2013-02-18_Agenda Packet--Dossier de l'ordre du jour �
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City of Saint John
Common Council Meeting
AGENDA
Monday, February 18, 2013
6:00 pm
Council Chamber
Please use Chipman Hill entrance
S'il vous plai� utiliser I'entree Chipman Hill
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- Prayer
2. Approval of Minutes
2.1 Minutes of February 1, 2013 1 - 1
2.2 Minutes of February 4, 2013 2 - 6
2.3 Minutes of February 5, 2013 7 - 8
3. Approval of Agenda
4. Disclosures of Conflict of Interest
5. Consent Agenda
5.1 Letter from Minister of Public Safety and Solicitor General - SCAN Program 9 - 9
(Recommendation: Receive for Information)
6. Members Comments
7. Proclamation
7.1 YMCA Strong Kids Month February 18 to March 18, 2013 10 - 11
8. Delegations/ Presentations
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9. Public Hearings
10. Consideration of By-laws
11. Submissions by Council Members
11.1 Innovation & Entrepreneurship (Mayor Norton) 12 - 12
11.2 Main Street North (Councillor MacKenzie) 13 - 13
11.3 Posting Pay Scales and Salary Ranges of City of Saint John Employee 14 - 14
Positions-Titles (Councillor Norton)
11.4 Posting Pay Scales and Salary Ranges of City of Saint John Police Force 15 - 15
Employee Positions-Titles (Councillor Norton)
12. Business Matters - Municipal Officers
12.1 City Manager: Demolition of a Vacant, Dilapidated and Dangerous Building at 16 -46
54-56 Victoria St
13. Committee Reports
14. Consideration of Issues Separated from Consent Agenda
15. General Correspondence
16. Supplemental Agenda
16.1 NB Youth Orchestra Funding Request 47 - 55
16.2 Letter of Support for Highway Signage Change (Mayor Norton) 56 - 57
16.3 Show of Support and Recognition of Efforts to the Province of New Brunswick 58 - 58
(Councillor McAlary)
16.4 Canadian Cancer Society Request to Present 59 - 59
16.5 Teachers of English as a Second Language of New Brunswick- Request for 60 - 60
City Swag-Donations
16.6 Learn and Go -Working for Change, Request to Present 61 - 103
16.7 All Star Game Funding (Mayor Norton) 104 - 104
16.8 M&C 2013-022: Engineering Services - Fairville Boulevard Watermain 105 - 108
Renewal
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16.9 M&C 2013-023: Ice Machine Replacement 109 - 110
16.10 One Change Inc. Proposal - C.E. Nicolle Community Centre Management and 111 - 266
Operations
17. Committee of the Whole
18. Adjournment
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City of Saint John
Common Council Meeting
Monday,February 18, 2013
Committee of the Whole
1. Call to Order
Si vous avez besoin des services en fran�ais pour une reunion de Conseil Communal, veuillez
contacter le bureau de la greffiere 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. 8th Floor Boardroom City Hall
1.1 Approval of Minutes 102(4)
1.2 Financial Matter 10.2(4)(c)
1.3 Employment Matter 10.2(4)(b,j)
1.4 Personal Matter 10.2(4)(b)
1.5 Financial Matter 102(4)(c,e)
1.6 Legal Matter 10.2(4)(�
1.7 Personal Matter 102(4)(b)
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The City of Saint John
5�ance du conseil communal
Le lundi 1 S fevrier 2013
Salle du conscil, 18 h
Comite plenier
1, Ouverture de la seancc
Si vous avez bcsoin des services en fran�ais pour une reunion de Conseil Corninunal,
vcuillez contacter le bureau de la grcffiere c;ommunale au 658-2862.
Chacun des points suivants, en totali.te ou en partie,peut faire 1'ohjet d'une discussion en
prive en vertu des dispositions prevues a 1'article 10 de la Loi su�les municipalit�s. Le
conseiI/comitc prendra une ou des decisions a cet egard au cours de la seanee publique :
16 h 30—Salle de conference, 8e ctage, hotel de ville
1.1 Approbation du proces-verbal—paragraphe l 0.2(4)
1.2 Question financiere—alinea 10.2(4)c)
1.3 Question relative a 1'emploi—alineas 10.2(4}b),j)
1.4 Question xelative au personnel—alinea 10.2(4)b)
1.5 1.5 Question financiere—alineas 10.2(4)c), e}
1.6 Question juridique—alinea 10.2(4)f�
1.7 Question relative au personnel—alinea 10.2(4)b}
Seance ordinaire
Z. Ouverture de la seance, suivie de la priere
2. Approbation du proces-verbal
2.1 Proces-verbal de la seance tenuc le 1�r fevrier 2013
2.2 Proces-vexbal de la seance tenue le 4 fevrier 2Q13
2.3 Proces-verbal de la seance tenue le 5 fevrier 2013
3. Adoption dc l'ordre du jour
4. Divulgations de conflits d'interets
5. Questions soumises a 1'approbation du conseil
5.1 Lettre du ministre�e la Securate publique et solliciteur general du
Nouveau-Brunswick—Programme relatif a la securite des cornmunautes et
des voisinages (recorninandation : accepter a titre informati fl
6. Commentaires presentes par les membres
7. Proclamation
7.1 Campagne d'un mois du YMCA Pour nos cnfants (du 18 fevricr au
18 mars 20l 3}
S. Delegations et presentations
9. Audiences publiques
10. Etude dcs arret�s municipaux
I1. Interventions des membres du conseil
11.1 Inno��ation ct cntreprenariat (maire Nort�n)
11.2 Ruc Main nord {conseiller MacKenzie}
11.3 Publication de 1'echelle dc rernuneration pour lcs fonctions et postes
occupes par les employes de The City of Saint John (conseiller Norton)
11.4 Publication de 1'echelle de reinuneration pour les fonctions et postes
occupes par les cmployes du Service de police de Saint�ohn
(consciller Norton)
12. Affaires municipales evoquees par les fonctionnaires �municipaux
12.1 Demolition d'un batiment vacant, delabre et dangereux situee aux 54-56,
rue Victoria
13. Rapports deposes par les comites
14. Etude des sujets ecartes des questions soumises a 1'approbation du conseil
15. Correspondance generale
16. Ordre du jour supplementairc
lb.l Demandc dc financement presentee par 1'Orchestre des jeunes du
Nouvcau-Brunswick
16.2 Lettre d'appui a la modification des panneaux routiers (maire Norton)
16.3 Soutien et reconnaissances temoigr►es a la province du Nouveau-
Brunswick pour les efforts deployes (conseillere McAlary}
1 b.4 Demande presentee par la Societe canadienne du cancer visant a se
presenter devant le conseil
16.5 Association des enseignants d'anglais langue seconde du Nonveau-
Brunswick (TESL-NB}—Demande adressee a la Ville en vue d'un don
pour payer des banderoles
1U.6 Learn and Go—Demande de presentation devant le conseil en vue de
presenter le conccpt « Travailler pour 1e changement »
16.7 Financement de ia partie des etoiles (maire Norton}
16.8 Directeur general : (M/C 2013-022} Serviccs d'ingenierie—
Renouvcl�crncnt de la conduite d'eau principale du boulevard Fairvillc
16.9 Directeur gencral ; M/C 2013-023 —Remplacement de la resurfaceuse
16.10 Propositian de ONE Change Inc. Gestion et fanctionnement du Ccntre
communautaire C.E Nieolle
17. Comuite plenier
I8.Levee de la seance
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COMMON COUNCIL/CONSEIL COMMUNAL
FEBRUARY 1, 2013/LE 1 FEVRIER 2013
SPECIAL COMMON COUNCIL MEETING —THE CITY OF SAINT JOHN
CITY HALL— FEBRUARY 1, 2013— 5:40 P.M.
Present:
Mel Norton, Mayor
Deputy Mayor Rinehart and Councillors Farren, Fullerton,
MacKenzie, McAlary, Norton, Reardon and Strowbridge
- and -
P. Woods, City Manager; J. Nugent, City Solicitor; J. Taylor,
Assistant Common Clerk; and K. Tibbits, Administrative
Assistant.
1. Call To Order— Prayer
Mayor Norton called the meeting to order.
17. Committee of the Whole
On motion of Councillor Reardon
Seconded by Councillor Farren
RESOLVED that Common Council approve the
submitted (version 8) revised Agreement and Declaration of Trust for the City of Saint
John Shared Risk Plan dated February 1, 2013 as attached to the City Manager's
correspondence to Council dated January 31, 2013.
Question being taken, the motion was carried with Councillor Fullerton
voting nay.
On motion of Deputy Mayor Rinehart
Seconded by Councillor McAlary
RESOLVED that section 5.6 of Council's
Procedural by-law be suspended to allow Council to consider business other than that
stated in the notice of ineeting.
Question being taken, the motion was carried.
On motion of Councillor McAlary
Seconded by Deputy Mayor Rinehart
RESOLVED that the open session Council meeting
of Monday, February 4th, 2013 be scheduled prior to 6:00 p.m.
Question being taken, the motion was carried.
18. Adjournment
On motion of Councillor Strowbridge
Seconded by Councillor McAlary
RESOLVED that the meeting of February 1, 2013
be adjourned.
Question being taken, the motion was carried.
The Mayor declared the meeting adjourned at 5:45 p.m.
Mayor/ maire
Assistant Common Clerk /greffier communale adjoint
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COMMON COUNCIL/CONSEIL COMMUNAL
FEBRUARY 4, 2013/LE 4 FEVRIER 2013
COMMON COUNCIL MEETING —THE CITY OF SAINT JOHN
CITY HALL— FEBRUARY 4, 2013 - 5:00 P.M.
Present:
Mel Norton, Mayor
Deputy Mayor Rinehart and Councillors Farren, Fullerton,
MacKenzie, McAlary, Merrithew, Norton, Reardon and
Strowbridge
- and -
P. Woods, City Manager; J. Nugent, City Solicitor; G. Yeomans,
Commissioner of Finance and Treasurer; W. Edwards,
Commissioner of Transportation and Environment Services; J.
Hamilton, Commissioner Strategic Services; A. Poffenroth,
Deputy Commissioner; K. Clifford, Fire Chief; J. Taylor, Assistant
Common Clerk; and J. Beltrandi Chown, Administrative Assistant.
1. Call To Order— Prayer
Mayor Norton called the meeting to order and Reverend Dan Trecartin offered the
opening prayer.
2. Approval of Minutes
3. Approval of Agenda
On motion of Councillor McAlary
Seconded by Deputy Mayor Rinehart
RESOLVED that the agenda of this meeting with
the addition of item 17.1 Committee of the Whole:Amendment to the Agreement and
Declaration of Trust for City of Saint John Shared Risk Plan; and item 17.2 Committee of
the Whole: Kennebecasis Park Water Supply Agreement, be approved.
Question being taken, the motion was carried.
4. Disclosures of Conflict of Interest
The Mayor declared a conflict of interest regarding item 17.2 Committee of the Whole:
Kennebecasis Park Water Supply Agreement.
5. Consent Agenda
5.1 That as recommended by the City Manager in the submitted report M&C 2013-
014: Proposed Public Hearing Date Land Adjacent to 460 Latimore Lake Road,
Common Council schedule the public hearing for the rezoning application of Fundy Bay
Sand & Gravel Inc. (land adjacent to 460 Latimore Lake Road) for Monday, March 4,
2013 at 7:00 p.m. in the Council Chamber, and refer the application to the Planning
Advisory Committee for a report and recommendation.
On motion of Councillor McAlary
Seconded by Councillor Reardon
RESOLVED that the recommendation set out in
item 5.1, M& C 2013— 014: Proposed Public Hearing Date Land Adjacent to 460
Latimore Lake Road, be adopted.
6. Members Comments
Council members commented on various community events.
7. Proclamation
7.1 White Cane Week February 3rd to 9th, 2013
The Mayor proclaimed the week of February 3rd to 9th 2013 White Cane Week in the City
of Saint John.
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COMMON COUNCIL/CONSEIL COMMUNAL
FEBRUARY 4, 2013/LE 4 FEVRIER 2013
8. Delegations/Presentations
9. Public Hearings 7:00 P.M.
10. Consideration of By-laws
11. Submissions by Council Members
11.1 Use of City Water and Sewerage Lines (Councillor Strowbridge)
11.1.1 AMENDED - Use of City Water and Sewerage Lines
On motion of Councillor Strowbridge
Seconded by Councillor Reardon
RESOLVED that item 11.1.1 Use of City Water and
Sewerage Lines (Councillor Strowbridge) be referred to the City Manager for a report
and recommendation.
Question being taken, the motion was carried.
11.2 Sidewalk on Loch Lomond Road (Councillor Strowbridge)
On motion of Councillor Strowbridge
Seconded by Councillor Merrithew
RESOLVED that item 11.2 Sidewalk on Loch
Lomond Road (Councillor Strowbridge), be referred to the City Manager for a report and
recommendation.
Question being taken, the motion was carried.
11.3 Flooding in Westgate Park (Councillor Farren)
On motion of Councillor Farren
Seconded by Deputy Mayor Rinehart
RESOLVED that item 11.3 Flooding in Westgate
Park (Councillor Farren), be referred to the City Manager for a report back to Council
which includes information on any Section 39 Conditions with which the Westgate Park
Development has not complied.
Question being taken, the motion was carried.
12. Business Matters - Municipal Officers
12.1 City Manager: Non-Connected Water/ Sewerage Customers
On motion of Councillor McAlary
Seconded by Deputy Mayor Rinehart
RESOLVED that the submitted report entitled Non-
Connected Water/Sewerage Customers be received for information.
Question being taken, the motion was carried.
12.2 City Manager: Software Agreement for Risk Management
On motion of Deputy Mayor Rinehart
Seconded by Councillor McAlary
RESOLVED that as recommended by the City
Manager in the submitted report Software Agreement for Risk Management, Council
approve the purchase of Risk Management software from ClearRisk Inc., and further
that the Mayor and Common Clerk be authorized to execute the agreements with
ClearRisk Inc. and Salesforce.com as submitted.
Question being taken, the motion was carried with Councillor Fullerton
voting nay.
12.3 City Manager: Contract No. 2012-14 Asphalt Resurfacing - 2012 Update
On motion of Councillor McAlary
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COMMON COUNCIL/CONSEIL COMMUNAL
FEBRUARY 4, 2013/LE 4 FEVRIER 2013
Seconded by Councillor Strowbridge
RESOLVED that the report M&C 2013-010:
Contract No. 2012-14 Asphalt Resurfacing - 2012 Update, be received for information.
Question being taken, the motion was carried.
13. Committee Reports
14. Consideration of Issues Separated from Consent Agenda
15. General Correspondence
16. Supplemental Agenda
On motion of Councillor McAlary
Seconded by Councillor Farren
RESOLVED that the supplemental agenda items
16.1 to 16.7 be lifted from the table.
Question being taken, the motion was carried.
16.1 M. Carpenter Letter - Request for Pedestrian Accident Statistics
On motion of Deputy Mayor Rinehart
Seconded by Councillor McAlary
RESOLVED that the request for pedestrian
accident statistics from M. Carpenter be referred to the City Manager for a reply from the
appropriate staff.
Question being taken, the motion was carried.
16.2 City Manager: Demolition of Fire-damaged, Vacant, Dilapidated and
Dangerous Building at 158-160 Winslow Street
On motion of Councillor Farren
Seconded by Councillor Norton
RESOLVED that as recommended by the City
Manager in the submitted report M&C 2013-016: Demolition of Fire-damaged, Vacant,
Dilapidafed and Dangerous Building at 158-160 Winslow Street, Common Council direct
one or more of the Officers appointed and designated by Council for the enforcement of
the Saint John Unsightly Premises and Dangerous Buildings and Structures By-law, to
arrange for the demolition of the building at 158 and 160 Winslow Street (PID #362699),
in accordance with the applicable City purchasing policies.
Question being taken, the motion was carried.
16.3 City Manager: Traffic Lines and Markings - Service Delivery Options
Responding to a question, Mr. Edwards advised that the City uses the best latex paint
available on the market for painting the streets. He advised that in the colder parts of
North America it is a challenge to extend the life of the paint due to the corrosive impact
of salt and sand during the winter months.
Mr. O'Reilly stated that the main truck will have the capability to deploy traffic cones
when needed, which he noted would eliminate the need for a follow truck. He added that
the new truck would also allow paint to be applied in damper conditions.
Responding to a question, Mr. O'Reilly advised that the City completes approximately
$23,000 annually in road painting work for the Province, noting that with the new truck
would make it possible for the City to pursue contract line painting work in neighbouring
municipalities.
On motion of Councillor McAlary
Seconded by Councillor Merrithew
RESOLVED that as recommended by the City
Manager in the submitted report M&C 2013-015: Traffic Lines and Markings - Service
Delivery Options Common Council:
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COMMON COUNCIL/CONSEIL COMMUNAL
FEBRUARY 4, 2013/LE 4 FEVRIER 2013
1. Maintain the In-House delivery method for the Traffic Lines and Markings program;
2. Direct City staff to issue a Tender for the Paint Truck replacement; and
3. Direct City staff to have discussions with Local 18 respecting flexible working hours.
Question being taken, the motion was carried with Councillor Farren
voting nay.
16.4 Ambulance New Brunswick Request to Present
On motion of Councillor MacKenzie
Seconded by Deputy Mayor Rinehart
RESOLVED that the request to present from
Ambulance New Brunswick be referred to the Common Clerk to schedule.
Question being taken, the motion was carried.
16.5 Saint John Free Public Library Letter- Freedom To Read 2013
On motion of Deputy Mayor Rinehart
Seconded by Councillor McAlary
RESOLVED that the request from the Saint John
Free Public Library to have Freedom to Read Week from February 24 to March 2, 2013
be approved and that the Clerk's office prepare the proclamation to be read at the
February 25th, 2013 Council meeting.
Question being taken, the motion was carried.
16.6 Approval of Minutes - January 21, 2013
On motion of Councillor McAlary
Seconded by Councillor MacKenzie
RESOLVED that the minutes of the meeting of
Common Council, held on January 21, 2013, be approved.
Question being taken, the motion was carried.
16.7 Approval of Minutes - Emergency meeting December 20, 2012
On motion of Councillor McAlary
Seconded by Councillor Norton
RESOLVED that the minutes of the emergency
meeting of Common Council, held on December 20, 2012, be approved.
Question being taken, the motion was carried.
17. Committee of the Whole
17.1 Committee of the Whole: Amendment to Agreement and Declaration of Trust
for City of Saint John Shared Risk Plan
On motion of Councillor McAlary
Seconded by Councillor MacKenzie
RESOLVED that as recommended by Committee
of the Whole, having met on February 4th, 2013, Common Council amend Section 3.4(b)
of the Agreement and Declaration of Trust for City of Saint John Shared Risk Plan, dated
February 1, 2013 as follows:
The Pension Board shall pay or provide for the payment of all reasonable and necessary
expenses, costs and fees incurred by the Board of Trustees in connection with the
maintenance of the Fund. All expenses of the Trustees shall be approved by the
Trustees and shall be paid for by the Fund provided such expenses are reasonable as
determined by the Trustees and are incurred as a result of attending to the
administration and investment of the Saint John Shared Risk Plan (SRP) and the Fund.
A Trustee or their employer shall be reimbursed from the Fund for reasonable wages
lost to a maximum of$750 per day or reasonable expenses incurred while acting as a
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FEBRUARY 4, 2013/LE 4 FEVRIER 2013
member of the Board of Trustees and attending to the affairs of the Trust upon
presentation of a claim thereof. All expenses must be accompanied by a receipt.
Question being taken, the motion was defeated with Councillors Farren,
Fullerton, Merrithew, Reardon and Strowbridge voting nay.
(Mayor Norton withdrew from the meeting)
(Deputy Mayor Rinehart assumed the chair)
17.2 Committee of the Whole: Kennebecasis Park Water Supply Agreement
On motion of Councillor McAlary
Seconded by Councillor Norton
RESOLVED that as recommended by Committee
of the Whole, having met on February 4t", 2013, Common Council accepts the offer set
out in the January 31St, 2013 letter from Cox and Palmer on behalf of the town of
Rothesay and authorizes its execution by the Mayor and Common Clerk.
Question being taken, the motion was carried.
18. Adjournment
On motion of Councillor Reardon
Seconded by Councillor McAlary
RESOLVED that the Common Council meeting of
February 4, 2013 be adjourned.
Question being taken, the motion was carried.
The Deputy Mayor declared the meeting adjourned at 6:45 p.m.
Mayor/ maire
Assistant Common Clerk/greffier communal adjoint
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COMMON COUNCILICONSEIL COMMUNAL
FEBRUARY 5, 20131LE 5 FEVRIER 2013
COMMON COUNCIL MEETING —THE CITY OF SAfNT JOHN
CITY HALL— FEBRUARY 5, 2013—7:30 P.M.
Present:
Mel Norton, Mayor
Deputy Mayor Rinehart and Councillors Farren, Fullerton,
MacKenzie, McAlary, Merrithew, Norton, and Reardon
- and -
P. Waods, City Manager; M. Tom�kins, Solicitor; Assistant
Cammon Clerk
1. Call To Order
Mayor No�ton called the meeting to order at 7;30 p.m.
7.1 Committee of the Whole Recommendation re: Agreement and Declaration
of Trust for City of Saint John Shared Risk Plan
1.1.1 Agreement and Declaration of Trust dated February 1, 2013
Mr. Woods advised that in order for the Agreement and Declaration of Trust to be
consistent throughout the entire document, an amendment was required under article
2.4.
On motion of Deputy Mayor Rinehart
Seconded by Councillor McAlary
RESOLVED that section 2,4 of Article il Board of
Trustees for the Agreement of Declaration and Trust for the City of Saint John Shared
Risfc Plan dated February 1St, 2013, be amended to read as follows;
The trustees shall not be remunerated for the service that they render in carrying out the
duties of the Board of Trustees and shall serve without campensation from the Fund
except for reimbursement of lost wages as described in section 3.4 and reimbursement
for all reasonable expenses in connection with meetings of the Trustees and at�endance
at Trustee education programs in accordance with Section 2.7.
Question being taken, the motion was carried with Councillor Fullerton
vating nay.
Qn motion of Councillor McAlary
Seconded by Councillor Merrithew
RES�LVED that section 3.4(b} of Article !II Trust
and Trust Fund for the Agreement of Declaration and Trust for the City of Saint Jo�n
Shared Risk Plan dated February 15t, 2013, be amended to read as follows:
The Board shail pay or provide for the payment of all reasonable and necessary
expenses, costs and fees incurred by the Board of Trustees in connection with the
main#enance of the Fund. All expenses of the Trustees shall be approved by the
Trustees and shall be paid for by the Fund provided such expenses are reasonable as
determined by the Trustees and are incurred as a result of attending to the
administration and investment of the Saint John SRP and the Fund. A Trustee or their
employer shall be reimbursed from the Fund for reasonable wages lost to a maximum of
$700 per day or reasonable expenses incurred while acting as a member of the Board of
Trustees an� attending the affairs of the Trust upon presentation af a claim thereof. All
expenses must be accompanied by a receipt.
Question being taken, the motion was carried with Councillors Farren and
Fullerton voting nay.
18. Adjournment
On motion of Deputy Mayor Rinehart
Seconded by Cauncillor McA�ary
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COMMON COUNCILICONSEIL CQMMUNAL
FEBRUARY 4,20131LE 4 FEVRIER 2013
RESOLVED that the CQmmon Council meeting of
February 5, 2013 be adjourned.
Question being taken, the motion was carried.
The Mayor d�clared the meeting adjourned at 7:35 p.m.
Mayor 1 maire
Assistan# Common Clerk I greffier communal adjoint
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New.�Nouveau
Brunswick
C A N A D A
January 31, 2013
Mayor Mel Norton
and Members of Common Council
City of Saint John
PO Box 1971
Saint John, NB
E2L 4L1
Your Worship and Council:
Thank you for your correspondence in which you voice support for the continuation of
the Safer Communities and Neighbourhoods (SCAN) program.
I can assure you that we are making every effort to find a way to see this work continue
to be carried out in New Brunswick. Like you, I am very pleased with the results that
have been achieved to date and I look forward to the SCAN continuing iYs good work in
New Brunswick communities.
I appreciate the time you and your council have taken to provide me with your
resolution.
Yours truly,
/!���������
Hon. Robert B. Trevors
Minister of Public Safety and Solicitor General
�-a- -�_ � . -- - - - - �
Minister/Ministre
Public Safety/Securite publique www.gnb.ca
P.O.Box/C.P.6000 Fredericton New Brunswick/Nouveau-Brunswick E36 5H1 Canada Tel./Tel.(506)453-7414 Fax/Telec.(506J 453-3870
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January 23,2013
His Worship Mel Norton
Mayor,City of Saint John
Re: YMCA Strong Kids Campaign 2013
Dear Mayor Norton:
The YMCA-YWCA of Greater Saint John would like to request that the City of Saint Jahn proclaim
February 18`h to March 18th, 2012 as YMCA Strong Kids month.
The YMCA is a charity focused on community support and development. Our aim is to foster the growth
of all persons in spirit, mind and body and to build healthy communities.
The YMCA in Canada was established over 160 years ago as a charity dedicated to the health of both
individuals and communities. Our focus on inclusiveness and accessibility means we serve people of all
ages, backgrounds and abilities through all s#ages of life. Through YMCA financial assistance programs,
the YMCA is ac�essible to all.
We see a day when mare people, especially children and youth, tonnett with each other, give of
themselves, and grow in their sense of purpose and belonging. We envision an inclusive society where
everyone, regardless of their background, experiences, or circumstances, participates fully. The YMCA
works towards auilding a community characterized by strong, supportive connections between
individuals and among groups.
Each year YMCAs across the country raise funds through the YMCA Strong Kids campaign. Funds
generated through this annual campaign ensure that no one is denied access to YMCA programs and
services. In our community over 3,000 individuals are currently provided financial assistance each year.
We are planning our Kick Off event on Monday, February 18th at 12 noon in Market Square. It would be
appreciated if you could attend and share the proclamation. We will also be announcing our Red
Triangfe Award recipients at this time.
If you would like further information, please feel free to contact me at 646-2109 or by emaii at
s.boucher@saintjohny,com.
Sincerely yours,
,�'�
Shilo Boucher, CA
President and CEO
Bui�ding I�ea�t-t�y c,vmmun+�ies
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TI1C�OF 58ILLL JO�IIl
Mayor Mei Narton
fylayc�r'S Offa�ce
�ureau d� mair� PROCL�AMATlON
WHEREAS: the YMCA is a charity focused on community support and
development. Our aim is to foster the growth of all persons
in spirit, mind and body and to build healthy communities;
and
WHEREAS: the YMCA in Canada was established 160 years ago as a
charity dedicated to the health of both individuals and
communities. �ur focus on inclusiveness and accessibility
means we sexve people f all ages, backgrounds and abilities
through all stages of life. Through YMCA financial
assistance prograzns, the YMCA is accessible to all; and
WHEREAS: we see a day when more people, especially children and
youth, connect with each other, give of themselves, and graw
in their sense of purpose and belonging. We envisiori an
inclusive society where everyone, regardless of their
background, experiences, or circumstances, participates
fully. The YMCA works towards building a comrnunity
characterized by strong, supporkive connections between
individuals and among groups; and
WHEREA5: each year YMCAs across the country raise funds through the
YMCA Strong Kids Campaign. Funds generated through this
annual campaign ensure that rio one is denied access to
YMCA programs and services. In our community over 2Q00
individuals are currently provided finaricial assistance;
NOW THEREFORE: I, Mayor Me1 Norton, of Sa[�nt Johri
do hereby proclaim the month of February 18� - Ma ch 18*�, 2013 as
YMC�l Stn•ong Kids Month in the City of Saint John.
In witness whereof I have set rny hand and affixed the official seal of the
Mayor of the City of Saint John.
.�.�
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SAiNT JOHIU P.O.Box 1977 5aintJohn, NB Canada EZL4�i vuwwsaintjohn.ca C.�?971 SaintJohn, N.-B.Ca,,,._ L
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February 11, 2013
Deputy Mayor Sheliey Rinehart and
Members of Common Council
Deputy Mayor and Councillors:
Subject: Innovation &�ntrepreneurship
Background:
Economic health based on inno�ation and entrepreneurship is a central idea in True Growth 2.0,
The Renaissance Plan and Council's Priorities 2012-2016. We know that the best and brightest
people and organizations are those that are innovative and entrepreneurial.We also know that
in toda�s world we must be world-cfass excellent.
We are fortunate in that we have a management and staff that is willing to be innovative and
entrepreneurial. For exampfe, recentfy the City of Saint John was recognized for its innovation in
the context of energy efFiciency 6y the Pro�ince of New Brunswick. The innovation of our staff
has saved hundreds of thousands of dollars in energy costs. It has also led to a grant of
$S,OOO.QO to improve Queen Square.
Consistent with Council's priorities,The �tenaissance Plan and the true spirit of Saint John,
continual innovation and �entrepreneurship must be encouraged within our various City Services.
Motion:
Council direct that through the office of the City Manager a report be prepared on the
feasibility,associated parameters and advisability of esta6lishing an innovation and
entrepreneurships fund by alfocating a portion of the 2014 through 2016 Operating B�dgets
for the exclusive purpose of fosterir�g and encouraging inno�ation and entrepreneurship 6y
our City Services and their respective employees.
Yours very truly,
���'�
Mel K. Norton
Mayor
City of 5aint lohn
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SAINT JOHN �O.8ox 1971 5air�t jahn,NB Canada E2L 41�� vwwv.sair,#john.ca I C.p 1971 Sairrt Jahri,N:B.C�nada E2L 4L7
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The City of Saint)ohn
February 12, 2013
His Worship Mel Norton and
Members of Common Council
Your Worship and Councillors:
Subject: Main Street North
Background:
Main Street from Lansdowne to the LBR is 4 lanes wide. From the LBR to Union Street it is 6
lanes wide. While I see the need for short merge lanes I feel like there is more pavement than
needed along there. I believe this is a waste of good space and it could be put to better use.The
gateway to uptown needs some work. I would like to see bike lanes on both sides and trees in
the centre. Along the sides of Main there could be new buildings for condo's or retail. I am
asking that the City Manager look at who owns what on Main Street North from Lansdowne to
the viaduct and put together a plan to slow down the traffic and make the Street more resident
and business friendly.
Motion:
Direct the City Manager and Planning to have a draft plan for improvements to Main Street
North, including a list of who owns what property and what we as a City need to do to move
this project forward.This information to be presented to Council at a June Council meeting.
Respectfully Submitted,
(Received via email)
John MacKenzie
Councillor-Ward 2
City of Saint John
lr _
SAIIrI`F JdHN P.�.Box 1971 Saint John,NB Canada E2L 4L1 I wvwv,saintjohn.ca I C.P. 1971 Saint John,fV.-B. Canada E2L 4L�
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13
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The City of Saint)ohn
February 12, 2013
His Worship Mel Norton and
Members of Common Council
Your Worship and Councillors:
Subject: Posting Pay Scales and Salary Ranges of City of Saint John Employee Positions/Titles
Posting pay scales and salary ranges for city employees is not uncommon for municipalities
(i.e. http://www.fredericton.ca/en/citygovernment/2012CityPayScales.asp)throughout our
region and is also a common data set on the Province of New Brunswick's website. It is possible
to achieve an extra degree of openness and accountability by making information available and
readily accessible to the public we serve.
Releasing the pay scales according to job position/title (e.g. permanent labourer) can be done in
such a way as to not provide personally identifiable information that may be used to identify an
individual, including, but not limited to,your name, home address, telephone number, e-mail
address, etc.
It is my understanding, that posting of pay scales is in compliance with RTIPPA (Right to
Information and Protection of Privacy Act) as posting of pay scales and salary ranges ensures
protection of privacy without releasing recorded information about an identifiable individual
(e.g. age, gender, personal health information). Making this information available demonstrates
our commitment to creating more openness and transparency.
Motion:
Refer to the City Manager the request to post the pay scales and salary ranges by
position/title for management, professional and non-union staff(e.g. Department Manager);
CUPE Local 486(e.g.Administrative Assistant); CUPE Local 18(e.g. Labourer); and IAFF Local
771 (e.g. 1st Class Firefighter) on the City of Saint John website.
Respectfully Submitted,
(Received via email)
Greg Norton
Councillor(Ward 1)
City of Saint John
lr _
SAIIrI`F JdHN P.�.Box 1971 Saint John,NB Canada E2L 4L1 I wvwv,saintjohn.ca I C.P. 1971 Saint John,fV.-B. Canada E2L 4L�
—��
14
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The City of Saint)ohn
February 12, 2013
His Worship Mel Norton and
Members of Common Council
Your Worship and Councillors:
Subject: Posting Pay Scales and Salary Ranges of City of Saint John Police Force Employee
Positions/Titles
Posting pay scales and salary ranges for city employees is not uncommon for municipalities
(i.e. http://www.fredericton.ca/en/citygovernment/2012CityPayScales.asp)throughout our
region and is also a common data set on the Province of New Brunswick's website. It is possible
to achieve an extra degree of openness and accountability by making information available and
readily accessible to the public we serve.
Releasing the pay scales according to job position/title (e.g. permanent labourer) can be done in
such a way as to not provide personally identifiable information that may be used to identify an
individual, including, but not limited to,your name, home address, telephone number, e-mail
address, etc.
It is my understanding, that posting of pay scales is in compliance with RTIPPA (Right to
Information and Protection of Privacy Act) as posting of pay scales and salary ranges ensures
protection of privacy without releasing recorded information about an identifiable individual
(e.g. age, gender, personal health information). Making this information available demonstrates
our commitment to creating more openness and transparency.
Motion:
Refer to the Saint John Police Commission the posting of pay scales and salary ranges by
position/title for management(e.g. Inspector) and uniformed officers(e.g. Constable 1)to the
Saint John Police Force website.
Respectfully Submitted,
(Received via email)
Greg Norton
Councillor(Ward 1)
City of Saint John
lr _
SAIIrI`F JdHN P.�.Box 1971 Saint John,NB Canada E2L 4L1 I wvwv,saintjohn.ca I C.P. 1971 Saint John,fV.-B. Canada E2L 4L�
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15
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OPEN SESSION
Ciiy of Saint John
M& C2013 -020
February 7, 2013
His Worship Mel Norton
and Members of Common Council
Your Worship and Councillors:
SUSJECT
Demoli�ion of a vacant, dilapidated and dangerous building at 54-56 Victoria Street (PID
#376434)
EACKGROUND
The building at 54-56 Victoria Street is a three-storey, dilapidated, vacant and
unoccupied multi-fa�r�ily residentzal building. It has been in this state since August 11,
2011 when it was first noted as vacant.
Staff has noted the building to be open on several oecasions since bccomiz�g unoccupied.
The buiiding is located in a densely populated area of the City's north end. It is close to
the Nick Nicolle Community Centre, the Main Street Baptist Church and Lorne Mzdcile
School. The building is also located in close proximity to its neighbouring huildings on
the right and Ieft sides, and these axe both threc-storey multi-family residential buildings -
the one on the left being occupied.
Thc building has becn open to casual entry on several occasiox�s and when staff was last
in the building in April 2012, it was noted that thc roof is leaking, thcre was znold growth
in the building, it was beix�g occupied by animals, and there was debris and junk in the
rear shed. The ground floor openings are now boarded over with plywood panels and
there is no power to the building. It appears that the copper ar�d plumbing have been
stripped from the building and the electrical meters have beez�removcd.
The lack of natural lighting at the ground floor makes it difficult to see any obstacles and
onc could trip and fall ovcr the debris in the rear shcd. The plywood panel that had
secured the rear door at one tirne had been torn off the buzlding and this allowed staff to
enter to determine the interior conditions.
16
M&C 2013-020 - 2 Febniary 7,2013
In the back yard, there is a largc pile of debris that appears to be interior finishes and
other household items that have been removed from the subject building. The debris
contains sharp nails and other materials that could cause harm to anyone that may be in
the back yard. As a note, during an inspcction, children were seen using the yard as a
shortcut to neighbouring properties, so they could be at harm shouid they fall or play near
the debris.
Additionally, debris can be used as fuel to a ftre and there have been past fire incidents
that were started when an itezxz or debris was sct on fire. In some situations, this has lead
to other buildings in the area suffering cxtensive flre-damage and loss of property for
other adjacent building owners. The building being Iocated in a densely populated area
and situated so close to the surrounding buildings means that a fire at the building could
cause harm to property and people in adjacent buildings and in the neighbourhood in
general.
The owinez does not reside in the province and had a property manager in placc. Past
contact with the previous property manager requesting that the building be secured and
thc yard cleared of all debris has not lead ta sufficient suitable actions to remedy the
conditions. The building has been left in a neglectcd and abandoned state.
The building and the premise are considered a danger to public safety, by rcasons of
dilapidation and vacancy.
For these reasons, a Notice to Comply was issued on Qctober 25, 2012. The building
was posted on November 1, 2012 and the owner was called on that same day, to inform
her of the issued Notice having been posted a� her building. On November 2, 2012, the
Notice was sent via registered mail to the owner and on November 2fi, 2012, it was
retuzx�ed by Canada Post as unclaimed, despite conf z�mation of the owner's address
during the phone call. The Notice was scanned and sent via email to the owner and she
responded to the Notice via email. As previously stated, it was posted at the building as a
means of acceptable service as per sectio� 190.011 of the Municipalities Act. Therefore,
the Notice rcquired compliancc by Ja�zuary 2, 2013. No appeal hearing was applied for.
Inspections of the property were conducted on January 4, 2013 and February 1, 2013.
Both inspections found that the condition o£the building and premise had not changed.
The own�r has bcen in contact with staff since having rcceived the Notice. She informed
sta�Ef via email to proceed with demolition.
At the advice of the City Solicitor's Office, staff also ensured that the mortgagee was
informed through email and registered mail that thc building had bcen posted with the
Notice to Coxnply a�d that staff was procecding with a report for Com�mon Council with
a recommendation to have the building demolished.
Attached for Council's reference are the Notice to Comply that was issued and thc
affidavit attesting to the posting of the building. Also attached is the owner's email to
staff and recent photographs of the building. The Municipalities Act indicates that where
a Notice to Comply has becn issued arising from a condition where a building has
becoxne a hazard to the safety of the public by reason of dilapidation, unsoundness of
17 3
M&C 2013-02fl -3- February 7,2013
structural strength, or being vacant or unoccupied, the municipality rnay cause �he
building to be demolished. As requircd in the Act a report from an engineer is attached,
forming part of the issued Notice to Comply, and provides the evidence to the building's
vacancy and dilapidation and resulting hazard to the safety of thc public.
As is written in the Act that a municipality must commence in the procc�dings of
remedial ac#ion, approval of Common Council is r�quired prior to starting demolition
activities at this property. Cost of the demolition work is appro�mated at $15,000 to
$20,000 and wili take about 2-4 weeks before it is cotxzplete. Staff will seek competitive
bidding in accordar�ce with the City's purchasing policy and the cost of the work will bc
billed to the property owner. If the hill is left unpaid, it will bc submitted to the Province
with a request for reimbursement.
RECOMMENDATION
Your City Manager rccommends that Common CounciZ direct one or more of the
Officers appointed and designafied by Council for the enforcement of the Saint John
Unsightly Premises and Dangerous Buildings and Structures By-law, to arrange for the
demolition of the building at 54-56 Victoria Street (PID #376434}, in accordance with the
applicablc City purchasing policies.
Respect£ulty subrnitted,
4 ?
��� ��:
Pamela Be�ntley, �'.Eng.
Technical Ser�ices Engineer
Growth and Developrnent Services
�
Amy Poffe ot , P.Eng., MBA
Acting Cozxaxz�issioner and Building Inspector
Growth and Development Services
��� �
I
-ck Woods, CGA
City Manager
18
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Be�tle , Pamela
From: s�elagh michalski [shelaghmichalski@yahoo.ca]
Sent: Monday, November 26, 2012 8:51 PM
To: Ben#ley, Pamela
Subject: Re: Notice to Comply fi�54-�61/a�to�ra SC
Letter sent �ast week pertaining to building on Victoria. You' re most
welcome to tear it down anytime you like.
Hello Paznela,
I think it might as well be faced tha� there will be no more work dorae on
my building on Victoria St . It looks as though it won ' t Seii either. 2
am faced with the ditficult decision to lose it completely by having it
torn down. Since I am faced with �hase choices, it looks as though it
wz1.l have to be torn down. So that is my answer to the city.
Sincerely,
Shelagh Michalski
From: "Bentley, Pamela"�Pamela.Bentley�saintiohn.ca>
To: 'shelagh michalski'<shela hmichalski ahoo.ca>
Sent: Monday, November 26, 2012 11:19:55 AM
Subject: Notice to Compfy for 54-56 Victoria St
On November 1, 2012, I called to inform you that a Notice to comply had been issued and posted at your
building at 54-56 Victoria Street.
I sent the notice via registe�red mail to your address,however, it was returned by Canada Post this morning.
I have attached a copy of the Notice in lieu of se�r►ding it again via Canada Post.
Please be advised that this has been posted at the bui�ding as of November 1�and therefore, compliance is
required by January 2,2013.
Pamela Bentley
27
FORM 1 FORMULE 1
NOTICE TO COMPLY AVIS DE CONFORMTI'�
(Municipalities Act,RS.N.B. 1973, (Loi sur les municipalitcfs,L.RN.-B.de 1973,
c.M-22, s.19d.01(3)) ch. M-22,par. 190,01{3})
Parcel Iden 'ttfier: 376434 Num�ro d'identification de 1$parcelle : 37b434
Address: S4 and 56 Victonia Street, Saint John, New Adresse : 54 et 56,rue Victoria, Saint John,Nouveau-
Brunswick Brunswick
Owner(s)or Occnpier(s): Propri�taire(s) ou occupant(s) :
Name: Michalski, Shelagh Elizabeth Nom : Michalski, Shelagh Elizabeth
Address: 175 Neza Road, L,ake Cowichan, British Adresse : 175, chemin Neza, Lake Cowicha�,
Columbia, VOR 2G0 Colombie-Britannique, VOR 2G0
Municipality issuing notice: The City of Saint John Municipalit�signifiant 1'avis : The City of Saint
John
By-law cont�ravened: Saint John Unsightly Premises Arret�enfreint :Arrete relatif aux dieux fnesthetiques
and Dangerous Buildings and Structures By-Law, By- et aux b&timents et constructions dangereux de Saint
law Number M-30 and anaendments thezeto (the `By- John, Arrete num�ro M-30, ainsi que ses
law"}, modifications ci-afferentes{1° «Axret�»),
Provision(s) contravened: Paragraphs 190.OI(1)(a), Disposition(s) enfreinte(s) . Les paragraphes
190.01(l.l) and 190.01(2) oftheMunicipalitiesAct, and 190.01(1)(a), 190.01(1.1} et 190.01(2} de la Lor sur
amendments thereto. les municipalites, ainsi que les modifications
aff�rentes.
Description of condition(s): The premise is unsightly Description de la (des) condition(s) ; Les lieux sont
by permitting junk, rubbish and construction materzal to inesthetique en per�nettant la pr�sence de ferraille, de
remain on the premise. The building has become a d�tiitus et une accumulation de r�sidu du constructioa.
hazard to the safety of the public by reason of being Le batiment est devenu dangereux pour la s�curit� du
vacant or unoccupied, and, has become a hazazd to the public du fait de son inhabitation ou de son
safety of the public by reason of dilapida�ion and inoccupatiou et, est devenu dangereux pour la s�curit�
unsoundness of strucrival strength.The conditions of the du public du fait de sox�d�labrement et de son manque
building and premises aze described in �chedule "A", a de solidit�, Les condi�ions du b�timent et des lieu�c
true copy af the inspection re}�ort dated October 12, sont d�crites � 1'annexe«A», une copie conforme du
2012 prepared by Pamela Bentley, P. Eng., By-Faw rapport d'znspection en da.#e du 12 octobre 2012 et
Enforcement Officer and reviewed by Amy Poffenroth, prepare par Pamela Bentley, ing., une agente charg�e
P.Eng.,By-law Enforcement Officer. de 1'ex�cution des arr�t�s mun,icipaux et r�vis� par
�Y P����, ing., une agente cl�arg�e de
1'ex�cution des arr�t�s municipaux.
Remedy or remedies require�: The owner is to Mesure(s) � premdre : La propri�taire doit restaurer
re�nedy the conditions by complying with the required les conditions en se confoxinant aux recommandations
rernedial actions of the aforementioned inspection report du rapport d'inspection susmentionn� et d'amen,er le
and bring the building and premises into compliance batiment et les lieux en confozmit�s avec 1'Arr�t�.
with the aforesaid By-law.
