2015-04-13_Agenda Packet--Dossier de l'ordre du jourCity of Saint John
Common Council Meeting
Monday April 13, 2015
Committee of the Whole
1. Call to Order
Si vous avez besoin des services en frangais pour une reunion de Conseil communal, veuillez
contacter le bureau du greffier communal au 658 -2862.
Each of the following items, either in whole or in part, is able to be discussed in private pursuant
to the provisions of subsection 10.2(4) of the Municipalities Act and Council / Committee will
make a decision(s) in that respect in Open Session:
4:00 P.M. 8t" Floor Boardroom City Hall
1.1 Employment Matter 10.2(4)0)
1.2 Approval of Minutes 10.2(4)
1.3 Common Council and Annual General Meeting Attendance 2015
1.4 Land Matter 10.2(4)(d)
1.5 Legal Matter 10.2(4)(f)
1.6 Labour Matter 10.2(4)(j)
1.7 Personal Matter 10.2(4)(b)
1.8 Employment Matter 10.2(4)0)
Regular Meeting
1. Call to Order - Prayer
2. Approval of Minutes
3. Approval of Agenda
4. Disclosures of Conflict of Interest
5. Consent Agenda
5.1 K. McLean Letter: Council's Authority Regarding Riverview Memorial Park
(Recommendation: Receive for Information)
5.2 Asian Heritage Society of New Brunswick — Invitation to Asian Heritage
Celebration (Recommendation: Receive for Information)
5.3 Canadian Association for Conservation Letter of Support for NB Museum
Expansion (Recommendation: Receive for Information)
5.4 License Agreement with Beavertails (food Vendor) in Waterfront Area
(Recommendation in Report)
6. Members Comments
7. Proclamation
7.1 National Volunteer Week — April 12 -18, 2015
7.2 Intergenerational Day Canada — June 1, 2015
8. Delegations / Presentations
9. Public Hearings - 6:30 p.m.
10. Consideration of By -laws
10.1 Third Reading Street Closing — Elliott Row
10.2 Third Reading Zoning By -Law Amendment — Elliott Row / Carmarthen Street/
Wentworth Street (with Section 39 Conditions)
11. Submissions by Council Members
11.1 Spring Road Renewal Work (Mayor Norton)
11.2 Pole Garbage Baskets (Mayor Norton)
11.3 Waterloo Street (Deputy Mayor Rinehart)
12. Business Matters - Municipal Officers
12.1 Update on Fire Department's Readiness to Respond to an Oil Train Derailment
12.2 2015 Spring Street Sweeping Services
12.3 Tender for Asphaltic Concrete Mixes
12.4 2015 Service — Based Budget
13. Committee Reports
13.1 Saint John Board of Police Commissioners — Saint John Police Force Legal Fees
14. Consideration of Issues Separated from Consent Agenda
15. General Correspondence
15.1 Youth Safe Harbour Transitional Services Inc. — Request for Grant
16. Supplemental Agenda
16.1 Tender 2015- 084901T — Reinstatement of Utility Cuts — Asphalt Work
16.2 Tender 2015- 084902T — Reinstatement of Utility Cuts — Concrete Work
16.3 Rescheduling Council Meeting Date (Verbal)
17. Committee of the Whole
18. Adjournment
The City of Saint John
Seance du conseil communal
Le lundi 30 mars 2015
Comite plenier
1. Ouverture de la seance
Si vous avez besoin des services en frangais pour une reunion de Conseil communal, veuillez
contacter le bureau du greffier communal au 658 -2862.
Chacun des points suivants, en totalite ou en partie, peut faire ('objet d'une discussion en prive
en vertu des dispositions prevues au paragraphe 10.2(4) de la Loi sur les municipalites. Le
conseil /comite prendra une ou des decisions a cet egard au cours de la seance publique :
16 h — Salle de conference, 8e etage, hotel de ville
1.9 Question relative a 1'emploi — alinea 10.2(4)j)
1.10 Approbation du proces- verbal — paragraphe 10.2(4)
1.11 Conseil communal et participation a I'assemblee generale annuelle de 2015
1.12 Question relative aux biens -fonds — alinea 10.2(4)d)
1.13 Question juridique — alinea 10.2(4)0
1.14 Question relative au personnel — alinea 10.2(4)j)
1.15 Question relative au personnel — alinea 10.2(4)b)
1.16 Question relative a 1'emploi — alinea 10.2(4)j)
Seance ordinaire
Ouverture de la reunion, suivie de la priere
2. Approbation du proces- verbal
3. Adoption de I'ordre du jour
4. Divulgations de conflits d'interets
5. Questions soumises a I'approbation du conseil
5.1 Lettre de K. McLean : Autorite du conseil au sujet du parc commemoratif
Riverview (recommandation : accepter 6 titre informatif)
5.2 Asian Heritage Society of New Brunswick — Invitation a la celebration du
patrimoine asiatique (recommendation : accepter a titre informatif)
5.3 Lettre de I'Association canadienne pour la conservation et la restauration
appuyant I'ag rand issement du Musee du Nouveau - Brunswick (recommandation
accepter a titre informatif)
5.4 Contrat de licence avec BeaverTails (vendeur de produits alimentaires) dans le
secteur riverain (recommendation : accepter a titre informatif)
6. Commentaires presentes par les membres
7. Proclamation
7.1 Semaine de I'action benevole — du 12 au 18 avril 2015
7.2 Journee intergenerationnelle au Canada — 1erjuin 2015
8. Delegations et presentations
9. Audiences publiques a 18 h 30
10. Etude des arretes municipaux
10.1 Troisibme lecture de I'arretb relatif a la fermeture de la ruelle Elliott
10.2 Troisibme lecture de la modification de I'Arretb de zonage visant la ruelle
Elliott /rue Carmarthen /rue Wentworth (conformbment aux conditions imposbes
par I'article 39)
11. Interventions des membres du conseil
11.1 Travaux printaniers de refection des routes (maire Norton)
11.2 Poubelles montees sur un poteau (maire Norton)
11.3 Rue Waterloo (mairesse supplbante Rinehart)
12. Affaires municipales evoquees par les fonctionnaires municipaux
12.1 Le point sur I'aptitude a intervenir en cas de deraillement d'un train de pbtrole
12.2 Services printaniers de nettoyage des rues en 2015
12.3 Soumission relative aux melanges de beton asphaltique
12.4 Budget de 2015 axe sur les services
13. Rapports deposes par les comites
13.1 Bureau des commissaires de la police de Saint John — Frais juridiques du
Service de police de Saint John
14. Etude des sujets ecartes des questions soumises a I'approbation du conseil
15. Correspondance generale
15.1 Youth Safe Harbour Transitional Services Inc. — Demande de subvention
16. Ordre du jour suppiementaire
16.1 Soumission 2015- 084901T relative a la restauration des tranchees destin6es aux
services publics — Travaux d'asphalte
16.2 Soumission 2015- 084902T relative a la restauration des tranchees destin6es aux
services publics — Travaux de b6ton
16.3 Report de la date de rbunion du conseil (rapport verbal)
17. Comite pienier
18. Levee de la seance
Tibbits, Kelly
To: External - CommonClerk
Subject: RE: Council's Authority Regarding Riverview Memorial Park
From: Karen J. McLean [ mailto :friendsofthenbm @gmail.com]
Sent: March -28 -15 2:41 PM
To: Norton, Mel; Rinehart, Shelley; Farren, Bill; Norton, Greg; Fullerton, Susan; MacKenzie, John; Lowe, Gerry; Reardon,
Donna; Merrithew, David; Strowbridge, Ray; McAlary, Shirley; External - CommonClerk
Subject: Council's Authority Regarding Riverview Memorial Park
Dear Mayor Norton, Deputy Mayor Rinehart, and City Councillors;
My name is Karen McLean and I live in Ward 2 of the City of the Saint John. I am writing to you as a
concerned citizen who is passionate about this city -- its culture, heritage, and well -being -- as well as about
education and opportunities for our fixture generations.
After attending the information presentation at the NBM on February 24, 2015, I was moved to create the
Friends of the New Brunswick Museum Facebook group, and later its companion blog. (Links may be found,
for further information, in my signature below.) I am not -- nor have I ever been -- an employee of the New
Brunswick Museum. I am, however, a staunch supporter of the vital work this institution does in preserving --
and sharing -- the stories of New Brunswickers. The fact that it was begun in our city nearly 175 years ago is
part of what makes Saint John great.
Like many people in this city, I respect and care deeply about veterans, both past and present. Each
Remembrance Day at the eleventh hour finds me at the War Memorial in King's Square. Although the official
ceremonies take place at Harbour Station, there is always a number of veterans at the traditional cenotaph. My
husband and I show our respect there, along with an informal group of civilians that swells each year, so that by
our presence those veterans see that their sacrifice have not been forgotten.
I was also instrumental in the recognition of the 236th CEF Battalion (the MacLean Kilties) from World War
One, including the installation of a plaque at Old Government House in Fredericton (which had been that
battalion's barracks). I was the primary force behind the gathering, creation, and interpretation of an
information display -- the star of which was the actual set of bagpipes which led the Canadians in the victory
parade in Mons on Armistice Day.
Contrary to what some may believe, those of us who support an expansion on the park -side of the New
Brunswick Museum's Douglas Avenue building are not disrespectful of veterans' sacrifices, nor are we sitting
in bulldozers with the engines running, eager to start mowing down anything in sight.
After learning that Riverview Memorial Park would have an opportunity to be rededicated and revitalized as a
result of the park -side expansion of the NBM, I quickly saw it as a win -win. Those soldiers' stories have been
largely forgotten by the public. Who better to be involved with invigorating interest in those stories -- bringing
them to the forefront again -- than the New Brunswick Museum, who have been doing just that sort of thing for
nearly 175 years?
The park as it stands now is not a well -used (or well - acknowledged) public space. Allowing the NBM to obtain
less than ten percent of it in exchange for its return to prominence is a very small price to pay. And for those
who argue that figure is deceptive, because it is nearly forty percent of the currently developed area, I would
like to point out that this would be a golden opportunity to expand its useable area -- possibly even an
12
expansion of the Harbour Passage walking trail, through the back of the park, along the river to Fallsview Park.
There is so much potential here, an opportunity that this city is in danger of losing, because of stagnation and
fear. The park -- and the veterans in whose memory it was created -- deserves this opportunity. It's a win -win
situation, for the park, the museum, and the citizens of Saint John. One only has to look back twenty years to
see a similar situation with the proposal to revitalize the Loyalist Burial Ground. It had become a crumbling
eyesore. Thankfully those who were unable to conceive of its potential were overruled, and it became the
beautiful asset it is now. Riverview Memorial Park deserves the same.
I attended the Common Council meeting on March 2nd, 2015, and I have viewed the video archive of the
meeting that took place on January 19th, 2015. What I saw there -- and what I have seen since -- is that
Council is afraid to move forward with a decision because it is not sure it has the authority to act, or that it
would be in violation of the original intentions of those who had created the park.
In the Saint John Free Public Library in Market Square, there is a book called Acts of the General Assembly of
Her Majesty's Province of New Brunswick 1900 -1902. Pages 154 to 163 contain "An Act to incorporate the
Riverview Memorial Park Board in the City of Saint John. (I have scanned and attached a copy of these pages
for your convenience and information.)
This Act is what created Riverview Memorial Park in the first place, and clearly lays out what the intentions
were of those who created it. Their wishes and procedures are all there in black and white.
I don't know what may have transpired when the City took over the park, or what is in the covenant, as I do not
yet have that information. But if nothing contradicts the following excerpts of the Act, I don't see why
Common Council can't move forward to grant the New Brunswick Museum less than ten percent of Riverview
Memorial Park in exchange for a revitalization and rededication of the remaining more than ninety percent.
It is very clear that in the creation of the park, the Board was keen that it be used by the public, and trusted
Common Council to make decisions with regards to the Park at the very beginning — the act of incorporation.
Given the passages I've quoted below (and the rest of the document which I have attached), the authority was
given to Council even before the City took ownership of the park.
From Section 3 of the Act:... As vacancies occur in the said Board from time to time from death,
resignation or otherwise, the same shall be filled by said Board from among the citizens of the said City
of Saint John, nominated by the said, The Women's Christian Union of the Town of Portland. In case of
the said, The Women's Christian Union of the Town of Portland, failing from any cause to nominate at
least two persons for each vacancy that may occur on said Board within three months after such vacancy
occurs, then it shall be lawful for the said Board, and they are hereby empowered and required, to select
and appoint from among the citizens of Saint John fit and proper person or persons to fill such vacancies
Section 4 of the Act: If at any time the said Board shall refuse or neglect, for the space offour months
from the date of the date of the occurring of any vacancy, to fill the same, then, and in each such case,
the Common Council of the City of Saint John are hereby authorized to forthwith appoint a fit andproper
person from among the said citizens to fill the same.
From Section 8 of the Act: The said Board shall have power and authority from time to time, and at all
times, to make, ordain, enact, revise, alter, amend and rescind such bye - laws /sic], rules and regulations
as they may deem proper for the purposes of regulating the calling of meetings of the Board, and the
management and business of the Board, and the control and use of the said Park lands, roadways, waters
23
and premises as they shall see fit for the better protection and ordering of the same and the use of the
same by the public ...
I'm guessing the Board was likely dissolved when the City formally took over the park in 1929. But according
to this Act, it's obvious those who created the park gave Common Council the authority to fill vacancies (and
therefore essentially create a brand new board over time if it wanted). Since the Board could change the rules at
any time, then it was clear they trusted Common Council to change the rules to benefit both the park and the
citizens of Saint John.
As I said, I haven't seen the documents from 1929 yet, but they should be a matter of public record. But it
stands to reason that if Common Council had this much power and authority when the park didn't actually
belong to them, why would they have less once it did?
Let me be absolutely clear: Besides being concerned about the NBM getting the expansion it needs in the most
functional and cost- efficient way possible, I also want to see Riverview Memorial Park get the attention,
upgrades. and possible expansion of useable area it desperately needs and deserves.
The New Brunswick Museum has said that it is now exploring the north side options, but that's because they
can't afford to wait for Council any longer. They have said the park -side option is still the preferred one. It is
almost -- but not quite -- too late for the expansion on the park side of the Collections and Research Centre. It
is almost -- but not quite -- too late to take advantage of this incredible opportunity for Riverview Memorial
Park to benefit in a way that may not present itself again for a long time, if ever.
I love Saint John, and at the last municipal election, I voted with a sense of hope for this city. I believed in the
#renaissancecity. I believed that #TellMel meant all citizens who cared about making this city great again
would finally be heard. That the days of stagnation, closed- mindedness, and watching this city decay because
of impotence and fear were finally -- finally -- over. I've since come to the conclusion that while hashtags are
catchy, action is far better.
Thank you for your time, attention, and your service to this great city of ours. Please do everything in your
power to make this happen -- for the park, the veterans it honours, the museum, and the forward - thinking
citizens of Saint John.
All the best,
Karen J. McLean
Karen J. McLean
The Friends of the New Brunswick Museum
Blog: hgps : / /fiiendsofthenbm.wordpress.com/
On Facebook: https://www.facebook.copl/ goLaps/friendsofffienbm/
0
Excerpt from Acts of the General Assembly of Her Majesty's Province of New Brunswick 1900 -1902 (Pages 154 -163)
15-1 2 EDWARD VII., A. D. 1902. 0,
Riverview A1lemorial Park Board, Scant John, 1 ncorp(j�.
CAP. LVIIL
An Act to incorporate the Riverview Memorial Park Board
City of Saint John.
Sec. See.
1. Board of Trustees incorpor- of flues; bye -laws,
aced, proved. -
2. Title of Board of Trustees; 10. Board may receive be,141 A `
purposes. etc.
3. Number and appointment 11. General statement of giffa }-
of Trustees. to be filed in ProNloW.
4. When Common Council Secretary's office ?very tea.,;
may appoint Trustees. years.
5. Appointment of officers, 12. Exemption fiom taaat
etc.; duties and remunera- 13. Members cannot cq)A6 :,
tion. with Board; no reruur erg,
B. First meeting of Board; tion to members.
how called. 11. Roads, etc., not public hig'
7. Offences; penalties; proviso; ways; no rights acquired �c
application of penalties ; list user. _-
of offences to be posted up, 15. This Act and all by-e -la: �.
S. Power to nacre bS e- laws. to apply to any adcUL '
9. Power to make additional lands acquired.
bye -laws, and impose fines 16. 3/lay convey to the Clity 4,
and penalties; to be approv- Saint John under cex '
ed by Governor-in-Council; circumstances.
prosecutions; by whom and
in what manner; application
Passed 10th April, 1�4
Whereas the ladies of the Women's Christian Un enl. , _
the Town of Portland, in the City of Saint John, in the.`4
vince of Now Brunswick, acquired certain fundV, for
purpose of providing a memorial to those citizens of said
of Saint John who recently served in the Canadian
gents in the war in South Africa, and have applied a e ?
portion of said funds for the purchase of lands, with the vim:
of establishing a Memorial Park, the said lands I
5
Excerpt from Acts of the General Assembly of Her Majesty's Province of New Brunswick 1900 -1902 (Pages 154 -163)
r_S 2 EDWARD VII., A. D. 1902. 155
< �' ►.iew Xemmorial Park Board, Saint Tohn, Incorporated.
A purchased from one Gabriel DeVeber and others, and
��3red by deed dated the first day of November, A. D.
` JO01. and therein described as" All that certain lot, piece or
,� -,p vel of land and premises situate on the western side of
' . uglas AvEnue, in the said City of Saint John, described as
�..Jo s :— Beginning at a point on the said western side of
' ottglas Avenue, where the southern line of property owned
the Hilyard estate meets the said western side of Douglas
..:_—Avenue; thence running southerly along the said Douglas
uue a distance of two hundred and twenty -two feet, more
_:::loss, to lands owned by the estate of the late William
)%zen ; thence westerly a distance of three hundred and fifty
more or less, to the shore of Marble Cove; thence
*�erly, following the various courses of the said Cove, two
bra ^:I�hdred and twenty -two feet, more or less, to the said
ipthern line of
Hilyard estate
,.:... y property; thence easterly
4kfty the said last mentioned line three hundred and twenty
=., more or less, to the place of beginning, and being lots
ben two and three on plan L of partition of lands be-
;"69i;ig to the estate of the late N. H. DeVeber, deceased, on
-in the «ifir.e of the Registrar of Deeds in and for the City
C'Onlity of 'Saint John," the title thereto having been by
;;raid deed vested in John Gilchrist, Henry Maher, Philip N.
. B. Jnnns, Henry Hilyard, James Boyd, R.
mm, Everett
Hamm, George A. Hetherington, J. Fraser Gregory,
►ti`'imas R. Hilyard, Richard Rawlings and Alexander P.
F. hill, as Trustees. upon trust to convey the same to a Park
to be ther(After incorporated.
And whereas the said, The Women's Christian Union of
Town of Portland aforesaid, and the said Trustees are
rous that the said lands, together with all other lands and
<< "*Perty whieh may be hereafter acquired in extension of
park, as well as all funds now on hand, and all funds
` :Which may be received as income, donations or endowments
n
Excerpt from Acts of the General Assembly of Her Majesty's Province of New Brunswick 1900 -1902 (Pages 154 -163)
156
2 EDWARD VII., A. D. 7902.
R-�ve- ,-view 11Iemo'iia.l Pavk Board, Saint John,
in respect thereof, shall be held, manacred and employed kT'..'.
an incorporated Board of Conr nissioners, in accordailcc
the intention expressod in the trust contained in said deod alga. J. ,
.herein particularly specified ;
Be it therefore; enactod by the Lieutenant- Goventor ai;u! : ..
Legislative: Assembly as follows:—
1. John Gilchrist, Honry Maher, Philip N.Hanm -i, Evcrett
B. Jones, Henry Hily ar d, James Boyd, R. Park.cr Hamra:
George A. Hetherington, J. Fraser Gregory, JoYin P. M(!-
Inerney, Daniel F. Tapley, Thomas R. Hilva,rd, Richard Raw = . ;..":
lings and Alexander P. Barnhill, and their successors, to k
3.,
appointed as hereinafter provided, are hei eby constituted a s..:.
body corporate under the name of The Riverview 14Iemoriol - "� , -t;
Park Board, and by that naine shall have all the genemk.:"
powers and privileges made incident to a corporati- )n by AAt,t.,,
of Assembly of this Province, and niay sue and be sued, plead
and be impleaded, and shall have, and enjoy all proper reznedies
at law as well as in equity to secaro and protect theirs in tire.
exercise, and use of the rights and privileges and in the per -'J"
forrnanoe of the duties hereinafter imposed, and to prevent
invasion thereof in exercising and perforwing the salve f >r:.' :.
the purpose of holding, managing and iiiaiziteinin ; the land yµ
hereinbefore described and hereinafter cic clared vested
them as Guch corporation, and all other I€snrls if ally, NvhiC:h.,:`f""
may be hereafter vested in them as a Park for the use, recrea = ". -`` .1
tion and amusement of the citizens of Saint John, and othez
,e
visiting the said City,
2. The title of the said Trustees in and to the Said lahtl�
in the recital hereof described as having been convened to
said Trustees, is hereby declared vested in the said, The RiV(!r
view Mernorial Park Board, their successors and assigns:,
trust for the purposes in this Act specified.
7
Excerpt from Acts of the General Assembly of Her Majesty's Province of New Brunswick 1900 -1902 (Pages 154 -163)
,r ;r 2 EDWARD VII., A. D. 1902. l a7
Mbgrzori tj Fat z Boavd•, x5cc d J61�3� I�aco,��osc�tncl.
3. The said Board shall cansist of the persons men -
"i;r�3 in tlae fixsi s� coon of this Act, and shall he limited to
rteexz members, the number therein named, of whom any
iiie, at a meotil)g duly called, shall constitute a, quo' °um. As
,t, occur occur in the said Board from time to dine, from
de tl�, °esionation or otlicrwise, the saine shall be filled by
:. d Board from among tlac citizens of the said City of Saint
ranadnated by the said, The Won acx+'S Christian Union
,-
the Town of Portland. In case of the said, The Women s
( ?'lsti.an Union of the Town of Portland, failing from any
".:aiiRe to nominate at least Iwo persons for each vacancy that
occur on said Board within three months after such
aricy occurs, then it shall be lawful fur the said Board, and
P.y are hereby empowered and required, to select and appoint
= nLn aanaong the citizens of Saint John fit and proper person
i t;er,5on5 to fill 5uc]a vacancy or vacancies. In case, ho�ir-
�Ter, the said, '1`l1e ��4'oznen's Christian Union of the Town of
,'rtlanr , ,shall have, within three months after such vacancy
4)Wirred, norninated at lea, -,t two persons for such vacancy an
-.adid ..)ar•(l, then it shall be the duty of said Board, and they
. empowered and required to select one of such
t.
JWrlinjai<< to -gill Such vacancy.
..;`: 4. If a.t -,
-.,-)y the said Board shall refuse or neglect,
w -1161,. tlae sl,arc� �It four irlu�lths froill t }le dale, of the ocCialrili of
"air tacanc�T, t,) fill tlic sane, then, and in e +ach suc-h ease, t }ie
` �eu�naui� (.,01111c11 of -i lze City of �Saiiit John are hereby
At lRorizc3d to fnrth�� it }i appoint a fi.t and proper person frO111
f,11c the said to till the sa,laze,
5.
The said 1 o:�zd laa]1 alarar ?ally (1ect fronn-1 among their
" er a chairlman in Sucb inannex as they may by bye-law
' zmide ; they nlp al v) ,appoint such officers, including a
: 'e tar�Y- trea5uz er a1� d ca a °«'t zl;.er of grounds; and employ such
e:9§vz' a ;sgistaalts azd emplo-, e�_.s, ��nd such la as h
lnay
s
�11
Excerpt from Acts of the General Assembly of Her Majesty's Province of New Brunswick 1900 -1902 (Pages 154 -163)
158 2 EDWARD VII., A. D. 1902. C. 58 e
Riverview Netnorial Park Board, Saint John, Inro,�oaaterl;
deem necessary for the caretaking, maintenance, preserrafic }n -2.
and improving of said Park, prescribing their duties awl :
powers and fixing their remuneration, and may in all thine
manage and control the funds and properties of said 'Coi-
poration.
6. The first meeting of the Hoard for organization and
election of officers may be called by any tyro of the car -
porators named in this Act, by a notice in writing sent
through the post office to the addresses of the others of said
persons named herein, at least two days before the time :.
appointed for such meeting, and said Meeting shall be held at
the time and place appointed by such notice.
7. (1) Every person shall be guilty of an offence.:`
against this Act, and be liable to a penalty of eight dollars or
to imprisonment for a term not exceeding thirty days, whol
within the, limits of the said Park, or upon any of the lands.
ponds, roadw ays, paths and premises thereof;
(a) Shall destroy or cut, hurt, deface or tear an 7
tree, shrub, bush, flower or fence, or remove any rock:,
sod, flowers or earth from said lands; or
(b) Shall discharge a gun, pistol, revolver or any
other species of firearm of any nature or kind
ever therein, or shall carr any firearms through
upon the said grounds; or }'
(c) Shall build, make, light or set any fire, or Set,
off any rocket, squib, cracker, or any other species uF
firework therein; or
(d) Shall hunt, snare, shoot or otherwise kill or
injure any bird or animal therein, or destroy and
jaest or eggs; or
9
Excerpt from Acts of the General Assembly of Her Majesty's Province of New Brunswick 1900-1902 (Pages 154-163)
2 EDWARD VII., A. D. 1902. 159
)NOrview Me'nwl'ial Par7e Board, Saint John, Tneorporated,
e) Shall throw stones or other missiles at any
bird or animal on the said grounds; or
(f) Shall use any obscene or profane language,
l
a
any cursing or swearing, or shall do or commit any
allow any dog or dogs that accompany
other indecent action within the limits of said Park; or g) Shall
111111 to be upon the Park grounds, except under leash.
s�", Provided always that nothing contained in this
section shall apply to any officer or employee of the
Board for any act or thing done by him in discharge
of his duty.
(2) The penalties recovered under the provisions
of the foregoing sub-section shall be paid over to the
treasurer of the said Board, and shall be applied to the
purposes of the Board.
(3) It shall be the duty of the said Board to
cause to be posted up, and keep posted in conspicuous
places in the sai( -1 Park, a copy of sub - ;section one of
this section.
8. The said Board shall have power and authority from
6p,
to time, and at all times, to make, ordain, enact, revise,
Aer, amend and rescind such bye-la-vvs, rules and regulations
they may deem proper for the purposes of regulating the
, inig of meetings of the, Board, and the management of the
dues of the Board, and the control and use of the -,aid
lands, roadways, -vvaters and premises as they shall see
kJor the better protection and ordering of the same and the
of the seine by the public, including the several purposes
_1619Aling- -the bye-laws for the purposes follow ing-, however,
in force only within and in respec=t of the, said Park,
10
Excerpt from Acts of the General Assembly of Her Majesty's Province of New Brunswick 1900 -1902 (Pages 154 -163)
160 2 EDWARD VII., A. D. 1902.
Ri•vervi,ev, Vemorial Park Board, Saigit John, .Tnco7Por,at �
(a) The exclusion and removal of di8()rd
characters ;
(h) To prevent immoderate rifling or driving; ",r'
riding or driving on the turf or sod ;
(c) The digging or removal of gravel, or e;artl','.
or turf ;
(d) Carrying earth or other matter into
Park, or com. mitting nuisances therein ;
(e) Shaking or cleaning carpets therein ;
(f) The playing of games therein without. trie
permission of the Board;
(b) Regulating the sale of refreshments;
(h) Walking on the' grass or sward .
(i) Generally to male such lasers and ordinwieni
as may be necessary for enforcing the above, and for
carrying out and executing the powers, rested in �-�th" " ,
Board.
9. The said Board may, by any bye -laws, rule < Cdr =
reaulatioDs, impose such fines and penalties, and ordain sqO
forfeitures in addition to those hereinbefox -e provided
they may deem necessary for the non - observance or 11re�i
any bye -law, rule or regulation passed by them under':
Act, not to exceed in any case the sum of eight dollars,
the same shall not go into effect unless and until tbey
laid before the Lieutenant- Governor -in- Council, and. :,�:`
approved or confirmed by him. Any prosecution for bro
of the said bye -laws shall be proceeded with in the nan, and .
on the information of the Secretary of said Beard, before:f -
Police Mao-istrate of said City= of Sint Johzi and 1,111d et 010
11
Excerpt from Acts of the General Assembly of Her Majesty's Province of New Brunswick 1900 -1902 (Pages 154 -163)
2 EDWARD VII., A. D. 1902. 101
f R
r i Boc, Saint John, T oral.
aiew emoa -�c� , wp�c
isions of the Summary Convictions Act; and any fines,
collected, sball be paid to the treasurer of the said
:mod to be used for the purposes of said Parr. A certificate
, r .t° the seal of the Province, that the bye -laws as stated
,ecin have been duly approved or confirmed by the
, ".'!;eutenant- Governor -in- Council. shall bel,)rima facia evidence
Courts of the fact that the bye-laws, ,so certified, have been
lly passed by the Board and so approved or confirmed,
:gud that the same are legally in force.
