V
t.�
Phil Ouellette. M A
Intergovernmental Affairs
a
J. trick Woods. CGA
00, Manager
230
, - P 0,PEIT TO C-1' 0D MG f4 C C) Ur,I C IL
M & C — 2012 -297
December 5, 2012
His Worship Mayor Mel Norton and
Members of Common Council
Your Worship and Councillors:
SUBJECT: Early Access for Test Wells on Provincial Property
496 Ridge Row (PID #411728)
f
City of Saint john
On October 15, 2012 Council considered and adopted a report (M & C #2012 -265)
regarding the Safe, Clean Drinking Water Program. Saint John Water is involved in the
first steps of conducting test well drilling on both City and Provincially owned property.
An engineering firm has been hired to conduct the Environmental Impact Assessment and
the test drill program for a number of wells in the South Bay area.
A number of desired test well drill sites have been identified on a Provincially owned
property identified as PID number 411728, also known as civic 496 Ridge Row (see
attached map). This is a large parcel of land consisting of approximately 130 acres
containing Island View School on the south side portion of the property. The intended
test wells would be conducted significantly further northward away from the school site
within the undeveloped treed area of the site.
The attached document from NB Department of Supply and Services will provide the
City with terms and conditions for the granting of the right to access the property to carry
out five (5) test wells as indicated on an attached sketch. The City's Solicitors office has
reviewed the document and is satisfied with the noted terms and conditions.
RECOMMENDATION:
That The City of Saint John accept the terms and conditions set out by the Province of
New Brunswick, as contained in the letter attached to M & C 2012 -297 for the purpose of
drilling five (5) test wells as indicated on an attached sketch on PID number 411728; and
authorize the Mayor and Common Clerk to sign the attached letter in acknowledgement
of such terms and conditions.
Respectfully sub e ,
regory e ans, GA, MBA trick Woods, C.G.A.
Co o r of Finance and Administrative Services Ci Manager
Attac nt
1 1 Newer ,7Nouveau
3
C A N A D A
December 4, 2012
File No. 11 -057
The City of Saint John
P.O. Box 1971
Saint John, NB E21L 41-1
Attention: City Solicitor's Office
Dear Sir /Madame,
Re: Drilling Test Wells on PID 00411728, Island View School Property, 496 Ridge Row,
Saint John, N.B.
This is further to the City's letter of November 13, 2012, requesting permission to carry
out test well drilling on the subject property.
Please be advised that approval is hereby granted to The City of Saint John, hereinafter
referred to as the "City" to enter on to the subject property, for the purpose of drilling five
(5) test wells as indicated on the attached sketch.
This permission is granted with the understanding that:
1. The City is responsible for all costs associated with the drilling work, including all
site clearing, preparation and landscape restoration. There will be no
reimbursement for work performed and all improvements will be dealt with in a
manner acceptable to the Province at the expense of the City.
2. All activities of The City or by persons claiming under the City will be carried out
solely at the expense and risk of the City who shall make no claim whatsoever
against Her Majesty the Queen in Right of the Province of New Brunswick as
represented by the Minister of Transportation and Infrastructure for any costs
Incurred.
... /2
TelJrdldphone:
P.O. Box 6000
Case Postale 6000
(506) 453 -2221
Fredericton
Fredericton General Website
Supply and Services /ApprovisionnementetServices Faxlydidoopieur:
New Brunswick
Nouveau - Brunswick www.gnb.ca
(506) 444 -5653
Canada E3B 51-11
Canada E3B 5H1
Visit us at our web site:
www_ nb.ca 221/
Ysitez notre site Web:
www.onb &Q2211lndex -f.aso
W,
3. The City shall indemnify and save harmless Her Majesty the Queen in Right of the
Province of New Brunswick as represented by the Minister of Transportation and
Infrastructure from any and all claims that may arise from the use of the subject
property by the City or by persons claiming under the City, or from the exercise by
the City of any of its rights or the failure to perform any of its obligations hereunder.
4. The City shall obtain public liability insurance in an amount not less than Five Million
Dollars ($5,000,000.00), protecting Her Majesty the Queen in Right of the Province
of New Brunswick as represented by the Minister of Transportation and
Infrastructure from all claims arising from the use of the subject property by the City
and its members and /or the exercise by the City of any of its rights hereunder.
5. The City shall provide a copy of the policy confirming such protection, before this
permission to occupy will take effect.
6. The City shall keep the premises in a neat and orderly condition, as good as when
this permission was granted.
7. The work must be undertaken in such a manner, as to minimize damage to the
subject lands, along with minimal tree cutting and the land restored as reasonably
practical to its original condition.
8. This agreement/ permission shall be terminated on one (1) weeks written notice to
the City in the event that:
a) The City ceases to use the property for the purpose for which
permission is hereby granted, or
b) The City breaches or fails to perform any covenant in this Agreement.
9. The City may not assign the rights and /or permission herein contained in this
agreement.
10. This Agreement shall enure to the benefit of and be binding upon the respective
successors and assigns of the parties.
11. The City agrees to coordinate all site work, access, or visits by City staff and /or
consultants with Craig Jones, Facilities Manager, ASD, Rothesay, 847 -6246, or by
e -mail to craig- Jones(alIgnb.ca.
... 13
TeIJT616phone:
P.O. Box 6000
case Postale 6000
(506) 453 -2221
Fredericton
Fredericton General Website
Fax/T6I6copleur.
New Brunswick
Nouveau - Brunswick
(506) 444 -5653
Canada E3B 5Ft1
Canada E36 5111
Visit us at our web site: n
nb. 22 11
231sitez notre site Web: Www.anb.ca/2221Jlndex
-f.asp
WE
Please note this a reement takes effect only after the The -City of Saint John
confirms acireement with the conditions contained herein and a signed copy of
this agreement has been received by this office.
1 trust this is satisfactory.
Yours truly,
"—e� -FA��o C—)
Leah Essensa, Director,
Property Management Branch
cc: Craig Jones, ASD, Rothesay
Andre Paulin, EECD
Dean Price, — City of Saint John
Curtis Langille — City of Saint John
Please indicate the City of Saint John's acceptance of the above stated terms and
conditions by signing below and returning a copy to this office. By signing, the City is
assuming all responsibility for its agents and contractors.
Mel Norton, Mayor
The City of Saint John
Elizabeth E. Gormley, Common Clerk
The City of Saint John
Common Council Resolution Date
Date
Date
Telffi§16phone: P
P.O. Box 6000 C
Department of Environment and Local Government (DELG) under the Water Supply Source
Assessment and EIA processes, and generally in such a manner so as to minimize property
damage and environmental impact.
FIGURE 1 - SITE PLAN
TABLE 1 - POSSIBLE WELL SITES
WELL SITE
PID
ADDRESS
PROPERTY OWNER
1
55169205
Ocean Court
City of Saint John
2
55096002
Rldge Row
3
00411728
496 Ridge Row
NB Education
(Province of New Brunswick)
4
5
6
7
Page 2 of 3
235
REPORT TO COMMON COUNCIL
M & C 2012 -298
December 5, 2012
His Worship Mayor Mel Norton
And Members of Common Council
Your Worship and Council,
Re: Licence Agreement (Sandy Point Road) — F6 Networks Inc.
C+ -..+w
The C"Y a rSaim JAn
Recently, F6 Networks Inc. approached the City wishing to install fibre op cable within the Sandy Point Road
right -of -way near Tucker Park Road. Similar to other utilities that currently excavate and reinstate City street
rights-of-way to install their infrastructure, an Agreement is necessary to set out the terms and conditions
upon which this can be done.
In order to protect municipal infrastructure, City staff requested that terms and conditions be put in place
which would direct the manner in which F6 Networks would access and work within City street rights -of -way
for this project.
With the assistance of the Legal Department, staff entered into negotiations with F6 Networks to identify
terms and conditions acceptable to both parties. On that basis, City staff and F6 Networks agreed to the terms
and conditions set out in the attached Licence Agreement. It should be noted, that there is no obligation on
the City to pay any costs related to their infrastructure or its relocation under any circumstances.
Based on discussions with the Real Estate Services division, a one -time fee was calculated for this
Agreement. This fee was based on a licence having a width of 2 m and a length of 122 m within a street right -
of -way. The value per square metre for this licence is based upon a PSAB value provided by GIS which is
approx. $16 per square metre, therefore F6 Networks shall pay to the City Three Thousand Nine Hundred
Dollars ($3,900), excluding HST.
RECOMMENDATION
It is recommended that the City enter into the Licence Agreement attached to M &C 2012 -298 and that the
Mayor and Common Clerk be authorized to sign the Licence Agreement.
Respectfully submitted,
J
Wm. Edwards, ng.
Commissioner
Transportation & Environment Services
236
1 i
J. Patrick Woods, CGA
Manager
LAC`` +'NCE AGREEMENT
THIS AGREEMENT made this 30th day of November 2012
THE CITY OF SAINT JOLT, a body corporate by Royal Charter.
confirmed and amended by Acts of the Legislative Assembly of the
Province of New Brunswick,
(hereinafter called the "City ")
:11 .
F6 NETWORKS INC., an extra - provincial corporation. duly registered.
to do business in New Brunswic14 having offices at 215 Beardsley Road,
Woodstock, New Brunswick
(hereinafter called the "F6 ")
WHEREAS F6 is a Canadian carrier as defined in Section 2 of the Telecommunications Pict S.C.
1993, 08, as arnended;
AND WHEREAS F6 is authorized under the Telecommunications Act to operate within the
City;
AND WHEREAS F6 wishes to construct, maintain, and operate its Transmission Facilities
including wires, cables, ducts, conduits and other accessories, structures and equipment including
service connections, in, on, under, over, along or across a portion of Sandy Point Road in the City
of Saint dolor;
AND WHEREAS + AS F6 has requested the City's consent to construct its Transmission Facilities in,
on, under, over, along or across a portion of Sandy Point Road, in the City of Saint John;
ANA WHEREAS Council for the City has resolved to permit Fb to use a portion of Sandy
Paint Road to construct, maintain and operate its Transmission Facilities, subject to the
provisions of this Agreement;
NOW THEREFOR THIS LICENCE WITNESSETH that for and in consideration of the
sum of Two Dollars ($2.00) of lawful money of Canada now paid by F6 to the City, the reccipt
and sufficiency whereof is hereby acknowledged; the City does hereby give, subject to the teams,
conditions, covenants and provisions herein contained, permission and beemie to F6 to construct,.
237
2
maintain and, operate its Transmission Facilities in, on, under, over, along or across that portion
of Sandy Point Road shaded gray on Schedule "A" attached hereto and forming part hereof
(hereinafter "Sandy Point Road'').
IT LS AGREED BY AND BETWEEN THE PARTIES AS FOLLOWS;
DEFEMIONS
'Business Day means any day that is not a Saturday, Sunday or a statutory holiday in the
Province of New Brunswick;
"Contractor" a contractor performing the Work on behalf of F6.
"Engineer" means the City's Chief City Engineer or his designate with responsibilrties for
Rights -of -Way within the City
"Transmission Facilities" means F6's wires, cables, ducts, conduits, poles, strands, anchors and
other structw= and associated accessories and equipment located in Sandy Point Road;
"Relocation Costs means the costs, including but not Iimited to costs for material, labour, and
overhead, F6 incurs to relocate Transmission Facilities located in Sandy Point Road;
"Right-of-Way" (singularly a "Right -of -Way" and collectively, the "Rights -of -Way ") means all
common and public highways (which includes any public street, road, lane, alley, way, manhole
or catchbasin with roadwork) and shall include any bridge, viaduct or structure forming part of a
highway, and any public square, road allowance or walkway and shall include not only the
travelled portion of such highway, but also chtches, driveways, sidewalks, sodded areas forming
part of the road allowance, now or at any time during the teen hereof under jurisdiction of the
City;
"Work" means any construction, installation, operation, maintenance, removal and
rearrangement of Transmission Facilities in, on, under, over, along or across Sandy Point Road,
1. TERM
1.I The term of this Licence Agreement shall commence upon the date of execution hereof
and shall terminate ten (10) years after the first day of the month in which the Agreement
is executed, unless renewed with the mutual consent of the parties. The parties may
extend the term of this Agreement for one renewal period of ten (10) years, upon such
terms and conditions as may be agreed to. In the event that the parties do not renew the
Agreement, the rights of the parties under this Agreement upon conclusion of the current
term shall be governed in amordance with Section 9.1
238
3`
2. LICENCE FEE
2.1 F6 shall pay to the City for the privileges herein granted a. one -time fee of Three
Thousand Nine Hundred Dollars ($3,900.00), excluding FIST, on the 10" day following
the date of execution of this Licence Agreement.
3. GENERAL CONDITIONS
3.1 F6 shall construct, maintain, operate and remove the Transmission Facilities in
accordance with all applicable federal, provincial and municipal laws pertaining to the
use of the Rights- of-Way and the Transmission Facilities.
3.2 F6 shall not use Sandy Point Road in whole or in part in any way other than as consented
to by the City under this Agreement
3.3 F6 may use a Contractor to perform the Work on its behalf and when it does, this
Agreement shall govern the Work,
3.4 F6 shall not excavate; break up or otherwise breach the surface of Sandy Point Road of
install any of the 'Transmission Facilities in, on, under, over, along or across Sandy Point
Road without first advising the Engineer.
3.5 Prior to commencing Work, F6 shall coordinate the commencement of the Work with the
Engineer, who shall establish terms and conditions consistent with this Agreement
including, as may be required, reasonable performance requirements, under which the
Work may be undertaken by F6.
3.6 Notwithstanding Sections 3.4 and 3,5 of this Agreement, F6 may carry out, without
advising the Engineer, maintenance, repair and field testing, subscriber connections and
installation of"the Transmission Facilitiies where there is no need to excavate, break up or
otherwise breach the surface of Sandy Point Road. Provided, however, that in the event
that such Work activity will result in a disruption of traffic, F6 will notify the City.
3.7 F`b agrees that all Work conducted in, on, over, under, along or across. Sandy Point Road
shall be subject to the following conditions.