In the event t�at the ownex does not remedy the Dans 1'�ventualite que Ia propri�taire ne renn€�diait pas
conclition o£ the building and premises in tbe time le batiment et les lieux dans le teznps prescrit par le
prescribed by this Notice to Comply, the buildi.ng may pr�sent a`,�,s de conformite, le b�timent pourra €tze
be demolished as the corrective action to address the d�znoli comme mesure corrective compte tenu qu'il
hazard to the safety of the public and the premises may repr�sente un danger pour la securit� du pubJac et les
be cleaned up, lieUx pourront @tse nettoy�s.
In the event of demolition, all debris and items on the Dar�s 1'�ventualite de d�molition, tous les d�bris et
premises will be d'zsposed of as the cozrective action to autres items sur Ies lieux seront dispos�s comzne
address the hazard to the safety of the public. mesure corrective dans le but de rem�dier le danger
pouz la s�curit�du public.
The aforementioned remedial actions relating to the Les mesures correctives susmentionn�es relativement
demolition of the building and the disposal of debris and �la demolition du b�timent et la disposition des d�bris
28
items on the premises do not include the carry-out clean- et autres items sur les lieux ne comprennent pas le
up, site rehabilitation, restoration of land, premises or nettoyage, Ia remise en �tat des lieux, des terrains ou
personal property or other remedaal action iu� order to des biens personnels ou toute autre mesure coxrective
control or reduce, eliminate the zelease, alter the maniier dans le but de controler ou de r�duire, d'�liminer ie
of release or the release of any contazni.nant into or upon d�versement, de modifier le mode de d�versemant ou
the environment or any patt of the environment. le d�verseznent d'un polluant dans ou sur
1'environneinent ou toute partie de 1'envitonnement.
Date by which the remedy or remedies must occur; � Date � laquelle la ou les mesurea doivent �tre
prises� ;
a) The demolition of the building, clean-up of the a) La demolition du b�ti.ment et le nettoyage des
property and related remedies must be complete, lieu�c doivent etre complet�s, ou � laquelle
or plans and permit applications for repaiz les plan,s et demande de permis pour les
related remedies, must be submitted: within 60 mesures des z�parations, doivenE �txe
days of being served with the Notice to Comply. soumises, dans les 60 jours qui s►xivent la
signification de 1'avis de conformit€.
b) The repasr related remedies mus� be complete b) Les r�parations reli�es aux mesures doivent
within 12Q days of being served with tb.e Notice etre compl�t�es dans les 120 jours qui
to Comply. suivent la signification de 1'avis de
confarmit�.
Date by wluch notice may be appealed: Within 14 Date �laquel�e un appel de I'avis pent€tre d�pvs�:
days of being served with the Notice to Comply, Dans les 14 jours qui suivent la notification de 1'avis
de conforxnit�.
Process to appeal: The owner may within 14 days after Processus d'appel : La propri�taire peut dans les 14
having been served with this Notice to Comply, send a jours qui suivent la notification de 1'avis de
Notice of Appeal by registered mail to the Common conformit�, envoy� un avis d'appel par courrier
Clerk of The City of Sa.int John,City Hall—8`�Floor, 15 recommand� a la greffi�re communale de la
Market Square, Saint John,New Brunswick,E2L 4L1. municipalite, � The City of Sain.t John, Edifice de
I'hotel de ville, 8` etage, 15 Mazket Squaze, Saint
John,Nouveau-Bnuiswick, E2L 4L1.
Potential penalty for non-compliaace within P�nalite possible pour noa-conformite dans le d�1ai
specified time:2 Paragraph 190.03(1) of �e prescritz : Le paragraphe 190.03(1) de la Loi sur les
Municipalities Act states that a persan who £ails to muntcipalftes pr�voit quiconque omet de se confonmer
comply with the terms of the Notice to Comply given aux exigences formulees dans un avi,s de con£ormit�
under Section 190.011 of the said Act, comznits an notifi� aux termes de 1'article 190.011 de ladite loi,
offexzce that is punishable under�art II of the Provincial commet une infraction qui est punissable en veriu de
Offences Procedut�e Act as a category F offence. la Partie II de la Loi sur da procedure applicable aux
infractions provinciales�titre d'infraction de la classe
F.
Where an. offence u,nder paragraph 190.03(1) continues Lorsqu'une i.nfraction pr�vue au paragraphe 190.03(1)
for more than one day, the minuxium fine that may be se poursuit pendant plus d'une journ�e, i'amende
imposed is the minimum fine set by the Provincial minimale qui peut @tre iznpos�e est 1'amende
Offences Procedure Act for a category F off'ence minimale pr�vue par l.a Loi sur la procedure
multiplied by the number of days dtu-i.ng wl�ich the appdiccable aux infraction,s provinciales pour une
ofFence continues pursuant to subpazagraph infraction de la classe F multipli�e par le nombze de
190.43(1.2)(b)(i). jours pendant lesquels 1'infraction se poursuit
conformement�1'alin�a 190.03(1.2)(b)(i}.
Municipality's authority to undertake repairs or Pouvoir de la mnnicipalit� d'entreprendre les
remedy:3 Subparagraphs 190.04(1)(a), 190.04(1}(ca.l) reparations on de prendre ies mesares3 ;
and 190.04(1){b) of the Municipalitdes Act states that if Con�'ormement aux alin�as 190.04(1)(cz),
a Notice to Comply has been given under section 190.04{1)(a.l) et 190.04(1)(b) de la Loi sur les
190.411 of the said Act and that an owner or occupiez municipalites, si un avis de conformit� a �te signifi�
does not comply with the Notice to Comply, as deemed aux terrnes de 1'article 190.OI1 de ladite loi et, que le
confirmed or as confirmed or modified by a committee propri�taire ou 1'occupant ne se conforme pas � cet
of council or a judge under section 190.02I of the said avis de conformite dans le d�lai imparti et tel qu'il est
Act, within the time set out in the Notice to Comply, the r�put� confirrn� ou tel qu'il est eonfirme ou modifib
municipality may, cause the premises of that owner or paz un comit� du conseil ou paz un juge en vertu de
occupier to be cleaned up or repaired, or cause the 1'article 190.021 de ladite loi, Ia municipalit� peut
building of that owner or occupier to be repaired or faire nettoyer ou r�parer les lieux de ce propri�taire ou
demolished, and the cost of carrying out such warlt, de cet occupant ou de faire r�pazer ou d�molir la
includi.ng any related charge or fee, is chazgeabie to the propri�te de ce propri�taire ou de aet occupant, et les
29
owner or occupier and becomes a debt due to t}ie frais relatifs � 1'execution de ces travaux, y compris
municipality. toute redevance ou tout droit aff�rent, sont � la charge
du proprietaize ou de 1'occupant et devienn.ent une
cr�ance de la mtinicipalit�.
Dated at Saint John the�day of October, 2012. Fait�Saint Jolzn le�octobre,2012.
Municipality: The City of Saint John Municipalit� ; The City of Saint Jo�an
Signature of Municipal Officer: Signature de la repr�sentante municipale:
� �
Munzcipal Officer's Contact information: Coordonn�es de la representante mnnicipale ;
Name: Pamela Bentley Nom : Pamela Bentley
Mailing address: Adresse postale:
Buiidi�ngs and Inspection Services Department D�partement aux services d'inspection et des
batiments
The City of Saint John The Czty of Saint John
15 Market Square l.5 Market Squaze
City Hall Building, I0�'Floor Edifice de 1'h6te1 de ville, 10`�tage
P. O.Box 1971 Case postaie 1971
Saiz�.t John,New Brunswick Saint John(Nouveau-Brunswick)
E2L 4L]. E2L 4L1
Telephone: {506) 658-2911. T�lephone : (S06)b58-2911
Telecopier: {506) 632-6199 ,,w,,,,� T�l�copieur : (S06)632-6199
,.--<,;:
Email: pamela,bentley@s o `�^'-�� Courriel: pamela.bentley@sai.ntjohn.ca
b:
, �
�'•"•"��'-�:.
f ..�.''{�I��f,`:�
�
Seal of municipality '��'�����, '`� Sceau de la mwaicipalit�
�i ,�
�'.��.._°"`...:,
DFptJ'C-Prr���'1�P.i:yi�+�!
.���' '•,^���
Notes: � Notes:
1, AIl appropriate permits must be obtained and all relevant 1. Tous les permis prescrits doivent etre obtenns et toute la
legislation must be complied with in the course of carrying out the legislarion pertinente doit�tre respect8e,pendant 1'execution de la
requrred remedial action. mesure de recours.
2, Paytnent of the fine does not allevia#e the obligation to comply 2. Le paiement de I'amende n'annule pas I'obligation de respecter
with the by-law,staadard oc notice to comply. 1'arr�t8,la norme ou 1'avis de conformit�.
3. Costs become a debt due to the municipality and may be added to 3.I,es couts deviennent une dette envers la municipalit�et peuvent
the joint municipal and provincial Real Property Assessment and Tax etre ajoutes� 1'avis d'�valuation et d'irnp8t foncier mvnicipal et
Notice. provincial.
30
INSPECTI4N REPORT � hereby certify that thls
Schedule"A" docuttlent ts a true Copy O�t�e
�riginal.
5456 Victoria Street
Sa�int Jahn,New Brnnswick Da�az Saint Jahn,
P1D#376434 this � �y Qf
� �2� 20Lv
Inspeetion Date: October 1, 201.2
Inspector: Pamela Sentley ,�
Introduc�ion �'��"�`
Inspections of the properky noted above have revealed that the building on the property is
vacant and unoccupied, and dilapidated and has been open to casual entry. There is a
lazge pile of debris and wood pan�ling in the yard at the back of the property and this
creates a fire hazard as we11 as an uns�ghtly condition. The build.ing is a hazard to the
safety of the public by reason of being vacant or unoccupied..
Discussion
The bui�lding is nat in compliance with#1ie Saint John Unsightly Premises and Dangerous
Buildings and Structures By-law, By-law Number M-30, and amendments ther�to (�e
"By-law").
Unsightly
Paragraph 190.01(1)(ca) of the Municipalities Act states:
No person shall permit premises owned or occupied by him or her ta be
unsightlY bY pexmitting to remai.n on any part of such premises any ashes,
junk, rubbish or refuse.
1. The back yazd of the property contaiz�s a large�ile of debris made up of materials
striPped from the interior af the building, including wood paneling, plywood,
strapping and plaster. Addztionally,there are several discarded kitchen appliaaces
inal.udi.ng stoves and refrigerators. The debris contai.ns nails atid other sharp
objects that could cause harm to someone shauld they trip and fall on the debris.
Add.itionaily, the pile is located close#o the house and could be used as fuel £or a
fixe. It should be nated that waod paneling has a very high flame spread rating.
and would ignite quickly. Other fixes in the local area have been started in similat.
manners.
Vacant and Unoccupied
Paragraph 19Q.01{1,1) of the Municipalities Act states:
No person shall permuit a building or str�c�ure owned or occupied by him
or her to become a hazazd to the safety of the public by reason of being
vacant or unoccupied.
The building is a hazard to the safety of the public by reason of being vacant or
unoccupied for the foltowing reasons:
1. The building has been left open to the public on several occasions since at
least August 2011 when it was first noted as being vacant. During a,t�
inspection in April 2012, members of Building and Inspection Services were
able to gain access to all areas o£the bwilding as the plywood at that had beeu
covering the rear door had been ripped away.
2. It appears that the building has had much of the coppEr piping removed, the
electricai heater stripped of the fins and the electrical entrance has been
stripped of most of its operational equipment, 'I'hese aze typicaliy signs of
1
31
vandalism and theft. Addirionally, the secured plywood panel at �he bac�C of
the house had been ripped off, so unwanted entry is being obtained,
3. There is a high risk of a fire event occurring at the building due to it being
known to the public that it is vacant, and because of evidence that it is being
accessed by the public. The potential of a fire even.t is also amplified because
of combustible material that is piled in the rear yard,
A fire at the pxoperty would be a hazard to the neighbauring buildings and
their occupants. The buildings in this neighbourhood are close together and
higher density residential homes, so the impact of a fire would be more severe
to pxoperty and to public safety.
4. There is a concern for firefighter safety, in the event of a fire. Since the
building has been open to the public in the past, it would be reasonable for
firefighters�o enter it in the event of a fire to check for people inside.
5. The building is known to be open to ani.mals, In Apri12012, members of the
Buildings and Inspection Services Depaxtmen,t noted that there we�re animal
feces in the building and that at least one raccoon was present. This creates
unsanitary canditions and potential health hazazds to anyone who may be
enteri.ng the building. Mould growth was also noted along the walls in.several
locatiaxis and this is also a health hazard to anyone who may be in the
building.
6. T'he building is Iocated in a densely papulated area and within vvalking
distance to the 1Vorth End Community Centre, the Main Stxeet Baptist Church,
and the Lorne Middle School, The building is also approximately 2 metres
from a multi-unit residenhai building at 52 Victoria Street and is directiy
adjacent to the sidewallc on Victoria Street. The building°g vacancy and non-
occupancy pose a hazard to the safety of the public because af the conditions
stated above. Its proximity to these locations amplifies this hazard because of
the amount of pedestrian traffic and popuiation density in the azea,
Dilapidated
Paragraph 190.Oi(2}of the Municipalities Act states
No person sha11 pennit a building or structure owned or occupied by hi.m
or her to become a hazard to the sa£ety of the public by zeason af
di�apidation or unsoundness of structural strength,
The buildings are hazards to the safety of the public by reason of dilapidation for the
following reasons:
1• There is broken glass in several windows and on the floor inside. As the
building is not secure, the broken. glass poses a hazard to the safety of anyone
entering the building because it could cause injury,
2. The roof is leaking as there was water and mould noted in several l.oca,tions on
the top floor. ThE water entering the building is causing accelerated
deterioration of the building's interior and this can Iead to decay and mold
growth• The door at the first floor rear exit was ripped off and the openi.ng
was boazded wi�h piyyyo�d which was also torn off the building, The lack of
protection �rom the elements is allowing the structure and fhe interior of the
building to deteriorate .at an accelerated rate, and may also lead to health
hazazds due to mot►Id growth,
3• The general condition of the building's in#erior ground floor is hazardous as
t�ere is debris and junk covering the floor in several areas and particul��y �
the zear shed. One could trip or slip and fall as a result of the debris and cause
injury to themselves. There is no lighting at the building and the ground level
2
32
windows are covezed with sheets of plywood, so there is little natural lighting
available, making the hazards undetectable, Additionally the debris and junk
could fi�el a fire.
In its current state, tb.e building is not suitabie for human habitation and does not meet the
requirements for minimum standards gaverning the condition, occupancy and
mai.ntenance of residential property as described in �he Saint John Mininaum Property
Standards By-law, By-Iaw Number M-14 and amendments thereto (the "Saint ,Tohn
Minimum Property Staradards By-luw"), and/or the Residential Propertie,r Maintertance
and Occupancy Code Approved Regulation � Municipalities Act, New Bzunswick
Regulation 84-86, under the Municipalities Act and amendments therefo (the"Code"). It
therefore could not be occupied without extensive and poteatially costly repair,
3
33
Required Remedial Actions
'The owner must comply with one of the two options stated below:
Option I: Remedy the conditions of the building through all repair and remedial actions
as forrows;
1• The building must be completely repa.ired su it may beconze occupied while
ma�ntazning minimum standazds as described by the Saint ,Iohn Minimum
Property Staradards By-law and the Code.
2. The buildi.ng must be maintained, kept secure, and monitored on a routine basis
while the property remains vacant or unoccupied.
3. A detailed plan mus't be submi.tted to the Buildings and Inspe�on S��s
Department of the City of Saint John(the"Department�� �or review and approval.
Tlus plan should also include a schedule for the work that is to be carried out. The
rePau'ed build�ng must meet the National Building Code of Canada (20Q5) as well
as other applicable codes.
4. The detailed plan, including schedules and reports, must be approved by the
Department prior to commeneing repair work.
5. A building permit must be obtained for any and all applicable work prior to
commencing said work from the City of Sai.nt John in order to comply with the
Saint John Building By-law, By-law Number C.P, 101 and amendments thezeto
(the"Saint John Building By_1aw"),
6. The premise must be cleared of all debris found on the property, including any
plywood, appliance and other rubbish that could be considered hazardous and/or
unsightly. The debris from the premise must be disposed af at an approved solid
waste dis�osal site, in accordance with a11 applicable by-laws, acts and
regulations. Documented proof, that clearly demonsi�rates an approved solid waste
d.isposal site was used for the disposal of debris, must be provided to the
D�Partment• 'The premise must comply with all applicable by-laws, acts, codes
and regulations.
Option 2: Demodition of the buildtng and cieanup of all debris on the premise by
complying with all the remedial actions as follows;
1. The building must be deznolished to remove the hazazd to the safety of the public
by reason of di.lapidation and by reason of bei.ng vacant or unoccupied.
2. A demolition permit must be obtained from the City of Saint John in orde�r to
comply with fhe Saint John Buildtng By-law.
3. The premise must be cleazed of the debris from the demalitioa aztd the lot must be
made reasoaably level with grade so as to not create a tripping or falling hazard.
All debris must be disposed af at an approved solid waste d�isgosal site, and in
accordance with a11 applicable by-laws, acts and regulatzons. Documented proof,
that clearly demonstrates an approved solid waste disposal site was used for �he
disposal of debris, must be provided to the Department,
4• All debris that is currently on #he premise must be cleared and disposed of at an
approved solid waste disposal site, and in accoxdance with all applicable by-laws,
acts and regulations. Documented, proof, that clearly demonstrates an appraved
solid waste diisposal site was used for the disposal of debris, must be provided to
the Departmen,t,
�• The PrQPerty must be in compliance with a11 applicable by-laws, acts and
regulations.
4
34
Prepared by;
_ _ " ` lL �/L
Pamela Bentley, P.Eng. D��
Technical Services Engineer
Growth and Development Services
Reviewed by:
C�e.�fa�.r,� f _. �l�
Amy Poff P. Eng., MBA Date - - —
Building Inspector
Growth and Develapment Services
5
35
� This is Exhibit � r►
Referred tfl in t�e Affidavit of PAMELA M H BENT�EY
�Q,.,-t. , { ��^_i ���C.� COMMISSIONER QF OATHS
�"�f�;� ��j�A� $�y�- ore me at the City of �1Y C�MMISSIQN EXPIRES
C����' � Saint John, New B nswick ��C�MBER 3�}sr 2p�3
� � d�y of r � r' LC�1 L
� i'
FORM 1 Cpmmissioner of Oat s � p��,E 1
NOTICE TO CQMPLY AVIS E CONF4RMIT�
(Municipalities Act,R.S.N.B. 1973, (Loi sur les municipalites,L,RN.-B.de 1973,
c.M-22, s.190.01(3)) ch,M-22,par. 190.01(3))
Parcel�dentifier: 376434 Numero d'identifrcati.on de la parcelle: 376434
AddrPCC' SQ A7i[� S(i Victnri� e4rpa4_ C�f T..l... ATa... A1L.,.,,.�., c�t,.a ¢c .—__t.r��_ �.._.._. z_a__.. 1:__
C2`71 V L-1LL'}
PROVINCE OF NEW BRUNSWICK
COUNTY OF SAIlVT JOHN
CITY OF SAINT JOHN
IN THE MATTER OF THE BUII,DING THAT I5 LOCATED AT
54-56 VICTORiA STREET, SAINT JOHN,N.B. (PID#376434)
SOLEMN DECLARATION OF SERVICE
I, Darryl Berube,of the Town of Quispamsis, in the County of Kings and Province
of New Brunswick sole�nnly declare:
1. 4n tl�e lst day of November, 2012, at approximately 11:05 a.m., I posted a
copy of the attached Notice to Comply, ma�-ked E7chibit"A" and a copy of the
attached Notice of Appeal, marked Exhibit "B" to the front door of the building
that is located af 54-56 Victoria Street, Saint John,New Brunswick.
Solemnly declared before me at the
City of Saint 3ohn,N.B.,
on e�day of
�' . /�2�:'y' ,2012
� � ;�
! �. iJ
� ..
PAMELA M H BENTLEY
COMMISSIDNER�F OATMS
MY COMMiSSION EXPIRES
DECEMBER 31ST,2013
36
items on t.�e premises do not include the carry-out clean- et autres item.s sur les lieux ne comprennent pas le
up, site rehabilitation, restoration of land, premises or nettoyage, la reznise en �tat des lieux, des terrains ou
personal property or other remedial action in order to des biens personnels ou toute autre mesure corrective
cozztrol or reduce, eliminate the release, alter the manner dans le but de controler ou de reduire, d'�liminer le
of reiease or the release of any contar�unant into or upon deversement, de modifier le mode de d�versement ou
the environment or any part of the environxn.ent, le d�versement d'rxn polluant dans ou sur
1'environnemerit ou toute partie de 1'environneinent.
Date by which the remedy or remedies must occur:i Date a laquelle la au les mesures doivent etre
prisesi:
a) Tfie demolition of the build.ing, clean.-up of the a) La d�molition du b�.timent et le nettayage des
property and related remedies must be complete, lieux doivent etre compl�t��s, ou � laquelle
or plans and permit applications for repair les plans et deinande de permis pour les
related remediES, must be submitted: witb�.n 60 mesures des r�parations, doivent �ttre
days of beiug served witb the Notice to Comply, soumises, dans les 60 j ours qui suivent la
signification de 1'avis de conformit�,
b) The repair related remedies must be complete b) Les r�parations reliees aux mesures doivent
within 120 days of being served with the Notice etre com�l�tees dans les 120 jours qui
to Coxnply. suivent la signification de 1'avis de
confornut�.
Date by which notice may be appealed: Within 14 Date�laquelle un appel de 1'avis peut etre d�pos�:
days of being served with the Notice to Comply. Dans les 14 jours qui suivent la notification de 1'avis
de confarmit�.
Process to appeal; The owner may wit.�in 14 days after Processus d'appel : La propri�taire peut dans les 14
havi.ng been served with this Notice to Comply, send a jours qui suivent la notification de 1'avis de
Notice of Appeal by registered mail to the Common conforn�it�, envoy� un avis d'appel par courzier
Clerk of The City of Saint 3ohn, City Hall—8�'Floor, 15 recommand� � la greffi�re commwnale de la
Market Square, Sai.nt John,New Brunswicic,E2L 4L1. municipalit�, � The City of Sai.nt John, �difice de
1'hotel de ville, 8` �tage, 15 Market Squa.re, Saint
John,Nouveau-Bn�nswick, E2L 4L1.
Potential penalty for non-compliance within Penalit�possible poar non-conformit� dans le dblai
specified tiume:z Paragraph 190.03(1) of the prescrifz : Le paragraphe 140.03(1) de la Loi sur des
Municipalities Act states that a person who fai�s to muraicipalites pr�voit quiconque omet de se conformer
comply with the ternis of the Notice to Comply gzven au�c exigences formul�es dans un avis de confonmit�
undez� Section 190.011 of the said Act, commits an notifi� aux termes de I'article 190.011 de ladite loi.,
offence that is punishable under Part II of the Proviracial coznmet une infiaction qui est pwussable en veriu de
�f�`'ences Procedure Act as a category F offen,ce. la Partie II de la Loi sur da procedure applicabde aux
fnfractions provinciales �tztre d'iafraction de la classe
F.
Where an offence under paxagraph 190.03(1) continues Larsqu'une i.nfraction pr�vue au pazagraphe I90.03(1)
for more than one day, the minimum firze that may be se poursuit penda,nt plus d'une joum�e, 1'amende
imposed is the minunuzn fine set by the Provincial mini.male qui peut etre impos�e est 1'amende
Offences Procedure Act for a category F offence muiimale pr�vue par la Loi sur la procedure
multiplied by the number of days durizig which the applicable aux infractions provinciales pour une
offence conti.nues pursuaxit to subparagrapk� infraction de la classe F multipli�e par le nombre de
190.03{1,2)(b)(i). jours pendant lesquels 1'infraction se poursuit
conformement�1'aJ,inba 190.03{1.2)(b}(i).
Municipality's authority to undertake repairs or Pouvoir de la municipalit� d'entreprendre les
remedy:s Subparagraphs 190.04(I)(a), 190.04(1)(a.l) reparations ov de prendre les mesuress :
and 190.04{1}(b) of the Munrcipadines Act states that if Conform€m�nt aux alin�as 190.04{1)(a),
a Notice to Comply has been given under section 190.04(1)(a.l) et 190.04(1}(b) de la Loi sur les
190.011 of the said Act and tkiat an owner or occupier municipalites, si un avis de conformit� a et� signifi�
does not comply with the Notice to Comply, as deemed aux termes de 1'article 190.011 de ladite loi et, que le
confirmed or as confirmed or modified by a committee propri�taire ou 1'occupant ne se conforme pas � cet
of eouncil or a judge under section 190.021 of the said avis de conformit�dans le d�lai imparti et tel qu'il est
Act, within the time set out in the Notice to Comply,the r�put� confirm� ou teI qu'il est confirm� ou modifie
municipality may, cause the premises of that owner or par un comite du conseil ou par un juge en vertu de
occupier to be cleaned up oz repaired, or cause the 1'article 190.021 de ladite loi, la muzucipalit� peut
bui.lding of that owner or occupzer to be repaired or faire nettayer ou r�parer les lieux de ce propri,�taire ou
deznolished, and the cost of carrying out such work, de cet occupant ou de faire r�pazer ou dLrnolir la
including any related charge or fee, is chazgeable to the propri�t� de ce proprz�taire ou de cet occupant, et les
37
owner or occupier and becomes a debt dne to the frais relatifs � 1'execution de ces txavaux, y compris
muni.cipality. toute redevance ou tout droit aff�rent, sont � la c�iarge
du proprietaire ou de 1'occupant et deviennent une
cr�ance de la municipalit�.
Dated at Saint John the.� day of October, 2012. Fait a Saint 7ohn le�octobre,2012.
Municipality; The City of Saint 7ohn Municipalit� ; The City of Saint John
Signature of Municipal Officer: Signatuze de la repr�sentante municipale:
� �
Municipal Officer's Contact infoarmation: Coordonnees de la repre$entante mnnicipale ;
Name: Paxnela Bentley Nom : Pamela Bentley
Mailing address: ' Adresse postale:
Buildings and Inspection Services Department Departement aux services d'inspection et des
batiznents
The City of Saint 3ohn The City of Sai.nt John
15 Market Square 15 Market Square
City Hall Building, 10�'Floor Edifice de 1'hotel de vi.11e, i0e etage
P. O.Box 1971 Case postale 1971
Saint John,Naw Brunswick Saiant John(Nouveau-Bnuiswick)
E2L 4L1 E2L 4L1
Telephone: (506) 658-2911 T$lephone : {506)d58-2911
Telecopier: {5�6) 632-6199 �._,,.,� T�l�copieur : (506)b32-6199
Eznail� amela.bentle s o '� x `=;-'
• p y@ ,�' `; �>. Courriel: pamela.bentley@saintjohn.ca
;�;�;�`�
����:;��::,� �
�,°�i�`�+���
Seal of munici alit -" `'���
P Y � r � Sceau de la municipalite
�,,���
OFQ��4UOA�,:�""��
,['Hfn gL,,r u,.LL.lf�,
Notes: Notes:
1. All appropriate permits must be obtained and all relevani 1. Tous les perncis prescrits doiv�t �tre obt�us et tonte la
legislation must be complied with in the course of carrying out the l�gislarion pettinente doit�tre respect�e,pendant 1'ex�cution de la
required semedial action. meswre de recours.
2. Payment of the fine does not alleviate the obligation to comply 2. Le paiement de 1'amende n'annvle pas I'obligaEion de respecter
with the by-Iaw,standard or notice to compIy. 1'arret6,la aorme ou 1'avis de confomvte.
3. Costs become a debt due to the municipality and may be added to 3.Les coflts deviennent une dette envers la nnanicipalit8 et peuvent
the joint municipal and pmvincial Real Property Assessment and Tax @tre ajoutbs A 1'avis d'evaluarion et d'impot foncier municipal et
Notice. provincial,
38
INSPECTION REPORT I h�reby certify tl�at this
Schedule"A" d���t;s a true copy o�rt�
�riginal.
5456 Victoria Street
Saint John,New Brunswick Da�a�Saint 3o�ni,
PID#376434 this_�¢��� �L�
t�
�nspectfivn DaEe: October 1, 20].2
Inspector: Pamela Benfley ,�
��S pflicer
Introduction
Znspections of the property noted above have revealed that the building on the property is
vacant and unoccupied, and dilapidated and has been open to casual entry, 'Th,ere is a
large pile of debris and wood paneli�ng in the yazd at the back of the properiy and this
creates a fire hazard as well as an unsightly condition. The build.ing is a hazard to the
safety of the public by reason of being vacant or unoccupied.
Discussion
'I'he building is not in compliance with the Saint John Unsightly Premises and Dangerou�s
Buildings and Structures By-law, By-law Number M-3Q, and aznendme�� ��� (�e
`By-Iaw'�.
Un��ghtly
Paragraph�.90.01(1)(a) of the Municipalities Act states;
No person shall permit premises owned or occupied by him or her ta be
unsightlY bY p��g ta remain on any part of such premises any ashes,
junk,rubbish or refuse.
1. The back yard of the property contains a lazge pi.le of debris made up of materia�s
stripped from the interior of the building, including wood paneling, plyv�rood,
atrapping and plaster. Additionally,there are sevexal discazded kitchen appliances
including stoves and refrigerators. The debris coatains nails and other sharp
objects that could cause harm to someone should they trip and fall on the debris,
Additaonally, the pile is located close to the house and could be used as fuel for a
fire. It should be noted that wood paneling has a very high flaffie spread rating.
and would ignite quickly. Other fires i�n the local area have been started iri similar
mauners.
�acant and Unoccupied
Paz'agraph 190.01(1.1) of the Municipalities Act states:
No person shall penmit a building or structure owned or occupied by him
or her to become a hazard ta the safety of the public by rea,son af being
vacant or unoccupied,
The building is a hazard to the safety of the public by reason of being vacant or
unoccupied for the following reasons:
1. The building has been left open to the public on several occasions since at
Ieast August 2011 when it was first noted as being vacant. During an
inspection in Apri12012, members of Building and Inspection Services were
able to gain access to all areas o£the building as the plywood at that had been
�overing the rear door had been ripped away.
2. It appears that the building has had much of the copper piping removed, the
elecbrical heater stripped of the fins and the electrical entrance has been
stripped of most of its operational equipment. These are typically signs of
1
39
vandalism and theft. Additionally, the secured plywood panel at the back of
the house had been ripped off, so unwanted entry is being obtained.
3. There is a high risk of a fire event occurring at the building due to it being
known to the public that it is vacant, and becaus� of evidence that it is being
accessed by the public. The potenhal of a fire event is also amplified because
of combustible material tliat is piled in the rear yaxd.
A fire at the property would be a hazard to the neighboura.ng buildings and
their occupants. The buildings in this neighbourhood are close together and
]ugher density residentiai homes, so the impact of a fire would be more severe
to property and to public safety.
4. There is a concern for firefighter safety, in the event of a fire. Since the
building has been open to the public in the past, it would be reasonable for
firefighters to enter it in the event af a fire ta check£or people inside.
5. The building is known to be open to animals. In Apri12012, members of the
Buildings and Inspection Services Department noted that #here were animal
feces in the building and that at Ieast one raccaon was presen� This creates
unsanitary conditions and potenhal health hazards to anyone who may be
entering the building, Mould growth was also noted along the walls in several
locations and this is also a health hazard to anyone who may be in the
building.
b. The building is located in a densely populated atea and within walking
distauce to the North End Community Centre,the Main Street Baptist Church,
and the Lome Middle School. The build'zng is also approximately 2 metres
from a multi-unit residential building at 52 Victoria Street and is directly
adjacent �to the sidewalk on Victoria Street. The building's vacancy and non-
occupancy pose a hazard to the safety of the public because of the conditions
stated above. Its proximity to these locations amplifies ttus hazard because of
the amount of pedestrian traffic and population density in the azea.
Dilapidated
Paragraph 190A�(2}of the Municipalities Act states
No person shall permit a building ox structure owned or occupied by him
or her to become a hazard to the safety of the publie by reason of
dilapidation or unsoundness af structural strength.
The buildi.ngs are hazards to the safety of the public by reason of dilapidation for the
following reasons:
1• There is broken glass in several windows and on the floor uiside. As the
building is not secure, the braken �kass poses a hazard to the safety of anyone
enteriag the building because it could cacise injwry.
2. The roof is leaking as there was water and mauld noted in several locations on
the top floor. The water entersng the building is causing accelerated
deterio;ration of the building's interior and this can lead to decay and mold
gt'owth. The daor at the first floor rear exit was ripped off and the openi.ng
was boarded with �lywood which was also tom off the building, The lack of
protection from the elements is allowing the gtructure and the interior of the
building to de�t�eriorate at an accelerated rate, and may al�o lead to health
hazards due to moulc3 grovvth.
3• 'I'he general condition of the building's interior ground floor is hazardous as
there is debris and junk covering the floor in several areas and particu�az�y�
the r�ear shed, One could trip or slip and fall as a result of th� debris and ca,use
injury to themselves, There is no lighting at the building and the ground level
2
40
windows are covered with sheets of plywood, so there is little natural Iighting
avaiiable, making the hazazds undetectable. Addihonally the debris and junk
could fuel a fire.
In its current state, the building is not suitable for human habitat�on and does nat meet the
requirements for minunum standazds governing the conditian, occupancy and
maintenan.ce of residential property as described in the Saint .7ohn Minimr�m Property
Standards By-law, By-law Number M-14 and amendments thereto {the "Saint John
Minirrcum Properry Standards By-law"}, and/or the Residentdal Properties Maintenance
and Occupancy Code Approved Regulatiora � Municipalities Act, New Brunswick
Regulation $4-$6, under the Munacipalities Act and amendments thereto (the "Code"}. It
therefore could not be occupied without extensive and potentially costly repair,
3
41
Requ�ired Remedeal Action�
The owner must camply with one of the�#wo options sta.ted below:
Option I: Remedy the conditions of the building through all repair and remedial actions
as fodlows:
1. The building must be completely repaireri so it may become occupied while
maintaining minunum standaxds as described by the Saint lohn Minimum
Property Standards By-law and the Code.
2. The buildi.ng must be mai.ntained, kept secure, and monitored on a routine basis
wlule the property remains vacant or unoccupied.
3. A decttailed plan must be submitted to the Buiidings and inspection Sezvices
Department of the City of Saint 3ohn(the °`Department'� for review and approval.
This plan should also include a schedul,e for the work that is to be cazried out. The
repai.red bui.ldi.ng must meet#he National Building Code of Canada.(20Q5) as well
as other applicable codes.
4. The detailed plan, including schedules and reports, must be approved by the
Department prior to commenci.ng repair work.
5. A building permit must be obtained for an.y and a11 applicabl� work prior to
commenci.ng sai�d work from the City of Saint Jolui in order to comply with the
Saint .7ohn Building By-law, By-law Number C.P, l0I and amendments thereto
(the"Saint John Buidding By-1aw").
6. The premise must be cleared af all debris found on the property, including any
plywood, appliance and other rubbish that could be considered hazardous and/or
unsightly. The debris from the premise must be di.sposed of at an appraved solid
waste disposal site, in accordance with all applicable by-laws, acts and
regulations. Documented proof, that clearly demonst7rrates an approved solid waste
disposal site was used for the disposal of debris, must be pravided to the
Deparhnen.t. The premise must comply with all applicable by-laws, acts, codes
and regulations.
Option 2: Demolition of the building and cleanup of all debris on the premise hy
complying with all the remedial actions a�follows:
1. The building must be demolished to remove the hazard to the safety of the public
by reason of d�lapidation and by reason of being vacant or unoccupied,
2. A demolition peimit must be obtained from the City of Sai.nt John in order to
comply with the Saint John Building By-law.
3. The premise must be cleazed of the debris from the demolition and the lot must be
made reasonably Ieve1 with grade so as to not create a tripping or falling haza�.d.
All debris must be disposed of at an approved solid waste disposal site, and in
accordance with a11 applicable by-laws, acts and regulations. Documented proof,
that cleazly demonstrates an approved solid waste disposal site was used for the
disposal of debris, must be provided to Ehe Departrnen,t,
4. All debris that is currently on the premise must be cleared and disposed of at an
approved solid waste d.isposal site, and in accordance with al,l applicable by-laws,
acts and regulations. Documented proof, that cleazly demonstrates an approved
solid waste disposal site was used for the disposal of debris, must be pxovided to
the Department.
5. The property must be in compliance with all applicable by-laws, acts and
regulations.
4
42
Prepared by:
� � l� z��L
Pamela Bentley, P.Eng. Date
Technical Services Engiaeer
Growth and Development Services
Reviewed by:
C�c�k� .P�'' ( , 7�1�
Amy Poffenr P. Eng., MBA Date
Building Inspector
Growth and Development Services
5
43
NOTICE OF APPEAL AVIS D'APPEL
FORM� FORMUi,E 1
(Muraicipalities Act,RS,N.B. 1973, (Loi sur les municipalitc�s, L.R.N:B.de 1973,
c.M-22, s.190.021(1)} ch. M-22,par. 190.021(i})
File No.: N°du dossier :
BET'WEEN : ENTRE ; This is Exhib�t `�B t'
Referred to in the Affidavit of
�A,�'�' I �'c�' f�k..-
��4ErYt�� •ore me at the Ciiy of
wic
#h�; j d y of .' .2r�f L
�rni�sioner of Qaths
Appellant{s), A� pp elant�
_ �d_ �'AMELA�IIri H B�NTLEY
- et- COMMISSIONER OF OATHS
MY COMMISSION EXPIRES
DECEMBER 31ST,2013
THE CITY OF SA1NT JOHN, THE CITY QF SAINT JOHN, �
Respondent. ���e
Parcel Identifier : PID# Num�ro d'identificatian de ia pazcelle : #NID
Parcel Address: Adresse de Ia parcelle :
Ov�mer{s) or Occupier{s): Proprietaire{s) ou occupant{s) :
Name:
Nom :
Address: Adresse :
Telephone: T�l�phone:
Name:
Nom :
Address:
Adresse :
Tclephone: T�l�phone:
44
-2 -
The above named appellant(s) is (are) not satisfied L'appelant(s) susnomme(s} n'accepte(nt) pas les
with the terms and conditions set out in the notice modalites ou les conditions qui y sont �nonces dans
that has been given under section 190.011 of the 1'avis qui a et�notifi� aux termes de 1'article 190.011 de
Municipalities Act and appeals to the Saint John la Loi sur les municipalites et fait appel au Comite
Substandard Properties Appeal Committee. d'appel des proprietes inferieures aux nor»aes de Saint
John.
The appellant's grounds for this appeal are as follows Les motifs d'appel de 1'appelant{s) dans Ie pr�sent appel
(set out the grounds clearly but briefly); son� les suivants (enoncer les motx;fs de fa�on claire et
concise) :
Dat�d at the day of Fait � le
2012. 2012.
Signature of owner or occupier Signature du propri�taire ou 1'occupant
The appellant(s) intends to proceed in the English ❑ L'appelant(s} a (ont) 1'intention d'utilisez la langue
or French 0 language (Please check the appropriate franraise ❑ ou anglaise ❑ (yeuillez cocher la case
8ox). appropriee).
Please forward your Nottce of Appeal Iry registered Yeuillez f�ire parvenir votre Avis d'appel par courrier
mail to the clerk of The City of,5aint John within recorramande au secretaire de The Ctty of Saint John
fourteen (l4) days after having been given the notice dans les quatorze (.i4)jours qui suivent la nott;fication
at the fodlowing address: de l'avis a l'adresse suivante :
Common Cie�rk's Office Bureau du greffier communal
15 Mazket Square, City Hall Building, 8�'Flooz 15 Market Square, �difice de�'h8te1 de ville, 8e etage
P. O. Box 1971 �ase postale 1971
Saint John,New Brunswick Saint John
E2L 4L1 (Nouveau-Brunswick)
E2L 4L1
Telephone: 506-658-2862 Tel�phone: 506-658-2862
Telecopier; 506-6744214 Telecopieur: 506-574-4214
Notes: Notes :
1. A notice that is not appealed within fourteen (14) 1. Un avis dont il n'est pas interjete appel dans les
days after having been given the notice sha11 be quator�e (I4)jours qui suivent la notification de 1'avis
deemed to be confirmed, est reput�e confirm�,
45
- 3 -
2. Qn an appeal, the Saint John Substandard 2. Loz's d'un appel, le Comtte d'appel des proprietes
Properties Appeal Committee shall hold a hearing inferieures aux normes de Saint .Tohn doit tenir, sur le
i�nto the matter at which the owner{s) or occupier(s} point en litige, une audience au cours de laquelle le(s)
bringi.ng the appeal has (have) a ri.ght to be heard and proprietaire(s} ou 1'occupant(s) qui interjette(nt) appel a
may be represented by counsel. (ont} le droit d'etre entendu(s) et peut{vent) se faire
representer par un avocat.
3. On an appeal, the Saint John Substandard 3. Lors d'un appel, le Comite d'appel des proprietes
Properties Appeal Corn»aittee may confirm, modify inferieures aux normes de Saint .7ohn peut confianer,
or rescind the notice or extend the time for complying madifier ou annuler 1'avis ou proroger le d�lai pour s'y
with the notice, conformer.
4. The Safnt John Substandard Properties Appeal 4. Le Comite d'appel des proprdetes tnferieure� aux
Committee shall provide a copy of its decision to the normes de Saint John doit fouxnir une capze de sa
owner(s) or occupier{s) of the premises, building or d�cision au{x) propri�taire(s) ou a 1'occupant(s} des
structure who brought the appeal within fourteen lieux, du batiment ou de la construction qui lui a(ont)
(l4) days after making its decision. interjete appel dans les quatorze (14) jours suivant la
date�laquelle i.I a rendu sa d�cision.
5. The owner(s) or occupier(s) provided with a copy 5. Le(s) proprietaare(s) ou 1'occupant(s) � qui une copie
of a decision from the Saint John Substandard d'une decision a et� fournie par le Comite d'appel des
Properties Appeal Committee may appeal the proprietes iraferieures aux raornaes de Saint John
decision to a judge of The Court of Queen's Bench of peut(vent), dans les quatorze (l4} jours qui suivent,
New Brunswick within fourteen (14) days after the inter�eter appel de la d�cision devant un juge de la Cour
copy vf the decision was provided to the owner(s} or du Banc de la Reine du Nouveau-Bnuiswick au motif
occupier(s) on the grounds that (ca) the procedwre que (a) la demarche �. suivre en vertu de la Loi sur les
required to be followed by the Municipalities Act was municipalites n'a pas �t� suivie, ou (b) la d�cision est
not followed, or (b) the deciszon is paten�ly manifestement d�raisonnable.
uzareasonable.
46
Tibbits, Kelly
Subject: FW: Request- NB Youth Orchestra
From: "Norton, Mel" <mel.norton saint'ohn.ca>
llate: ]2 February, 2013 1:01:47 YM AST
To: "Hicks, Paulette" <PHicks elfortisproperties.com>, "Dever, Christopher"
<Christo her.Dever saint'ohn.ca>, "Taylor, Jonathan" <'onathan.ta lor saini'ohn.ca>
Subject: Re: Request-NB Youth Orchestra
Paulette,
I'll see v�-hat we can do!
By copy to Ch�ris Dever and the office of�the Common Clerk, Jon TayIor, I would ask ihat this
funding request be on council's next available agenda.
Mel
--------------------
Mel Norton
Mayor
City of Saint John
mel.nortonnea,saint j ohn,ca
1.506.639.7539
On 2013-0�-11, at 11:42 AM, "Hicks, Paulette" <pHicks fortis ro erties.com>wrote:
Hello Mel,
Not sure if the City of SJ has been approached for this request but I was
ask to reach out to you. I have agreed to help out with sponsorship for the
New Brunswick Youth Orchestra for a big event they are doing in Saint
John at the Imperial Theatre on Feb 24th.
Would you consider support them at the $1,000 fevel? f know you are a
big supporter of youth and culture in SJ.
Please see attached and let me know.