10. The said Board, hereby incorporated, are authorized
rrnpowered to receive any donation, bequest, gifts or sum
' sums of money that may be presented or donated to theirs
..4' ud towards supporting, maintaining or extending the
,.mod nark, and may either expend the same toward maintain-
A4. improving, repairing; or extending the same, or in carry-
out the special p ur l oses specified or provided by the
or make a special deposit at interest in any chartered
k. in the name of said corporation as an endowment fund,
F � s.pecified by the donor in any case. And the said Board
4ie.,Oso authorized and empowered to purchase, or otherwise
uirc or receive in fee simple, any lands contiguous to or
iexi the paid lands he? °einbefnre described, as and for the
loses of an extension of the area of said Park.
11. It, shall be. the duty of the said Board to file in the
t!e of the Provincial Secretal y, at least once in every two
Hers, a genes °0.1 staten)ent and report of their proceedings,
:psi a general statement of the moneys received and expended
.3° r .hem ,since the last statement so filed, and of the moneys
. properties they may then have on hand, with the esti-
*A ed values of said properties.
12. The propertiep and funds of said corporation shall
'sempt from taxation within ,said City- of Saint John for
1i �icipal or civic purposes,
12
Excerpt from Acts of the General Assembly of Her Majesty's Province of New Brunswick 1900 -1902 (Pages 154 -163)
162 2 EDWARD VIE, A. D. 1902+
Bi'verview 31-'emorial Park Board, Saint Johi2, Incorporat,..d,
13. No person, while a member of the said Board, sbail
be eligible to enter into any contract, or have any interest, iu
any contract, either directly or indirectly, with the said
Board, or to receive pay or recover for any -�N-ork done or
goods furnished or services performed for, to or with or ;gin
behalf of the said Board. The members shall not at anyT
time. be entitled to receive or be paid any remuneration for :
their services as members or officers of the said Board,_
14. The roadways, avenues, boulevards, drives, paths`
and ways of all kinds now made, constructed or laid out, Or
hereafter to be made, constructed or laid out, over, through or _
upon any of the lands and premises forming; said Park shall E _
not be or be considered or used as public highways, but shall.
be used by the public only in accordance with tho by,--laws;
rules and regulations of the said Board from time to time.'.
made or to be made, which said bye -laws, rules and regular-
tions may be altered or changed from time to time in the dis' .
cretion of the said Board; and any such path, road, avenue,.,
boulevard, drive or way may be changed or entirely closed u
at any time by the said Board, and no rights shall Le acquired,.
by the public or any individual in or to any of the lands,nd
premises forming said Park, or any roadway, path or by -wAY:
over or upon the ,same, by reason of possession or use thek*4 -
for any number of years for any purposes whatever.
15. In the event of said Board hereafter purchasing.M
otherwise acquiring or receiving any land.9 in addition to .thy? ' ..
lands hereinbefore described, then immediately upon
other lands vesting in said Board this Act and the bye-l&i's -' e
of said ' Board, for the time being in force, shall apply and ex-
tend to such other lands and all such other lands so hereafter:
vesting in said_ Board, and each and every part and paicel"
thereof as fully, completely and effectually as if said other .,'
lands were hereby vested in said Board, and i.nolude.d zn tlz
foregoing description,
13
Excerpt from Acts of the General Assembly of Her Majesty's Province of New Brunswick 1900-1902 (Pages 154-163)
7
2 ED WARD VII., A. D. 1902. 163
Act rcTecti,,,�q C011ecti"19 of Taxes Saint John.
1.6. If at any time hereafter the City of Saint John, by
h�dution of the Common Council
shall signify its Willing-
f.*w ip accept, the care, custody, control and management of
r.0 Park, it shall be lawful for said Board, under authority
;J A resolution to that
effect, passed by said Board by the
*wative vote of not less than two - thirds of the members of
r .. corpora
i6d' tion, at o. special meeting called for the purpose of
r - I—'
-"�widering the same, to grant, convey and -make over to the
file City of Saint John, the said lands and premises,andany
lands then vesting in said Board in trust to be used as
_)61 a. -Park for the use of the citizens of Saint John and
rs visiting the said City.
M
CAP. LIX.
.pct respecting the collecting of Taxes in the City and County of
Saint John.
See.
14 of 62 Vic., Cap. 20 2. See. 111, Cap, 100 Consolid&.
'hOt to apply or affoct 43 Vic.
ted Statutes as enacted by 60
Zd
7" Lap.. Vic. Cap. 35, amended.
Passed 10th April, 1902.
enacted by the Lieutenant-Governor and Legislative
.l Assembly as follows :_
7. Section 14 of the Act 62 Victoria, Chapter 20, shall
apply to or in any way affect the provisions of the Act
OTictoria, Chapter 23.
Section 71 of Chapter 100 of the Consolidated
41t',O-es as enacted by the Act, 60 Victoria Chapter 'D,5, is
"i
!fly amended. by adding at the end thereof the following
14
- It Asian gleritage Society o�,f -New Grunswick
Saint lohn CFiapter
www.ahsnb.org ahsnbsj @hotmail.com
�U
City Hall, 15 Market Sq.
P.O. Box 1971 Saint John, E2L 4L1
Feb. 28, 2015
Dear Mayor Norton and Councilors,
I IAIIPY (ASIAN) NEW YEAR! The Saint John Chapter of the Asian Heritage Society of New
Brunswick is well advanced in planning for the 2015 May Asian Heritage celebrations in Saint John.
The following dates and venues have been booked.
y Opening Ceremony: 2 pm, May 3, 2015 (Sunday), Market Square Atrium
Exhihition and Lunch and Learn: May, 2015, Saint John and KV Free Public Libraries
Ethnic Cooking Workshops: May 9, 16, 2015, Saint John Stone Church, Thai Pho
Asian Heritage Cultural Gala: 7 pm, May 24, 2015 (Sunday) Dennis Knibb Auditorium, SJHS
Our Asian Heritage Gala in the past years have showcased the talents, culture and heritage in our city and beyond
and have brought together more than 7 different Asian ethnic communities. It is really pleasing to see different
ethnic communities networking, working together and competing in a positive way. Through the Asian Heritage
Month celebrations, some communities have become more organized while others have just been formally
established in recent years. We learn from each other and we share our expertise and resources to celebrate the
Asian Heritage Month in Saint John. During May, not only are our events always well attended, they are often
heard or seen in the newspaper, radio and TV media. Our celebration received the Cultural Infusion Award from
the City of Saint John in 2010, and the Progress Award by the Saint John Community Arts Board in 2014 and is
developing into a signature festival in the Greater Saint John.
We are grateful to have been receiving financial support, greetings and attendance for our May celebrations from
different levels of government, e.g. Senators Vivienne Poy, Tobias C. Enverga, Jr. and Thanh Hai Ngo joined our
celebrations in previous years. This year, in honoring the growing Lebanese community in New Brunswick, we
have invited Maria Mourani (Member of the Canadian Parliament) along with Wadih Fares, Robert Ghiz and
other guests of honor to our events. Lt. Governor of New Brunswick has also been a longtime supporter to our
Asian Heritage community and I am very pleased to hear that her Hon. Jocelyne Roy- Vienneau has kindly
accepted our invitation for the Cultural Gala on May 24.
We would be most honoured to have your presence at our Opening and Cultural Gala in May, 2015, and
would be delighted if you are able to attend. We would be very appreciative if you could send us a
written greeting to include in our program brochure. We are extremely grateful for your continued
support and again look forward to welcoming you to our celebration of a large group of important
cultures that help make up the diverse Saint John community.
Yours truly,
c.
'tea —J- k.'
Director Officers Coordinators
Prof. Li -Hong Xu Ophelia Maestrado, Choohee Lee, Jay Yong Chang, Liping Zhou Li Song/Stacey Pineau
(lxu @unb.ca, Tel. 1506 - 648 -5632)
The Asian Heritage Society of New Brunswick, Saint John Chapter consists of representatives from the Bhutanese Nepalese Cult ®l Society, the Chinese
Community, the Greater Saint John Korean Association, the Filipino Group, the Saint John Indo-Canadian group, the Saint John Iranian Community; the
Japanese Community, the Pakistani Community, the Vietnamese Community, the Multicultural Association of Saint John In partnership with Saint John
Multicultural & Newcomers Resource Centre PRUDE Inc., YMCA Newcomer f9nections, Saint John and KV Free Public Libraries
1 �
1
t �
�y Br-totg�'
et�tie �ttr� »i�ot�z
The Asian Heritage Society of New
Brunswick - Saint John Chapter
which includes representatives from
Bhutanese Nepalese Cultural Society
Chinese Community in Saint John
Filipino Association of NB — SJ Chapter
Greater Saint John Korean Association
Indo- Canadian Community
Iranian Community, Japanese Community
Pakistani Community, Vietnamese Community
Multicultural Association of Saint John
In partnership with
Saint John Multicultural & Newcomers
Resource Centre
PRUDE Inc.
YMCA Newcomer Connections
Saint John and KV Free Public Libraries
' Citizenships and
Immigration Canada
Canadian Patrimoine C O N S E i L
Heritage r-anadien ar5
de Saint John r`
Proudly Present the Asian
Culture & Heritage
May, 2015
moo?
• y�'RtTAG�
,
Organized by
Asian Heritage Society of New Brunswick
— Saint John Chapter —
ahsnbsj @hotmailxom
www.ahsnb.org
May is Asian Heritage Month. This acknowledges the long and rich history of Asian
Canadians and their contributions to Canada. It also provides an opportunity for
Canadians across the country to reflect on and celebrate the contributions of Canadians
of Asian heritage to the growth and prosperity of Canada.
2015 Asian Heritage Month Celebrations
— Free Admission —
Opening Ceremony
May 3th, 2015 (2pm)
Market Square Atrium
Asian Heritage Cultural Gala
May 24, 2015 (7pm)
Dennis Knibb Auditorium - SJHS
(170 -200 Prince William St. Saint John)
A�
'Ho
Exhibition, Lunch - Learns
May, 2015
SJ and KV Free Public Libraries
Culinary Workshol
Mn 9 - Stone ChuY Vll
May 16 - Thai Pho Restaurant
4
CAC
I
A C R
Canadian Association for Conservation of Cultural Property
Association canadienne pour la conservation et la restauration des biens culturels
Mel Norton, Mayor, City of Saint John
Common Clerk, City of Saint John
Brian Gallant, Premier, Province of New Brunswick
Bill Fraser, Minister, Department of Tourism, Heritage and Culture, Province of New Brunswick
Roger Melanson, Minister, Department of Transportation and Infrastructure, Province of New
Brunswick
31 March 2015
Dear Sirs:
As the national organization dedicated to the physical care of heritage and cultural assets in
Canada, the Canadian Association for Conservation of Cultural Property (CAC) fully supports the
New Brunswick Museum's (NBM) plans for improved facilities for their Collections and Research
Centre.
As Canada's oldest continuing public museum and New Brunswick's provincial museum, the NBM
will celebrate its 175th anniversary in 2017. The museum's holdings and staff expertise are widely
recognized and regarded as important and significant assets both provincially and nationally. The
NBM's conservation staff has been recognized by the Canadian Museum Association for
Outstanding Achievement in Conservation twice in the past three years.
In 2013, the NBM hosted the CAC's 39th annual conference and welcomed delegates to tour the
Collections and Research Centre. Delegates were deeply concerned by the inadequate facilities
that are endangering both the collections and the staff who work in the facility. The existing
collection storage spaces are in dire need of improvement, in terms of access, health and safety,
security and efficiency, as well as fire suppression. Additionally, the serious and urgent structural
issues that have now been recognized will require the building to be vacated by 2017.
It is our understanding that in order for the necessary repairs to the historic building to be
completed, that the museum's board has proposed and planned a multi -year phased approach to
build an appropriate environmentally controlled facility that will minimize the need to move the
collections. Undertaking a significant renovation and expansion project that involves properly
moving collection is incredibly complex. The unnecessary movement of collections increases the
risk that irreparable damage may occur; a risk that increases while the NBM waits for decisions to
be made by the province and the city.
... 2
207 Bank Street, Suite #419, Ottawa, Ontario, K2P 21\12, Canada
Tel: 613 - 231 -3977 Fax: 613 - 231 -4406 coordinator(aD_cac- accr.com www.cac- accr.ca
in
We urge the Province of New Brunswick and the City of Saint John to move quickly in providing all
of the necessary resources and approvals to allow the NBM to proceed with the construction of a
suitable and secure facility. A renewed Collections and Research Centre will ensure that the long-
term preservation and sustainability of the NBM's diverse collections will be available for residents
and visitors today and in the future.
Sincerely yours,
f�
r
Cindy M. Colford, President
Email: president(o-)cac- accr.ca
CC: Jane Fullerton, CEO, New Brunswick Museum
207 Bank Street, Suite #419, Ottawa, Ontario, K21P 2N2, Canada
Tel: 613 - 231 -3977 Fax: 613 - 231 -4406 coordinator cac- accr.com www.cac - accr.ca
REPORT TO COMMON COUNCIL
M & C — 2015 -66
April 2, 2015
His Worship Mayor Mel Norton and
Members of Common Council
Your Worship and Councillors:
City of Saint John
SUBJECT: License Agreement with Beavertails (food Vendor) in Waterfront Area
BACKGROUND:
Common Council at its meeting of April 14, 2014 approved the operation of the
Beavertails mobile unit on City owned property, near the Little Red Schoolhouse. Saint
John Waterfront Development manages and maintains the City owned lands, included as
part of the Loyalist Plaza. Saint John Waterfront Development has reviewed the terms
and conditions for this season, which are set out in the attached License document that
has been prepared by the City's Legal Department.
If Council is in agreement, the following recommendation will facilitate Beavertails
mobile unit to once again be in operation for the season of 2015 on City owned property.
RECOMMENDATIONS
That the City enter into a License agreement with Beavertails Commercial Inc.
and Parent and Sons Investment Ltd. in the form and upon the terms and
conditions set forth in the License Agreement attached to M &C 2015 -66, and
further
2. That the Mayor and Common Clerk be authorized to execute the said License
Agreement.
Respectfully submitted,
Curtis Langille, BA
Real Estate Officer
Gregory J. Yeomans, CPA, CGA, MBA
Commissioner
Finance and Administrative Services
Attachment
20
Brian Irving, BBA
Manager Real Estate
Patrick Woods, CGA
City Manager
THIS LICENCE made in duplicate as of the .3i day of c.�i .2015.
BY AND BETWEEN:
THE CITY OF SAINT JOHN having its City Hall at
is Market Square, Saint John, New Brunswick, a
amended by Acts of the Legislative Assembly of the
Province of New Brunswick, hereinafter called the
"Licensor",
OF THE FIRST PART
- and —
BEAVERTAILS COMMERCIAL INC., a body
corporate duly incorporated under the laws of
Canada, having its head office in the City of
Montreal in the Province of Quebec, and PARENT
AND SONS INVESTMENTS LTD., a body
corporate duly incorporated under the laws of the
Province of New Brunswick, having its head office
in the City of Saint John in the County of Saint John
and Province of New Brunswick, hereinafter
Collectively called the 'Licensees',
OF THE SECOND PART
RECITALS:
WHEREAS the Licensor is the owner of the lands bearing PID number 550111384
shown on Schedule A attached hereto and forming part hereof (hereinafter the 'Lands-);
AND WHEREAS the Licensees wish to operate a BeaverTaiis mobile unit from
the northeast comer of the Lands outlined in red on Schedule 'A' (hereinafter the
'Licensed Area ");
AND WHEREAS the Licensor has agreed to give the within Licence under the
terms and conditions hereinafter set forth;
NOW THEREFORE THIS LICENCE WITNESSETH that for and in consideration
of the sum of Two Dollars of lawful money of Canada now paid by the Licensees to the
Licensor, the receipt and sufficiency whereof is hereby acknowledged, the Licensor does
hereby grant, subject to the terms, conditions, covenants and provisions herein
contained, permission and license to the Licensees to enter into and upon and exit from
the Lands for the sole purpose of using the Licensed Area to locate and operate a
E,
21
Ttm City orsalydJohn and Beavenaiis Con
merdal ink.
008verTails mobile unit for the term of this Licence, on the following farms and
conditions.
IT iS AGREED BY AND BETWEEN THE PARTIES HERETO AS FOLLOWS:
1. This Licence shall be for a period of seven (7) months, beginning on April 15,
2015 at 12:01 a.m. ADT and ending on November 15, 2015 at 11 :50 pm ADT (the
"Term "),
2. The Licensees shall pay to the Licensor for the permission and license herein
given the sum of Two Thousand Eight Hundred Dollars 02,1300,00) (Canadian dollars)
payable in seven (7) equal installments of Four Hundred Dollars ($400.00) each payable
on the le day of each and every month from and including April 1
including October 15, 2016. 5, 2015 to and
3. This License may be terminated at any time by the Licensor giving to the
Licensees fifteen (15) days written notice to terminate this Licence or by one (1) to both
of the Licensees giving lo the Licensor a like notice.
4. Notice to the Licensor shall be to the Common Clerk of the City of Saint John at
15 Market Square, P.O. Box 1971, Saint John, New Brunswick, E21- 41-1, with a copy to
Saint John Waterfront Development at One Market Square, Suile 301, Saint John, New
Brunswick, E21- 4Z6, Attention: Kent Macintyre.
Notice to the Licensee BeaverTails Commercial Inc. shall be by email 10
m nda beavertail . and to the Licensee Parent and Sons Investments Ltd. at 20
Burnside Crescent, Saint John, New Brunswick, E2M 5P4.
5. The Licensees agree and acknowledge that there is a pending Development on
the Lands.
B. Notwithstanding anything else herein contained, this Licence may be terminated
forthwith without notice to the Licensees in the event that either one or both of the
Licensees shall, in the opinion of the Licensor, be in default of any of the terms a
conditions of this Licence nd
7. No transfer or assignment of this Licence or of any of the rights or privileges
herein granted shall be made, or caused or permitted to be made by the Licensees.
8. The Licensees hereby covenant and agree with the Licensor as follows:
a) that they shall only use the Licensed Area for the location and operation
of the BeaverTans Mobile Unit for the sale of food products,
b) that they shall pay for all connection and operational costs associated
with electrical power, water and drainage for the BeaverTalls Mobile Unit
and for the disconnection of same upon completion of the Term;
22
The City of SafrH Juhh end Cammerclaf Inc.
Page 3 of 4
C) that the hours of operation will conform to daily retail h
permitting and will not exceed 7:00 a.m. daily; ours, weather
d) that only the BeaverTails Mobile Unit is permitted in the Licensed Area
(no passenger/cargo vehicles);
e) that they shall comply with all applicable Canadian Food Inspection
Agency and Other applicable regulations and legislation;
f) that they shall not use the Licensed Area for any other purpose than that
which is stated at paragraph a) hereof;
g) that they shall keep the area around the BeaverTails Mobile Unit dean
and tidy at all times and clean up daily in the immediate area surrounding
the BeaverTalls Mobile Unit. Clean up shall include the disposal of
any /all debris associated with fast food delivery (pop cans bottles, coffee,
cups, napkins, plates, utensils and related articles) within a c fool
diameter of the BeaverTalls Mobile Unit;
h) that they shalt, at no expense to the Licensor, obtain and maintain in full
force and effect during the entire term of this Licence, a Commercial
General Liability Insurance policy with policy limits of not less than flue
million dollars ($5,000,000.00) inclusive per occurrence for bodily injury
and property damage; which policy shall name the City as an additional
insured and shalt contain a cross - liability clause;
i) that they shall, on or before April 15, 2015, submit to the City a Certificate
of Insurance or other satisfactory evidence of having obtained and
maintained the insurance coverage required at paragraph h) hereof;
IT IS FURTHER MUTUALLY AGREED By AND BETWEEN THE PARTIES AS
FOLLOWS:
9. No change or modification of this Licence shall be valid unless 11 is in writing and
signed by the Licensor and the Licensees.
10. This Licence supersedes and takes the place of all prior agreements entered into
by the parties with respect to the Licensed Area.
11. This Licence shall not be enforced or bind any of the parties thereto, until
executed by all the parties named in it.
12. Notwithstanding any clauses herein, the Licensees do hereby indemnify and
save harmless the Licensor from all damages, cost, claims, demands, actions, suits or
other proceedings by whomsoever claimed, made, brought or prosecuted in any manner
1111MI "T
23
The City of Saint John and Beave rlal a CommercW Inc.
and whether in respect Of a Page 4 of 4
Property owned by others or in respect of damage sustained
by others based upon or arising out of or in connection with the use of the Licensed Area
and BeaverTalls Mobile Unit pursuant to the within Licence or anything done or
Purported to be done in any manner hereunder, except for damages caused by the
City's negligence.
THIS LICENCE shall enure to the benefit of and be bindin
g upon successors and
assigns of the parties hereto respectively.
SIGNED, SEALED & DELIVERED )
In the presence of: ) THE CITY OF SAINT JOHN
)
)
)
)
� Mayor
)
)
} Common Clerk
Common Council Resolution:
2015
)
}
} BEAVERTAILS COMMERCIAL INC.
)
)
}
Per
}
} Pres4dent
)
PARENT AND SONS INVESTMENTS LTD.
}
}
Per.
}
President
)
24
4ji
w
m
m
25
CANADA
PROVINCE OF QUEBEC
I, Joseph Pino Di Ioia, of the City of Montreal, in the Province of Quebec,
MAKE OATH AND SAY:
I . That I am the President of Beavc rTails Commercial Inc., a body corporate
duly incorporated under the Iaws of Canada, having its head office in the City of
Montreal aforesaid, one of the parties named in the foregoing instrument and am
duly authorized to make this affidavit
2. That BeaverTails Commercial Inc. does not have a corporate seal,
3. That the signature "Joseph Pino Di Ioia" subscribed to the said instrument
is my signature and as President of BeaverTails Commercial Inc. I am duly
authorized to execute the said instrument.
4• THAT the said document was executed as aforesaid at the City of Montreal, in
the Province of Quebec on the Ll day of,�,, , 2015.
SWORN TO before me at the City )
Of Muntreat, in e.Pnovince of )
Quebec, th- day of )
L'1 , 2015. l
'01)q let
Notary' pwft
Province of Quebec )
26
4 i
4ohPino Di ioia
PROVINCE OF NEW BRUNSWICK
COUNTY OF SAINT JOHN
I, Brian Parent, of the City of Saint John, in the County of Saint John and Province of
New Brunswick, MAKE OATH AND SAY:
I. That 1 am the President of Parent and Sons Investments Ltd,, a body corporate duly
incorporated under the laws of the Provinec of New Brunswick, having its head office in the City
of Saint John aforesaid, one of the Parties named in the foregoing instrument and am duly
authorized to make this affidavit.
2• That Parent and Sons Investments Lid, does not have a corporate seal.
3. That the signature "Brian Parent" subscribed to the said instrument is my signature and as
President l am duly authorized to execute the said instrument.
4• THAI' the said document was executed as aforesaid at the City of Saint John, in the Province of
New Brunswick on the day of
20I5.
SWORN TO before me at the City )
of Saint John, in the County of )
Saint John and Province of New )
Brunswick, this day of )
2015. )
)
Brian Parent
)
Commissioner of Oaths
Being a Solicitor )
E
27
FR O CLAMA TIOJ.N
WHEREAS During the week of April 12" to April 18th, 2015,
Volunteers across Canada are recognized for their hard
work in giving back to the community. Volunteers in our
region mentor our children, feed our hungry and fundraise
for our charitable organizations; and
WHEREAS Rogers TV works with volunteers on a national and
provincial level and have over 3 00 volunteers in the
province of New Brunswick with over 45 here in the City
of Saint John. Volunteers are young students, workers,
retirees, men and women of all ages and background; and
WHEREAS The goal of Rogers TV is to provide community- based
programming with the help and participation of people in
the community for the benefit of viewers at home,
providing over 2900 hours of programming annually,
including coverage of our City Council Proceedings; and
WHEREAS Rogers TV in the City of Saint John and Province of New
Brunswick is an important facet of our communities,
helping to raise over 300 Thousand Dollars through
telethons each year to different charitable organizations.
NOW THEREFORM I, Mayor Mel Norton, of Saint John do
hereby proclaim the week of April 12th to April 18th, 2015 as National Volunteer
Week in the City of Saint John and urge my fellow citizens to recognize the crucial
part played by volunteers in our community.
In witness whereof I have set my hand and affixed the official seal of the Mayor of the
City of Saint John.
PR0CLAMATI ®N
WHEREAS Intergenerational Day Canada, June 1 st, is meant to raise
awareness about the power of making simple, respectful
intergenerational connections;
WHEREAS Intergenerational Day Canada, June 1st is a day to focus on the
profound positive influence intergenerational connecting has in
creating healthy, all -age friendly communities;
WHEREAS Intergenerational Day Canada, June 1 st is a day to celebrate all
of the good things presently taking place between generations in
local community;
WHEREAS Intergenerational Day Canada, June I st does not require funding,
excessive time or extensive planning. but rather comes from the
people for the people;
WHEREAS Intergenerational Day Canada, June I st will be an official
reminder, a yearly invitation for every citizen to take one small
respectful step to bridge generations within his or her local
community. (How much effort and time does it take to smile at
someone from a different generation ?);
NOW THEREFORE; I, Mayor Met Norton, of Saint John, do
hereby proclaim the day of June 1, 2015 as Intergenerational Day Canada.
In witness whereof I have set my hared and affixed the official seal of the Mayor of the
City of Saint John.
29
BY -LAW NUMBER M -23
A BY -LAW TO AMEND
A BY -LAW RESPECTING THE
STOPPING UP AND CLOSING OF
HIGHWAYS IN THE CITY OF SAINT
JOHN
Be it enacted by the Common
Council of The City of Saint John as
follows:
1 A by -law of The City of Saint John
entitled, "A By -law Respecting The
Stopping Up and Closing of Highways in
The City of Saint John ", enacted on the
nineteenth day of December, A.D. 2005, is
hereby amended by adding thereto Section
239 immediately after Section 238 thereof,
as follows:
239 The City of Saint John does hereby
stop up and close permanently the
following highway:
ELLIOTT ROW: All that portion of
Elliott Row, a public street in the City of
Saint John in the County of Saint John and
Province of New Brunswick, comprising
1,702 square metres as shown on a Plan of
Survey titled, "Showing portion of Elliott
Row, City of Saint John, Saint John
County, New Brunswick ", prepared by
Hughes Surveys & Consultants Inc. and
dated June 23, 2014 attached hereto.
IN WITNESS WHEREOF The City of
Saint John has caused the Corporate
Common Seal of the said City to be affixed
to this by -law the * * ** day of * * * * *, A.D.
2015 and signed by:
Mayorr'Maire
ARRETE No M -23
ARRETE MODIFIANT
L'ARRETE SUR L'INTERRUPTION
DE LA CIRCULATION ET LA
FERMETURE DES ROUTES DANS
THE CITY OF SAINT JOHN
Lors dune reunion du conseil
communal, The City of Saint John a
decrete ce qui suit :
1 Par les presentes, 1'arrete de The
City of Saint John intitule, «L'arrete sur
]'interruption de la circulation et la
fermeture des routes dans The City of Saint
John» , decrete le 19 decembre 2005, est
modifie par 1'ajout de I'article 239
immediatement apres ]'article 238, comme
suit :
239 Par les presentes, The City of Saint
John Barre et ferme de fagon permanente la
route suivante :
RUELLE ELLIOTT: Tout le trongon de
la ruelle Elliott, une rue publique daps The
City of Saint John, comte de Saint John,
Bans la province du Nouveau- Brunswick,
d'une superficie de 1 702 m2 comme le
montre le plan d'arpentage intitule
<< Showing portion of Elliott Row, City of
Saint John, Saint John County, New
Brunswick )> (plan d'arpentage indiquant
une partie de la ruelle Elliott, City of Saint
John, comte de Saint John, Nouveau -
Brunswick), prepare par
Hughes Surveys & Consultants Inc. et date
du 23 juin 2014, ci joint.
EN FOI DE QUOI, The City of Saint John
a fait apposer son sceau communal sur le
present arrete le * * ** * * * * ** 2015,
avec les signatures suivantes :
Common Clerk/Greffier communal
First Reading - March 30, 2015 Premiere lecture - le 30 mars 2015
Second Reading - March 30, 2015 Deuxieme lecture - le 30 mars 2015
Third Reading - Troisiemc lecture -
30
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BY -LAW NUMBER C.P. 111 -7
A LAW TO AMEND
THE ZONING BY -LAW
OF THE CITY OF SAINT JOHN
ARR.ETE No C.P. 111 -7
ARRETE MODIFIANT L'ARRETE DE
ZONAGE DE THE CITY OF SAINT
JOHN
Be it enacted by The City of Saint Lors d'une reunion du conseil
John in Common Council convened, as communal, The City of Saint John a
follows: decrete ce qui suit :
The Zoning By -law of The City of
Saint John enacted on the fifteenth day of
December, A.D. 2014, is amended by:
1 Amending Schedule A, the Zoning
Map of The City of Saint John, by re-
zoning a parcel of land having an area of
approximately 6400 square metres, located
at 10 -40 Elliott Row, 28 -36 Carmarthen
Street, and 25 Wentworth Street, also
identified as PID numbers 00016626,
00016642, 00017046, 00017053,
00017061, 00017079, 00017087,
00017095, 00017103, 00017111,
00017129, 55106827, 55106835, 55106843
and a portion of Elliott Row, from Urban
Centre Residential (RC) and unzoned street
to Uptown Commercial (CU) pursuant to a
resolution adopted by Common Council
under Section 39 of the Community
Planning Act.