(a) For Work that involves the replacement or installation of underground
Transmission Facilities, at least 20 business days before beginning of the Work, F6 shall
file with the Engineer, a plan, stamped by a Professional Engineer registered in the
Province of New Brunswick, satisfactory to the Engineer, drawn to a scale and of
sufficient detail considering the complexity of the specific location, showing that portion
of Sandy point Road in which it proposes to lay the Work and the particular parts, thereof
it proposes to occupy. The plan shall show the location, depth and dimensions of the
proposed Work, to the extent information is provided by the City in hard copy and/or
electronic format, existing. curbs, sidewalks, property lines, sewer pipes, water mains,
service connections and other underground utilities within 3 ,0 metres of the proposed
Work and, to the .extent information is provided by the City in electronic format,
239
4
pavement surface, drainage ditches, trees, street lights, fire hydrants, curb stops, valve
boxes and other relevant features with respect to the: Work to be undertaken.
For information exchanged by the parties pursuant to this section, the receiving party will
be bound by the ,,Digital Geographic Data Single Use Agreement, an example of which is
attached hereto as Schedule "D ".
For Work that involves the installation or replacement of Transmission Facilities which
am not underground, at least 20 days before beginning the Work, F6 shall file with the
Engineer a plan drawn to a scale and of sufficient detail considering the complexity of the
specific location, showing that portion of Sandy Point Road in which it proposes. to install
the Transmission Facilities and the particular location therein it proposes to install such
Transmission Facilities.
(b) Unless otherwise approved by the Engineer, F6 and the City agree that the
Work involving the installation or replacement of underground Support Structures or
Facilities will. be installed at -a minimum depth of 900 mm from the existing or planned
finish grade and F6 will relocate, as required d by the City, Work originally installed less
than 400 mm from the existing or planned finished grade and the costs associated with
the relocation shall be borne entirely by F6.
(c) The location of the Work as shown on the plan submitted pursuant to
subsection (a) hereof must be approved by the Engineer before the commencement of the
Work and the timing, special terms and conditions relating to the installation of the Work
shall be to his satisfaction. The Engineer shall be the final approval authority for the
location of all Work located within Sandy Point Road.
(d) No excavation, opening or work in, on, along, across or under Sandy Point
Road by F6 will be commenced until approval thereof has first been obtained from the
Engineer as provided in subsection (c). An application for an approval shall be processed
within 10 business days of receipt unless there are unusual circumstances, The approval
of the Engineer shall not be unreasonably withheld.
(e) All Work shall be conducted and completed to reasonable standards in the
industry;
(f) After completion of any Work, F6 shall, in accordance with the City's
General Specifications and By -Iaws, restore or cause to be restored, at its cost, the Right -
of- -Way or municipal infmtructare which it may have excavated or interfered with in the
course of installing, constructing, repairing or removing the Work located within the
Right of Way, and shall make good any settling or subsidence thereafter caused by such
excavation or interference. F6 shall make all commercially reasonable efforts to ensure
restoration is completed within fourteen (14) calendar days after completion of the Work.
Where the excavation takes place on a portion of Sandy Point Road that has been paved
or surfaced within the previous five years and where the excavation requires a
longitudinal cut of the asphalt surface in excess of 10 metres, F6 will restore and
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5
resurface the affected a= of the Right of Way or road allowance for the length of the
excavation, from curb to curb. In the case of curb to curb restoration or resurfacing,
pavement degradation fees as outlined in Schedule "C" will not apply.
(g) F6 hereby warrants and agrees that all restorations or reinstatements of
asphalt located on Sandy Point Road undertaken by F6 or a Contractor of F6, shall remain
intact for a period of two (2) years following the completion of such restoration or
reinstatement, I& in, the two year period, a restoration or reinstatement requires
replacement, such replacement shall be at F6's sole expense and. warranted by F6 for a
further one (l) year period from such replacement.
(h) F6 shall provide without charge, line location services to the City, together
with a 24 hour -7 day emergency locate service.
(1) F6 shall be responsible for the direct costs of excavation, installation,
repair and replacement or removal of the Transmission Facilities.
6) The City makes no representations or wan -antes as to the state of repair of
Sandy Point Road or the municipal infrastructure located therein or the suitability of same
for any business, activity or purpose whatsoever and F6 hereby takes the said Sandy Point
Road or municipal infrastructure on an "as is, where is" basis.
(k) in the event that F6 encounters any existing environmental pollutant or
contaminant while installing the Work, F6 shall, at its cost and in an environmentally
responsible manner in compliance with all applicable legislation, dispose of the material
it removes in the course of installing the Work. The City shall indemnify F6, its agents,
officers, directors and employees from and against all losses, damages, claims, costs or
expenses incurred in connection with or as a result of any order, direction or notice from a
governmental authority requiring F6, its agents, officers, directors or employees to
monitor, remediate, repair, neutralize or otherwise address the remaining environmental
pollutant or contaminant. The foregoing shall survive any termination of this Agreement.
0) Trees within a municipal Right of Way are to be protected at all times.
The Work is to be designed on the premise that, unless approved by the Engineer, the
municipal trees are not to be adversely affected by the installation or operation of the
Work.
(m) if anY tree within the municipal Right of Way is damaged or destroyed as
result of the Work, F6 shall, at its own cost and expense, repair any such damage or
replace such. trees under the direction and to the satisfaction of the Engineer.
(n) F6 shall be responsible for appropriate traffic control measures while
working within Sandy Point Road. Where such work requires temporary re-routing of
traffic within the Right of Way, F6 shall request approval from the Engineer at least two
business days in advance of the re- routing, except where the work is an emergency. F6
shall also notify the City's Public Safety and Communications Centres before the closure
241
0
and upon re- opening of the Right of Way and notify the general public of such traffic
diversions, through the local media, at least 24 hours prior to the re- routing, except where
the work is an emergency.
(o) F6 will give reasonable notice to the public of all major construction
taking place within the Sandy Point Road Might -of -Way and respond to: all inquiries
relati-ve to the Work.
(p) F6 shall, at its 'sole expense, provide to the City as -built drawings in hard
copy form and in electronic format compatible with the City's corporate GIS system
within. thirty (30) days after completion of any Work authorized by the City. The as- built .
drawings must horizontally locate the infrastructure relative to the New Brunswick Grid
Co- ordinate System (NAD 83 or arty swtcm substituted in lieu thereof) and show depth
of cover. F6 must also supply and X--Y coordinate list of each point surveyed and shown
on the as -built drawings.
4. REPRESENTATIONS AND WARRANTIES
4.1 F6 represents and warrants to and covenants and agrees with the City that:
a) F6 shall not suffer or permit any lien to be filed or registered against Sandy Point
Road in relation to F6 "s Transmission Facilities; and
b) F6 shall keep the Work continuously insured, notwithstanding that the City may
not hold a current insurance certificate; and
c) the City makes no representations or warranties as to the state of repair of Sandy
Point Road or the suitability of Sandy Point Road for any business, activity or
purpose whatsoever and F6 hereby agrees to accept Sandy Point Road on an "as
is" basis.
4.2 The City, represems and. warrants to and covenants and agrees. with F6 that it has
jurisdiction over Sandy Point Road of which the City consents to the use by F6 and the
authority to provide such consent.
5. NOTIFICATION TO CITY
5.1 After receiving a request from the City, its contractors or authorized agents, F6 shall
identify the horizontal location of the Transmission Facilities..
5.2 F6 shall provide to the Engineer a list of its 24 -hour emergency contact numbers and shall
ensure that such list is up-to -date and current, The City shall provide F6 with its 24 -hour
emergency contact numbers and shall ensure that its list is up-to -date and current,
242
7
5.3 Fd shall notify the Engineer of the completion of Work for ail facilities constructed or
repaired within Sandy Point Road within one week of the completion of the reinstateament
of the Right of Way.
6. RELOCATION.
6.1 Upon receipt of not less than ninety (90) days advance written, notice to the City, or such
advance notice as is reasonable, having regard to the nature of the relocation required, F6
and the City shall enter into negotiations regarding the relocation.
62 In all circumstances, including when the Transmission Facilities must be relocated at the
City's request, or because of the City's doing, F6 shall be solely responsible to pay all
costs related to the relocation of the Transmission Facilities.
6.3 In no event and under no circumstances shall the City be responsible for any costs related
to the Transmission Facilities, or their relocation.
7. LIABILITY AND INDEMNIFICATION
7.1 F6 shall indemnify and save harmless the City from and against all actions, causes of
action, proceedings, claims and demands brought against the City, and from and against
all losses, costs, damages or expenses suffered or incurred by the City, by reason of any
damage to property, including property of the City, or injury, including injury resulting in
death, to persons, including the employees, servants, agents, licensees and invitees of the
City, caused by, resulting from or attributabie to the negligent act or omission of F6 or
any of its employees, servants, or agents in the performance of this Agreement.
72 The City shall indemnify and save harmless F6 from and against all actions, causes of
action, proceedings, claims and demands brought against F6, and from and against all
losses, costs, damages or expenses suffered or incurred by F6, by reason of any damage to
property, including property of F6, or injury, including injury resulting in death, to
persons, including the employees, servants, agents, licensees and invitees of F61 caused
by, resulting from or attributable to the negligent actor omission of the City or any of its
employees, servants or agents in the performance of this Agreement.
7.3 Notwithstanding anything contained in this Agreement, the City and F6 shall not be liable
to each other in any way for indirect or consequential losses or damages, or damages for
pure economic loss, howsoever caused or contributed to, in connection with this A.greenient
or with the Transmission Facilities governed hereby.
$ PAYMENT
8.1 F6 covenants and agrees to pay to the City a degradation fee as set out in Schedule "C";
8.2 F6 shall provide to the City an Irrevocable Standby better of Credit as set out in Schedule
"B„ upon execution of the Agreement, and said Irrevocable Standby Letter of Credit shall
be renewed wmuallyby F6.
243
9. TERMINATION
9.1 The City and F6 mutually agree that, should F6 fail to carry out any of the terms,
covenants and conditions herein contained and fail within sixty (60) days after receiving
written notice from the City to correct any such failure, the City may terminate this
Agreement on thirty (30) days written notice.
9.2 If this Agreement is terminated, any unfulfilled obligations of F6 as at the date of
termination of the Agreement shall survive.
10. SUCCESSORS AND ASSIGNS
10.1 This Agreement shall be binding upon and shall enure to the benefit of the parties hereto
and their respective successors and assigns,
10.2 This Licence Agreement is not assignable.
11. NO CREATION OR VESTING OF RIGHTS
11,1 No use of Sandy Point Road under this Agreement shall create or vest in F6 any
ownership or property rights in Sandy Point Road or other lauds owned by the City and
F6 shall be, and remains a metre non - exclusive licensee of Sandy Point Road. Placement
of Transmission Facilities in Sandy Point Road shall not create nor vest in the City any
ownership or property rights in the Transmission Facilities.
12. WORKERS' COMII'ENSATION CO'V'ERAGE
12.1 F6 and the City respectively agree that they shall, at their respective own expenses procure
and carry, or cause to be procured, carried and paid for, full Workers` Compensation
coverage for themselves and persons engaged or employed by them in any Work with
respect to the Transmission Facilities and Sandy Point Road.
13. INSURANCE
13.1 Each of the parties hereto shall maintain insurance or provide reasonable evidence of self;'
insurance in the amount provided in Section 14.2 for clarets for damages from personal
injury including death, and for claims from property damage which may arise under this
Agreement, including but not limited to the construction, maintenance or operation of the
Transmission Facilities on, over, under or along. Sandy Point Road or any act or Omission of
the City or F6's employees, servants, agents, licensees or contractors.
13.2 In addition to the foregoing, each of the parties covenants and agrees that;
(a) the limits of liability for personal injury, bodily injury (including death), and
property damage combined shall be for not less than five million dollars
($5,000,000.00) for =h ocieurrence,
244
9
(b) the Commercial General Liability Insurance or self insurance ,shall extend to cover
the contractual obligations of each party as stated within this Agreement;
(c) the parties shall provide proof of insurance at the inception of the Agreement and
resubmit such proof thirty (30) days prior to each renewal period for the duration of
the contract.
13.3 Any notice sequined or permitted to be given hereunder or any tender or delivery of
documents may be sufficiently given by personal delivery, prepaid ordinary meal or by
facsimile transmission (with confirmation of receipt) to the City at:
and to F6 at:
The City of Saint John
P.O. Box 1971
Saint John, NB
E2L 4L1
Attention: The Common Clerk
Tel: (506) 1658 -2862
Fax Number: (506) 658 -2802
F6 Networks Inc.
215 Beardsley Road
Woodstock, NB
E7M 4E1
Attention: Tom Rivington
Tel: (506) 328 -9848
Fax Number: (506) 328 -4793
13.4 Any notice given by prepaid mail posted within Canada shall be effective Eve (5) days
following the date of mailing, except in the event that there shall be a disruption in postal
services at the date of mailing, ,in which case notice shall be effective by personal delivery
or a facsimile transmission as stated above. If sent by personal delivery or by facsimile
transmission, the notice shall be deemed to have been received on the next Business Day
following the date sent.
14 ENTIRE AGREEMENT
14.1 This Agreement is the entire Agreement between the City and F6 regarding the subject
matter of this Agreement and may be, amended or supplemented only by a document
executed by the parties hereto.
245
10
15 SEVERABILITY OF AGREEMENT
15.1 if any provision of this Agreement is found to be invalid. illegal or unenforceable by a
court of competent ,jurisdiction, such provision shall be considered severed froM this
Agreement and the remainder of this Agreement shall remain in foil force and effect,
16 CONTRACTUAL BIGHTS ONLY CREATED
16.1 This Agreement creates contractual rights only between the City and F5 and not an
interest in Sandy Point Road and F6 covenants and agrees with the City that F6 shalI not
register this Agreement on title.
17 WAIVER
17.1 No alleged waiver of a breach of this Agreement is effective unless it is an express,
written waiver of the party alleged to have given the waiver. No waiver by a party of any
breach of this Agreement operates as a waiver of any other provision of this Agreement:
18 INTERPRETATION
18.1 in this Agreement, unless the context otherwise requires, the singular includes the plural
and the masculine gender includes feminine.
19 GOVERNING LAW
19.1 This Agreement shall be governed by, and construed and enforced in accordance with the
laws of the Province of New Brunswick and the laws of Canada.