Regards,
Paulette Hicks
GM - Delta Brunswick & Brunswick Square Complex
President, SJ Hotel Association
�NB YO-SponsorKit-CONCERT.pd�
f�7
hi�`VS/BfitL.;N�'�Y;C,�+C �RGHESTF2�D�;S JEIJrl�
YUtiT'I-��RCH�'fiTRA + � ''' f3U fVL3L1VE"AU-Bi2i]�1�'�Vi�'F�
FOR IMMEDIATE RELEASE:
SAlNT JOHN, NB
November 30, 2012
The Divorcees to Perform with The New Brunswick Youth Orchestra
The New Brunswick Youth Orchestra (NBYO) is pleased to announce an exciting
musical collaboration with Honky Tonk Heroes and Musical Outlaws!
The Divorcees will join the NBYO as special guests Sunday, February 24th, 2013, at 2
and 7 PM at the Imperial Theatre in Saint John.
The concert, titled "Outfaws & Oboes", will showcase the orchestra's exciting new
repertoire for 2013 and bring the no-nonsense country sounds of The Divorcees on
stage for what will be a very thrilling (and maybe even a little dangerous) musical
performance.
"The Divorcees have legions of fans across Canada, the USA, Australia, and Europe,"
explained Ken MacLeod, President of the NBYO, "so we were very excifed when they
accepted our invitation to join us on stage for a number of songs at our annua!fund-
raising concert event. They have been described as The Great White North's original
Honky Tonk Heroes, so 1 can't waif to hear their sound combined with a full orchesfra,"
MacLeod added.
"To have that much sonic power behind our music is an exciting opporfunify, so we
jumped all overthe chance to play wifh these very talented youth,"said Brock Gallant,
drummer for The Divorcees. "We are constantly pushing the boundaries af our music,
looking for new ways to break fhrough. Plus we are big believers in music education, so
the chance to suppor�the NBYQ and Sistema means a lot to us."
Tickets for the NBYO concert are priced at $28.50/each plus service fees for Adults and
$20/each plus service fees for Seniors & Students. Tickets go on sale Monday
December 3, 2012 online at imperiaitheatretheatre.nb.ca or by calling 1-800-323-
SH�W_
# # #
48
About The Divorcees:
From humb�e beginnings in their much-loved home province of New Brunswick, The
Divorcees (Alex Madsen, Brock Gallant, Jason "Jay Byrd" Nicholson, and Denis "Turtle"
Arsenault) have brought their brand of rough-and-ready country to roadhouses,
festivals, and big stages from the shores of Canso Nova Scotia to downtown
Vancouver...and all points in-between.
Since 2Q05, the band has shared stages with a number of popular artists such as
George Canyon, JP Cormier, Hayes Carll, Corb Lund, The Sadies, Tim McGraw and
Faith Hill, The Haunted Hearts, Romi Mayes, Tim Hus, and many others. Their songs,
as they are in person, are no-nonsense and straight-ahead, replete with stories of love
and loss, letting loose (and paying for it), of justice, freedom and the need for it. Both
albums (their cfebut "You Ain't Gettin My Cour�try" and sophomore "Last Of The Free
Men") won ECMAs for Country Album Of The Year in 2008 and 2090.
Just recently, the group picked up four top awards at the Music NB Awards including
Anglophone Recording of the year, and Best Group Recording for their latest album,
Four Chapters. The band's drummer, Brock Galfant won the Educator of the Year
award_ The Divorcees video for the "The Crows" won top Honours at the Atfantic Film
Festival in September.
The band toured across Canada this summer and is now iooking at +nternational
engagements in early 2013.
The legend of The Divorcees continues to grow_ For more information, visit
www.thedivorcees.com or follow them at www.twitter.com/thedivorcees.
About The New Brunswick Youth Orchestra:
The internationally acclaimed New Brunswick Youth Orchestra {NBYO) continues to
build upon an accomplished record of success, including, performances at the
Musikverein in Vienna, Austria; Fonbidden City Concerf Hal!in Beijing, China;
Audiforium Paganini in Parma, Italy and Camegie Hall in New York City. Winner of the
2008 ECMA for Classical Recording of the Year, the NBYO provides young musicians
across New Brunswick the opportunity to build their musicianship by learning and
performing orchestral music.
In July 20'i 1, the NBYO competed with youth orchestras from around the globe in the
Summa Cum Laude International Youth Music Festiva!in Vienna, Austria. They
won 1 St place in the orchestra category—the only Canadian orchestra to ever win this
distinction, and received the highest ranking of"outstanding pertormance" from the
international panel of judges.
49
NBYO's newest album of the Vienna tour and competition music, Musi{cfreunde -
Friends of Music," received another ECMA nomination for Best Classicaf Recording —
the third ECMA nomination for NBYO.
The NBYO is composed of 70 young men and women �From throughouf New Brunswick.
These young musicians are English and Fr�nch speaking, from a diverse background
and ranging from 12-22 years of age_ The New Brunswick Youth Orchestra is under the
inspired direction of Maestro Antonio Delgado.
Contact:
Don Matheson
General Manager
New Brunswick Youth Orchestra/L'Qrchestre des jeunes du fVouveau-Brunswick
506.866.7920
drmatheson(c�nbyo-ojnb_com
www.nbvo-ojnb.com
www.twitter.cominbvooi nb
50
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IV�iN BRUhIS�'VICk: �� �]RGMESTR�DES JEUNES
YOLITH��RCNEST.�P. ��a GU I'J�?UVEAI:-BRl1N5V`!IC��
�r 55
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7'he(Sty oF Saint)oha
February 7, 2013
Deputy Mayor Shelley Rinehart and
Members of Common Council
Deputy Mayor and Councillors:
SUBJECT: Letter of support for highway signage change
In an effort to more easily direct tourists to the city center, the Saint John Airport and Minister Holder
have requested a change in signage directing drivers to the city via the airport arterial. This request is
consistent with the wishes of the department of transportation.
REQUEST:
That Saint John Common Council authorizes the Mayor to send a letter of support in the fo�mat
attached hereto.
Respectfully,
Mayor Mel Norton
Attached: Letter of support re: Highway Signage
��' - —
SAINT JOHN P.O.Box 1971 Saint John,NB Canada E2L 4L7 I www,saintjohn.ca I C.P. 1971 Saint John,N:B.Canada E2L 4L1
---��
56
�
'ihe tlty of Satnt john
February 7, 2013
Honourable Claude Williams
Minister of Transportation and Infrastructure
Department of Transportation
Minister Williams
The City of Saint John would like to express their support for a change of highway signage from the Saint John
Airport to Saint John City Centre. The sign currently directs traffic to access the city centre via the Loch Lomond
Road. We would support changing the sign to direct traffic towards the Airport Arterial, allowing them to access
the city centre via the west bound lane of the Mackay Highway.
Respectfully,
Mayor Mel Norton
/� — _
SAINT JOHN P.O.Box 1971 Saint John,NB Canada E2L 4L7 I www.saintjohn.ca I C.P. 1971 Saint John,N.-B.Canada E2L 4L1
�`� 57
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The City of Saint)ohn
February 13, 2013
His Worship Mel Norton and
Members of Common Council
Your Worship and Councillors:
Subject: Show of Support and Recognition of Efforts to the Province of New Brunswick
I believe that our Council should publicly show our support and recognize the efforts, support
and leadership of the Province of New Brunswick, especially Premier David Alward for his
initiative in attempting to advance the possibility of the building of a west to east Pipeline which
would end up in our city and provide numerous employment, economic and spin off
opportunities to so many of our citizens and all New Brunswickers.
We all must take advantage of the energy resources that we have in an environmentally and
responsible way to strengthen our opportunities for the future.
Motion: That we send a letter under the Mayor's signature to Premier David Alward to
express our support for the work that he and his Government are doing to promote the
possibilities of our energy resources in an environmentally safe manner and that our support
also extends to the private corporations that are assisting the government.
Second part of motion:That we support our Mayor in taking a leadership role in promoting
these energy opportunities and that the City will be open to offering our senior staff and
knowledgeable resources should an opportunity arise.
Respectfully Submitted,
(Received via email)
Shirley McAlary
Councillor at Large
City of Saint John
lr _
SAIIrI`F JdHN P.�.Box 1971 Saint John,NB Canada E2L 4L1 I wvwv,saintjohn.ca I C.P. 1971 Saint John,fV.-B. Canada E2L 4L�
—��
58
� � Canadian Societe SOUTHERIVD[STRICT
133 Prince William St.,Suite 203
� Cancer canadienne SaintJohn;NB E2L2BS
� � Society du cancer 1'elephonc(506)G34-6277
�a::(SOG)634-6722
Cancer Infortnation Servicc&Support
I 88S 939-3333
Smoker's Helplinc
1 8'7 513-5333
n w��.:cancer.ca
DISTRICT SL'll
133.nic Prince N'illiam,bureau 203
Saint John(N.-B.) E2L 2BS
J a n u a ry 21, 2013 rzirnno„��soc��3a-bzr
Telewpieur(506)634-6722
Infomiation sur le cancer at sou[icn
1 R88 939-3333
Common Clerk's Office, ``'""�'s"'°�e�°°`fi""e°"
IH7"513-5333
Saint John City Hall �+�����.cancer.ca
P. O. Box 1971
Saint John, N. B. E2L 4L1
Dear Mayor and Council
The Canadian Cancer Society Daffodil Campaign is fast approaching.
Volunteers are hard at work calling throughout the city taking orders for
the special flower. Each year the Canadian Cancer Society, along with a
cancer survivor looks forward to making a presentation of a bouquet of
Daffodils to the Mayor and council at an open meeting.
I would like to suggest the week of March 18, 2013 for this presentation.
The Canadian Cancer Society, on behalf of all survivors, thanks you for
your past support. We appreciate the opportunity to promote the
Daffodil Campaign.
Sincerely,
i���
Daniel Fo
Manager, Southern District
59
T��� Te�ct��rs af C�glish as n Se�ond �_ar.e�uage
of N�w �3rursv,�ck.
RECEIVED
Februar� 12`�',�013 COMMON CLERK'c n�'�«;�
City of Saint John FEB 1 3 2013
Common Clerk's Office •
15 Market Square GTY OF :;>��?'?',' ���
PO Box 1971 �"°�°"""' " ""
Saint John,New Brunswick
'E2L 4L]
To the attention of our Mayor and City Council:
Barbara Cla�den and I (co-organizers of TESL NB 2013 Spring Conference)are wi•iting to let you
know that TESL New Brunswick is holding its annual provincial conference at iJNB Saint John this
coming April 26-27,2013. TESL volunteers in the Saint John area are excited to be hosting the event. Our
annual conference draws a small,dedicated group of teachers (upwards of 50 people)from a variety of
teaching contexts from all across the province.
TESL NB is a small but committed organization of teachers from all over the province
(francophone north and north-east, and anglophone south and south-west). Our members teach in a variery
of contexts: ESL in French schools, collebes, and universities; English as an additional language in
anglophone elementary and secondary schools, TAP in College and university prep programs; TESL in
university education programs; and of course, English as an additional language in programs for
newcomers to New Brunswick.
Our theme is enhancing learner enbagement through technology, and two experts from TESOL-
Tim Collins fi�om Chicago's National Louis University and Christine Bauer-Ramazani from Burlington,
Vermont's Saint Michael's College-are presenting feature sessions and feading worlcshops. We also have
experts from the province, Chantal Lafargue from iJNB's Second Language Research Institute, and Chris
Van den Broeck, STU's Second Language Program Coordinator, leading workshops.
Since Saint John is the 2013 host community for our conference,we would like to take the
opportunity to promote the city by providing tourist information and/or city swag in our registration
package and would appreciate anything that the City can provide. We also wanted to inquire whether the
City might provide tote bags for our registration package material.
If you require further information about TESL NB, or our past conferences, please refer to our
wikispace at htt�//tesl-nb.wikispaces.com. Please feel free to contact Barbara or me if you have any
questions.
Thank you for considering this request for support for TESL NB, our profession and ultimately for our
students'experiences in the classroom and beyond.
Sincerely yours,
� -�, 1
� l � �
. �
Barbara Clayden and Carolyn Gupta
bclayden«�unb.ca and clennox�a�unb.ca
TESL NB Spring Conference Organizers
Saint John College, IINB Saint John
_ � 60 a_ ._ .. . ...
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i ae kit�'c�t Settn;jr�ha
His Worship Mayor Mel Norton '
and Members of Common Council
Your Worship and Members of Council:
SUBJECT: Learn &Go Report
At its meeting of January 28`h, 2013, Council considered a request from the Urban Core Support
Network to make a presentation regarding the "Learn & Go" program, at which time Council
adopted the following resolution:
"RES�LVED that Common Council request a written report from Urban Core Support Network
with respect to information related to its Learn & Go program."
The Urban Core Support Network submittecf the attached �earn & Go 2012 report to the Clerk's
office on February 14, 2Q13 for Council's consideration.
RECOMMENDATION: That #he Learn & Go Working for Change 2012 report be received
#or Information and that Council thank the Urban Core Support Network for their
important work in the community.
RespertFully�itted��
'`� ���
,' �
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Jonathan Taylor,
Assistant Common Clerk
61
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LE�4RN � � GO �
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Learn & Go - Working for Change
2012 Report
1z/1�/zolz
Written by Pat Porter
Learn &Go Coordinator
62
LEARN & GO - WORKING FOR CHANGE
2012 REPORT
INDEX
1. Overview pg. 2 -3
2. Three Phases of Learn & Go pg. 3 -4
3. Recruitment pg. 4
4. Information Session/Brainstorming Ideas pg. 4-5
5. Phase I: Workshops/Group Composition pg. 6-7
6. Workshops Summary pg. 7-9
7. Phase II: Working on Projects pg. 9- 10
8. Phase III: Presentation/Team Projects pg. 10- 13
9. Summary of Staff Roles& Responsibilities pg. 13
10. Learnings and Mentors Comments/Recommendations pg. 13 - 15
11. Participants/Neighbourhoods pg. 15 - 16
12. Stories/Comments/Follow Ups of Participants pg. 16 - 19
13. Learn &Go Budget pg. 20
14. Budget Saving Strategies pg. 20- 21
APPENDIX
15. Staff Roles & Responsibilities (detailed) pg. 22-24
16. Scripts & Promotional Stories pg. 24- 26
17. Pre-Registration Form pg. 27
18. Program Registration Form pg. 28-29
19. Attendance/Childcare/Transportation Forms pg. 30-31
20. Workshops Evaluations(detailed) pg. 32 -34
21. Information Session Agenda pg. 35
22. First Workshop Agenda pg. 36
23. Final Workshop Agenda pg. 37
24. Presentation Agenda pg. 38 -39
25. Team/Potential Partner Presentation Guide pg. 40
26. Certificate of Achievement/Facebook Link pg. 41
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LEARN & GO: WORKING FOR CHANGE 2012
OVERVIEW
Learn &Go—Working for Change, is a unique program aimed at providing residents of Saint John's
priority neighbourhoods with the skills and opportunities to facilitate social, political, and economic
change.The priority neighbourhoods are the South End, North End,West Side,The Village, Crescent
Valley, and also Anglin Drive which lies in close proximity to Crescent Valley, and parts of east Saint John
around the Glen Falls area. The Learn & Go program was initiated in 2008 and was offered again for the
next two more years but not in 2011. During this time residents made a number of changes in their
neighbourhoods. Learn &Go was offered in 2012 and organized by the Urban Core Support Network
with the help of Vibrant Communities.
Learn &Go was promoted by circulating posters, flyers and brochures and various outreach efforts. A
script was circulated through the media, Around the Block Newspaper, Community Newsletters,School
Newsletters/talk mail/bulletin boards and information sessions were offered at the Saint John Learning
Exchange and with the Old North End (O.N.E. change) organization, in addition to the scheduled public
information sessions held on August 30`h. Pairs of recruiters from each priority neighbourhood were
hired (many were past Learn and Go participants) and they went door to door as well as helping to
circulate information at key locations. Many representatives from neighbourhood community centres
were very resourceful in establishing/recommending recruiters in each neighbourhood. A facebook
page was established in October 2012 which helped raise more public awareness for the program and
also provided an outlet for sharing information,team updates and successes.
An Information session took place on August 30, 2012 (morning&evening) and was followed by the
three phased program which ran from September 24, 2012 to November 20, 2012 with follow up
throughout December 2012. Learn &Go was made possible through financial support from the
Economic and Social Inclusion Corporation,who provided $19,100 to fund the program. United Way
Saint John, provided funding of$1,500.00 which was used for a small honorarium of$55.50 for each of
the twenty-seven participants that completed all three phases of Learn &Go.
The program was designed to help participants develop civic engagement skills and confidence through
all three phases. In the first phase, workshops covered topics such as teamwork, working with media,
and pitching ideas.The second phase involved groups of participants putting their skills into action by
developing specific community projects with the support of inentors from Irving Oil and, the third phase
was a formal presentation for teams to present their ideas to potential partners and funders to advance
their initiatives.
A number of individuals donated their time as workshop presenters, mentors, and partners to ensure
the success of this program.
The success of the program is measured by participant feedback and the projects that evolved out of the
program. It is encouraging to note that in a short span of 12 weeks, one of the nine projects presented
in the third phase has been successfully completed and the other eight teams are continuing to work on
the next steps of their projects.
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Thirty individuals participated in at least five workshops. All participants were from the target group, in
priority neighbourhoods. Participants attended workshops either during the morning or evening session
at the John Howard Society meeting space, 44 Peters Street.
The Project team consisted of a Coordinator, three social work students, a sub-committee, and a
steering committee, representing the Urban Core Support Network,Vibrant Communities and
community partners including neighbourhood associations and City Leisure services.The Coordinator, a
past participant of Learn &Go 2008 and 2009 was hired by the Urban Core Support Network. The
steering committee provided ongoing guidance and support, and was a valued sounding board.
We were very fortunate to have three Social Work Students join us for Learn &Go in doing their Social
Action field placement for St.Thomas School of Social Work. Cassie McDougall, Samara Carvell and
Olivia Newcomb assisted with the planning, organizing and implementing of the project. They
supported the Coordinator and assisted with workshops and transportation.They facilitated workshop
icebreakers, attended meetings and helped with recruiting, evaluations and follow ups. They were an
invaluable asset to the Learn &Go program.
The Three Phases of Learn & Go ....
Phase I: Attending the Workshops
During the first three weeks nine 2-hour workshops were held three times each week (morning and
evening sessions). Some things participants learned during the workshops were how to build their
team, ways to communicate with partners, and how to pitch their ideas. During the workshops
participants were broken up into neighbourhood groups and then the teams had an opportunity to talk
about their ideas together and pick their project that could help their neighbourhood. In some cases
there was more than one project per neighbourhood.
Before the workshops were finished each team was matched up with a mentor who was best suited to
help them with their idea/project.
Costs associated with transportation and childcare were covered during the workshops.
Phase II: Working With Your Team and Mentor
When the workshops finished, each team continued to work together on their project over the next
three or four weeks to develop their idea which would help their neighbourhood. Efforts were made to
coordinate the ideas with challenges identified by neighbourhood associations. While each team worked
on their project their mentor was available to help with information and guidance. While working with
mentors each team set their own work hours and meeting place and times.
During Phase II the Learn and Go program Coordinator checked in regularly with each team to ensure
things were moving along smoothly.
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Phase III: Presenting Your ldea/Project
This was the final and most exciting phase of Learn and Go!
Each team was given an opportunity to present and sell their idea to decision makers. Anyone who
could be a potential partner and have the power to help move a team project forward was invited to
attend the presentation. Some projects didn't get a yes before Learn and Go was finished but in many
cases that yes came later. When teams are passionate about their idea and continue to work on their
project the door to success is never closed.
Participants finished Learn & Go with many new skills which they will use over and over again. That in
itself is success!
RECRUITMENT
Recruitment was implemented in the following ways: Neighbourhood recruiters were hired from each
priority neighbourhood to go door to door with information about Learn &Go and to invite residents to
attend an information session. An "Early Bird" poster was created and distributed in August to
community centers/various locations and on city transit buses with the help of recruiters and committee
members. The Learn &Go coordinator attended community events and the coordinator and social work
students met with groups to explain the program and distribute information, posters and brochures.
With help from committee members, schools and community centers were contacted and asked to get
the word out to parents and residents. Promotional articles were submitted to "Around the Block",
community newsletters and the media.
INFORMATION SESSION —August 30, 2012
The information sessions, offered both in the morning session and evening, were held at the John
Howard Society, 44 Peters Street. Snacks and refreshments were available at both sessions. The
sessions went very well with attendance at around 12 residents in the morning and about 8 for the
evening session. The brainstorming session to determine project ideas for the neighbourhoods went
very well and residents had many great ideas for change. These ideas were very helpful during
workshops as residents tried to pick their idea/project that would help their neighbourhood.
Registrations resulting from info sessions are as follows: Courtenay Bay/Waterloo Village (12) and
Crescent Valley (7), Anglin Drive (2), Lower East (1), Lower West(2), and South End (3).
INFO SESSION - BRAINSTORMING IDEAS
SOUTH END:
• Computer access • Snow clearing
• Needle cleanup/containers • Ashtrays on poles
• Sewing group • Dog poop cleanup
• Hockey rink/seasonal activities • More programs offered at community
centre and school
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ANGLIN DRIVE:
• Clear path from Anglin Drive to � Diaper&formula program with Family
Crescent Valley Resource Centre
• New sidewalks • Slow down speeders
• Economic Retail store in North End • Breakfast program at Princess Elizabeth
• Composting School or Anglin Drive
• 4 way stop • More activities for children and seniors
• Bus stops • Flower baskets on lamp posts
• Chicken Noodle Soup Program • Community garden on Anglin Drive
elsewhere • Dumpsters covered or fenced in to
• Playground—Splash pool and safety make it look nicer
• Spring fire prevention presentations
WATERLOO VILLAGE/COURTENAY BAY:
• Continue trying to add crosswalk on • Skateboard Park/Skating Rink (liability
Brunswick Drive insurance)
• Move crosswalk closer to hotel (Crown • Long Term Project: Co-ordinate prices
St.) at stores such as grocery, etc. (food
• Bus stop—Brunswick highrise (return it security topic) around Social Assistance
to original location) cheque day.
• Early childhood/parenting programs • Kids activities—Courtenay Bay skating
held within Waterloo Village rink, touch football, soccer, lacrosse.
• Block party(Courtenay Bay)
CRESCENT VALLEY:
• Enforce stop signs—police presence • Dumpsters on Taylor Ave.
• Speed bumps • Movie nights
• Improve playground/age appropriate • Spring Fire prevention presentations
(Taylor Ave.) • Crosswalk—Taylor @ Patterson Ave.
ADDITIONAL PROJECT IDEAS:
• Benches for uptown area
• Better signage for one-way streets (Charlotte St.)
• Cruise tent available to communities
• Cleaning out Rockwood Park
• Lighting for Rockwood Park
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PHASE I - WORKSHOPS
Eight different capacity building workshops were offered to participants over a three week period. See
workshop schedule,topics, and facilitators below:
What's Your Neighbourhood leaders shared their
Mon Neighbourhood priorities and neighbourhood plans Brenda Murphy
Sept 24 Priority/Introduction
with participants. Everyone broke Cathy Wright
to Learn &Go into groups to begin the process of Patricia Porter
identifying project ideas.
This workshop helped participants
Tue Uncovering Your identify their existing assets and how Melanie Vautour
Sept 25 Strengths to use them in furthering their project Judi Chisholm
ideas.
Wed Leadership 101 Who are your leaders? What is getty MacDonald
Sept 26 leadership? Have you been a leader?
Participants learned how to be a good
Mon team player and how to divide
Building Your Team Cindy Bishop
Oct 1 responsibilities to avoid one person
taking over.
A communication workshop designed
Tue Listen! It's Hard! to help participants understand the Sue Davis
Oct 2 importance of active listening and tips Claire Ashton
on how to do it. Beth Gilbert
Setting short and longer term goals
and how to keep focused on a goal,
Wed Moving Ideas Yan Guo
Oct 3 Forward how to keep a team together. Positive Monique St.Amand
networking with partners and your
neighbourhood.
How to get your message out to
others. What works and what
Tue Working with Social doesn't.This workshop explored Michele Brideau
Oct 9 Media facebook and You Tube and helped
participants look at appropriate use of
these two social media tools.
Prepared participants for presenting
Irving Oil:
their projects to potential partners.
Wed pitching Your ldeas How to be strategic in the Kathy Harris
Oct 10 Julianne deSoto
presentation, what won't work, ways
to follow up. Cindy Millett
The Learn &Go team helped launch grenda Murphy
Thu Matching Mentors participant groups for the mentorship Cathy Wright
Oct 11 and Projects phase of the program
Patricia Porter
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GROUP COMPOSITION
Morning Workshop Groups (location, number of participants and their projects):
• Courtenay Bay (6): Crosswalk on Brunswick Drive
• South End (3): Ashtrays on Poles
• West Side (3): St. Patrick's School Playground Improvements
• Old North End (5): Crosswalk on Main Street
Evening Workshop Groups (location, number of participants and their projects):
• Courtenay Bay (2): Hedge on Crown Street
• Anglin Drive (4): Fundraising for Basketball Court
• North/West (2): Painted panels for Lorne School and West Side Carleton Center Hockey Rink
and repainting of hockey rink lines
• Crescent Valley(4): Crosswalk on MacLaren Blvd.
• East (1): Anti-Bully Program at Forest Hills School
The workshops were informative, skill building and interactive. Participants took lots of notes during
workshops. They all seemed to enjoy the icebreakers as well as opportunities to break into groups.
There was a lot of positive feedback from workshop evaluations with the final workshop when
teams/mentors broke up into groups receiving the most positive feedback. Many remarked that they
enjoyed that last workshop the most and wished there had been more similar opportunities throughout
the workshops
WORKSHOP SUMMARY— 30 PARTICIPANTS
Workshops were evaluated with two methods. At some workshops only one method was used but for
others both were used to accommodate both high and low literacy levels of participants. The two
methods used were: (1)various shapes to indicate how much or little a workshop was liked/received:
star, happy face, hammer, lemon (2) a short three question written evaluation.
Workshop 1: Monday, September 24-What's Your Neighbourhood Priority
Facilitator: Pat Porter
Neighbourhoods include Waterloo Village/Courtenay Bay, Crescent Valley,Anglin Drive, East Side, Old
North End, South End, West Side. Representatives of each priority neighbourhood identified important
locations/community centres within their neighbourhoods and the work that is in progress. They talked
about resources and future plans. The workshop was very informative and helped the participants think
about potential projects based on neighbourhood needs. Twenty-one participants were very happy
with this workshop,five liked it and one thought it needed work.
Workshop 2: Tuesday,September 25t" - Uncovering Your Strengths
Facilitators: Melanie Vautour&Judi Chisholm
This workshop helped participants discover personal/team strengths. Uncovering strengths addresses
assets:things that add value to our life! Five areas of assets are Human:things we do, Personal: things
we feel,Social: people we know,Physical:things we use, Financial:things we have for$. We all have
our own personal skill set. Many participants realized they practice using skills every day of life without
realizing it and had fun identifying their skills. Twenty-six participants were very happy with this
workshop and four liked it.
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Workshop 3: Wednesday,September 26th- Leadership 101
Facilitator: Betty MacDonald
Questions/topics that this workshop addressed are "What makes a good leader? Are all leaders loud
and outgoing?What leadership qualities do you have?" This workshop helped participants realize that
leaders also need to be cheerleaders;they invite others to join and keep people motivated. Participants
enjoyed breaking up into groups and identifying leaders/leadership qualities.Thirteen participants were
very happy with this workshop, and fifteen liked it.
Workshop 4: October 15S -Building Your Team
Facilitator-Cindy Bishop
Building a team is very important and for this workshop brainstorming was a great way to get started.
There was no judgment in brainstorming and all participants realized respect is the foundation for
effective teamwork. Team members realized they need to have a clear understanding of their purpose-
communication is key! They learned that it is important to divide jobs between team members: identify
strengths and assets and use them and to also be open to trying new roles. Participants loved breaking
into groups and the "building a bridge" ice-breaker. Several wished the workshop could have been
longer. Written evaluations were used for this session and all seemed very happy with this workshop.
Workshop 5: Tuesday, October 2"d -Listen! It's Hard!
Facilitators: Sue Davis, Claire Ashton, and Beth Gilbert
This was a workshop based on active listening and addressed the following topics/questions: What is
the difference between hearing and listening? Active listening is the foundation to good
communication! Participants saw that active listening takes practice but can be a powerful tool when
we remember to use it. They saw that it is important to remember body language &eye contact, reflect
back information and emotion -Body/anguage trumps words! Through interactive demonstrations they
saw that the other person will take the message from body language. A combination of written
questions and shapes were used to evaluate this workshop. Nineteen participants seemed very happy
with this workshop,two liked it and three thought it needed work.
Workshop 6: Wednesday,October 3`d - Moving Ideas Forward
Facilitators:Yan Guo & Monique St. Amand
This workshop addressed the following topics/questions: What does "Moving Ideas Forward"
mean? Define goals, express these goals to others, build your team, make a plan, keep team focused on
the goal, network! After taking part in this workshop participants seemed to be more focused and
organized. The facilitators tried to get the participants to group up into their actual teams and think
about their projects. Participants seemed to have a better idea of what they wanted to accomplish and
as a team had formed some concrete steps and plans for their projects. A combination of written
questions and shapes were used to evaluate this workshop. Eighteen participants seemed very happy
with this workshop and one liked it.
Workshop 7: Tuesday,October 9`h —Working with Social Media
Facilitator: Michele Brideau
How to best use the Internet &Social Media
Participants were made aware of security settings and of sharing/not sharing information on social
media sites such as facebook and twitter. The facilitator raised awareness with topics such as: eeing
good with social media doesn't mean you have to be good with computers! Remember-social media is
not filtered or censored. Once it's out there, it's there for everyone to see! Social media can be a very
positive way to share your message or event but we need to be careful as well. Participants really
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seemed to enjoy this workshop and found it very informative and educational. Several participants said
they wished the workshop could have been longer or in two parts as there is so much more that could
have been covered. They also said they wished that it could have some hands on/interactive
demonstrations or exercises. A combination of written questions and shapes were used to evaluate this
workshop. Twenty-three participants were quite happy with this workshop and four liked it.
Workshop 8: Wednesday,October 10t" —Pitching Your ldeas
Facilitators: Kathy Harris,Julianne deSoto, Cindy Millett
The facilitators showed video clips to demonstrate pitch techniques. They demonstrated the qualities of
a good pitch with the following topics: Think about your pitch as telling your story. There are two key
elements to your pitch: Pain Statement: What problem are you trying to solve?Value Proposition:How
is your so/ution going to solve the problem? An effective pitch should be clear& concise, easy to
understand, should be appealing to the audience and not leave big questions unanswered. Remember:a
pitch isn't just about the words you use! Body posture, movement, expressions, eye contact and how we
dress all convey our message. Most participants enjoyed this workshop and remarked that they liked
being able to ask questions throughout. A combination of written questions and shapes were used to
evaluate this workshop.Twenty participants were very happy with this workshop and one liked it. Most
evaluations were very positive.
Workshop 9: Thursday, October 11`h - Matching Mentors and Projects
Facilitator- Pat Porter
During this workshop teams were matched up with their mentors (sixteen mentors from Irving Oil
Limited). Teams and mentors enjoyed an interactive ice breaker and then had an opportunity to
brainstorm ideas and plans for projects together. Both participants and mentors really enjoyed this
workshop in that they were able to meet their mentors and work on their projects with them. Before
the workshop was finished mentors and teams had scheduled their next meeting place/time. Both
participants and mentors took part in the evaluations for this workshop. Written evaluations were used
and all were very positive.
Noteworthy Comments (ParticipantsJ:
o Very interesting!It makes me want to go out right now and get started.
o It was fun and enjoyed working in groups and with mentors.
Noteworthy Comments (Mentors):
o Well organized, participants very engaged, great team effort.
o Nice to see how passionate everyone was, presentations.
o Well Structured workshop.
o Great. 1 think this program teaches people how to get what they want through a good process.
PHASE II -WORKING ON PROJECTS
Before participants finished the workshops they were matched with mentors. All sixteen mentors were
from Irving Oil Limited. Over a four to five week period participants from the nine teams met with their
mentors almost weekly and worked on the ten project ideas. Mentors offered teams support and
guidance while teams shared tasks and workload. Each participant seemed to have assigned tasks to
complete before their next scheduled meeting when they would put together a new task list. The
mentors helped teams stay focused and develop their projects in preparation for a practice
presentation. On November 13, 2012 teams were given an opportunity to present their projects to an
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audience for some constructive feedback. All but one team pitched their ideas at the practice
presentation and getting feedback at that time was invaluable as teams had the following week to make
any changes to their project work before the actual presentation a week later. All teams were well
prepared to present at the arrival of Phase III.
PHASE III - PRESENTING TO POTENTIAL PARTNERS
In this phase the Learn &Go Coordinator arranged for the different teams of participants to meet
together in one evening to pitch their ideas to potential partners. It was an evening of tremendous
enthusiasm and support from participants, mentors and potential partners and many partners made
specific commitments to further a community project. We estimated Presentation Night attendance at
about eighty-five people.
The following potential partners attended the Presentation:
Carleton Community Centre
City of Saint John Leisure Services
City of Saint John Pedestrian and Traffic Services
St.Joseph's Community Health Centre
Irving Oil Ltd
Member of Legislature representatives
City Councilors
Teen Resource Centre
YMCA
Knights of Columbus
Kiwanis Club of Saint John
Main Street Baptist Church
Department of Social Development
Saint John Police Force
District 8 Education: St. Patricks School, Hazen White-St. Francis School & Forest Hills School
Neigbourhood Groups: ONE CHANGE, Crescent Valley Resource Centre and PULSE-People United for the
Lower South End.
On November 20, 2012 each group did a three to five minute presentation to those present and then
met with individual partners at discussion tables where they had project information to share and could
discuss their project in more detail. The evening culminated in brief one minute reports from each
project on next steps. Each team had very positive feedback and support from potential partners and
returned with inspiring next steps for their projects.
Neighbourhood teams/projects and updates:
� Basket Ball Court Fundraising for Anglin Drive
Helping to fundraise for the Basketball Court. They are helping to sell tickets for a Christmas
Dinner Draw.
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Project Update: To keep in touch with the Anglin Drive Tenants Association and continue to
help fundraise. One idea is to have a fundraising auction in 2013 and one of the team members
has shown a strong interest in helping to plan that event. The project team has invited Greg
Evans from department of Tourism, Heritage and Culture to the next playground committee
meeting on January 11, 2013 and he has accepted.
� Crosswalk for Old North End on Main Street
The crosswalk is looking good and Tim O'Reilly from the City thinks it may be possible for a set of
lights to be moved if it is found that North End needs them more than the area that has them
now and he will check into that. The crosswalk may not go in until spring because that would be
the best time to paint. Sgt. LaFrance will assign an officer for a half hour on some mornings to
monitor speeders. They are also reviewing the Shamrock Master Plan to determine how it fits
with their project idea.
Project Update: The crosswalk is going in.The signs for the crosswalk have been installed and
residents are using the crosswalk. The crosswalk lines haven't been painted yet. The
temperature must be 7 degrees or above for three days before they can paint.
� Painted Panels for Lorne School and Carleton Hockey Rink (2 projects/1 team)The
project team have been talking to Scott Crawford from ONE Change (neighbourhood
association).They have received funding, $1000 from Lorne School and $600 from Carleton
Community Centre. They've received four more offers of funding. PALS (Partners Assisting Local
Schools) has offered to help and the Legion, Branch #2 said they can use their room for
fundraising. They are able to have panels not only for Lorne but also Victoria Street. City workers
are coming to paint lines on the rink.
Project Update: They will be purchasing supplies and will drop panels and supplies to artists to
paint at their homes. ONE Change is helping with supplies and they will meet with them to
decide where the panels are going to be.They have met with Chuck Edison from the Carleton
Community Centre and talked about re-enforcing the sides of the rink, if a carpenter is needed
for repairs, and which panels they can begin painting/installing right away. Carpenters have
already been to the sites.
� Ashtrays for South End
The team has talked to Kevin Carson from the City and they can have more than five ashtrays
due to cost. They should be installed by the end of December.
Project Update: Mary LeSage has invited the team to repeat their presentation at a Pulse board
meeting in January 2013.
� Crosswalk for Crescent Valley on Maclaren Blvd.
MLA Trevor Holder recommended presenting to Mayor/Common Council to get speed limit
changed and said he'd be happy to set that up. Councilors Susan Fullerton and John MacKenzie
have also offered to help with this as well. Mr. Holder and Tim 0'Reilly from the City said the
crosswalk looks promising and would be installed in the spring if it gets the ok. They checked
prime time for speeders which seemed to be Wednesday to Saturday and have supplied Sgt.Jeff
LaFrance with this information. He will be assigning a task force to monitor speeders and stop
signs on the week of Nov. 26`n
Project Update: Still waiting for stats from Sgt.Jeff LaFrance on speeders/stop signs (this is a
very busy time as they are moving the police station). Once stats are supplied the team will
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contact Trevor Holder to set a date to go up before Mayor/Common Council.The team will also
be in contact with Jennifer Carhart, Principal of Hazen White School to begin educating the
children on safety and using crosswalks and to try and educate residents as well.
� Crosswalk for Courtenay Bay on Brunswick Drive
Project Update: SUCCESS!! The Brunswick Drive crosswalk was installed on November 23rd
CONGRATULATIONS!! With their mentors' guidance and support the team developed their
project: They collected data on the number of people crossing Brunswick Drive during peak
periods and gathered statistics on residents, small/school aged and autistic children and
frequently used neighbourhood schools, resource centers and organizations.The team worked
with Saint John Police to monitor speeders and with Tim O'Reilly of the City to point out how
badly a crosswalk was needed and why.
� Hedges for Courtenay Bay on Crown Street
The Courtenay Bay team has done the research and the math and found out that it will take
$18,000 for the hedges, $20,000 installed. Andrea Melanson,the teams' mentor, suggested
sending cue cards from presentation (in email form) off to Janice Buchanan, Irving Oil Refinery
and Karen Leeman,JD Irving. Andrea has offered to assist by sending the cue card info along
with an attachment of a few photos for these two companies to respond on their project.
Project Update: The project team members have sent their presentation project info to Andrea
Melanson to forward to two Irving companies. They will follow up with Debbie McLeod (Social
Development) after the Christmas season to better understand NB Housing and regulations for
property and location of hedge.The team wants to first engage the community by fundraising
within their neighbourhood (Brian Marks, Social Development, has offered to help with funds
and fundraising). Depending on how well they do with fundraising they will consider contacting
Kent Stores and other companies for additional funding/donations if necessary. The team will
also consider Councillor Susan Fullerton's recommendations when planting the hedges which
were to have residents dig the holes for the trees and plant them as this would save money and
give residents a personal investment in the trees.
� Anti-Bully Program at Forest Hills Middle School
The anti-bully program is going well. Deanna has permission to have evening sessions at the
Forest Hills School. Paul Hickey, Vice-Principal of Forest Hills School will train her in anti-bully
techniques. Kristine Ward, one of the mentors and her husband will teach her breathing and
yoga exercises to use with the participants.
Project Update: Deanna will be meeting her mentors Kristine Ward and Yan Guo as well as
Sandra Harrington (YMCA) and June Breau-Nason (Teen Resource Centre) in January 2013 (after
the Christmas Season) for a brainstorming session to plan an 8 week program to which should
begin in February 2013.
� Improvements to St. Patricks School Playground
The team is having regular meetings. They have a meeting on Nov. 26t"with Dorothy Shephard,
MLA. They have a meeting with PACT, neighbourhood association, on Nov. 27t"and will be
presenting their ideas on the playground and are hopeful that PACT will want to join in and help.
They are looking into more funding and applying for grants. Chuck Edison has offered to meet
with the team and tell them about other funding possibilities.They have asked Home and
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School to come on board and they have accepted. They are now a team of nine and proceeds
from Home and School fundraisers will go towards the playground project.
Project Update: The team had a meeting to present their project to Dorothy Shepherd and was
told that if they can raise 50%the Province will match it. They had a Christmas Bazaar and silent
auction Dec. 5`h at St. Pats and raised between $600.00 and $800.00. They will be having a
meeting with Chuck Edison to brainstorm more ideas for funding. They will also have a meeting
with Barry Freeze to apply for Provincial/City funding.There is a drastic difference in available
funding through the LPP fund (Land for Public Purpose) so they will have to determine
ownership of the playground before they apply.
STAFF ROLES AND RESPONSIBILITIES
Steering Committee:
Regular meetings enhanced planning. The Coordinator for Learn & Go attended all meetings to assist in
her role.
Learn & Go Coordinator:
The Coordinator worked within the guidelines of the budget. Building relationships was key especially
during Phase I & Phase II. The Coordinator recruited participants, and during the program made sure
participants and facilitators needs were met. During all three phases of the program the Coordinator
was responsible for supplies, childcare/transportation needs/records of participants and for organizing
and facilitating information sessions,workshops and presentations.The Coordinator contacted potential
partners and secured spaces for the workshops and presentation. During the program all required
forms, letters and certificates were revised or created by the Coordinator.
Social Work Students:
The Social Work students helped with workshop and presentation setup and prepared and facilitated
workshop evaluations and some icebreakers. They helped with cleanup and with recruiting and
promoting Learn & Go.They participated in workshops, took notes and sometimes helped the
Coordinator with transportation. They met with teams/mentors during Phase II and they also helped
with inviting potential partners and with team/participant follow ups.
LEARNINGS & RECOMMENDATIONS
o REGISTRATION PROCESS: despite the verbal information given over the phone there were
misunderstandings of the length and commitment of the program. A recommendation for next
year is face-to-face interviews and use of visuals in explaining the length of the program.
Perhaps have a successful Learn &Go 2012 participant who is interested in sharing their sense
of empowerment.
o One participant was a young girl still in High School and another taking her GED so there is
interest from students/younger generation as well.
o Have a sign-up sheet to keep a record of partners present for presentations
o Prepare and use a recording sheet for presentation night.
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o Invite representatives from the provincial and federal government as soon as presentation night
is selected.The location can be announced later.
o RECRUITERS: a) If recruiters leave information at homes when residents are not home it should
be a more detailed handout. Without speaking to the recruiters, many residents had no idea
what the handout was about when calling the Coordinator. b) Have all recruiters keep accurate
records of homes/locations visited for follow up. This would also give an idea of area covered
during recruiting and names of individuals to follow up with. c) Have recruiters check in with the
Coordinator regularly by phone or email as some recruiters were difficult for the Coordinator to
reach.
o The participants seemed very proud to receive their certificates. The gold embossed certificates
bought in packs of 15 -at Staples Business Depot looked very professional once printed. The
Coordinator developed the template and printed one for each participant adding only the
phases they completed.
o Make sure there is a chair available where participants present. (One participant was prone to
seizures and asked for a chair to be kept nearby)
o For workshop evaluations using shapes (smiley face, star, hammer and lemon) as well as written
questions seemed to work well as some participants were challenged by their literacy levels.
A meeting took place with Irving Oil mentors to seek their feedback and key
learnings for next Learn & Go. Here are their comments:
o Have a map of priority neighbourhoods available at the Information Session to help distinguish
neighbourhood boundaries.
o Have a structured workbook or binder with more workshop handouts (hole punched for binder)
for participants to refer to during Phase II.
o A package of what was covered in workshops would be very helpful as mentors could reinforce
the workshop learnings. Also, having an action plan outline with sheets the participants could
fill in during project team meetings would help teams stay focused on completing tasks between
meetings.
o Some participants were easily overwhelmed. Suggestion was to have an outline of tools
available for participants to follow during phase II:
o ACTION/RESOURCE/DATE
o SUMMARY OF PREVIOUS/MEETING/ACTIONS
o PLAN FOR NEXT ACTIONS/EMAIL CONTACTS
o Define who potential partners should be for each project and how/when the teams would be
presenting and to whom.
o Have a representative from the organization responsible for Learn &Go and/or the Learn &Go
Coordinator attend mentor meetings during Phase II to go talk about the overall process, answer
questions, ID stakeholders, and clarify who the teams would be presenting to and how. It would
be very helpful to compile a list of potential stakeholders and make it available to mentors.
o Meeting at one meeting place would be much better than alternating between two (North/West
Team was alternating between ONE Change and a West Side meeting place). Also, daytime
meetings would work much better than evening meetings for most mentors.