- all as shown on the plan attached hereto
and forming part of this by -law.
IN WITNESS WHEREOF The City of
Saint John has caused the Corporate
Common Seal of the said City to be affixed
to this by -law the * day of *, A.D. 2015
and signed by:
MayorlMaire
Uarret6 de nonage de The City of
Saint John, decrdt6 le quinze (15) decembre
2014, est modifre par:
1 La modification de l'annexe A,
Carte de zonage de The City of Saint John,
permettant de ;modifier la designation pour
une parceile de terrain d'unc superficie
d'environ 6 400 metres carres, situ6e au 10-
40, rang Elliott, 28 -36 rue Carmarthen, et
25, rue Wentworth, et portant les NID
00016626, 00016642, 00017046,
00017053, 00017061, 00017079,
00017087, 00017095, 00017103,
00017111, 00017129, 55106827,
55106835, 55106843 et 6tant aussi une
partie du rang Elliott, de zone residentielle
du centre -ville (RC) et rue non zon6e a
zone Commerciale du centre - ville (CU)
conform6ment a une resolution adoptee par
le Conseil municipal en vertu de Particle 39
de la Loi sur l'urbanisme.
- toutes les modifications sont indiqu6es sur
le plan ci joint et font partie du present
arrete.
EN FOI DE QUOI, The City of Saint John
a fait apposer son sceau communal sur le
present arret6 le 2015,
avec les signatures suivantes
Common Clerk/Greffier communal
First Reading - March 30, 2015 Premiere lecture
Second Reading - March 30, 2015 Deuxieme lecture
Third Reading - Troisieme lecture
32
- le 30 mars 2015
- le 30 mars 2015
Section 39 Conditions - 10 -40 Elliott Row, 28 -36 Carmarthen Street and 25 Wentworth Street
That, pursuant to Section 39 of the Community Planning Act, the development and use of the parcel
of land with an area of approximately 6400 square metres, located at 10 -40 Elliott Row, 28 -36
Carmarthen Street, and 25 Wentworth Street, also identified as PID Numbers 00016626, 00016642,
00017046,00017053,00017061, 00017079, 00017087,00017095, 00017103, 00017111, 00017129,
55106827, 55106835, 55106843 and a portion of Elliott Row for a parking area serving the adjacent
office tower at 300 Union Street, be subject to the following conditions:
a. The site shall not be developed except in accordance with a detailed site plan, prepared by
the developer and subject to the approval of the Development Officer, indicating the location
of all parking spaces, accesses, exterior lighting, street furniture, and all landscaped areas;
b. The site shall include the provision of a pedestrian walkway linking Carmarthen Street to
Wentworth Street as a component of the development to preserve public access through the
site, which shall be maintained by the applicant;
c. The approved plans mentioned in condition (a) above must be attached to the application for
building permit for the development; and,
d. All work shown on the site plan must be completed by the proponent within one year of the
building permit being issued.
33
GROWTH & COMMUNITY DEVELOPMENT SERVICES
SERVICE DE LA CROISSANCE ET DU DEVELOPPEMENT COMMUNAUTAIRE
REZONING / REZONAGE
Amending Schedule A of the Zoning By -Law of The City of Saint John
Modifiant Annexe A de I'Arr6t6 de zonage de The City of Saint John
FROM 1 DE TO 1 A
Urban Centre Residential
Zone r6sidentielle de
centre urbain
CU
Uptown Commercial
Zone commerciale du
centre -ville
Pursuant to a Resolution under Section 39 of the Community Planning Act
Conform6ment a une resolution adopt6e par le conseil municipal en vertu
de I'article 39 de la Loi sur I'urbanisme
Applicant: Hughes Surveys & Consultants Inc. (On behalf of J. D. Irving, Limited)
Location: 10 -40 rang Elliot Row, 28 -36 rue Carmarthen Street, and /et 25 rue Wentworth Street
00016626, 00016642, 00017046, 00017053, 00017061, 00017079, 00017087,
PID(s) /NIP(s): 00017095, 00017103, 00017111, 00017129, 55106827, 55106835, 55106843
and a portion of /et une portion du rang Elliot Row (to be stopped up and closedha titre
barrio ou ferme)
Considered by P.A.C. /considers par le C.C.U.: March 17 mars,2015
Enacted by Council /Approuv6 par le Conseil:
Filed in Registry Office /Enregistr6 le:
By -Law # /Arrete #
Drawn By /Cr66e Par: Maxime Lapierre Date Drawn /Carte Cr66e: April 7 avril, 2015
April 7, 2015
Deputy Mayor Shelley Rinehart and
Members of Common Council
RE: Spring Road Renewal Work
MOTION: Common Council request an update from staff on plans for Spring road renewal work.
Yours very truly,
Mel K. Norton
Mayor
City of Saint John
60-1.
SAINT JOHN P.O. Box 1971 Saint John, NB Canada E2L 4L1 I vwvw,saintjohn.ca I C.P. 1971 Saint John, N. -B. Canada E2L 4L1
—ter
35
April 7, 2015
Deputy Mayor Shelley Rinehart and
Members of Common Council
RE: Pole Garbage Baskets
Many of the pole garbage baskets are broken and overflowing and for winter 2015 -2016 would ask staff
to provide recommendation on addressing this situation.
MOTION: Common Council request that staff provide a solution and advice on maintenance of pole
garbage baskets during winter months.
Yours very truly,
Mel K. Norton
Mayor
City of Saint John
60-1.
SAINT JOHN
—ter
P.O. Box 1971 Saint John, NB Canada E2L 4L1 I vwvw,saintjohn.ca I C.P. 1971 Saint John, N. -B. Canada E2L 4L1
36
April 7, 2015
His Worship Mel Norton and
Members of Common Council
Your Worship and Councillors:
Subject: Waterloo Street
Background
I have received inquiries from the public about whether the City intends to open up the bottom
portion of Waterloo Street where the former hotel was located.
Motion:
Direct the City Manager to provide an update on the opening up of the bottom portion of Waterloo
Street.
Respectfully Submitted,
(Received via email)
Dr. Shelley Rinehart
Deputy Mayor
City of Saint John
l� -
VU
SAINT JOHN P.O. Box 1971 Saint John, NB Canada E2L 41-1 1 www.saintjohn.ca I C.P. 1971 Saint John, N. -B. Canada E21- 41-1
37
i 2 , � REPORT TO COMMON COUNCIL
M&C- 2015 -68
April 8, 2014
His Worship Mayor Mel Norton and
Members of Common Council
Your Worship and Councillors:
City of Saint John
SUBJECT: Update on fire department's readiness to respond to an oil
train derailment
BACKGROUND:
Subsequent to the most recent train derailments in Northern Ontario and further to
the October 7 1 2014 Council Report entitled "Railway Safety in Saint John"
Common Council at its meeting of March 11th moved the following resolution.
"Resolved that Chief Clifford be requested to give an update to Council on
his department's readiness to respond to an oil train derailment"
The October 7th Rail Safety Report (attached) provided a response to numerous
rail safety concerns as raised by the Saint John community. The report highlighted
numerous improvement initiatives undertaken by the rail industry nationally and
recognized the enhanced approach that has been adopted by NB Southern
Railway locally (prior to the Lac Megantic tragedy).
The October 7th report provided a synopsis on the City's EMO preparations
including; the role of police in evacuation; the role of leisure /social services on
reception centres, and the local industrial communities support on firefighting
resources. The report also referenced the need for a regional perspective on large
scale industrial emergency events.
The October 7th report also referenced the need for action priorities that were
identified by the Federation of Canadian Municipalities and subsequently
endorsed by Federal Transportation Minister Lisa Raitt, specifically.
- equipping and supporting municipal first responders to rail emergencies;
- ensuring federal and industry policies and regulations address the rail safety
concerns of municipalities;
- and, preventing downloading of rail safety and emergency response costs to
local taxpayers
The October 7th report offered that the city is prepared to respond to a major rail
incident; however, the report did emphasize the need for a regional perspective on
0.
M &C --2014 -009 -2_
April 7, 2014
responding to major industrial incidents. The report put particular emphasis on the
training gap as it relates to specialized training to ensure that emergency
responders have the appropriate skills to fight a large scale flammable fuel fire.
This training gap is one of the focuses of Federal Transportation Minister Raitt's
Emergency Response Task Force which is made up of a collaboration of
government, industry and first responders including the Fire Chief and EMO
Director for the City of Saint John.
ANALYSIS
Further to the Common Council question on the Saint John Fire Department's
ability to respond to an oil train derailment, it is important to note that an oil train
derailment may indeed be a minor or major event. Minor derailments are
managed primarily through a rail industry response with municipal first
responders being informed. Major oil train derailments could be of two different
dimensions; 1) a derailment with an oil spill with no fire /explosion; 2) a
derailment with an oil spill and either explosion and /or fire.
Train derailments and spill without explosion or fire are for the most part
mitigated through the resources of the rail / shipper company and assigned
cleanup crews in concert with local officials and department of the environment.
First responders may or may not have some role in this type of incident depending
on local protocol and the response relationship that is in place. Familiarization
training is required and can be attained through an exercise schedule. NB
Southern Railway and Saint John Fire / EMO are committed to a consistent and
sustainable exercise protocol that will ensure that roles and responsibilities on
these incidents are as effective as possible.
Train derailments with an oil spill and either an explosion or fire have seen great
improvements in emergency response as a result of Minister Raitt's
implementation of the Emergency Response Assistance Program (ERAP) for
flammable fuel by rail. "After the derailment in Lac Megantic, Transport Canada
issued Protective Direction PD 33 and subsequently amended the Transportation
of Dangerous Goods Regulations to require an ERAP for certain Class 3,
flammable liquids in packing groups I, 11, and III including crude oil and ethanol ".
(ERAP's were initially created in response to the 1980 Mississauga incident. The
regulation did not previously apply to Class 3 - flammable liquids).
ERAP regulations require that emergency response assistance teams are in place
to support local responders to rail incidents involving hazardous materials (after
Mississauga) and flammable liquids (after Lac Megantic) and as such there are
predetermined teams set to respond in the instance of a train derailment. It is
critical that local emergency responders understand the roles and responsibilities
of the ERAP response personnel. ERAP personnel are not responsible for
extinguishing fire, operating as the authority having jurisdiction, or taking the
lead in an Incident Command System process. (The role of fire suppression and
39
M &C -2014 -009 -3-
April 7, 2014
incident command belong to the authority having jurisdiction — which is the local
municipality).
A successful response to a flammable fuel event on rail depends on the
coordination of the local responders and the ERAP team. Local responders are a
critical and essential component to ensuring successful outcomes to oil train
derailments. First, local responders must be aware of the existence of an ERAP
response and how it is activated. Secondly, local responders must provide
effective fire suppression activities for spills that have ignited. Local responder
competence in responding large scale flammable events is totally dependent on
being properly trained.
Case studies that followed the catastrophic events of Mississauga (1980) and Lac
Megantic (2013) have highlighted the following:
- Firefighters are not adequately trained to handle large scale incidents
involving flammable liquid spills or fire;
- First responders are not aware of the resources available to them such as
ERAP' S and Remedial Measures Specialists;
- First responders do not have the knowledge and experience required to
effectively utilize some of the specialized equipment that can be made
available to them during flammable liquid incidents; and
- Small and remote communities have a very limited resources capacity
(funding for access to specialty training programs and facilities, equipment,
etc.) to adequately respond to flammable liquid spills and fires resulting
from derailments.
Consistent with the points as noted from the above case studies the City of Saint
John is challenged to meet the demands of acquiring and sustaining the skills that
are required to effectively and intuitively respond to large scale flammable fuel
fires. The core issue on skill acquisition and maintenance is appropriate training.
The City of Saint John does not stand alone in its training needs and indeed
Minister Raitt's Emergency Response Task Force has identified the "Lack of
comprehensive and specialize first responder training standards in Canada to
adequately respond to rail incidents involving the release of large volumes of
flammable liquids" as the main issue arising from the First Responder Subgroup
5.
The ERTF's - Subgroup 5's objective as presented in its January 30`x' issue paper
"is to provide the Emergency Response Task (ERTF) with recommendations for
submission to Transport Canada to address gaps related to first responder
specialized training requirements to adequately respond to rail incidents involving
the release of large volumes of flammable liquids."
Conclusion
all
M &C -2014- 009 _4_
April 7, 2014
On the question of current response capability, Saint John Fire/EMO together
with local industry's help is capable of responding to a large scale emergency
involving flammable fuels; albeit there is a significant concern in the fact that
emergency responders are not currently provided the type of training that will
ensure that they are as effective and safe as they need to be in responding to large
scale flammable fuel emergency events.
Consistent with the objectives of the Federal Ministers Emergency Response Task
Subgroup 5 recommendations; the City of Saint John has numerous existing and
proposed facilities as well as transportation networks that have a need for
appropriate first responder skills for responding to large scale flammable fuel
events.
To the above point, the Fire Chief is active with, and supports the collective
efforts of; the Federal Minister's Emergency Response Task Force, the Federation
of Canadian Municipalities, and the Canadian Association of Fire Chiefs in
working to developed a national standard for first responders who respond to
emergency incidents involving crude oil rail incidents and furthermore the Fire
Chief supports the group's efforts to establish a regional approach to developing
and sustaining the skills that are required for responding to emergency incidents
involving flammable fuels in transport..
RECOMMENDATIONS
Common Council continues to endorse Fire Chief Kevin Clifford's participation
as a member of the Canadian Association of Fire Chiefs Transportation of
Dangerous Materials committee including the various subcommittees of which he
is assigned.
Furthermore, Common Council endorses the Fire Chief's efforts in advocating for
a national training standard on responding to flammable fuel incidents in
transport, with a regional approach to training, as advocated by the Federation of
Canadian Municipalities, Transport Canada and the Canadian Association of Fire
Chiefs.
It is recommended that the attached report be received and filed
Respectfully submitted,
rytZanagger Kevin Clifford BBA CFO oods
Fire Chief / Director SJEMO C
City of Saint John
a
M &C- 2014 -174
October 7, 2014
His Worship Mayor Mel Norton and
Members of Common Council
Your Worship and Councillors:
SUBJECT: Railway Safety in Saint John
BACKGROUND:
eh
city of Saint John
The tragedy of Lac- Megantic resonates with many Saint John citizens in that the
crude cargo was destined for our community. To this end, our community has
posed numerous questions on issues with respect to the movement, storage and
processing of dangerous goods in our city. Our community's questions around
rail safety are indeed substantiated by the Transportation Safety Board of Canada
who provides that "The release of dangerous goods transported by rail can
jeopardize the health, safety and welfare of railway employees and of residents
living near railway tracks. The risks are even greater in the case of tracks running
through urban areas.'"
Citizens Raise Concerns
The Saint John community has raised the following rail safety concerns with
Common Council as well as their Emergency Management and Fire Services.
• How prepared is the City of Saint John for a major incident involving fire
and explosions?
• Does the City have sufficient firefighter equipment
• Has a plan been developed for regular emergency response exercises?
• Does the city have a detailed evacuation plan including evacuation
centres?
• What degree of risk are the citizens of Saint John living with on a daily
basis?
• Should an independent analysis of the safety of the movement and storage
of oil tanker cars be conducted?
• Do the short haul railway companies have sufficient liability coverage?
• What are the report definitions and requirements, reporting channels, and
authorities under the Shortline Railways Act?
• Are shortline railway reports available to the public?
'Transportation Safety Board of Canada "Railway Investigation Report R13DO054 page 114"
M &C- 2014 -009 -2-
April 7, 2014
ANALYSIS
The tragedy in Lac Megantic and subsequent analysis has determined that a
number of steps are necessary to enable and improve a community's response and
recovery from rail incidents. Indeed shortly after (Sept 30;13) the Lac Megantic
tragedy the Federation of Canadian Municipalities (FCM) announced that
Transportation Minster Raitt had agreed on the need for action in the three
priority areas identified by FCM's National Municipal Rail Safety Working
Group:
- equipping and supporting municipal first responders to rail emergencies;
ensuring federal and industry policies and regulations address the rail
safety concerns of municipalities;
and, preventing downloading of rail safety and emergency response costs
to local taxpayers
Saint John Fire and EMO services agree with the priority areas as listed by the
FCM and looks forward to Transport Canada's response on how they will
mitigate the issues as raised by FCM's National Municipal Rail Safety Working
Group.
Notwithstanding the above, the city's emergency service is prepared to respond to
any event that could occur, and indeed its Incident Command System (ICS)
competence in Plaster Rock NB has been recognized at a National level.
However, like many Canadian Fire Services the local response service struggles
to sustain the technical and specialize training that is required to appropriately
respond to flammable fuel fires of a significant size. To this end, the Saint John
Fire Department is actively pursuing a means to address this response training
gap, and finds great promise and opportunity in the words of the Canadian
Association of Fire Chief s Executive Director John Paul Cody -Cox who
provided the following comments in his "Taking Care of Business" report in the
September 2014 addition of Firefighting in Canada:
"The transportation of dangerous goods has also been front and centre.
Our focus has been on railways, as much is happening an the regulatory
front. We have been in constant discussion with government, industry and
like - minded partners. In 2015, we expect to make major progress in
ensuring first responder training for dangerous goods is well- resourced
and delivered to as many fire departments as possible in a consistent and
sustainable manner "3
2 FCM — Statement by FCM President following today's rail safety meeting with Transport
Canada: http: / /www.fcm.ca/home!media` news - releases ,'2013!statement- by -fem- president
3 John -Paul Cody -Cox "Taking Care of Business " Firefighting in Canada" Pg. 43 Sept 2014
60
M&C- 2014 -009 -3-
April 7, 2014
Further to the CAFC director's comments with respect to constant discussion with
government, industry, and like- minded partners; the Saint John Fire and EMO
service has been a participant of the Federation of Canadian Municipalities Rail
Safety Working Group throughout 2014. (The rail safety working group is making
recommendation to Transport Canada with respect to improvements to rail safety
across the Country.)
Furthermore, the Saint John Fire and EMO service has also been asked to
participate within the following rail safety related groups:
The Canadian Association of Fire Chiefs (CAFC) Transportation of Dangerous
Goods Committee - including participating as a Transport Canada rail safety
discussion panel member.
Representing the Canadian Association of Fire Chiefs (CAFC) on the Liquefied
Petroleum Gas Emergency Response Committee (LPGERQ technical committee;
that is developing the Emergency Response Assistance Plan (ERAP)
requirements forflammable liquids.
Representing the Canadian Association of Fire Chiefs on the recently created
Transport Canada ERAP task force; whose role is to analyze the need for greater
investmcnt and resources for first- responder training. The task force has a one -
year mandate to evaluate and provide recommendations to the minister of
transport.
Saint John Fire and EMO services continue to do extensive planning and
preparation with respect to the appropriate response to emergency events on our
railways. Our analysis of rail and dangerous goods safety needs in our community
in the context of the numerous questions directed at staff and Council provides the
following.
• The City of Saint John is prepared for a major incident involving fire and
explosion however; the city needs to have access to a better process for
sustaining its flammable fuel fire capability.
The City has a good inventory of equipment and can rely on the industrial
community for an adequate supply of foam in the event of a major
flammable fuel fire. The emergency response to a major flammable fuel
event would be much better served by a regional response, utilizing the
equipment and personnel assets available across all the fire services in the
greater Saint John Community.
• Emergency response exercises are conducted on a random basis across the
community's industrial infrastructure. A more methodical exercise
process and schedule is required to ensure the risk profile of the
community receives the attention to ensure competency in response. A
64
M &C- 2014 -009 4-
April 7, 2014
regional exercise process would better serve the greater Saint John
Community. NB Southern Railway and the City will be conducting a rail
way exercise in the fall of 2014
• City police are responsible for the evacuation plan through the Saint John
Emergency Management Organization. Reception centres for citizen
evacuations have all been identified and are facilitated through Leisure /
Social Services as part of the EMO response.
• A risk assessment on the Saint John community would highlight the
density of heritage and older housing stock, the large geographical area,
and the industrial footprint which includes: a port; paper mills; oil
refinery; power generating station; LNG facility; fuel loading and off
loading facilities, and a major gas pipeline passing through the heart of the
city. The degree of risk is higher than most cities across the nation
however the risk is mitigated to some extent by this City's investment in
public safety.
• The City of Saint John public safety services are independent of industry
and are in place to serve the best safety interest of the community. Fire
and EMO services are in the best position to assess emergency planning,
preparedness and response capability of the municipality. Never -the -less
numerous third party emergency response assessments have been
previously conducted. The technical review committee to the 2004 LNG
EIA application recommended an assessment of the local fire services
ability to respond.
+ The Federal Minister of Transport has established new insurance
obligations on all railways. NB Southern Railway Company exceeds the
minimum requirement as set forth by the regulators.
• Short line notification requirements are attached to this report as Appendix
A. New Brunswick Southern Railway has agreed to provide the Saint
John Fire Department notification in all events when rail cars leave the
track, or when a rail car is involved in an event that damages the shell of
the rail car
Conclusion
Catastrophic events such as Lac- Megantic are the rarest of events and as such the
emergency planning, preparation, and response needs may not be a priority and
can sometimes be based (mistakenly) on the low probability of an actual event
occurring. The Lac- Megantic event has been a harsh reminder that more needs to
be done to support the emergency response infrastructure that is required to
support responsible movement of dangerous goods by rail and roads. Recent
M-
M&C- 2014 -009 -5-
April 7, 2014
changes to regulations and the adoption of a series of Protective Directives are
strong indication that the losses of Lac-Megantic will at the very least be
remembered through a safer and more prepared community.
As we look ahead and in the spirit of zone SJ, the Saint John community needs to
be diligent on fizrther industrial growth to existing and potential projects. It is
imperative that emergency planning, preparedness and response capability is
aligned to the risk in the community. The City of Saint John needs to be mindful
of the 2004 recommendation of the Independent EIA Panel on Canaport LNG
which stated:
"Additional information should be developed and provided to the
Department of Environment and Local Government relative to the
probable need for outside firefighting support in both a controllable and
uncontrollable event, the current ability of the local fire departments to
provide the capability, and what entity would be responsible for meeting
the required cost (e.g. the facility proponent, the local tax base) of
providing additional equipment and training to the local fire fighting
department. 114
Finally, and on the issue of cumulative effects on emergency response to
hazardous materials incidents involving rail, road, or fixed facilities the former
Minister of Environment and Local Government provided that "Opportunities to
contribute to a regional approach to management of cumulative effects should be
emphasized ".5
On this final point, the City needs to advocate for a regional perspective to the
emergency planning, preparation and response needs to existing and developing
economic growth to this community's industrial landscape.
Environment and Local Government Summary of Public Participation, (2004, July)
Environmental Impact Assessment, Proposal by Irving Oil Limited To Construct
a Liquefied Natural Gas (LNG) Marine Terminal and Multi- Purpose Pier.
s Environment and Local Government. Final Guidelines for an Environmental Impact
Assessment Liquefied Natural Gas Receiving, Storage and Processing Facility
(2002, March). Available online at:
htt : / /www2. b.ca/content/dam/ b/D artments /env/ df/EIA-
EIE/IrvingOilLiquefiedNaturalGasFinalGuidelines.pdf
?;
M &C- 2014 -274 -6-
October 7, 2014
RECOMMENDATIONS
Common Council continues to endorse Fire Chief Kevin Clifford's participation
as a member of the Canadian Association of Fire Chiefs Transportation of
Dangerous Materials committee including the various subcommittees of which he
is assigned and that the attached report is received and filed.
Respectfully submitted,
Kevin Clifford BBA CFO
Fire Chief 1 Director SJEMO
City of Saint John
64
\ - 0, .0,
kPftrick Woods
Manager
-
Document No:
Version : 4.0
sVersion
date: 03 /20 / 2013
Ra Jffixay
Month /Day/Year
WORK INSTRUCTION
ACTIVITY: Reporting Requirements for Short Line Railway
FREQUENCY: As required
STEPS: Situations which require notification by telephone within 30 minutes of incident.
• A fatality or injury involving an ambulance/ hospitalization occurs involving Railway
equipment and /or property.
• The rolling stock is involved in a collision or derailment and is carrying passengers.
• The rolling stock is involved in a collision or derailment and is carrying dangerous goods, or is
known to have last contained dangerous goods- the residue which has not been cleaned or
purged from the rolling stock.
• More than one piece of rolling stock (not used in dangerous goods service) sustains damage,
on other than a yard track, which affects their safe operation.
• The rolling stock causes or sustains a fire or explosion.
• Runaway rolling stock.
• Release of dangerous goods from rolling stock that was not quickly secured.
• A trespasser sustains injury.
• A crossing collision.
Notification to the following agencies must occur within 30 minutes of the incident.
DTI - Robb Francis 2. Transport Canada 3.
(546) 453 -5646 (w) (506) 851 -7042 (f)
(506) 474 -0410 (h) The Department of
(506) 444 -7505 (c) Transportation & Infrastructure
Note: Leave a message at each of will notify Transport Canada by
these phone numbers unless you reach phone if required.
me directly.
Environment Canada
1 -800- 565 -1633
(Oil, Pesticides and Chemical Spills)
TSB
(819) 997 -7887 (p)
(819) 953 -7876 (f)
Note: Any incidents that involve dangerous goods (loaded or residue) require notifying CANUTEC 1-
613- 996 -6666
Page 1
66
Document No:
Version : 4.0
Version date : 03 /20 / 2013
Month /Day/year
WORK INSTRUCTION I
STEPS: Situations which require notification by fax as soon as possible
• Unprotected main track switch in abnormal position with no equipment in the immediate
area.
An employee sustains an injury which would normally be reported to WorkSafe NB.
• An employee sustains a serious injury as a result of coming into contact with any part of the
rolling stock or its contents.
A risk of collision.
• Movement of stock exceeds the limits of authority with no other equipment in the area.
• Release of dangerous goods from rolling stock that was quickly secured.
• A railway signal displays a less restrictive indication than that required for the intended
movement of rolling stock with no other equipment in the area.
• Unprotected overlap of operating authorities with no other equipment in the area.
• Physical incapacitation of a crew member.
• One piece of rolling stock (not used in dangerous goods service) sustains damage on a yard
track that affects its safe operation.
I. DTI - Robb Francis
(506) 453 -3701 (f)
2. Transport Canada
(506) 851 -7042 (f)
3. TSB
(819) 953 -7876 (f)
Note: Any incidents that involve Fire /Police or Ambulance to enter through ISL gatehouse contact
Industrial Security: 635 -5609
Note: Any situation that involves our train occupying a crossing due to unexpected failures — notify
(Public Safety Communication Line): 648 -3333
s r
Page 2
REPORT TO COMMON COUNCIL
M &C2015 -62
April 7, 2015 .
His Worship Mayor Mel Norton
and Members of Common Council
Your Worship and Members of Council:
SUBJECT: 2015 Spring Street Sweeping Services
BACKGROUND
The City of saint John
In October 2014, a Street Sweeping Operational and Financial Analysis was completed to
determine the most feasible and sustainable option to complete the annual Spring Street
Sweeping Program in 2015. The City's five loader sweepers had come to the end of their useful
life and required replacement at an estimated $250,000. This type of sweeper is not ideal from a
functional or practical standpoint considering the large amount of resources that are required to
operate them.
The Analysis determined that contracting this Street Sweeping Program was the most feasible
and sustainable option at this time. Funding was approved by Common Council within the 2015
General Fund Operating Budget.
The Spring Street Sweeping Program will occur between April 27, 2015 and June 26, 2015.
There is adequate supervision of the Program in place to ensure quality results.
INPUT FROM OTHER SOURCES — MATERIALS MANAGEMENT:
Materials Management facilitated the RFP process to solicit proposals for the provision of the
Spring Street Sweeping Services.
As such a Request for Proposal (RFP) closed on Thursday, April 2, 2015 with three responses as
follows:
Classic Construction Saint John, NB
John Sweeping Ottawa, ON
AVL Construction Group Drummond, NB
50
2015 Spring Street Sweeping Services April 7, 2015
Report to Common Council, M & C 2015 - 62 Page 2
A review committee, consisting of staff from Materials Management and Transportation and
Environment Services reviewed the submissions for completeness and compliance with the RFP
requirements and selection criteria consisting of the following:
1. Quality and Completeness
2. Proponent's Experience
3. Vendor's Equipment
4. Cost
The proposal submitted by AVL Construction Group was ranked highest by the review
committee as it met all the requirements set forth in the RFP and represents the best value to the
City. Additionally, it is the lowest -cost solution to the City.