19.2 The schedules attached hereto are incorporated in and form a part of this Agreement.
246
it
IN WrIMSS WHEREOF the Parties hereto have executed this Agreement in duplicate as. of
the state first aforementioned.
Fb NETWO
7 INC.
Per. T i ington
Title: President
THE CITY OF SAINT JOHN
Mayor
Clerk
Common Council Resolution:.
247
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TWO NEW 2" RIGID PVC
FINMRM GRADE
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249
GENERAL NOTES
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SCHEDULE "B"
Leger of Credit
For purposes of Subsection 82 of this Agreement, F6 shall provide an Irrevocable Ctartdby Utter
of Credit, which is to be renewed annually, issued by a Chartered Bank in the amount of
$5,000.00 to the City to guarantee the cost of restoration of the Right of Way, Should F6 fail
within a reasonable time to do any work. required by the City in accordance to this A.greetnevt,
the City may do or cause such work to be done and FO sh4- any demand, pay any reasonable
account therefor as certified by the Engineer. Should F6 fail to pay forthwith on demand, the
City will draw on the letter of credit to pay the sum demanded
250
SCIUMULE "iC"
Degradation Fee:
For the purposes of Subsec'aion 8. 1, a degradation fee is to recover costs due to street degradation
(loss of road life due to intrusion into the road surface) and shall be payable each time F6 breaks
the asphalt, excavates or causes damage to trees, sidewalks, boulevard/landscaped areas, other
infrastructure, ear amenities located within the Right of Way, in order to do Work related to its
Transmission Facilities.
The Degradation Fee excludes Goods and Services/Harmonized Sales tax and any other
applicable taxes, The rates noted below shall be subject to a cumulative inflationary increase of
3% every thm years for the duration of the Term:
Calendar years since road construction, last
reconstruction or last resurfacing:
I or less
Greater than 1 and up to 2
Greater than 2 and up to 4
Greater than 4 and up to 7
Greater than 7 and up to 10
Greater than 10 and up to 15
251
Degradation Fee
(le m)
$50.00
$25.00
$20.00
$16.00
$10.00
$ 4.00
1.
1.1
12
13
1.4
ebb,
City of Saint John
Digital Geographic Data Single Use Agreement
General
The User of the digital data is, Eagle Telecom
Description of the data: CAD File
Description of the digital data file(s): Water and sewer
Format:.dwg
Extent:
Media:
Date delivered:
The digital data will be used by Eagle Telecom for F6 Networks for
preparation of enaineerina elan for City rPnardinn Sanriv Pnint /
1.4:1 The digital data will be used exclusively by Eagle Telecom for this
purpose and will not be given, loaned, leased, distributed or sold to any other
party.
2. Ownership
2.1 The City of Saint John will retain sole ownership and copyright to the digital data.
2.2 The User shall have the right to use the digital data for the purpose described in
Section 1.4, subject however to the restrictions and conditions herein set forth,
and in the case of a corporation, shall not extend to affiliates of the User as
defined in the Business Corporations Act, R.S:N.B. 1973; Chapter 8-9.1.
2.3 The User may not give, loan, lease, sell, copy, publish, distribute, or otherwise
make the digital data available, as parr of a value -added product, to any other
party without first negotlating a licensing agreement with the City of Saint John,
2.4 The User shall not use the digital data for purposes other than those stated In
Section 1.4, without first obtained written approval from the City of Saint John.
2.5 The User shall provide the City of Saint John with a digital copy of all value -
added products created using the digital data covered by this agreement within
30 days of creation, Value -added products Include maps, reports, posters,
illustrabons, etc..
2.6 The City of Saint John reserves the right to give, loan, lease, sell, copy, publish,
distribute, or otherwise make the value -added products, created by the User,
available to any other party without firs�plgotlating a licensing agreement with
the User.
3.3 The City of Saint John shat! not be liable for any loss or damage of any kind,
including personal injury or death, or economic loss arising from the use of the
digital data or accompanying written materials, or from errors, deficiencies, or
faults therein; whether such damage Is caused by negligence or otherwise.
4. Assignment
4.1 This agreement, or any rights arising hereunder, shall not be assigned by the
User either in whole or In part, without the prior written consent of the City of
Saint John,
4.2 If the User undergoes a change in either ownership or organisation, this
agreement will automatically become null and void, and the license conferred on
the User hereunder shall terminate.
S. Entire Agreement
51 This agreement is the entire agreement between the parties and supersedes all
previous agreements, arrangements, or understandings between the parties
hereto whether written or oral, in connection with or Incidental to the digital data.
g. Time Is of the Essence
61 Time shall be of the essence of this agreement
7. interpretation
7.1 It is hereby agreed that where the context requires, words in the singular include
the plural, and words in the plural include the singular, and words imparting the
masculine gender include the feminine and neuter genders.
8. Law of the contract
8.1 This agreement shall be governed by and construed in accordance with the laws
of the Province of New Brunswick and the laws of Canada applicable in the
Province of New Brunswick.
Within 10 business days of receiving this agreement, a signed copy is to be returned and
addressed to:
GiS Manager
Planning and Development
City of Saint John, I e Floor City Hall
P.G. Box 1 971
15 Market Square
Saint John, N.B. E21L 40
The above conditions are agreed to.
User signature 7° �� U �'�L�� �'�a 11/30/2012
253
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" Iri
The my orsaw John
December 10a', 2012
Deputy Mayor Rinehart and Councillors,
Subject: Committee of the Whole Report — Freeman of the City
The Committee of the Whole, having met on August 27, 2012 makes the following
recommendations:
That Common Council confer the honour of Freeman of the City to James K. Irving O,C., Q.N.B.
in recognition of his significant contribution to the City of Saint John; and
Common Council confer the honour of Freeman of the City to Arthur L. Irving, O.C., O.N.B. in
recognition of his significant contribution to the City of Saint John ; and
Common Council confer the honour of Freeman of the City to John E. Irving C.M. in recognition
of his significant contribution to the City of Saint John.
Sincerely,
Mel Norton
Mayor
071� s,
*T
SAINT JOHN
P.O. Box 1971 Saint john, NB Canada E2L40 1 wwrisaintiohn.ca C.P. 1971 Saint;ohn, N. -S. Canada E2L4Li
254
December 4, 2012
His Worship Mel Norton and
Members of Common Council
Your Worship and Councillors:
Subject: Safer Communities and Neighbourhood (SCAN) Legislation Task Force
In October 2008, Saint John Common Council requested the Provincial government of
New Brunswick to adopt "Safer Communities and Neighbourhoods" (SCAN) legislation
in order to address public disorder and neighbourhood deterioration caused by problem
addresses; and urge other New Brunswick municipalities to do the same. This legislation
was subsequently passed and we were one of the first municipalities to put it into action!
Common Council successfully positioned Saint John to be the first community with a
SCAN task force.
Background
SCAN legislation uses civil law to promote peaceful communities and neighbourhood
public safety. The legislation is designed to improve community safety by targeting and,
if necessary, shutting down residential and commercial buildings which are habitually
used for illegal activities.
SCAN Legislation allows government to give residents a way to register complaints and
help put an end to illegal activities in a neighbourhood. The legislation helps residents
feel safe within their neighbourhoods and communities.
Saint John SCAN task force
Like many other places, Saint John has greatly benefited from having the resource of a
local SCAN task Force. Unfortunately, many neighbourhoods in Saint John experiences
fatigue over certain locations experiencing chronic crime. Too often unacceptable
behavior becomes the norm. The SCAN Task Force helps our municipality to respond
more quickly to reports from the public by putting SCAN legislation to work; building
safer and stronger communities.
According to Police Chief Bill Reid, our City's SCAN Task Force may no longer receive
the necessary funding from the Provincial Government to insure this vital service
continues. It is important that Council expresses to the Province its support for the task
force and strongly urge them to continue to fund this extremely important service.
SAINT JOHN P.O. Box 1971 Saint John, NB Canada E21- 41-1 1 www.saintjohn.ca I C.P. 1971 Saint John, N. -B. Canada E21- 4L1
255
Motion: I recommend that Common Council contact the Provincial Government of
New Brunswick to express its support for Saint John's SCAN Task Force and to
strongly urge them to continue to allocate adequate resources to insure this vital
service continues.
Sincerely,
(Received via email)
Councillor Donnie Snook
City of Saint John
T�
SAINT JOHN P.O. Box 1971 Saint John, NB Canada E21- 4L1 I wwwsaintjohn.ca I C.P. 1971 Saint John, N. -B. Canada E2L 4L1
256
REPORT TO COMMON COUNCIL
November 16, 2012
His Worship Mayor Mel Norton and
Members of Common Council
Your Worship and Councillors,
Subject: SRP — MOU
t lY.`�67 l
The cry of Saiu john
Attached is a copy of the draft MOU prepared by Goodman's LLP. The City Solicitor,
Commissioner of Finance and City Manager are in the process of reviewing the text.
The MOU sets out the essential features of the proposed SRP model and elaborates on the
transition arrangements. It is somewhat technical in nature and Council should take the time to
understand the implications.
ectfuIly bmitted,
.4Cl
atrick Woods CGA
Z Manager
257
MEMORANDUM OF UNDERSTANDING REGARDING
THE CITY OF SAINT JOHN PENSION PLAN
THIS AGREEMENT made the day of December, 2012.
AMONG:
SAINT JOHN FIRE FIGHTERS ASSOCIATION, INTERNATIONAL
ASSOCIATION OF FIRE FIGHTERS, LOCAL 771
( "IAFF ")
and
SAINT JOHN POLICE ASSOCIATION
( "SJPA ")
and
CUPE, LOCAL 18, SAINT JOHN CITY OUTSIDE WORKERS
( "CUPE 18 ")
and
CUPE, LOCAL 486
( "CUPE 486 ")
(IAFF, SJPA, CUPE 18 and CUPE 486 are collectively referred to as the
a"Unions ")
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N THE CITY OF SAINT JOHN
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v WHEREAS the City of Saint John Pension Plan (the "City of Saint John Plan ") was
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established under The City of Saint John Pension Act, ch. 112, Acts of New Brunswick 1994
(the "City of Saint John Pension Act ");
AND WHEREAS the City of Saint John Pension Act was repealed by An Act to Repeal
the City of Saint John Pension Act, ch. 41, Acts of New Brunswick 2012 (the "Repealing Act ");
258
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AND WHEREAS under the Repealing Act the pension plan established by the City of
Saint John Pension Act (as amended) (i.e., the City of Saint John Plan) continues in force until it
is amended, replaced or wound up in accordance with the Pension Benefits Act (New
Brunswick);
AND WHEREAS the City of Saint John Plan is significantly underfunded;
AND WHEREAS on September 15, 2011, the Honourable Blaine Higgs, Minister of
Finance, appointed a Task Force consisting of Pierre - Marcel Desjardins, W. Paul McCrossan and
Susan Rowland to review public sector pension plans by respecting, among other things, the
principles of sustainability, affordability, and secure benefits;
AND WHEREAS the Task Force, in consultation with the Unions, (the bargaining
agents) and the Employer to the City of Saint John Plan, has reviewed the City of Saint John
Plan and has proposed a redesigned pension plan which it recommends be adopted by the Unions
and Employer to this Memorandum of Understanding;
AND WHEREAS the Unions and the Employer have agreed to convert the City of Saint
John Plan in accordance with this Memorandum of Understanding and the enabling legislation;
NOW THEREFORE the Unions and Employer enter into this Memorandum of
Understanding in respect of the full -time members of the Unions who are now, or who will
become members of the City of Saint John Shared Risk Plan (as defined below) under the
changes set out hereinafter;
ARTICLE I
1.1 The Employer and the Unions will take all such further actions, execute and
deliver such further agreements, instruments and documents in writing and do all such other acts
and things as may be necessary and/or desirable to achieve the conversion of the City of Saint
John Plan to the City of Saint John Shared Risk Plan, including amending the relevant Collective
Agreements (as defined below).
ARTICLE II
2.1 Definitions:
"ancillary benefit" has the same meaning as is set out in the enabling legislation,
and, for greater certainty, also includes future Cost of Living Adjustments
( "COLA ");
"base benefits" means, the amount of pension paid or payable to a member at any
given time as described under this Memorandum of Understanding. For greater
certainty, the amount of pension paid is the amount paid to a retired member or
eligible dependent at the relevant date and the amount of pension payable is the
amount accrued to the credit of an active or deferred member for service rendered
in the past and includes any COLA granted up to the relevant date and payable in
accordance with any vested early retirement provisions at the relevant date;
259
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"Board of Trustees" shall mean the board of trustees for the City of Saint John
Shared Risk Plan, which shall be the plan administrator;
"City of Saint John Plan" means the City of Saint John Pension PIan,
Registration #026920;
"City of Saint John Shared Risk Plan" means the City of Saint John Plan that is
converted to a Shared Risk Plan as at the Conversion Date under the enabling
legislation;
"Claimant" means the spouse or estate of the member, or the member's
beneficiary;
"Collective Agreements" means the following collective agreements covering
employees represented by the bargaining units of the Unions: Collective
Agreement between The City of Saint John, N.B. and the Saint John Fire
Fighters' Association, Local Union No. 771; Working Agreement between The
City of Saint John, N.B. and The Canadian Union of Public Employees, Saint
John City Hall Employees' Local Union No. 486, C.L.C.; Working Agreement
between The Saint John Board of Police Commissioners and The Saint John
Police Association; and Working Agreement between The City of Saint John,
N.B. and The Canadian Union of Public Employees, Local #18 (Outside
Workers).