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o Available meeting places were outlined by staff but some alternative meeting places had to be
arranged/booked during Phase II for some teams as many places were closed during
Remembrance Day which presented a challenge.
o All mentors agreed that two mentors per team is enough. Having two mentors per team
allowed the team to have a mentor present at meetings when the other couldn't make it.
o One mentor commented and all agreed that it would be helpful if one participant from each
team could take notes and share them with other team members and their mentor in the event
they missed a meeting.
o Mentors suggested a training session could be put into place "how to inspire participants who
do not have much initiative". This could help encourage and build confidence as some
participants seemed to need quite a bit of pushing and directing to follow through with contacts
and project work.
o Mentors suggested holding the presentation at the Irving location 59 King Street in the future if
available.
o Share confirmed partners with mentors prior to presentation so teams have the option of
including them in their power point presentations.
o Mentors asked if we could share the teams' success as they would be very interested in knowing
the end result; if teams got what they asked for.
MENTORS COMMENTS:
Yan Guo &Julianne deSoto: "Incredible improvement between the dry run and the presentation."
Gayle Buckley&Sandra McCready: "Wicked! Awesome presentations,Awesome group!"
Julie Milton & Dianne Mallais: "Loved the experience!Passionate group!Empowering!!"
Andrea Melanson: "The teams really "Shined"on presentation night! Good learning experience and the
team was very appreciative and very dedicated. It was cool to see the development; to see the
participants embrace technology!"
Chad Foster&Cori Moore- McDade: "The presentation was a very positive experience!"
PARTICIPANTS/NEIGHBOURHOODS
The following table indicates the neighbourhood which participants identify with, phases completed,
how many participants received honorarium, participants requiring childcare/transportation, total
number of residents who inquired about the program and how they found out about Learn & Go 2012:
Neighbourhoods Represented by Participants:
North &West 2
South End 3
Waterloo Village/Courtenay Bay 8
Crescent Valley 4
West Side 3
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East 1
Anglin Drive 4
North End 5
Participants Workshop Attendance/Total Participants 30:
Completed all 9 workshops 22
Completed at least 8 workshops 24
Completed at least 7 workshops 28
Completed at least five workshops 30
Phases Completed/Honoraria Received, Participants Requiring Childcare and those who
were Past Particpants of Learn &Go:
Phase III 27
Phase II 28
Phase I and kept contact during Phase II 28
Received small honoraria for completing all three Phases 27
(Honoraria funded by United Way)
Participants requiring childcare 13 (10 regular&3 when required)
Participants requiring transportation 17 (14 regular&3 when required)
Past participants (participants that took Learn &Go before) 5
Residents heard of the program through:
Recruiters 17
Flyers/Posters 5
Community Centres/Newsletters 6
Around the Block Newspaper 2
Word of mouth 17
Total residents that inquired about the program 47
Note: United Way funding of$1,500.00 was divided among the 27 participants and a small honoraria
was presented with their certificates for completing all three phases of Learn &Go.
STORIES OF PARTICIPANTS—WRITTEN BY SOCIAL WORK STUDENTS
Story# 1— Courtenay Bay/Waterloo Village Team (Hedge/Fence Project)
Where does your passion for community change come from?What is the motivation behind your
passion?
�uring their third Learn and Go meeting,two young women from the Courtenay Bay/Waterloo Village
area in Saint John, brainstormed ideas on how to accomplish their goal of building a fence or planting
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hedges along Crown St.to prevent children from running onto the road.They discussed, with their
mentor from Irving Oil,the many phone calls they had made and information they had collected since
their last meeting. I recognized the passion and dedication for change these two young women had and
wanted to know where that passion came from. One of the women believes that having her daughter,
now 21 months,was the realization she needed to begin focusing on the changes needed within her
neighborhood. Most importantly, she wants her daughter to grow up in a place that is safe and
respectable. Having her daughter pushed her to do more and that is exactly what she is doing. For the
other participant, her interest in the community came from her mom, who is also very involved within
the Courtenay Bay area. She explains that once she became involved she recognized the need for
increased safety measures for the children in her community.
Story#2— East Side Team (Anti-Bullying Project)
The project team member had been searching for an opportunity to become involved in her community
when she heard about the Learn and Go Program from a neighbour. She jumped at the chance to make
a positive change. Like many of our participants,the team member wanted to see changes and
improvements in her neighbourhood for her children and the many other children living in the area.
When she began having children that is when her desire for change started. She knew that she wanted
her children to live in an area free from bullying, so decided that Learn and Go would give her the
opportunity to develop an anti- bullying program within her area in the East Side of Saint John. She has
found that many people are excited about the idea of an anti-bullying program and has had great
support throughout the process.Throughout the Learn and Go Project, the team member states that
she has built confidence and that she is truly proud of all that she has accomplished so far. Way to go!
We wish you great success with your project!
Story#3— South End Team (Ashtrays in the South End area)
One of the team members explains that she heard of the Learn and Go Program from another member
who lives in her building. Her neighbour urged her to become involved in the program when she
expressed interest in making a change within her neighbourhood. She has always had a passion for
change and being involved and decided that Learn and Go could help introduce her to opportunities for
change within the South End area. Although the project has had its difficulties, she has been able to
recognize that she is very adaptable and is a strong agent for change. Learn and Go has allowed this
team member to identify strengths within herself and her community and she is committed to the goal
of beautifying the South End area. Great job Team South End!
A FEW COMMENTS FROM PARTICIPANTS:
Team Update Phone Call:
While receiving a very positive team update from one project team member recently where she had
received an abundance of funding and support she said "I LOVE LEARN AND GO!!!"
* * * * * * * * * * * * * * * * * * * * *
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The not%ard below was presented to the coordinator at the presentation:
Courtenay Bay Hedge Project!
"Raise one Save one"
Pat,
Thank you very much for providing us the knowledge that we have experienced in learn and go.
We had a blast and hope to take part in learn and go next year.
WHAT'S AFTER LEARN & GO ??
Participant Follow Up .. By Cassie MacDougall
__ ' �.��'��'�.
J �� �
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When speaking with a participant from the Old North End after the Learn and Go Presentation, she
described having a great experience throughout Learn and Go. Her project has been a success so far. She
and her partner have received funding to begin beautifying their areas on the North End and West Side.
The team member says she plans to recommend Learn and Go to anyone she knows who could benefit
from the experience. She appreciated the support she received from the Learn and Go Coordinator,
mentors, and peers. She believes that the great people involved in Learn and Go are what contribute to
the projects positivity on an individual and community level.
Area of possible improvement for the next Learn and Go: The team member explains that she did not
know the projects were leading to a final presentation to potential partners. She wishes she would have
been made more aware of the presentation and perhaps more prepared.
* * * * * * * * * * * *
A team member from the Courtenay Bay area has gained great success throughout her experience with
Learn and Go. Her team's project, a crosswalk, has been completed! She is now looking forward to using
the skills she expanded upon through Learn and Go in her new position as the chair person for the
Waterloo Tenant's Association.This team member's new found opportunity exemplifies the long lasting
achievement that Learn and Go offers for the participants involved.
* * * * * * * * * * * * *
When asked "What's next?" for the team member from the East Side team and from the South End
team,they were both planning on applying for the Power Up program to further work on their skills and
assets.They both want to continue being involved and continue on building their confidence and
passion for change.
* * * * * * * * * * * * *
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The Crescent Valley team has continued working together as they intend to see their project through to
completion. They have received positive support from the City of Saint John, and will be meeting with
MLA Trevor Holder following the Christmas holiday. Their mentors from Irving Oil have offered their
support to the team if needed despite the formal completion of Learn and Go. Team members
identified following through with changes to traffic calming measures in their community as their next
steps, and one participant also identified Power Up. Crescent Valley team members also stated they
would be likely to continue to be involved in community projects and identified Learn and Go as a
stepping stone to this.
Overall feedback about Learn and Go from the Crescent Valley Team: Participants from Crescent Valley
identified Learn and Go as a positive experience. Some admitted to feeling nervous at the beginning
however stated the icebreakers and workshops provided an opportunity to become comfortable in the
environment. Team members also identified their positive experience of working with a variety of
community stakeholders and credited Learn and Go for this opportunity.
* * * * * * * * * * * * *
Participants from the South End developed into a team of two committed women who also intend to
see their project through until the end. Learn and Go provided an opportunity to meet with Saint John
City officials who committed to placing ten ashtrays in the neighbourhood by the end of December. The
group intends to ensure this occurs and will also be presenting their project idea to community
members in January to generate more support. In addition to continuing with their Learn and Go
project, one woman will also begin Power Up in January.
Overall feedback about Learn and Go from the South End Team: One woman from this team stated she
believed Learn and Go provided an opportunity to meet people in her neighbourhood as she is a
relatively new resident in the area. These connections have also provided an opportunity to remain
involved in the community which she intends to do. Participants also identified the positive experience
they had working with the mentors and believed this to be an essential aspect of Learn and Go. Both
stated Learn and Go was very positive and they learned helpful skills from the workshops.
* * * * * * * * * * * * *
Although this project has temporarily been put on hold for the holidays,the team has continued to
pursue their goal of improving the playground at St. Pat's Elementary School. Following Learn and Go's
Presentation Night, the team met with the Hon. Dorothy Shephard, Minister of Healthy and Inclusive
Communities, and stated they received very helpful information and support from her. The project has
expanded and has been adopted by the St. Pat's Home and School Association. All of the Learn and Go
Team intend to stay involved and a specific committee will be developed in the New Year to continue
with the team's progress. Although these team members were involved in their communities prior to
Learn and Go,they stated they now have an increased interest to become more involved and identified
the Carleton Community Center and West Side PACT as areas of interest.
Overall feedback about Learn and Go from the West Side Team: The team identified the workshops as
helpful in the way that they provided useful and transferrable skills. Participants stated they would
recommend the program to others and also appreciate Learn and Go's ability to partner with other
community members. They stated this is an essential aspect of the program as these partnerships are
essential to achieve project goals. Some participants stated it may be more beneficial for Learn and Go
to be longer in duration, especially if more workshops were available.
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LEARN & GO BUDGET 2012
Budget Item Budget Actual Difference
Sa la ry $10,600.00 $10,600.00 $0.00
Coordinator
Transportation $400.00 $45.00 $355.00
Recruiters $1,000.00 $1,050 ($50.00)
Meeting space $750.00 $500.00 $250.00
Office Expenses $300.00 $340.08 ($40.08)
Printing brochures $400.00 $49.53 $350.47
Phone $200.00 $215.56 ($15.56)
Nutrition breaks $2,300.00 $827.26 $1,472.74
Travel $1,300.00 $525.00 $775.00
Childcare $1,850.00 $1,850.00 $0.00
Total $19,100.00 $16,002.43 $3,097.57
BUDGET SAVING STRATEGIES:
MEETING SPACE
• Information Sessions/Workshops: Jody Millet offered the use of the John Howard Society,44
Peters Street for the workshops. He said they do not charge non-profits rental fees but said a
donation would be welcomed. A key was provided for evening workshops along with a short
four digit access code for the alarm system.
• Presentation: Sharon Grozik of Non-Profit Housing offered the use of the Admiral Beatty, King
Steet,for the Presentation Night and Barry Freeze of Saint John Leisure Services supplied 20
additional chairs for seating.
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NUTRITION BREAKS
• August 30`" Information Sessions: A$50.00 gift card was donated by Superstore towards the
cost of the vegetable/fruit trays. Water (4 litre jugs were more cost efficient than individual
bottles), coffee and tea were also offered.
• September 24th—October 11th Workshops: A variety of nutritional food items were
bought/offered as much as possible rather than prepared food trays which were very expensive.
Whenever possible food items/fruit were bought on sale and items with a good shelf life so that
if any were left it could be carried forward and offered for more than one workshop.These cost
efficient strategies helped to stretch the nutrition break budget further.
• Morning Group Menu: cereal bars and yogurts,toast/bagels/english muffins with cream
cheese/butter/jam/ peanut butter. A different fruit was offered each day as well as water,
coffee or tea.
• Evening Group Menu: Each week sandwiches were offered for one evening, for the second
evening crackers and cheese was offered (a variety of boxed crackers and cheese blocks
"portioned" and placed on a large tray) and for the third evening pizza was offered (Big Daddy's
Pizza had the best price—2 party pizzas= 32 slices, for$32.11). During the last week of
workshops in addition to their usual menu the following food from the morning group was
carried into the evening and offered as well; bagels/bread/english muffins and butter/cream
cheese,jam and peanut butter. A different fruit was offered each evening as well as water,
coffee or tea.
• November 20`h Presentation: Cheese blocks "portioned" and boxed crackers were presented
on trays as well as two large fruit trays and a small vegetable tray. Coffee,tea and water were
offered as well.
PRINTING
• Brochures: Kevin Watson of Leisure Services, City of Saint John graciously offered to print our
brochures free of cost. A graphic artist, Ryan DeCourcey, donated his time to format the revised
brochure.
• Posters: A pdf file of the promotion poster was sent to Eastward Sales, 150 Union Street via
email which they printed off quite quickly and on short notice. The posters were printed in
B&W rather than color which drastically reduced cost.
• Agendas: The presentation agenda was also sent as a pdf file to Eastward Sales via email in the
morning and eighty double sided agendas were ready for pickup that afternoon. Because some
logos were in color the price was more costly for the agendas. When it was made known that
we were a non-profit organization the cost of$48.00 was reduced to $35.00 plus tax.
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APPENDIX
STAFF ROLES AND RESPONSIBILITIES
The Social Work Students:
� Helped with recruiting participants
� Helped to distribute posters, flyers and information
� Helped with set up and food/beverage preparation
� Prepared and facilitated most icebreakers
� Facilitated and compiled workshop evaluations
� Contacted media to help promote program
� Helped invite potential partners and make follow up phone calls to confirm
� Helped with time management
� Took notes and participated in workshops when it was beneficial
� Helped with clean up
� When able, provided the Coordinator with transportation and support
� Helped with preparation and clean up on presentation night
� Helped contact and interview participants for follow up afterwards
� Met with some team members and wrote brief stories
Coordinator's role:
Of the following list, relationship building is most significant.
Preparation/Housekeeping
� Attended all meetings with the steering committee (This was productive).
� Pulled out learnings from both 2008, 2009 and 2010 Learn &Go reports
� Updated Learn &Go overview for 2012
� Revised registration form
� Checked with workshop facilitators to make sure their needs were met
� Wrote all request and thank you letters as needed
� Wrote promotion stories for Around the Block and Community Newsletters
� Arranged for workshop facilitators
� Invited potential partners and made follow up emails/phone calls to confirm
� Designed Promotional Posters for Information Session and Program/Workshops
� Set up Facebook Page for Learn & Go Team Updates
� Checked out and booked workshop and Presentation locations
� The Coordinator was responsible for beverage and food for both the morning and evening groups.
� Recruited by meeting with ONE Change walking club
� Held information sessions with social work students at ONE Change &Saint John Learning Exchange.
� Contacted some past Learn and Go participants for potential 2012 participants.
� Attempted to include past participants to help with recruitment by dropping posters/flyers at
strategic locations/Community Centres and going door to door in priority neighbourhoods. School
newsletters/talk mail and word of mouth was found to be very effective.
� Contacted teams for updates and to see if they needed assistance or supplies
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� Kept attendance/childcare records and distributed bus tokens and childcare funds
� Delivered tokens/supplies to teams
� Emailed documents to UCSN for multiple copies
� Spent the first 5-15 minutes of each workshop going over housekeeping issues, motivating, and
clarify issues raised in the groups and to provide time for students to conduct ice-breakers.
� Participated in portions of workshops where beneficial
Recruitment
� Updated flyer and created a "early bird" poster which was distributed in August
� With help from committee members, community centers and recruiters posted posters in various
locations and on city transit buses
� With help from committee members, contacted schools and community centers to get the word
out to parents and residents
� Wrote promotional articles for"Around the Block" and community newsletters
� Participated in interviews, and contacted interviewees with the outcome
� Met with some groups to explain the program and distribute information, posters and brochures
� Contacted people who expressed an interest in Learn &Go.
� Attended community events
� Registered participants using a series of intake questions and gave an in-depth explanation of the
program
Transportation:
� Bus tokens were purchased to meet transportation needs of participants. They were provided to all
participants who expressed a need for transportation during Phase I, Phase II and Phase III.
Working with Projects
� Mentors were all employed with Irving Oil Limited, sixteen mentors in total. The social work
students sat in with some groups as well. Of the nine teams/ten projects, most had two mentors.
One team had three mentors (they were working on two projects rather than one) and one team
had one mentor but was always joined by a social work student.
� Shared contact information with participants so they could contact the Coordinator if they had any
concerns/questions
� Attended meetings at team's requests.
� Delivered bus tokens& presentation boards
� Helped secure meeting places for teams that had difficulty.
� Clarified issues and supplied information to teams/mentors/social students as needed.
Organizing Presentations
� Recruited potential partners for each project which is very time consuming
� Booked the Admiral Beatty and picked up key prior to presentation night
� Arranged with Leisure Services to have extra chairs on site
� Made calls and emails to confirm attendance with potential partners
� Helped develop an agenda for Presentation Night
� Arranged for door greeter for Presentation Night
� Arranged for snacks & refreshments
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� Helped with set up &clean up on Presentation Night
� Made certificates of achievement for participants and with UCSN staff, presented them to
participants along with small honorariums.The certificates listed three phases for those who
presented,two phases for those who worked on a presentation, and one phase for those who
attended more than 4 workshops and continued to express interest in working on a project.
Follow Up:
� Provided ongoing support to participants during all three phases.
� Hand delivered certificates to UCSN for participants who missed Presentation Night.
� Developed 2012 Learn & Go Report
� Updated and worked within the perimeters of the Learn & Go Budget.
� Developed a spread sheet to record petty cash expenses
� Reconnected with participants for project updates
Learn and Go Promotional flyers, scripts and stories: Pg. 24-26
"Learn and Go - Working for Change"
Would you like to make a change or improvement in your community?
..If your answer is "YES", this FREE program is for YOU!
Learn and Go begins September 24t" and offers skill building workshops designed to strengthen
leadership skills and develop residents' ideas for change in their neighbourhoods. The
workshops take place three mornings or evenings a week for three weeks, followed by work on
projects. Then each team will be given an opportunity to sell their idea/project to decision
makers.
Costs associated with childcare or transportation will be covered during workshops.
To register for this FREE program contact Pat Porter at 654-0942.
Learn &Go is funded by the Economic and Social Inclusion Network and sponsored by the Urban Core Support
Network and Vibrant Communities.
NOTE: The script above was used to promote the workshops with schools/newsletters/bulletin boards.
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..I� � �� fl�i r:>Y 1 ?k i.e'�'�.
� U �� c,
� �, _ � o 0
�;
���— -
Learn and Go — Working for Change
Are there any improvements or changes you would like to see in your neighbourhood? If
your answer is "yes" then Learn and Go might be just what you are looking for! Learn and Go
—Working for Change is designed to help residents strengthen leadership skills, develop ideas
for community initiatives and as a team, work towards achieving their goals. Learn &Go
workshops are scheduled to begin in September 24tn
To learn more about this exciting program please join us for an information session on
August 30t" at the John Howard Society, 44 Peter Street.There are two sessions to choose
from. Everyone is welcome so bring along a friend!
Morning: 10 am— 11:30 am
Evening: 6 pm —7:30 pm
If you need help with transportation to attend a session please call Pat at 654-0942
NOTE: The script above was used as a flyer to promote the Information Session and also (in smaller
form)as an information handout for recruiters.
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The story below was written by Patricia Porter- coordinator for Learn &Go and submitted
to Around the Block during 2012 Learn &Go Promotion:
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Small Projects Can Grow!
In 2009 our Learn & Go project was to have fencing installed around two hydro towers near our
neighbourhood playground. Our small team of four worked on the project together and with the
support of Learn &Go, our mentor Barry Freeze and working with our potential partner"Saint John
Energy"the two hydro towers were safely fenced in.
The success of our small project inspired a much bigger project; replacing our old playground with a
new state-of-the-art playground. With the joining of community and partners our small group grew
larger and our dream of a new playground became a reality. In October 2011 we celebrated the Grand
Opening of a beautiful new Anglin Drive Playground with our community and partners!
By Patricia Porter
26
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Learn & Go Pre-registration
Name:
Address:
Telephone:
Email:
Workshops take place over three weeks on Mondays,Tuesdays and Wednesdays, starting September
24`"at the John Howard Society, 44 Peter Street. Please tell us what time of day works best for you:
• Morning, 9:30 am—11:30 am: Yes No
• Evening, 6:00 pm—8:00 pm: Yes No
• Are you flexible with either time? Yes No
Do you have children? Yes No
What are your childcare needs to attend Learn &Go?
Will you need help with transportation to attend Learn &Go?
Is there anything that may prevent you from participating in the program? _
Thank you for your interest in the Learn&Go program and for taking the time to register with us.
27
89
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Learn and Go
Program Registration
Name:
Address:
Telephone: Email:
How did you find out about Learn and Go?
What interests you in Learn and Go?
How are you involved in your community?(school,church, programs,etc.)
What is a potential project in your neighbourhood that you are interested in?
Workshops take place over three weeks on Mondays,Tuesdays and Wednesdays,starting September 24`h at the
lohn Howard Society,44 Peters Street. Please tell us what time of day works best for you:
• Morning,9:30 am—11:30 am: Yes No
• Evening,6:00 pm—8:00 pm: Yes No
• Are you flexible with either time? Yes No
Do you have children? Yes No
If yes, how many children would require childcare?
Will you need help with transportation to attend?
Will you need help with transportation on the first day of workshops?
Snacks are provided during workshops. Do you have any special dietary needs?
28
90
Is there anything that may prevent you from participating in the program?
Are you okay with having your picture used in connection with Learn and Go? Yes No
What do you hope to gain from your experience with Learn &Go?
Do you have any thoughts on what you would like to do after Learn &Go? _
Is there anything else you would like to tell us about yourself such as skills or interests?
29
91
Learn &Go Workshops-Childcare/Transportation Workshop Number:
Support ("R" signifies Registered) 1 2 3 4 5 6 7 8 9
Name Childcare Tokens am/pm Received
1.
2.
3.
4.
5.
6.
For Reference Only: Additional numbers/rows would be added to a working form.
Learn and Go Workshop # Date:
Name Neighbourhood am/pm Please Sign Here
1.
2.
3.
4.
5.
6.
For Reference Only: Additional numbers/rows would be added to a working form.
30
92
Learn & Go Practice Run - Childcare Support November 13, 2012
Name Received
For Reference Only: Additional rows would be added to a working form.
Learn & Go Presentation - Childcare Support November 20, 2012
Name Received
For Reference Only: Additional rows would be added to a working form.
31
93
WORKSHOP EVALUATIONS
Representation of Shapes: Star=Super/Smiley Face=Good/Hammer=Needs Work/Lemon=Sucked
SESSION 1
Monday, September 24-Neighbourhood Priority& Introduction
Facilitator: Pat Porter
Star 21
Happy Face 5
Hammer 1
Noteworthy Comments:
➢ Awesome!
➢ Super! Loved it!
➢ "Learning is the best medicine".
************************************************************************
SESSION 2
Tuesday,September 25- Uncovering Your Strengths
Facilitators: Melanie Vautour&Judi Chisholm
Star 26
Happy Face 4
Noteworthy Comments:
➢ Love this!
➢ I like the things we do
➢ I really like this one.
➢ Really awesome.Thanks!
************************************************************************
SESSION 3
Wednesday, September 26th—Leadership 101
Facilitator: Betty MacDonald
Star 13
Happy Face 15
Lemon 1
Noteworthy comments:
➢ Great job! ➢ Informational ➢ Excellent
➢ Empowering ➢ Funny, Fun!
************************************************************************
SESSION 4
October 1,2012-Teamwork
Facilitator-Cindy Bishop
17 written evaluations
Noteworthy comments:
➢ Fun, eventful. (3)
➢ Fantastic!!! (five stars)
➢ Great day full of lots of great ideas.
➢ Very inquisitive.
➢ I learned a lot about being a team.
32
94
SESSION 5
Tuesday, October 2- Listen! It's Hard
Facilitator: Sue Davis,Claire Ashton, and Beth Gilbert
Star 9
HappyFace 2
Hammer 3
11 Written Evaluations
Noteworthy Comments:
➢ Another great day!
➢ Very informative,will be putting active listening to good use.
➢ Excellent& interesting.
➢ Very well prepared &explained.
************************************************************************
SESSION 6
Wednesday, October 3 - Moving Ideas Forward
Facilitators:Yan Guo& Monique St.Amand
Stars 5
Smiley faces 1
13 written evaluations
Noteworthy Comments:
➢ Fantastic.
➢ Excellent, hands on in our groups,very organized.
➢ It was great; lot of ideas on how to move my project and ideas forward.
➢ I really enjoyed it.Very interesting/helpful.
➢ It was very helpful in teaching me the steps in reaching my goals.
************************************************************************
SESSION 7
Tuesday, October 9—Working with Social Media
Facilitator: Michele Brideau
Star 11
HappyFace 4
12 Written evaluations
Noteworthy Comments:
➢ Interesting, well presented, explained clearly.
➢ Very effective, made me think about what I know.
➢ It was interesting and I learned valuable skills.
➢ I loved it. Everyone got to communicate and learn a lot about social media.
************************************************************************
SESSION 8
Wednesday, October 10—Pitching Your ldeas
Facilitators: Kathy Harris,Julianne deSoto, Cindy Millett
Stars 20
Happy Face 1
12 Written Evaluations
Noteworthy Comments:
➢ Excellent! ➢ Well done!
➢ Very helpful
➢ Awesome! A little scary.
33
95
SESSION 9
Thursday,October 11, 2012-Matching Mentors and Projects
Facilitator- Pat Porter
37 Written Evaluations
Noteworthy Comments:
➢ I thought it was very effective/helpful.
➢ Awesome, interactive,fun.
➢ Very interesting! It makes me want to go out right now and get started.
➢ It was fun and enjoyed working in groups and with mentors.
➢ It was very interesting and inspiring. Excellent!
Noteworthy Comments(Mentors):
➢ Well organized, participants very engaged, great team effort.
➢ Nice to see how passionate everyone was, presentations.
➢ Well structured.
➢ Excellent. Everyone was really engaged & passionate about their projects
➢ Great. I think this program teaches people how to get what they want through
a good process.
96 34
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AGENDA
INFORMATION SESSION
Welcome Brenda Murphy
What is Learn & Go? Pat Porter
Past Projects
a. Garbage cans Tammy Garnett/Gayle Buckley
b. Hydro Tower Kelly Ann Kelly
c. Crosswalk Carolyn MacLellan
d. Bus stop Penni Eisenhauer
New Neighbourhood projects
Next steps & questions Pat Porter
Wrap up Brenda Murphy
Note: This agenda was used for the evening session as well(6 pm—8 pmJ
97 35
LEARN AND GO: WORKING FOR CHANGE
What's Your Neighbourhood Priority
September 24, 2012
Agenda
9:30-11:30am
9:30 Welcome - Cathy
Overview of Learn & Go - Pat
Getting to Know Each Other—Cassie, Olivia and Samara
Neighbourhood Priorities - Pat
- Crescent Valley—Anne
- Anglin Drive—Amanda
- Old North End —Scott
- East Saint John —Scott
- Waterloo Village — Linda
- Courtney Bay—Carolyn
- South End — Mary
- Lower West Side—Jil)
10:30 BREAK
10:45 Thinking about projects- Pat
Meet in small groups by Neighbourhoods
11:20 Questions and Wrap-Up - Pat
Evaluation —Cassie, Olivia and Samara
Note: This agenda was used for the evening session as well(6 pm—8 pm)
gg 36
LEARN AND GO: WORKING FOR CHANGE
What's Your Neighbourhood Priority
October 11, 2012
Agenda
9:30-11:30am
9:30 Welcome and Purpose - Pat
Icebreaker
Neighbourhood Project Teams—Cathy
- Introducing project to mentors
- Discuss assets
- Identify possible obstacles and solutions
Report back from each neighbourhood team
10:30 BREAK
10:45 Neighbourhood Project Teams
Making Plans
- What, who and how
Any questions
11:20 Wrap-Up and reminder of key dates- Pat
Evaluation
Note: This agenda was used for the evening session as well(6 pm—8 pmJ
gg 37
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n alld Go working for C
r a
November 20th, 2012
5:30 Refreshments
6:00 Welcome— Pat Porter
6:10 Presentations from participants—Olivia Newcomb, Cassie MacDougall & Samara
Carvell
1. Anglin Drive (Fundraising for Basketball Court)
2. Courtenay Bay (Hedge/Fence)
3. Courtenay Bay (Crosswalk)
4. Crescent Valley (Cross Walk/Speed Reduction)
5. East Side (Anti-bullying Program)
6. North End/West Side (Revitalization Projects)
7. Old North End (Crosswalk)
8. South End (Ashtrays)
9. West Side (Improvement of St. Patrick's School Playground)
7:00 Discussion Tables with projects and potential partners
7:30 Each project shares one next step —Cathy Wright
Congratulations and presentation of certificates — Pat Porter & Brenda Murphy
7:55 Thank you and Closing remarks— Brenda Murphy
100 38
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Facilitators
Melanie Vautour
Judi Chisholm
Betty MacDonald
Cindy Bishop
Sue Davis
Claire Ashton
Beth Gilbert
Yan Guo
Monique St. Amand
Michele Brideau
Kathy Harris
Julianne deSoto
Cindy Millet
Mentors
Gayle Buckley
Carolyn Prebble
Julie Milton
Diane Mallais
Vicki Woods
Theresa Guay
Shelly Keddy
Andrea Melanson
Sandra McCready
Wanda Wilson
Kristine Ward
Yan Guo
Cori Moore-McDade
Chad Foster
Julianne deSoto
Vicki March
Potential Partners
City of Saint John Leisure Services, Community Policing &Traffic,
Province of New Brunswick, Schools, Churches,
Community Agencies, Neighbourhood groups and Local and Provincial elected officials
Urban Core EnSeT ble}��pawret� � ,� �A { �f1 1_
pour�aincre --s
Support Network f)Y0"perve�[y 1�+�LrL�L� ~� �U 1M1�i U AV d�1 j li S
101 39
TEAMS PROJECTS MENTORS POTENTIAL PARTNERS
ANGLIN DRIVE: PROJECT: MENTOR: POTENTIAL PARTNERS:
Julie Fundraising for Anglin Drive Carolyn Prebble Minister Trevor Holder
Sara Basketball Court Barry Freeze
Shalen SOCIAL WORK STUDENT: Brian Marks
Olivia Newcomb Debbie McLeod
CRESCENT VALLEY: PROJECT: MENTORS: POTENTIAL PARTNERS:
Sandra Crosswalk/Speed Reduction Julie Milton Minister Trevor Holder
Susan on MacLaren Blvd. Diane Mallais Tim O�Reilly
Rosie Jennifer Carhart
Wendy Brian Marks
Debbie McLeod
Anne Driscoll
Juanita Black
Cst.Don Metcalf
Councillor John
MacKenzie
NORTH END/WEST SIDE: PROJECT: MENTORS: POTENTIAL PARTNERS:
Andrea Revitalization Projects for Vicki Woods Minister Trevor Holder
Robin Lorne School&West Side Theresa Guay Scott Crawford
Hockey Rink Shelly Keddy Chuck Edison
Sue Anne Mackin
COURTENAY BAY TEAM: PROJECT: MENTOR: POTENTIAL PARTNERS:
Brittnee Hedge on Crown Street Andrea Melanson Brian Marks
Shelley Debbie MacLeod
SOCIAL WORK STUDENT: Tim 0'Reilly
Cassie MacDougall Dan Weber
Councillor ponnie Snook
OLD NORTH END TEAM: PROJECT: MENTORS: POTENTIAL PARTNERS:
Louise Councillor John McKenzie
loanne Crosswalk on Main Street Gayle Buckley Tim O�Reilly
Susan SandraMcCready MinisterTrevorHolder
Hexiang(Sara) Pastor John
Liping Knight/Baptist Church
Scott Crawford
WEST SIDE TEAM: PROJECT: MENTOR: POTENTIAL PARTNERS:
Katelyn Improvement of St. Patrick's Wanda Wilson Mike Wilson
lennifer School Playground Barry Freeze
Steven SOCIAL WORK STUDENT: Fred Fuller
Samara Carvell Chuck Edison
Rhoda Coston
Krista Turnbull
SOUTH END TEAM: PROJECT: MENTORS: POTENTIAL PARTNERS:
loan Ashtrays on Poles Julianne deSoto Kevin Carson
Sara Vicki March Mary LeSage
Sandra Carl Trickey
COURTENAY BAY TEAM: PROJECT: MENTORS: POTENTIAL PARTNERS:
Lisa Crosswalk on Brunswick Chad Foster Tim 0'Rielly
Beatrice Drive Cori Moore-McDade Debbie MacLeod
Kathy Brian Marks
Lena Dan Weber
Carolyn
Donna
EAST SIDE TEAM: PROJECT: MENTORS: POTENTIAL PARTNERS:
Deanna Anti-bullying Program Kristine Ward Janet Towers
Yan Guo June Breau-Nason
Paul Hickey
Sandra Harrington
102 40
Certificate presented to participants November20, 2012
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��} ' Learn&Go: Working for Change 2012 ���
F'�ia?� A tliree-phased program designed ro strengthen existing community leaders and create new ones.
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�;� I Phase I Workshops Phase[[: Phase III: j
i`t� Y What�s Your Neighbourhood Priority Working on a Prescn[uig[o �,
i Unco��ering Your S[rengths Communih�Projcct Potential PaRners �
� i Lcadcrship 101
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��� � Listen!It�s Hard! �
I#'� i- Moving Ideas Fonrard j
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� I i Pitching 1''our[dcas �I�"-�
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Below is a link to the Learn and Go-Working for Change facebook page. The purpose of
this page was to raise more public awareness and to post updates and success of project
teams. You can check visit the page by googling the link below or by typing"Learn&Go"
into facebook's search engine.
Learn and Go Workinq for Chanqe I Facebook
103 41
The City of Saint]ohn
February 7, 2013
Deputy Mayar Shelley Rinehart and
Members of Common Council
Deputy Mayor and Councillors:
SUBJECT: NBL All Star Weekend
I would like to move that any funds received by the City of Saint John from the Department of
Economic Development in support of the Saint John Mill Rats All Star Weekend be received into
general revenue and that the City of Saint John pay an amount equal to that received from the
Department of Economic Development to the Saint John Mill Rats in support of the All Star Weekend.
Respectfully,
''�JG' t
Mayor Mel Norton
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SAIIrI`F JdHN P.�.Box 1971 Saint John,NB Canada E2L 4L1 I wvwv,saintjohn.ca I C.P. 1971 Saint John,fV.-B. Canada E2L 4L�
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104
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February 12, 2013
The fit��of Saint)ohn
His Worship Mayor Mel Norton
and Members of Common Council
Your Worship and Members of Council:
SUBJECT: Engineering Services- Fairville Boulevard Watermain Renewal
BACKGROUND
The approved 2013 Utility Fund Capital Program - Water category includes a project for the
renewal of approximately 720 metres of 300 mm cast iron watenmain between Catherwood
Street and Civic#885 (Sobeys).
A Request for Proposal (RFP) was advertised to engage an Engineering firm to carry out the
following services for the above noted proj ect:
♦ Part A—Site Survey, Preliminary Investigation and Data Collection
♦ Part B —Preliminary Design, Cost Estimates and Design Report
♦ Part C—Public Consultarion
♦ Part D—Detailed Design
♦ Part E — Tender Period Services, Materiats Testing & Inspection, Redbook Notes
and Record Drawings
♦ Part F—Construction Management
PURPOSE
The purpose of this report is to make a recommendation for consulting engineering services for
this project.
ANALYSIS
With a comprehensive ternzs of reference document developed by staff, a public call for
proposals was made for consulting engineering services. Submissions were received from ten
consulting engineering companies.
105 �—
M&C2013-22
February 12, 2013
Page 2
A Review Comrnittee of staff was selected to complete an analysis of all aspects of the
submissions:
♦ Brian Keenan,P.Eng.
Engineering Manager, Municipal Engineering
♦ David Russell, P.Eng.
Municipal Engineer,Municipal Engineering
♦ Michael Baker,P.Eng.
Municipal Engineer, Municipal Engineering
♦ Jody Stringer-Webb, P.Eng.
Manager of Water and Sanitary Systems, Saint John Water
♦ Cindy Calvin, C.P.P.B.
Acting Manager of Materials Management
Each member completed an independent review of the submissions, and a joint discussion was
held to develop the final ranking of submissions. The Review Committee came to a conclusion
on their recommendarion,which follows later in the report.
The evatuation process uses the expertise of a variety of staff from Purchasing, Engineering, and
Operations to ensure a thorough review of the various submissions. The work contemplated is
very significant and vital to the City's drinking water system. Care must be taken to ensure that
the necessary level o£effort and expertise is being directed to the various tasks involved in the
work, while still ensuring that costs to be incurred are appropriate and controllable. It is for these
reasons that cost, although very important, cannot be the sole nor rnost critical deciding factor in
making the selection of a consulting engineering firm.
Proposals were received from ten firms:
• Brunswick Engineering& Consulting Inc., Saint John,NB
� CBCL Limited, Saint John,NB
♦ Crandall Engineering Ltd., Saint John,NB
• Dillon Consulting Limited, Saint John, NB
• exp Services Inc., Saint John, NB
• Hatch Mott MacDonald Group, Inc., Rothesay, NB
� GEMTEC Linnited, Saint John,NB
• GENIVAR Inc., Saint John,NB
• Opus International Consultants (Canada} Limited, Fredericton,NB
� Roche Atlantic Ltd., Consulting Group,Dieppe,NB
106
M&C2013 -22
February 12, 2013
Page 3
As previously stated, the proposals were reviewed on the basis of the comprehensive and
deta.iled ternns of reference and their relationship to the following criteria:
1. Quality and Completeness — Does the proposal address all of the needs raised? Is the
proposal presented in an organized and professional manner?
2. Consultant's Experience—Has the consultant demonstrated a level of expertise with the
requirements of this project?
3. Experience of Employees/Sub-consultants—Has the consultant demonstrated a level of
expertise for the employees of the company and sub consultants listed.
4. Methodology — Does the approach to the project outlined in the proposal address, in a
realistic sense, attainable goals and is it in keeping with the City's expectations for the
project?
5. Value Added — What additional information, technology, process or options has the
consultant included in his proposal? Is there value added to the consultant's response for
this additional information.
6. Cost—Is the price quoted in line with the City's estimate for the work and has it allowed
for each aspect of the project to be adequately addressed?
After careful, independent consideration of presentation, company experience, personnel and
technical proposal, the Review Committee met to analyze the findings of each member. After
completion of the "technical" evaluation, the financial proposals were opened and addressed.
These had been submitted in separate, sealed envelopes.
After due consideration the Review Committee selected the submission of CBCL Limited as the
best proposal based on an overall rating of the evaluation criteria - presentation, company
experience,personnel, technical proposal and cost.
The submission from CBCL Limited met all of the requirements of the proposal call, in a manner
acceptable to the committee,with a cost-effective bid for the project.
FINANCIAL IMPLICATIONS
The proposed cost of work from CBCL Limited to provide engineering design and construction
services for this project is $137,292 including the City's eligible HST rebate. This cost is based
on an estimated 10 week construction management period. An amount of$715,000 is included
in the 2013 Utility Fund Capital Program - Water Category for engineering design, construction
management, and construction for this project.
107
M &C2013 -22
February 12, 2413
Page 4
Engineering fees to cover the costs of design and construction management generally do not
exceed 15-20% of the total overall project cost, depending on the nature of the project and the
engineering services required. This upset fee is approximately 19.2% of the tota] overall project
cost, which is considered appropriate for this type of work.
POLICY—ENGAGEMENT OF ENGINEERING CONSULTANTS
Tlie costs incurred by the consultant will be paid in accordance with the terms of the Request For
Proposal at the rates submitted and accepted in the consultants proposal not to exceed the
Recommended Minimum Hourly Rates as contained in The Association of Consulting
Engineering Companies — New Brunswick fee guideline. The Construction Management
component of this project fee is based on an estimated 10 week construction period. The final fee
will be calculated based on the actual construction management period.
RECOMMENDATION
It is recommended that the proposal from CBCL Limited for engineering design and construction
management services for the Fairville Boulevard Watermain Renewal project be accepted and
that the Mayor and Common Clerk be authorized to execute the appropriate documentation in
that regard.
Respectfully submitted,
��� ��� ��
David Russell, P.Eng. Brian Keenan, P.Eng.
Municipal Engineer Engineering Manager
�yL%��`'�� �-�� �
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Wm Edwards, P.Eng. trick Woods, CGA
Commissioner City Manager
Transportation & Environment
108
REPORT TO COMMON COUNCIL
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M & C—2013-23
18 February 2013
His Worship Mel Norton
and Members of Common Council
Your Worship and Councillors:
SUBJECT: Ice Machine Replacement
BACKGROUND:
The City of Saint John directly operates four municipal arenas and each arena has
an Ice Machine for flooding and ice maintenance. A spare is kept at Rothesay
Avenue as a back-up in case of breakdowns. These machines are past their
effective service life and require replacement.
At this time, Fleet Services are recommending the replacement of two machines
which have the highest ORP (optimum replacement analysis) number and which
were approved by Common Council within the 2012 Fleet Replacement Program.
By replacing these two machines the City of Saint John will be able to provide
good quality ice on a consistent basis and avoid any service interruptions due to
equipment breakdown. In addition these purchases include new ice machine
warranties which will significantly reduce annual maintenance costs for at least
the first three years of operation.
INPUT FROM OTHER SOURCES —MATERIALS MANAGEMENT
A public tender call was issued on December 6,2012 and closed on January 9,2013.
Two companies responded to the tender call by submitting bids. The results are as
follows (excluding HST):
COMPANY NAME TENDER PRICE*
Resurfice Corp. (Elmira, On.) $85,500
Saunders E ui ment Ltd. (Fredericton,NB) $90,500
*Exclusive of HST
109
M&C 2013-23 2
Ice Machine Replacement
February 13,2013
INPUT FROM OTHER SOURCES CONT'D...
Staff of Materials Management, Fleet Management and Parks & Public Spaces
(Leisure Services) have reviewed the tenders and have found them to be complete
and formal in every regard. Staff believes that the low tenderer has the necessary
resources and expertise to fulfill this acquisition,and recommend acceptance of their
tender.
The above process is in accordance with the City's Procurement Policy and
Materials Management support the recommendation being put forth.
FINANCIAL IMPLICATIONS:
If awarded as recommended, the cost to purchase two (2) new ice machines will
be $171,000 plus HST.
This is a planned and pre-approved expenditure for which funds have been
allocated in the Fleet Management Department's reserve fund.
RECOMMENDATION:
It is recommended that the tender for the supply of two (2) ice machines be
awarded to Resurfice Corp. at a price of$85,500 plus HST per machine, for a
total amount of$171,000 plus HST.
Respectfully submitted,
�
Michael Hugenholtz, P.Eng.
Deputy Commissioner,
Transportation and Environmental Services
i'!/
Wm. Edwards, P.Eng. Patrick Woods, CGA
Commissioner, City Manager
Transportation & Environmental Services
110
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M&C 2013-21 r��° '=�� i
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February 6, 2013 '�": �'�� ' s"
The Cit}�of Saint John
His Worship Mayor Norton
And Members of Common Council:
Your Worship and Councillors:
SUB.TECT: ONE Change Inc. Proposal — C.E. Nicolle Community Centre
Management & Operations
BACKGROUND:
On November 14, 2011 the ONE Change Inc. presented a proposal or `expression
of interest' to assume the management and operations of the C.E. Nicolle
Community Centre (formerly named the North End Community Centre) to Common
Council.
Common Council directed staff to review the proposal as outlined in the submitted
report entitled C.E. Nicolle Community Centre Management & Operations ONE
Change Proposal, and bring back to Council a report with analysis, costs and
recommendation.
City staff held regular meetings with the ONE Change Inc. negotiating important
details such as the best timing for the ONE Change to assume responsibility of
operations, clarification of financial matters, accountability framework, and details
regarding the roles and responsibilities of the City of Saint John and the ONE
Change.
Input by staff from the Finance Department, Legal Department, Risk Management,
and Facility Management was provided.
Staff has completed the review and is providing this report with an attached
agreement for Common Council's consideration (Appendix A).
ANALYSIS:
Context:
City staff is supportive of the ONE Change proposal to manage and operate the
C.E. Nicolle Community Centre. This proposal embraces the principles of
Community Development at the highest level of community engagement within a
neighbourhood. This level of engagement empowers the community to lead, and
111
M&C 2013-21 2
ON�Change Proposal—C.E.Nicolle Community Centre
February 6,2013
direct actions and strategies designed to meet the needs and goals of their
neighbourhood.