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 provide the Spring Street Sweeping Services as required
will be $148,990.00 plus HST.
This is a planned expenditure for which funds are allocated in the 2015 General Fund Operating
Budget.
RECOMMENDATION
It is recommended that Common Council award the proposal for the provision of Spring Street
Sweeping Services to AVL Construction Group at a price of $148,990.00 plus HST.
Respectfully submitted,
Kevin Rice B. Se., CET
Deputy Commissioner
Transportation and Environment Services
Wm. Edwards, P. Eng.
Commissioner
Transportation and Environment Services
J. Patrick Woods, CGA
City Manager
51
REPORT TO COMMON COUNCIL
M & C — 2015- 67
7 April, 2015
His Worship Mel Norton
And Members of Common Council
Your Worship and Councillors:
SUBJECT: Tender for Asphaltic Concrete Mixes
BACKGROUND:
The City of Saint john
Each year the City of Saint John calls a tender for the establishment of a supply
agreement for the provision of asphaltic concrete mixes to establish a guaranteed
source of supply.
This product is employed by Transportation and Environment Services for a variety of
tasks, including asphalt restoration of water cuts, roadway and sidewalk repairs and
miscellaneous maintenance projects.
In 2006, many government agencies adopted an adjustable price formula based on the
Ministry of Transportation of Ontario Performance Graded Asphalt Cement Price
Index. Given this and the external pressure being brought to bear by the asphalt
industry, staff of the City of Saint John also adopted this approach for contract pricing
in 2009 and have continued to use this approach thereafter.
The following is a brief overview of the price index formula created by the Ontario
Ministry of Transportation and subsequently included in the tender call documents.
MTO Performance Graded Asphalt Cement Price Index:
A payment adjustment for the change in price between the time the tender opening for
the contract and the time of order of the asphalt concrete will apply to the quantity of
asphalt cement/binder and will be calculated as follows if the price index between the
two (2) months differs by more than 5 %.
52
Tender for Asphaltic Concrete Mixes
Report to Common Council, M &C 2015 -67
April 7, 2015
Page 2
PA = Payment adjustment for asphalt cement / binder in dollars
T = PG asphalt cement/binder price index for the month of tender opening
P = PG asphalt cement/binder price index for the month of paving
Q = Quantity of asphalt cement/binder in tonnes
When P > 1.05 T, the Contractor receives additional payment as follows:
PA = (P — 1.05T) x Q
When P < 0.95 T, the Owner receives a credit as follows:
PA = (0.95T P) x Q
ANALYSIS:
There are traditionally three seasons for asphalt: the normal construction season when
production is high and product is readily available and the pre and post construction
seasons when production is low and higher costs are incurred to produce the product.
Bidders are asked to quote a price for the pre - season, another price for the construction
season and a third price for the post - season.
INPUT FROM OTHER SOURCES — MATERIALS MANAGEMENT:
A public tender call was issued on Thursday, March 19, 2015 and closed on
Wednesday, April 1, 2015. Two companies responded to the tender call by submitting
bids. The results are as follows (excluding HST):
** Indicates Recommendations
Note: Exclusive of HST
53
DEBLY ENTERPRISES LTD.
NRB CONSTRUCTION CO. LTD.
Pre - Season
Construction
Post- Season
Pre - Season
Construction
Post -
Season
Season
Season
Opening Date
April 20
Nov 7
May 4
Closing Date
May 3
Dec. 11
Dec. 11
1
SUPERPAVE
** $89.50
$69.50
** $7950
$61.00
** $61.00
$78.00
19.5mm/tonne
2
SUPERPAVE
** $90.00
$70.00
** $80.00
$68.00
** $68.00
$83.00
9.5 mmltoune
3
SUPERPAVE
** $90.00
$75.00
** $85.00
$70.00
** $70.00
$88.00
4.75mm /tonne
** Indicates Recommendations
Note: Exclusive of HST
53
Tender for Asphaltic Concrete Mixes April 7, 2015
Report to Common. Council, M &C 2015 -67 Page 3
Staff of Materials Management have reviewed the tenders and have found them to be
complete and formal in every regard. Staff recommends award to the lowest bidders for
the construction season and the post- construction season. The pre - construction season
will be awarded to Debly as the NRB's plant is not scheduled to open before the start of
construction season.
The above process is in accordance with the City's Procurement Policy and Materials
Management support the recommendation being put forth.
FINANCIAL IMPLICATIONS:
The total estimated cost of this supply agreement, for the 2015 season and using quantities
based on the estimated usage and if awarded as recommended, will be approximately
$640,030.00 plus HST. It is understood that this is not a firm, fixed cost, as quantities are
estimates based on previous year's usage and are subject to change given available
funding and as a result of the incorporation of the MTO Price Index.
This is a planned expenditure and as such, funds to cover the cost are included in both the
2015 Operating and Capital Budgets.
RECOMMENDATION:
It is recommended that the tender for the supply of asphaltic concrete mixes be awarded
to Debly Construction for the pre - construction season startin.§ April 20th ending May 3'd
and post - construction season starting on Nov 7th until Dec. 11t .
We would also recommend that the tender for the supply of asphaltic concrete mixes be
awarded to NRB Construction Co. Ltd., for the 2015 construction season (May 4th —
Nov. 6th, 2015).
Respectfully submitted,
R. Kevin Rice
Deputy Commissioner,
Transportation and Environment Services
Wm. Edwards, P. Eng.
Commissioner,
Transportation and Environment Services
J. Patrick Woods, CGA
City Manager
54
REPORT TO COMMON COUNCIL
April 7, 2015
His Worship Mayor Mel K. Norton
and Members of Common Council
Your Worship and Members of Common Council:
SUBJECT: 2015 Service -Based Budget
'Ire 2
The City of :Saint John
Service -based budgeting is a customer - based, performance driven, results- oriented approach to
allocating resources that focuses on achieving desired outcomes in the community through
service delivery. Linking resource allocations to service level objectives, the service -based
budget outlines in measurable terms all the services to be provided by the City and at what level
they are to be provided. The service -based budget allows taxpayers, members of the community
and other interested stakeholders to better understand what the public can expect in terms of
service delivery (i.e., service levels) and the resources required to deliver on these commitments.
This approach encourages transparency and accountability for service results.
Attached is the final documentation for the 2015 Service -Based Budget including service level
adjustments, community impact and revised funding allocations to reflect the general fund
operating budget approved by Common Council on December 22, 2014.
RECOMMENDATION
It is recommended that Common Council receive and file this report.
J. Patrick Woods, CGA
City Manager
55
'n
d
If
Jo
.r-
City of Saint John
2015 Service -Based Budget
(General Operating) SAINT JOHN
56
Table of Contents
Our Planning Process
................................. ..............................1
Strategic Alignment of Council's Priorities with the Service -Based Budget ................................................................................. ..............................2
Cityof Saint John Service Alignment ............................................................................................................................................ ..............................3
City of Saint John: 2015 Service -Based Budget Summary ............................................................................................................ ..............................4
Growth & Community Development Services
........................................................ ............................... 7
PublicSafety Services ................................................................................................................................................................... .............................57
Transportation & Environment Services ...................................................................................................................................... .............................75
Finance & Administrative Services
........................................................................ ............................... ............................117
StrategicServices ......................................................................................................................................... ............................... ............................145
Legislated Services
Approved 2015
........................................................................ ............................... ............................175
57
Our Planning Process
The City uses a strategic planning framework that is designed to translate the vision and goals of the community into action. Illustrated below,
the framework identifies the strategic and operational planning process required to build shared agreement on priorities and how to achieve
these goals. Creating a clear and collective strategic direction supports transparent decision - making in setting policy and delivering public
service. It also improves the City's ability to address community needs and demonstrate accountability for related service results.
Fni inj-H
Service Based Budget
Service -based budgeting is a customer - based, performance driven, results- oriented
approach to allocating resources that focuses on achieving desired outcomes in the
community through service delivery. The service -based budget approach defines intended
service results and links them to the resources required to achieve the desired outcome,
particularly as they relate to Council's priorities for the community. Linking resource
allocations to service level objectives, the service -based budget outlines in measurable
terms all the services to be provided by the City and at what level they are to be provided.
It is therefore not only a budget document; it is an important policy document of the City.
The Service -Based Budget for the City is intended to:
• Support the achievement of Council's Priorities and the City's Strategic Direction
• Ensure cost - effective, sustainable service delivery
• Promote a continuous improvement focus as part of service delivery
• Create awareness of service levels and impacts (informed decision - making)
The Service -Based Budget is a document used through the year and promotes accountability throughout the organization. It is also a key tool
used year over year by Council during budget deliberations in bridging the gap between service delivery, budgetary requirements for service and
the impact budget decisions may have on the overall service delivery for the City of Saint John.
Approved 2015
Strategic Alignment of Council's Priorities with the Service -Based Budget
The Service -Based Budget identifies budgetary commitments that align with Council's Priorities of Economic Health, Community of Choice and
Sustainable Infrastructure; and the strategic direction outlined in AdvanceSJ of providing a Citizen Focused Service Delivery. Collectively these
strategic priorities and directions will move the City toward its overall goal of establishing the City as a service - based, results- oriented, high
performance public service organization.
Highlighted below are some of those projects and service initiatives for 2015. Initiatives may relate to more than one Council Priority.
Goal: Generate wealth in the
community by emphasizing compact,
sustainable development and focusing
on responsible fiscal practices
One Stop Development Shop:
enhance development service to
support economic growth
PlanSJ: modernization of building,
subdivision and stormwater by -laws
Economic Development Agencies:
continued commitment to drive
growth in the community
True Growth 2.0: serving as the
strategic direction in our coordinated
development efforts
Trade & Convention Centre:
operational funding
Financial Management: commence
development of an Integrated
Financial Management Plan
Goal: Contribute to a vibrant, livable
community where citizens can
celebrate our heritage, enjoy
recreation opportunities, and feel safe
and connected
Transportation Master Plan:
comprehensive and integrated
approach to moving goods and people
Arenas /Community Centres /Parks:
continued funding for recreational
assets
Partnerships: programming at Emera
Field; roll -out of Clean Cart Program;
Fire Training Centre
Community -Based Programs: support
for P.R.O. Kids, community festivities,
Heritage and Community Arts Awards
Community Grant Program: new grant
application process
Transit: increase of 4% in funding;
evaluation of service
EMO: focus on emergency
preparedness and coordinated
response
Goal: Invest in new and existing public
infrastructure in innovative and
fiscally responsible ways to address
the evolving needs of the community
today and for future generations
Goal: Service delivery that is
responsive to our citizen's interests
and needs in an innovative, cost -
effective way and strategically
communicates service expectations
Roads: increase of 6% to budget for Snow Dump: new location on Sugar
asphalt (roads), curb and sidewalk Refinery Site to reduce costs
Asset Management: software
purchase to maintain City assets
Fleet Service Costing Analysis:
manage replacement and
maintenance costs
PlaySJ: rationalization of parks and
playgrounds; focus on quality
Regional Services Commission:
funding for Aquatic Centre, Imperial
Theatre, Arts Centre, Harbour Station
and the Trade an d Convention Centre
Street Sweeping: contract out to
reduce costs and transfer resources to
other needed on- street improvements
Open Data Initiative: promoting
greater transparency and
accountability
Technology: support core service and
WiFi in public spaces (access to
information)
Fire Service By -Law: generate revenue
and establish clear service
expectations
Human Resources: strategic approach
to collective bargaining
Approved 2015 2
59
City of Saint John Service Alignment
Community Planning
& Development
Heritage
Conservation
Infrastructure Develop-
ment Engineering
Geographic
Information Systems
Permitting &
Inspection
By -Law
Enforcement
Neighbourhood
Improvement
Recreation & Cultural
Programming
Approved 2015
Fire and Rescue
Suppression
Technical
Rescue
Hazardous
Materials Response
Fire Prevention &
Code Enforcement
Fire
Investigation
Medical First
Responder
Emergency
Management
Roadway
Maintenance
Sidewalk
Maintenance
Pedestrian & Traffic
Management
Stormwater
Management
Solid Waste
Collection
Engineering
Parks & City
Landscape
Sport & Recreation
Facilities
Drinking
Water
Industrial
Water
Wastewater
•1
Financial
Management
Asset Management
Services
Materials Management
• Risk Management
• Fleet Management
• Facility Management
• Real Estate
Human
Resources
Corporate
Planning
Corporate
Communications
Information
Technology Systems
Corporate Admin
(City Manager's Office)
Legislative Admin
(Common Clerk's Office)
Legal
(City Solicitor's Office)
91
City of Saint John: 2015 Service -Based Budget Summary
Community Planning & Development Service
1,648,084 1,660,164 14
Infrastructure Development (Engineering) Service 400,608 432,278 21
Geographic Information Systems Service 324,060 326,379 29
Heritage Conservation Service 309,971 205,343 18
Permitting & Inspection Service 1,000,433 995,755 25
By -Law Enforcement Service 995,000 974,838 33
Economic Development Related Services
Tourism Service (Discover Saint John) 925,000 1,000,000
Economic Development Service (Enterprise Saint John) 2,404,021 2,521,496
Urban Development Service (Waterfront Development)
2,606,226
2,608,716
Industrial Parks Development Service (SJ Industrial Parks)
300,000
270,000
Neighbourhood Improvement Service
715,389
536,194 42
Community Development Service Grants
903,130
469,193
Recreation and Cultural Programming Service
1,542,077
1,596,762 49
Arts & Culture Grants & Other Funding
590,993
722,315
Total Growth & Community Development Services $14,664,992 $14,319,433
Fire Rescue and Suppression Service
20,348,550
20,402,288 61
Medical First Responder (Fire) Service
81,500
83,000 63
Hazardous Materials Emergency Response Service
128,231
129,205 65
Technical Rescue Service
58,494
59,404 67
Fire Prevention Service
942,912
979,472 69
Fire Investigation Service
74,879
73,166 71
Water Supply and Hydrants
2,340,000
2,500,000
Emergency Management Service
264,945
292,601 73
Police Services (including Public Safety Communications) 26,052,841 26,758,528
Street Lighting 1,096,857 1,030,000
Total Public Safety Services $51,389,209 $52,307,664
Approved 2015
61
City of Saint John: 2015 Service -Based Budget Summary
Roadway Maintenance Service
Sidewalk Maintenance Service
Pedestrian & Traffic Management Service
Stormwater Management Service
Solid Waste Management Service
Engineering
13,163,078 12,586,777 79
1,493,801
1,898,367 85
2,345,317
2,352,228 89
3,165,539
3,385,292 94
3,547,444 3,546,103 96
499,369
484,575 110
Parks & City Landscape Service 2,969,395 2,985,833 98
Sports and Recreation Facilities Service 3,809,404 3,919,850 104
Parking Service (Administration Support) 560,379 648,379 114
Transit Service 6,886,723 7,105,000 112
Total Environment & Transportation Services $38,440,449 $38,912,404
Financial Management Service
Asset Management
Total Administrative Services
3,124,669 3,159,670 120
6,925,147 6,893,698 124
$10,049,816 $10,053,368
Strategic Services 2014 Approved 2015 Approved Page
Resources Human I 1,570,024 4:
Corporate Planning 462,531 471,177 155
Intergovernmental Affairs
155,547 - 160
Corporate Communications
531,754 540,385 163
Information Technology
2,138,707 2,222,368 168
Total Strategic Services
$4,816,593 $4,803,954
Approved 2015 5
62
City of Saint John: 2015 Service -Based Budget Summary
City Manager
Regional Service Commission
Legal
Common Clerk
Mayor & Council
529,045 859,613 178
53,226 41,085
746,755 751,815 190
664,517 662,296 183
588,445
601,043
Total Legislated Services $2,581,988 $2,915,852
Other Charges 2014 Approved 2015 Approved •,•.
Fiscal Charges 15,652,875 17,276,679
LTD Payments 1,672,243 1,310,000
Pension 9,504,015 9,244,000
Total Other Charges $26,829,133 $27,830,679
Approved 2015 6
63
Growth & Community Development Services Overview
The Growth and Community Development Services team delivers services that support the community in
achieving its long -term vision of having a diverse, vibrant, resilient, and environmentally sound economy and
a vibrant and livable community. Services include providing guidance, direction and support for
development that enhances quality of life for our residents by working to create new and renewed places
where people want to live, work and invest and through partnerships, building strong and healthy
communities where people feel safe and connected.
Organizational Goals
To establish the City of Saint John as a service - based, results oriented, high performance public service
organization.
Service Based
• Considering the needs of the
community as a whole
• Creating opportunities for citizen
feedback and input
• Responding effectively and
efficiently to address community
needs
Approved 2015
Results Oriented
• Creating more complete
neighbourhoods and
communities
• Increasing quality of life and the
attractiveness of the City
• Ensuring communities are safe
and healthy
• Ensuring access to diverse
recreation and cultural
opportunities
.11
High Performance
• Collaborative, strategically minded
workforce
• Culture focused on contributing
to community goals through
service delivery
• Resource conscious and
accountable for results
Community Planning &
Development Service
Heritage Conservation
Service
Infrastructure
Development Engineering
Permitting & Inspection
Service
Geographic Information
Systems (GIS)
By -Law Enforcement
Service
Economic Development
Support
Neighbourhood
Improvement Service
Recreation & Cultural
Programming Service
7
Growth & Community Development Services Financial Summary
*Neighbourhood Grants moved to grant section in 2015
Approved 2015
65
Approved
2015
2014
Expenditures
Revenue
FTE Notes
Community Planning & Development Service
1,648,084
1,660,164
120,000
12.50 1 Contract
Heritage Conservation Service
309,971
205,343
1.00
Infrastructure Development
400,608
432,278
20,000
4.00
Permitting & Inspection Service
1,000,433
995,755
999,500
9.85
Geographic Information Systems
324,060
326,379
37,500
2.50
By -Law Enforcement Service
Dangerous and Vacant Building Program
419,221
409,530
183,000
2.15
Minimum Property Standards Program
297,868
290,356
2.95
Other By -Laws
195,168
191,692
2.05
Animal Control
82,743
83,260
Total Service
995,000
974,838
183,000
7.15
Neighbourhood Improvement Service
Community Development*
603,473
424,116
3.30
P.R.O. Kids
111,916
112,078
14,700
1.00 1 Contract
Total Neighbourhood Improvement Service
715,389
536,194
14,700
4.30
Recreation and Cultural Programming Service
Recreation Programming
1,423,760
1,477,802
22,000
3.70
Cultural Affairs
118,317
118,960
1.00
Total Service
1,542,077
1,596,762
22,000
4.70
*Neighbourhood Grants moved to grant section in 2015
Approved 2015
65
Budget Allocations For City Delivered Services
Growth & Community Development Services
■ Community Planning & Development
Heritage Conservation
La Infrastructure Development
I Permitting & Inspection
• Geographic Information Systems
• By -law Enforcement
• Neighbourhood Improvement
• Recreation & Culture Programming
Approved 2015
M.
0
Summary Continued...
*2015 Funding included in Discover Saint John budget (agreement on events coordinator funding)
* *Moved from Community Development operational budget to community grant section. Amount also includes the transfer of the unspecified grant amount of $23,000.
Approved 2015 10
67
Approved
2015
2014
Expenditures Revenue FTE Notes
Community Grants Program: Organizational
Support/ Community Project /Special Event Grants
231,723
Pavilion Cup
2,500
Cherry Brook Zoo
60,000
Seniors Citizen Centre Rent
41,000
Human Development Council
35,000
Human Development Council Rent
16,000
PRUDE Rent
52,000
Seafarer's Mission
1,000
Senior Resource Center
3,000
Fundy Fringe Festival
5,000
Jazz and Blues Festival — Salty Jam
20,000
Saint John Theatre Arts
10,000
Festival de la Baie Fran�ais
4,000
NB Historical Society - Loyalist House
10,000
Total Community Grants
259,500
231,723
Service Agreements / Other Funding
Library
458,130
469,193
Imperial Theatre
339,322
343,823
Saint John Hotel Association*
50,000
Saint John Arts Center
85,171
84,769
Total Service Agreements
932,623
897,785
*2015 Funding included in Discover Saint John budget (agreement on events coordinator funding)
* *Moved from Community Development operational budget to community grant section. Amount also includes the transfer of the unspecified grant amount of $23,000.
Approved 2015 10
67
Summary Continued...
Other Funding
Arts and Culture Board (Saint John Arts Grants)
Public Art - Maintenance and Repair Budget
Clean Cart Program
Remembrance Day Ceremonies
New Year /Canada Day Celebrations
Unspecified Grants(2015 included in Community
Grants Section)
"Non-Profit Housing Conference
* *Sculpture Symposium
* *Stone Hammer Geopark
* *Living Sl
* *YMCA Permit Fees
Total Grants / Other Funding
Approved 2015
2014 Expenditures Revenue FTE Notes
35,000
35,000
10,000
10,000
20,000
0
2,000
2,000
15,000
15,000
23,000
0
1,500
7,500
25,000
15,000
148,000
302,000 62,000
*New Community Grants Program as illustrated in the above table illustrates all the grants provided to community organizations in 2014.
** One time expenditures in 2014
Approved 2015
.:
11
Summary Continued...
Approved 2015
2014 Expenditures Revenue FTE Notes
Economic Development
City Market*
943,036
952,194
520,215
5.00
Enterprise Saint John
475,000
475,000
Saint John Trade & Convention Centre
534,367
569,420
Harbour Station
451,618
524,882
Total Service
2,404,021
2,521,496
520,215
5.00
Industrial Park Development Service
Saint John Industrial Parks
300,000
270,000
1.00
Total Service
300,000
270,000
1.00
Tourism Service
Destination Marketing Organization (DMO)
925,000
1,000,000
Total Service
925,000
1,000,000
Urban Redevelopment
Saint John Development Corporation
300,000
275,600
165,000
Market Square — Common Area
2,306,226
2,333,116
1,018,900
Total Service
2,606,226
2,608,716
1,183,900
Growth & Community Development
14,664,992 14,319,433 3,100,815 52
Services Budget
*City Market managed through Facility Management within Finance and Administrative Service
Approved 2015
we
12
Table of Contents — 2014 Service Plans
Community Planning and Development Approval Service ................................................................................ ............................... 14
HeritageConservation Service ........................................................................................................................... ............................... 18
Infrastructure Development ( Engineering) ........................................................................................................ ............................... 21
Permitting& Inspection Service ........................................................................................................................ ............................... 25
Geographic Information Systems ( G. I. S.) ........................................................................................................... ............................... 29
By -Law Enforcement Service ............................................................................................................................ ............................... 33
Neighbourhood Improvement Service ............................................................................................................. ............................... 42
Recreation and Cultural Programming Service .................................................................................................. ............................... 49
Approved 2015
70
13
Community Planning and Development Approval Service
The Community Planning and Development Service supports economic,
social and environmentally sustainable development in the City of Saint
John. The service is responsible for providing advice and working with
developers and property owners to ensure that development in the
community is consistent with the City's municipal plan and related by-
laws. This involves using various means of public involvement to prepare
statutory plans, bylaws, policies, background studies and guidelines for
land use to support development. The service also plays a significant role
in shaping municipal service delivery and infrastructure development
across the community. The service aims to support development that
contributes to increasing the quality of life in our community while being
efficient and financially responsible.
Community economic development
Modern planning policy framework and implementing by -laws
Change in demographics and socio- economic trends
Growing emphasis on community sustainability
Adhere to the requirements of Provincial legislation
Support environmental sustainability and conservation
Community desire to see PIanSJ implemented
Expectation for public engagement in the planning process
2014 Community Planning and Development - Service Accomplishments and Performance
Implementation of PlanSJ, the City's new municipal plan, which sets the direction for land use and municipal investment decisions in the
community for the next 25 years. Key successes include: adoption of a comprehensive new Zoning Bylaw; Launch of Phase 1 of the Master
Transportation Plan; framework for implementation of PIaySJ, the Master Recreation Strategic Plan; on -going support and involvement in
implementation of the community led True Growth 2.0 Economic Plan; and on -going support and input into AdvanceSJ, the City's new
Corporate Strategic Plan.
Adoption of a comprehensive new Saint John Zoning By -law (ZoneSJ). This is the key by -law to implementation of the land use framework for
the future in PlanSJ. There were substantial engagement efforts throughout the year to reach stakeholders including focused efforts to reach
major industrial land owners, developers, builders and investors. These efforts were to provide information and awareness of the impact of
the by -law on land holdings and support stakeholders through this process. One of the primary communication tools was the creation and
launch of an interactive, GIS -based online mapping tool to support property owners in understanding the existing and the new zone proposed
for their property. This mapping tool was internationally recognized as a Distinguished System by the Urban and Regional Information
Systems Association (URISA) for its innovation.
Approved 2015
71
14
The Zoning By -law was also the first major deliverable of the Council- driven One Stop Development Shop initiative, formally launched in the
spring of 2014. This program also saw mapping of current planning processes and the launch of a comprehensive draft service model to the
community in the fall of 2014 that went forward for public consultation sessions with key city Boards, the development industry, economic
agencies, general public, and staff.
Continued external recognition of PIanSJ nationally as an innovative and leading edge planning document. In 2014, the Canadian Institute of
Planners (CIP) held the annual conference in Fredericton, NB, the first time the conference has been held in New Brunswick in over 30 years.
Community planning staff from this service supported two mobile workshops to Saint John as part of the conference educational
opportunities. These workshops were attended by over 60 professional planning staff from across the county and focused on urban re-
development in our core, heritage investment, and local food, all strongly supported by PlanSJ. At this time, CIP also awarded the Saint John
Market with their annual Great Places in Canada award, now showcased at the market for everyone to see and CIP also awarded Saint John
the Vision in Planning award for the 1946 Municipal Plan.
The Golden Mile Corridor Plan, a plan to maximize the community
benefits resulting from intensified commercial development on the
West Side, was adopted by Council in July 2014, with key
recommendations implemented as part of the new Zoning By -law.
Processed more than 84 applications (YTD to November 21 2014) for
rezoning, subdivision approval, and variances pursuant to the
Community Planning Act, down from 94 applications in 2013.
Investment of human resources to ensure the City's interests are
advanced in the Province's effort to modernize Local Governance.
Number of Planning Applications
250
200
150
100
50
0
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
2015 Initiatives, Major Projects and Community Planning and Development Approval Service Highlights
• Deliver staff training programs to support implementation of the new Zoning By -law.
• Complete the review of the Subdivision By -law to align with PlanSJ and ZoneSJ, and other related deliverables of the One Stop Development
Shop program.
• Advance implementation of the One Stop Development Shop service model, once adopted, to improve the quality of development in the
community and make the process more predictable for the developers and the public.
Approved 2015
72
15
• Continue to support the delivery of service plans and special projects, including the workplan to support delivery the Neighbourhood
Planning program in 2016.
• Provide regular reporting of the City's progress in implementing PIanSJ in coordination with Corporate Planning.
• Continued investment of human resources to ensure the City's interests are advanced in the Province's effort to modernize Local
Governance.
• Development support for major waterfront projects including the Coast Guard redevelopment plans and plans to redesign Loyalist Plaza.
• Collaboration with Enterprise Saint John, and other economic development agencies, to ensure service area commitments support
implementation of True Growth 2.0 Economic Strategy priorities.
• Project support for the Transportation Master Plan, a strategic plan to implement PIanSJ directions to promote more choice in transportation
across the community.
Approved 2015
73
16
Community Planning and Development - Service Levels and Resources
Prepare statutory plans, policies, studies • Implementation of the City's new
and guidelines for the development and Zoning Bylaw and commence review
use of land in the city. of the Subdivision Bylaw
Provide advice and work with developers
and property owners through various
planning approval processes to ensure
that development in the community is
consistent with the City's municipal plan
and related by -laws.
Approved 2015
• Periodic updating and amendment of
the City's planning by -laws
• Continue providing advice and
information to property owners and
residents respecting land use and
planning matters. This function
consumes about 20% of total
planning staff resources
• Due to a comprehensive new Zoning
Bylaw and the current economic
climate, 2014 was a lower than
average year in terms of case volume
However, a number of complex
planning applications are anticipated
to require senior staff and consulting
resources over the course of 2015,
given the Energy East filing in the fall
of 2014 and the expected
investments that may come from this
significant project.
• Provide zoning certificates in support
of property transactions in the City.
Normal volume of approximately 150
letters is expected in 2015.
74
The staff complement for this service is
impacted by having a vacant Planner
position and significant demands in
managing ZoneSJ delivery and the One
Stop Development Shop in 2014.
Special project team for the
implementation of the "One -Stop
Development Shop" was resourced in
2013 with a goal of project completion in
2016. Contract Legal resources were
retained in the fall of 2014 to support the
team with the timely delivery of by -laws
and process improvements in 2015.