"Income Tax Act" means the Income Tax Act (Canada) and the regulations
thereto, as it may be amended from time to time;
Q
260
"contribution holidays" means the full or partial reduction of the contributions
normally paid by Employees and the Employer into the Shared Risk Plan where
required under the Income Tax Act, and as defined in the Funding Policy;
"Conversion Date" means [the date designated as the conversion date as
agreed in writing by the signatories to this Memorandum of Understanding);
2
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"Council" means the Common Council the Employer;
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"enabling legislation" means the Pension Benefits Act (New Brunswick) and the
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regulations thereto, as it may be amended from time to time;
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"Employees" means the relevant full -time employees covered by the Collective
u Agreements who now are, or who will become members of the City of Saint John
Shared Risk Plan by virtue of their inclusion as full -time employees in the
bargaining units covered by the Collective Agreements;
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"Funding Policy" means the funding policy for the City of Saint John Shared
Risk Plan established in accordance with the enabling legislation and the
parameters set out in Appendix A;
"Income Tax Act" means the Income Tax Act (Canada) and the regulations
thereto, as it may be amended from time to time;
Q
260
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"totally and permanently disabled" means in relation to a plan member,
suffering from a physical or mental impairment that prevents the member from
engaging in any employment for which the member is reasonably suited by virtue
of the member's education, training or experience and that can be reasonably
expected to last for the remainder of the member's lifetime;
"Shared Risk Plan" means a shared risk plan as defined and described in the
enabling legislation, and shall have all of the characteristics set out in Article III
of this Memorandum of Understanding;
ARTICLE III
3.1 The City of Saint John Plan shall be converted to a Shared Risk Plan which will
have the following characteristics:
Purpose
(a) The purpose of a shared risk plan is to provide secure pension benefits to
,e members of the plan without an absolute guarantee but with a risk focused
management approach delivering a high degree of certainty that base benefits can
be met in the vast majority of potential future economic scenarios.
(b) The enabling legislation will extinguish all accrued rights to automatic future
COLA adjustments for all members of the City of Saint John Plan and the
automatic benefit from the effect of future salary increases on the current best
average salary formula for all active members of the City of Saint John Plan.
These automatic future adjustments will be replaced by contingent indexing as
allowed under the Funding Policy.
(c) The required funding and risk management framework will be established
apursuant
to the enabling legislation mandating that an appropriate allocation be
Q
made within the required contribution formula to accrue additional funds such
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6
that there is a reasonable expectation (not guaranteed) that COLA can be granted.
to
(d) The required funding and risk management framework will also be designed to
oresult
in a very low probability of base benefits ever being reduced. The Funding
cvi
Policy will contain specific steps to recover from unacceptable funding levels that
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will take priority over any reduction of the base benefits. However, in highly
unlikely circumstances, base benefits may need to be reduced and if this occurs,
priority will be given to the recapture of this reduction once funding levels allow,
as specified under the Funding Policy.
m
Benefits
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• • (e} The base benefit for retired members, eligible dependents in receipt of a pension
and deferred members (which includes, for greater certainty, former members as
Wdefined under the City of Saint John Plan) shall be the amount of pension paid or
payable at the Conversion Date, plus all COLA adjustments as may be granted by
261
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the Board of Trustees from time to time but at no time will include potential
future COLA adjustments.
(f) The base benefit accrual rate for active members:
(i) shalI remain unchanged at 2% of salary (including overtime pay) for
periods of eligible service prior to the Conversion Date until a change is
required under the Funding Policy or is agreed to between the Unions and
the Employer;
(ii) shall be 1.8% of salary (excluding overtime pay) for periods of eligible
service on or after the Conversion Date until a change is required under
the Funding Policy or is agreed to between the Unions and the Employer.
(g) With respect to pre - Conversion Date benefits: (i) The normal form of pension on
retirement for a member who does not have a spouse is a life pension. (ii) The
normal form of pension on retirement for a member who has a spouse is a life
pension with a survivor pension equal to 60% of the pension the member was
receiving prior to his/her death.
(h) With respect to post - Conversion Date benefits: (i) The normal form of pension
on retirement for a member who does not have a spouse shall be a life pension.
(ii) The normal form of pension on retirement for a member who has a spouse
shall be a life pension with a survivor pension equal to 60% of the pension the
member was receiving prior to his/her death. Members with a spouse at retirement
will be subject to the minimum survivor benefits and spousal waiver rules in the
enabling legislation.
(i) With respect to pre - Conversion Date service, members are entitled to the spouse
and dependant pension payable on death prior to retirement where death occurs as
a
a result of an accident arising out of or in the course of the member's employment
(subject to the maximums described in section 26 of the City of Saint John Plan).
With respect to post- Conversion Date service, survivors of members are entitled
to the termination value of the member's pension.
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(j} With respect to pre - Conversion Date service, members are entitled to the
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following death benefits: the surviving spouse of a vested member who dies prior
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to retirement is entitled to an annual pension equal to 60 per cent of the annual
pension that would have been payable to the member had the member been
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entitled to a normal retirement pension at the time of the member's death. If the
v
member dies with no spouse (or if such spouse dies) but leaves children surviving
him or her, such children are entitled to a child's pension in accordance with the
provisions of subsections 24(2), (2.1) and (4) of the City of Saint John Plan. If the
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member dies with no spouse or children, the provisions of subsection 24(4.1) of
the City of Saint John Plan, which provide for a discretionary dependent pension,
apply. With rest to post - Conversion Date service, survivors of members are
Q
entitled to the qr alue of the member's pension.
262
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(k) The minimum benefit set out in section 25 of the City of Saint John Plan shall
continue to apply.
(1) The base benefit for each active member shall be calculated as follows:
(i) for active members with credited service under the City of Saint John Plan
prior to the Conversion Date, the base benefit accrual rate as defined in
3.1(f)(i) above multiplied by the best 3 consecutive year average salary
(including overtime pay) as defined in the City of Saint John Plan at the
Conversion Date times years and fractions thereof of credited service in
the City of Saint John Plan at the Conversion Date, subject to the
maximum set out in section 3.1(m) below; PLUS
(ii) for service on or after the Conversion Date, the base benefit accrual rate in
3.1(fl(ii) times the salary (excluding overtime pay) earned during the
relevant year; provided that the maximum salary (excluding overtime) for
the purposes of this calculation is $120,000 (excluding overtime) in 2012
(such maximum salary shall be indexed every year after 2012 to the rate
used to index the Year's Maximum Pensionable Earnings under the
Canada Pension Plan for the year); PLUS
(iii) all COLA adjustments as may be granted by the Board of Trustees from
time to time, but at no time will include potential future COLA
adjustments.
(m) For the purposes of paragraph 3.1(1)(i), the base benefit amount determined
cannot equate to an initial annual pension payable to a member that exceeds the
amount determined under subsection 27(1) of the City of Saint John Plan.
(n) The eligibility for an immediate pension (early retirement rules) which is also an
g ancillary benefit shall be as follows:
CL
oCD (i) for service prior to the Conversion Date, an unreduced pension when the
total of the member's age and pensionable service (which service shall
M include service before and after the Conversion Date) equals 851. If a
N member is not entitled to an unreduced pension, but has at least 2 years of
N service and is within 10 years of normal retirement date (or is retired on
co the order of the Council), a reduction of 5% per year applicable for the
4) period from pension commencement date to the date at which the member
.0 would have reached 85 points had the member continued in employment
(or age 65 if earlier).
4)
O
a For example, a 54 year old with 29 years of service at the Conversion Date retiring in one year would get an
£ unreduced pension on 29 years of service — the pre- Conversion Date service (he or she would have attained Rule of
LL 85 by the day that is one year from the Conversion Date, taking into account post and pre Conversion Date service)
4 and a reduced pension on 1 year of service because this is post Conversion Date service.
263
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(ii) for service on or after the Conversion Date for IAFF and SJPA members,
who are employed in Public Safety Occupations, an unreduced pension at
age 60 with a reduction of 6% per year early for retirements between ages
55 and 60. The normal retirement date for IAFF and SJPA members shall
be age 65.
(iii) for service on or after the Conversion Date for CUPE 18 and CUPE 486
members and any IAFF and SJPA members not covered under (ii) above,
an unreduced pension at age 65 with a reduction of 6% per year early for
retirements between the ages 55 and 65.
(o) Section 14 of the City of Saint John Plan, which provides for an unreduced
pension for members who have attained age 50 and whose employment is
terminated by reason of abolition of the member's position by the Council, shall
not be a benefit included under the City of Saint John Shared Risk Plan.
(p) In the event a member terminates (includes division of pension on marriage
breakdown) from the City of Saint John Shared Risk Plan prior to reaching
eligibility for an immediate pension, the following shall apply:
(i) The current 50% excess contribution rule will be replaced by a 100%
excess contribution rule with respect to all service;
(ii) The transfer value of a member or a Claimant will be the termination
value as determined in accordance with the enabling legislation.
Unless otherwise elected by the member, the amount shall remain in the City of
Saint John Shared Risk Plan until the retirement, death or marriage breakdown of
the member and the member shall be subject to all future changes, including
entitlement to future enhancements, declared by the Board of Trustees.
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(q) Members of the IAFF shall be entitled to the disability and death benefits set
out in An Act Respecting Tire Saint John Firefighters' Association, S.N.B.
2010, c.9.,]
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(r) For members who are totally and permanently disabled and in receipt of an annual
N
disability pension for life (the "LTD Pension Benefit ") as of the Conversion
Date, the Employer will pay directly such LTD Pension Benefit to each member
in accordance with the terms of the City of Saint John Plan until such member
E
attains age 65 or ceases to be totally and permanently disabled, if sooner. As of
the Conversion Date the LTD Pension Benefit under the City of Saint John Plan
p
shall be terminated. Such members who are totally and permanently disabled as
'
of the Conversion Date shall be reinstated as active members of the City of Saint
John Shared Risk Plan and shall continue to accrue pensionable service under
such plan until the earlier of (i) attaining age 65, (ii) attaining 30 years of
pensionable service, (iii) the date upon which the member reaches the maximum
pension under subsection 27(1) of the City of Saint John Plan, or (iv) the date the
264
member ceases to be totally and permanently disabled. Such members shall not
be required to make contributions to the City of Saint John Shared Risk Plan
during such period. With respect to accrued benefits under the City of Saint John
Plan up to the Conversion Date, such members shall be deemed to have accrued
pensionable service under the City of Saint John Plan from the time the member
became totally and permanently disabled up to the Conversion Date (as if they
had contributed to that date while disabled). For greater certainty, such
pensionable service shall be pre - Conversion Date service. If such member
remains totally and permanently disabled until age 65, the salary used in the
calculation of such member's pension shall be the current salary earned by other
employees covered under the classification in which such member was covered
before he or she became totally and permanently disabled or its equivalent.
(s) Members who become totally and permanently disabled on or after the
Conversion Date shall be entitled to continue to accrue pensionable service under
the City of Saint John Shared Risk Plan and shall not be required to make
contributions to the City of Saint John Shared Risk Plan as long as the member
continues to be totally and permanently disabled.
(t) The Employer shall obtain long term disability insurance for all its employees
effective as of the Conversion Date. Such long term disability insurance must be
covered under an insured policy with a life insurance company on such terms as
the Employer and Unions agree upon.
Funding and Risk Mana ement
(u) The Employer (on its own behalf and on behalf of the Employees) will remit
monthly contributions to the Board of Trustees of the City of Saint John Shared
Risk Plan as is required by the Board of Trustees from time to time. Initially,
subject to the Income Tax Act, the contributions required shall be 9% of covered
2
payroll (excluding overtime) from CUPE 18 and CUPE 486 Employees and 12%
cof
covered payroll (excluding overtime) from TAFF and SJPA Employees and
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thereafter
ereaer as may be required from time to time by the Board of Trustees subject
to the triggering mechanism and limitations imposed by the Funding Policy.
N
Initially, the contributions required from the Employer shall be 11.4% of covered
c
payroll (excluding overtime) on behalf of CUPE 18 and CUPE 486 Employees
N
and 15.2% of covered payroll (excluding overtime) on behalf of IAFF and SJPA
Employees, representing an average contribution rate of 13.0% of total covered
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payroll (excluding overtime) and thereafter as may be required from time to time
E
by the Board of Trustees subject to the triggering mechanism and limitations
imposed by the Funding Policy. For greater certainty, Employees who were
D
employed in Public Safety Occupations before accepting non - unionized positions
may elect the Employer and Employee contributions described in 4.1(g) below.
The Employer shall also be required to make temporary contributions of 17% of
covered payroll (excluding overtime) that will cease in 15 years or when the plan
IL
achieves a minimum funding level of 150% of liabilities using a 15 year open
4
group method, if earlier, provided that under no circumstances shall such
265
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temporary contributions cease before 10 years from the Conversion Date, subject
to the Income Tax Act. In the event that the Income Tax Act requires the cessation
of such temporary contributions prior to the expiry of the 10 year period, once
such contributions are again permissible under the Income Tax Act, they shall re-
commence until an aggregate 10 years of such temporary contributions have been
made.
(v) Contributions will be defined at the inception of the City of Saint John Shared
Risk Plan to provide the desired security levels for base and ancillary benefits. As
such, the standards established by the Task Force and the enabling legislation are
such that the required contributions:
(i) Must result in at least a 97.5% probability that base benefits will not be
reduced over the 20 year projection period;
(ii) Must result in total expected average COLA adjustments of not less in
total than 75% of the Consumer Price Index (CPI) on active member
benefits plus 75% of the indexing that would have been provided to
pensioners' pensions had the plan not been converted;
(iii) Must be sufficient to meet the target funding level established at inception
of the City of Saint John Shared Risk Plan over a 15 year open group
method;
(iv) Must not be increased automatically by more than allowed under the
Funding Policy; and
(v) Subject to paragraph 3.1(w) below, must not be automatically decreased
by more than allowed under the Funding Policy.
g (w) Contribution holidays will only be permitted if required under the Income Tax
a Act, will apply to both Employees and the Employer equally and will only be
o° applied in the manner allowed under the Funding Policy.
(x) A Funding Policy must also be established in accordance to the parameters
N accepted by the Unions and Employer (attached hereto as Appendix A) to provide
e� the rules that shall be followed for determining both the timing and level of
m contribution rates, the level of COLA that may be allowed depending on the
0 financial position of the plan and the limits under the Income Tax Act, the level of
E ancillary benefits, the funding deficit recovery plan and reductions in base
u benefits and the funding excess utilization plan, among the key features. The
Funding Policy must be specifically adopted by the Unions and the Employer.
(y) The Funding Policy shall at a minimum contain:
(i) Definition of the key terms used in the Funding Policy.
LL
266
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(ii) A clear statement of the funding goals. Such funding goals shall meet or
exceed the minimum set out in the legislation.
(iii) A description of the cost sharing between the Employees and Employer.
(iv) A description of the required contributions and changes allowed under
what conditions. Such changes in contributions shall be at the sole
discretion of the Trustees and shall be implemented when required and in
the amounts allowed by the Funding Policy.