By the ONE Change assuming this leadership role of managing, supervising and
programming of the C.E. Nicolle Community Centre, a strong and effective "grass
roots" community engagement is achieved.
The "PLAY SJ" Recreation and Parks Strategic Draft Plan supports this approach of
community engagement and development in the manner by which the City of Saint
John moves from the role of"direct program service provider" to one of
"community development and facilitation". The community taking ownership and
responsibility of neighbourhood parks, playgrounds and facilities; in this case the
management and supervision of the Community Centre; embraces the theme of
community development that is to be presented through PLAYSJ. This approach
also supports the vision of creating more complete neighbourhoods and
communities as presented in the new PLANSJ Municipal Plan.
Advantages / Disadvanta_qes:
City staff recognizes the advantages of the ONE Change Inc. assuming the
responsibility of the C.E. Nicolle Community Centre. One advantage is the ability
and proven track record of ONE Change, as a community based non-profit
organization to leverage resources by engaging and networking with other
community stakeholders (Neighbours Working Together), volunteers, and financial
resources through federal and provincial grants that support community programs
and initiatives.
Grass roots organizations such as the ONE Change rely heavily on volunteers and a
small number of key people which can be a challenge when it comes to
sustainability. This is in contrast to other service organizations (i.e. YMCA, Boys
and Girls Club) that the City has contracts with to provide programs and services to
the community. These organizations typically have greater depth and resources to
draw on. Although the ONE Change has strong leadership and a high level of
engagement, there is always the risk this organization could stumble due to loss of
key supports or volunteer burnout. It will be important for the Recreation
Programming and Community Deve%pmentservices to maintain the resources and
depth needed to provide adequate support to these groups to promote
sustainability.
Contract Terms - General
The proposed agreement and related schedules deal both with occupancy issues as
well as expectations for service provision. Issues relating to occupancy include
responsibility for building maintenance, cleanliness standards, and insurance
requirements, etc. Also clearly articulated are the City of Saint John's expectations
for service delivery such as hours of operation, number and variety of programs
offered, quality standards, accountability and communication requirements.
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M&C 2013-21 3
ONE Change Proposal—C.E.Nicolle Community Centre
February 6,2013
By clearly defining roles and responsibilities for both parties it greatly reduces the
potential for disputes and ultimately results in a higher level of service for the
community. It also serves to protect the taxpayer's interest and ensure value for
money.
Other Considerations
One major factor for consideration during this process is the timing of the capital
project work that the City is undertaking at this Community Centre. The C.E.
Nicolle Community Centre will be closed for a period of six to eight months to
complete major exterior work for phase 1 of the restoration project which started
back in October of 2012. The recent capital budget for 2013 also included funding
for the next phase of work.
Taking into consideration the magnitude and length of time to complete this facility
capital project it was agreed by the ONE Change and City staff that the appropriate
time for the ONE Change to assume operations of the Community Centre is June 1,
2013.
FINANCIAL IMPLICATIONS:
The ability of the ONE Change to manage and operate the C.E. Nicolle Community
Centre is dependent on sustainable financial support and commitment by the City
of Saint John.
ONE Change Inc. proposal includes a budget of $184,194 to manage and operate
the C.E. Nicolle Community Centre. The ONE Change is committed to securing
funds from other sources in the amount of $26,000. The ONE Change's request
from the City's operating budget is a total of $158,194 per annum.
Staff calculates a budget of $98,924 can be allocated to the ONE Change to
operate the C.E. Nicolle Community Centre excluding costs for electricity, water,
property taxes and other building maintenance that the city would continue to pay.
Staff has calculated an additional $59,270 per annum is required in order to
proceed with the ONE Change Inc. assuming the operation and management of
the C.E. Nicolle Community Centre. For 2013 this equals a total of an additional
$30,000 which Common Council has already approved throuah the operating
budget process. An additional increase of approximately �30,000 in the 2014
budget process will also be necessary to fully fund the ONE Change operation.
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M&C 2013-21 4
ONE Change Proposal—C.E.Nicolle Community Centre
February 6,2013
RECOMMENDATIONS:
Staff recognizes that the ONE Change's proposal presents a siqnificant increase in
the level of service at the C.E. Nicolle Community Centre, which subsequently will
require an increase level of budget support.
It is recommended that:
1) Common Council accept the ONE Change Proposal under the terms of the
attached agreement to operate the C.E. Nicolle Community Centre; and
2) Common Council approve the additional budget needed in 2014 as outlined
in this report in principle and refer this to the 2014 operating budget;
3) The City Solicitor be directed to prepare all necessary documents outlining
the terms and conditions for a new agreement; and
4) That the Mayor and Common Clerk be authorized to sign any required
contract documents.
Respectfully submitted,
Kevin Watson,
Manager, Neighbourhood Improvement & Recreation Programming
i��
Michael Hugenholtz, . ng.
Deputy Commissioner,
Parks & Public Spaces
. �l .,_,�
J. trick Woods, CGA
G Manager
KW
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THIS SERVICE AGREEMENT (the "Agreement") made in duplicate this
day of (the "Effective Date").
BETWEEN:
THE CITY OF SAINT JOHN, having its offices at the
City Hall Building at 15 Market Square, Saint John,
New Brunswick, a body corporate by Royal Charter,
confirmed and amended by Acts of the Legislative
Assembly of the Province of New Brunswick,
hereinafter called the "City",
OF THE FIRST PART,
-and -
THE ONE CHANGE INC, a company incorporated
under the laws of the Province of New Brunswick,
having its registered office in the City of Saint John,
and Province of New Brunswick, hereinafter called the
"ONE Change",
OF THE SECOND PART,
WHEREAS the City is the owner of a parcel of land bearing PID 375980 located
at 195 Victoria Street in the City of Saint John and Province of New Brunswick (the
"Lands");
AND WHEREAS located on the Lands is a building known as the C.E. Nicolle
Community Centre, formerly the North End Community Centre (the "Centre");
AND WHEREAS the ONE Change submitted to the City a Proposal dated March
15, 2011, which is attached as Schedule 1 hereto, for the management and operation of
the Centre;
AND WHEREAS the Common Council of the City, at its meeting held on
resolved to enter into a 2 year agreement with the ONE
Change for the management and operation of the Centre, commencing June 1, 2013;
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NOW THEREFORE THIS AGREEMENT WITNESSES that in consideration of
the mutual covenants and agreements hereinafter contained and other good and
valuable consideration, the receipt and sufficiency of which are hereby acknowledged,
the Parties covenant and agree as follows:
1.0 INTERPRETATION AND GENERAL PROVISIONS
1.1 Defined Terms
When used in this Agreement, the following words or expressions have the
following meanings:
1. "Agreement" means this Agreement and afl accompanying
Schedules and includes any and every instrument supplemental
and ancillary thereto;
2. "Applicable Laws" mean all applicable requirements, laws,
statutes, codes, acts, ordinances, orders, decrees, injunctions, by-
laws, rules, regulations, official plans, permits, licences,
authorisations, directions, and agreements with all Authorities that
now or at any time hereafter may be applicable to either this
Agreement or the terms and conditions or any part of them set out
in this Agreement;
3. "Authority" means any government authority, agency, body or
department, whether federal, provincial or municipal, having or
claiming jurisdiction over this Agreement; and "Authorities" means
all such authorities, agencies, bodies and departments;
4. "Business Day" means a day other than a Saturday, Sunday or
statutory holiday under the �aws of Canada or the Province of New
Brunswick or a civic holiday proclaimed by the City;
5. "Centre" means the C.E. Nicolle Community Centre located at
195 Victoria Street, in the City of Saint John, and Province of New
Brunswick, and forms part of PID number 00375980;
6. "Change in Law" means the coming into effect or repeal (without
re-enactment or consolidation) in New Brunswick of any Applicable
Laws, or any amendment or variation of any Applicable Laws,
including any judgment of a relevant court of law, board, arbitrator
or administrative tribunal, which changes binding precedents in
New Brunswick in each case affer the date of this Agreement;
7. "City Address" means 15 Market Square, City Hall, Saint John,
New Brunswick, E2L 4L1;
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8. "City Manager" means the city manager of the City appointed by
resolution of Common Council, or his designate;
9. "Common Council" means the elected officials of the City;
10. "Dispute" means any dispute, controversy, disagreement or failure
to agree arising out of, in connection with, or relating to the
interpretation, performance or application of the Agreement;
11. "Dispute Resolution Process" has the meaning ascribed thereto
in Schedule 4;
12. "Facility Management" means the Facility Management Division
of the City;
13. "Force Majeure Event" means the occurrence after the date of
this Agreement of any circumstance, occurrence or event beyond
the reasonable control of a Party to this Agreement to the extent
such cannot be prevented or mitigated by the affected Party,
including, without limitation, any of the following:
(i) civil war, armed conflict, warlike operation or
terrorism, acts of foreign enemies, hostilities,
invasion, rebellion, military or usurped power;
(ii) nuclear or radioactive contamination at the Centre;
(iii) chemical or biological contamination at the Centre
from any event referred to in items (A) or (B) of this
definition;
(iv) epidemics or pandemics in New Brunswick, if such
epidemics or pandemics have formally been declared
to exist by the World Health Organization or the Chief
Medical Officer of Health of the Province which have
a direct effect on the supply or transportation of
goods, services or materials at the Centre; or
(v) a Change in Law;
which directly causes a Party to be unable to comply with or
perForm all or a material part of its obligations under this
Agreement, despite the reasonable efforts of the Party claiming
Force Majeure to prevent its occurrence or mitigate its effects;
provided always that such circumstances, occurrence or event
does not arise by reason of:
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(i) the negligence or any misconduct of the Party
claiming Force Majeure;
(ii) any act or omission of the Party claiming Force
Majeure in breach of the provisions of this Agreement;
or
(iii) the lack or insufficiency of funds or failure to make
payment of monies or provide required security.
14. "Lorne Middle School" means the Lorne Middle School which is
part of the Anglophone South School District and is located at 90
Newman Street, in the City of Saint John, and Province of New
Brunswick;
15. "Neighbourhood Improvement Division" means the City's
Neighbourhood Improvement Support Services;
16. "ONE Change Address" means 223 Victoria Street, Saint John,
New Brunswick, E2K 1 L9;
17. "ONE Change Representative" means a person designated by
the ONE Change Board of Directors with duly vested authority to
act on behalf of the ONE Change;
18. "Party" individually means the City or the ONE Change and
"Parties" means the City and the ONE Change;
19. "Person" if the context allows, includes any individual, person,
firm, partnership, agency, board, statutory commission, commission
or corporation or any combination thereof;
20. "Programs" means the administration of any recreational, social or
child care programs based on the needs of the general public,
including but not limited to, after school programs, breakfast and
lunch programs, day-care and summer camps, and senior citizens
fitness classes, community seniors club, teen leadership programs,
evening community gym activities, dance instruction and special
community rentals (e.g. baby showers and birthday parties);
21. "Proposal" means the proposal submitted by the ONE Change
dated March 15, 2011, in the form attached as Schedule "1";
22. "Schedules" means the following schedules attached to and
forming an integral part of this Agreement:
a. Schedule "1" — C.E. Nicolle Community Centre.
Community Centre Management & Operations. ONE
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Change Proposal dated March 15, 2011(updated
June 23, 2011);
b. Schedule "2" — Recreation and Program Services
Specifications;
c. Schedule "3" — C.E. Nicolle Community Centre:
Limited Facility Operations and Maintenance
Specification;
d. Schedule "4" — Dispute Resolution Process;
23. "Services" mean those services as set out in this Agreement and
the Proposal and any additional services agreed between the
Parties in writing and as set forth in this Agreement; and
24. "Term" means the term of this Agreement as set out in Section
2.1;
1.2 No Indemnities from the City
1.2.1 Notwithstanding anything else in this Agreement, any express or implied
reference to the City providing an indemnity or incurring any other form of
indebtedness or contingent liability that would directly or indirectly increase the
indebtedness or contingent liabilities of the City, shall be void and of no legal
effect.
1.3 Entire Agreement
1.3.1 This Agreement, including the Schedules, constitutes the entire agreement
between the Parties and supersedes all prior agreements, communications,
understandings, negotiations and discussions, whether oral or written, express or
implied, of the Parties with respect to the subject matter hereof. There are no
covenants, representations, warranties, agreements or conditions expressed or
implied, collateral or otherwise forming part of or in any way affecting or relating
to this Agreement except as expressed herein.
1.3.2 The Parties agree that in entering into this Agreement, they have not relied upon
any oral or written agreements, representations, warranties, promises,
information, or understandings, express or implied, not specifically set forth in
this Agreement.
1.4 Severability
1.4.1 If any term or condition of this Agreement, or the application thereof to the
Parties or to any Persons or circumstances, is to any extent invalid or
unenforceable, the remainder of this Agreement, and the application of such term
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or condition to the Parties, Persons or circumstances other than those to which it
is held invalid or unenforceable, shall not be affected thereby.
1.5 Priority of Documents
1.5.1 In the event of a conflict or inconsistency between any provisions in this
Agreement and the Schedules, the main body of this Agreement shall govern
over the Schedules.
1.6 Headings and Grammatical Variations
1.6.1 The division of this Agreement into sections and paragraphs and the insertion of
headings are for convenience of reference only, and shall not affect the
construction or interpretation of this Agreement.
1.6.2 In this Agreement, grammatical variations of any defined terms shall, unless the
context otherwise requires, have similar meanings to such defined terms, words
denoting the singular include the plural and vice versa, and words denoting any
gender include all genders.
1.7 Notices
1.7.1 Notices shall be in writing and shall be delivered by courier or personal delivery
and shall be addressed to, in the case of service upon the City, the City Address
to the attention of the Common Clerk of the City or, in the case of service upon
the ONE Change, to the ONE Change Address to the attention of the ONE
Change Representative.
1.7.2 Notices shall be deemed to have been given in the case of courier or personal
delivery, one (1) Business Day after such notice is received by the other Party. In
the event of a courier disruption, notices must be given by persona� delivery.
Unless the Parties expressly agree in writing to additional methods of notice,
notices may only be provided by the methods contemplated in this paragraph.
1.8 Governing Law
1.8.1 This Agreement shall be governed by and construed in accordance with the laws
of the Province of New Brunswick and all applicable federal laws of Canada.
1.9 Applicable Laws
1.9.1 The Parties shall comply with Applicable Laws or Change in Laws which are or
become in force during the performance of the Services and which relate to the
Services, notwithstanding the Applicable Laws or Change in Laws shall not apply
retroactively.
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1.10 Modification and Amendments
1.10.1 This Agreement may not be modified or amended except by an instrument in
writing signed by the Parties or by their successors or permitted assigns.
1.11 Enurement
1.11.1 This Agreement shall extend to, be binding upon and enure to the benefit of the
Parties and their respective successors and permitted assigns.
1.12 Miscellaneous
1.12.1 The Parties and each of them shall at all times and from time to time hereafter
and upon every reasonably written request to do so, make, do, execute, deliver
or cause to be made, done, executed and delivered all such further documents,
acts, deeds, assurances and things as may be required to more effectively
implement and carry out the true intent and meaning of this Agreement.
1.12.2 Time shall be of the essence for this Agreement.
1.12.3 This Agreement may be executed in one or more counterparts, each of which will
be deemed to be an original copy of this Agreement and all of which, when taken
together, will be deemed to constitute one and the same agreement. The
exchange of copies of this Agreement and of signature pages by facsimile or
electronic transmission shall constitute effective execution and defivery of this
Agreement as to the Parties and may be used in lieu of the original Agreement
for all purposes. Signatures of the Parties transmitted by facsimile or electronic
transmission shall be deemed to be their original signatures for all purposes.
2.0 TERM
2.1 Term
2.1.1 Unless otherwise terminated in accordance with Section 10, this Agreement shall
commence on the 1St day of June, 2013 and terminate at midnight on the 30th day
of May, 2015.
2.1.2 Provided that One Change is not in breach of this Agreement, this Agreement
may be extended for one period of two (2) years upon written application by ONE
Change to the City prior to March 31 St, 2015 and acceptance by the City prior to
May 30th, 2015. The extension period shall be subject to the same terms and
conditions as stated herein, except for this clause 2.1.2.
3.0 STATUS OF PARTIES
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3.1 Capacity of Parties
3.1.1 The Parties represent and warrant that they have the full right, power and
authority to enter into this Agreement and there is no Agreement with any other
Person which would in any way interFere with the rights of the Parties under this
Agreement.
3.2 Authority of Representatives
3.2.1 The Parties represent that their respective representatives have the authority to
legally bind them to the extent permitted by Applicable Laws.
3.3 No Partnership, Agency etc.
3.3.1 The ONE Change shall have no power or authority to bind the City or to assume
or create any obligation or responsibility, express or implied, on behalf of the
City. The ONE Change shall not hold itself out as an agent, partner or employee
of the City. Nothing in this Agreement shall have the effect of creating an
employment, partnership or agency relationship between the City and the ONE
Change (or any of the ONE Change directors, officers, employees, agents,
partners, affiliates or subcontractors}.
3.4 Acts and Omissions
3.4.1 The ONE Change acknowledges and agrees that it is liable for the acts and
omissions of its directors, officers, employees, agents, partners, affiliates and
subcontractors. This paragraph is in addition to and not in derogation of any and
all of the ONE Change liabilities under this Agreement and under the general
application of Applicable Laws.
3.4.2 The ONE Change shall advise those individuals and entities, for whom it is
responsible, of its obligations under this Agreement and, without limiting the
generality of the foregoing, shall take all appropriate action to ensure compliance
with this Agreement.
3.4.3 In addition to any other liabilities of the ONE Change pursuant to this Agreement
or otherwise at law or in equity, the ONE Change shall be liable for all damages,
costs, expenses, losses, claims or actions arising from any breach of this
Agreement resulting from the actions of those individuals and entities listed at s.
3.4.1.
3.5 Assignment
3.5.1 The ONE Change shall not assign the whole or any part of this Agreement or any
monies due under it without the prior written consent of the City (which may be
arbitrarily withheld). Such consent shall be in the sole discretion of the City and
subject to the terms and conditions that may be imposed by the City.
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3.6 Sub-Agreements
3.6.1 The ONE Change shall not sublet any portion of the Centre without prior written
approval from the City.
3.6.2 The ONE Change shall not enter into an agreement with another Person with
respect to the provision of any of the Services contemplated under this
agreement without prior written approval from the City.
4.0 PERFORMANCE BY THE ONE CHANGE
4.1 Commencement of Performance
4.1.1 The ONE Change shall commence the management and operation of the Centre
and the delivery of the Services pursuant to the within Agreement on June 1,
2013 at 6:00 a.m. and cease same on May 30, 2015 at midnight.
4.2 Performance Warranty
4.2.1 The ONE Change, hereby represents and warrants that the Services shall be
provided fully and diligently in a professional and competent manner by qualified
and skilled employees in their occupations and furthermore that all Services will
be provided in accordance with
(a) this Agreement; and
(b) Applicable Laws.
If any of the Services, in the opinion of the City, are inadequately provided or
require corrections, the ONE Change shall forthwith make the necessary
rectification or corrections at its own expense as specified by the City in a
rectification notice.
4.3 No Waiver
4.3.1 Any failure by the City to insist in one or more instances upon strict performance
by the ONE Change of any of the terms or conditions of this Agreement shall not
be construed as a waiver by fhe City of its right to require strict performance of
any such terms or conditions, and the obligations of the ONE Change with
respect to such perFormance shall continue in full force and effect.
5.0 SERVICES BY THE ONE CHANGE
5.1 Responsibilities and Obligations of the ONE Change
5.1.1 ONE Change shall perForm the Services as set out in this Agreement and in the
Schedules at the Centre on a daily basis as described in Schedule 2.
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5.1.2 The Centre's schedule set out at s. 5.1.1 may be changed upon agreement of the
Parties.
5.1.3 ONE Change shall provide the recreation and program services set out in the
Proposal and in Schedule 2 to the standard described in Schedule 2. Such
Services include but are not limited to:
(a) recreational and leisure programs and services;
(b) community rental space;
(c) a community-based program that includes a before lunch and after-
school program;
(d) nursery school and/or pre-school programs and youth
programming;
(e) a blend of free and fee based programming at the Centre for youths
and adults designed to enable the development of social and
emotional skills needed to function in the family, community and
school;
(f) a comprehensive wellness program for children and adults at the
Centre with transportation provided by the ONE Change for outings
and special activities; and
(g) through its youth leadership development and asset-building
approach, a program that will endeavour to revitalize youth
programming at the Centre.
5.1.4 The ONE Change shall perform the Services under the general direction and
control of the City's Neighbourhood Improvement Support Service.
5.1.5 The ONE Change shall enter into an agreement with the Province for the use of
the Lorne Middle School gymnasium for the Centre's programming.
5.1.6 The ONE Change Representative shall share on a monthly basis with The City's
Neighbourhood Improvement Support Service and with the principal of Lorne
Middle School, all program schedules, special events schedules and activities
relating to the Centre. In addition, the ONE Change Representative shall share,
during the months of June, July and August, all summer programming with the
principal of Lorne Middle School.
5.1.7 The ONE Change shall also:
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(a) Pay all costs associated with the day to day operation of the
Centre, including but not limited to janitorial staff, service staff and
equipment;
(b) Not modify the building, including interior and/or exterior elements,
without first having obtained the City's written approval. This
includes, but is in no way limited to, the installation of fixed furniture
and/or equipment, wall hangings, painting, etc. Any modifications
or alterations not approved by the City in writing will be returned to
a state that is acceptable to the City at the sole expense of ONE
Change;
(c) Be liable for issues or damages to the building caused as a direct
result of the negligence of ONE Change or its representatives or
agents, and ONE Change shall, at its sole expense, make good
such issues or damages to the satisfaction of the City;
(d) Be responsible for the hiring, training and supervising of staff hired
to provide programs and services and janitorial work;
(e) Employ and pay all its employees who will provide Programs and
Services and janitorial work at the Centre in accordance with all
applicable employment and other laws.
(f) Ensure that all potential employees (including, for greater certainty,
permanent, temporary, full-time, and part-time employees) and
persons who otherwise perform any of the Services complete and
deliver to the ONE Change a criminal record search form, or
consents to the performance of a criminal record search by the
Saint John Police Force or any other police detachment;
(g) Not permit the use of alcohol during scheduled activities or the
bringing of alcohol on the premises of the Centre without prior
written consent of the City;
(h) Not permit the use of non-prescriptive medication or illicit drugs on
the premises of the Centre;
(i) Ensure that a ONE Change Representative is available on a 24/7
basis to respond to emergency situations at the Centre;
(j) Provide contact information (including home and cellular phone
numbers and email address) for at least three (3) individuals who
can be contacted and have authority to make decisions on a 24/7
basis in case of emergency;
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(k) Meet with the City's Neighbourhood Improvement Support Service
monthly to discuss programming and community needs;
(I) Provide a written report on any hazardous conditions, safety
concerns, injury, accident or illness related to the Centre to The
City's Neighbourhood Improvement Support Service and to Facility
Management immediately following the occurrence of the
aforementioned incidents;
(m) Comply with those requirements of the Official Languages Act,
S.N.B. 2002, c. 0-0.5 and amendments thereto which are
applicable to the City; Note: Scott Crawford and Kevin Watson
to establish Procedure to handle inquiries in French and
translation of public notices as required.
(n) Ensure that emergency exits remain accessible at all times, and
that such exits are not obstructed in any way by such things as
tables, chairs, walls, stages, people, etc.;
(o) Ensure that no unauthorized gas or propane equipment or fixtures
are used inside the Centre; and when such equipment or fixtures
are used outside of the Centre, ONE Change shall ensure that such
use adheres to CSA approved standards;
(p) Ensure that the appropriate guidelines pertaining to the reporting of
sexual abuse of children are in place and adhered to;
(q) Ensure that the Centre remains a non-smoking facility, and prohibit
smoking within 10 metres of the facility's main entrances; and
(r) Adhere to the Limited Facility Operations and Maintenance
Specifications set out in Schedule 3 to this agreement.
6.0 SERVICES BY THE CITY
6.1 Responsibilities and Obligations of the City
6.1.1 The City, at its own expense, through its Neighbourhood Improvement Support
Service, shall:
(a) Designate and make available to ONE Change a contact person
during the term of this Agreement;
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(b) Provide to ONE Change limited free advertising through its Leisure
Guide and/or City Web Page;
(c) Pay the costs associated with the following, for the Centre :
- electricity,
- water,
- property taxes,
- property insurance,
- solid waste collection,
- building maintenance as defined in paragraph (d},
- cleaning supplies,
- telephone and internet services.
(d) The City shall maintain the centre such that it is and remains safe
and secure for users. The City has no obligation under this
Agreement, expressed or implied, ta perForm maintenance beyond
this minimum level.
7.0 PAYMENT FOR SERVICES
7.1 Fees
7.1.1 Subject to the ONE Change's compliance with the provisions of this Agreement,
the City shall pay the fol�owing to ONE Change for the Services rendered under
this Agreement:
(a) an annual amount of One Hundred and Fifty-Eight Thousand, One
Hundred and Ninety-Four pollars ($158,194.00) to be paid in
accordance with the following payment schedule:
2013 June 1S $79,097
2014 January 1 S $79,097
2014 June 1S $79,097
2015 January 1 S $79,097
7.1.2 The amounts described in Section 7.1.1 are inclusive of all applicable taxes.
8.0 INSURANCE
8.1 Liability Insurance
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8.1.1 The ONE Change, at its sole cost, shall obtain and maintain in full force and
effect during the term of this Agreement:
a) a Commercial General Liability Insurance policy with an inclusive limit
of not less than Five Million Dollars ($5,000,000}, inclusive per occurrence
for Bodily Injury and Property Damage; and
b) an Automobile Insurance policy with an inclusive limit of not less than
Five Million Dollars ($5,000,000).
8.1.2 The insurance policies listed in section 8.1.1 shall provide that the coverage shall
stay in force and not be amended, cancelled or allowed to lapse without thirty
(30) days prior written notice being given to the City. The said insurance policies
shall also name the City as an additional insured and shall contain a cross-
liability clause.
8.1.3 The ONE Change shall provide a certificate of insurance to the City evidencing
the insurance coverage described in sections 8.1.1 and 8.1.2 on or before May 1,
2013.
8.1.4 If applicable, the ONE Change shall obtain and maintain in full force and effect
during the term of this Agreement, coverage from WorkSafeN6 and provide
evidence of this coverage to the City upon request.
8.1.5 Nothing in this Section shall be construed as limiting in any way, the
indemnification provision contained in this Agreement, or the extent to which the
ONE Change may be held responsible for payments of damages to persons or
property.
9.0 INDEMNITY
9.1 Indemnification
9.1.1 Notwithstanding any other clauses herein, the ONE Change shall indemnify and
save harmless the City from all damages, costs, claims, demands, actions, suits
or other proceedings by whomsoever claimed, made, brought or prosecuted in
any manner and whether in respect of property owned by others or in respect of
damage sustained by others based upon or arising out of or in connection with
the performance of this Agreement or anything done or purported to be done in
any manner hereunder, but only to the extent that such damages, costs, claims,
demands, actions, suits or other proceedings are attributable to and caused by
the ONE Change's negligence, errors, omissions or breach of its obligations
under this Agreement.
10.0 TERMINATION
10.1 Termination
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10.1.1 The City may immediately terminate this Agreement upon giving notice to the
ONE Change where:
(a) the ONE Change makes an assignment for the benefit of its
creditors, is declared bankrupt or commits an act of bankruptcy,
becomes insolvent, makes a proposal or otherwise takes
advantage of provisions for relief under the Bankruptcy and
Insolvency Act (Canada) or similar legislation in any jurisdiction, or
any other type of insolvency proceedings being commenced by or
against the Consultant under the Bankruptcy and Insolvency Act
(Canada) or similar legislation;
(b) the ONE Change breaches any of the provisions of this Agreement;
(c) in the City's reasonable opinion, the ONE Change, prior to or after
executing this Agreement, makes a material misrepresentation or
omission or provides materially inaccurate information to the City;
(d) the ONE Change undergoes a change of control which, in the
reasonable opinion of the City, adversely affects the ONE Change's
ability to satisfy some or all of its obligations under this Agreement;
(e) the ONE Change subcontracts any provisions or parts or all of the
Services or assigns this Agreement without first obtaining the
written approval of the City;
(f) in the City's reasonable opinion, the ONE Change acts or
omissions constitute a substantial breach of ONE Change's
obligations under this Agreement; or
The above rights of termination are in addition to all other rights of
termination available at law, or events of termination by operation of law.
10.2 Termination on Notice
10.2.1 The City reserves the right to terminate this Agreement, without cause, upon
thirty (30) days prior written notice to the ONE Change.
10.3 Obligations on Termination
10.3.1 The ONE Change shall, following the giving of a notice of termination by the City
hereunder or upon expiry of the Term, in addition to its other obligations under
this Agreement and at law:
(a) provide the City with a report detailing any information requested by
The City's Neighbourhood Improvement Support Service pertaining
to the provisions and performance of this Agreement;
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(b} execute such documentation as may be required by the City to give
effect to the termination of this Agreement;
(c) immediately return to the City any unused portion of the annual
grant amounts paid pursuant ta this Agreement; and
(d) comply with any other instructions provided by the The City's
Neighbourhood Improvement Support Service or Common Council.
10.4 Rights and Remedies
10.4.1 The express rights of termination in this Agreement are in addition to and shall in
no way limit any rights or remedies of the City under this Agreement or
Applicable Laws or otherwise, at law or in equity.
11.0 DISPUTE RESOLUTION
11.1 Dispute Resolution Process
11.1.1 All Disputes shall be resolved in accordance with Schedule "4" of this Agreement.
11.2 Retention of Rights
11.2.1 No act by the Parties shall be construed as a renunciation or waiver of any rights
or recourses, provided the Party has given the required notices and has carried
out the instructions as provided in this Section 11 and Schedule 4.
12.0 FORCE MAJEURE EVENTS
12.1 Force Majeure
12.1.1 A Party claiming to be affected by a Force Majeure Event shall, within five (5)
Business Days of the Party becoming aware of the happening of such an event,
give written notice to the other Party setting out the nature of the event and its
expected effect on the performance of this Agreement. .
12.1.2 Where a Party is (or claims to be) affected by a Force Majeure Event such Party
shall take reasonable steps to mitigate the consequences of such Force Majeure
Event upon the performance of its obligations under this Agreement, shall
continue to perform its obligations under this Agreement to the extent possible
notwithstanding the Force Majeure Event and shall use commercially reasonable
efforts to resume performance of its obligations affected by the Force Majeure
Event as soon as practical.
12.1.3 No extension shall be made for delay unless notice in writing of a claim is given
promptly to the relevant representative of a Party and in no event later than ten
(10) Business Days after the commencement of delay, providing however, that in
130
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the case of a continuing cause of delay only one notice of claim shall be
necessary.
IN WITNESS WHEREOF the parties have affixed their respective corporate
seals, attested by the hands of their respective officers duly authorized in that behalf on
the day aforementioned
SIGNED, SEALED & DELIVERED )
In the presence of: ) THE ONE Change INC.
}
) �
C ) Per: .
, �
W� S ) Scott rawfor �resident ��
) �
)
)
) THE CITY OF SAINT JOHN
)
)
)
)
) Mel Norton, Mayor
)
)
)
) Elizabeth A. Gormley, Common Clerk
)
) Common Council Resolution:
)
)
}
)
131
.
C. E Nicolle Community Centre
Management & Operations
ONE Change Proposal
March 15, 2011
(Updated June 23, 2011)
132
Section A: Proposal Considerations & Elements
1. Introduction
If poverty is a disease that infects an entire community, in the form of
unemployment, violence,failing schools, broken homes, we can't just treat those
symptoms in isolation, we have to heal the entire community and we have to
focus on what works. —President Barack Obama
The Old North End was once one of Saint John's most prosperous neighborhoods
and the centre of a once-thriving shipping industry. Now this 20-block area of the
city is now struggling with issues related to poverty, high unemployment, run-
down buildings, absentee landlords, a disproportionately high level of rental and
public housing, and high percentage of single parent families. This area is also
lacking in readily accessible recreational facilities and opportunities for youth.
ONE Change was formed to respond to these challenges.
ONE Change is an Incorporated Registered Charity that began work in this
neighborhood approximately seven years ago with the `simple' mission of
improving the quality of life in the Old North End. The group was originally
brought together by concerned residents and the Saint John Police Force who
were concerned with the high levels of crime in the neighborhood. This dedicated
group of individuals is now made up of stakeholders representing police, the
church, housing, the school, the City, the Province, the University, and health and
youth experts. The real experts however are the residents and the youth who live
here. As the organization quickly learned, crime could not be addressed without
dealing with many of the underlying causes such as poverty, drug abuse,
unemployment and low education levels. One Change now boasts teams of
individuals concentrating on each of these areas. The organization is also
committed to bringing the neighborhood and families together through events
organized by our Community Celebrations Team. ONE Change has achieved some
major successes and the neighborhood is moving in the right direction. There has
been a marked reduction in crime, initiation of housing programs (including a
program for homeless youth who want to finish their education), and the
133
creation of an annual calendar of neighborhood celebrations and environmental
activities. As a result of the work of ONE Change on all these fronts, it has
received local, provincial, and national awards for its work.
2. Mission and Purpose of Organi2ation
a. The mission of the One Change is 'to improve the quality of life in the Old
North End'. This is accomplished in a number of ways but with 'grassroot'
community involvement at its core. Poverty and its associated challenges
are major issues in this neighborhood, therefore ONE Change has targeted
issues such as crime prevention, housing and environment issues,
education, recreation, health, youth, and community pride as major areas
of intervention. ONE Change has, and still is, undertaking major planning
exercises to determine specific issues the residents feel are priorities. ONE
Change has experienced major successes over the past seven years but is
well aware that the work is far from complete. The organization has been
successful having a community office constructed which now houses many
programs, including a community library, a diaper and formula program, a
health clinic, a computer centre and police office. ONE Change was the
key organization fighting the proposal to close Lorne Middle School and
was successful. The National Crime Prevention Centre has awarded a
national program, the Youth Inclusion Program, to ONE Change bringing
almost a million dollars of funding over three years for youth
programming. The National Health Council of Canada and Social
Development Canada have independently named ONE Change as an
innovative practice in Canada. ONE Change has presented their successes
at an international Youth Institute in Orlando and Detroit and was one of
two featured national speakers on Prince Edward Island last November.
The most impressive statistic may be that the calls for service to the police
have been reduced almost 50% since ONE Change began its work in the
neighborhood.
3. Vision
a. The vision of ONE Change in relation to managing and operating the C.E
Nicolle Community Centre is simple. One Change envisions a Community
134
Centre controlled and directed by the community. The C.E Nicolle
Community Centre will then regain its spot as the true `Center' of the
community. It will act as a recognizable 'hub' from which interventions can
radiate into the community in order to address community challenges in a
broad-based and interrelated fashion.
b. The impact created by ONE Change operation of the C.E Nicolle
Community Centre will be one of ownership and engagement. If the
community is directing the content of programs and services, they will be
relevant to the unique needs of the North End. The initiatives of the
Centre will be responsive to any changes in priorities and demographics
and be able to quickly adjust direction and focus.
4. Goal and Objectives
a. Goals
i. Miti�atin� the Effects of Poverty—The Old North End is labeled as a
'Priority Neighborhood' due to the high cluster of low income
within its boundaries. A major cause of generational poverty is an
inequality of opportunities; a lack of resources. A major goal of the
C.E Nicolle Community Centre will be to provide the resources,
skills, and interventions that will allow North End residents to move
forward and be successful.
ii. A Centre for Everyone — ONE Change has the goal of creating a
Centre that will be relevant from 'cradle to grave'. While youth will
always remain the key demographic, the community has been clear
that they want services that respond to all ages from pre-natal
classes for parents to programs that keep seniors active and
engaged.
b. Objectives
i. Community En�a�ement - The Centre will be operated by a 'grass-
roots' organization further enhanced with a Resident Advisory
Board to ensure that programming remains relevant to the needs of
the neighborhood.
135
ii. Use of Best Practices - A responsibility of the Centre Director will be
to constantly investigate best practices and to incorporate them
into the programming of the Centre. Further, the programs will be
evaluated on an on-going basis to make certain the programs are
effective.
iii. Community Hub - The Centre will act as the coordinating force for
the community. Staff will hold regular meetings with community
partners to ensure they have an understanding of all programs in
the neighborhood. In conjunction with the ONE Change, the Centre
will keep residents informed of community programs and events
whether Centre or partner operated.
iv. Partner Supported - A major objective of the Centre will be to
engage other partners in Centre programming. By incorporating the
knowledge, resources, and volunteer staff of other organizations,
the Centre can cost effectively add many quality programming
opportunities. See Appendix D and E.
v. Fundin� Opportunities - The ONE Change has access to funding
sources that the Municipal Governments cannot access. The ONE
Change is committed to supplementing City dollars with business
and philanthropic funding to increase scope of service.
5. Operations
a. The ONE Change commits to operating the C.E Nicolle Community Centre
from 9 am to 9 pm Monday to Friday and from 9 am-3 pm on Saturday.
Special events will be offered that will increase hours of operation on an as
scheduled basis. See sample schedule Appendix A.
b. The Centre programming will ultimately be the responsibility of the ONE
Change Board of Directors. The Centre will be managed by a full-time
Centre Director and Assistant Director for daily operations. The Centre
Director will be responsible for staffing, building conditions and needs, and
marketing. A major part of the Director's job will be program development
and partner relations. The Assistant Director's work will be afternoon and
evening and will be responsible for the day to day successful operations of
the programming, overseeing part-time staff, and basic discipline of the
participants.
136
6. Outcomes, Expectations, and Deliverables
a. The C.E Nicolle Community Centre will be responsive to all ages. The
priority targets will be children and youth from 0-18, but programs and
services will be provided for all age groups.
b. The programs and services offered by the C.E Nicolle Community Centre
will focus on recreation, education/training, and social activities. A special
focus on active living and healthy lifestyles will be provided as well as
programs that provide skill building opportunities to residents. See
Appendix B.
c. The core programs offered by the C.E Nicolle Community Centre will be
free of charge for all users. To obtain the goal of mitigating the effects of
poverty, programs must be free of financial charge. The members of the
Centre will 'pay' for programs through an expectation of service and
volunteerism to the community. Not everyone has financial means, but all
have an ability to 'give back' to their community. Youth programs will
include daily duties such as cleaning up after activities while all will be
asked to take part in neighborhood clean-ups etc. Special events that
require additional funding may include members taking part in fund raising
activities. There will however be an opportunity to generate funds through
rentals of facility for outside agencies.
d. Centre usage and participation levels will be monitored as part of the
overall evaluation strategy. All members will provide general registration
forms/ behavior contracts before taking part in any Centre activities. A
Centre membership database will be created to organize participants.
Individual programs will have participation levels monitored for each
session. Youth programs will have a daily sign-in procedure in which
overall Centre usage can be monitored. These numbers will be utilized by
the Centre Director as a tool to maintain quality and relevance of
programming.
7. Staff Qualifications
a. Certification/ Education
i. Centre Director—The expectation is that the Centre Director will
possess a university degree, preferably a Masters Degree in a
137
related field as well as practical experience in a community
environment.
ii. Assistant Director—The Assistant will possess a University or
College degree in a related field or be working towards completion
as well as practical experience in a community environment.
iii. Leaders, Instructors, Supervisors — Other staff will have education
or experience compatible with the programs they are responsible
for. While there is room for some positions to be developmental in
nature, most will preferably have formal education, coaching
certification, or other relevant credentials.
8. Staff Compensation
a. Compensation for staff will be relative to the degree of responsibility and
qualifications for their position. Projected salaries/ wages are as follows:
i. Centre Director - $50,000 per annum
ii. Assistant director - $30,000 per annum
iii. Leaders, Instructors, Supervisors - $10.00 hourly
iv. Custodial - $12.00 hourly
9. Insurance
ONE Change has met with our insurance agent and are prepared to have
all relevant conditions met.
10. Indemnification
ONE Change will provide necessary indemnification documentation upon
operational agreement between ONE Change and the City of Saint John
11. Cleaning and Maintenance of Facility
a. The ONE Change and Centre Director will assume responsibility of hiring
and overseeing custodial services for the C.E Nicolle Community Centre.
Wages for custodial staff will be transferred from existing Community
Centre budget to ONE Change to pay staff. This is seen as an opportunity
for job creation from within the community. ONE Change will seek
neighborhood residents with custodial experience to fill these roles.
138
b. The expectations of ONE Change with regard to building maintenance and
repairs is to work in partnership with the City of Saint John. The ONE
Change's expertise is in running high quality programming for the
residents of the Old North End and does not have interest or experience
maintaining the physical structure of the building. The Centre Director will
be responsible for monitoring building condition, damage etc but will
engage the City of Saint John for required work. The ONE Change will work
as partners to seek funds for renovations, upgrades etc but do not
anticipate being responsible for building or grounds maintenance.
Programs may work on projects such as mural painting, flower planting
and other activities as part of their activities as they have traditionally
done and ONE Change may seek groups such as Deloitte to help with
aesthetic improvements but will work with the City of Saint John to
achieve these improvements. Outside of Custodial services, ONE Change is
only interested in providing the programs and services contained within
the C.E Nicolle Community Centre building. ONE Change will seek approval
from Leisure Services for any physical modifications to the Centre
property.
12. Budget
a. See Appendix C
13.Evaluation
• A combination of process and impact evaluation techniques will be used to
monitor program effectiveness including:
O Centre Usage — daily attendance for overall Centre usage as well as specific
program attendance.
O Program evaluation — Each program will conclude with users asked to take
part in short evaluations of programs effectiveness, enjoyment, and
concerns or suggestions for future programs.
O Annual evaluation —A yearly overall evaluation utilizing a representative
group of users preferably administered by an outside assessor. Staff will
also hold annual planning to monitor success.
O Resident Advisory Committee — Ongoing meetings with residents to
effectively adjust programs to meet the needs of the community.
139
14. Other Considerations
a. ONE Change has the expectation of being close partners with the Leisure
Services Department. ONE Change hopes to learn from the successes and
challenges of other Community Centres as well as sharing C.E Nicolle
Community Centre's experiences. We hope to have a Leisure Services
employee continue to sit as ex-officio on the ONE Change Board and
representation on the Resident Advisory Committee. We anticipate
regular meetings to discuss success of programs and any issues that may
arise. The relationship between Leisure Service Department and ONE
Change has been very positive and it's anticipated that the cooperative
relationship will only strengthen through this arrangement.
b. Our plans for sustainability are as follows:
i. The ONE Change organization constantly works to secure funding
from business, philanthropy, and their own fundraising efforts.
Because of the high level of volunteer involvement operational
overhead of the organization remains small. Constant evaluation
and planning allows the organization's mission to stay relevant to
the community and thus an important part of the Old North End.
ii. The sustainability of the C.E Nicolle Community Centre will involve a
concentrated effort to engage new sponsors and partners to be
involved. City funding will be required for core operations as will
bringing business and philanthropies to the table. By incorporating
a number of currently funded ONE Change programs in the plans
for C.E Nicolle Community Centre some sustainability will be 'built
in'. The biggest key perhaps is engaging partners to offer their
programs at the C.E Nicolle Community Centre site. We have
already received confirmation from a number of service providers
who have interest in bringing their programs to C.E Nicolle
Community Centre.
c. The gym is a key component to any community centre and would have to
be a priority should Lorne School close. ONE Change would be committed
to working with the City to solve this problem should it arise. ONE Change
140
will also actively oppose any attempt to close the school should a proposal
to do so be put forward.
d. Lorne School has already made the commitment to ONE Change that the
gym will remain a community asset that will be available whenever
possible for C.E Nicolle Community Centre use. Should ONE Change
assume operations of C.E Nicolle Community Centre, a formalized Memo
of Understanding would be sought to confirm the availability of the gym.
Section B: Support organization is requesting from the City of Saint John
ONE Change has the following expectations of the City of Saint John in the following
areas:
a. Financial Commitment —The expectation is that the City of Saint John continue to
provide the current level of funding to C.E Nicolle Community Centre with
expectation that ONE Change will seek further funds to expand programming
options.
b. Staffin� — ONE Change anticipates hiring all programming staff for operations.
The expectation is that the City will provide a liaison to work with the C.E Nicolle
Community Centre to maintain communication and cooperation.
c. Buildin� Maintenance — ONE Change expects that the City of Saint John will
continue to be responsible for maintenance of the C.E Nicolle Community Centre
with the exception of custodial. ONE Change commits to ensuring any
maintenance issues are immediately brought to the attention of the relevant City
Departments.
d. Other—The expectation is that all current assets at the C.E Nicolle Community
Centre remain (furniture, computers, etc). Replacement items will be a joint
responsibility of the City of Saint John and ONE Change, to be discussed on an
individual basis.