Wages & Benefits
$1,336,711
Goods & Services
147,284
PlanSJ Implementation
176.169
Total Expenditures
$1,660,164
Revenue $120,000
Full Time Equivalent Positions(FTE)
Management
2.00
Professional — Planners
5.00
Inside Workers
4.50
TotaIFTE
11.50
Contract Position 1.00
Part -Time Positions 0.30
Planner vacancy created an opportunity Administrative / Other Support Services
to hire a university student for a three • GIS —analysis and mapping
month work term in the fall of 2014. This • IT— support technical applications
provided additional resources to support • Legal — legal review of applications
the One Stop team. • Common Clerk — by -law processes
Reduced capacity for supporting analysis
for major planning applications (i.e.,
industrial risk studies /waterfront urban
design) as a result of less funds allocated
for professional services.
• Communications —support
communication related to planning
processes
17
Heritage Conservation Service
The Heritage Conservation Service is a public service provided to
developers, property- owners, merchants, citizens and the general public.
The service offers a process to have an area designated a Heritage
Conservation Area under the Heritage Conservation Areas By -Law. If an
area is designated, changes or work done to the exterior of properties in
Heritage Conservation areas is regulated and subject to permit. The
service also provides architectural, technical conservation and design
advice on existing and proposed new construction and provides
incentives including grants and other financial assistance to encourage
and assist in the rehabilitation and development of heritage buildings.
Providing information and education to promote and raise awareness of
the social and economic benefits of heritage conservation to Saint John is
another key deliverable.
Requirements of new Provincial heritage legislation
New Municipal Plan for Saint John
Implementation of a heritage service review
Desire for growth in the community
New development incentive programs delivered by the city
Adherence to heritage conservation practices and procedures
Community's objectives and expectations with respect to heritage
2014 Heritage Conservation - Service Accomplishments and Performance
• Significant enhancements to the Heritage Grants Program were made in 2014, providing a more efficient and clear process to an increased
level of available grant money, all while improving financial accountability for the program. As a direct result of these improvements, the
grant budget of $90,000 was fully allocated in 2014, with 28 successful grant applications (18 Conservation Grants and 10 Conservation Plan
Grants) and 5 applications on the waiting list (to date Nov21/14).
• Permit volume increased slightly (72 permits to date Nov21/14), but is still below historic levels of 100 permits per year.
• A lack of human resources due to staffing issues was a significant barrier to improving the Heritage Conservation Service in 2014, with
reduced levels of service in place for most of the year.
• In 2014, the service area digitized over 3,000 historical photo - slides for better access to heritage property information.
Approved 2015
75
M
2015 Initiatives, Major Projects and Heritage Conservation Service Delivery Highlights
• Participate in the One -Stop Development Shop initiative as it relates to the heritage permit processes. This includes transitioning to digital
permit tracking tool for better internal reporting and case management.
• Implement phase two of Heritage Grant reforms recommended in the grant program review.
• Continue Heritage awareness and recognition, including Heritage Awards to be presented during National Heritage Week in February.
• Explore appropriate service levels and service modifications considering the decrease in staffing in this area. When staffing permits,
commence a work plan to review of the Saint John Heritage Conservations Area Bylaw in coordination with One -Stop Development shop
implementation.
Approved 2015
76
19
Heritage Conservation - Service Levels and Resources
Administer process to have an area
designated a Heritage Conservation Area
under the Heritage Conservation Areas
By -Law.
Process applications for Certificates of
Appropriateness to regulate any changes
or work done to the exterior of
properties in Heritage Conservation
areas.
Process heritage grant applications and
offer financial assistance to encourage
and assist in the rehabilitation and
development of heritage buildings.
Provide architectural, technical
conservation and design advice on
existing and proposed new construction.
Provide information and education to
promote and raise awareness of the
social and economic benefits of heritage
conservation to Saint John.
• 11 Heritage Conservation Areas at
present, 770 civic addresses (580
properties) designated
• The current number of Conservation
Areas and number of properties
designated is a major challenge given
the limited staff resources and high
level of effort required to administer
the current Bylaw.
• An average year of activity is forecast
in 2015 with approximately 80
applications expected.
• $90,000 in grant funding has been
approved for 2015.
• Staff meets with clients in the office
and on -site to provide information and
expertise with respect to projects
impacting heritage buildings. This
consumes significant resources and
normal demand for this service is
forecast for 2015 but staffing issues
will make this a major challenge to
deliver service effectively for first half
of 2015.
• Various pieces of print materials
• Internet information
The service encourages the retention of
the existing building stock to contribute
to the overall sustainability of Saint John.
• Provide a unique image for Saint John
as a place well connected to traditional
values and steeped in a proud history;
building on our past while developing
for a prosperous and dynamic future.
• Contribute to a prosperous future by
working to rehabilitate heritage
buildings and integrate modern
development in heritage conservation
areas to attract new residents and
support the tourism industry.
The 2015 budget removed funding to fill
the Heritage Planner position. This will
result in less technical support to heritage
property owners and applicants, a hold on
any major policy review, research and
analysis, and service level modifications in
this program area to determine
appropriate levels of service.
Funding for the Heritage Grant programs
is to remain at $90,000 with no
application fees for service.
Wages & Benefits $84,585
Goods & Services 120,758
Total Expenditures $205,343
Revenue
$0
Full Time Equivalent Positions(FTE)
Inside Workers — Heritage Analyst 1.00
TotaIFTE 1.00
Administrative / Other Support Services
• GIS — database maintenance
• Legal — Heritage By -Law enforcement
• By -law Enforcement - Heritage By -Law
enforcement
Approved 2015 20
77
Infrastructure Development (Engineering)
Infrastructure Development is responsible for engineering and servicing Service Drivers
made necessary by new development. The objective of the Service is to Need to facilitate good development in Saint John that is fiscally and
ensure that development is undertaken in a sustainable manner in environmentally sustainable and improves quality of life for residents
accordance with municipal, community and neighbourhood plans, and
the strategic directions and policies of the City. The Service includes
reviewing and approving plans and drawings for new infrastructure and
also ensuring that what is constructed in the community meets City
standards. The Service also plays a key role in ensuring that infrastructure
issues are appropriately addressed as part of the building permit and
planning processes. Staff also liaises with those who operate and
maintain the City's infrastructure to ensure coordination.
Expectation to protect public health, welfare, and safety
Adherence to sound engineering practice in the development of new
infrastructure
Expectation of an efficient and informed community planning approval
and permitting process
Coordination between services within the City corporation that deal with
infrastructure that is proposed and under construction and the services
responsible for the operation of existing infrastructure
2014 Infrastructure Development (Engineering) - Service Accomplishments and Performance
• The Service area actively participated in the One -Stop Development Shop initiative, including the mapping of all infrastructure development
processes, conducting detailed best practice research and participating in municipality site visits for the purposes of presenting Development
Service Delivery model options to Council in October 2014.
• Provided more efficient and timely processing for water and sewer permits to provide same -day service to clients relative to W &S repairs
and renewals.
• Amended the Excavation of Streets By -law to provide a quicker and more efficient and coordinated process for developers.
• Assisted in the development of new street lighting guidelines and standards which were approved in 2014.
• Tracked service delivery target turnaround times for locate requests — 2 hours for emergencies, 2 days for all other requests.
• Collaborated with Bell Aliant, Rogers, and Saint John Energy to formalize access agreements for their use of public rights -of -way, to be
completed in 2015.
Approved 2015
W.
21
• Processed (Infrastructure Development review, YTD November 18, 2014) Building Permits; Excavation Permits; Water & Sewerage Permits;
and performed infrastructure locates in the field. The following graphs illustrate yearly trends:
400
300
200
100
0
200
150
100
50
0
Building Permits -
Infrastructure Development Review
2011 2012 2013
Water & Sewerage Permits
2011 2012
50
40
30
20
10
0
Excavation (Streets) Permits
2014 2011
2013 2014
3500
3000
2500
2000
1500
1000
500
0
2012 2013 2014
Infrastructure Locates
2011 2012 2013 2014
Approved 2015 22
79
2015 Initiatives, Major Projects and Infrastructure Development (Engineering) Service Delivery Highlights
• The One —Stop Development Shop program will continue into 2015 and will require substantial involvement of the Infrastructure
Development service area. A final Development Service delivery model is expected to be adopted by Common Council early in 2015, to be
followed by development of a Stormwater Drainage by -law, amendments of other development - related by -laws and various customer-
focused improvements. Full implementation of the One -Stop Development shop will be in 2016.
• Conclude the process to develop access agreements with Bell Aliant, Rogers, and Saint John Energy to work within public rights -of -way.
• Begin a program of digitizing information, including existing paper street files.
• Continue to track service target deliverables for infrastructure locates.
Approved 2015
we
23
Infrastructure Development (Engineering) - Service Levels and Resources
PERMITS
Applications, Review, Approval,
Inspection
REQUESTS FOR SERVICE /INFORMATION
PAC Memo Review /Comments; Utility
Reviews /approvals; Service Information
requests; Testing- approving,
coordinating; Field locate /layouts of
municipal infrastructure.
Following receipt of an infrastructure
locate request, the goal is to provide
locates within 2 business days while
emergency locates response are to be
completed within 2 hours.
• W &S Connection Permits - 150
• Excavation Permits - 40
• Building Permits (Engineering Review) -
265
• Tender Packages -90
• Record Information Request- 6,580
• General Inquiry from Public, Consultants,
Legal, Planning, etc.- 900
• Customer Inquiry follow -up —450
• PAC & Real Estate Memo Reviews —150
• Infrastructure Locates (Call Before You
Dig) — 2,500
• Street light installation requests — new
development - 4.
DEVELOPMENT • Active Subdivisions (various stages) - 10
• Plan reviews for various submissions -
new development servicing; stormwater
drainage - 55
Approved 2015
Staff turnover and onboarding of new
staff in 2014 in the Infrastructure
Development Service has impacted the
turnaround times for approvals and the
ability to advance further service
improvements.
Wages & Benefits $369,276
Goods & Services 63,002
Total Expenditures $432,278
Revenues 20,000
Full Time Equivalent Positions(FTE)
Management
1.00
Professional
1.00
Inside Workers
2.00
TotaIFTE
4.00
Administrative / Other Support Services
• Information Technology- hardware and
other support.
• City Solicitor- Subdivision Agreements;
Easements; By -law Enforcement;
Municipal Agreements
• Finance- Permit deposits /refunds
24
Permitting & Inspection Service
The Inspection and Enforcement Service is a public service offered to
those engaging in a construction, renovation, demolition, or change of
occupancy project within City limits. Permitting processes determine if
the proposed design, construction and occupancy of new buildings; the
renovation, demolition and occupancy of existing buildings; or other
proposed activity meets minimum acceptable standards as established by
building and plumbing codes and related by -laws. Inspection processes
determine if the work related to the design approved during the
permitting process is being completed in accordance with established
standards. The City works with individuals to achieve compliance with these
standards before more corrective actions are determined to be required.
Regulatory and legislative requirements; new legislation
Penalties available to encourage compliance with by -laws
Projected growth in the community
Organizational capacity
Public expectations related to permitting, inspection, enforcement
2014 Permitting & Inspection - Service Accomplishments and Performance
• The Service area actively participated in the One -Stop Development Shop initiative, including the mapping of all permitting and inspection
processes, conducting detailed best practice research and participating in municipality site visits for the purposes of presenting
Development Service Delivery model options to Council in October 2014.
Since 2013, the City of Saint John has been taking advantage of a relatively new Service New Brunswick product, the Land Gazette. It is an
information repository of land- related notices, restrictions, and other information about land parcels. It allows users to find out essential
information, such as if requirements set out in municipal by -laws were met by a property owner /builder /developer. The City of Saint
John's use of the Land Gazette has been implemented in a phased approach and will continue into 2015. The service area has already seen
positive outcomes as a result of the use of the Land Gazette. In 2014, 12 notices were added to the Land Gazette for this Service Area; two
of those have been complied with and have since been removed from the Land Gazette.
Staff attended training related to the new Energy Efficiency requirements as defined by the National Building Code of Canada. Staff
continues to attend relevant training as it becomes available so as to be aware of emerging technologies, products and methods. Staff also
continues to formally meet regularly to discuss and resolve Code and enforcement issues and to ensure consistent application of Codes and
by -law provisions.
Approved 2015
:i
25
The Service area continued process improvements to deliver service that meets the community's needs. Permit valuations are monitored
regularly with value and fee adjustments made as necessary to ensure an accurate reflection of actual construction values.
The percentage of permits that are issued in 10 business days after the receipt of a
12%
76% o
complete permit application is shown (right). Given the various degrees of
71%
complexity associated with permit applications, the goal is to issue permits in 10
business days 80% of the time after receipt of a complete application. In 2014, this
was achieved 73 percent of the time, 7 points below the established target.
100%
Although process improvements, such as parallel and streamlined processing were
90%
in place in 2014 and contributed to exceeding the target in 2012, incomplete
80%
application submissions contributed to the target not being met in 2014. Although
70%
the metric measures the permit processing time once a complete application is
60%
received, in some cases incomplete applications are still being submitted, resulting
50%
in a delay in processing time while staff and the applicants work toward a complete
40%
submission for review. If complete applications were submitted, the target would
30%
have been met in 2014. The One -Stop Development Shop initiative will address
20%
this issue by clearly outlining submission requirements and improving
10%
communications to applicants about submission requirements. A new reporting
0%
mechanism was established mid -year to better track the status of applications,
which is intended to more effectively identify "at- risk" permits so the cause of any
delays can be remedied.
Approved 2015
percentage of Building Permits Issued in 10
Business Days
12%
76% o
71%
2011 2012 2013 2014
26
300
200
100
Enforcement of Building Permit Violations
First Second Third
— 1-2012 X2013 t2014
Final
The graph (left) depicts the level of by -law compliance when initial enforcement actions
were utilized (violation notices). Effective by -law enforcement will result in a decreasing
trend in the number of enforcement actions required. If compliance has not been
achieved with enforcement notices, formal Orders may be issued, followed by a court
application, if necessary. It is expected, and the results indicate, that the majority of
developers, builders or owners will comply after receiving a first or second violation
notice. Very few violations persist to the third and final notice stage as can be seen in
the graph. This continual and significant decrease between the progressive notices
shows that enforcement efforts are working to achieve by -law compliance. In addition
to notices, the Service New Brunswick's Land Gazette is another tool that is being used
to gain compliance.
2015 Initiatives, Major Projects and Permitting & Inspection Service Delivery
• The One —Stop Development Shop initiative will continue into 2015 and will require substantial involvement of the By -law Enforcement
service area, particularly as it relates to by -law development /amendments, and the implementation of compliance processes and tools. A
final Development Service delivery model is expected to be adopted by Common Council early in 2015, to be followed by the development of,
and amendments to, applicable by -laws and various customer - focused improvements. Full implementation of the One -Stop Development
shop will be in 2016.
• The service area will collaborate and educate clients as it transitions to working with a new National Building Code of Canada (2010 version),
which requires compliance with new national energy efficiency standards.
• Staff will work with Provincial counterparts to encourage the proclamation of the New Brunswick Building Code Act and associated
regulations by the Government of New Brunswick.
• An "Alternative Solutions" process will be implemented in early 2015 for applicants that apply for approval under the Objective Based
section of the National Building Code of Canada, enhancing service delivery and flexibility to citizens, builders, and designers.
• Call -in inspection scheduling for the Building By -law's six mandatory inspections will be piloted with clients in 2015.
Approved 2015
.,
27
Permitting & Inspection - Service Levels and Resources
Building permits are issued within ten
(10) business days after receipt of a
complete application eighty (80 %) of the
time.
Projected for 2014:
• 1,200 building permits
• 225 plumbing permits
• 40 demolition permits
• 100 "other" permits and licenses
The rate of by -law compliance with Projected for 2014:
progressive enforcement actions. • 11,000 inspections
Compliance increases with enforcement • 450 violation letters
actions.
Approved 2015
The goal of the Permitting and Inspection
program is to ensure that the public is
protected in that buildings and properties
are safe, healthy, and accessible.
Wages & Benefits $839,752
Goods & Services 156,003
Total Expenditures $995,755
Estimate Revenues $999,500
The service area is still impacted by the
elimination of two inspector positions in
Full Time Equivalent Positions(FTE)
2012, particularly in meeting efficiency
Management / Professional 1.40
targets and the inspection and
Inside Workers — Technical 6.60
enforcement of non -life safety matters.
Inside Workers — Administration 1.85
Total FTE
9.85
Administrative / Other Support Services
• Legal —support enforcement cases,
property ownership inquiries, prepare
Orders to Comply, and represent City in
court and at hearings
• Fleet — equipment availability for
inspectors
• IT — support software for scheduling
inspections, recording inspection
results, and reporting
W.
ndM
Geographic Information Systems (GIS)
The Geographic Information Systems Service is responsible for creating and
maintaining all mapping and associated geographic information for the City
of Saint John. The GIS service is also the official source for civic addressing
and street names within the City of Saint John. Other responsibilities
include coordinating spatial information collection projects for City Service
areas, maintaining the City's Enterprise GIS for employee use and the Web -
Mapping application for public use, producing maps for City departments,
and responding to public and employee enquiries regarding mapping and
geographic information.
2014 GIS Service Accomplishments and Performance
kervice Drivers
Security and protection the City's geo- referenced data
Demand for useful geographic information from the development
community
Demand for useful applications for citizens to obtain geographic
information
Demand for data from all City service areas
Need to utilize data in accordance with the requirements of the
provider such as Service NB
• Successfully managed and completed the bi- annual orthophotography project for the Greater Saint John area;
• Supported mapping needs for the City's draft Zoning Bylaw; receiving international recognition - URISA Distinguished System in Government
award - for the ZoneSJ Map Viewer, an interactive web -based tool to support public engagement on the draft Zoning By -law;
• Participated in the Canadian Geomatics Community Round Table;
• Performed spatial analysis to monitor development trends in relation to PlanSJ implementation including demolitions and new construction
over the past 10 years and comparative assessment values for development inside and outside the Primary Development Area;
• Conducted an assessment review and met with Service New Brunswick to review errors in assessment data;
• Supported implementation of Council endorsed PlaySJ recreation strategic plan by performing demographic analysis for all playground
catchment areas;
• Participated and contributed to corporate strategic initiatives including the Open Data project and the Customer Relation Management
project;
• Participated in and contributed to the New Brunswick Road Network project;
• Supported the Transit Service by updating the bus route maps and development of a Transit web - mapping application;
Approved 2015
W.
29
• Supported Transportation & Environment Service by developing web - mapping applications for Solid Waste & Compost Collection and the
Winter Management Plan, updating the street and sidewalk plowing priorities maps, and performing spatial analysis to identify private
streets receiving City snow plowing service;
• Developed a Ward Representatives web- mapping application;
• Supported Discover Saint John by updating the official City tourist map; and
• Supported the Parking Commission in mapping and updated all parking meters and parking lots in the Southern Peninsula.
2015 Initiatives, Major Projects and GIS Service Delivery Highlights
• Develop mobile device - friendly web - mapping applications for the public to access through the City's web site;
• GIS and technical assistance to support delivery of One Stop Development Shop Program deliverables including final mapping to support
adoption of a new Zoning by -law and online support tools;
• Oblique aerial photography acquisition;
• Upgrade the SDE geodatabase;
• Develop additional service - specific mapping applications for internal and external clients;
• Perform spatial analysis to support evidence -based decision - making to support service delivery across the organization;
• Update various data sets; and
• Upgrade the internal GIS viewer software.
Approved 2015
30
GIS - Service Levels and Resources
Creating and maintaining all mapping
and associated geographic information
for The City of Saint John.
Coordinating spatial information
collection projects for City departments.
Assigning all civic addresses and street
names within the City of Saint John.
Approved 2015
• Provides and maintains the core
information that is required for many
of the City's information systems
including the maintenance of
approximately 200 different datasets
• Perform spatial analysis and produce
maps for City Services
• Reconcile Provincial property
information with civic addressing on a
monthly basis. This is the core of the
Municipal Information System.
• Assist and guide City departments in
data collection or mapping projects by
recommending software, hardware,
designing data models and training
staff.
• Spatial information is now a required
part in many other systems, such as
MIS, 311, AVL, Document
Management, Pavement
Management, and Asset Management.
GIS Staff provide guidance in the
selection and implementation of these
systems.
Ensure that street names and civic
addresses are assigned based on
NB911 standards and guidelines, and
respect the "By -law Respecting the
Numbering of Buildings in the City of
Saint John ", the "General Regulation —
Emergency 911 Act" and the
"Emergency 911 Act ".
••
One GIS Technologist position is divided
between the Community Planning
Service (0.5 FTE) and the GIS Service
(0.5 FTE) to maximize the use of this
human resource.
Staff turnover impacted delivery
timeframes for 2014; onboarding of a
new GIS technologist is likely to impact
service in the first half of 2015
Wages & Benefits $206,594
Goods & Services 119,785
Total Expenditures $326,379
Revenue
$37,500
Full Time Equivalent Positions(FTE)
Professional 1.0
Inside Workers 1.5
Total FTE 2.5
Administrative / Other Support Services
• Information Technology— hardware and
other support.
31
GIS - Service Levels and Resources Continued
Maintaining the City's Enterprise GIS for
employee use and the Web- Mapping
application for public use.
Handling data sales and dissemination to
external organizations.
Responding to public and employee
enquiries regarding mapping and
geographic information.
Approved 2015
• Maintain, update and publish web
services;
• Ensure that sensitive or third -party
use - restricted data is only available to
City staff; and
• Provide tools to enable City staff to
perform their required spatial queries
• Geographic data is crucial in major
development projects. The City's GIS
Division is the source for the highest
quality geographic data available for
areas within the city boundaries.
• The number of data sales and
dissemination is closely tied to and
fluctuates based on the amount of
development happening in the City.
• The GIS Division encourages self -
service by providing useful tools and
information either through the GIS
viewer or the City's website. The
"Maps & Air Photos " - is one of the
most popular sections of the website
with the public.
we
32
By -Law Enforcement Service
The By -Law Enforcement Service is a public service offered to citizens, property owners, occupants and neighbourhood residents involving the
enforcement of City by -laws related to the maintenance and usage of properties, animal control, and licensing requirements. Inspection of
properties and investigation of complaints are conducted to ensure standards established in related by -laws are met. In cases where there is a
violation of a by -law, the City works actively for voluntary compliance with the appropriate by -law before more corrective actions are required.
Service Delivery
The Service area supports ensuring that Saint John is a safe and healthy community with an enhanced quality of life. The following chart
identifies each of these programs and the percentage of funds allocated to them to deliver a defined level of service for 2015.
o Dangerous and Vacant Buildings
N Minimum Property Standards
U Other By -Laws
Approved 2015
We
Legislation that supports more effective enforcement
Penalties available to encourage compliance with by -laws
Economic climate affects owner / developer ability to comply
Organizational capacity
Public expectations related to permitting, inspection, enforcement
33
2014 By -law Enforcement - Service Accomplishments and Performance
• The Service area actively participated in the One -Stop Development Shop initiative, including the mapping of all by -law enforcement
processes, conducting detailed best practice research and participating in municipality site visits for the purposes of presenting Development
Service Delivery model options to Council in October 2014.
In 2013, Council provided additional funding to the Dangerous and Vacant Building Program which saw an increase in the targeted number
of resolved cases from 8 to 20 per year. Since that time, the program has experienced two very successful years, particularly since an
additional staff person was hired in May 2013. With a greater focus on enforcement of the Dangerous and Vacant Building Program,
voluntary compliance has increased substantially, with 30 buildings being repaired and /or reoccupied, and 13 buildings demolished by
property owners. The condition of buildings being monitored has also improved, with the number of critical and high priority cases
decreasing by 28 percent and 15 percent, respectively.
• In 2014, the Dangerous and Vacant Building Program developed an inspection protocol that outlines the frequency of inspections required
depending on the condition and priority of the building, in the interest of public safety and to use resources more effectively.
The pilot program for grass seeding vacant lots was continued in 2014, and resulted in 3 properties being seeded after a City- initiated
demolition. 2014 results for the Dangerous and Vacant Building Program are below:
Resolved Cases
51
Notices to Comply
10
Demolitions
21
City- initiated demolitions 8
Property owner demolitions 13
Repairs / Reoccupy 30
• In 2014, the Minimum Property Standards Program saw 62 cases resolved and 5 Notices to Comply issued. Once information was laid in
Provincial Court; two Provincial Court hearings resulted in fines totaling $2,000.
Approved 2015
91
34
• Since early 2013, the City of Saint John has been taking advantage of a relatively new Service New Brunswick product, the Land Gazette. It
is an information repository of land- related notices, restrictions, and other information about land parcels. It allows users to find out
essential information, such as if requirements set out in municipal by -laws were met by a property owner /builder /developer. It will also
flag when properties are subject to particular by -laws, such as if the property is in the Flood Risk Area, the Heritage Conservation Areas, or if
it is a vacant building that is subject to the Unsightly Premises and Dangerous Buildings and Structures By -law. The City of Saint John's use
of the Land Gazette has been implemented in a phased approach and will continue into 2015. In 2014, 57 notices were added to the Land
Gazette for this Service Area; four of those have been complied with and have since been removed from the Land Gazette.
Comparison of Percentage of Time Initial Response Time
Target for By -Law Enforcement Requests is Met
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
■ 2013 ■ 2014
Minimum Dangerous and Unsightly Zoning
Property Hazardous Premises
Standards Cases Buildings
The Service area measures how quickly it responds to external
complaints; the target is an initial response to a complaint within 5
business days, 80% of the time. Initial response generally means an
initial inspection or contact with a property owner or complainant.
The chart on the left shows the substantial improvement in response
times since 2013. In 2013, the service area experienced a number of
staffing shortages in both the technical and administrative areas. The
significant improvement in 2014 is due to a full staff complement,
and an emphasis by the team to respond to complaints in a timely
fashion.
Approved 2015 35
92
The graphs (below) depict the level of by -law compliance when initial enforcement actions were utilized (violation notices). Effective by -law
enforcement will see a decreasing trend in the number of enforcement actions required. If compliance has not been achieved with enforcement
notices, formal Orders may be issued, followed by a court appearance, if necessary. It is expected, and the results indicate, that the majority of
property owners comply after receiving a first or second violation notice. Very few violations persist to the third and final notice stage as can be
seen in the graphs. This continual and significant decrease between the progressive notices shows that enforcement efforts are working to
achieve voluntary by -law compliance. When compliance has not been achieved by the final notice stage, cases proceed to legal action on a
prioritized basis.
Minimum Property Standards By -law
2012 —6-2013 —F 2014
160
140
120
100
80
60
40
20
0
First Notice Second Notice Third Notice Legal Actions
This graph indicates that compliance is usually achieved after the issuance of a
third notice. Typically, the trend of notices issued should show a decrease as the
higher levels of enforcements actions are applied. In all years shown, this
expected trend did not occur, due mainly to the way in which case data is
recorded. Review of the statistics and case monitoring system indicate that
changes must be made to the manner in which data is recorded to more
accurately reflect the compliance trends in this program area. For instance, in
2014, the number of third notices includes additional follow up letters to owners
as they work to comply with the original notices sent to them. This data will be
tracked differently in 2015 so it can be reported on more clearly and accurately.
Dangerous Buildings and Structures
—■ -2012 2013 —0-2014
140
120
100
80
60
40
20
0
First Notice Second Notice Final Notice Legal Actions
The graph above depicting compliance with Unsightly Premises and Dangerous
Buildings and Structures By -law (concerning dangerous buildings and structures)
indicates that the greatest percentage of compliance is achieved after the issuance
of a first notice. Subsequent notices achieve further compliance, with very few
remaining cases requiring legal action (which includes the issuance of a Notice to
Comply, City- initiated demolitions, and /or Court proceedings).
Approved 2015 36
93
Unsightly Premises
—0-2012 2013 2014
90
80
70
60
50
40
30
20
10
0
First Notice Second Notice Final Notice Legal Actions
The graph above depicting compliance with the Unsightly Premises and
Dangerous Buildings and Structures By -law (for unsightly premises) indicates
that the greatest percentage of compliance is achieved after the issuance of a
first notice. Subsequent notices achieve further compliance, with very few
remaining cases requiring legal action (which includes the issuance of a Notice
to Comply, City- initiated clean -ups and /or Court proceedings).
Approved 2015
.,
120
Zoning By -law
—11111111-2012 + 2013 --W-2014
100
80
60
40
20
0
First Notice Second Notice Final Notice Legal Actions
As expected, the compliance rate for Zoning By -law infractions increases with the
number of violation notices sent, with the highest rate of compliance achieved
after the first notice. Very few require enforcement action after the final notice
stage. Volumes of complaints /cases and compliance rates have been generally
steady over the past five years. It is worthy to note that enforcement of the Zoning
By -law is based on complaints received from the public.
It is expected that with the anticipated adoption of a new Zoning By -law in 2014,
an increase in complaints concerning the Zoning By -law may occur as the public
have an increased awareness and higher expectations of Zoning By -law
compliance.