(v) A clear statement as to responsibility for plan expenses. For the City of
Saint John Shared Risk Plan, all expenses are paid by the plan unless
otherwise agreed.
(vi) A deficit recovery plan that shall contain both the priority order and the
level of changes allowed. The deficit recovery plan shall be such that
reduction of base benefits would occur as a last step in the deficit recovery
plan.
(vii) Funding excess rules that specify at what funding level excess funds can
be used for improvement of benefits and how much of the excess can be
allocated for that purpose at each of the annual actuarial valuation of the
plan.
(viii) A description of the financial measurement basis adopted by the plan.
Governance
(z) A Board of Trustees comprised of 8 trustees will administer the City of Saint John
Shared Risk Plan. Four trustees shall be appointed by the Mayor and City
Council of the Employer. The other four trustees shall be appointed by the
CL
Unions as follows: CUPE 18 shall appoint one trustee, CUPE 486 shall appoint
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one trustee, SJPA shall appoint one trustee and IAFF shall appoint one trustee.
The Board of Trustees must be established by [February 1, 20131. In the
meantime, the current City of Saint John Plan board of trustees (known as the
N
Pension Board) shall assume the responsibility of the Board of Trustees. At the
N
first meeting of the Board of Trustees, the Board of Trustees shall unanimously
select a person who shall be called upon to cast the deciding vote in the event that
the Board of Trustees is deadlocked. Such person shall not be a member of the
Board of Trustees.
m
G(aa)
After the Conversion Date, the Employer will have no financial obligations or
responsibilities for the City of Saint John Shared Risk Plan save and except for
r'
the obligation to make contributions to it as per the terms of the Funding Policy,
12 61
and any past contributions due for the period prior to the Conversion Date.
�i.
267
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(bb) Morneau Shepell shall be the interim actuaries for the City of Saint John Shared
Risk Plan. The Board of Trustees once constituted shall determine the actuaries
for the City of Saint John Shared Risk Plan as soon as practicable.
(cc) The Board of Trustees shall be responsible for:
(i) All measurements and reporting required by the enabling legislation
including regular actuarial valuations and stochastic modelling of the
assets and the liabilities of the City of Saint John Shared Risk Plan;
(ii) Establishing an investment policy subject to annual review for the purpose
of ensuring that the desired security for both the base benefits and the
ancillary benefits that are expected to be achieved;
(iii) Administering the plan in accordance with the Funding Policy and, for
greater clarity, this includes the power to increase or decrease
contributions and benefits in accordance with the Funding Policy; and
(iv) All other requirements of an administrator under the enabling legislation.
ARTICLE IV
CONVERSION DETAILS
4.1 The following items describe the key principles of the proposed conversion:
(a) The Shared Risk Plan will be effective from and after the Conversion Date. All
conversion benefit calculations will be made as of that date without regard to any
administrative changes required to effect the conversion.
(b) The City of Saint John Shared Risk Plan will be subject to the enabling legislation
and the Income Tax Act,
a
o° (c) Pursuant to subsection 100.52(4) of the enabling legislation, the administrator of
6 the City of Saint John Plan shall transfer all of the assets of the plan to the City of
0 Saint John Shared Risk Plan on the Conversion Date.
N
N(d) The Unions confirm that they do not require membership ratification in order to
enter into this Memorandum of Understanding or any subsequent agreement
concerning the re- design of the City of Saint John Plan.
E (e) This Memorandum of Understanding does not affect the terms and conditions of
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0 employment established through the collective bargaining process negotiated
from time to time between the Unions and the Employer, other than as required to
r convert the City of Saint John Plan to the City of Saint John Shared Risk Plan.
(f) Conditions favourable to City of Saint John Plan members not expressly or by
necessary implication set out in this Memorandum of Understanding are to be
preserved in the City of Saint John Shared Risk Plan.
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(g) Notwithstanding any other provision of this Memorandum of Understanding, the
benefits for employees of the City of Saint John who are not members of any of
the Unions, shall be subject to the terms set out in this Memorandum of
Understanding. For greater certainty, such employees shall be required to
contribute 9% of covered payroll (excluding overtime) and the Employer shall be
required to contribute 11.4% of covered payroll (excluding overtime) on behalf of
such employees. In addition, where benefits herein are distinguished between (i)
CUPE 18 and CUPE 486 members, and (ii) IAFF and SJPA members, such
employees shall be entitled to benefits on the same basis as the CUPE 18 and
CUPE 486 members. However, any such employees who were employed in
Public Safety Occupations before accepting a non union position may elect to
contribute 12% of covered payroll (excluding overtime) (and the Employer will
contribute 15.2% of covered payroll (excluding overtime)) and receive early
retirement benefits on the same basis as the IAFF and SJPA members in Public
Safety Occupations.
(h) Prior to the Conversion Date, the Employer shall pay any outstanding
contributions receivable to the City of Saint John Plan by the Employer, including
the $8.7 million outstanding contributions receivable as at December 30, 2011
and any additional unpaid required special payments and employer current service
costs up to the Conversion Date.
(i) Reciprocal transfer agreements in effect as at the Conversion Date shall be
suspended as of the Conversion Date. The Board of Trustees shall have the
power to enter into reciprocal agreements with the sponsors of other pension plans
from time to time. Such agreements may provide for the transfer of funds in
respect of an employee who transfers from one pension plan to the other and may
also provide for the transfer of some or all, of the employee's credited service.
(�) Prior to the Conversion Date, Employees may purchase service (including past
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service, refunded service, service in respect of periods of leaves of absence or
other leaves) under the terms of the City of Saint John Plan. On and after the
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Conversion Date, purchases of service (including purchases of past service,
refunded service and service in respect of leaves of absence or other leaves) shall
be suspended. The Board of Trustees shall have the power to determine rules
Nregarding
purchases of service under the City of Saint John Shared Risk Plan,
which rules must be based on the principles underlying the City of Saint John
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Shared Risk Plan. Initial rules regarding purchases of service must be adopted by
the Board of Trustees by no later than one year from the Conversion Date.
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ARTICLE V
GENERAL
5.1 CounteMarts
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This Memorandum of Understanding may be executed in any number of counterparts
(including by way of facsimile) and all of such counterparts taken together will be deemed to
constitute one and the same instrument.
IN WITNESS WHEREOF, each of the signatories hereto has caused this Memorandum
of Understanding to be signed by its respective duly authorized officers or representatives
as of the date first above written.
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THE CITY OF SAINT JOHN
Per:
Name:
Title:
WITNESS: SAINT JOHN FIRE FIGHTERS
ASSOCIATION, INTERNATIONAL
ASSOCIATION OF FIRE FIGHTERS,
LOCAL 771
Name: Per:
Name: Paul Stackhouse
Title: President
WITNESS: SAINT JOHN POLICE ASSOCIATION
Per:
Name: Name: Jamie Hachey
Title: President
WITNESS:
Name:
CUPE LOCAL 18, SAINT JOHN CITY
OUTSIDE WORKERS
Per:
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Name: Michael Meahan
Title: President
WITNESS:
Name:
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CUPE, LOCAL 486
Per:
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Name: Paul Johnson
Title: President
Appendix A — Parameters Used under Risk Management Framework
The risk management framework tests conducted on the City of Saint John Shared Risk Plan
were carried out using the following assumptions and parameters. Any change to these
parameters will change the results of the tests and the required contribution rates to meet the
funding goals required by the enabling legislation. The adopted Funding Policy shall adhere to
these parameters unless changes are agreed to by the Unions and Employer.
Discount rate: 4.5% per annum with future discount rates to be determined
consistent the objectives of the plan
Mortality basis: UP -94 Generational Table using a projection scale reflecting the
most recent life expectancy improvement data. In the future, this
assumption will be changed as may be required to reflect latest
available information on life expectancy.
Other assumptions: Current valuation assumptions except that retirement pattern
assumptions were adjusted to allow for the anticipated effect of the
retirement rules considered in the costing.
Retirement rules: Unreduced at age 60 for IAFF and SJPA members with a reduction
of 6% per year early, only applicable to service on or after the
Conversion Date. Unreduced at age 65 for CUPE 18 and CUPE
486 members with a reduction of 6% per year early, only
applicable to service on or after the Conversion Date.
Funding level: Measured using the 15 year open group method. Valuation assets
equal to the market value of assets plus the present value of excess
contributions over the normal cost for base and ancillary benefits
other than potential :future COLA divided by the total liabilities,
both at the relevant valuation date.
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°o, Initial contributions: The level of initial contributions is set at 9% of covered payroll
'n (excluding overtime) for CUPE 18 and CUPE 486 Employees,
12% of covered payroll (excluding overtime) for IAFF and SJPA
N Employees and Employer contributions shall be 11.4% of covered
c° payroll (excluding overtime) on behalf of CUPE 18 and CUPE 486
co Employees and 15.2% of covered payroll (excluding overtime) on
behalf of IAFF and SJPA Employees, representing an average
Employer contribution rate of 13.0% of total covered payroll
u (excluding overtime). A different retirement rule or change to other
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parameters would lead to a different contribution level.
T' Temporary Contributions: The Employer shall make temporary contributions of 17% of
■" covered payroll (excluding overtime) that will cease in 15 years or
when the plan achieves a minimum funding level of 150% of
uR liabilities using a 15 year open group method, if earlier, provided
that under no circumstances shall such temporary contributions
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cease before 10 years from the Conversion Date, subject to the
Income Tax Act. In the event that the Income Tax Act requires the
cessation of such temporary contributions prior to the expiry of the
10 year period, once such contributions are again permissible
under the Income Tax Act, they shall re- commence until an
aggregate 10 years of such temporary contributions have been
made.
Contribution increases: Initial contribution rates are subject to an increase should two
future valuations in succession reveal a funding level of less than
100% (with such funding level including the present value of 15
years of excess contributions, but excluding any such increase).
Should this occur, Employee initial contribution rates will be
increased by 25 %, with this increase being capped at 2.75% of
covered payroll (excluding overtime). Any such increase will be
100% matched by the Employer. Any such increase will be
eliminated once a future valuation reveals a funding level greater
than 105% (with such funding level including the present value of
15 years of excess contributions, excluding any such contribution
increase).
Contribution decreases: Initial contribution rates are subject to a decrease should a future
valuation reveal a funding level of 150% or over (with such
fimding level including the present value of 15 years of excess
contribution, but excluding any such decrease). Should this occur,
Employee initial contribution rates will be decreased by 1.5% of
covered payroll (excluding overtime). Any such decrease will also
apply to the Employer initial contribution rates. Any such
decrease will be eliminated once a future valuation reveals a
funding level of less than 140% (with such funding level including
IL the present value of 15 years of excess contributions, excluding
Cc any such decrease).
COLA Annual allocation of funding excess for purposes of granting
N COLA is 1 /5a' of the excess funds that make up the difference
N between the open group funding level at the valuation date to a
maximum of 140% and 105 %, provided there are no contribution
mincreases in effect. Funding excesses above 140% would first be
E Eused to recapture any COLA not previously granted up to the
Income Tax Act limits in a manner that, to the extent practical,
gives priority to recapturing missed COLA in the order in which it
was missed. COLA applies to all members in equal proportion
regardless of status at the date COLA is granted.
no
Ancillary benefits: Improvements only possible if all COLA is fully recaptured [and
L there is still a funding excess above 140 %].
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Target Asset Allocation: Initially, 50% Fixed Income, 30% Equity, 10% Real Estate and
10% Infrastructure.
Deficit recovery plan: Based on the following steps applied in succession until funding
goals are met:
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(1) Increase contributions as allowed under the Funding
Policy;
(2) Reduce base benefit accrual rate for future service after the
date of implementation of the deficit recovery plan by not
more than 5 %;
(3) Reduce base benefits on a proportionate basis for all
members regardless of membership status for both past and
future service in equal proportions.
If steps (2) and (3) are implemented, then priority must be given to
reversing these changes in reverse order of application before any
future COLA is granted.
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City Manager's Office
Bureau du directeur general
www.saintjohn.ca
December 7, 2012
Mayor Mel Norton and
Members of Common Council
Your Worship and Members of Council:
SUBJECT: The Saint John YM -YWCA Inc.
Churchill Boulevard
P.O. Box /C.P. 1971
Saint John, NB /N. -B.
Canada E2L 4L1
.�niai}7
The attached letter from the Solicitor's Office to the City Manager is self - explanatory. As a result it
would be appropriate for Council to adopt the following resolution:
RECOMMENDATION:
Recommended that the Agreement of Purchase and Sale dated October 30, 2012 between The City
of Saint John and The Saint John YM -YWCA Inc. be amended to change the Closing Date from "on or
before December 31, 2012" to "on or before December 31, 2013 "; in all other aspects the
Agreement remains unchanged.
Respectfully submitted,
C).3,
P trick Woods, CGA
CITY MANAGER
ENC.
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Lynda D. Farrell
Direct Line: 506.658.4096
Fax No.: 506.649.7939
Email: lynda.farrell @saintjohn.ca
December 7, 2012
Pat Woods
City Manager
City of Saint John
Dear Mr. Woods:
Re: The Saint John YM -YWCA Inc.
Churchill Boulevard
Common Council meeting October 15, 2012 adopted the following
resolution:
"RESOLVED that, as recommended by Committee of the
Whole to Common Council, Common Council approve
the submitted Agreement of Purchase and Sale regarding
the sale of City owned lands to the YM -YWCA for the
sum of $1.00 and that the Mayor and Common Clerk be
authorized to execute the submitted Agreement of
Purchase and Sale."
The Agreement of Purchase and Sale dated October 30, 2012 provided
for a closing date "on or before December 31, 2012 ".
The purchaser has requested that the closing date be extended to
December 31, 2013. A similar extension has been sought from and given
by New Brunswick Housing Corporation for the lands adjoining the City
lands.
The Commissioner of Growth and Development has no issue with the
request.
If you are prepared to recommend an extension of the closing date, the
following recommendation is appropriate:
SAINT JOHN P.O. Box 1971 Saint John, NB Canada E2L E�
lI vwvwsaingohn.ca I C.P. 1971 Saint John, N. -B. Canada E2L41L1
Page 2
That the Agreement of Purchase and Sale dated October
30, 2012 between The City of Saint John and The Saint
John YM -YWCA Inc. be amended to change the Closing
Date from "on or before December 31, 2012" to "on or
before December 31, 2013 "; in all other aspects the
Agreement remains unchanged.