141
APPENDIXA
Potential Pro ram Schedule
�
142
Appendix A—Potential Program Schedule
Times Monday Tuesday Wednesday Thursday Friday Saturday Sunday
��� ����
9:00- Adult Ed Adult Ed Adult Ed Adult Ed Adult Ed B-fast
12:00
Clothing Play Clothing Baby Parent
Group group program
12:00- Adult Ed Adult Ed Adult Ed Adult Ed Adult Ed Family or
3:00 Youth
Clinic Seniors
p rogra m
3:00-7:00 Middle Mini Middle Mini Mini Family or
Youth
Tutoring Tutoring Tutoring Tutoring Tutoring program
Mini Middle Parent P Middle
cheer cheer cheer
Mini cheer
7:00-9:00 Old teen Adult Parent Adult Dance
Program Movie
9:00- Rental Rental Rental Rental Dance
10:00
Movie
143
A endix B
pp
Potentia l Pro ra ms for
�
C . E Nicolle Communit Centre
v
144
Appendix B—Potential Programs for C.E Nicolle Community Centre
• Prenatal - Parenting Classes available for all expectant parents but
specifically targeted to teen and first time parents. Classes will focus on
prenatal health and expectations for infant care.
• 0-5 Pro�rams - Early childhood education including; Playgroup Talk with
Me, diaper/ formula program, daycare opportunities.
• 6-11 Pro�rams - A combination of recreational, social, and educational
programs including basic service and volunteer activities.
• 12-14 Pro�rams - This will be provided as the Youth Inclusion Program. This
component will feature a Manager, Teacher, Case Worker, and Recreation
Coordinator. They will provide a Combination of recreational, social, and
educational programs focusing on school, home, and recreational
environments.
• 15-18 Pro�rams - A combination of recreational, social, and educational
programs.
• Adult Pro�rams - A variety of programming including but not limited to;
Parents Night Out, Adult Learning Programs, Job finding opportunities and
counseling, Fitness Programs, and Health Clinics.
• Familv Pro�rams — Programs that will promote healthy families and
relationships. Some programs include; parenting courses for parents of
tens, family recreational outings, celebrations (North End Days, Movies,
Xmas party, etc)
• Seniors Pro�ram — Supporting existing 'Golden Oldies' Group, providing a
mentoring program with youth and health clinics.
145
A endix C
pp
Pro osed Bud et
p �
146
Appendix C—Proposed Budget
Description Description Frequency Amount
Staffing
Centre $50,000/annum $57,000
Director + MERCS
ASSIStant $30,000/annum $34,200
Director + MERCS
Program Staff 3 staff @ $10.00 $3s,540
94hrs/wk total (41wks)
Custodial 1 staff @ $12.00 S2s,454
40hrs/wk(52 wks) +
MERCS
Programs
Youth & adult Supplies/year $ZZ,000
Food program Supplies/year $6,000
General expenses Admin- phones, Supplies/year $8,000
advertising, office
supplies, staff
travel etc
Tota I S1s4,194
147
A endix D
pp
Contri butions a nd I n - Ki nd
Se rvi ce
148
Appendix D—Contributions and In-Kind Service
Program Organization Confirmed/discussion In-kind value
Parenting CMHA Confirmed ??
Program (4-9)
Parenting CMHA Discussion
Program(6-12)
Early Childhood YMCA Confirmed $20,000 for all Y
Playgroup programs
Early Childhood YMCA Confirmed
Parent Support
Talk With Me Horizon Health Confirmed
Infant parenting YMCA Confirmed
Youth Career Boys & Girls Club Discussion
Youth Program Boys & Girls Club Discussion
Development St. Thomas Confirmed $24,000
University
Workers
Health Clinic Horizon Health Confirmed $10,000/ year
149
Community Horizon Health Confirmed $25,000/ year
Developer
YIP Program — ONE Change/ Confirmed $300,000/ year
recreation, NCPC for 3 years
parenting, family
Financial Support Cooke Confirmed $5,000/year for 2
Aquaculture years
Volunteer Main Street Confirmed Year 1 $16,400
Support Baptist Church
(# volunteers x time x Year 2 $32,800
$20/hr)
Year 3 $65,600
Gym space Lorne Middle Confirmed $38,965.75
School/ School
District 8
Play Park Kiwanis Confirmed
Total value to $488,565.75/
date year
150
A endix E
pp
�ette rs of S u o rt
pp
151
A endix F
pp
�eadershi
p
ONE Chan e Board of Directors
�
152
Board of Directors-2011
President
Scott Crawford
Horizon Health
28 Richmond Street,
Saint John, NB E2L 3B2
647-3899
Email: Scott.Crawford@HorizonNB.ca
Vice-President (Stakeholder)
Kurt Peacock
UNBSJ
56 Canterbury Street, 3rd Floor,
Saint John, NB E2L 5C3
(0) 648-2307
Email: kpeacock@unbsj.ca
Vice-President (Resident)
Tammy Calvin
2 Cunard Street,
Saint John, NB
(H) 608-4356 (0) 658-2416
Email: Tammy.Calvin@�nb.ca
Secretary/Treasurer
Kit Hickey
Ex. Director - Housing Alternatives Inc.
75 Adelaide Street,
Saint John, NB E2K 1W4
(0) 632-9393
Email: khickey@nb.aibn.com
153
Members
Connie Gould
44 Main Street,
Saint John, NB E2K 1H1
642-1115
E-mail: connie-�ould@hotmail.com
Rose young
230 Main Street
Saint John,N.B.
642-7420
John Knight
Main Street Baptist Church
211 Main Street
Saint John, NB E2K 1H8
(H) 849-6735 (0) 642-8060
Email: john@mainstreetbaptist.ca
Gary Sullivan
Principal — Millidgeville North
500 Woodward Ave
Saint John, NB E2K 4G7
(0) 658-2738
Email: gary.sullivan@nbed.nb.ca
Carla Bigney
222 Main Street, Apt. #2
Saint John, NB E2L 1H6
663-9438
Email: jmhlaw@live.ca
154
Greg Norton
Principal — Lorne Middle School
90 Newman Street
Saint John, New Brunswick
E2K 1M 1
(0) 658-5351
Email: greg.norton@nbed.nb.ca
Ex-Officio
Cst. Brian Kelley
Community Police Officer
(0) 632-6139 (C) 977-1373
Email: Brian.kelley@saintjohn.ca
Greg Cutler
North End Community Centre
(C) 650-3763
Email: �re�ory.cutler@saintjohn.ca
155
A endix G
pp
Audited Financial Statements
156
A endix H
pp
ON E Voice Report
157
L ORNE MIDDLE SCHOOL
90 Newman Street
Saint John, NB E2K 1 M 1
http://lornems.nbed.nb.ca/
Phone: 506-658-5351 Fax: 506-658-3779
Mr. G. Norton, Principal
May 4, 2011
Scott Crawford
President, ONE Change Inc.
The Resource Centre for Youth
28 Richmond Street,
Saint John,NB E2L 3B2
Dear Scott:
This letter aims to acknowledge the continuation of the current memorandum of understanding
between Lorne School and the North End Community Center(NECC) with respect to the use of
the school gymnasium in the event that ONE Change Inc. should assume programming
responsibility and day-to-day operations of the NECC.
Yours Truly,
Greg Norton
Principal, Lorne Middle School
cc: Chris Toole, Director of Finance &Administrative Services
"Discovering, respecting, and achieving the potential
of ourselves, other��d our community."
1�i���fi� ���E�T ��f�T1�T ��1�J1����
June 21, 2011
Kevin Watson
Leisure Services
City of Saint John
171 Adelaide St.
Saint John, NB
E2K 1W9
Mr. Watson:
I am writing this letter on behalf of the pastoral staff and lay leadership of Main Street Baptist
Church.
Main Street Baptist Church, as you know, is located in Saint John's Old North End, an area beset
by many social and economic challenges — hence its designation as a Priority Neighbourhood
for the purposes of municipal planning. We, as a church, support this designation and, in
partnership with others, are seeking to promote and rebuild a sense of community within this
neighbourhood.
The people who call the Old North End "home" only desire for themselves the opportunity to
lead productive and fulfilling lives. But unfortunately, the challenges of this neighbourhood
often prevent them from reaching their full potential. Our church is determined to change this!
We work closely with local residents, Lorne Middle School, the North End Community Centre,
and the ONE Change around initiatives intended to benefit the neighbourhood. We also have
many volunteers dedicated to the cause.
That is why we are so encouraged by the proposed partnership between Leisure Services and
ONE Change around the North End Community Centre. We are confident that this partnership,
aided by future renovations and additions to the centre, will enable it to house a cradle-to-
grave array of programs that will address a range of needs expressed by, or identified among,
the children, youth, and adults who live here. In so doing, the centre will make an important
contribution toward enabling and empowering the people of the Old North End to enjoy a
productive and fulfilling future.
We, as a church, look forward to playing a vital role in all this through an expanded partnership
with the North End Community Centre too. You may be aware that our church is in the midst of
159
a capital campaign to build a new facility on Forbes Drive (on the other side of Shamrock Park).
On completion of this new building, hopefully in 2012, our existing building and properties in
the Old North End will be used to more fully benefit this neighbourhood.
These plans include donating our "parking lot" property adjacent to the community centre in
order to build, in partnership with others, a wonderful playground park for the pleasure of
families in the neighbourhood. As you can see, this will serve as a strategic addition to future
plans for expanding family programming at the community centre. Moreover, as our already
large congregation continues to grow, we intend to recruit an ever-growing army of volunteers
to help staff all future programs at the expanded community centre — a commitment that will
amount to an in-kind contribution running to thousands of dollars on an annual basis.
It should be clear, by now, that we are very excited by the prospect of a partnership between
Leisure Services and ONE Change. We believe that this partnership will enable the
development of a community centre in the Old North End that could well become a model for
others—benefiting this neighbourhood and enhancing the reputation of our city.
Please do not hesitate to contact me at iohn@mainstreetbaptist.ca if you wish to discuss
anything further, or if we can be of service to you.
Respectfully,
,
��--�-�'� _ +��
John P. Knight
Community Outreach Pastor
160
S�I: �7J�E 'S.��VG�IC�.�V C�fvl�,.�f
3 69 �I�IAI,�V'S�I; S.�I�I',�O.�f�V; �V� E2� 1,�1
,�une 27, 2011
�Vlr. �evin �Natson — Geisure Ser-vices
City of Saint,�oFin
171 Acfelaic�e St.
Saint,�oFin, .�V'� E2� 1�V9
�ear�V1r. �Natson,
2-'Fie proposecf partnersFcip 6etween Leisure Serrvices ancfOne CFiange
around�tFce �o�~tFc End�Community Centre is e.�citin9 news for the people
of the �l'orth Encf
St. Luke's CFcurcFi Fcas respond�ed�to tFie call of tFce One CFcange ever since
its conception some years ago. �Ve Fiave a Goaves and�F'ishes hot CuncFc
program that feecfs up to SO people on �V1ond-ay and-�I'Fiursd-ays, whicFi
incCucfes some �orne School stucfents. �Ve aCso Fiave a free 6rea�ast
program on �I'uesd�ay mornings, and�have in tFie last few montFcs sponsored�
a youth night on �I'hursd�ay evenings working with the One Change. �Ve
suppCy a cCothing closet and�support the Foocf�ank6otFi financially and�
witFi food. So, we know the neecfs in tFce .North Encf, ancfare painfulCy
aware of the poverty ancfCackof resources in the area for alCpeopCes,
especially the �Youth. �Ve at St. �uke's have seen tFie good, positive
cFianges in the neig6ourFiood�that Fiave taken pCace 6ecause of One
CFiange, schools, churcFies, poCice and�others working togetFier with tFie
resid�ents taking Cead�ersFiip.
�Ve Fiope tFiat we can continue to 6e a part of tFiis e.�perience, and�we wiCl
c�o aCCtFiat we can to support this perspective partnersFiip 6etween .Geisure
Ser�ices ancf O�VE CFiange. �Ne support this encfeavor.
1�,espectfulCy,
EiCeen Irish, 1�'riest and�1�,ector of St. Guke's AngCican CFiurch.
161
162
r
�/
�� � � .�
� �
y C M TIES
� aint Inhr�
December 14, 2009
His Worship Mayor Ivan Court and Members of Common Council
City of Saint John,
15 Market Square
P. O. Box 1971
Saint John, NB E2L 4L1
Re: Letter of Support for ONE Change's proposal to manage the North End
Community Centre
His Worship Mayor Ivan Court and Members of Common Council,
Vibrant Communities Saint John has been championing a neighbourhood approach
to revitalization, based on best practice research and the successes of ONE Change
in the Old North End. Partners in the Old North End have been coordinating programs
and working together to better meet the needs of residents.
We feel that ONE Change has demonstrated its capability of assuming management
of the North End Community Centre and represents another step in the actions of a
neighbourhood that wants to take a leadership role in addressing its challenges and
solutions. We also believe firmly in partnerships. We would encourage the City of
Saint John, and Leisure Services in particular, and other groups in Saint John to
contribute to the success of the North End Community Centre by lending support
through such means as satellite programs.
ONE Change has shown itself to be innovative and a leader in Saint John. With sufficient
funds and a commitment to invest in improvements to the facility from the City of Saint
John, the Leadership Roundtable of Vibrant Communities Saint John endorses the
request that ONE Change manage the North End Community Centre.
Thank you,
Tom Gribbons
Chair, Leadership Roundtable
Vibrant Communities Saint John
Vibrant Communities Saint John � Community Health Centre 116 Coburg St.
Saint John, New Brunswick �E2L 3K1
•Fax: 506-632-5539 �Phone: 506-693-0904
Cell: 506-333-0104
163
cc: ONE Change- Scott Crawford
Vibrant Communities Saint John � Community Health Centre 116 Coburg St.
Saint John, New Brunswick �E2L 3K1
•Fax: 506-632-5539 �Phone: 506-693-0904
Cell: 506-333-0104
164
The ONE Change Inc.
Board of Directors
July 2012
President
Scott Crawford Victoria Fleming
The Resource Centre for Youth(TRC) 36A Cedar St.
28 Richmond Street, Saint John,NB E2K 1C7
Saint John,NB E2L 3B2 (C) 654-0033
(0)632-5532(C)647-3899 Email: victoria.thorne(k�nbed.nb.ca
EmaiL• scott.crawford(�a,horizonnb.ca
� Connie Gould
Vice-President (Stakeholder) 55 Leinster street,
Gary Sullivan Saint John,NB E2L OAS
Principal—Millidgeville North School (H)642-ll 15
500 Woodward Ave Email: connie-�(a�horinail.com
Saint John,NB E2K 4G7
(0)658-2738 Greg Norton
Email: garv.sullivan(a�nbed.nb.ca Principal—Lorne Middle School
90 Newman Street,
Vice-President (Resident) Saint John,NB E2K 2B9
(0)658-5351
Carla Bigney E-mail: greg.norton(a�saintjohn.ca
222 Main Street,Apt.#2
Saint John,NB E2L 1H6 Kurt Peacock
(H)663-9438 (0)652-5502 Enterprise Saint John
Email:jmhlaw(a�live.ca 56 Canterbury Street,3`d Floor,
Saint John,NB E2L SC3
Secretary/Treasurer (o)648-2307
Email: �eacock(a�enterprisesj.ca
Kit Hickey
Ex.Director-Housing Alternatives Inc. Rose Young
75 Adelaide Street, 230 Main Street,
Saint John,NB E2K 1 W4 Saint John,NB E2K 1H6
(0)632-9393 (C)636-0276 (H)642-7420
Email: khickey�a�nb.aibn.com
Members Ex-Officio
Const Tony Arsenault
Tony Dickinson Community Police Officer
4 Elgin Road (0)632-6139
Saint John,NB E2J 2Y7 Email: tony.arsenault�a saintjohn.ca
(H)609-2346
Email: ai.dickinson(c�live.ca Greg Cutler
North End Community Centre
David Fleming (C)650-3763
36A Cedar St. EmaiL �re�.cutler(a�sainfo� hn.ca
Saint John,NB E2K 1 C7
(C)608-0300
Email: david.flemin�(�nbed.nb.ca
165
THE ONE CHANGE INC.
(Incorporated under the laws of New Brunswick)
FINANCIAL STATEMENTS
DECEMBER 31,2011
166
THE ONE CHANGE INC.
DECEMBER 31,2011
CONTENTS
Page
AUDITORS' REPORT 1
FINANCIAL STATEMENTS
Statement of Financial Position 2
Statement of Changes in Net Assets 3
Statement of Operations 4
Statement of Cash Flows 5
Notes to Financial Statements 6-9
167
BELYEA C
COLWELL
ASSOCIATES
TNDEPENDENT AUDITORS'REPOR'I'
To the Members of The One Change Inc.
We have audited the accompanying financial statements of The One Change Inc., which comprise the statement of
financial position as at December 31, 2011, and the statement of changes in net assets, statement of operations and
the statement of cash flows for the year then ended, and a summary of significant accounting policies and other
explanatory information.
Management's Responsibiliry for the Financial Statements
Management is responsible for the preparation and fair presentation of these financial statements in accordance with
Canadian generally accepted accounting standards for not-for-profit organizations, and for such internal control as
management determines is necessary to enable the preparation of financial statements that are free from material
misstatement,whether due to fraud or error.
Auditor's Responsibility
Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit
in accordance with Canadian generally accepted auditing standards. Those standards require that we comply with
ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial
statements are free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial
statements. The procedures selected depend on the auditor's judgment, including the assessment of the risks of
material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments,
the auditor considers internal control relevant to the organization's preparation and fair presentation of the financial
statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of
expressing an opinion on the effectiveness of the organization's internal control. An audit also includes evaluating
the appropriateness of accounting policies used and the reasonableness of accounting estimates made by
management,as well as evaluating the overall presentation of the financial statements.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit
opinion.
Opinion
In our opinion, the financial statements present fairly, in all material respects, the financial position of The One
Change Inc. as at December 31, 2011, and its financial performance and its cash flows for the year then ended in
accordance with Canadian generally accepted accounting standards for not-for-profit organizations.
� � .
CHARTERED ACCOUNTANTS
Saint John,NB
June 27,2012
133Pri�eWilrmmSlreet.Surte601,Sai�khn,NewBm�widtE2l2B5,Fso6633.9815 E�633.9811
E info�beiyeomM�l.com
1.
168
THE ONE CHANGE INC.
STATEMENT OF FINANCIAL POSITION
AS AT DECEMBER 31,2011
2011 2010
ASSETS
CURRENT
Cash $ 66,995 $ 113,285
Cash-Youth Council& Senior Groups 850 649
Accounts receivable 25,513 13,575
Prepaid expenses 1,770 1.750
95,128 129,259
CAPITAL ASSETS (Notes 2, 3 and 4) 151.031 161.565
$ 24�6 159 $ 29�0 824
LIABILITIES
CURRENT
Accounts payable and accrued liabilities $ 40,488 $ 34,445
Deferred income-Youth Council& Senior Groups 6,541 25,280
Deferred revenue 43.514 45,126
90,543 104,851
LONG-TERM
Deferred contributions related to capital assets(Note 4) 153,321 164.171
NET ASSETS
NET ASSETS INVESTED IN CAPITAL ASSETS $ (15,625) $ (15,940)
UNRESTRICTED NET ASSETS 17.920 37.742
2,295 21,802
$ 2�46�159 $ 2�
APPR VED B HALF OF THE BOARD:
Director
Ce,.�.-SZti. � Director
2.
169
THE ONE CHANGE INC.
STATEMENT OF CHANGES IN NET ASSETS
(Unaudited)
FOR THE YEAR ENDED DECEMBER 31,2011
Invested in Total Total
Caaital Assets Unrestricted 2011 2010
BALANCE AT BEGINNING OF
YEAR $ (15,940) $ 37,742 $ 21,802 $ 12,625
EXCESS(DEFICIENCY)OF REVENUE
OVER EXPENDITURE 315 (19.8221 (19,5071 9,177
BALANCE AT END OF YEAR $�6� $�17 92�0 $�2 295 $ 2�1 802
3.
170
THE ONE CHANGE YNC.
STATEMENT OF OPERATIONS
FOR THE YEAR ENDED DECEMBER 31,2011
2011 2010
REVENUE
Donations $ 9,294 $ 9,380
Grants 109,504 84,190
Investment income 566 350
Fundraising 1,805 19,932
Youth Inclusion Program 278,632 150,663
Case Management 8,103 14,789
Amortization of deferred contributions related to capital assets 10.850 10.850
418.754 290.154
EXPENDITURE
Program expenses 44,780 24,843
Wages and benefits 89,979 72,486
Supplies 1,128 3,087
Insurance 3,669 3,591
Professional fees 4,888 3,040
Building maintenance 2,898 2,491
Fundraising - 6,808
Interest and bank charges 126 462
HST expense 926 1,568
Telephone 700 724
Amortization 10,535 11,246
Youth Inclusion Program 278,632 150.631
438.261 280,977
EXCESS(DEFICIENCY)OF REVENUE OVER EXPENDITURE$� 1( 9y507) $ 9,177
4.
171
THE ONE CHANGE INC.
STATEMENT OF CASH FLOWS
FOR THE YEAR ENDED DECEMBER 31,2011
2011 2010
CASH PROVIDED BY(USED IN)
Operating activities
Excess(deficiency)of revenue over expenditure $ (19,507) $ 9,177
Items not involving cash
Amortization of deferred contributions related to
capital assets (10,850) (10,850)
Amortization 10,535 11,246
(19,822) 9,573
Changes in non-cash working capital balances
Accounts receivable (11,938) 2,038
Prepaid expenses (20) (34)
Accounts payable and accrued liabilities 6,042 22,930
Deferred revenue (1,612) 40,026
Deferred income-Youth Council and Senior (18,7391 25.000
(46,089) 99,533
INCREASE(DECREASE) IN CASH (46,089) 99,533
CASH AT BEGINNING OF YEAR 113,934 14.401
CASH AT END OF YEAR $� $ 1�
REPRESENTED BY:
Cash $ 66,995 $ 113,285
Cash-Youth Council and Senior Groups 850 649
$�67,,8� $ 1�3i34
5.
172
THE ONE CHANGE INC.
NOTES TO FINANCIAL STATEMENTS
DECEMBER 31,2011
1. PURPOSE OF THE ORGANIZATION
The purpose of The One Change Inc. is to increase the quality of life in the north end of the City of
Saint John by effecting lasting change in the youth of the neighbourhood, with the view that the
youth will grow into community-caring adults. The organization was incorporated without share
capital under the New Brunswick Companies Act as a non-profit organization on July 26, 2004 and
became a registered charity under paragraph 149(1)(fl of the Income Tax Act on October 18, 2005.
As such, it is exempt from income taxes.
2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
Revenue Recognition
The One Change Inc. follows the deferral method of accounting for contributions. Restricted
contributions are recognized as revenue in the year in which the related expenses are incurred.
Unrestricted contributions are recognized as revenue when received or receivable if the amount to
be received can be reasonably estimated and collection is reasonably assured.
Contributed Services
Volunteers contribute an indeterminable number of hours per yeaz. Because of the difficulty of
determining their fair value, contributed services are not recognized in the financial statements.
Capital Assets
Capital assets are stated at cost less accumulated amortization. Amortization is being provided for
on capital assets using the straight line method at the following annual rates:
Building 5%
Furniture and fixtures 20%
Computer equipment 33%
Use of Estimates
The preparation of financial statements in accordance with Canadian generally accepted accounting
standards for not-for-profit organizations requires management to make estimates and assumptions
that affect the reported amount of assets and liabilities and disclosure of contingent assets and
liabilities at the date of the financial statements and the reported amount of revenues and expenses
during the reporting period. These estimates are reviewed periodically, and as adjustments become
necessary,they are reported in earnings in the period in which they become known.
Financial Instruments
Measirrement of Financial lnstruments
The organization initially measures its financial assets and liabilities at fair value,except for certain
non-arm's length transactions.
The organization subsequently measures all its financial assets and financial liabilities at amortized
cost, except for investments that are quoted in an active market, which are measured at fair value.
Changes in fair value aze recognized in excess of revenue over expenditure.
Financial assets measured at amortized cost include cash and accounts receivable.
6.
173
THE ONE CHANGE INC.
NOTES TO FINANCIAL STATEMENTS
DECEMBER 31,2011
2 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES(cont'd)
Financial liabilities measured at amortized cost include accounts payable and accrued liabilities.
Impairment
Financial assets measured at cost are tested for impairment when there are indicators of impairment.
The amount of the write-down is recognized in excess of revenue over expenditure. The previously
recognized impairment loss may be reversed to the extent of the improvement, directly or by
adjusting the allowance account, provided it is no greater than the amount that would have been
reported at the date of the reversal had the impairment not been recognized previously. The amount
of the reversal is recognized in excess of revenue over expenditure.
Transaction Costs
The organization recognizes its transaction costs in excess of revenue over expenditure in the period
incurred. However, financial instruments that will not be subsequently measured at fair value are
adjusted by the transaction costs that are directly attributable to their origination, issuance or
assumption.
3. CAPITAL ASSETS
2011 2010
Accumulated
Cost Amortization Net Net
Land $ 10,000 $ - $ 10,000 $ 10,000
Building 202,773 61,742 141,031 151,169
Furniture and fixtures 5,542 5,542 - 396
Computer equipment 1,734 1.734 - -
$_ 2�49 $� $ l� 5�1,0� $ 1�5�
4. DEFERRED CONTRIBUTIONS RELATED TO CAPITAL ASSETS
Deferred contributions related to capital assets represent contributions to The One Change Inc. for
the purchase and construction of a building. These contributions are amortized to revenue on the
same basis as the related capital assets are amortized to expenditure. The change in the deferred
contributions balance for the year is as follows:
2011 2010
Balance at beginning of yeaz $ 164,171 $ 175,021
Amount amortized to revenue (10,8501 (10,8501
Balance at end of year $ 1�21 $ 1�71
7.
174
THE ONE CHANGE INC.
NOTES TO FINANCIAL STATEMENTS
DECEMBER 31,2011
5. IMPACT OF THE CHANGE IN THE BASIS OF ACCOUNTING
The organization has elected to apply the Canadian accounting standards for not-for-profit
organizations of Part III of the CICA Accounting Handbook. The financial statements for the year
ended December 31, 2011, the first financial statement for which the organization has applied these
standards, were prepared in accordance with the provisions set out in FIRST-TIME ADOPTION
FOR NOT-FOR-PROFIT ORGANIZATIONS, Section 1501, for first-time adopters of this basis of
accounting.
The impact of adopting these standards has had no effect on net assets at the date of transition, i.e.
January 1, 2010. Consequently, the statement of financial position at January 1, 2010 remains
unchanged as follows:
ASSETS
CURRENT
Cash $ 13,757
Cash-Youth Council& Senior Groups 644
Accounts receivable 15,613
Prepaid expenses 1.716
$ 31.730
CAPITAL ASSETS 172.811
$ 2�541
LIABILITIES
CURRENT
Accounts payable and accrued liabilities $ 11,514
Deferred income-Youth Council and Senior Groups 280
Deferred revenue 5,100
16.894
LONG-TERM
Deferred contributions related to capital assets 175.021
NET ASSETS
NET ASSETS INVESTED IN CAPITAL ASSETS (15,544)
NET ASSETS 28,170
$ 20�4,541
8.
175
THE ONE CHANGE INC.
NOTES TO FINANCIAL STATEMENTS
DECEMBER 31,2011
6. FINANCIAL INSTRUMENTS
The organization is exposed to various risks through its financial instruments.The following
analysis provides a measure of the organization's risk exposure and concentrations at the statement
of financial position date,December 31,2011.
(1)Liquidity risk
Liquidity risk is the risk that an organization will encounter difficulty in meeting obligations
associated with financial liabilities.The organization is exposed to this risk mainly in respect of its
obligations under accounts payable.
(2)Credit risk
Credit risk is the risk that one party to a financial instrument will cause a financial loss for the other
party by failing to discharge an obligation.The organization's main credit risks relate to its accounts
receivable. The organization provides credit to its clients in the normal course of its operations.
9.
176
OLD NORTH END
■
■
■
■
■
■ ■ ■
Social Programming Initiative
12/1/2010
177
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ONE Voice: Social Programming Initiative ��
I I
Table of Contents
Project Participants and Acknowledgements ....................................3
Getting Started
Introduction to the Old North End Voice .........................................6
Situating Ourselves: Who we are...................................................7
Rational: The ONE Plan.............................................................8
Geographical Location ...............................................................9
LandUsage ...........................................................................10
Community Statistics................................................................1 l
Past and Current Successes/ Community Strengths..............................13
Process for Determining Current Community Priorities .......................14
2010 Old North End Community Priorities
Childrenages 0-5....................................................................16
Children ages 6-12..................................................................21
Youth .................................................................................24
Adults .................................................................................26
Seniors ................................................................................28
ONE Voice Recommendations ....................................................31
Conclusion ...........................................................................34
Appendices
AppendixA..........................................................................35
Appendix B...........................................................................3 9
AppendixC...........................................................................44
References ...................................................................................................46
178
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ONE Voice: Social Programming Initiative ��
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Project Participants and Acknowledgements
The following project was made possible by the passion and commitment of
the residents of the Old North End and the ONE Voice committee and
community partners.
ONE Voice Committee
The ONE Voice committee provided direction and expertise in the
preparation of this document. Through our meetings with the committee we
were able to gain the knowledge to complete the ONE Voice.
Robin Mackie, ONE Change & St. Thomas University
Katie Mason, ONE Change & St. Thomas University
Heather McLeod, ONE Change & St. Thomas University
Melanie Walsh, ONE Change & St. Thomas University
Scott Crawford, ONE Change
June Rennick, ONE Change
Monica Chamberlin, the Business Community Anti-Poverty Initiative
Randy Hatfield, Saint John Human Development Council
Cathy Boudreau, St. Joseph's Community Health Center
Cathy Wright, Vibrant Communities
Greg Cutler, City of Saint John: North End Community Center
Greg Norton, Principle Lorne Middle School
ONE Change Board of Directors
The ONE Change Board provides direction and leadership for the activities
of ONE Change. The Board consists of stakeholders and residents in the
community.
Scott Crawford March Hussey Helene Williams
Kit Hickey Tammy Calvin John Knight
Trevor Holder Linda Negus Kurt Peacock
Gary Sullivan Connie Gould
179
\
ONE Voice: Social Programming Initiative � ��
�� I I
Key Participants `
Special thanks goes to the following:
• All community members of the Old North End
• Youth Inclusion Program staff
• Main Street Baptist Church
• St. Luke's Anglican Church
180 .
\
ONE Voice: Social Programming Initiative ��
I I
Getting Started
181
\
ONE Voice: Social Programming Initiative ��
\ I I
Introduction to the Old North End Voice
The Old No�th End Voice (ONE Voice) is the companion document to the
Old No�th End Plan (ONE Plan) that was prepared in August 2010 by
Katherine Bailey from the Business Community Anti-Poverty Initiative Inc.
(BCAPI).
Th� t��� �'�i�c�:
• Outlines the social and economic issues facing residents of the Old
North End
• Provides Priority needs are addressed by age group, as well as
recommendations for addressing these issues.
• The priorities and recommendations reflect primarily the voices of
residents, but also others who work in the Old North End, including
community development workers, professionals and volunteers.
• Additional recommendations are included in Appendix A at the end of
the document.
The ONE Voice will be used in conjunction with the ONE Plan by the ONE
Change to aid in determining where their project directions will be for the
next 5 years. As with the ONE Plan it will provides information regarding
the greatest needs of the community members of the Old North End as well
as recommendations that community members had voiced.
182 ,
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ONE Voice: Social Programming Initiative ��
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Situating Ourselves: Who We Are
This project was undertaken by four social work students from Saint Thomas
University, located in Fredericton, New Brunswick, as part of a social action
placement.
We are white, middle-class women, who come from privileged backgrounds.
None of us grew up in the Old North End or reside there currently. Initially,
we were concerned with the barriers this may pose; we acknowledged this
concern and discussed ways of minimizing the power imbalances inherent in
the relationships we would develop with residents. We decided against
disclosure of our educational program, as we recognize the location of social
work as both a power-infused profession and a historically oppressive
institution. We identified ourselves as volunteers or simply as working with
ONE Change.
183
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ONE Voice: Social Programming Initiative ��
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Rationale
The Old North End Voice (ONE Voice) is a companion document to the Old
No�th End Plan (ONE Plan), which was developed by Katherine Bailey in
the summer of 2010.
ThE� t�TJF Al«�7:
• Provides a summary of the progress made to date in the Old North
End as it relates to the action areas determined by the community in
2005;
• Describes the current priorities of the neighborhood in view of the
progress that has been made;
• Recommends priority actions for the next five years (2010-2015)
which have been identified by the community; and
• Informs the Municipal Plan for the City of Saint John as it relates to
the Old North End (p.5)
The ONE Plan will serve as a tool for the Old North End and ONE Change
as it determines its strategic directions and projects for the next five years. It
provides information about the greatest needs residents of the Old North End
face and recommended actions to address their priorities and bring about
positive changes (p.5).
While the ONE Plan focuses mainly on physical improvements and small
business development, including housing renewal, storage and removal of
garbage, improvement to streetscapes, and attracting commercial tenants
(pp.56-68). The vision for this project was to capture the short-term and
long-term social needs of the community and translate them into tangible
and achievable social programs and services.
184 ;
\
ONE Voice: Social Programming Initiative ��
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Geographic Location
AHO�-.:, �
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Community Facilities
The main community facilities in the Old North End are:
• ONE Change building
• North End Community Centre (NECC)
• Lorne Middle School
• Millidgeville North End Lions Club
• Main Street Baptist Church
• St. Lulce's Anglican Church
� Saint John Fire Station # 5
� North End Food Bank
185 •
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ONE Voice: Social Programming Initiative ��
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Land Usage
The primary commercial use in the community is the Lansdowne Shopping
Centre located on the east side of the Old North End. Smaller commercial
uses are also located along Adelaide Street and the eastern portions of
Metcalf Street and Main Street.
In recent years, significant investment has been made in the parks located in
the Old North End. Both Victoria Park and Robertson Square have been
revitalized to become showpieces in the community. Active recreation space
is located adjacent to the Old North End including a baseball diamond at St.
Peter's Park and Shamrock Park which includes sports fields, baseball
diamonds, and tennis courts (ONE Plan, p.10).
186 �
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ONE Voice: Social Programming Initiative ��
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Community Statistics
The Old North End has been identified as one of five priority
neighbourhoods in Saint John where there are high poverty rates, high
proportion of single parents, high crime rates, older housing stock, primarily
rental housing, low levels of education, and low labour force participation.
In both the 2001 and 2006 census, the Old North End was classified as a
very high poverty neighbourhood because more than 40% of residents lived
below the poverty line, that is, the threshold at which sociologists warn that
the entire area is under stress (ONE Plan, p.8).
7�'c��il�> 1.� S`tt���r�t«r��� ���tc� ���r� 1��c� �?1e.� �Voi°flz F'��ac� C���a�,���r.a� �'��°crc��, .�����?f}(1Pa
Census Profile 1996 2001 2006
Population 2,287 2,150 1,974
Occu ied Private Dwellin s
Total private dwellings 960 1,073 1,076
Total private dwellings occupied by 960 960 905
usual residents
Owned dwellings 240 205 185
Rented dwellings 720 755 720
Average value of owned dwelling $86,419 $78,055 $89,183
Average gross rent of tenant households $425 $461 $491
Tenant households spending 30% or 370 350 335
more of household
income on gross rent
Educational Attainment
Total population >15 years 1,770 1,725 1,585
No certificate, diploma or degree 920 735 620
High school certificate or equivalent 290 335 585
Apprenticeship or trades certificate or 95 200 115
diploma
College, CEGEP or other 290 145 175
non-university certificate or
diploma
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Universrty certificate or diploma below 15 10 45
r
the bachelor level
University certificate, diploma or 30 30 40
degree
Labour Force Activity
Total population >15 years 1,765 1,720 1,585
In the labour force 965 950 895
Employed 715 700 765
Unemployed 260 245 125
Not in the labour force 800 765 690
Participation rate 55.0% 55.4% 56.5%
Employment rate 40.5% 40.9% 48.6%
Unemployment rate 26.3% 25.8% 14.0%
Income
Median income of census families $22,201 $23,671 $27,924
Median income of private households $18,327 $20,301 $25,476
Median income of persons >15 years $13,806(M) $13,458 $16,515
$11,096 (F)
Low income 48.8% 49.7% 43.3%
Famil Characteristics
Total number of census families 605 610 520
Number of female lone-parent families 190 235 165
Number of male lone-parent families 40 15 60
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Past and Current Successes
The ONE Plan document highlights many of the successes already achieved
in the Old North End community. They include:
• ONE Home program for homeowners
• ONE Life (Old North End Living independently for Education )
• ONE Change Environment Team for beautification projects
• ONE Teen Summer Takeover
• Development of Youth Council
• Youth Inclusion Program (YIP)
• Development of the community garden
� Various community events
• Winds of Change (repairing of drafty windows in community)
• Revitalization of Victoria Park
� ONE Change Clothing Room
Community Strengths
• Youth Involvement/ Leadership
• Partnerships with the other Saint John priority communities
• Partnerships with Main Street Baptist and St. Luke's Church to
provide community members with nutritious meals
• Determination, passion and pride of community members
• Partnership with the Saint John Apartment Owners Association
• Partnership with the Saint John Learning exchange to have CALP
(Community Adult Learning Program)
• Neighbourhood advocacy
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Process for Determining Current Neighbourhood Priorities
Focus groups were carried out with residents in late August 2010 by ONE
Change in preparation for this project. Participants brainstormed desired
programs and services and recorded them on flip chart paper for easy
reference. Suggestions from participants who attended were then recorded
and prioritized. These served as a starting point for us to begin thinking
about the needs and types of programs already identified by those who
attended. In order to start the process of engagement we were first required
to complete an application form to the St. Thomas University Research
Ethics Board (see Appendix B) to ensure there was no harm done to
participants.
Engagement with the Old North End community involved meeting with the
ONE Change Board of Directors; talking with YIP staff; meeting with John
Knight from Main Street Baptist Church; attending lunches at the Main
Street Baptist and St. Luke's churches; talking with youth; and going door-
to-door and speaking with residents about programs and services they want
to see implemented in their community.
From the beginning of October to mid-November, we began the process of
going door-to-door. We created a one-page explanation (see Appendix C) of
who we are and what we were looking for from community members. This
was given to every resident we spoke with, if desired, and left in the mail
boxes for residents who were not home. Included on this form was: the ONE
Change logo, a brief description of ONE Change, what we were loolcing for
(ideas for programs); the phone number for ONE Change (if anyone wanted
to call with input); and our names and signatures. In total, we visited
approximately 150 homes and we spoke with approximately 65 community
members.
From engagement with residents, we have identified two priorities and
recommendations for each of five age groups. These age groups range from
pre-natal to seniors. These reflect the most pressing needs and concerns
identified by those who live and work in the Old North End community.
Included in Appendix A are additional recommendations identified by
residents.
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2010 Old North End Community Priorities
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Children (0-5)
"The quality of a child's life depends on decisions made every day in
households, communities, and in the halls of gove�nment. We must rnake
those choices wisely, and with children's best inte�ests in mind... As child�en
go, so go nations, it's that simple. " LINICEF
Priority # 1: Prenatal Programs
Prenatal education promotes wellness and the prevention of illness by
providing information and support to pregnant women, their partners and
families to enhance capacity, facilitate informed decision-making and
maintain or enhance their own and their baby's physical and emotional
health. (Prenatal Education and Support Working Group, 2005). As stated by
individuals in the community they believe that there is a need for prenatal
programs for those expecting. In the city of Saint John 4.6% of newborns are
born with a low birth weight (Statistics Canada, 2007). Prenatal information
could provide community members with the knowledge to help ensure that
their babies are born at a healthy weight. Individuals in the community feel
that prenatal education is essential in preparing themselves for parenthood.
Through prenatal education community members will gain the knowledge to
not only provide their unborn child with a healthy environment but they will
also be prepared to do the same once their child is born.
lZ�eo►nmt►idation # 1
The following is a list of prenatal programs that are offered in the Saint John
area that ONE Change could partner with in order to implement these at the
NECC.
Early Childhood Initiatives
�ffe�-�d l�v« Public �I��ltl�
The ECI program strives to assist parents or future parents to give their
children (0-5 yrs) the best start in life. This program is provided by either a
Public Health Nurse or Nutritionist:
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The prenatal program includes:
1. Individual teaching and referral to prenatal classes;
2. Individual nutrition counseling;
3. Provision of nutrition supplements and milk to those meeting the financial
criteria;
4. Referrals to other health professionals and/or community partners.
Contact Information for Public Health
Telephone #: 1-506-658-3067
VON Programs
Healthy Baby & Me
Healthy Baby & Me is a project funded by Health Canada (Canada
Prenatal Nutrition Program) and administered by VON Canada New
Brunswick. It is designed to provide education and support to youth who are
either expecting a baby or parenting an infant. The overall goal of Healthy
Baby & Me is to contribute to a healthy pregnancy and the healthy growth
and development of infants of Healthy Baby & Me participants. The
program offers free education and support that helps pregnant and parenting
youth in communities across New Brunswick make healthy choices for their
babies and themselves.
The programs are free and provide an opportunity for youth to:
-Relax in a non judgmental atmosphere
-Meet new friends
-Get support from others who are going through a similar situation
-Get information on making healthy choices for yourself and your baby
-Share experiences
-Learn the latest on pregnancy and parenting
-Work together to ensure having a baby is a memorable and positive
experience
Special Delivery �lub
Prenatal education especially for youth. We talk about labour &
delivery, breathing and relaxation exercises, nutrition, feeding baby, etc...
We also include a hospital tour and as a grand finale, a baby
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shower/celebration! Each week we have a healthy snack, door prizes and fun
�
activities like videos and/or games.
Rocl� & Talk
Parenting education especially for youth. We talk about childcare, infant
feeding, life skills, parenting responsibilities and expectations, etc... Each
week we have a healthy snack, door prizes and fun activities.
*VONProgramming, 2010
Contact Information for VON
Telephone #: 1-506-635-1530
Contact Information for VON Healthy Baby and Me
Telephone #: 1-506-672-9647
Infor-m�tion Pacl:a�es
In conjunction with the various programs for new parents, it is vital that
additional information is given to community members. The following
should be provided:
• Contact information for the various resources for new parents in the
Saint John area.
• Calendar of events for the Old North End
• List of all other programs offered through ONE Change at the North
End Community Center
By providing community members with the above information individuals
would be aware of other programs that they can participate in. This
information may also be passed onto other community members who may be
unaware of what ONE Change has to offer the community.
Priority # 2: Play Groups / Education Sessions
The following programs are in response to community members stating that
programs or activities that include both parent and child would be beneficial
at the North End Community Center. These activities would aid in fostering
better parent/ child relationships as well as to strengthen social skill that
their children will utilize throughout their life. Community members stated
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they would like to see activities such as arts and crafts, music and play . `
groups where they are able to participate with their child while socializing
with other parents. In the Old North End, 39 % of the population is
composed of single mothers (Poverty & Plenty, 2007) and 10.7 % are single
fathers. Providing these individuals with support via educational sessions
and parental support groups would be beneficial in supporting health
families.
I2ec�r�rrrend�ti�i� ,� 2
The Saint John Family resources center would make a great partner in the
implementation of the Play Groups and Education Sessions, funding and a
set location would be the only concerns in regards to these programs. Their
mission statement is one that is one that fits with ONE Change and that is to
" Through a supportive environment, provide information, education, and
resources to caregivers of children and expecting parents by encouraging
them to develop and affirm their abilities, aspirations, and potential"
(SJFRC, 2006). The following is a list of programs offered through the Saint
John Family resource center
Urban Play Groups
Available in the lower West side and North end of Saint John, these play
groups provide opportunities for parents, caregivers and their children to
meet and play in their own communities. Play-groups offer snacks, crafts
and story time, as well as transportation support.
Pc��itiv� 1'�r�lYti�i�
A parenting program based on Barbara Coloroso's bestseller "Kids are
Worth It - Giving kids the gift of inner discipline". This program covers a
variety of topics including teaching kids how to think not what to think,
problem solving, empowering children, the patterns of conflict and the
importance of self-care. The program has seven sessions. Limited, on-site
childcare and transportation support are available. Registration is required.