37
2015 Initiatives, Major Projects and By -Law Enforcement Service Delivery Highlights
• The One —Stop Development Shop initiative will continue into 2015 and will require substantial involvement of the By -law Enforcement
service area, particularly as it relates to by -law development /amendments, and the implementation of compliance processes and tools. A
final Development Service delivery model is expected to be adopted by Common Council early in 2015, to be followed by the development of,
and amendments to, applicable by -laws and various customer - focused improvements. Full implementation of the One -Stop Development
shop will be in 2016.
• High voluntary compliance rates are expected for the Dangerous and Vacant Building Program in 2015, as the program capitalizes on
momentum gained over the past few years. The Grass Seeding Pilot Program for the Dangerous and Vacant Buildings Program will continue
into 2015; more lots will be seeded after a City- initiated demolition, and staff will continue to monitor those lots that were seeded in 2014.
• The next phases of Land Gazette implementation will continue into 2015, increasing the number of notifications available to property
owners and the general public.
• The Service area will develop a priority setting matrix system to triage non -life safety by -law enforcement cases once all attempts at
achieving voluntary compliance has not resulted in compliance.
Approved 2015 38
95
Dangerous and Vacant Buildings Program - Service Levels and Resources
Resolve 20 cases per year • 20 cases resolved annually
Approved 2015
r.
The goal of the Dangerous and Vacant
Buildings program is to ensure the public
and property are protected against safety
hazards caused by vacant, dilapidated and
structurally unsound buildings.
Budget increases in 2013 resulted in a
return to an enhanced service level target
of 20 cases resolved per year. Legislation
enhancements and momentum gained
since 2013 to rid the municipality of
dangerous and vacant buildings has
resulted in a trend of increased voluntary
compliance by property owners. Although
approximately 50 new cases are added
each year, with increasing owner
compliance rates, and City actions, the
number of cases resolved in the past two
years has been 45 -60.
The City's costs to demolish buildings in
the case of non - compliance are typically
reimbursed by the Province of New
Brunswick. Demolition costs for 2015 are
expected to be $183,000.
Wages & Benefits $202,308
Goods & Services 207,222
Total Expenditures $409,530
Recovery (demolitions) 183,000
Full Time Equivalent Positions(FTE)
Management / Professional 1.00
Inside Workers — Technical 0.60
Inside Workers — Administration 0.55
Total FTE
2.15
Administrative / Other Support Services
• Legal — support enforcement cases,
property ownership inquiries, prepare
Orders to Comply, and represent City in
court and at hearings.
• Fleet — equipment for inspectors
• IT — support software for scheduling
inspections, recording inspection
results, and reporting
39
Minimum Property Standards Program - Service Levels and Resources
Work to achieve by -law compliance using
progressive enforcement actions.
Compliance increases with enforcement
actions.
Complaints are initially checked within
five (5) business days eighty (80) percent
of the time.
Approved 2015
Projected for 2015:
• 110 new cases
• 270 active cases
• 550 inspections
• 40 complaints from external sources
(varies annually)
97
The objectives of the Minimum Property
Standards Program are:
1. To adopt and establish standards
governing the condition, occupancy and
maintenance of residential property;
and
2. To provide safeguards for the safety,
health and welfare of the general public
and of the occupiers and users of
residential property.
Reductions in total building inspection
staff in 2012 have impacted the delivery
of this program as Minimum Property
Standards inspectors have been required
to backfill or carry out additional building
inspection duties during staffing shortages
or peak periods in the Permitting and
Inspection Service area.
Wages & Benefits $244,839
Goods & Services 45,517
Total Expenditures $290,356
Full Time Equivalent Positions(FTE)
Management
0.10
Professional
0.90
Inside Workers — Technical
1.20
Inside Workers — Administration
0.75
TotaIFTE 2.95
Administrative / Other Support Services
• Legal — support enforcement cases,
property ownership inquiries, prepare
Orders to Comply, and represent City in
court and at hearings.
• Fleet — equipment availability for
inspectors
• IT — support software for scheduling
inspections, recording inspection
results, and reporting
40
Other By -Laws Program Service Levels and Resources
Work to achieve by -law compliance using
progressive enforcement actions.
Compliance increases with enforcement
actions.
Includes enforcement of the Zoning By-
Law, Flood Risk Area By -law, Mobile Home
Park By -law, Unsightly Premises for those
cases which are impacting public health
and safety, Dog Control By -Law and the
issuance of a variety of licenses.
The Dog Control service is contracted to
the SPCA Animal Rescue and focuses on
dog control and a very limited cat control
service.
Complaints are initially checked within
five (5) business days eighty (80) percent
of the time.
Approved 2015
Projected for 2014:
• 55 new Zoning By -law cases
• 125 Zoning By -law violation letters
• 5 Flood Risk Area By -law cases
• 5 Mobile Home Parks By -law cases
• 100 Unsightly Premises cases
• 10 Heritage Conservation Areas By -law
cases
•;
The goal of enforcing the Other By -laws
Programs is to support a healthy and safe
community, protect property values,
support an enhanced quality of life, and
promote a sense of community pride.
Departmental staffing reductions in 2012
impacted this area, as staff focus is on life
safety issues first. Less serious by -law
enforcement cases are prioritized at a
lower level, resulting in fewer resources
utilized in this area. This approach will
continue in 2015 as required.
Wages & Benefits $169,846
Goods & Services 21,846
Total Expenditures $191,692
Full Time Equivalent Positions(FTE)
Management / Professional 0.50
Inside Workers — Technical 0.70
Inside Workers - Administration 0.85
TotaIFTE 2.05
Administrative / Other Support Services
• Legal — support enforcement cases,
property ownership inquiries, prepare
Orders to Comply, and represent City in
court and at hearings.
• Fleet — equipment availability for
inspectors
• IT — support software for scheduling
inspections, recording inspection
results, and reporting
41
Neighbourhood Improvement Service
The Neighbourhood Improvement Service provides neighbourhood residents with tools and support to build resilient, healthy communities. It
promotes and delivers community based projects and programs that contribute to sustainable neighbourhoods and healthy communities
through facilitation, partnerships and use of City facilities. The service works with neighbourhood groups and associations to obtain the
appropriate funding required ensuring that a variety of opportunities are accessible and inclusive for all citizens.
Service Delivery
In supporting resilient, healthy neighbourhoods in Saint John, the City delivers several programs. The following chart identifies each of these
programs and the percentage of funds allocated to them to deliver a defined level of service for 2015.
Neighbourhood Improvement Programs bervice irivers
Growth and diversity in population (age, culture, disability and accessibility)
Diversity of needs among various neighbourhoods
o Community Development Changes in family unit
o P.R.O. Kids Economic uncertainty, inflation, and supply and cost of service
Focus on sustainable communities
Organizational capacity; support from other services (e.g., parks, roads)
Expectations for sustainable partnerships with community groups
Approved 2015
we
42
2014 Neighbourhood Improvement Service Accomplishments and Performance
Community Engagement
• 70+ organizations with 700 staff engagement occurrences
Community Development — Projects
• Jervis Bay -Ross Memorial Park — Re- dedication as part of the D Day Ceremonies.
• Glen Road Playground Development Project — Final landscaping with footpaths, benches, signage and waste receptacles completed. Official
opening was held in August in conjunction with a neighbourhood family fun day.
• Neighbourhood Park Revitalization Projects & Community Clean -up Days (Dominion Park, Crescent Valley, Old North End, Anglin Drive and
Lower South End, Pte. David Greenslade Peace Park).
• Supported five community gardens throughout the city (Crescent Valley Community Tenants Association Community Garden, Shamrock Park
Community Garden, Market Place West Community Garden, Rainbow Park Community Garden and the Greater Saint John Community
Garden).
• Marigolds on Market Place Tilley Square - St. Patrick's School / Marigolds on Main Street — Centennial, Lorne, Princess Elizabeth and
Millidgeville North Schools.
Community Development — Partnerships
• Active member of the Fundy Wellness Network (fourth year).
• Westside Food Bank at Carleton Community Centre — Projected 12,500 visits in 2014 / 9,034 visitations in 2013.
Wellness Centres - Partnership with Horizon Health
• Market Place Wellness Centre at Carleton Community Centre — Projected 10,714 visitations in 2014 / 8,000 visitations in 2013
• HOPE Wellness Centre — Supported by City of Saint John — Projected 3,384 visitations in 2014 / 2,736 visitations in 2013
• Horizon Health continues to provide specimen collection, social & education programs, consultation with social services and fitness
programs for seniors. Active member of the program stakeholder committee at each centre.
Approved 2015
100
43
Community Development — Neighbourhood Development
• Priority Neighbourhoods supported through the Neighbourhood Development Stimulation Grant Program (Vibrant Communities — Around the
Block Neighbourhood Newspaper, Waterloo Village Association & East Side Neighbourhood, Teen Resource Centre, O.N.E. Change, Crescent
Valley Resource Centre, People United in the Lower South End (PULSE), and Westside PACT).
• Supported LivingSJ Social Planning Process with financial and staff liaison support.
• Community Grants Program: Developed a new model for managing community grants from the City of Saint John. Created a policy and
process that will ensure a consistent approach in accepting applications, making recommendations, and evaluation of outcomes. Received
Common Council approval for implementation of the new program in 2015.
• Community Clean -up Trailer Initiative - Purchased, designed and equipped a new landscape trailer in 2014. The official launch of the
program is planned for spring of 2015 with the trailer made available to community groups to complete their neighbourhood clean -up,
graffiti removal and park beautification projects.
• Silver Falls — Assisted with the formation of the Silver Falls Neighbourhood Association; and planning process to repurpose an un -used ball
field in this neighbourhood. Phase 1 of the project was completed with the baseball field repurposed to a passive greenspace. Upgrades
included installing an armor rock perimeter, planting trees and shrubs, and installing benches, tables and waste receptacles.
• East Saint John — Conducted two neighbourhood meetings to determine the neighbourhood interest and capacity in repurposing the East
Saint John ball field. This neighbourhood remains at the forming stage of development.
• Chown Field Repurposing — Conducted a series of meetings with neighbouring stakeholders to poll interest and ideas on repurposing this
underutilized ball field to a shared community green space which will promote active and passive leisure opportunities.
• Milford Ball Field - Completed a major upgrade to the ball field in partnership with the Milford Park committee, Emera NB, and Canaport LNG.
An official renaming of the ball field to the Donnie Dwyer Memorial Ball field was held in September.
• Supported the Grace of God Garden Revitalization Project with Waterloo Village Community Stakeholders.
Community Development— Special Events /Program Support
• Supported neighbourhood / community special events including Crescent Valley Days, Canada Day, New Brunswick Day, Labour Day, Saint
John Uptown Santa Claus Parade, Westside Christmas Parade, Buskers at Rainbow Park, and D Day Ceremonies at Jervis Bay Ross Memorial
Park.
• Served an active role with the Vibrant Communities Priority Neighbourhoods "Learn & Go" Program.
Approved 2015
101
44
P.R.O. Kids
• Youth placements in recreational and cultural programs for youth in financial need.
[2014] —775 - 850 Placements — Forecast [2013] — 639 Placements [2012] —796 placements
• Supported additional children and youth with equipment and deployed new hockey equipment program at Carleton Community Centre
[250] Mayors Cup [60] Community Police Helmet Program [35] Hockey Equipment Swap Program
• [2014] Funds raised at $200,000 exceeding 2013 revenue by over 30% - 100+ sponsors of the program - 6 sponsors each provided $10,000+
• Deployed new Arena Advertising Program — $10,000 in new fundraising revenue (42 Advertisements throughout 4 arenas)
• Designed and implemented new parental cost sharing model providing significant cost savings and over $70,000 in placement value in 2014
• Coordination of major fundraising events /activities: Annual Dinner, 3 Golf tournaments, Mayors Cup, Jumpstart Day, Equipment coordination
• Facilitated funding processes to enable establishment of other multiple local recreation programs: SJMNRC, TOP CORNER HOCKEY, SPARC
• Developed new SPARC program to give every student (50) at Lorne Middle School 6 hours of instruction in multiple off -site activities
Approved 2015 45
102
2015 Initiatives, Major Projects and Neighbourhood Improvement Service Delivery Highlights
Community Development
• Red Head Community— Explore opportunities with the Red Head neighbourhood to repurpose an un -used neighbourhood ball field. Conduct
Neighbourhood meetings to determine the needs, engagement and support level of the community, and develop a proposed action plan for
change.
• Launch Community Clean -up Trailer Program in 2015.
• Launch the new City of Saint John Municipal Grant Program.
PRO Kids
• Maintain PRO Kids at 700+ youth placements.
• Fundraise $160,000 - $220,000 for registration fees, transportation and equipment costs.
• Enhance regional cooperation in deployment of service in each participating municipality.
• Expand new Arena Signage Program and retain majority of current advertisers.
• Expand new SPARC Program to one or more additional priority neighbourhood schools.
• New Fundraiser — P.R.O. Kids Fun Run and Swim Event in Summer of 2015, Quispamsis — Target of 300 -400 Participants.
Approved 2015
103
46
Community Development Program Service Levels and Resources
Encourage community -based
organizations to be empowered to meet
the needs of their neighbourhoods
through forming partnerships and
providing guidance, information and
other available resources.
Administer new community grants
program that will enable community -
based organizations to leverage support
from businesses and other levels of
government for neighbourhood
initiatives.
Provide planning assistance and advice to
neighbourhood organizations; support
implementation of community -based
initiatives.
Approved 2015
• 70+ community partnerships &
relationships maintained
• 700+ engagements with community
groups, associations and agencies
• Support for Priority Neighbourhoods
(Crescent Valley, Lower Westside,
Waterloo Village, Lower South End, Old
North End, East Saint John)
• Community Engagement &
Development
• Support for Not for Profit Community
Centres (KBM, Martinon, Lorneville,
Loch Lomond HOPE Centre, Latimore
Lake, Milford, Randolph)
• Support for the Ability Advisory
Committee
• Support of 10 neighbourhood /
community special events annually
(e.g., Crescent Valley Days, Canada
Day, New Brunswick Day, etc.)
• Support to 5 Community Gardens
Build community capacity to respond to
opportunities, issues and concerns at the
neighbourhood level.
Programs and services aligned to meet
neighbourhood needs.
Strong inter - neighbourhood relationships
and community networking; promoting
partnerships that encourage information
sharing and collaboration that
strengthens groups and inclusion.
Communities are engaged through:
• Sustainable neighbourhood groups,
facilities and services, and effective
leveraging of other sources of funding
• Building leadership capacity resulting in
a higher level of neighbourhood
engagement.
• Celebration and promotion of
neighbourhood achievements.
Neighbourhood and community spirit,
collaboration, participation and
involvement.
Strong active community.
104
Wages & Benefits $270,221
Goods & Services 58,895
Other Funding 95,000
Total Expenditures $424,116
Full Time Equivalent Positions (FTE)
Management 0.50
Inside Workers 2.80
Total FTE 3.30
Administrative / Other Support Services
• Legal — agreements
• Communications — marketing and
media relations
• Parks /Landscape/ Recreation
Facilities —support of neighbourhood
and community development
projects.
• Planning / Real Estate — land
ownership identification, GIS Support,
Zoning, By -laws
• Roadway Maintenance — special event
support (equipment, plowing, street
sweeping)
• Police/ Fire —address
neighbourhood safety concerns
47
P.R.O. Kids Program Service Levels and Resources
Placement of children (age 18 and under)
into sport, recreation or cultural
opportunities suited to their interest
including assisting with the purchase of
equipment and supplies when needed,
and consulting with families on
transportation needs.
Form partnerships with community
recreation, sport and cultural
organizations that donate program
spaces.
Raising funds to purchase additional
program spaces, equipment and
transportation.
Approved 2015
• 700+ placements
• Regional participation extending the
program to include families in
Quispamsis, Rothesay and Grand -Bay
Westfield
• P.R.O. Kids currently assist 15% of
youth living in poverty in Greater Saint
John
• Connecting 700+ youth with
approximately 100 program partners
Target Range for 2015:
$160,000 - $210,000
P.R.O. Kids is a non - profit program that
provides opportunities for disadvantaged
youth participating in positive healthy
recreational, sport and cultural activities.
Providing a safe place for youth to play,
learn and be engaged.
Improving self- esteem of Greater Saint
John youth.
Corporate and community pride in
offering youth positive life experiences &
opportunities.
Diverse programs meeting the various
needs & interests of youth.
Increase program opportunities by
reducing barriers to participation.
Administration costs are covered by the
participating municipalities, allowing
100% of the funds received through
donations, grants and fundraisers to go
directly to placing children and youth in
programs.
Substantial increases in registration fees
for youth activities and programs.
Poor economic climate impacts the level
of parental contribution resulting in an
increased level of support from P.R.O.
Kids.
105
Wages & Benefits $90,186
Goods & Services $21,892
Total Expenditures $112,078
Revenue $14,700
Contract Position 1.00
Part -Time Positions 0.80
Administrative / Other Support Services
• Communications— marketing and
media relations
• Parks /Landscape/ Recreation
Facilities —support of neighbourhood
and community development projects.
M
Recreation and Cultural Programming Service
The Recreation and Cultural Programming Service provides access to recreation, sport and cultural opportunities that allow our citizens to stay
active, enjoy life in their leisure time, and connect with other members of the community. Through innovative leadership, the goal is to deliver
service that promotes community well -being and enhances the quality of life of citizens to produce a healthy, vibrant, positive and strong
community. Service is focused on meeting the diverse recreation, cultural and leisure needs of our citizens.
Service Delivery
In providing access to diverse set of recreation and cultural programming opportunities, the City delivers several programs. The following chart
identifies each of these programs and the percentage of funds allocated to them to deliver a defined level of service for 2015.
Recreation and Cultural Programming Programs
0 Recreation Programming
O Cultural Affairs
Approved 2015
-
Growth and diversity in population (age, culture, disability & accessibility)
Diversity of needs among various neighbourhoods
Changes in family unit
Economic uncertainty, inflation, and supply and cost of service
Focus on sustainable communities
Organizational capacity; support from other services (e.g., parks, roads)
Expectations for better partnerships with community groups
106
49
2014 Recreation and Cultural Programming Service Accomplishments and Performance
Special Events Support
• "Passport to Parks" consisted of a series of special events organized over a four
week period to showcase and increase citizen's awareness of the City's signature
parks. These parks included Rockwood Park, Little River Reservoir, Rainbow Park,
Market Place West, Victoria Square, Dominion Park, Mispec Park and Station 1
Skatepark. Programs were well attended and enjoyed by the public. This was a
collaborative effort between the City of Saint John Communication Service, and
the Recreation and Cultural Programming Service in partnership with community
stakeholders.
• Active partner with the organization of the 4th Annual All American Soap Box
Derby in Rockwood Park.
• Active partner in the development of the 2nd Annual PALS Adventure Programs at
Rockwood.
• 2014 Winterfest in partnership with the Fundy Wellness Network, Greater Saint
John Municipalities and Neighbourhood Groups.
• Active partner with the organization of the 6th Annual Pavilion Cup Pond Hockey
Tournament. Proceeds from the Pavilion Cup placed 685 youth in the Awesome
Adventure Program at Rockwood Park.
• Organized 4th Annual City of Saint John Volunteer Recognition Dinner (200
attendees).
• Continued Partnership with Horizon Health in provision of wellness programs at
the HOPE Centre & Market Place Wellness Centre.
• City of Saint John support to the 20th Annual Marathon by the Sea.
• 51h Annual Canaport Volleyball Tournament — Proceeds went to support youth
programs at the Carleton Community Centre.
Approved 2015
107
Percentage of citizens satisfied with the overall level
and quality of recreation programming service
100%
80%
60%
v 40%
v
20%
0%
2009 2010 2011 2012
Percentage of citizens that think the City is doing a
good job supporting arts and culture
100%
80%
v
= 60%
v 40%
QJ
u
20%
0% 1
2009 2010 2011 2012
Note: A citizen survey was not conducted in 2013 or 2014.
50
• Active partner with Community Special Events including Canada Day, New Brunswick Day and Labour Day.
• Supported these special events held in Saint John: Mudd, Sweat and Tears, Triathlon by the Bay, Kids of Steel Triathlon, Anglophone South
School District Cross Country Running Events, Safe Kids Week, Little River Fun Run, Little River Aquathon.
Senior Programs
• Senior Friendship Games including activities such as golf, timed -walk, washer toss, badminton, cards, and opening & closing ceremonies (270
participants).
• Seniors' Special Events (Spring, Fall, Winter) in Partnership with Lily Lake Pavilion (At capacity with 200 seniors attending each event).
• Senior programs developed in partnership with NB Housing at Stephenson Towers, and Horizon Health Network at the HOPE Centre.
• Support of Senior Wellness Fairs at Loch Lomond Villa and Stephenson Towers (400 and 300 seniors in attendance respectively for each
event).
• Seniors' Springfest and Fallfest at Exhibition Park (500 participants at each event).
• Seniors' Summer Shuffleboard Program at the Peter Murray Arena (Summer Program) & Newly Established Program at Somerset Community
Centre (Fall Program)
• Senior programs are provided through a collective impact approach in partnership with community organizations such as Seniors Resource
Centre, Loyalist Zone Senior's Clubs, New Brunswick Senior's Federation, Horizon Health, Market Place Wellness Centre, HOPE Wellness
Centre, New Brunswick Go Ahead Seniors, New Brunswick Housing Corporation, Loch Lomond Villa, Saint John Red Cross, St. Joseph's
Community Health Centre, Carleton Kirk Senior's Complex, Lily Lake Pavilion, Market Square, Seaside Lawn Bowling, Saint John Horseshoe
Club, Saint John Shuffleboard League, and Saint John Pickle Ball Club, etc.
Inclusive Recreation Programs
• 3rd Annual Recreation Your Way (Inclusive Recreation Opportunities for Persons with a Disability) — Recognized Canada wide as a best practice
resource.
• Disability Access Awareness Week including DAW Opening Ceremonies, Family Day & BBQ. (700 and 200 respectively participated in these
events). Worked in conjunction with the Saint John Police Force on a Handicap Parking Blitz in connection with DAW.
• 2nd Annual Program Partnership with Abilities NB providing weekly sport and recreation opportunities for people with disabilities (boxing,
sledge hockey, bocce ball, goal ball, tennis, and athletics).
Approved 2015
1:
51
• Supported the Adaptive Equipment Fair hosted by Key Industries (250 people in attendance).
• Inclusive recreation programs are provided through a collective impact approach with community organizations such as Saint John Ability
Advisory Council, Family Resource Centre, Key Industries, Saint John Deaf & Hard of Hearing Association, Outreach Options Employment,
United Catena Training Centre, Muscular Dystrophy Association, Muscular Sclerosis, Shining Horizons Therapeutic Riding, Abilities NB,
Province of New Brunswick, Canadian Mental Health Association, etc.
Youth Programs
• Sustained the summer playground program at 15 sites through acquisition of Federal and Provincial student employment grants; and
neighbourhood association partnerships. Special Events included Magic Mountain Trip, Dominion Park Beach Day, and Soccer Tournament.
Securing grants through other sources is critical in the sustainability of this level of service.
• Carleton Community Centre Youth Afterschool & Night Programs (32 weeks in 2014). The Cheerleading Program with 205 members sent
competitive teams to Myrtle Beach, New Hampshire, Halifax, Moncton as well as two local competitions.
• Somerset Community Centre / Hazen White -St. Francis School Youth Afterschool & Night Programs (32 weeks in 2014)
• Free youth programs at Millidgeville and Forest Glen Community Centres in collaboration with the YMCA through funding support by Common
Council.
• Community Centre Youth Arts Awards with 150 attendees.
• C.E. Nick Nicolle Community Centre — Officially opened in fall of 2014. Community Hub for the North End with O.N.E. Change expanding its
role within the Centre & Neighbours Working Together Community Partnership. The O.N.E. change assumed the responsibility for program
and service delivery for the North End neighbourhood and provided recreational and other opportunities at partnering neighbourhood
facilities including Lorne Middle School, Centennial School and the Main Street Baptist Church. Afterschool Program at Centennial School (32
weeks).
• South End Community Centre youth afterschool and evening programs (32 weeks).
• Youth programs are provided through a collective impact approach with community organizations such as the Boys and Girls Club, Teen
Resource Centre, YMCA, Carleton Community Centre Advisory Board, Youth SJ, Anglophone South School District, KBM Association, Latimore
Lake Community Centre, Martinon Community Centre, Denis Morris Community Centre, HOPE Community Centre, Milford Community Centre,
and Lorneville Community Centre.
Approved 2015 52
109
Cultural Affairs
• Responsible for coordinating the maintenance and repair of the City's public artworks. The following was completed in 2014: installation and
unveiling of the 225th anniversary legacy piece "Shards of Time" along Harbour Passage, "People Waiting" at Barbour's General Store
refreshed and painted, installation of new plaque at King's Square Bandstand, "Fiddlehead" sculpture at Peel Plaza repaired with plaque
installed, and the placement of the Afghanistan plaque at King's Square Cenotaph.
• Awarded $28,000 in small grants for new arts and culture projects.
• Ongoing annual coordination of seven art exhibitions at the City of Saint John Gallery and another seven at the Millennium Artplace (Central
Library).
• Planned the scheduling of promotional signage at King's Square for not - for - profit organizations.
• Edited and approved all entries to the online City's Events Calendar and promoting events through social media. Following of over 4,500
subscribers.
• Chaired and implemented the City's annual Service of Remembrance (November 11th) at Harbour Station - Attendance: 8,000 +.
• Completed the Cultural Mapping Data for Community Arts Board.
• Mayor's Tree Lighting Program.
• Provided guidance with ceremonial protocol for new Cst. Doug Larche Park, Marathon by the Sea - Red Mile initiative and the Jervis Bay
Memorial Park Re- dedication.
• Supported the Hospitality Saint John Tourism Awards.
• Provided support to the Mayor's Office with drafting city correspondence and proclamations throughout the year.
• Resource to the Human Development Council, PRUDE, and Newcomers Resource Centre regarding relocation matters.
• Assisted and supported Asian Heritage Month.
• Arts and Cultural programs and services are provided through a collective impact approach with community organizations such as Imperial
Theatre, The Originals Arts Awards Committee, Sculpture Saint John, Saint John Arts Centre, Canada Day Planning Committee,
Exhibitions Selection Committee, Public Art Trust, and the Saint John Community Arts Board, etc.
Approved 2015
110
53
2015 Major Initiatives, Major Projects and Recreation and Cultural Program Service Delivery Highlights
Recreational Programming
Explore further opportunities for the City of Saint John to advance recreation service through the role of facilitator, educator and
communicator.
• Further strengthen and advance community relationships in the provision of sport and recreation services.
Cultural Affairs Programming
• Work with Common Clerk's Office to develop protocol & ceremonial policies.
• Update inventory of City -owned artworks and public art with notations and photos.
• Research opportunities with Foundations to contribute to Community Arts Funding Program.
• Research funding inequities from granting agencies as it applies to Saint John arts & culture organizations.
Approved 2015
111
54
Recreation Program - Service Levels and Resources
Deliver programs (direct programming)
that provide a wide range of artistic,
cultural, social, educational and
recreational opportunities that meet the
interests of all ages, regardless of physical
limitation or ability to pay.
Manage contract agreements for
community -based organizations to deliver
recreation programs (indirect
programming) on the City's behalf.
Facilitate the delivery of special
recreation, social and cultural programs in
partnership with various organizations.
Approved 2015
• Operate and manage 2 Community
Centres (SCC, CCC) each offering nightly
and weekend program opportunities -
32 weeks
• 15+ senior programs
• 15+ inclusive /disability specific
programs
•
6+ direct programmed playground sites
• 5+ playground sites supported through
partnerships
• 1 instructional junior tennis program in
partnership with the local tennis club.
• ASD Contract agreements with the
YMCA, Boys & Girls Club, and ONE
Change for 4 Community Centres
(FGCC, MCC, SECC, NNCC) - 52 weeks
• Integrated Day Camp at FGCC
• Summer Camps at MCC
• Playground Program at SECC & NNCC
• Support 20+ community special events
(e.g., S1 Sports Hall of Fame, Pavilion
Cup, Winterfest, Soap Box Derby,
Running Events)
• 1 volunteer recognition event
Ensure all citizens have access to inclusive
recreation and leisure opportunities that
meet the diverse needs of our community
Benefits include:
• Healthier citizens (physically, mentally,
emotionally and socially); healthy
communities and a healthy lifestyle
• Investment in the future of our young
people
• Fostering cooperation and good
citizenship
• Positive behaviours
• Involved community; developing
leadership skill as well as developing
physical, creative and social skills
• Fun and enjoyment
• Reduced crime
• Stronger families
• Connected community
• Community pride and engagement
• Celebration of community pride
112
Wages & Benefits
$535,504
Goods & Services
469,480
ASD Agreements
457,818
Other Funding
15.000
Total Expenditures
$1,477,802
Revenue $22,000
Full Time Equivalent Positions
Management 0.50
Inside Workers 3.20
TotaIFTE 3.70
Part Time Positions
• Community Centres: 21 part -time staff
at 2 centres for 32 weeks
• Playground Program: 20 part -time
employees for 9 weeks
Critical Internal Support Service
• Fleet — vehicles for playground program
• Purchasing — acquisition of equipment
• Insurance —risk management
• Communications — program promotion
• Legal — agreements with service
providers
• Parks /Landscape / Recreation
Facilities — providing safe and
functional park, trail and recreation
facilities; resources for initiatives
• Facility Management — community
centre maintenance; ensuring safety
and functionality
55
Cultural Affairs Program — Service Levels and Resources
Act as a point -of- contact with arts, • 55 arts organizations
cultural and multicultural community- . 24 cultural and multi - cultural
based organization to promote awareness organizations
and support activities.