Yours truly,
Lynda D. Farrell
Solicitor
LDF/bm
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REPORT TO COMMON COUNCIL
M &C2012 -287
November 19, 2012
His Worship Mayor Mel Norton
and Members of Common Council
Your Worship and Members of Council:
SUBJECT: Spring Clean Up Program
BACKGROUND
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The City of saint john
At its November 13, 2012 meeting, Common Council "RESOLVED that Council consider
reinstating the Spring Clean Up program beginning in the spring of 2013; and further, the City
Manager be directed to submit a report including the cost of administering this program as well
as any savings realized by the City when it discontinued the outsourcing of curbside garbage
pick -up to FERO Waste & Recycling Inc.; and further that this matter be referred to budget
deliberations ". This report is in response to Council's request.
ANALYSIS
The traditional Spring Clean Up Week was intended to give eligible customers an opportunity to
remove any unwanted large items from their properties on an annual basis. Citizens would store
this material on their properties until the Clean Up Week occurred. Typically the city streets and
sidewalks would be inundated with various items.
A successful Program relies on all eligible customers following the guidelines established by the
City. Ineligible items such as construction waste, tires, oil tanks, household hazardous waste, etc.
cannot be placed curbside for collection as this significantly increases the disposal costs. A
successful program can be completed in an eight -hour day for five days in one week.
Historically, additional items were placed curbside after the original scheduled pick up had
already occurred. Eligible and ineligible customers were simply not abiding by the guidelines
issued for collection and there was a lack of enforcement to effectively deal with these issues.
The City had to continue collecting material, incurring overtime labour costs, for an extended
period after Clean Up Week was concluded. Costs were considerable; other work was delayed.
Common Council reluctantly cancelled the spring clean up program due to the costs.
Subsequently, the City initiated the Bulky Items Pick -Up (mattresses, box springs, chairs tables,
furniture, etc.) and White Goods Drop Off (washer, dryer, refrigerator, stove, freezer bicycles,
metal fencing, etc.) programs as an alternative to Clean Up Week. Public Education of this
Program was extensive and efforts were increased in 2010 and 2011 to keep the public engaged.
279
Spring Clean Up Program November 19, 2012
Report to Common Council, M & C 2012 - 287 Page 2
These programs allow eligible customers to have flexibility for removing unwanted items at any
time throughout the year instead of having to store them. It also allows for a more uniform clean-
up distribution throughout the year and is much easier to manage. The once a year Clean Up
Week decreased the focus of time sensitive activities such as repairing pot holes and the
Sweeping Management Plan for Streets and Sidewalks, as resources were diverted.
The Atlantic Coastal Action Program (ACAP) and several community groups have begun
engaging their neighbourhoods by establishing neighbourhood clean-up days. Citizens are
responsible for providing and removing large collection bins for disposal to the Landfill. The
City provides collection services for refuse collected in bags at various points within the
neighbourhood. This model instills a very balanced approach towards community responsibility
for reducing wasteful attitudes and behaviours and an appropriate level of service provided by
the City to its citizens.
FINANCIAL IMPLICATIONS
The average cost of the 1999 — 2001 and 2005 Program is estimated at $354,800. That included
30 City routes only but not the 9 contracted routes at the time. In 2005, the Clean Up Week
included all collection routes and the cost was $337,400.
Since 2010, the cost of the Bulky Items Pick Up Program is estimated to be approximately
$67,000 and approximately 3,700 items are collected annually. Contract costs for this program
are currently $39.55 per stop.
The White Goods Drop Off Program collected an average of 407 items each year at a cost of
$16,500 annually. Costs for this program include overtime, advertising and freon removal. A
local company removes the items for disposal at no charge.
Detailed analysis of illegal dumping began in April 2011 and carry an annual cost of
approximately $64,000 in personnel costs; additionally, approximately $7,000 in 2012.
All combined these programs cost the city an average of $90,624 annually. The personnel costs
associated with these programs are fixed; however, there are opportunity costs since these
personnel could be utilized to provide essential core service delivery to citizens. Collectively,
these programs cost the City considerably less, approximately ($230,000 annually) than the cost
of Clean Up Week.
Clean Up Week however was an extremely popular and well utilized service.
Beginning in September of 2012, the City began to collect household waste from all eligible City
customers (See M & C 2011 -89: Solid Waste Management Service — Outsource Decision).
The Solid Waste Management Service operating budget is anticipated to recognize a savings of
$79,000 in 2012. Annual operating savings based on the in -house collection model are estimated
to be approximately $500,000. Additionally, the cost of purchase of new collection vehicles was
significantly less than anticipated ($281,000).
As stated above, Clean up Week was a very popular program delivered to Saint John residents.
Unfortunately, it was cancelled because of the2bj�h cost of the service; driven in part by the
Spring Clean Up Program
Report to Common Council, M & C 2012 - 287
November 19, 2012
Page 3
abuse by a number of property owners. Additionally, time spent on Clean Up Week took away
from other important services provided by Public Works, pothole patching, etc. Should Council
reinstate Clean Up Week, staff would recommend that it occur at a later time in the year.
As well, Council should consider the opportunity cost of reinstating Clean Up Week. The
estimated cost of this program would be in the order of $380,000. Considering Council's
priorities, this additional funding request may be better appropriated to an increase in the roads
maintenance budget (i.e. asphalt).
RECOMMENDATION
It is recommended that Common Council;
1. Continue to provide the Bulky Items Pick -Up, White Goods Drop Off and Christmas
Tree Drop Off Programs,
2. Direct the City Manager to include funding in the amount of $380,000 in the
supplementary request to be presented with the annual Solid Waste Management
Operating Budget, for spring clean -up.
Respectfully submitted,
R. Kevin Rice B. Sc., CET
Deputy Commissioner
Transportation and Environment Services
Wm. Edwards, P. Eng.
Commissioner
Transportation and Environment Services
�l
J atrick oodLs, CGA
Manager
281
, ' L b REPORT TO COMMON COUNCIL
M &C- 2012 -294
November 29, 2012
His Worship Mayor Mel Norton and
Members of Common Council
Your Worship and Councillors:
SUBJECT: Proposed Heritage Conservation Areas By -law Amendment
12 -14 Bentley Street
BACKGROUND:
At its meeting on September 19, 2012, the Heritage Development Board
considered an application from Ian Stead (on behalf of Adam Stephen) for a
Certificate of Appropriateness to install aluminum siding on the rear of the
building at the above -noted address, which is part of the Douglas Avenue
Heritage Conservation Area. The Board denied the request for the use of
aluminum siding but did approve the replacement of the existing wood siding
with cement board siding, subject to a number of conditions.
City of Saint John
The applicant, who did not attend the Board's September 19U' meeting, was not
satisfied with the Board's decision and requested a further meeting with the Board
to discuss his application, which took place on October 30, 2012. After
considering the matter, the Board advised the property -owner to write a letter
requesting to be formally removed from heritage designation. Mr. Stephen's letter
was subsequently submitted to and considered by the Board at its November 14,
2012 meeting, at which time the Board adopted the following resolution:
"Recommend to Common Council that the property 12 -14 Bentley
Street be removed from heritage designation and that other
heritage properties that are part of a streetscape or an entire area
not be considered. "
ANALYSIS:
The removal of a property from heritage designation requires an amendment to
the Saint John Heritage Conservation Areas By -law. The process to consider such
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M & C — 2012 — 294 - 2 - November 29, 2012
an amendment, as set out in the Heritage Conservation Act, is similar to that for a
street closure, including the holding of an advertised public hearing. Council
should be aware that removing a property from a heritage area has been requested
in the past but staff can find no evidence to suggest that any previous request has
ever been approved.
This request arises from the refusal of the Heritage Development Board to permit
the installation of aluminum siding on a rear wall of the subject structure. The
Board is of the view that removing the property from the designated heritage area
is preferable to the alternative of granting a Certificate of Appropriateness that
permits the use of the aluminum material that the applicant wishes to install. The
decision with respect to the type of siding to be used is exclusively the authority
of the Board. Although staff would prefer that some flexibility be demonstrated
in these types of situations, neither Common Council nor staff have any ability to
intervene given the construction of the Heritage Conservation Act and the Saint
John Heritage Conservation Areas By -law.
Council should also be aware that the City does not have an application fee for a
request to remove a property from a designated heritage area. There are costs that
must be paid by the municipality. The required newspaper advertising as well as
any necessary translation of the advertisement and By -law will have to be
absorbed from the Heritage Division budget. It is anticipated that these costs
will be approximately $1,700.
RECOMMENDATION:
That Common Council schedule a public hearing date of Monday, January 7, 2013 at
7:00 p.m. in the Council Chamber to consider an amendment to the Saint John
Heritage Conservation Areas By -law, which would remove the property at 12 -14
Bentley Street from the Douglas Avenue Heritage Conservation Area, and that the
necessary advertising be authorized in this regard.
Respectfully submitted,
lKen �'- Forrest, MCIP, RPP
Commissioner
Planning and Development
atrick Woods, CGA
City Manager
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REPORT TO COMMON COUNCIL
M & C — 2012 -296
December 4, 2012
His Worship Mayor Mel Norton and
Members of Common Council
Your Worship and Councillors:
SUBJECT: Easement for Public Utilities
170 Prince William Street — Saint John High School
BACKGROUND:
City of Saint John
On September 26, 2011 Common Council adopted a resolution that permitted the
City to access the Saint John High School property to construct an above ground
cabinet for public utilities in connection with other street work being completed
along Prince William Street. A letter from the Province permitting early access
upon specific terms and conditions was signed by the City on October 3, 2011 and
delivered to the Province. The work has now been completed. However, the
Grant of Easement is still outstanding.
When working with the Province on land matters such as this, sometimes the
process can be quite lengthy. Once acquired from the Province, the easement will
either be assigned or transferred to The Power Commission of The City of Saint
John and Bell Aliant Regional Communications Inc.
The Province has reviewed and is in agreement with the attached document,
which has been prepared by the City's Solicitor's office for the granting of the
easement. Once approved by Council, it will be executed on behalf of the City
and sent to the Province for signing.
RECOMMENDATION:
1. That The City of Saint John enter into the Grant of Easement attached to
M & C 2012 -296 for the above ground public utility cabinet on PID
#6098; and authorize the Mayor and Common Clerk to execute the Grant
on behalf of the City; and further
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M & C — 2012 -296 - 2 - December 4, 2012
2. That the City of Saint John assigns to The Power Commission of the City
of Saint John and to Bell Aliant Regional Telecommunications Inc. all
those rights set out in the said Grant of Easement.
Respectfully
Gregory J.,15,6mans, CGA, MBA
Commis 'o er of Finance and Administrative Services
J. trick Woods, C.G.A.
Cit anager
Attachments
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PID #55214688
GRANT OF EASEMENT
THIS EASEMENT made this day of 12012.
BETWEEN:
HER MAJESTY THE QUEEN in right of the
Province of New Brunswick as represented by the
Minister of Transportation and Infrastructure, Kings
Place, Suite 500 King Tower, Fredericton, NB, E3A
5H8, (hereinafter called the "Minister ")
OF THE FIRST PART
-and-
THE CITY OF SAINT JOHN, a body corporate
by Royal Charter, confirmed and amended by Acts
of the Legislative Assembly of New Brunswick,
having its City Hall at 15 Market Square, P.O. Box
1971, Saint John, NB, E2L 4L1 (hereinafter called
the "Grantee ")
OF THE SECOND PART
WHEREAS the Minister is the owner in fee simple of certain lands and
premises, located at the northeastern comer of Duke and Prince William Streets,
in the City of Saint John, in the County of Saint John and Province of New
Brunswick, being PID 55214688 (herein the "Land") and described in Schedule
"A" attached.
AND WHEREAS the Minister is authorized to grant to the Grantee an
easement in the Land for the purpose of installation and use of an above ground
utility cabinet with in ground connection for electrical, telephone or other
telecommunications transmission lines or any like public utility works (the
"Project ") in and under those lands described in Schedule "A" and shown on a
plan of survey entitled "Survey Plan: Department of Transportation and
Infrastructure, 170 Prince William Street, Saint John, Saint John County, NB"
dated October 3, 2011 surveyed by Andrew K. Toole N.B.L.S. #379 attached
hereto as Schedule `B" hereinafter "the Easement Lands ".
NOW THEREFORE THESE PRESENTS WITNESS that in consideration
of the covenants and agreements herein contained, and in consideration of the
payment by the Grantee to the Minister of the sum of One Dollar ($1.00), the
receipt of which is hereby acknowledged, the Minister does hereby grant to the
Grantee, in common with the Minister and those claiming under the Minister, an
easement over the Easement Land, to have and to hold the same unto the use of
the Grantee, its successors and assigns, forever, upon and subject to the terms and
conditions hereafter expressed and contained.
1. The Easement Lands shall be used for the purpose of the construction,
maintenance, repair and replacement of the Project (hereinafter called
"Construction's and for no other purpose or purposes.
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2. After any and all Construction, from time to time, the Grantee shall
promptly restore as far as is practicable the surface of the Easement Lands
to the same condition as it was prior to the commencement of the
Construction.
3. The Grantee shall give the Minister reasonable notice of any and all
Construction.
4. The Grantee shall indemnify and save harmless the Minister from any and
all claims that may arise, directly or indirectly, from the use by the
Grantee of the Easement Lands, and/or from the exercise by the Grantee
of any of its rights under this Easement.
5. This Easement constitutes the entire agreement between the parties with
regard to matters dealt with herein, and cancels and supersedes any prior
agreements, undertakings, declarations or representations, written or
verbal, in respect of such matters.
6. No amendment, supplement or waiver of any provision of this Easement
or any other agreements provided for or contemplated, nor any consent to
any departure by the Minister, shall in any event be effective unless it shall
be in writing and signed by the Minister and then such amendment, waiver
or consent shall be effective only in the specific instance for the specific
purpose for which it has been given.
The Minister shall have the right to use the surface of the hereinbefore
described lands for any lawful purpose, subject to the restrictions hereinbefore set
forth.