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1 2 3 4 Parent
A six-week video based parenting program focusing on developmental
stages from ages one to four. Through group discussions and activities,
parents share ideas and effectives strategies.
Some of the topics covered are building the bond, non-violent discipline
skills, the power of encouragement, and the importance of self-care. This
program runs for six weeks. Limited, on-site childcare and transportation are
available. Registration is required.
*Taken fNOm the Saint John Family Resource Center website(2006):http://frc-crf.coin/saint john/0
Contact Information for Saint John Family Resource Center
Telephone #: 1-506-632-2182
Website: http://frc-crf.com/saint john/
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6-12 years old
Priority # 1: Safe Walk
When canvassing the neighborhood many community members stated that
they feel that it is not safe to allow tiheir children to walk to and from the
community center to attend programs especially children between the ages
of six and twelve .
[���o��inlenc�ation # 1 e
• Have a volunteers walk the kids to and from the center as a group
• Form a "buddy system" that matches up an older youth with a
younger youth. The older youth will be responsible for picking up and
taking home the younger child from his or her home. This is not only
beneficial for the younger child but can help instill leadership skills
with the older youth.
• Look to implement a program similar to the province of Ontario's
"Ontario Communities walkON".
(ln����ir� C�rnn���nitr�s `��ikC1N
Ontario Communities wa1kON is based on the success of walkON, six
community partnerships of the Ontario Heart Health Program who
collaborate to engage and support their communities to create environments
that support walking. wa1kON works in partnership with politicians,
planners, engineers, and citizens from 17 community groups, using
comprehensive, easy-to-use resources and tools designed to educate,
empower and inspire community members. The goal is to take the successful
walkON model and replicate it around the province of Ontario. (Green
Communities, 2010).
The wa1kON Walkability Toolkit can be found online at:
http://www.canadawalks.ca/project walkon.asp
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Priority # 2: Pro�ramming aimed at 6-12 year olds `
Children's readiness to learn at school entry is a well-established predictor
of their success in school and later in life. It is known that individual
characteristics (e.g., socio-economic status, health, parental education)
contribute to children's readiness to learn. In order to foster positive growth
of the children in the North End it is vital to ensure that their needs are being
meet especially between the ages of 6-12. Children who participate in
recreation programs benefit in the following ways: improved social skills,
less or no need for special education instruction during subsequent school
years, better grades, and enhanced attentiion spans (Education Corner, 2009).
Community members voiced that they would like to see more programming
for children 6-12 years of age that does not solely include unorganized
sports.
Recommendation # 2: Expand on recreational pro�ramming at the
centre
Expand Programming to include the following:
• Bik� �l��k�
• A bike club can be formed by community members and can
utilize the new biking trails that will be near Shamrock Park.
The bike club could be lead by and older youth or adult and
they could guide younger youth through the designated trails.
• Donations of bikes could be made to the ONE Change via a
bike drive.
• Contact various bike clubs in Saint John to inquire if they are
able to volunteer time to teach youth about bike safety as well
as proper biking techniques.
• Art Cla�ses
• Art classes are already being taught at the North End
Community Center, continuing these classes would be
recommended.
• Inquire with various art teachers (pottery, painting, knitting,
seeing) to see if specialized classes could be implemented
monthly.
• C������t� With �����° C'�����i�nitv Cent�r°s
• Loolc into the possibility of hosting a youth social once monthly
with the other Saint John community centers to foster a sense of
community amongst youth.
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• Socials can incorporate team activities/ challenges or `
specialized programs such as art or music.
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Youth (13-18 years old) � �� �
Priority #1: Legal advice/support
"In one week, I had seven youth leave my office in handcuffs. "
-G�eg Norton, Principal, Lo�ne Middle School
In response to the high levels of crime in the Old North End, including
arson, which is often perpetuated by youth, and in response to concerns
raised by Greg Norton, principal of Lorne Middle School, and residents, that
parents are often unsure how to navigate the legal and criminal justice
systems, the need for assistance for parents and youth once an arrest has
been made has been identified as a priority.
Many of the residents we spoke with identified as a major concern crime
committed by youth in the community. While the reasons for the
engagement of youth in crime are complex, multi-faceted and often tied to
poverty and marginalization, and while the other recommendations address
these issues from the prevention side, in the interim, given the low levels of
education and literacy as well as the complexity of legal documents received
by families following the arrest of a youth, it is recommended that some
legal advice and support be provided to families when a youth comes into
contact with the law.
I2�commt�ndation #1
The provision of legal advice/support could include:
• Information sessions with a lawyer (pro-bono) on the rights of
families and youth once a youth has come into contact with the law
• One-on-one sessions with a volunteer to assist families in interpreting
police and other legal documents
• Download or order (free of charge) resources from the Public Legal
Education and Information Se�vice of New Brunswick (PLEIS-NB)
Youth Justice website http://www.youthjusticenb.ca/main.asp?3
• Resources available on this website include: a Youth Justice Toolkit, a
Youth Justice in New Brunswick Workbook, and a Youth Rights
Booklet
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Priority #2: Drop-In Centre Improvements
In order to foster a sense of inclusion, assist youth in coping with problems
at home, school, etc., and work towards crime prevention, improvements in
the drop-in centre at the North End Community Center is identified as a
priority. While a space exists currently in the centre, mental health issues
have been identified both in the focus groups and by residents we spoke
with, as a large concern in the Old North End. Moreover, we heard from
Kelly, the YIP teacher/caseworker that often youth are facing many
problems at home, which, while not always obvious, often make it difficult
for youth to focus on school.
�2���rn����d��iorr� ���
• Enhance the drop-in space for youth with comfortable furniture
• Offer a coffeehouse in the evenings
• Include resources on services and programs relevant to youth in Saint
John
• Provide free condoms
• Designate a day/time for youth to set up appointments with a youth
counselor or social worker. Ensure that an office is available where
youth can talk to the social worker regarding a variety of personal and
social issues they are facing as well as needs such as housing,
employment, etc.
• Look to the Teen Resource Centre (TRC) for additional suggestions
Contact Information for Teen Resource Center
Telephone #: 1-506-632-5531
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Adults (18 +)
Priority #1: Addiction Services
The majority of individuals who engaged in the canvassing process of this
project identified addictions issues as the underpinning barrier to health,
safety, and an overall sense of well-being. It was noted on several occasions
that no services targeting this social problem currently exist in the
neighbourhood. The suggestion offered by many people who outlined this
need, was access to such supports.
Re�omin�ntMatic►�� ,#1: lle��elo�ament ��'��ldiction Servic�s
• Establish an Alcoholics Anonymous (A.A.) group in the North End
• Contact A.A. organization regarding the implementation of this
program.
• Establish an Narcotics Anonymous (N.A.) group in the North End
• Contact N.A. organization regarding the implementation of this
program.
� Access to an addictions outreach worker in the North End
• Partner with relevant local agencies such as Ridgewood
Addiction Service to create an outreach program in the North
End Community.
• Organize a needle exchange program in the North End
• Partner with relevant AIDS SJ to develop a needle exchange
program in the North End.
Priority #2: Education and Employment Training
As indicated in the ONE Plan report, an overwhelming amount of
individuals living in the North End are unemployed. Many people who
engaged in the door-to-door process highlighted the need for programs in
their community to tackle this social issue. Suggestions outlined services
grounded in education and employment.
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Recommendation #2: Development of Education and Employment ` �� `
Services � � � �
• Enhance and promote the computer access center located in the ONE
Change building.
• Many individuals indicated that they were not aware of this
existing program.
• Promote and advertise the C.A.L.P education program located in the
North End Community Center.
• Again, many community neighbours were unaware of this
program.
• Provide a space and a facilitator to engage in programming, such as:
soft skills training, resume building,job search, accessing community
resources, etc.
• Ideally, this facilitator would be a ONE Change employee. If
this is not feasible, ONE Change could partner with other
agencies to access their support within the North End
community.
• Educate and promote awareness about structures that provide funding
and loans for individuals seeking education and employment
opportunities.
• Services tackling this issue are provided locally by
organizations, such as: the Department of Social Development
(access to social assistance, applying for health card status,
etc.), Community Loan Fund, etc.
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Seniors
Priority #1: Helping Pro�ram
In today's society, social programs are often geared towards youth in high
priority communities. However, it has become increasingly clear that seniors
need to be recognized as an important part of community and thus included
in community initiatives. Programs for seniors have been lacking in the Old
North End and we plan to address this gap with the following
recommendations.
Furthermore, seniors have a wealth of knowledge, skills and experiences to
share with the youth of the Old North End. In fact, when provided the
opportunity, seniors make a positive difference in society, the economy and
community.
The majority of youth do not have the opportunity to interact with seniors on
a regular basis. Sometimes initiating conversation with someone so far
removed from your environment can seem awkward, stilted, or even boring;
but when you have patience, you will be surprised at the rewards. Seniors
are not only the link to our past, but also a link to the future.
Recoinmenda�tion # 1 (;�r�����t- 4'outh t� Se�liors
The helping program should include:
• An Introduction of services provided by youth to seniors
• Snow removal
• Grocery shopping
• Gardening
• Assistance with household chores
• Classes where seniors teach youth a skill
• Music
• Painting
• Knitting, crochet, cross stitch
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Possible Resource � `
We have contacted the Golden Oldies group in the Old North End and they
have received a $25,000 grant that could potentially be used to implement
programs that connect seniors to youth.
Pro�r�rn: St�ad�n�s H�lpin� S�nioi°s
Students Helping Senio�s is a program that has been implemented by
Ladysmith Downtown association in Vancouver, BC that helps unite youth
with seniors. Students Helping Seniors enables seniors to complete odd jobs
around the home with the aid of local youth through a coordinated summer
program. Students provide assistance with jobs such as, yard and garden
maintenance, household chores, pet care and shopping. The homeowner
supplies all the tools, materials and equipment required. The helpers are
students, not experienced trades persons. For major projects seniors are
encouraged to use local skilled tradespersons. Students are paid by the
seniors for their assistance. Funding is available for seniors unable to meet
the expense.
Priority # 2: Educational Seminars
Seniors, as an increasing proportion of society, are playing important roles
that should not be taken for granted. Seniors often financially support their
children and grandchildren. Furthermore, seniors write letters to newspapers,
they are the vast majority of church attendees; they run charity organizations
and are involved in an incredible range of recreation and sports. Learning
needs of seniors need to include appropriate training for these multiple roles,
as well as a range of life skills in relation to health, safety, housing, financial
management, recreation and so on. Providing educational opportunities for
seniors is becoming increasingly important, as seniors are more and more
reliant on themselves rather than on the extended family.
It�coirim�nd�tia�� # 1
Educational seminars should include:
� Safety for seniors in and out of the home
� Computer programs for seniors
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Pcassiblc lZ�sa��rce `
• The Canadian Red Cross is a good resource, as they provide seminars
which specifically address safety for seniors.
Contact Information for Red Cross
Name: Pat Burgess, Senior Advisor, NB Region, Canadian Red Cross
Email: pat.burgess@redcross.ca
• The Saint John YMCA-YWCA offers a variety of adult learning and
computer training programs. The computer programs are taught "at-
your-own-pace" environment. Courses take place during the day,
three times per week. Courses are approximately 18 hours in
length. Computer courses include:
• Introduction to Computers
• Introduction to Windows
• Introduction to Microsoft Word Level I and II
• Introduction to Microsoft Excel Level I and II
• Learn to Use the Internet
Contact Information for Saint John YMCA-YWCA
Name: Julie Barbault, Coordinator, Opportunities Program
Telephone #: 634-4932
Email: j.barbault@saintjohny.com
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ONE Voice Recommendations
Although these recommendations were often not explicitly stated by
residents, these priorities were highlighted by other stakeholders, board
members and other concerned community members.
�'a°i����t� � 1 ������� ��ard
Resulting from meeting with the residents of the Old North End we
discovered that many lack awareness regarding the programs that talce place
at the North End Community Center and ONE Change. Clearly,
communication is a barrier in residents taking advantage of social programs
and something that needs to be addressed.
Community residents believe it would be beneficial to build a message board
outside the community center to advertise what programs are taking place
and when. Furthermore, the consensus among the residents is that attendance
at programs would significantly increase with the implementation of the
message board.
Priority # 2 Child Care
The two major purposes of early childhood programs are care and education.
A majority of families today use childcare while they are employed or
engaged in other activities. Many programs include an educational
component, based on a growing body of research that documents the
importance of children's early experiences for their healthy development and
academic success. A large number of programs have originated through
concern for children living in poverty and who may be at risk for success in
school and later life. Programs may also include a parent component
designed to educate parents through their participation in children's
activities.
Upon going door-to-door in the Old North End, community members sited
the lack of child care as a huge barrier to searching for employment and
becoming involved in social programs. The population of single mothers is
very high in the Old North End and thus the implementation of child care is
ever more important. If parents are to take advantage of the social programs
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and services that will be implemented at the North End Community Center, `
child care needs to be made accessible.
Transportation
Transportation is listed within its own section of this project because this
priority was indicated on numerous occasions amongst all age groups.
Access to services within the Greater Saint John Community is not available
for many community members living in the North End because of lack of
transportation. "Not able to get there when I need to/have an appointment"
was reported as a barrier to entrance into addictions services, both Saint John
hospitals, doctor's appointments, and mental health services. Not only does
this highlight the need for access to transportation, but solidifies the
requirement for outreach work in the Old North End.
Ccammunity Healtlh +C'ent�r
Saint John currently has a Community Health Center, which affords citizens
numerous health and social services. Service providers employed by this
facility include social workers, nurses, nutritionists, and dieticians. The
location of this facility, however, is in the city's center. Considering the
plethora of social and health issues underpinning those living in the Old
North End, the need for a similar facility in the Old North End should be
noted.
Information-Sharing
There was a lack of awareness of the existence of ONE Change as well as
what is happening at the centre. It is recommended that ONE Change work
towards information -sharing and communicating more effectively with the
community. This could involve:
� Utilize phone/text tree similar to the system used at Lorne Middle
School
• On-going community engagement (i.e. door-to-door)
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Improving Particip�tion
There was an on-going concern with limited participation in community
events and activities. It is recommended that ONE Change work towards
enhancing community motivation. This could involve:
• Social events such as dinners, dances, movie nights
�Ie��u�in�
During the engagement process, we observed that the majority of dwellings
are substandard. It is recommended that infrastructure improvements are
undertaken.
�unclii��
A concern reiterated by other community organizations is related to a lack of
funding for programming. It is recommended that ONE Change seek out
additional funding for the implementation of programs.
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Conclusion and Reflections `
This document outlines priorities identified by North End community
members as well as the ONE Voice committee, ONE Change Board, and
stakeholders. The next phase of this process will involve the implementation
of the above-mentioned recommendations by ONE Change. In order for this
to be efficiently put into action, partnerships, funding, and human resources
are required.
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Appendix A
Additional Recommendations as stated by
Community Members
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0-5 Age Group and Families
Drop-Ins : Play groups/ moms and tots/play therapy
Mother Goose
Family Literacy
Prenatal Courses
Safety
Legal advice ( custody/access/child rights)
Quality Day Care
Basic Needs: food /clothing /diapers/ dental care
Free hair cuts
Early childhood education
Nutritional classes
Support group for fathers
Link to other community resources
Health Care
Day Care
�i-12 r��c �roup
Organized sports
movie night
dance lessons
day camp
cultural outings
crafts
music lessons
Nutritional classes - health snacks
Bike club
Self-esteem
Safe wallc to and from center
Activities that combine child and family
information sessions on bullying
swimming lessons
Health Care
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13-18 Age Group `
Swimming pool
Drop In center
Counseling ( mental health/ addictions/ general)
Sexual education
Dance Instructions
Music Lessons
Bus passes
mentors for youth
youth to mentor younger children
Homework help
Babysitting course
Connection with other community centers
Bullying courses
Health Care
Youn� Ad�lts/ ��l��lts
Counseling (family/ addictions/ mental health/ marriage/ domestic
violence)
Organized sports
Sexual education
Creative Arts
Music Programs
GED tutoring
Movie Nights
Computer training
Job search/ career counseling
Mentoring opportunities to youth
Access to day care
Family Planning
Health Care
Coolcing classes
Adult Library (newer books)
Free Legal advice
Self esteem
Community Garden
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Senior Age Group
Crafts : Sewing/knitting
Learning groups
Outings: shopping. museum
Counseling ( mental health/ addictions/ health relationships)
Volunteer opportunities : mentoring children
Exercises classes: Tai Chi/ walking/ yoga
Assistance from youth : snow removal/ grocery assistance
Information on what is in the community
Health Center
Computer training
Community garden
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Appendix B
Ethics Committee Proposal
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Community Engagement
We will be engaging with North End community members for one purpose:
to identify the needs and/or wants regarding social programming of those
residing in the area. In this light, the only question that will be asked is as
follows: what programs (for all ages) would you like to see introduced in the
Old North End? From this question, we are hoping that a casual dialogue
surrounding community programming is initiated by the community
member. It is important to note that we will not be collecting any identifying
information from participants.
Application for Review of Research Involving Humans
SECTION A:
Principal Investigator(s): Name(s), e-mail Address, Office Telepnone,
Home
Katie Mason
Robin Mackie
Heather McLeod
Melanie Mercer
Title of Proposed Research: O.N.E Voice: Social Programming Initiative
Commencement Date: October 4, 2010
Completion Date: December 8, 2010
Co-Investigator(s): Academic Unit, e-mail address, Office Telephone:
St. Thomas University Social Work Department
# 1-506-452-0532
Supervisor(s) (if Principal Investigator is a student); Academic Unit, e-
mail address, Office Telephone:
Barb Wilkins - Social Work Field Liaison -bwilkins@stu.ca
Scott Crawford: O.N.E Change - Scott.Crawford@HorizonNB.ca
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SECTION B: `
1. Summary: Provide a summary of the proposed research, outlining
the research question and methodology. Please include a description of
the role of the research participants and any procedures to which they
will be subjected.
It is important to note that this is not a research project. We will be engaging
community members via causal dialogue in regards to future programming
at the North End Community Center in Saint John, New Brunswick.
Participants are not required to have a role in this project. Participants will
be given an opportunity to have their voices heard in regards to
programming at the community center.
Procedures: Not Applicable
2. Risk: in your opinion, does this research pose more than minimal risk
(Tri-Council Policy, Section 1.C1) to participating subjects?
No, we do not believe there is any risk.
3. Research Participants:
3.1 Number of Participants: How many participants will participate in
this research?
We are potentially going to speak with 1,200 community members.
3.2 Recruitment: How will they be recruited, and from what
population?
We wish to speak with community members from the 25 block radius that
makes up the Old North End.
We hope to reach community members by attending community functions
(Mission Lunch and Community Programming Activities), focus groups. If
invited into members homes we may have a conversation.
4. Informed Consent:
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4.1 Informing Participants: How will the nature of the research be
explained to potential participants, in compliance with Section 2D of the
Tri-Council Policy? Attach a copy of any document(s), such as an
explanatory letter, to be used for this purpose.
As this is not a research project, informed consent is not applicable. We will
not be asking for personal or identifying information.
4.2 Consent: If written evidence of informed consent will be obtained,
attach a copy of the consent form. (See Information on Informed
Consent Forms.) If written evidence of informed consent will not be
used, explain here, in detail, how you intend to comply with the
requirements of Section 2A of the Tri-Council Policy: See particularly
Article 21(b) and subsequent commentary.
We will take willingness of community members to offer their suggestions
as implied consent.
4.3 Children as Research Participants: If the proposed research
involves children as participants, provide here a statement indicating
how compliance with Section 2E, and specifically with Articles 2.5, 2.6
and 2.7 of the Tri-Council Policy, will be achieved.
Community children will not be targeted in the engagement process.
4.4 Adults who have a Limited Capacity to Consent as Research
Participants: If the research involves adults of diminished competence
as participants, provide a statement indicating how compliance with
Section 2E, and specifically with Articles 2.5, 2.6 and 2.7 of the Tri-
Council Policy, will be achieved.
Not Applicable
5. Inducements: Will any inducements (money, grade points, etc.) be
offered to encourage participation?
No
If yes, indicate here how compliance with Section 2B of the Tri-Council
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ONE Voice: Social Programming initiative � `
Policy (concerning voluntariness) will be achieved. If academic rewards _r`
are to be used, give details of alternative means of achieving equivalent
rewards.
6. Private Information: Does the proposed research involve accessing
identifiable personal information about participants by means of
surveys, questionnaires, etc.?
No. Questionnaires and surveys will not be used.
If yes, indicate here, in detail, how you propose to meet the
requirements of the Tri-Council Policy, Section 3, specifically Article
3.2. A copy of any questionnaire, survey document or interview
schedule to be used should be attached as well.
7. Feedback: Describe the measures which you propose for providing
feedback to research subjects concerning the outcome of the research.
A document outlining community programming will be presented to any
interested community members upon completion.
8. Data Security: Describe the measures which you propose for
ensuring the security of any identifiable personal data which will be
retained after completion of the research.
Not Applicable
9. Additional Information: Please feel free to append any additional
information which you feel may be helpful to the REB in evaluating this
application.
FOR REB USE ONLY:
File Number: 5073-10-03
Date Complete Application was received: October 5, 2010
Approved/Approved with Modification/Rejected: Approved
Date: October 5, 2010
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Appendix C
Explanatory Pamphlet Given to Residents
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O.N.E Change
'� 223 Victoria Street, Saint John, NB
1-506-635-2035
We are from ONE Change, a community organization in the North End. We
are looking for ideas for programs in your community. We came by your
house to talk with you about programs and events you would like to see (for
you and others).
If you have any ideas and would like your voice heard, please contact us at
506-635-2035. We look forward to hearing from you.
Thank you.
Heather, Katie, Melanie, and Robin
ONE Change Volunteers
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References
Government of Nova Scotia (2008). P�enatal Education and Suppo�t
Wo�king Group. Retrieved online Novemberl4, 2010:
http://www.gov.ns.ca/hpp/publications/08097_PrenatalEducationBooklet M
ar07_En.pdf
Green Communities (2010). Walk ON Communities. Retrieved November
22, 2010: http://www.canadawalks.ca/project_walkon.asp
Government of Canada ( 2007). Statistics Canada.
Vibrant Communities (2008) .Pove�ty and Plenty II.• A Statistical Snapshot
of the Quality of Life in Saint John: Retrieved online November 20, 2010:
http://www.humandevelopmentcouncil.nb.ca/Poverty%20&%20Plenty%20I
I.pdf
222 . ,
Schedule 2
Recreation and Program Services Specifications
1. INTRODUCTION
These Recreation and Program Services Specifications describe the Services that the ONE Change shall
provide at the C.E. Nicolle Community Centre, as well as the minimum level of service delivery and the
standards to which the Services shall be delivered.
1.1 GENERAL
The ONE Change shall provide the following services to the following standards:
Program Services and Standards
Community Centre Hours of Description:
Operation (52 week period) The normal hours of operations of the Centre for Programs shall be as
follows:
a) For Fall /Winter Operations:
- Monday to Friday, from 9:OOam until 9:OOpm
- Saturday,from 9:OOam until 3:OOpm
b) For Sprin�/Summer Operations
- Monday to Friday, from 9:OOam until S:OOpm
The hours of operations in a) and b) above may be extended based on
room and facility rentals, partner supported programming and special
events.
Free Programs (core Description:
programs) a) The ONE Change shall offer afterschool programs, night programs
and weekend programs for youth aged 5 to 17 years of age
during the school year(fall/winter season: 32 weeks).
b) The ONE Change shall provide Programs which are recreational,
cultural, health related and educational in nature.
c) The ONE Change shall provide a teen and playground program for
a minimum of 8 weeks during the summer months (June—
August)
d) The ONE Change may provide additional opportunities at
the Centre as resources are obtained for these age groups:
0 0-5 years
0 6-12 years
0 13-17 years
0 18-21 years
o Adults
o Seniors
Fee Based Programs Description:
a) The ONE Change shall provide community use of the C.E. Nicolle
Community Centre through room and facility rentals without
interfering with free programs described above.
b) The ONE Change shall keep all revenues generated by the rental
of the C.E. Nicolle Community Centre and use same towards the
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Schedule 2
Recreation and Pro ram Services S ecifications
operation of the Centre.
c) The rental fees for the Centre shall align with City's rental fee
structure for community centres.
Other Description:
a) There shall be an Active Resident Advisory Board whose function
is to provide resident input into the programs offered at the
Centre in order for the Centre to meet the needs of the
neighbourhood residents.
b) There shall be regular community stakeholder meetings.
c) The ONE Change shall work with other partners and organizations
to offer programs at the centre (such as CASP,for example)
d) The ONE Change shall attempt to leverage financial resources to
increase the scope of the Services offered at the Centre.
e) The ONE Change Board of Directors shall form a Program
Management Committee whose role is to direct and conduct the
day to day operations of the Centre.
f) The City of Saint John shall appoint a staff liaison who shall have
input into and voting rights regarding the Centre operations. The
City liaison will sit as an ex-officio member on the ONE Change
Board of Directors.
g) The ONE Change shall provide the City with access to the centre
at no charge for Emergency Response Shelter Services,
Community Meetings and other activities which the City may
want to hold at the Centre from time to time.
Measurement Standards Description:
a) The staff/youth participant ratio shall be 1: 15 or in accordance
with child development standards as prescribed by the Social
Development division of the Province of New Brunswick (if
applicable).
b) A staff person or qualified adult volunteer shall be assigned to
each activity room.
c) A registration and waiver liability form shall be completed by all
youth participating in the Centre's programming and signed by
their parent/guardian.
d) The ONE Change shall provide quantitative and qualitative
evaluations for programs and services and record total daily
attendance for overall centre usage as well as specific program
attendance. All such reports shall be submitted to the City liaison
on a monthly basis.
e) The ONE Change shall conduct an annual evaluation on the yearly
overall operation of the Centre and the City's Liaison shall take
part in the evaluation process.
f) The ONE Change shall conduct annual and seasonal evaluations
of permanent and part-time staff respectively.
g) The ONE Change shall hire only persons having a recognized post-
secondary degree in a related field such as recreation, social work
or the equivalent as full time employees. However,the ONE
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Schedule 2
Recreation and Pro ram Services S ecifications
Change may hire leaders, instructors and supervisors having
training or experience compatible with the programs for which
they are responsible.
h) The ONE Change shall train staff to the standards of High Five,
CS4L Model, National Coaching certification or the equivalent.
i) The ONE Change shall adopt and follow the standards, principles
and practises of Youth SJ standards once these standards are
developed by the City.
j) The ONE Change shall have in place and adhere to an Emergency
Accident Plan to properly deal with injuries which may occur as a
result of someone participating in the Centre's programming. In
this respect,the ONE Change shall maintain a records
management system for incident reporting, and make same
available to the City upon request.
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ONE Change Limited Facility Operations and Maintenance Specification
C.E. Nicolle Community Centre Schedule 3
SCHEDULE 3
C.E. NICOLLE COMMUNITY CENTRE:
LIMITED FACILITY OPERATIONS AND MAINTENANCE SPECIFICATION
226
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LIMITED FACILITY OPERATIONS AND
MAINTENANCE SPECIFICATION
227
TABLE OF CONTENTS
1. INTRODUCTION...............................................................................................................................1
1.1. DEFINED TERMS..................................................................................................................1
2. DIVISION OF RESPONSIBL[TY.........................................................................................................4
2.1. GENERAL.............................................................................................................................4
3. GENERAL MANAGEMENT AND GENERAL ADMINISTRATION OF SERVICES..................................6
3.1. GENERAL.............................................................................................................................6
3.2. SERVICE REQUIREMENTS....................................................................................................6
4. O&M SERVICES BY THE CITY OF SAINT JOHN ..............................................................................10
4.1. GENERAL...........................................................................................................................10
4.2. NOTIFICATIONS........................................................................................................................... 10
4.3 0&M SERVICE DESCRIPTIONS............................................................................................10
5. O&M SERVICES BY ONE CHANGE ..................................................................................................17
5.1. GENERAL ..........................................................................................................................17
5.2. 0&M SERVICE DESCRIPTIONS............................................................................................17
6. O&M SERVICES OF SHARED RESPONSIBILITY..............................................................................33
6.1. GENERAL ..........................................................................................................................33
6.2. 0&M SERVICE DESCRIPTIONS............................................................................................33
228
1. INTRODUCTION
This Limited Facility Operations and Maintenance Specification ("O&M Specification") describes the facility
operations and maintenance services ("O&M Services") that ONE Change shall provide in relation to the
Service Agreement ("Agreement") for the operation of the C.E. Nicolle Community Centre as well as the
roles and responsibilities of both ONE Change and the City of Saint John for the Term of the Agreement.
The purpose of this document is to describe, in general terms, the requirements of both Parties within
specific O&M Service categories, and is not meant to list all of the activities and steps necessary to satisfy
the O&M Service requirements or standards described herein.
The 0&M Services detailed within this O&M Specification will form a fully integrated and coordinated
service.
1.1. DEFIIVED TERMS
The words defined in subsection 1.1 of the Agreement when used in this O&M Specification shall have the
same meaning as the said Agreement. When used in this O&M Specification, the following wording or
expressions have the following meanings:
a) "ONE Change Representative" means the individual assigned to be the primary point of
contact for all matters related to the O&M Specification or his designate;
b) "Business Hours" means as identified in schedule 2.
c) "Capital Renewal Project" means a project of a significant magnitude which is approved
by Common Council involving a tangible capital asset that is over $5,000 in cost and
extends the expected useful life of the building; and "Capital Renewal Projects" shall
have a corresponding meaning;
d) "Capital Renewal Services" has the meaning ascribed thereto in section 4.3.3.;
e) "Contractor" means a Person or entity, other than the City or ONE Change, having direct
agreement with the City or the ONE Change,to perform any part or parts under the O&M
Specifications on behalf of the City or ONE Change; and "Contractors" shall have a
corresponding meaning;
f) "Demand Maintenance" has the meaning ascribed thereto at subsection 4.3.2.3.;
g) "Emergency" means any situation, event, occurrence, or multiple occurrences that:
A. Constitutes or may constitute a hazard to or jeopardizes or may jeopardize
the health and/or safety of persons;
B. Causes or may cause damage or harm to the C.E. Nicolle Community Centre,
property, building and/or equipment; or
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C. Materially interferes with or prejudices or may materially interfere with or
prejudice the safe operation of a Facility, the use and/or occupation of a
Facility, and/or the provision of Standard Operating Guidelines,
and which, in the opinion of the ONE Change or the City, requires immediate
action to prevent and/or mitigate the occurrence (or risk of the occurrence) of any
of the foregoing;
i) "Fire Management Plan" has the meaning ascribed thereto in section 6.2.5.;
j) "General Administration of Services" has the meaning ascribed thereto in section 3.;
k) "General Management" has the meaning ascribed thereto in section 3;
I) "General Repair Services" means carpentry work and installation of wall hangings
provided by the ONE Change, but for certainty, excludes assembling or repair of furniture
or other operational equipment; furniture moving; and operational equipment
maintenance;
m) "Grounds Maintenance and Landscaping Services" has the meaning ascribed thereto in
section 5.2.2.;
n) "Hazardous Materials Management" has the meaning ascribed thereto in section 6.2.2.;
o) "HVAC" means for the heating, ventilation, and air conditioning system;
p) "Integrated Pest Management" has the meaning ascribed thereto in section 6.2.1.;
q) "IPM Contractor" means the Contractor that delivers the services relating to the
Integrated Pest Management;
r) "Janitorial Services" has the meaning ascribed thereto in section 5.2.1.;
s) "Maintenance Services" has the meaning ascribed thereto in section 4.3.2.;
t) "Manager of the Facility Management Department" means the manager of the Facility
Management Department of the City or his designate;
u) "Preventative Maintenance" has the meaning ascribed thereto in subsection 4.3.2.1.;
v) "Routine Maintenance" has the meaning ascribed thereto in subsection 4.3.2.2.;
w) "Security Clearance" means the authorization provided by the Chief of the Police, to a
Person based upon the review of information provided by the Person and such
information will be of form and substance solely determined by the Chief of Police which
level of authorization is the sole discretion of the Chief of Police;
x) "Service Request" means the service request which is filed between a ONE Change
Representative and the City of Saint John Facility Management Department; and "Service
Requests", "Service Requirements", "Service Requested", and "Service Required" shall
have a corresponding meaning;
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y) "Urgent" has the meaning ascribed thereto in section 3.2.4.;
z) "Utilities" means (i) the power, gas, water and sewage, storm sewers and other utilities
under the portion of the lands of the C.E. Nicolle Community Centre and surrounding
roadways; and (ii) all improvements, materials, supplies, appurtenances and fixtures
forming part thereof, attached thereto, installed thereon or otherwise incorporated
therein;
aa) "Waste Management and Recycling Program" has the meaning ascribed thereto in
section 6.2.4.
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2. DIVISION OF RESPONSIBLITY
2.1. GENERAL
The O&M Specification sets out the mutually agreed requirements for the provision of Services by ONE
Change in relation to the Service Agreement ("Agreement") for the operation of the C.E. Nicolle Community
Centre as well as the roles and responsibilities of both ONE Change and the City of Saint John for the Term of
the Agreement.
The following table summarizes the O&M Services that are to be provided at the sole responsibility of ONE
Change, the O&M Services that remain the responsibility of the City of Saint John, and the O&M Services
that are provided on a shared basis between the Parties. Further detail on the division of O&M Services is
provided further on in the O&M Specification.
RESPONSIBILITY
SERVICE DESCRIPTION CITY ONE SHARED
CHANGE
General Management and General Administration of Services ✓
Service Request Management ✓
Management of Service Providers ✓
Monthly Facility Inspections ✓
Security Monitoring ✓
Emergency Response ✓
Access Control ✓
Statutory Testing Services ✓
Preventative Maintenance ✓
Routine Maintenance ✓
Demand Maintenance ✓
Capital Renewal Services ✓
Energy and Water(Utilities)Services ✓
Telephone and Internet Service ✓
Janitorial Services ✓
Labour ✓
Supplies and Equipment Only ✓
Grounds Maintenance and Landscaping Services ✓
Labour ✓
Supplies and Equipment Only ✓
Snow Clearing—Parking Area ✓
Snow Clearing—Walkways and Doorways ✓
Integrated Pest Management ✓
Hazardous Materials Management ✓
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RESPONSIBILITY
SERVICE DESCRIPTION CITY ONE SHARED
CHANGE
Energy and Water Performance Program ✓
Waste Management and Recycling Program ✓
Fire Management Plan ✓
Other
Property Taxes ✓
Energy, Water,Sewer Consumption Bills ✓
Telephone and Internet Service Bills ✓
Insurance ✓
Solid Waste Collection ✓
Moveable Furniture ✓
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3. GENERAL MANAGEMENT AND GENERAL ADMINISTRATION
OF SERVICES
3.1. GENERAL
General Management and General Administration of Services is required in order to maintain the level of
service that is outlined in the O&M Specification through the establishment of processes and methods for
which Services are to be requested, authorized, completed, evaluated, and reported.
3.2. SERVICE REQUIREMENTS
3.2.1. General Management
The Manager of the Facility Management Department is responsible for the overall management of the
O&M Specification and will be responsible for General Management services throughout the Term of the
Agreement. A representative for ONE Change will be designated to work closely with the City of Saint John
towards the management of this O&M Specification. Responsibilities will include:
A. Contract management—overall management of the O&M Specification;
B. Resource management and allocation — recruitment, human resource management,
allocation of resources;
C. Training—provision and delivery of training, maintaining certifications;
D. Performance and quality management—ensuring expected level of service is achieved;
E. Dispute Resolution; and
F. Service review—reviewing service for changing environments and/or needs.
3.2.2. Representative Personnel
3.2.2.1. ONE Change
In an effort to maintain consistency and ensure the expected level of service is being achieved, a primary
point of contact must be appointed by ONE Change for all matters related to the provision of O&M Services
as described in the O&M Specification. This individual will be available, on a 24 hour per day, 365(6) days
per year basis. Two additional designates must be appointed in the case that the primary point of contact
cannot be reached. Names, phone numbers, and emails shall be provided for all representative personnel
within two (2) weeks of the execution of this agreement.
3.2.2.2. City of Saint John
Under the direction of the Manager of the Facility Management Department, the City of Saint John will
appoint a primary contact for all matters related to the O&M Specification as it relates to the C.E. Nicolle
Community Centre, as well as designates as deemed appropriate. A representative of the Facility
Management Division will be available at all times, on a 24 hour per day, 365(6) days per year basis. In the
event that a representative cannot be reached directly, an answering service will be available to redirect
these calls in the case of an Emergency Service Requirement or Urgent Service Requirement.
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3.2.3. Monthly Facility Inspections
ONE Change will be required to complete and document a monthly inspection of the facility in a form
provided by the City of Saint John. This inspection will be rather general in nature with an objective of
identifying any visually obvious safety issues that may be apparent in and around the C.E. Nicolle
Community Centre. An inspection report in the form provided by the City of Saint John, must be provided
electronically to the Manager of the Facility Management Department on or before the 8`h day of each
month.
Events or issues identified in the monthly inspection or otherwise must be reported to the City of Saint John
as per the timeframes outlined in Section 3.2.4. Service Request Management.
3.2.4. Service Request Management
ONE Change will be required to report events or issues that require attention according to the timeframes
and definitions provided below. The City of Saint John Facility Management Department will not have on-
site personnel during the Term of the Agreement, but will be available to respond to Service Requirement(s)
on a 24 hour per day, 365(6) days per year basis.
PRIORITY EVENT DESCRIPTION REPORTING TIME
Any C.E. Nicolle Community Centre related Event or Service
Requirement which if not addressed will result in absolute Immediately upon
disruption, for example, stoppage of ONE Change activities
Emergency significant property damage, or immediate potential for serious identification of
injury or loss of life.
event
Any C.E. Nicolle Community Centre related Event or Service
Requirement which if not addressed will cause operational
Urgent problems or temporary disruption to ONE Change activities, Z hours
minor property damage, or which may develop into an
Emergency if not remedied.
Any C.E. Nicolle Community Centre related Event or Service
Requirement that is not seen as immediately detrimental,will not
cause significant operational problems or disruption to ONE
Routine Change activities, will not likely result in property damage, or will 48 hours
not likely result in the potential for injury.
Reporting time is the time from which the event or issue is first identified to the time contact is made with
representative personnel of the Facility Management Division to report the issue.
For any event or issue, ONE Change will first investigate the issue to determine its Priority. If the issue
cannot be readily addressed, ONE Change shall contact the City of Saint John Facility Management
Department. The representative of the Facility Management Department, at his or her discretion, has the
right to change the Priority of the Service Request if it is deemed appropriate to do so.
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No work shall be completed in the C.E. Nicolle Community Centre by ONE Change which has any impact,
positive or negative, on the base C.E. Nicolle Community Centre systems without prior written approval
from the City of Saint John.
3.2.5. Management of Service Providers
Service providers (e.g. Contractors) retained by the City of Saint John will be required to report to
representative personnel of ONE Change upon arrival to the C.E. Nicolle Community Centre to perform
service. ONE Change must provide a means to record time in and out at the point of entry for all service
providers. A template will be provided by the City of Saint John. At a minimum, the following will be
recorded:
■ ID badge number;
■ Date of visit;
■ Name of company;
■ Name of employee;
■ Phone number;
■ Reason for visit;
■ Anticipated duration of visit;
■ Time in;
■ Time out; and
■ Initials of ONE Change personnel verifying time in/out.
Service provider logs must not be disposed of unless approved by the City and must be provided upon
req uest.
ONE Change shall exercise a reasonable level of supervision for all service providers in the C.E. Nicolle
Community Centre only for the purpose of monitoring their presence and safety of their work area. Service
providers will be required to provide competent supervision of their own personnel at all times.
The City is responsible for its service providers and the O&M Services performed in the C.E. Nicolle
Community Centre. At no time is ONE Change authorized to direct service providers to perform Services of
any kind beyond what was previously authorized by the City. If additional services are required, the ONE
Change representative must contact the Facility Management Department who will provide proper
authorization if deemed appropriate. Any work authorized by ONE Change without prior written approval of
the City,will be at the cost of ONE Change.
3.2.6. Communication
As much as possible, all formal requests, feedback, and other communication between the Parties shall be
provided in writing. Acceptable means include email, memorandum, and letter forms. Written
communication shall be filed and retained for a period of seven (7) years.
3.2.7. Performance and Quality Monitoring
The City will review the performance of O&M Services provided by ONE Change on a regular basis to ensure
they are satisfying the Service Requirements or standards described herein. The Manager of the Facility
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Management Department or designate will conduct random inspections and site visits as a quality assurance
mechanism. Written follow up to these reviews will be provided to ONE Change as deemed appropriate.
ONE Change will be required to address any issues within a reasonable timeframe.
3.2.8. Periodic Meetings
The Manager of the Facility Management Department may request meetings with ONE Change
representatives to discuss any issues or concerns with the provision of O&M Services or other matters as
they relate to the building. An agenda will be developed by the Manager of the Facility Management
Department before the meeting and made available to the ONE Change representative 24 hours prior to the
meeting. ONE Change must provide representation at these meetings,which will be scheduled at a mutually
agreeable time.
3.2.9. Emergency Response
ONE Change will be the primary point of contact for emergency response situations at the C.E. Nicolle
Community Centre (e.g. fire and/or security alarms; flooding; etc.). As previously mentioned, for any event
or issue, ONE Change will first investigate the issue to determine its Priority. If the issue cannot be readily
addressed, ONE Change shall contact the City of Saint John Facility Management Department. The
representative of the Facility Management Department will respond accordingly, and at his or her
discretion, will change the Priority of the Service Request if it is deemed appropriate to do so.
Reactive response to emergency situations may be required at any point during the term of this Agreement.
ONE Change will have representative(s) available to respond to emergency situations on a 24 hour per day,
7 day per week basis. The maximum response time during any hour of the day or night shall not be more
than 30 minutes.
3.2.10. Access Control
The City of Saint John reserves the right to access the C.E. Nicolle Community Centre at any time during the
Term of the Agreement. ONE Change will be provided keys and security codes for the facility. Keys are not
to be duplicated, nor locks changed without the prior written approval of the City of Saint John. Names of
all those who will have security codes for ONE Change shall be provided to the City of Saint John. Staff or
other individuals who do not require keys or codes are not to be provided with them.
3.2.11. Security Monitoring
ONE Change is responsible for monitoring security cameras that are installed on-site. Recordings must be
clearly labelled (i.e. date of recordings, name of facility, etc.) once tapes/disks are full and retained on site
for an indefinite period of time in a manner in which they cannot be damaged or stolen. ONE Change will
provide recordings to the City of Saint John within 24 hours of a request.
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4. O&M SERVICES BY THE CITY OF SAINT JOHN
4.1. GENERAL
The City shall provide O&M Services as may be required for the C.E. Nicolle Community Centre. O&M
Services will be based on sound technical and operational requirements and standards in accordance with
Good Industry Practice, in order to maintain the C.E. Nicolle Community Centre in a good state of repair and
to maintain a safe, compliant, functional, working, barrier-free environment. Section 4.3.4. (O&M Service
Standards of Acceptance) describes, in general, the acceptable level of service that will be provided by the
City of Saint John as it relates to this O&M Specification and the C.E. Nicolle Community Centre.
The City has no obligation under this Agreement, expressed or implied,to perform O&M Services beyond
this minimum level. All work requests by ONE Change will be completed at the full discretion of the City.
4.2. NOTIFICATIONS
Wherever possible, the City will provide advanced notice to ONE Change for work in the C.E. Nicolle
Community Centre that may affect ONE Change activities in a substantive way. Where disruptions are
determined by the City to be minimal, no notice may be provided at the City's discretion. O&M Services will
be completed so as to minimize disruption to ONE Change activities as much as possible.
4.3. O&M SERVICE DESCRIPTIONS
4.3.1. Statutory Testing Services
The City will facilitate the undertaking of all statutory and regulatory tests, which may be required,
including:
■ Pressure vessels;
■ Fuel storage tanks;
■ Boilers;
■ Elevating devices;
■ Fire alarm systems;
■ Sprinkler systems; and
■ Fire extinguishers.
Up to date records for all inspections,tests, and certifications will be maintained by the City.
ONE Change shall be responsible for inspection and testing of all operational equipment that does not form
part of the base building systems (if applicable).
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4.3.2. Maintenance Services
Three (3) categories of Maintenance Services may be provided by the City, and are described in further
details below.