Promote arts and culture events through
social media outlets, web -based
applications and signage.
• 5,500 arts and cultural events posted in
the Cyber - Calendar
• Weekly bookings for signage in King's
Square.
Provide support and /or facilitate various • 12 events annual average
festivals and events annually.
Administer grant applications for the
Saint John Community Arts Funding
Program (small project oriented funding
for festival ideas and new initiatives).
Facilitate maintenance of public art and
administration of the public art policy.
Coordinate exhibits for showing at
galleries.
Approved 2015
• $35,000 in grant funding available
• 40 applications on average annually
• 1 project annually (1% Public Art
Policy)
• Number of maintenance projects
varies annually
• 7 formal exhibits @ Art Gallery
• 7 informal exhibits @ Millennium Art
Place
• Cultural Affairs program promotes
broad community awareness of access
to, and education, in the arts and
culture sector. The service provides
assistance and information services, as
well as opportunities and support to
artists and arts and cultural
organizations; fosters cross - cultural
understanding; and supports
economic development of tourism,
especially in the uptown core. It also
works to increase awareness of the
role and contribution arts, culture and
heritage make to the City's economy
and quality of life.
113
Wages & Benefits $74,790
Goods & Services 44,170
Total Expenditures $118,960
Full Time Equivalent Positions
Inside Workers 1.00
Total FTE
1.00
56
Public Safety Services Overview
Public Safety Services supports the community in achieving its long -term vision of being a safe, livable
community where people want to live, work, shop and play. Services are delivered to help improve the
safety and well -being of all citizens with a focus on creating safe neighbourhoods that provide opportunities
for individuals to develop and grow.
Organizational Goals
To establish the City of Saint John as a service - based, results oriented, high performance public service
organization.
Service Based
• Considering the needs of the
community as a whole
• Creating safe, livable
neighbourhoods
• Responding effectively and
efficiently to mitigate emergency
incidents
Approved 2015
Results Oriented
• Creating a safe, livable
community
• Improving quality of life and
social well -being of residents
• Building capacity in emergency
response and preparedness
through training and education
High Performance
• Collaborative, strategically minded
workforce
• Culture focused on contributing
to community goals through
service delivery
• Resource conscious and
accountable for results
114
Fire Rescue and Suppression
Service
Medical First Responder
Service
Hazardous Materials
Emergency Response Service
Technical Rescue Service
Fire Prevention and Code
Enforcement Service
Fire Investigation Service
Emergency Management
Service
Police
Services
57
Public Safety Services Summary
Approved 2015
115
Z
Approved
2015
2014
Expenditures
Revenue
FTE Notes
Fire Services
Fire and Suppression Service
20,348,550
20,402,288
340,200
148.35
Technical Rescue Service
58,494
59,404
0.25
Hazardous Materials Emerg. Response Service
128,231
129,205
90,000
0.25
Fire Prevention Service
942,912
979,472
4,000
7.60
Fire Investigation Service
74,879
73,166
0.40
Medical First Responder Service
81,500
83,000
Total Fire Services
21,634,566
21,726,535
434,200
156.85
Water Supply and Hydrants
2,340,000
2,500,000
Emergency Management Service
264,945
292,601
2.15
Police Services
23,559,662
24,269,759
916,000
Public Safety Communications
2,493,179
2,488,769
943,662
Street Lighting
1,096,857
1,030,000
TOTAL - Public Safety Services Budget
$51,389,209
$52,307,664
$2,293,862
159.0
Approved 2015
115
Z
Table of Contents — 2014 Service Plans
Fire - Rescue Services ........................................................................................................................................... ............................... 60
Fire Rescue and Suppression Service ............................................................................................................ ............................... 61
Medical First Responder Service ..................................... ...............................
Hazardous Materials Emergency Response Service ....... ...............................
Technical Rescue Service ................................................ ...............................
........................................... ...............................
63
........................................... ...............................
65
........................................... ...............................
67
Fire Prevention and Code Enforcement Service ........................................................................................... ............................... 69
FireInvestigation Service .............................................................................................................................. ............................... 71
Emergency Management Service ...................................................................................................................... ............................... 73
Approved 2015 59
116
Fire - Rescue Services
Fire - Rescue Services involves the delivery of six public services to the community that focus on reducing loss of life, personal injury, property
damage or impact on the environment caused by fire, accident, medical emergency, or hazardous materials release (accident or malicious), and
through code enforcement and public education activities. The goal of the Fire - Rescue Service delivery is to support public safety with effective
and efficient emergency preparation and response across a diverse range of emergency calls (response profile); creating public awareness of
fire safety and emergency planning; providing for safer assembly of work and residential living by ensuring compliance with regulatory and
legislative requirements; and investigation of fire incidents to reduce the risk of future occurrences.
Service Delivery
In working to improve public safety, the City of Saint John provides six critical services through its Fire - Rescue Services. The following chart
identifies each of these services and the percentage of funds allocated to them to deliver a defined level of service for 2014.
Fire - Rescue Services
o Fire Rescue and Suppression
® Technical Rescue
* HAZMAT Emergency Response
o Fire Prevention
o Fire Investigation
o Medical First Responder
Approved 2015
4
Regulatory and legislative requirements (life safety and inspections)
Diverse industrial sectors located throughout the community
Large geographic footprint, bisected by a river, marsh and highway
Diversity of needs among various neighbourhoods, focus on priority
Type of housing stock (including dilapidated or vacant buildings)
Multiple mixed -use neighbourhoods (residential, commercial, industrial)
Organizational capacity
Evolving demand for service
117
.1
Fire Rescue and Suppression Service
The Fire Rescue and Suppression Service provide emergency response to residential, commercial and industrial fires (and explosions). The
service is responsible for coordination and implementation of fire suppression operations including sizing up the environment, performing a risk
assessment, setting -up incident command, developing an incident strategy, assigning and obtaining resources, communicating status,
establishing a safe perimeter, rescuing trapped victims, conducting fire suppression, evaluating preliminary cause, and ensuring the site is left in a
safe condition. The goal is to save lives, minimize damage to property and the environment and ensure that commercial and industrial facilities
get back into operation quickly. A key component of Fire Rescue and Suppression Service is preparation for safe, efficient response to incidents
through training.
2014 Fire Rescue and Suppression Services Accomplishments and Performance
• 1,786 calls for fire rescue and suppression service (January to November)
• 69 Structure Fires - 91% of these fires were contained to the area of origin
• 35 Vehicle Fires —100% of these fires were contained to the area of origin
• 185 Grass Fires —100% of these fires were contained to the area of origin
• 86 Refuse Fires —100% of these fires were contained to the area of origin
• 29% of calls generate simultaneous demands on the Fire Department resources
2014 Fire Rescue and Suppression Services Impact of Reductions
• Between January 1 and November 17 of 2014 there were 43 occurrences of no fire response capability being available to address the next
incident, up from 6 occurrences in 2011 (prior to service level reductions).
2015 Major Initiatives, Major Projects and Fire Rescue & Suppression Services Delivery Highlights
• Establish a live fire (emergency services) training campus with an industrial partner.
• Investigate / examine opportunities to champion fire rescue and suppression service (training) at a Regional level.
• Introduce a Fire Department Policy and bylaw for Council's consideration.
• Provide technical input to various Environmental Impact Assessment processes from a fire rescue and suppression perspective.
Approved 2015 61
118
Fire Rescue and Suppression Service — Service Levels and Resources
The municipal objective for the initial
apparatus is arrival on scene within 5
minutes and 30 seconds at least 90% of
the time, from the end of dispatch.
Ensure fire rescue operations are initiated
immediately with the objective of saving
lives, protecting property and
environment.
Ensure fire suppression operations are
initiated immediately with the objective of
containing the fire to the area of origin.
Ensure members of Fire Rescue and
Suppression Service are adequately
trained in accordance with all applicable
NFPA and OH &S standards (numerous
NFPA Standards are applicable).
Have sufficient resources to respond to
emergency calls, with minimal stacking of
calls.
To meet the funding level set for the 2014
budget, one position within Fire
Administration is being eliminated. Critical
tasks will be integrated into remaining
administration positions, while non - critical
tasks will be deferred.
Eliminate overtime for Constant Manning
of Fire Apparatus.
Approved 2015
• The number of fire calls over the last
five years ranges from 323 to 745.
• Approximately 75% of city's
geographical area is outside the PDA.
However, approximately 94% of Fire
related calls are within the PDA.
• SJFD is attaining desired response time
80% of the time of single company
response.
• SJFD is only attaining its full response (4
companies) objective of 8 minutes over
a 7.1 sq. km portion of the City (8% of
the PDA). However, this accounts for
28% of fire responses.
• A minimum of 920 hours of pre-
planning, preparation and training per
annum.
• As a percentage of total fires,
residential account for 63 %, and
commercial - Industrial 37 %.
• Facilitate emergency accommodation
needs of citizens displaced by fire or
flood.
• An effective and efficient fire response
enhances the ability to contain fires to
their area of origin, minimizing fire loss,
which translates into lower insurance
premiums for property owners. This is
most relevant in the priority
neighbourhoods of Saint John where
multiple unit dwellings are only feet
apart.
• Currently have a sufficient depth of
response to address non - simultaneous
structure fire calls regardless of
complexity. The response time
objective can be met 75% to 80% of the
time within the PDA.
• Currently have an insufficient depth of
response to address simultaneous
structure fires and cannot meet
response time objectives outside of the
PDA. Overtime loss may result in
random service loss.
• The reduction of one company in early
2012 increased the occurrences of no /
low fire response capability from 6
occurrences in 2011 to 45 occurrences
in 2012 and 42 in 2013 (YTD).
• The establishment of a live fire training
campus will facilitate the development
of competent emergency response
personnel.
Wages & Benefits $18,788,728
Goods & Services 1,613,560
Total Expenditures $20,402,288
Revenue $340,200
Full Time Equivalent Positions (FTE)
Management
7.10
Professional
1.75
Firefighters
139.00
Inside Workers
— Administrative 0.50
TotalFTE
148.35
Holiday Relief Firefighters 32.0
Administrative / Other Support Services
• IT— supports software required for
operational, and communication
• Human Resources — supports
recruitment, professional development
and attendance management
• Facility Management — station
maintenance, capital planning
• PSCC — receives, records and dispatches
related emergency calls
• Saint John Water — supplies the water
and services the hydrants
• Police — site safety, traffic control, as
well as assists with site evacuation
• Transportation and Environment —
ensure viable transportation routes
across all weather conditions as well as
site clean -up and materials disposal
• An enhanced and capable emergency . Communications — notifications
response supports economic wellbeing.
119
62
Medical First Responder Service
The Medical First Responder Service provides first responder pre - ambulatory care in instances where emergency medical assistance is required.
The City of Saint John currently trains its Fire Fighters to the Medical First Responder level. This means fire crews can deliver advanced first aid,
patient assessment and treatment prior to the paramedic's arrival on scene. The Fire Department only responds to medical calls that meet
predefined criteria for tiered response (NFPA 450 - Guide for Emergency Medical Services and Systems), which represents about 25% of all
medicals calls addressed by Ambulance NB.
Criteria employed by PSCC to trigger a Medical First Responder response
• See side bar
2014 Medical First Responder Service Accomplishments and Performance
• 2,845 calls for medical first responder service (January to November)
• Self- sustaining skill maintenance and acquisition through internal training program
for all 200 first responders
• 52% of the time — the Fire Department arrived on scene prior to Ambulance NB
• 32% of the time — Fire Fighters initiated first aid to advanced life support care
• Between January and November there were 39 occurrences of initiating cardiac care
2015 Major Initiatives, Major Projects and Medical First Responder Service Delivery
Highlights
Criteria employed by PSCC
Chest Pain /Trouble Breathing
Cardiac /Respiratory
MVA With Injuries
Industrial Accident
Possible Stroke
Seizure /Convulsion
Unknown Medical
Public Safety Concern
Hemorrhage /Lacerations
Overdose
Drowning/Diving/Scuba
Falls /Injuries Due To Falls
Choking
Diabetic
• Investigate / examine opportunities to champion Medical First Responder Service (training) through the new Live Fire Training Campus.
• As per the Core Service Review, deliver a report to Council on the assessment of the Medical First Responder Service
Approved 2015
120
63
Medical First Responder Service — Service Levels and Resources
Participate in a tiered response with
Police and Ambulance to emergencies
based on predetermined criteria; motor
vehicle accidents, heart attack, severe
trauma.
• Initial apparatus arrives on scene of the
incident within 5 minutes and 30
seconds from dispatch at least 83% of
the time for Medical Call Types.
• Provide initial and on -going emergency
medical triage of ill and injured patients
that prioritizes the patient's respective
treatment and transport.
All Fire Fighters are trained to the
national standard of Medical First
Responder
Approved 2015
• The number of calls varies annually, • Having seven locations to respond
MFR currently represent approximately from, the Fire Service arrives in advance
60% of total calls. of ANB about 56% of the time, thereby
initiating lifesaving assessment and
treatment sooner.
• All Fire Fighters are recertified annually
• Higher survivability rates for victims,
supported by national statistics.
• Fire Service's response objectives
provide significant opportunity for
successful intervention on MFR calls.
Minutes mean the difference between
life and death for heart attack or severe
trauma victims.
• During simultaneous call events,
response times to medical calls will
increase based upon the placement of
the remaining resources.
121
Wages & Benefits $0
Goods & Services 83,000
Total Expenditures $83,000
Full Time Equivalent Positions (FTE)
Human resource requirements are
included as part of Fire Suppression and
Rescue Service.
Administrative / Other Support Services
• Fleet — equipment availability,
replacement of equipment and
vehicles and fuel delivery at extended
incidents
• PSCC — receives, records and
dispatches related calls
• Police — scene safety and security,
traffic control, keeping of the peace, as
well as assists with site evacuation
64
Hazardous Materials (HazMat) Emergency Response Service
The Hazardous Materials Emergency Response Service provides a planned response to incidents where the public is exposed to risks created by
the release of, or fire involving hazardous materials. All emergency response incidents that occur within a municipal boundary are the
responsibility of the municipality. This includes emergency responses to spills or accidental releases of hazardous materials being any solid,
liquid, or gas capable of creating harm to people, the environment, and /or property. Emergency responses include site assessment, container
evaluation, threat assessment, victim removal, search and rescue, extrication /disentanglement, smoke /toxic gas ventilation, identification /
analysis of the material, evacuation, establishing a safe working area and monitoring or sampling of the material. The service also includes
decontamination of personnel and equipment, notification of other agencies, and referral to the proper authorities. Through a fee for service
agreement, the City delivers (in cooperation with the appropriate local authorities) hazardous materials emergency response service to regional
communities, in accordance with established service standards and operational plan.
2014 Hazardous Materials (HAZMAT) Emergency Response Service Accomplishments and Performance
• 154 calls for Hazardous Materials Emergency Response Service (January to November)
• Actual response time to Hazardous Materials Incidents was 5 minutes and 30 seconds, 74% of the time
• 95% of the time — arrived on scene within 10 minutes of call
• 100% of the time — had an action plan within 45 minutes
• Delivered one regional hazardous materials training exercise to the Royal Fire Fighters Association
2015 Major Initiatives, Major Projects and Hazardous Materials (HAZMAT) Emergency Service Delivery Highlights
• Increase revenue through an enhanced Regional Hazardous Materials Agreement.
• From the new live -fire training campus, initiate two IFSAC certified Hazardous Materials Technical courses open to any emergency responder
in New Brunswick.
• When invited, participate in CBRNE international training initiatives.
• Continue providing technical input to the FCM railway safety working group.
• Provide technical input to various Environmental Impact Assessment processes from a hazardous materials response perspective.
Approved 2015 65
122
Hazardous Materials (HAZMAT) Emergency Response Service — Service Levels and Resources
First apparatus arrives to the scene of
an emergency within 5 minutes and 30
seconds at least 90 % of the time for
the completion of dispatch.
Hazardous Materials Response is
conducted in accordance with National
Fire Protection Standards NFPA 471 &
NFPA 472; activities include identifying,
isolating hazardous materials releases,
and to beginning recovery planning.
• Scene security is established upon
arrival and the product is identified
within 10 minutes.
• An Incident action plan is developed
and initiated within 45 minutes from
arrival on scene.
Carry out a comprehensive fire training
program that supports the
effectiveness of Hazardous Materials
Response Service.
Eliminate overtime for Constant
Manning of fire apparatus.
Approved 2015
• Average of 300 local incidents each
• The presence of a well- trained and
Wages & Benefits $30,371
year
reactive Hazardous Materials
Goods & Services 98,834
Response team ensures minimal
Total Expenditures $129,205
• O to 3 regional incident each year
disruption to the community and
impact on the environment arising
Revenue $90,000
from a hazardous materials
emergency response.
Full Time Equivalent Positions (FTE)
Management 0.25
• Hazardous Materials Incidents are
Total FTE 0.25
the low frequency high impact
incidents that can affect a great
Note: Firefighters are accounted for under Fire
geographical area.
Rescue and Suppression Service
• For non - simultaneous events, the
Administrative / Other Support Services
existing Hazardous Materials
. Fleet — equipment availability, replacement of
Response team is well positioned to
equipment and vehicles and fuel delivery at
deal with any incidents that occur
extended incidents
through processing, storage and
. GIS — mapping and relevant occupancy data
transportation of hazardous
critical to making decisions related to materials
• All personnel trained to NFPA 472
materials within the regional
incident mitigation and /or evacuation needs
Hazardous Materials operations
community
• PSCC — receives, records and dispatches related
level
• During simultaneous events, where
• Police — scene safety and security, traffic control,
• Over 50 trained personnel to
a Hazardous Materials Response
keeping of the peace, as well as assists with site
Hazardous Materials Technician
call is the second call, where the
Level
first is a structure fire, there will be
evacuation
a limited depth of response until
• Roadway Maintenance — provides site clean-up
such time as overtime crews arrive.
and materials disposal
• Communications — notifications
• The elimination of overtime may
result in random and variable
service loss.
123
T.
Technical Rescue Service
The Technical Rescue Service carries out emergency rescue to those individuals trapped by their physical environment (water, ice, motor vehicle
accident, structural collapse, confined space or high angle). (The Fire Department is currently working toward certification in confined space and
high angle rescue.) The industrial base, geography and size of Saint John increase the demand for the Fire Service (Technical Rescue Service) to
respond to rescues that are highly technical in nature. Firefighters are cross - trained to meet these technical rescue needs. Although
emergencies that require dispatch of a technical rescue team seldom occur, they are incidents that pose a highly technical response to ensure a
safe intervention for both the victims and firefighters.
2014 Technical Rescue Service Accomplishments and Performance
• 19 calls for Technical Rescue Response Service (January to November)
• 185 calls relating to motor vehicle accidents
• 15 vehicle extrications — on each occasion a victim was removed from automobile enabling advanced life support care
• Response Time Efficiency —The Saint John Fire Department operates with the expectation that the first apparatus arrives to the scene of an
emergency within 5 minutes and 30 seconds at least 79% of the time
• Actual response time to Technical Rescue Incidents was 5 minutes & 30 seconds, 62% of the time
• Training — The comprehensive fire training program (920 hrs. per person) supports the effectiveness of the Technical Rescue Response
Service
• Rope Rescue Program implemented in 2014. Staff trained for high angle rescue support to Saint John Water partnership. On Christmas Eve
provided high angle rescue support to Saint John Water on SCADA repairs, avoiding thousands of dollars of expenditures to the City.
2015 Major Initiatives, Major Projects and Technical Rescue Service Delivery Highlights
• From the new live -fire training campus, deliver High Angle response competence to a regional market.
• Development of confined space rescue response team.
• Investigate / examine opportunities to champion other Technical Rescue Service at a regional level.
Approved 2015 67
124
Technical Rescue Service — Service Levels and Resources
First apparatus arrives to the scene of an
emergency within 5 minutes and 30
seconds at least 79% of the time from the
completion of dispatch for Technical
Rescue Call Types.
Provide highly skilled rescue services not
part of structural firefighting or medical
first responder service, but facilitated
within the same response profile as Fire
Rescue and Suppression Service.
Develop an incident action plan within 10
minutes of arrival on scene.
Skills training is unique to each type of
technical rescue (auto- extrication, water
/ice, confined space and high angle).
Eliminate the overtime for Constant
Manning of Fire Apparatus
Approved 2015
• On average, there are 33 technical
rescues performed annually.
• High Angle Rope Rescue Program
implemented in 2014
• Partnership with Saint John Water for
high angle rescue support.
• Skills as identified in NFPA Standard
1006 — Standard for Technical Rescuer
Professional Qualifications
• Technical rescue capability provides
emergency response to persons
trapped by their environment.
• Saint John Water needs high angle
rescue service to support critical
operations. A relationship agreement
to be signed in 2014.
• Technical rescue helps address the
occupational health and safety
requirement inherent to numerous
tasks.
• Revenue Generation — As the depth of
expertise evolves the Technical Rescue
Service will generate revenue through
the provision of service to third parties
as well as eliminate the service cost for
other City of Saint John services.
• During simultaneous events, where a
Technical Rescue Response call is the
second call, where the first is a
structure fire, there will be a limited
depth of response until such time as
overtime crews arrive.
• The elimination of overtime may result
in random and variable service loss.
125
Wages & Benefits $30,371
Goods & Services 29,033
Total Expenditures $59,404
Revenue $0
Full Time Equivalent Positions (FTE)
Management 0.25
TotalFTE 0.25
Administrative / Other Support
Services
• Fleet — equipment availability,
replacement of equipment and
vehicles and fuel delivery at extended
incidents
• PCSS - receives, records and dispatches
related calls
• Police — provides site safety, traffic
control, assists with evacuations
.:
Fire Prevention and Code Enforcement Service
The Fire Prevention and Code Enforcement Service performs technical and field work that includes inspections of all manner of occupancies to
ensure life safety and to identify possible fire code violations. Service is delivered within the mandate of the Provincial Fire Marshal to enforce
and rectify deficiencies found during inspections. Public education is also a huge undertaking carried out by the Fire Prevention Service team.
2014 Fire Prevention Services Accomplishments and Performance
• Professional Development: 3 Inspectors completed the professional development for Fire Prevention Officers
• Purchased / Implemented Code Pal Field Report System (Oct 2014) for greater efficiency & field reporting for inspection process
• 1104 inspections and 126 re- inspections conducted during 2014 (January to November)
• 20 Community Events supported
• Purchased new Fire Safety House Trailer through the sponsorship of Emera Brunswick Pipeline
• Fire Safety House School Program — With 19 schools partnering with our Fire Prevention Division, a total of 1,521 Children in grades 3 & 4
participated in our Fire Safety House School Program
2015 Major Initiatives, Major Projects and Fire Prevention Service Delivery Highlights
• Development of better performance measurements for violation pursued through judicial system for 2015 and public fire education
programs.
• Investigate / examine opportunities to champion fire prevention service at a regional level.
• Implement a fire service by -law that will propose revenue generating options in support of Common Council's priorities.
Approved 2015
126
1
Fire Prevention Service — Service Levels and Resources
Carry out inspections (annual, biennial, or
for operating licenses) on properties
requiring inspection (e.g., hotels, schools,
apartment buildings, daycares) as outlined
by the Fire Marshal.
All Fire Prevention personnel trained to:
• National Fire Protection Standard 1031
- Standard for Professional
Qualifications for Fire Inspector as per
National Fire Protection Standard 1035
- Standard for Professional
Qualifications for Public Fire and Life
Safety Educator and NFPA Standard.
Carry out a regularly scheduled public
education program that addresses all
schools in the community in addition to
Children's Fire Safety House, Learn Not to
Burn Program K -2, Juvenile Fire - setter
Counseling, Building Trade Shows, Church
Groups and Business Clubs.
Approved 2015
• At full staffing, the division can
conduct 1,500+ inspections (including
500+ re- inspections) annually, to
complete all required inspections over
a 4 to 6 year cycle.
• At full staffing, the division can
identify and close 2,500+ violations
annually
Numerous fire prevention programs
annually.
In 2015, present to Council a Fire
Department Policy and By -law for
consideration.
Inspections and public education
sessions help to reduce the number of
fire incidents. This supports Council's
priority of creating safe, livable
neighbourhoods as well as reducing
operating costs and those related to
property loss or damage.
The enforcement of fire codes through
inspection activities contributes to public
safety by ensuring that new and existing
buildings are constructed and maintained
to current fire safety standards.
The fire inspection service aims to
inspect nearly 6,000 properties on a
regular rotation. Inspections are
regulated for properties annually or
every two years.
Fire Prevention Service contributes to the
improved public safety within the
community by ensuring that people have
the necessary information to stay safe
and healthy from the adverse effects of
inappropriate uses and behavior of fire.
127
Wages & Benefits $824,675
Goods & Services 154,797
Total Expenditures $979,472
Revenue $4,000
Full Time Equivalent Positions (FTE)
Management 0.90
Firefighters 5.70
Inside Workers — Administrative 1.00
Total FTE 7.60
Administrative / Other Support Services
• Fleet — equipment availability,
replacement of equipment
• GIS - provide mapping and relevant
occupancy data critical to the decision
making
• Permitting and Inspection / By -Law
Enforcement — support through their
day -to -day inspection work including
minimum standards and the vacant
building program
• Communications — assists with public
education and awareness
70
Fire Investigation Service
The Fire Investigation Service investigates every fire or explosion that results in property damage, injury, or death to determine the origin, cause
and circumstances of the fire /explosion. The investigation is initiated immediately during the initial stages of a fire response. The results of the
investigations are forwarded to the Office of the Fire Marshal as part of the collection of provincial fire statistics which in turn could impact
changes to the provincial fire codes. If the fire is considered to be suspicious or if there is a fatality, the Saint John Police Force participates in the
investigation and follow -up.
2014 Fire Investigation Services - Accomplishments and Performance
• 34 fire investigations were conducted in 2014 up to the month of November
• All Fire Prevention Officers are trained to conduct fire investigations
• Hosted fire investigation curriculum in Saint John
2015 Major Initiatives, Major Projects and Fire Investigation Service Delivery Highlights
• Investigate / examine opportunities to champion fire investigation service at a regional level.
• Continue to provide regional training opportunities in Fire Investigation.
Approved 2015
128
71
Fire Investigation Service — Service Levels and Resources
Investigator arrives on within 30 minutes • 30 to 100 investigations on average
of being called. carried out annually
The Saint John Fire Department expects
to identify the area of origin 95% of the
time, the point of origin 90% of the time
and the source of ignition 85% of the
time.
All Fire Investigators are certified to:
• NFPA 912 - Guide for Fire and
Explosion Investigations
• NFPA 1033 - Standard for Professional
Qualifications for Fire Investigator
Approved 2015
Without knowing the cause and origin of a
structure fire, insurance companies may
not payout claims, faulty products may
not be identified, contributing human
behavior and potential acts of arson may
go undetected.
Accurate detection of the cause of fire
helps determine fire education and code
enforcement needs.
129
Wages & Benefits $50,875
Goods & Services 22,291
Total Expenditures $73,166
Full Time Equivalent Positions (FTE)
Management 0.10
Firefighters 0.30
TotaIFTE 0.40
Administrative / Other Support Services
• Fleet — equipment availability — Fire
Investigation Van
• Police — participate in the investigation
of suspicious fires
• Permitting and Inspection / By -Law
Enforcement — support through their
day -to -day inspection work including
minimum standards and the vacant
building program
• Saint John Salvage Corp and Fire Police
— volunteer organization providing site
security and traffic management
72
Emergency Management Service
The Emergency Management Service is the municipal catalyst for public
and private inter - agency coordination of community -based emergency
management and business continuity programs. It is managed by an all -
hazards approach to preventing or mitigating risks, ensuring
preparedness through effective response and recovery mechanisms,
and achieving continuous improvement through program evaluation
and revision.
Provincial, Municipal and Federal legislation/ Standards
Community readiness and resilience
Municipal government operational readiness
Industry standards
2014 Emergency Management Service - Accomplishments and Performance
• SJEMO Staff provided Incident Command personnel to the CN Waspke NB Train Derailment
• Local representation on the Canadian Association of Fire Chiefs (CAFC) Transportation of Dangerous Goods Committee
• Committee member on the Federation of Canadian Municipalities (FCM) National Rail Safety Working Group
• Committee member on Transport Canada's ERAP Task Force Sub Group 1— Examining the effectiveness of emergency response assistance
plans for rail incidents involving flammable fuel fires
• Joint exercises with industry partners including Emera Brunswick to assess emergency notification and evacuation procedures
• Numerous community presentations on the role of SJEMO and presence at Community liaison groups regarding pipelines.