THIS EASEMENT shall enure to the benefit of and be binding upon the
parties thereto, their respective successors and assigns.
AND FURTHER the Minister does by these presents consent to the
assignment by the Grantees of the rights hereby given subject to the terms and
conditions herein before expressed to The Power Commission of the City of Saint
John and to Bell Aliant Regional Telecommunications Inc.
287
IN WITNESS WHEREOF the parties hereto have caused these presents to
be executed by their properly authorized representatives on the day and year first
above written.
SIGNED, SEALED & DELIVERED)
In the presence of: )
}
Witness )
}
HER MAJESTY THE QUEEN in
Right of the Province of New
Brunswick
Per:
Hon. Claude Williams
Minister of Transportation and
Infrastructure
THE CITY OF SAINT JOHN
Mayor
Common Clerk
Common Council Resolution:
, 2012.
288
SCHEDULE "A"
All that certain lot, piece or parcel of land situate, lying and being in the City of
Saint John, in the County of Saint John and the Province of New Brunswick:
Beginning at the point where the northerly sideline of Queen Street intersects the
easterly sideline of Prince William Street, said point having New Brunswick Grid
Coordinates of East 2534466.370 meters, and North 7363214.625 meters;
Thence in a northerly direction along the easterly sideline of Prince William
Street, on an azimuth of 346 °52'33 ", a distance of 5.000 meters to a point;
Thence in an easterly direction on an azimuth of 76'25'11 ", a distance of 3.000
meters to a point;
Thence in a southerly direction on an azimuth of 166 °52'33 ", a distance of 5.000
meters to a point on the northerly sideline of Queen Street;
Thence in a westerly direction along the northerly sideline of Queen Street, on an
azimuth of 256 °25' 11 ", a distance of 3.000 meters to the point of beginning.
Said lot of land containing an area of 15 square meters.
And being the lands described in a "Transfer of Administration and Control
(Executive Council Act)" being Transfer No. 11 -028 from the Minister of
Education and Early Childhood Development to the Minister of Transportation
and Infrastructure registered in the Saint John County Registry Office on
December 7, 2011 as No. 30930961.
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SCHEDULE
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290
PROVINCE OF NEW BRUNSWICK
I, , of the City of Fredericton, in the County of York
and Province of New Brunswick, MAKE OATH AND SAY:
That the within Instrument was executed by Hon. Claude Williams,
Minister of Transportation and Infrastructure for the Province of New Brunswick;
that the signature of Hon. Claude Williams set and subscribed to the said
Instrument as that of the Minister of Transportation and Infrastructure is the
signature of the said Hon. Claude Williams, and was subscribed thereto in my
presence at the City of Fredericton, in the County of York and Province of New
Brunswick, on the day of 2012.
SWORN TO BEFORE ME at the
City of Fredericton, in the County
of York and Province of New
Brunswick, this day of
'201
BEFORE ME:
Commissioner of Oaths
My Commission
Expires
291
PROVINCE OF NEW BRUNSWICK
COUNTY OF SAINT JOHN
I, Elizabeth A. Gormley, of the City of Saint John, in the County of Saint John
and Province of New Brunswick, MAKE OATH AND SAY:-
THAT I am the Common Clerk of the City of Saint John and have custody of the
Common Seal hereof.
2. THAT the Seal to the aforegoing instrument affixed is the Common Seal of the
City of Saint John and that it was so affixed by Order of the Common Council of the said
City.
3. THAT the signature "Mel K. Norton" to the said instrument is the signature of
Mel K. Norton, Mayor of the said City, and the signature "E. Gormley" thereto is my
own signature.
THAT we are the proper officers to sign the foregoing instrument on behalf of
the City of Saint John.
SWORN TO BEFORE ME at
the City of Saint John, in the
County of Saint John and
Province of New Brunswick
this day of
2011
Lynda D. Farrell
Commissioner of Oaths
Being a Solicitor
Elizabeth Gormley
292
PROVINCE OF NEW BRUNSWICK
I, Judith Keating, Q.C., of Fredericton, County of York and Province of
New Brunswick, Acting Deputy Attorney General, make oath and say:
That I am the Acting Deputy Attorney General of the Province of New
Brunswick and have custody of the Great Seal of the said Province.
2. That the seal affixed to the foregoing instrument is the Great Seal of the
Province of New Brunswick, and was affixed to the said instrument at my
direction.
SWORN TO at the City of
Fredericton, in the County
York and Province of
New Brunswick, this
day of ,201_
BEFORE ME:
Commissioner of Oaths
Judith Keating, Q.C.
293
REPORT TO COMMON COUNCIL
da
November 29th 2012
His Worship Mayor Mel Norton and
Members of Common Council
City of Saint John
Your Worship and Councillors
SUBJECT: Internet Service for the City of Saint John
Purpose
The purpose of this report is to recommend that the City of Saint John, through the Province of New
Brunswick's supply agreement, enter into a three -year contract for internet service with Bell Aliant
to meet increasing operational requirements for enhanced internet service.
Background
Connectivity and a reliable communication system are a necessity of modern intelligent society.
Over the last 20 years the internet has transformed from a university research toy, to business tool,
to the critical infrastructure that connects citizens to their high performance municipality. The
internet drives or influences almost all aspects of society such as e- commerce; communications
(text, voice and video), and social networking. The Canadian Radio- Television and
Telecommunications Commission (CRTC) estimates that 78% of in Canada households have high
speed internet connections, and there will be 2.5 billion internet users in the World by 2012.
The City of Saint John is one of the largest geographical City's in Canada and this presents both
service delivery and information dissemination challenges. The internet provides an excellent
channel with which to overcome these challenges and remain an Intelligent Community. Currently
the City's internet service is used to deliver services, messaging, information, and staff remote
access. By the end of 2012 www.saintjohn.ca is expected to have received over 2 million visits and
during storm events the City's website can receive over 50,000 hits in a day. The email system and
communication are an integral conduit for service delivery and at peak times this system sends and
receives more than 12 emails a second.
The internet connection also allows citizens to initiate service requests, pay parking tickets, check
the local events calendar, and find Transit schedules. More importantly using My Saint John
citizens can receive news updates and emergency alerts via email, text messaging, and social media.
Recently the City's IT Department in collaboration with the Police Force, UNB, and Regional
Hospital developed and hosts a community Autism registry. Frontline services such as Police, Fire,
and Transportation all leverage the City's internet in order to augment services and allow staff to
access the internal information stores from the field. By leveraging the internet and encryption
technologies (e.g. Virtual Private Networks — VPN) City staff are able to access systems and service
Citizens from anywhere and at any time.
294
Analysis
The City of Saint John currently has an internet service or pipe with a bandwidth capacity of 15
Mega Bits Per Second (mbps) and that costs $1,500 per month.' This pipe is utilized by City
employees and Agencies, Boards, and Commissions of the City including the Saint John Police
Force, Destination Marketing Organization, Saint John Waterfront, and the Canada Games Aquatic
Center. This internet service differs from a home or small business service in a number of key
factors. These factors are :
• Guaranteed bandwidth in both directions (sending and receiving),
• The service includes 32 public highly sort after and limited public internet addresses2,
• High service reliability with service up -time guarantee,
• Access to high level technical support 7 x 24, and
• Domain name system (DNS) hosting.
These are necessary features in order to continue providing high performance networked services
for City staff and citizens. The cost of internet bandwidth has been going down, however, demand
and services available online have been increasing at an exponential rate matching Moore's Law.3
The internet service is an important cost saving tool as it facilitates:
• video conferencing for interviews and meetings,
• remote online staff training,
• multimedia web content,
• connectivity of remote sites (e.g. pumping stations),
• connecting staff while out of the office to systems, information and email, and
• remote implementation and maintenance of systems.
These services all depend upon a reliable internet service and bandwidth. In the case of video
conferencing one conference session requires at least 1 mbps of dedicated bandwidth, but can save
three hours of driving or flying a contractor onsite. The City's Geographic Information Service
(GIS) has made available a wealth of high resolution pictures and maps of the City today and of
yesteryear. The internet service enables the City to publish online its 225+ years of records,
policies, and agendas, contributing to the City's exceptional transparency and accountability. The
current 15 mbps service was not provisioned to accommodate high bandwidth applications and
increased consumer bandwidth and needs to be increased.
Financial Implications
By leveraging the Province of New Brunswick Supply Agreement with Bell Aliant for l:ntemet
services and entering into a three year agreement the City can quadruple its internet service to 60
1 Mega Bits Per Second is the amount of data that can be passed in one second, which in this case is 15,000,000 bits of information in
one second. A bit is the smallest unit of digital information, a 1 or a 0 and in order to denote a letter or character 8 bits are required
and this unit is called a byte.
2 As of January 31", 2011 when Internet Assigned Numbers Authority (IANA) assigned the last block of IP addresses there are no
more public IT addresses.
3 A principle formulated by Gordon Moore of Intel in the early 70's. It states that processing power doubles every 24 months. The
reality is that network bandwidth is actually tripling every 24 months.
295
mbps for $1,515 per month. Over the duration of a three year contract internet services will cost the
City $54,540 (ie $18,180 / year) which is an increase of $540 ($180 / year). In addition the City
will be able to generate revenue, $50 / month, and provide internet service to an outside user group.
In affect a 1% increase in costs, which will be offset by revenue, will result in a 400% increase in
service.
Input from Other Service Areas
The City's Purchasing service has reviewed the attached agreement, and is supportive.
The City's Legal service has reviewed the attached agreement, and is supportive.
Conclusions
The contract and the increase in bandwidth will place the City in a strong position to remain an
Information and Communications Technology leader in the province and allow the internet to
power the City's renaissance.
It is recommended that the Mayor and Common Clerk be authorized to sign the necessary Bell
Aliant Business Internet Services Schedule for a high performance Internet service for the City.
Resolutions
That the City enter into an agreement with Bell Aliant Regional Communications,
Limited Partnership for the delivery of Business Internet Services Schedule the form
as attached to this letter to Council.
2. That the Mayor and Clerk be authorized to execute the said agreement.
Respectfully submitted,
Brian Woods, M.Sc.
Information Technology, Manager
1
J. ta ick Woods, C.G.A.
City anager
296
Hamilton, MCIP, RPP
,ner of Strategic Services
297
BeliAliant. Master Agreement Number: ON- 0807 -8441
Agreement Number: CN- 1208 -24557
BUSINESS INTERNET SERVICES SCHEDULE
Customer Name: City Of Saint John (the "Customer ")
The services described in this Business Internet Services Schedule (the "Services Schedule ") are provided in
accordance with and governed by the Master Services Agreement between the Customer and Bell Aliant Regional
Communications, Limited Partnership ( "Bell Aliant "). Bell Aliant and the Customer agree that this Services Schedule
is attached to and forms part of the Master Services Agreement and is governed by its terms and conditions, with
effect from the date of execution of this Services Schedule by the Customer. Capitalized terms used but not defined
in this Services Schedule have the meanings given to them in the Master Services Agreement. For the purposes of
this Services Schedule, references to the "Agreement" shall include both the Master Services Agreement and the
Services Schedule.
4. TE RM
a. Initial Service Term: The Initial Service Term is for a period of 36 months, effective the 12t" day of
September, 2012 (the "Initial Service Term ").
b. Service Renewal Term: Upon expiration of the Initial Service Term, and unless either party informs the
other with thirty (30) days prior written notice of non - renewal, there shall be consecutive Service Renewal
Terms each equal in length to the Initial Service Term.
c. Use of Service beyond Service Term: If the Customer has sent a notice of non - renewal but for any reason
continues to receive the Services after the expiry of the Initial Service Term or final Service Renewal Term,
the terms and conditions of the Agreement including this Services Schedule shall continue to apply for so
long as the Customer receives the Services, except that the Fees shall be the month -to -month fees for the
Services in effect.
2. SERVICE
a. Definitions:
i. "Bell Aliant Gateway" means the Customer terminating router within the Point Of Presence ( "POP "),
forming part of the Bell Aliant Network.
ii. "Delay Service Level' is the average number of Internet Protocol ( "IP ") packets of information that
transit the Bell Aliant network and are delivered by Bell Aliant to the intended On -Net destination in a
calendar month.
iii. "Excused Outages" means Bell Aliant's Scheduled Maintenance Windows as defined in Section
2(b)(iii) below or Force Majeure as defined on Section 11 of the Master Services Agreement.
iv. "IP Gateway Points of Presence" is a serving Central Office ( "CO ") with Provider Edge ( "PE ")
equipment installed.
v. "On -Net" means traffic that is on the Bell Aliant Network.
vi. "Primary Port" means any Service port that is configured to send /receive traffic during normal network
operations, as identified in the applicable Customer request.
b. Description of Service:
i. Bell Aliant's Business Intemet Services (the "Services ") are provided to the Customer premise by
fractional T1, T1 or Ethernet access services.
ii. Customer Requirements: The Customer agrees to adhere to Bell Aliant's Internet Acceptable Use
Policy described in Appendix A, and which is subject to change by Bell Aliant from time to time, with the
most up -to -date version being available at www.BellAliant.net.
i;i. Scheduled Maintenance Window: Bell Aliant's planned outages occur during weekly scheduled
maintenance windows set for Sundays and Wednesdays from 02:00 Atlantic time to 06:00 Atlantic time.
Emergency /exception planned outages can be expected to occur outside of these existing maintenance
windows in the event of a critical or high priority Incident or detected problem and may be made at any
time. Emergencies /exceptions are planned and controlled activities to mitigate or avert risk of any
pending and uncontrolled failures.
3. FEES
a. Fees Schedule:
i. The Customer shall pay to Bell Aliant fees for Business Internet Services (the 'Fees") on a monthly
and /or one time basis, as set out in Table 1.
ii. Prices listed in this Services Schedule are exclusive of Sales and Use Tax.
Business Internet Services Schedule
Version 1.6 Page 1 of 6 298 February 23, 2012
BeflAlianL
Table 1 Sites and Service Fees
Master Agreement Number: CN- 0807 -8441
Agreement Number. CN- 1208 -24557
Location
Service Address
Bandwidth
Monthly
One Time Fees
ID
04:00:01 — 12:00:00
20%
Fees
50%
1
15 Market Square, Saint John, NB
60 Meg
$1515.00
Waived
Sustained
b. Minimum Commitment: There is no minimum commitment with this Service.