4.3.2.1. Preventative Maintenance
This category of maintenance is planned and is intended to ensure equipment and systems perform
efficiently as designed and realize the entirety of their expected useful life. Preventative maintenance tasks
are developed through a combination of manufacturers' recommendations, Good Industry Practice, and
past knowledge and experience.
Preventative Maintenance requirements are primarily a responsibility of the City of Saint John, however,
ONE Change is responsible for Janitorial Services, Grounds Maintenance and Landscaping, and Quality
Monitoring (supervision, inspection, etc.) as described in further herein. Aside from the aforementioned,
the City of Saint John is responsible for all other Preventative Maintenance requirements of the C.E. Nicolle
Community Centre.
4.3.2.2. Routine Maintenance
This category of maintenance typically initiates from a Preventative Maintenance inspection, or is a
requirement resulting from improperly functioning or failure of equipment or system that is a consequence
of regular/expected use and wear. Although not always the case, this type of maintenance is generally not
planned. Routine Maintenance examples include:
■ Replacement of light bulbs;
■ Interior repairs; and
■ Minor exterior repairs.
Routine maintenance requirements may (and should) be identified or requested by ONE Change, however,
the City has no obligation under this Agreement, expressed or implied,to perform maintenance beyond that
required to maintain the building in good state of repair and to maintain a safe, compliant, functional,
working, barrier-free environment. Routine maintenance requests by ONE Change shall be completed at the
full discretion of the City.
4.3.2.3. Demand Maintenance
This category of maintenance is initiated by a formal request in writing from the ONE Change, and includes
work that is not a part of the Preventative Maintenance and is not Routine Maintenance. Demand
Maintenance may result from damage caused by the ONE Change personnel or others; unscheduled work
not required as a result of deterioration, regular wear, or damage, but is requested by ONE Change and/or
upgrades to C.E. Nicolle Community Centre components. Demand Maintenance includes:
■ Change of paint colour;
■ Unscheduled painting, not based on life cycle requirement;
■ Repair of damaged walls, doors, or other base C.E. Nicolle Community Centre systems as
a result misuse or abuse;
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■ Unscheduled repair or replacement of minor C.E. Nicolle Community Centre components,
not based on life cycle requirements; and/or
■ Unscheduled addition or upgrade of minor C.E. Nicolle Community Centre components,
for example, moving or installing new receptacles.
4.3.3. Capital Renewal Services
The objective of this service is to ensure the long-term integrity and ongoing serviceability of the C.E. Nicolle
Community Centre through the delivery and implementation of a Capital Renewal Program. The Capital
Renewal Program is submitted to Common Council for approval on an annual basis.
The City will make all reasonable effort to schedule and manage all Capital Renewal Projects so as to
minimize the impact on ONE Change activities.
4.3.4. Energy and Water (Utilities) Services
The City will provide management and administration of all Utilities Services, including the operation and
maintenance of the building management systems. Control of these systems (e.g. temperature control) will
be remotely by the City of Saint John.
ONE Change will play an important role in the participation in energy and water conservation programs as
provided in Section 6.2.3. Energy and Water Performance Management.
4.3.5. O&M Service Standards of Acceptance
In general, the following table summarizes the City of Saint John standards of acceptance for the provision
of O&M Services for the C.E. Nicolle Community Centre under this Agreement:
ELEMENT STANDARD OF ACCEPTANCE
■ All elements shall at all times be functional, operational, and safe,
General subject to reasonable wear and tear.
■ Sound,secure,and weatherproof;
■ Free from excessive deflection and structural damage; and
Foundations Free from major cracking, spalling,and efflorescence staining.
.
■ Sound,secure,and weatherproof;
Slab on grade ' Free from excessive deflection and structural damage; and
• Free from major cracking, spalling,and efflorescence staining.
■ Sound and secure; and
Superstructure ■ Free from excessive deflection and structural damage.
■ Sound,secure,and weatherproof;
■ Free from excessive debris, moss growth, and bird droppings;and
Exterior walls • Free from excessive cracking, spalling,staining, corrosion, peeling
paint,and or other deterioration/damage.
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ELEMENT STANDARD OF ACCEPTANCE
■ Sound,secure,and weatherproof;
• Glazing intact and free from cracks; and
Exterior windows ■ Free from excessive staining,corrosion, peeling paint,and or other
deterioration/damage.
■ Sound,secure,and weatherproof;
■ Glazing intact and free from cracks;
Exterior doors ' Free from excessive staining,corrosion, peeling paint, and or other
deterioration/damage;and
• Operate as intended.
• Sound,secure,and weatherproof;
■ Free from excessive debris, moss growth, and bird droppings;
■ Gutters,downspouts,and drains free of debris and dirt to permit easy
Roofing flow of water;
■ Flashings secure and free of excessive corrosion and paint peeling; and
■ Roof surfaces free of excessive debris.
■ Free from damp and vermin;
■ All finishes free from undue damage and of reasonable appearance for
location;
■ Free from asbestos and other hazardous materials,as deemed
necessary by appropriate Regulations;
Interiors Floor coverings fully fixed to the substrate and free from excessive
• tears,scoring,cracks, or any other damage that is unsightly and/or
could cause tripping hazards; and
■ Doors,fixtures,and fittings operate as intended.
■ All systems shall function as intended without undue noise or vibration;
■ Reasonably free from corrosion;
Elevators and lifts ' Ratings clearly marked; and
■ Maintained and tested in accordance with relevant codes and
standards.
• Taps,valves,and other related fittings and fixtures function as
Plumbing fixtures intended; and
■ Free of drips or leaks within reason.
■ Deliver water at the temperatures and flow rates as required to serve
the facility needs;
Domestic water distribution
■ Pipe work and fittings shall be fastened securely to minimize undue
noise and vibration;and
• Free of drips or leaks within reason.
■ Free of drips or leaks within reason;and
Sanitary waste
■ Pipe work and fittings shall be fastened securely to minimize undue
noise and vibration.
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ELEMENT STANDARD OF ACCEPTANCE
• Free of drips or leaks within reason;and
Rain water drainage
■ Pipe work and fittings shall be fastened securely to minimize undue
noise and vibration.
■ All systems shall function as intended without undue noise or vibration;
Heat generating systems and
■ Reasonably free from corrosion.
■ All systems shall function as intended without undue noise or vibration;
■ Ductwork,fittings, and pipe work shall be securely fastened to their
intended points of anchorage;
Distribution systems ■ Free from persistent or unreasonable leakages of water(or other
heating medium)or air; and
■ Reasonably free from corrosion.
■ All systems shall function as intended without undue noise or vibration;
■ Reasonably free from corrosion; and
Terminal and package units ■ Filters are changed regularly in accordance with Good Industry
Practice.
■ Maintained to temperature set point;
■ Set point adjustable remotely through BAS within permissible set point
adjustment range; and
Controls and instrumentation ■ Temperature maintained within control tolerance from the set point
(control tolerances are to be increased to+/-1.5 degrees Celsius during
the seasonal bedding-in period).
■ Maintained and tested in accordance with relevant codes and
Sprinklers standards.
■ Fire extinguishers and other firefighting equipment shall be maintained
Fire protection specialties in accordance with relevant codes and standards.
• Operate as intended;
■ Ratings clearly marked;
Main transformers • Free from signs of charring;and
• Enclosures free from excessive corrosion.
■ Operate as intended;
Secondary transformers ' Ratings clearly marked;
■ Free from signs of charring;and
• Enclosures free from excessive corrosion.
• Operate as intended;
• Ratings clearly marked;
Main switchboards • Free from signs of charring;and
■ Enclosures free from excessive corrosion.
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ELEMENT STANDARD OF ACCEPTANCE
• Operate as intended;
Interior distribution transformers ' Free from signs of charring;and
■ Enclosures free from excessive corrosion.
■ Operate as intended;
■ Ratings clearly marked;
Panels ' Blanks installed where appropriate;
■ Free from signs of charring;and
■ Enclosures free from excessive corrosion.
■ Operate as intended;
■ Ratings clearly marked;
Enclosed circuit breakers ■ Free from signs of charring;and
■ Enclosures free from excessive corrosion.
■ Operate as intended; and
Branch wiring ■ Free from signs of charring.
■ Functional, safe,and meet IES Standards for the lux levels specified;
Lighting equipment and
■ Reasonably operable without flickering.
■ Maintained and tested in accordance with relevant codes and
Fire alarm systems standards.
■ Fully operational and function as intended;and
Telecommunications systems • Wiring,fittings,fixtures,controls,and safety devices shall be properly
housed and fastened securely to their intended point of anchorage.
■ Fully operational and function as intended;and
Local area network systems ' �Niring,fittings,fixtures, controls,and safety devices shall be properly
housed and fastened securely to their intended point of anchorage.
■ Fully operational and function as intended;and
• Wiring,fittings,fixtures, controls,and safety devices shall be properly
Security systems housed and fastened securely to their intended point of anchorage.
• Emergency lighting shall be tested regularly to ensure it is operational;
and
Other electrical services ■ Batteries shall be adequately ventilated,free from acid leakage, and
sufficiently charged.
■ Fully operational and function as intended;
Electric heating ' Free from signs of charring;and
• Free from excessive corrosion.
Fixed furnishings ' Function as intended.
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ELEMENT STANDARD OF ACCEPTANCE
• Provides barrier-free accessibility;
• Substantially free from snow and ice; and
Parking lots ■ Free from significant cracking and potholes,which may result in
tripping hazards and/or property damage.
■ Provides barrier-free accessibility; and
Pedestrian paving ' Free from significant cracking and spalling,which may result in tripping
hazards.
■ Provides barrier-free accessibility;
■ Substantially free from debris;
Site development ' Free from hazards;
■ Operate as intended,where applicable; and
■ Sound secure safe and free from damage,where applicable.
Water supply ' Function as intended.
Sanitary sewer ' Function as intended.
Storm sewer ' Function as intended.
Electrical distribution ■ Function as intended.
■ Functional, safe,and meet IES Standards for the lux levels specified;
Site lighting and
■ Reasonably operate without flickering.
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5. O&M SERVICES BY ONE CHANGE
5.1. GENERAL
ONE Change shall provide the following O&M Services for the C.E. Nicolle Community Centre:
1) Janitorial Services;
2) Grounds Maintenance and Landscaping Services; and
3) Quality Monitoring(supervision, inspection, etc.).
5.2. O&M SERVICE DESCRIPTIONS
5.2.1. Janitorial Services
With the exception of the supply of products and equipment, ONE Change is solely responsible for the
cleaning of the C.E. Nicolle Community Centre as outlined in this O&M Specification.
5.2.1.1. Environmentally Friendly Cleaning Products
The City of Saint John will supply all cleaning and paper products to ONE Change to perform the Janitorial
Services outlined herein.
All products used in the C.E. Nicolle Community Centre for cleaning will be environmentally friendly and
certified under the EcoLogo7"" Program (http://www.environmentalchoice.com/en/). As such, ONE Change
shall consult with the City before the use of common products, including, but not limited to:
■ Hand sanitizers;
■ Sanitary wipes;
■ All purposes cleaners;
■ Dish detergents; and
■ Other chemicals and cleaners.
ONE Change shall ensure staff is aware of this procedure. Under no circumstances shall ONE Change utilize
the cleaning products supplied by the City of Saint John for any other purpose but to clean the C.E. Nicolle
Community Centre, nor shall it use products that are not approved by the City of Saint John. The City of
Saint John will not supply products required for cleaning operational equipment (e.g. computers, vehicles,
etc.).
5.2.1.2. Equipment
The City of Saint John will supply all equipment to ONE Change to perform the Janitorial Services outlined
herein. At the discretion of the City, equipment may include:
■ Floor machines, cleaning, and buffing pads;
• Vacuum machines, bags, and filters (Hepa filter vacuum);
■ Wet mops, dry mops, and brooms;
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■ Pails and scrapers;
■ Cleaning rags;
■ Dustpans and dust clothes;
■ High pressure washers;
■ Window squeegees;
■ Cleaning carts;
■ Wet floor signs; and
■ Shovels and ice picks.
Separate cleaning equipment shall be used by ONE Change for washroom cleaning only and clearly marked
as such. This equipment shall not be used to clean any other areas of the C.E. Nicolle Community Centre.
5.2.1.3. Areas of Cleaning
Areas to be cleaned by ONE Change include:
■ Lobbies and hallways;
■ Elevator;
■ Washrooms;
■ Locker areas;
■ Lunchrooms;
■ Stairwells and landings;
■ Janitorial room and facilities;
■ Interior windows;
■ Internal offices;
■ Boardrooms and meeting rooms; and
■ Waste storage areas and bins.
5.2.1.4. Daily Service Requirements
The following common service requirements are to be completed on a daily basis:
Exterior Elements
Element Description Service Requirements
Site Description:
■ Remove and dispose of rubbish from the property;
■ Empty and clean garbage bins;and
■ Empty and clean cigarette receptacles.
Exterior features Description:
■ N/A
Exterior walls Description:
■ N/A
Windows,curtain wall systems, Description:
entrances,and skylight systems ■ Clean window and door frames,tracks,and ledges at main building
entrance.
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Element Description Service Requirements
Exclusions:
■ N/A
Exterior doors Descriptions:
■ Clean external doors, door frames, door tracks,jambs,and hardware at
main building entrances.
Ducts,grills,and vents Description:
■ N/A
Waste containers Description:
■ Remove disposable bag liners from bins and replace with new liners as
required;
■ Clean waste containers as necessary;and
■ Place bagged waste in exterior bin.
Recycling bins Description:
• Replace disposable bag liner, if applicable; and
■ Clean bins as necessary.
Interior Elements
Element Service Requirements
Wall finishes(vinyl,gypsum Description:
board,epoxy,stainless steel, and ■ Clean and sanitize with disinfectant all wall surfaces in washrooms and
tile) locker rooms.
Windows and window coverings Description:
• Clean and sanitize with disinfectant all window surfaces in washrooms and
locker rooms.
Interior doors Description:
■ Dust and wipe clean with disinfectant internal doors,door frames,and
hardware;
■ Clean and sanitize with disinfectant all washroom and locker room doors,
door frames, and hardware;
■ Polish metal surfaces to a uniform lustre;and
■ Clean all residues left from floor cleaning activities.
Hard floor finishes Description:
■ Place an adequate amount of and/or other precautionary methods prior to
and for the duration floor cleaning activities;
■ Sweep and wet mop all floors with water and detergent;
■ Sweep, brush,and wet mop all floors in washrooms and locker rooms with
water and detergent;and
■ Remove all scuffs and residue using appropriate techniques.
Soft floor finishes(carpet) Description:
■ Vacuum carpets using a vacuum equipped with a Hepa filter;and
■ Remove gum,spills,dirt spots,and stains using spot remover.
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Element Service Requirements
Ceiling finishes Description:
■ Dust and wipe clean ceilings on a localized basis; and
■ Clean and sanitize with disinfectant all ceiling surfaces in washrooms and
locker rooms.
Ducts,grills and vents Description:
■ N/A
Waste containers Description:
■ Remove disposable bag liners from bins and replace with new liners as
required;
■ Wipe waste containers clean and deodorize; and
■ Place bagged and securely tied waste in exterior bin.
Recycling and compose bins Description:
■ Remove recycling and compost from bins and place in storage area;
■ Replace disposable or non-disposable liners or bags, if applicable;and
■ Wipe bins clean, inside and out,and deodorize.
Fixtures—Interior and Exterior
Element Service Requirements
Electrical and lighting fixtures Description:
■ Clean and sanitize with disinfectant all light switches.
Lifting devices Description:
■ Dust and clean all surfaces of lifting devices,elevators, and escalators;
■ Clean and sanitize with disinfectant all buttons and other lift device controls;
and
■ Polish metal surfaces to a uniform lustre.
Pipes and conduit Description:
■ N/A
Furnishings and fixtures Description:
■ Dust and clean hard surfaces of shelves,cupboards, inside and out,
countertops, lockers,tables, chairs, book shelves,dividers,filing cabinets,and
other furniture hard surfaces;
■ Dust and clean furniture legs,wheels, and castors;
■ Carefully dust fire extinguishers and fire alarm pull stations;
■ Clean,sanitize with disinfectant,and polish to a uniform lustre all surfaces of
drinking fountains;and
■ Remove gum,spills,dirt spots,and stains from soft furnishings using spot
remover.
Kitchen fixtures and appliances Description:
■ Dust and clean fixtures,surfaces,and appliances including electrical and
cooking fixtures and appliances, cooking hoods, interior and exterior,and
filters, refrigerators/freezers-exterior only,and water coolers;and
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Element Service Requirements
■ Clean,sanitize with disinfectant,and polish to a uniform lustre all surfaces of
faucets and sinks.
Toilets and washroom fixtures Description:
■ Provide cleaning equipment for washroom cleaning only and clearly marked
as such. This equipment shall not be used to clean any other areas of the
building;
■ Clean and sanitize all partitions, doors,grab bars,and plastic surfaces;
■ Clean,sanitize with disinfectant,and polish all metal surfaces;
■ Clean all mirrors;
■ Clean,sanitize with disinfectant, and polish to a uniform lustre all wall tiles
and wall fixtures including soap dispensers,dryers,towel holders,etc.;
■ Clean and sanitize shower curtains and shower mats;
■ Clean and sanitize all plumbing fixtures including sinks,toilet bowls,toilet
seats, urinals,and shower stalls;
• Clean and sanitize shower curtains and shower mats;and
• Replenish toilet tissue, paper towels,deodorant blocks, hand soap,sanitary
napkins, napkin disposal bags, and any other consumables.
Handrails and railings ■ Clean and sanitize with disinfectant all handrails and railings in stairwells or
otherwise.
Hand sanitizing stations Description:
■ Wipe clean all hand sanitizing stations;and
■ Replenish hand sanitizer.
5.2.1.5. Weekly Service Requirements
The following common service requirements are to be completed on a weekly basis:
Exterior Elements
Element Description Service Requirements
Site Description:
■ Sweep all entrances and walkways; and
■ Scrape chewing gum and other residue from vicinity of entrances.
Exterior features Description:
• Sweep landings, ramps,exterior stairwells, patios, decks,and podiums;and
■ Wipe clean ramp,stairwell,and other railings,safety barriers(bollards), and
light fixtures.
Exterior walls Description:
• Review exterior walls for signs of streaks, dirt, residue,chewing gum, spots
and marks,and free from excessive fingerprints,and smudges;and
■ Schedule identified areas for localized cleaning within one(1)week of
review.
Windows,curtain wall systems, Description:
entrances,and skylight systems ■ Review external surfaces of glass,and window and door frames of
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Element Description Service Requirements
secondary entrances for signs of excessive oil,dirt,grease,smudge marks,
dust,grit, lint,soil,film,graffiti, and cobwebs; and
■ Schedule identified areas for localized cleaning within one (1)week of
review.
Exterior doors Descriptions:
■ Clean all external doors,door frames,door tracks,jambs, and hardware of
secondary entrances.
Ducts,grills and vents Description:
■ Review ventilation outlets for signs of dust,grit, lint,chewing gum,soil,film,
cobwebs, scuffs,and any other marks;and
■ Schedule identified areas for localized cleaning within one (1)week of
review.
Interior Elements
Element Service Requirements
Wall finishes(vinyl,gypsum Description:
board,epoxy,stainless steel, and ■ Dust and wipe clean walls in all common areas and corridors;
tile) ■ Dust and wipe clean internal walls and partitions on a localized basis;
■ Dust and wipe clean all baseboards;and
■ Clean all residues left from floor cleaning activities.
Windows and window coverings Description:
■ Dust and clean all internal surfaces of glass, including interior windows,
service desks,security areas, etc.;
■ Dust and clean all window frames,tracks,and ledges;and
■ Dust all blinds,tapes, cords, and window shades.
Interior doors Description:
■ N/A
Hard floor finishes Description:
■ Machine buff all resilient flooring including vinyl tile and vinyl sheet.
Soft floor finishes(carpet) Description:
■ N/A
Ceiling finishes Description:
■ Dust and wipe clean ceilings in all common areas and corridors.
Ducts,grills and vents Description:
■ N/A
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Fixtures—Interior and Exterior
Element Service Requirements
Electrical and lighting fixtures Description:
• Clean security camera lenses.
Lifting devices Description:
■ N/A
Pipes and conduit Description:
■ N/A
Furnishings and fixtures Description:
■ N/A
Kitchen fixtures and appliances Description:
■ N/A
Toilets and washroom fixtures Description:
■ Clean and sanitize all fixtures including ventilation grilles, light diffusers, etc.;
and
■ Pour one(1) litre of clean water into floor drains.
Handrails and railings Description:
■ N/A
5.2.1.6. Monthly Service Requirements
The following common service requirements are to be completed on a monthly basis:
Exterior Elements
Element Description Service Requirements
Site Description:
• N/A
Exterior features Description:
■ N/A
Exterior walls Description:
• Review exterior walls for signs of streaks,dirt, residue,chewing gum,spots
and marks,and free from excessive fingerprints,and smudges;and
• Schedule identified areas for localized cleaning within one(1)week of review.
Windows, curtain wall systems, Description:
entrances,and skylight systems ■ N/A
Exterior doors Description:
• N/A
Ducts,grills and vents Description:
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Element Description Service Requirements
■ N/A
Interior Elements
Element Service Requirements
Wall finishes(vinyl,gypsum Description:
board,epoxy,stainless steel, ■ N/A
and tile)
Windows and window coverings Description:
■ N/A
Interior doors Description:
■ N/A
Hard floor finishes Description:
■ Machine scrub all quarry,ceramic,terrazzo,and stone floors using a wet
vacuum to pick up water.
Soft floor finishes(carpet) Description:
■ N/A
Ceiling finishes Description:
■ N/A
Ducts,grills and vents Description:
■ Dust and wipe clean all ventilation grills and vents.
Fixtures—Interior and Exterior
Element Service Requirements
Electrical and lighting fixtures Description:
■ Dust and clean electrical and lighting fixtures, interior.
Lifting devices Description:
■ N/A
Pipes and conduit Description:
■ Dust and wipe clean sprinkler pipes,water pipes,conduit,and other similar
fixtures;and
• Sprinkler heads shall not be tampered with.
Furnishings and fixtures Description:
■ Clean the inside of refrigerators/freezers.
Kitchen fixtures and appliances Description:
■ N/A
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Element Service Requirements
Toilets and washroom fixtures Description:
■ N/A
Handrails and railings Description:
■ N/A
5.2.1.7. Seasonal Service Requirements
The following common service requirements are to be completed by the end of May and October, annually:
Exterior Elements
Element Description Service Requirements
Site Description:
■ N/A
Exterior features Description:
■ N/A
Exterior walls Description:
• N/A
Windows,curtain wall systems, Description:
entrances,and skylight systems ■ N/A
Exterior doors Description:
■ N/A
Ducts,grills and vents Description:
• N/A
Interior Elements
Element Service Requirements
Wall finishes(vinyl,gypsum Description:
board,epoxy,stainless steel, ■ N/A
and tile)
Windows and window coverings Description:
• N/A
Interior doors Description:
• N/A
Hard floor finishes Description:
■ Strip vinyl surface floors removing all wax and stains;
■ Seal and apply two (2)coats of wax,waiting the recommended drying time
between coats; and
• Machine buff after second coat of wax.
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Element Service Requirements
Soft floor finishes(carpet) Description:
■ Vacuum and shampoo all carpets;
■ Remove all stains with appropriate stain remover;and
Ceiling finishes Description:
■ N/A
Ducts,grills and vents Description:
■ N/A
Fixtures—Interior and Exterior
Element Service Requirements
Electrical and lighting fixtures Description:
■ N/A
Lifting devices Description:
■ N/A
Pipes and conduit Description:
■ N/A
Furnishings and fixtures Description:
■ N/A
Kitchen fixtures and appliances Description:
■ N/A
Toilets and washroom fixtures Description:
■ N/A
Handrails and railings Description:
■ N/A
5.2.1.8. Janitorial Service Standards of Acceptance
The following table summarizes the standards of acceptance for Janitorial Services:
Exterior Elements
Element Description Standards of Acceptance
Site Description:
• Site area is substantially free from rubbish,vandalism,chewing gum, and
cigarette butts.
Exterior features Description:
■ Landings, ramps,stairwells,fire exits,steps, entrances, porches,tunnels, patios,
Ipodiums, penthouses, decks,safety barriers(bollards),walkways, balconyie�
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Element Description Standards of Acceptance
eaves, and external light fittings are free of excessive dust,grit,dirt, chewing
gum, leaves,cobwebs, rubbish,graffiti, cigarette butts, moss growth, bird
excreta, and vandalism; and
■ Exterior handrails are substantially free of residue,grease, dirt,film and stains.
Exterior walls Description:
■ All external walis are free of excessive oil,dirt,grease,smudge marks, dust,grit,
lint,soil,film,graffiti,and cobwebs.
Windows,curtain wall Description:
systems, entrances,and ■ External surfaces of glass are clear of all streaks, dirt, residue,chewing gum,
skylight systems spots and marks, and free from excessive fingerprints and smudges; and
■ Window and door frames,tracks, and ledges are clear and free of excessive
dust,grit, marks, and spots.
Exterior doors Descriptions:
■ External doors and door frames are free of excessive oil,grease,graffiti, dust,
dirt, residue,stains,corrosion,grit, lint,chewing gum,soil,film,fingerprints,
smudge marks,and cobwebs;
■ All door hardware items are substantially free of stains on hinges, locks,
catches,and handles;
■ Polished surfaces are of a uniform lustre; and
■ Door tracks and door jambs are substantially free of grit and other debris.
Ducts,grills and vents Description:
■ All ventilation outlets are free of dust,grit, lint,chewing gum,soil,film,
cobwebs,scuffs, and any other marks.
Waste containers Description:
■ Waste containers shall be at less than 50%capacity and free from excessive
malodour;
• Exterior of waste containers shall be clean and free of residue, dirt,dust,grit,
soil,film,graffiti,smudge marks,and grease;
• Waste container liners,tied securely, placed neatly in exterior disposal bins
provided.
Recycling bins Description:
■ Recycling bins emptied and free from excessive malodour;
■ Exterior of recycling bins shall be clean and free of residue, dirt,dust,grit,soil,
film,graffiti,smudge marks,and grease;and
• Recycling, bags tied securely, placed neatly in exterior disposal bins provided.
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Interior Elements
Element Standards of Acceptance
Wall finishes(vinyl,gypsum Description:
board,epoxy,stainless steel, and ■ Internal walls and partitions are substantially free of residue, dirt, dust,grit,
tile) lint,soil,film,graffiti,smudge marks,fingerprints,grease, and cobwebs;
■ Hazardous materials, structural cracks and/or deflection, water damage,
vermin remains,and other damage are reported;
■ Walls and partitions are substantially free of marks caused by furniture,
equipment, or users of the building;
■ Rails and baseboards are clean to the naked eye,substantially free of dust,
cobwebs, lint,debris,finger marks,smudges,cleaning streaks, residue,
spots,or splashes;and
■ There are no signs of improper deep cleaning techniques (i.e. excessive wear
or discoloration).
Windows and window coverings Description:
■ Internal surfaces of glass on all interior windows,service desks and security
areas are substantially clear of all residues, dirt,streaks,chewing gum,spots
and marks, including fingerprints,and smudges;
■ Window frames,tracks, and ledges are substantially clear and free of
excessive dirt, residue, dust,grit, marks, and spots; and
■ Blinds,tapes,cords,and window shades, both vertical and horizontal, are
clean to the naked eye,free of excessive dust,cobwebs, lint, debris,finger
marks,smudges,cleaning streaks,stains, residue, or spots.
Interior doors Description:
■ Internal doors and doorframes are free of excessive dirt, residue, dust,
corrosion,grit, lint,chewing gum,soil,film, oil,stains,grease,smudge
marks,fingerprints, and cobwebs;
■ Doors and doorframes are free of marks caused by furniture, equipment, or
staff;
■ All door hardware items are free of stains on hinges, locks,catches,and
handles;
■ Internal glass surfaces are substantially clear of all dirt, residue,streaks,
chewing gum,spots and marks, including fingerprints and smudges; and
■ Polished surfaces are of a sufficient uniform lustre.
Hard floor finishes Description:
■ The floor is substantially free of dirt, dust,grit, litter, chewing gum, marks
and spots,water,other liquids,or pests;
■ The floor is substantially free of polish or other build-up at the edges and
corners or in traffic lanes;
■ The floor is substantially free of spots,scuffs or scratches on traffic lanes,
around furniture and at pivot points;
■ Inaccessible areas,edges,corners, and around furniture, are substantially
free of dust,grit, lint, and spots;
■ Polished or buffed floors are of a sufficient uniform lustre;
■ All terrazzo and tile floors are substantially free of acidic spills,grit, dirt, or
other residue;
■ Tears,scoring,cracks, debonding, or any other damage that is unsightly
and/or could cause a health and safety hazard are to be reported;
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Element Standards of Acceptance
■ An adequate amount of signage is placed and/or other precautions are
taken regarding pedestrian safety on newly cleaned or wet floors; and
■ Fans are to be provided as necessary to dry floors in a reasonable
timeframe.
Soft floor finishes(carpet) Description:
■ The floor is substantially free of dirt, dust,grit, litter, stains,chewing gum,
marks,spots,water, or other liquids;
■ The floor is substantially free of stains, dirt, dust on traffic lanes, around
furniture, and at pivot points;
■ Inaccessible areas,edges,corners and around furniture,are substantially
free of dust,grit, lint, and spots;
■ Carpets and entrance matting are of an even appearance without flattened
pile. After deep cleaning,there is no shrinkage,colour loss,or
embrittlement of fibres;
■ Dust control mats are substantially free from ingrained dust,dirt and stains,
and edges,and reverse side are free from dust and dirt;and
■ Floor finishes not fully adhered to the floor that create a potential safety
hazard are to be reported.
Ceiling finishes Description:
■ All ceilings are substantially free of dirt, residue,dust,grit, lint,soil,film,
graffiti,and cobwebs;and
■ Hazardous materials, structural cracks,and/or deflection, and/or water
damage are to be reported.
Ducts,grills and vents Description:
■ All ventilation outlets are kept unblocked and substantially free of dust,grit,
chewing gum,soil,film, cobwebs,scuffs, and any other marks.
Waste containers Description:
■ Waste containers in offices,common rooms/areas,corridors and
washrooms shall be at less than 25%capacity and free from excessive
malodour;
■ Exterior of waste containers shall be clean and free of residue,dirt,dust,
grit,soil,film,graffiti,smudge marks, and grease;
■ Waste container liners,tied securely, placed neatly in disposal bins provided;
and
Recycling and compost bins Description:
■ Recycling and compost bins emptied and free from excessive malodour;
■ Exterior of bins shall be clean and free of residue, dirt,dust,grit,soil,film,
graffiti,smudge marks,and grease; and
■ Recycling and compost, bags tied securely, placed neatly in disposal bins
provided.
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Fixtures—Interior and Exterior
Element Standards of Acceptance
Electrical and lighting fixtures Description:
■ All electrical and lighting fixtures attached to the exterior of the building
surface are free of excessive,dirt,dust,graffiti, deposits, marks,stains, and
cobwebs;
■ All electrical and lighting fixtures attached to the interior of the building
surface are free of excessive,dirt,dust,deposits, marks,stains,and cobwebs;
■ Light switches are free of excessive fingerprints,scuffs, and any other marks;
■ Improperly secured fixtures, damaged fixtures, and fixtures with no tubes,or
bulbs, or are burnt out, are to be reported;and
■ Motor vents are clean and free of excessive dust and lint.
Lifting devices Description:
■ Lifting devices, elevators,and escalators are free of excessive dirt, dust,
deposits, marks,stains, and cobwebs.
Pipes and conduit Description:
■ Sprinkler pipes,water pipes,conduit, and other similar fixtures are free of
excessive, dirt, dust,deposits, marks,stains,and cobwebs; and
■ Sprinkler heads will not be tampered with.
Furnishings and fixtures Description:
■ All hard surface furniture is substantially free of spots,soil,film,grease,dust,
smudge marks,fingerprints, and spillage;
■ Soft furnishings are substantially free from stains, soil,film, and dust;
■ Furniture legs,wheels and castors are substantially free from mop strings,
soil,film,dust,and cobwebs;
■ All high surfaces are substantially free from dust and cobwebs;
■ Shelves, bench tops, cupboards,and wardrobes/lockers are clean inside and
out,and substantially free of dust and litter;
■ Internal plants are substantially free of dust and litter;
■ Waste/rubbish bins or containers are clean inside and out,substantially free
of stains and odour, and mechanically intact;
• Fire extinguishers and fire alarms are substantially free of dust,grit, dirt and
cobwebs,and mechanically intact; and
■ All artwork,wall-hangings,and framed art are substantially free of dust and
cobwebs.
Kitchen fixtures and appliances Description:
• Fixtures, surfaces, and appliances are free excessive dust, deposits, marks,
and cobwebs;
■ Electrical and cooking fixtures and appliances are kept free from signs of use
or non-use;
■ Cooker hoods, interior and exterior, and filters are free of grease and dirt on
inner and outer surfaces;
■ Refrigerators/freezers are clean and free of ice build-up.
Toilets and washroom fixtures Description:
■ Porcelain,cubicle rails,and plastic surfaces are substantially free from
smudges, body fluids,soap build-up, mineral deposits, and hair—inside and
outside;
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Element Standards of Acceptance
■ Metal surfaces,shower screens, and mirrors are substantially free from
streaks,soil,smudges,soap build-up, and oxide deposits;
■ Wall tiles and wall fixtures, including soap dispensers,towel holders, are
substantially free of dust,grit,smudges/streaks, mould,soap build-up,and
mineral deposits;
■ Shower curtains and bath mats are free from stains,smudges,smears,
odours, mould,and body fluids;
■ Plumbing fixtures are substantially free of smudges,dust,soap build-up, and
mineral deposits;
■ Bathroom fixtures are substantially free from unpleasant odours;
■ Polished surfaces are of a sufficient uniform lustre;
■ Sanitary disposal units are clean and functional;and
■ Consumable items are in sufficient supply.
Handrails and railings Description:
■ Interior handrails and railings are substantially free of residue,grease, dirt,
film and stains.
Hand sanitizing stations Description:
■ Hand sanitizing stations are substantially free from smudges, dust, and
sanitizer, build-up; and
■ Hand sanitizer is in sufficient supply.
Environmental Standards
Element Standards of Acceptance
Overall appearance Description:
■ All areas appear tidy and uncluttered; and
• Fire access and exit doors are left clear and unhindered.
Odour control Description:
■ There is no unpleasant or distasteful odour emanating from the facilities; and
■ Room deodorizers are clean and functional.
5.2.2. Grounds Maintenance and Landscaping Services
With the exception of the snow removal of the parking area and emptying of the main exterior waste bin,
ONE Change is solely responsible for the Grounds Maintenance and Landscaping Services of the C.E. Nicolle
Community Centre as outlined in this O&M Specification.
5.2.2.1. General
The City of Saint John will supply all products and equipment to ONE Change to perform the Grounds
Maintenance and Landscaping Services outlined herein.
ONE Change will provide Grounds Maintenance and Landscaping Services, including:
■ General tree care;
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■ Lawn care, including mowing and edging;
■ Flower bed maintenance;
■ Weeding;
■ Planting, including shrubs,trees, and flower beds;
■ Effective, economical, and environmentally conscious irrigation procedures; and
■ Snow and ice removal of all pedestrian walkways on the building site, including all
doorways.
5.2.2.2. Grounds Maintenance and Landscaping Service Standards of Acceptance
The following table summarizes the standards of acceptance for Grounds Maintenance and Landscape
Services:
ELEMENT STANDARD OF ACCEPTANCE
■ Application and re-application, as required, of de-icer products to all
paved and concrete areas including without limitation sidewalks,
doorways,stairs,and landings;
■ Snow shall not be permitted to accumulate more than five (5)cm(2
Snow and ice removal inches)in depth for all entrances, and walkways;and
■ Reasonable snow accumulation on site is acceptable in designated
areas for snow collection that do not impede fire lanes, pedestrian,or
vehicle traffic or restrict availability of visitor and staff parking.
■ Free from excessive debris;
■ Grassed areas trimmed and edged and free from excessive weeds;
Landscaped areas ' Flower beds not overgrown, maintained,and free from excessive
weeds; and
• Trees free of broken limbs.
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6. O&M SERVICES OF SHARED RESPONSIBILITY
6.1. GENERAL
The following O&M Services for the C.E. Nicolle Community Centre have a shared responsibility between the
City of Saint John and ONE Change as described herein:
1) Integrated Pest Management;
2) Hazardous Materials Management;
3) Energy and Water Performance Management;
4) Waste Management and Recycling Program; and
5) Fire Safety Management.
6.2. O&M SERVICE DESCRIPTIONS
6.2.1. Integrated Pest Management
Integrated Pest Management ("IPM") includes:
A. Education—provision of IPM best practices information;
B. Inspection—periodic inspections;
C. Sanitation consultation—recommendations on best practice compliance; and
D. Treatment—appropriate treatment using non-pesticide methods whenever possible.
An IPM log book will be provided by the Manager of the Facility Management Department and shall remain
on-site at all times. The IPM Contractor (provided by the City of Saint John) will log all inspection,
treatment, and other information in the log book following each service call. ONE Change will be
responsible to accurately record pest sightings in the log book as required.
The Manager of the Facility Management Department will develop and provide the ONE Change information
on IPM best practices for distribution to ONE Change representatives. These best practices will provide
occupants an understanding of their role in the IPM Program. The IPM Contractor will, as part of their
regular inspections, provide recommendations on areas where occupants can better support the IPM
Program. ONE Change will be responsible to communicate and comply with these recommendations.
6.2.2. Hazardous Materials Management
As previously mentioned, green or eco-friendly products will be used for C.E. Nicolle Community Centre
cleaning and other requirements whenever possible. The City will provide a Material Safety Data Sheet
("MSDS") binder and associated MSDS information for all chemicals and products utilized or brought into
the C.E. Nicolle Community Centre.
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For the purpose of promoting the use of eco-friendly products in the C.E. Nicolle Community Centre, ONE
Change shall consult with the City before the use of common products, including, but not limited to:
■ Hand sanitizers;
■ Sanitary wipes;
■ All-purpose cleaners;
■ Dish detergents; and
■ Other chemicals and cleaners.
ONE Change shall ensure that all containers used for operational purposes are properly labelled and MSDS
are provided to the City for incorporation into the MSDS binder. All hazardous waste containers must be
packaged to ensure that the material cannot spill in the case of an accident. Chemical, biohazardous, or
radioactive waste generated by operations, under no circumstance, is to be disposed of in waste bins
provided for regular commercial waste.
Under no circumstances shall unlabeled products or chemicals be brought into the facility.
6.2.3. Energy and Water Performance Management
Energy and Water Performance Management includes:
A. Education—energy awareness and training;
B. Auditing and monitoring — identification and implementation of efficiency optimization
opportunities; and
C. Management — operation and maintenance of building management system,
implementation of efficiency optimization opportunities.
In cooperation with the ONE Change, the City will facilitate the establishment of an energy committee to
discuss/resolve issues related to the C.E. Nicolle Community Centre utility systems, and make
recommendations to improve these systems. Working with the ONE Change a utilities conservation
guideline will be established that sets consumption reduction targets. ONE Change will designate a
representative to participate in the energy committee. ONE Change will also be required to participate in
conservation efforts as recommended by the energy committee.
6.2.4. Waste Management and Recycling Program
The City's responsibility with respect to the Waste Management and Recycling Program includes:
■ Provide an outline of Waste Management and Recycling best practices to be adopted by
the ONE Change; and
■ Negotiation with and management of Contractors for the removal and disposal of waste
and recyclable materials from exterior bins.
ONE Change's responsibilities with respect to the Waste Management and Recycling Program include:
■ Communication/education of ONE Change staff with respect to waste management and
recycling best practices; and
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■ Implement a waste management and recycling program at the C.E. Nicolle Community
Centre including the segregation of waste and recyclable materials as follows: office
paper; newspapers, magazines, box board; aluminum and plastics; corrugated cardboard;
garbage; compost; and hazardous waste.
6.2.5. Fire Management Plan
A Fire Management Plan will be developed for the C.E. Nicolle Community Centre as set out by applicable
National and Provincial codes and/or other Applicable Laws.
The City will be responsible for scheduling and providing notice to ONE Change for fire drills as required by
the Fire Management Plan. ONE Change will be responsible for assigning individuals to specific roles as
required by the Fire Management Plan as well as participating in all fire drills and other activity prescribed
by the plan.
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SCHEDULE 4
Dispute Resolution Process
A. Referral to Senior Management
1. All Disputes arising out of, or in connection with, this Agreement, or in respect of
any legal relationship associated with or derived from this Agreement, shall within
two (2) Business Days of notice from one Party to the other be referred for
resolution to the City Manager and ONE Change Representative.
2. If the City Manager and ONE Change Representative are not able to resolve the
Dispute referred to them under this Section within seven (7) Business Days
following such referral, the matter shall be referred for resolution by way of
mediation upon the willingness of all Parties.
A. Mediation
1. A Party may apply to a court of competent jurisdiction or other competent
authority for interim measures of protection at any time.
2. If the Parties resolve to mediate the Dispute referred to them under Section A-2
of this Schedule, the Parties shall invoke the following mediation process:
2.1 any Party shall immediately declare an impasse and provide
written notice to the others within seven (7) Business Days
thereof (or such other period as the Parties mutually prescribe)
declaring that such Party wishes to proceed to mediation and
setting out in reasonable detail the issue(s) to be resolved, the
proposed time and a list of at least three (3) and not more than
five (5) proposed mediators. Each of the proposed mediators
shall be an individual:
(i) with at least three years' experience working in an
executive capacity or representing clients in the area
of public disputes; and
(ii) unless otherwise agreed by the Parties, with no prior
connection, affiliation or other formal relationship with
any Parties.
2.2 upon receipt of such notice, the notified Parties shall have two (2)
Business Days to select one of the proposed mediators as the
mediator, failing which the Party providing notice shall select one
of its proposed mediators as the mediator. Within ten (10)
Business Days following selection of the mediator the matter
shall be heard by the mediator; and
264
2.3 the mediator shall be entitled to establish his or her own practices
and procedures. Each Parties shall co-operate fully with the
mediator and shall present its case to the mediator orally and/or
in writing within ten (10) Business Days following the mediator's
appointment. The mediation shall not be in the nature of
arbitration as contemplated by the Arbitration Act and the
mediator's decision shall not be binding upon the Parties, but
shall be considered as a bona fide attempt by the mediator to
judiciously resolve the dispute. The decision of the mediator shall
be rendered in a written report, not to exceed two (2) pages in
length, delivered to the Parties within ten (10) Business Days
following the last of such presentations. The fees of the mediator
shall be shared equally by the Parties.
3. The mediation shall be terminated:
3.1 by the execution of a settlement agreement by the Parties; or
3.2 by a written declaration of one or more Parties that the mediation
is terminated; or
3.3 by a written declaration by the mediator that further efforts at
mediation would not be useful.
4. The place of inediation shall be the City of Saint John and Province of New
Brunswick.
B. Arbitration
1. In the event that the Parties are unwilling to mediate their dispute or that the
Dispute between the Parties remains unresolved after mediation has been
attempted in good faith, then either the City or the ONE Change, upon written
notice to the other, may refer the Dispute for determination to a Board of
Arbitration consisting of three persons, one chosen by and on behalf of the City,
one chosen by and on behalf of the ONE Change, and a third chosen by the first
two.
2. Any determination made by the Board of Arbitration shall be final and binding
upon the Parties and the cost of such determination shall be apportioned as the
Board of Arbitration may decide.
3. No one shall be appointed or act as arbitrator who is in any way interested,
financially or otherwise, in the conduct of the work or in the business or other
affairs of any of the Parties.
4. The Board of Arbitration may encourage settlement of the Dispute and, with the
written agreement of the Parties, may order that mediation, conciliation or other
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procedures be used by the Parties at any time during the arbitration proceedings
to encourage settlement.
5. If, during the arbitration proceedings, the Parties settle the Dispute, the Board of
Arbitration shall, upon receiving confirmation of the settlement or determining that
there is settlement, terminate the proceedings and, if requested by the Parties,
record the settlement in the form of an arbitration award on agreed terms.
6. The place of arbitration shall be the City of Saint John and Province of New
Brunswick and the provisions of the Arbitration Act (New Brunswick), and
amendments thereto, shall apply to the arbitration.
7. The parties shall have a right to appeal the decision of the Board of Arbitration to
the Court of Queen's Bench on a question of fact, a question of mixed fact and
law, and on a question of law.
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