4. SERVICE LEVELS
a. Availability Service Level:
L The Availability Service Level for the Service is 99.96 %. The Service is considered "unavailable" if the
Primary Port of the Bell Aliant Gateway device is unable to send or receive traffic, due to reasons other
than Excused Outages.
In the event that the Service becomes unavailable for reasons other than an Excused Outage,
Customer will be entitled to a service credit rendered as a deduction from the port monthly Fees for the
affected Service for the particular month. Service credits referenced above are based on the
cumulative unavailability of the affected Service port in a given calendar month as set forth In the
following table:
Bell Aliant Dedicated Internet Service:
Cumulative Unavailability (in hrs mans secs)
Service Level Credit
00:00:01 — 00:45:00
No Credit
00:45:01— 04:00:00
10%
04:00:01 — 12:00:00
20%
12:00:01 — 24:00:00
50%
24:00:01 or greater
100%
b. Delay Service Level Objective: The Delay Service Level for the Service is as set forth in the following
table:
Route
Delay Service Level
Intra Atlantic Canada (One Way)
55 ms
International POP Locations to Atlantic Canada (One Way)
125ms
i. The Delay Service Level is measured as an average one -way delay over a calendar month for traffic on
the Bell Aliant network between I Gateway Points of Presence.
c. Packet Delivery Service Level Objective:
i. The Packet Delivery Service Level for the Service is 99.95% for On -Net traffic between Gateways.
Packet Delivery is the average number of Internet Protocol ( "IP ") packets of information that transit the
Bell Aliant network and are delivered by Bell Aliant to the intended On -Net destination in a calendar
month.
H, Termination Rights for Chronic Outage: Customer may elect to terminate the Service for an affected
port prior to the end of the Initial Service Term or any Service Renewal Term without termination liability
if, for reasons other than an Excused Outage. If the Service is unavailable (as defined in Section 4(a)
above) for three (3) or more separate occasions of more than twelve (12) hours each; or for more than
forty two (42) hours in the aggregate in any calendar month.
5. OTHER TERMS AND CONDITIONS
a. Renegotiation of Rates: If Bell Aliant and the Customer mutually agree that rate adjustments to
accommodate changes in bandwidths are appropriate within the Term of the Agreement, then this
Business Internet Services Schedule
Version 1.6 Page 2 of 699 February 23, 2012
Bel I A lia n t
Master Agreement Number: CN -0807 -8441
Agreement Number: CN- 1208 -24557
Agreement may be re -opened and the rates renegotiated. If Bell Aliant and the Customer are unable to
agree that renegotiation is appropriate, or are unable to agree on a new rate structure, the Customer may
terminate this Agreement, subject to payment of the Termination Charge.
b. Exclusion of Liability: The Customer agrees that Bell Aliant will not be liable to the Customer or any third party for:
i. any act or omission of the Customer or any carrier other than Bell Aliant;
ii, any claims or actions related to defamation, copyright or trademark infringement, or the violation of any third
party rights, arising from use of the Services;
iii. infringement of patents arising from combining or using Customer - provided facilities with the Services or Bell
Aliants facilities; or
iv. any unauthorized use of the Services. Neither party will be responsible for the performance of any of its
obligations, or deemed to be in default of any provisions, of this Agreement by virtue of any events beyond their
control, including labour disruptions.
c. Imposition of Restrictions on Use: Bell Aliant reserves the right to impose restrictions on the use of
Services in the following circumstances:
i, a Customer's utilization is proven through Bell Aliants monitoring reports to be interfering with access to the
Services by other customers, and, or
ii. I while using the Services, the Customer posts, transmits or otherwise distributes information constituting or
encouraging conduct that would constitute a criminal offense or give rise to civil liability, or otherwise uses the
Services in a manner which is contrary to law or would serve to restrict or inhibit any other user from using or
enjoying the Services.
d. Use of the Services: The Customer will not, nor will it permit others or assist others to, tamper with, alter or
rearrange the Services or the Bell Aliant facilities required to provide the Services, or otherwise abuse or fraudulently
use the Services, including, without limitation, using the Services, unless otherwise provided by law.
By signing below, Bell Aliant and the Customer agree that this Services Schedule is attached to and forms part of the
Master Services Agreement.
BELL ALIANT REGIONAL COMMUNICATIONS,
LIMITED PARTNERSHIP by its General! Partner
Bell Aliant Regional Communications Inc. City Of Saint John
SIGNATURE:
NAME:
TITLE:
P�-Sc&lk�
Mayor:
Glen Gnazdowsky NAME:
Account Executive
i am authorized to bind Bell Aliant Regional
Communications, Limited Partnership to the terms
and conditions of this Services Schedule.
DATE: August 23, 2012
COMMON
CLERK:
NAME:
I am authorized to bind Customer to the terms and conditions
of this Services Schedule.
RESOLUTION
DATE:
Business Internet Services Schedule
Version 1.6 Page 3 of 300 February 23, 2012
BellAliant
Waster Agreement Number: CN- 0807 -8441
Agreement Number: CN -1208 -24557
APPENDIX A
TO
BELL ALIANT HIGH SPEED IP SERVICES SCHEDULE
Internet Acceptable Use Policy
Introduction
Bell Aliant Internet Service is committed to being a responsible network citizen. To assist us in protecting the
usefulness and enjoyment of the Internet for our members and for other users, we advise you read the following
document outlining our policies on network abuse. The activities described below constitute violations of the Bell
Aliant Service Agreements that may result in the loss of your service.
The Bell Aliant Internet Services Acceptable Use Policy prohibits activities that include, but are not limited to the
Policies described below. The terms of this Acceptable Use Policy may change at any time and without prior notice;
you are responsible for informing yourself of any changes to this Acceptable Use Policy by periodically consulting this
page. If you have any questions about the Bell Aliant Internet Services Acceptable Use Policy, do not hesitate to
contact Bell Aliant via email abuse(cDbellaliant_net.
Facilities provided to a customer by Bell Aliant are for the exclusive use of the customer and may not be resold
without the express written permission of Bell Aliant.
General Acceptable Use Policies for Internet (the "Policies ")
You are prohibited to use your Bell Aliant Internet account in conducting activities that include, but are not limited to:
• Transmitting unsolicited messages, which, in the sole judgment of Bell Aliant causes significant disruption or
elicits complaints from other Internet users.
• Harassing users or groups in any way.
• Impersonating users from the Bell Aliant Internet Service or any other Internet service providers in any way.
• Uploading or downloading, transmitting, posting, publishing, receiving, retrieving, storing or otherwise
reproducing, distributing or providing access to information, software or other material which is (i)
confidential or is protected by copyright or other intellectual property rights, without prior authorization from
the rights holder(s); (ii) is defamatory, obscene, child pornography or hate literature; or (iii) constitutes
invasion of privacy, appropriation of personality, or unauthorized linking or framing.
• Transmitting, posting, receiving, retrieving, storing or otherwise reproducing, distributing or providing access
to any program or information designed to assist users in defeating copy- protection, registration and any
other anti -theft mechanisms associated with commercial or shareware programs.
• Transmitting, posting, receiving, retrieving, storing or otherwise reproducing, distributing or providing access
to any program or information designed to assist in the fraudulent use of telecommunications services.
• Using an Internet host's resources in a manner not authorized by its administrators. This includes mail
relaying, transmitting chain letters, make - money -fast or pyramid style schemes of any sort.
• Posting or transmitting any information or software which contains a virus, "cancelbot ", "trojan horse ",
"worm" or other harmful or disruptive component.
• Compromise the Privacy of other users
Electronic Mail
In addition to these Policies, while sending electronic mail, you are prohibited from conducting activities that include,
but are not limited to:
• Transmitting identical or substantially similar unsolicited email messages.
• Promoting or facilitating the transmission of unsolicited email messages.
• Attaching an excessively long signature to your messages.
Business Internet Services Schedule
Version 1.6 Page 4 oL60 February 23, 2012
B
Master Agreement Number: CN- 4807 -8441
Agreement Number. CN- 124 &24557
• Forging the headers of your email messages in any way.
• Sending messages to disrupt or cause difficulties in receiving other email.
Bell Aliant has a Zero Tolerance for unsolicited email messages (seam). Actions contrary to the terms of the Bell
Aliant Internet Service Acceptable Use Policy will result in the suspension and / or termination of your Bell Aliant
Internet account and may result in further penalties. The Bell Aliant Internet account owner is responsible for any and
all action that originates from his / her Bell Aliant Internet account.
Customers who maintain bulk "opt -in" email lists must have a method of confirmation of subscriptions and be able to
provide that information as evidence when requested by Bell Aliant. At the discretion of Bell Aliant, if no such
evidence is available, messages could be considered as unsolicited.
Bell Aliant reserves the right, in its sole discretion, to set an upper limit on the number of recipients of customer
initiated email, the number of subscribers on a customer's bulk "opt -in" email list", and the number of messages a
customer may send or receive through the service.
Newsgroups and Discussion Forums
In addition to these Policies, while posting to newsgroups or any other discussion forum, you are prohibited from
conducting activities that include, but are not limited to:
• Posting advertisements, commercial or unsolicited messages of any kind, unless expressly permitted by the
charter or FAQ.
• Posting binary or excessively large files of any kind, unless expressly permitted by the charter or FAQ.
• Posting substantially identical messages to more than 5 newsgroups.
• Attaching an excessively long signature to your messages.
• Forging the headers of your postings in any way.
Newsgroup and forum postings must comply with the associated charter or FAQ. If a posted message does not fall
within the topic or ideals of the discussion identified by the charter or FAQ, at the discretion of Bell Aliant, could
represent an infraction of the Bell Aliant Internet Service Acceptable Use Policy. Users posting messages to
newsgroups or forums are responsible for making themselves aware of the rules of conduct, prior to posting.
Bandwidth Mananement
Bell Aliant reserves the right to manage its bandwidth as they see fit on the network. Customers of all types are
expected to use appropriate net etiquette when using or accessing various services within and outside the network. In
special circumstances, Bell Aliant reserves the right to block access to, or from, any service type or server.
Service Outages
Although Bell Aliant takes pride in providing round the clock Internet service, we cannot guarantee uninterrupted
access to Internet services due to failures or scheduled upgrades on the network. The company shall not be liable to
any customer, user or other person for damages resulting from omissions, interruptions, delays, errors or defects in
transmission, or failures or defects in Bell Aliant Internet Service's facilities.
Commercial Web Pastes
Commercial Web Pages must adhere to Bell Aliant Internet Service Acceptable Use Policy and the terms and
conditions of web service.
Network/Security
In addition to these Policies, while using your Bell Aliant Internet Service account, you are prohibited from conducting
activities that include, but are not limited to:
• Using your Bell Aliant Internet Service user account and concurrent dial up login sessions from the same
Bell Aliant Internet Service user account. (Please note: Sharing your Bell Aliant Internet Service within your
home via an Bell Aliant recommended Home Networking or LAN Solution is not in violation of the
Acceptable Use Policy).
• Causing an Internet host to become unable to effectively service requests from other hosts.
• Analyzing or penetrating an Internet host's security mechanisms.
• Forging any part of the TCP /IP packet headers in any way.
You are solely responsible for the security of your system and account. While connected to the Bell Aliant Internet
Service, you are prohibited from any act, committed intentionally or through negligence, which may compromise the
security of your Internet host in any way.
Customers found in violation of this Acceptable Use Policy may, at the sole discretion of Bell Aliant, suffer suspension
/ termination of their Bell Aliant Internet Service account and / or be responsible for additional service charges. Also,
Business Internet Services Schedule
Version 1.6 Page 5 of 6 February 23, 2012
302
BeflAliant Master Agreement Number: CN -0807 -8441
Agreement Number: CN- 1208 -24557
violation of this Acceptable Use Policy may result in criminal and civil liability. Bell Aliant will offer full co- operation
with law enforcement agencies if their investigation warrants it.
In the event that numerous complaints are received by our staff in regards to any breaches of this Acceptable Use
Policy, at the discretion of Bell Aliant, a processing fee per complaint received in addition to an administration fee
may be applied to your account.
Bell Aliant does not assume liability to any of its members or other Intemet users for failure to enforce the terms of
this ACCEPTABLE USE POLICY. As well, Bell Aliant reserves the right to suspend 1 terminate your Bell Aliant
Intemet Service account at any time without prior notice.
Indirect Access
A violation of this Policy by an individual having only indirect access to Bell Aliant Internet Service through a customer
or other user will be considered a violation by the customer or other user, whether or not with the knowledge or
consent of the customer or other user.
In addition, this policy applies to any email or content sent by you or on your behalf. This includes using an Bell Aliant
Internet Service account as a mailbox for responses or publicizing content hosted or sent using Bell Aliant Internet
Service facilities, or which indicates in any way that Bell Aliant Internet Service was involved in the transmission of
such email or content.
Unless expressly permitted in a written agreement with Bell Aliant, the resale of Bell Aliant Internet Service products
and services is not permitted.
Consequences
Violations of this Policy may result in a demand for immediate removal of offending material, immediate temporary or
permanent filtering, blocked access, suspension or termination of service, or other action appropriate to the violation,
as determined by Bell Aliant in its sole discretion. It is Bell Aliant's preference to give notice so that violations may be
addressed voluntarily when practical; however, Bell Aliant reserves the right to act without notice when necessary, as
determined by Bell Aliant in its sole discretion. Bell Aliant may involve, and will cooperate with, law enforcement if
criminal activity is suspected. Violators may also be subject to civil or criminal liability under applicable law. Refunds
or credits are not issued in connection with actions taken for violations of this Policy.
Incident Reporting /Contact Information
Complaints regarding violations of this Policy by an Bell Aliant Intemet Service customer should be forwarded to
abuse @bellaliant.net. Where possible, details should be included that would assist Bell Aliant in investigating and
resolving the complaint (i.e. expanded headers and a copy of the offending transmission).
Revisions to this Polic
Bell Aliant may modify this policy at any time, without prior notification, effective when posted to Bell Aliant's public
web site. Notice may also be provided via electronic mail or regular mail.
Business Intemet Services Schedule
Version 1.6 Page 6 of 6 February 23, 2012