• Meeting with National Energy Board on Risk Assessment in the community.
2015 Major Initiatives, Major Projects and Emergency Manager Service Delivery Highlights
• Develop and practice specific site emergency response plans (postulated events) to augment the existing all hazards plan, for the purpose of
enhancing site specific catastrophic event mitigation and recovery.
• Identification and development personnel (network) to support the critical roles within the Emergency Operations Centre (EOC).
• Provide technical input into various Environmental Impact Assessments / NEB processes related to industrial opportunities in the community.
Approved 2015
130
73
Emergency Management Service — Service Levels and Resources
Strive to maintain an up -to -date
Emergency Plans (including Evacuation &
Emergency Management Units) with
regular operational testing (CSA Z1600).
Strive to ensure that an appropriate
number of people have been identified to
support a prolonged EMO event.
Strive to ensure documentation is
regularly updated
Strive to ensure the identified EMO
participants are adequately trained.
Approved 2015
• The regular engagement of numerous
EMO participants / stakeholders
through planning and exercises
• Effective response to events which
require EMO participation
• Familiarity with Emergency Plans as it
relates to community's risk.
• EOC fully functional within an hour of
the Emergency Measures Organization
activation.
The service strives to: minimize the
impact of emergencies on the residents,
property and environment of Saint
John; support effective and efficient
emergency operations and helps to
develop a knowledgeable and prepared
community. However without
dedicated human resources and
sufficient funding, service outputs are
diminishing.
Without dedicated human resources
and sufficient funding for the Service,
there will be no regular emergency
event exercises or regular employee
training. Emergency event exercises
and employees training will be
addressed on an ad hoc basis.
• Without dedicated human resources
and sufficient funding, public
awareness campaigns will not be
regular or ongoing. It will take longer
to create an informed public about
what to do during an emergency event.
Similarly sporadic awareness campaigns
lack effectiveness.
• The opportunity to lead EMO at the
regional level diminishes without
dedicated human resources.
131
Wages & Benefits $232,954
Goods & Services 59,647
Total Expenditures $292,601
Full Time Equivalent Positions (FTE)
Management /Professional 1.65
Inside Worked - Administrative 0.50
Total FTE 2.15
Administrative / Other Support Services
• Fleet — equipment availability —EMO
Command Trailer
• IT— Facilitates the technological,
software and communication needs of
the Emergency Operations Centre
PSCC — receives, records and
dispatches emergency calls as well as
acts as acts as a resource to the
Emergency Operations Centre during
activation
Communications — notifications,
assistance with public education and
awareness, crisis communications
preparedness
Other Service Areas — provide staff
support to the Emergency Operations
Centre as well as on scene
management when the EOC has been
activated
74
Transportation & Environment Services Overview
The Transportation and Environment Services team delivers services that support the community in
achieving its long -term vision and goal of creating a green, attractive city where people can get around safely
and easily. Services are delivered to provide an evolving array of convenient, comfortable, affordable and
efficient modes of transportation. Service also focuses on protecting the natural environment with the
maintenance of outstanding parks, green and other public space, while promoting a shared commitment to
environmental stewardship and keeping Saint John clean. Services delivered include Roadway Maintenance,
Sidewalk Maintenance, Pedestrian and Traffic Management, Stormwater Management, Solid Waste
Management, Parks and City Landscape, and Recreation and Sports Facilities. Engineering is an internal
support to the delivery of these services and other services delivered by the City.
Organizational Goals
To establish the City of Saint John as a service - based, results oriented, high performance public service
organization.
Service Based
• Considering the needs of the
community as a whole
• Creating opportunities for
citizen feedback and input
• Responding effectively and
efficiently to address
community needs
Approved 2015
Results Oriented
• Safe, efficient transportation
system with minimal service
interruption
• Quality, fiscally responsible
maintained infrastructure
• Clean and aesthetically
pleasing community
High Performance
• Collaborative, strategically
minded workforce
• Culture focused on
contributing to community
goals through service delivery
• Resource conscious and
accountable for results
132
Roadway
Maintenance Service
Sidewalk
Maintenance Service
Pedestrian and Traffic
Management Service
Stormwater
Management Service
Solid Waste
Management Service
Parks and City
Landscape Service
Sports and Recreation
Facilities Service
Engineering
75
Transportation & Environment Services Summary
Total Service
Storm Water Management Service
Stormwater Maintenance
Total Service
Solid Waste Collection Service
Solid Waste and Compost Collection
Total Service
Engineering
Approved 2015
2,345,317 2,352,228 20,000
FTE Notes
28.60
31.78
15.15
75.53
11.51
6.41
17.92
4.49
11.10
15.59
3,165,539
Approved
2014
Expenditures
2015
Revenue
Roadway Maintenance Service
3,385,292
0
15.26
Roadway Surface Maintenance
6,332,016
6,073,276
46,000
Roadway Snow and Ice Control
4,945,281
4,849,817
184,000
Street Cleaning
1,885,781
1,663,684
0
Total Service
13,163,078
12,586,777
230,000
Sidewalk Maintenance Service
Sidewalk Surface Maintenance
591,192
991,207
0
Sidewalk Winter Maintenance
902,609
907,160
0
Total Service
1,493,801
1,898,367
0
Pedestrian and Traffic Management Service
Traffic Enhancements
562,876
564,534
0
Traffic Maintenance
1,782,441
1,787,694
20,000
Total Service
Storm Water Management Service
Stormwater Maintenance
Total Service
Solid Waste Collection Service
Solid Waste and Compost Collection
Total Service
Engineering
Approved 2015
2,345,317 2,352,228 20,000
FTE Notes
28.60
31.78
15.15
75.53
11.51
6.41
17.92
4.49
11.10
15.59
3,165,539
3,385,292
0
15.26
3,165,539
3,385,292
0
15.26
3,547,444
3,546,103
0
15.91
3,547,444
3,546,103
0
15.91
499,369
484,575
2,000
4.04
133
76
Summary continued...
4dditional 1.5 FTE in Parking Service is funded through the Saint John Parking Commission and is part of the City's establishment
Approved 2015
134
77
Approved
2015
2014
Expenditures
Revenue
FTE Notes
Parks & City Landscape Service
Parks Maintenance
2,512,162
2,540,655
12.68
Urban Forestry
269,513
279,515
2.95
Lifeguards
117,720
120,663
Mispec Park
30,000
5,000
Saint John Horticultural Association
40,000
40,000
Total Service
2,969,395
2,985,833
15.63
Sports and Recreation Facilities Service
Arena Operation and Maintenance
1,508,706
1,502,745
773,569
11.76
Sports field Operation and Maintenance
1,224,401
1,273,653
89,758
9.66
Other Facility Operation and Maintenance
410,405
388,740
2.20
Sport Administration (Facility Booking)
Subsidies - Hockey
169,000
173,000
Subsidies — Aquatic Clubs
15,822
15,822
Lord Beaverbrook Rink
159,000
159,000
Aquatic Centre
322,070
406,890
Total Service
3,809,404
3,919,850
863,327
23.62
Parking Service (Administration Support)
560,379
648,379
1,595,000
*3.00
Transit Service
6,886,723
7,105,000
Total Transportation & Environment Services
$38,440,449
$38,912,404
$2,710,327
186.50
4dditional 1.5 FTE in Parking Service is funded through the Saint John Parking Commission and is part of the City's establishment
Approved 2015
134
77
Table of Contents — 2014 Service Plans
Roadway Maintenance Service ......................................................................................................................... ............................... 79
SidewalkMaintenance Service .......................................................................................................................... ............................... 85
Pedestrian and Traffic Management Service .................................................................................................... ............................... 89
StormwaterManagement Service .................................................................................................................... ............................... 94
SolidWaste Management Service ..................................................................................................................... ............................... 96
Parks& City Landscape Service .......................................................................................................................... ............................... 98
Sport and Recreation Facilities Service ........................................................................................................... ............................... 104
Engineering...................................................................................................................................................... ............................... 110
TransitService .................................................................................................................................................. ............................... 112
ParkingService ................................................................................................................................................. ............................... 114
Approved 2015 78
135
Roadway Maintenance Service
The Roadway Maintenance Service provides motorists and cyclists with
safe, functional roads and maintains accessibility of these roads through all
seasons. The service utilizes various techniques and processes to maintain
the integrity of the road surface and extend roadway service life, including
preventive maintenance activities (asphalt patching, crack - sealing) and
maintenance resurfacing of deteriorated roadway sections; mitigation of
the effects of snow and ice during the winter months; maintenance of
roadway structures (retaining walls, guiderails) and medians; surface
reinstatement of roadway excavations; and cleaning streets of sand and
debris.
Service Delivery
Roadways are maintained using a priority system based on
street classification (use / need) and traffic volumes. The goal is
to ensure that service is delivered to minimize the risk of injury
or property damage and service interruptions.
Priority 1: main streets, highway connections, emergency routes
Priority 2: major bus routes, schools, business areas
Priority 3: collector streets, minor bus routes, industrial parks
Priority 4: local or subdivision streets
In ensuring roadway maintenance is effective in providing the public with a safe and efficient transportation network, the City delivers several
programs. The following chart identifies each of these programs and the percentage of funds allocated to them to deliver a defined level of
service for 2014.
Roadway Maintenance Programs
o Surface Maintenance
■ Snow and Ice Control
N Street Cleaning
Approved 2015
Focus on asset management and integrated planning
Accessibility to various sustainable modes of transportation
Economic uncertainty, inflation, and supply and cost of materials
Global weather conditions and impact on safety and infrastructure
Inventory and condition assessment of transportation infrastructure
Innovation in maintenance techniques and methodologies
Organizational capacity
Expectations for safe, functional roads with timely service response
136
79
2014 Roadway Maintenance Service Accomplishments and Performance
Council Priority to implement recommendations for improvements to the City's roads using pavement condition index (PCI) measures and
increased funding did not result in an increased PCI for 2014. The PCI for 2014 decreased by 1.1% to 75.4 %. The results of the 2014 road
condition surveys revealed an enhanced deterioration of the City's road network. Even though funding from all sources facilitated the
resurfacing of 97 of the City's 1,236 lane kilometers (7.8 %) of roads; the benefit of the 2014 program was overshadowed by the impact of
the severe winter and the numerous freeze -thaw cycles. The winter of 2013/14 could be an anomaly. Staff will review the results of the
2015 road condition survey to determine if increased funding is required to achieve the target PCI.
a
a
d
to
d
a'
100
85
70
55
40
25
10
Total Average Pavement Condition (PCI)
for all City of Saint John Streets (asphalt surface only)
� PCI 77.5 PCI Target
M
U
a
For 2014, the pavement condition index (PCI) slight decrease from
the 2013 level of 76.5% but is still higher than the low of 72.8% in
2011. To achieve the PCI target of 77.5% it was previously
recommended that 61 lane kilometers of asphalt rehabilitation
and /or reconstruction be completed annually. Given the funds
allocated to the service in 2014, 73 lane km were enhanced through
milling and overlay; 5 lane km were enhanced through total
reconstruction and 19 lane km were enhanced through the localized
maintenance program.
Note: A correction in PCI results was applied to account for anomalies in the software. PCI is
calculated using a ten (10) year trend to determine the relative PCI from one year to the next
indicating improvement or decline in pavement condition. PCI includes assessment of
provincial roads (citizens do not consider responsibility for maintenance when determining
• Developed and implemented manhole inspection, retaining wall, and guide rail preventative maintenance programs to identify
infrastructure deficits and plan maintenance and replacement costs. Permanent repairs were completed for 85 structures as part of the
asphalt resurfacing program (75 General Operating and 10 Capital) and approximately 50 temporary repairs (asphalt collaring) were
completed until permanent repairs can be completed.
• Street sweeping completed for 97% of asphalt street inventory with curb and sidewalk only.
Approved 2015
137
-
• The primary service objective for winter roadway
maintenance was met 94% of the time and the secondary
service objective was met 93% of the time.
• Issues occurred during storms of higher severity due to
reduced equipment availability (winter operations are
hard on equipment). In many situations, objectives could
not be measured accurately as new storms started within
the timeframes set out in the service objectives.
• Winter parking ban supported more efficient operations
and a decrease in insurance claims and associated claim
costs resulting from incidents with parked cars and snow
clearing equipment (in relation to the severity of the
winter storm season).
• Initiated Brine program by purchasing two units, one east
and one west. The goal is to reduce the amount of salt
used by 20 %.
• Completed an operational and financial analysis of the
manhole raising component of asphalt resurfacing operations.
Percent kilometres of streets plowed to service level
standards for top 6 storm event for 2013 -2014
Winter Storm Season
■ Primary Standard Secondary Standard ♦ Storm Severity Index
100%
r
c
R
soi
C
60%
E
Y
40%
v
v
20%
0%
15 -12 -2013 22 -01 -2014 16 -02 -2014 14 -03 -2014 26 -03 -2014 01 -04 -2014
2015 Major Initiatives, Major Projects and Roadway Maintenance Service Delivery Highlights
• Continue to conduct an Operational and Financial Analysis of the asphalt maintenance activities (milling and roller activities);
• Revive the Spring Street Sweeping Program
• Develop and implement an operational balance between manhole raising and asphalt spreading activities
• Complete a roadway fencing inventory and condition assessment
• Assist with the development of a Streets and Sidewalks Bylaw that deals with Right -Of -Way encroachment
• Complete an operational /financial analysis for asphalt inspection services
Approved 2015
138
80
70
60
50
40
30
20
10
0
r
T
E
O
AA
81
Roadway Surface Maintenance Program - Service Levels and Resources
Asphalt maintenance of roadway surface
to maintain a network PCI of 77.5 %.
Repair potholes, asphalt damage and
shoulder drop -offs within the timelines
set out below after becoming aware of
the fact 80% of the time.
Emergency or Urgent (hazard to persons
or property, interrupts service or
potential to turn into a hazard and
> 200 cmz in area and 10 cm in depth)
• Priority 1 Streets —4 days
• Priority 2 Streets — 7 days
• Priority 3 Streets —14 days
• Priority 4 Streets — 30 days
Seasonal repair of potholes, asphalt
damage and shoulder drop -offs as
resources are available or when area
deteriorates to Urgent priority.
Repair or replacement of guiderail or
retaining walls that may be a hazard to
persons or property or interrupt service
within 1 month for guiderail and up to 2
years for major retaining walls of the
becoming aware of the fact.
Approved 2015
• 73 lane km resurfacing (mill and sea])
• 5 lane km resurfaced (total
reconstruction)
• 19 lane km resurfaced (localized
maintenance program)
• Over 2,000 potholes filled through
592 work orders (cold mix)
• 710 other work orders completed for
various types of asphalt repairs (patch
work, collaring, driveway apron
repairs, water rolls and asphalt
sidewalk repairs)
• 30 km of road shouldering (average)
• Requirements vary annually
depending on citizen requests and
inspection results.
• Service strives to maintain streets to
an acceptable standard to ensure
safety, extend service life, and achieve
the best value for the investments
made in these public assets.
• Proposed asphalt rehabilitation work
will support maintaining and minor
improvements to the PCI standards
and addresses a very small portion of
the infrastructure deficit. Investment
in asphalt rehabilitation reduces long
term costs associated with
maintenance and reconstruction of
streets.
• Cost - effective resurfacing of municipal
streets should be coordinated with
curb and sidewalk renewal in order to
realize the expected service life of the
street. Limited funding allocations for
curb in the operating budget (some
curb and sidewalk in capital) means
that the focus of the resurfacing
program will be on roads without curb
and sidewalk.
• Asphalt repair (potholes and damage)
addresses immediate safety and
liability concerns.
• Guidelines support customer service
improvement initiatives by providing
better information to citizens on
service expectations and reducing
work order deficit.
139
Wages & Benefits $2,010,073
Goods & Services 4,063,203
Total Expenditures $6,073,276
Revenue(PDH /RDH) $46,000
Full Time Equivalent Positions (FTE)
Management
1.03
Inside Workers
1.80
Outside Workers
25.77
TotaIFTE
28.60
Part Time Positions (PTE) 3.60
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — supply of materials
• Human Resources — staffing / training
• Communications — notifications, assist
with public awareness of service
expectations
• Police — Work Zone Safety monitoring
• GIS — inventorying and displaying
assets for management of
infrastructure
Tr
Roadway Snow and Ice Control Program - Service Levels and Resources
Plow all streets of snow (plowing) within
the City's road network to meet service
objectives after a storm event 100% of
the time.
Priority 1: 8 hours — bare travel lanes
2 days — bare curb to curb
Priority 2: 8 hours — bare centre line
2 days — bare travel lanes
Priority 3: 12 hours — bare centre line
3 days— bare travel lanes
Priority 4: 12 hours — accessible / packed
4 Days — bare center line
Remove snow as follows:
Priority 1: Before 20 cm accumulation or
a.s.a.p. after a major storm
Priority 2: Before 30 cm accumulation or
a.s.a.p. after a major storm
Priority 3: Before 60 cm accumulation or
a.s.a.p. after a major storm
Priority 4: As determined by conditions
Response to service requests for winter
drainage issues, plowing and snow
removal within 72 hours after end of
storm 80% of the time - action taken as
resources are available (immediate if
urgent). Drainage issues may not be
resolved until construction season.
Approved 2015
Average 10 -12 storm events annually
• 330.4 lane km Priority 1 (main streets,
emergency routes, highway connect)
• 185.4 lane km Priority 2 (bus routes,
schools, businesses areas)
• 255.4 lane km priority 3 (collector
streets, industrial parks, minor bus
routes)
• 572.4 lane km local streets /
subdivisions
• Tones of snow removed from streets
depends on accumulation and
severity of winter storm conditions
• Number of requests varies annually
• The service strives to enhance public
safety by providing functional streets
that allow safe movement of people,
vehicles and goods safely through the
extremes of winter snow and ice
events.
Ability to meet defined service
objectives is dependent on storm
severity and frequency as well as
equipment availability (winter
maintenance operations is hard on
equipment).
• The service strives to meet plowing
objectives for priority 3 and 4 streets.
The public should expect that initial
response or pass to these streets will
occur later than in past winter weather
seasons.
140
Wages & Benefits $2,236,388
Goods & Services 2,613,429
Total Expenditures $4,849,817
Revenue (PDH /RDH) $184,000
Full Time Equivalent Positions
Management
1.06
Inside Workers
0.60
Outside Workers
30.12
TotaIFTE
31.78
Part Time Positions (PTE)
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — supply of materials
• Human Resources — staffing / training
• Communications — notifications,
assists with public awareness of
service expectations
• Legal — parking / by -law enforcement
• Parking — enforcing the Traffic By -law
• Police — enforcing the Traffic By -law
for the Overnight Parking Ban in the
South Central Peninsula
• GIS — inventorying and displaying
assets for management of
infrastructure
7M
Street Cleaning Program - Service Levels and Resources
Weekly sweeping of streets in the
Central Business District
Weekly sweeping of city wide priority 1
streets
Annual sweeping of streets with curb
only and designated biking areas city
wide between April and mid - October
(i.e., streets swept once a year)
Maintain and collect garbage from City
barrels and pole baskets (inspected and
emptied 4 times / week)
Illegal dumping complaints cleaned up
within 5 days
Approved 2015
• 36.5 lane km streets
• 41 lane km streets
• 323 km streets annually
• 39 City barrels
• 101 pole baskets
• 352 illegal dumping clean -ups in 2013
• The service strives to clean streets of
sand and debris to make it safer and
cleaner for the community.
• Limiting sweeping operations to only
those streets with curbs minimizes the
impact on stormwater management
operations. However, in areas of the
City where materials and debris builds
up, line painting may deteriorate
faster, dust may be more difficult to
control and may pose a small safety
hazard to pedestrians, cyclists and
motorists.
• To maintain a healthy and attractive
urban environment, the Central
Business District (CBD) receives a
strong focus due to high density of
activity from citizens and tourists
including Cruise Ship visitors.
• The barrel /pole basket program
provides a valuable service in keeping
City streets clean on an ongoing basis.
• Illegal dumping clean -ups mitigate
construction debris on streets and
furniture that can be a fire hazard.
141
Wages & Benefits $1,013,698
Goods & Services 649,986
Total Expenditures $1,663,684
Full Time Equivalent Positions (FTE)
Management
0.62
Inside Workers
0.12
Outside Workers
14.41
TotaIFTE
15.15
Part Time Positions (PTE) 0.05
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — supply of materials
• Human Resources — staffing / training
• GIS — inventorying and displaying
assets for management of
infrastructure
X
Sidewalk Maintenance Service
The Sidewalk Maintenance Service provides pedestrians with safe and functional sidewalks, walkways and access ramps. The service consists
of maintenance of concrete, asphalt and brick infrastructure; installation and maintenance of access ramps; maintenance of grass medians and
other green spaces; mitigation of the effects of snow and ice during winter months; and effective lifecycle management of sidewalk assets.
Well maintained, connected and accessible sidewalk infrastructure allows all pedestrians to safely exercise or gain access to schools, businesses,
public transit or other destination.
Service Delivery
In ensuring sidewalk maintenance is effective in providing the public with a safe and efficient pedestrian network, the City delivers several
programs as part of its service delivery. The following chart identifies each of these programs and the percentage of funds allocated to them to
deliver a defined level of service for 2013.
Sidewalk Maintenance Programs
* Sidewalk Maintenance
o Sidewalk Snow and Ice Control
Approved 2015
Focus on asset management and integrated planning
Accessible municipal sidewalk, walkway and trail network
Economic uncertainty, inflation, and supply and cost of materials
Global weather conditions and impact on safety and infrastructure
Maintained infrastructure that connects neighbourhoods
Innovation in maintenance techniques and methodologies
Organizational capacity
Expectation for safe, functional sidewalks with timely service response
142
.M
2014 Sidewalk Maintenance Service Accomplishments and Performance
• The primary service objective for winter sidewalk maintenance
was met 67% the time and the secondary service objective was
met 92% of the time.
• The frequency, severity and wet weather events followed by
100%
sudden drops in temperatures resulted in an inability to meet
80%
the Service Objectives at a higher rate.
E
60%
• Completed a comprehensive review of the City's winter
40%
sidewalk inventory and enhanced the winter plowing maps.
.CU
zor
0%
Percent kilometres of sidewalks plowed
to service level standards for top 6 storm events.
2013 -2014 Winter Storm Season
15 -12 -2013 22 -01 -2014 16 -02 -2014 14 -03 -2014 26 -03 -2014 01 -04 -2014
2015 Major Initiatives, Major Projects, and Sidewalk Maintenance Service Delivery Highlights
• Continue to repair trip hazards with more efficient grinding equipment.
• Continue to improve accessibility of sidewalks by installing Access Ramps.
• Complete a full re- inspection of 50% of the City's sidewalk system to proactively identify Trip Hazards.
• Complete a brick /concrete /asphalt maintenance operational analysis
Approved 2015
143
80
70
60
50
40
30
20
10
0
x
e
`o
Sidewalk Maintenance Program - Service Levels and Resources
Repair Priority 1 Trip Hazards (sidewalks
that provide direct access to pedestrian
generators with lips or gaps of 25 mm or
greater) within 1 month of receiving a
request between May and October and
within 10 months between November
and April.
Repair Priority 2 Trip Hazards (sidewalks
that do not provide direct access to
pedestrian generators with lips or gaps of
25 mm or greater) within 9 months of
receiving a request between May and
October and within 18 months between
November and April.
Installation of barrier free accesses to
sidewalks at crosswalks.
Mowing of medians and other
greenspaces around sidewalks will not be
completed as part of service delivery
other than are required in areas where
sight -lines are obstructed.
Approved 2015
• Approximately 125 trip hazards
repaired annually
• 920 mzof brick sidewalk, 240 M 2 Of
concrete curb and 441 M 2 of concrete
sidewalk to replace asphalt curb and
sidewalk.
• 10 new access ramps installed
annually
• As required
The service strives to provide
maintenance that ensures there is a
clean, clear, accessible and safe place
for pedestrian traffic, focusing on (1)
repair or replacement of sidewalk
sections to eliminate trip hazards and
(2) installation of access ramps ensuring
sidewalks are accessible to everyone.
• Pedestrian safety improves with repair
to trip hazards.
• Mitigate liability to City with respect to
trips and fall resulting in injury to the
public.
• Lower priority trip hazards remain
unrepaired, with a small chance of
causing injury.
• Improve accessibility to the sidewalk
and walkway network for everyone.
• Mowing of greenspaces around
sidewalks will focus on public safety
issues resulting in areas of the City that
may not be as aesthetically pleasing.
144
Wages & Benefits $837,457
Goods & Services 153.750
Total Expenditures $991,207
Full Time Equivalent Positions (FTE)
Management
0.41
Inside Workers
0.08
Outside Workers
11.02
TotaIFTE
11.51
Part Time Positions (PTE) 1.85
Administrative / Other Support Services
• Fleet — equipment availability
Purchasing —supply of materials
Human Resources — staffing / training
GIS — inventorying and displaying
assets for management of
infrastructure
M
Sidewalk Snow and Ice Control Program - Service Levels and Resources
Plow 61% of the sidewalks in the City to
the standards set out below 95% of the
time.
a) plow a pedestrian passage:
• Priority 1 within 12 hours
• Priority 2 and 3 within 24 hours
• Priority 4 within 72 hours
b) plow to a walking surface with traction
standard
• Priority 1 within 2 days
• Priority 2 and 3 within 3 days
• Priority 4 within 4 days
Approved 2015
240 km of sidewalks plowed based on
the following criteria:
• Higher pedestrian volumes (close
proximity to retail areas, SJ Transit bus
stops, schools)
• Continuity of a pedestrian system
• Sun exposure in melting snow and ice
• Efficiency of servicing by sidewalk
plowing equipment
• Higher vehicle volumes or speeds
• The service strives to remove snow
from a portion of the City's sidewalk
infrastructure during and after winter
storm events that include salting and
sanding operations, supporting the
safe, efficient flow of pedestrian traffic
in a portion of the City.
• With the right- sizing of equipment to
support snow control operations, the
public should expect that initial
response (or first pass) to sidewalks
may occur later than in past winter
weather seasons.
145
Wages & Benefits $455,020
Goods & Services 452,140
Total Expenditures $907,160
Full Time Equivalent Positions (FTE)
Management
0.23
Inside Workers
0.22
Outside Workers
5.96
TotaIFTE
6.41
Critical Internal Service Support
• Fleet — equipment availability
• Purchasing — supply of materials
• Human Resources — staffing / training
• Communications — notifications,
assists in public awareness of service
expectations
• Insurance — claims for damage to
private property from city vehicles and
trip and fall claims
• Legal — defense of trip and fall claims
• GIS — Inventorying and displaying
assets for management of
infrastructure
::
Pedestrian & Traffic Management Service
The Pedestrian & Traffic Management Service strives to provide motorists, cyclists and pedestrians with safe, efficient, organized and
synchronized use of the transportation network and maximizes the benefit of the system for all users. This service promotes use of best
practices and standards of the Transportation Association of Canada, the Institute of Transportation Engineers and the International Municipal
Signal Association. This service is guided by the Provincial Motor Vehicle Act and City's Traffic By -Law. The Service consists of year round
maintenance of traffic and pedestrian signals, traffic control and informational (e.g., street name) signage and seasonal painting of traffic lane
lines and markings. The Service also investigates community requests, then implements where warranted traffic flow or safety improvement
enhancements.
Service Delivery
In ensuring the public is provided with a safe and efficient multi -modal transportation network, the City delivers several programs as part of its
service delivery. The following chart identifies each of these programs and the percentage of funds allocated to them to deliver a defined level
of service for 2014.
Pedestrian and Traffic Management Programs
WTraffic Maintenance
0 Traffic Enhancements
Approved 2015
Road users' knowledge in and participation in following traffic rules
Accessibility to various sustainable modes of transportation
Economic uncertainty, inflation, and supply and cost of materials
Environmental considerations in traffic management
Regulations, legislation, industry best practices related to roadway safety
Innovation in maintenance techniques and methodologies
Organizational capacity; Cooperation with enforcement officers
Land development that changes traffic flow and demand
Age and /or condition of existing infrastructure
146
-
2014 Pedestrian & Traffic Management Service Accomplishments and Performance
• Re- painted 100% of the traffic markings (hatches /arrows /crosswalks /lane stop lines) except some hatches and traffic lane lines inventory
• Completed installation of Pedestrian Signals on Main Street West
• Planned completion of two railway crossing safety assessments with railway and provincial DTI
• Participated in SafeKids event to teach safe use of signalized crosswalks to children
• Planned completion of Pedestrian Signals on Station Street in front of Harbour Station
• Pilot installation of a wireless, solar powered Pedestrian Signal system at the Coburg /Garden intersection
• Facilitated and worked with community in enhancing a crosswalk near Beaconsfield School
• Worked with Learn & Go group regarding a traffic calming /pedestrian safety study at the Pitt /Elliot intersection
• Assessed several design plans and reports for planned land development from a traffic engineering perspective
• Reported to Common Council relating to on- street parking on Greendale Crescent, Regent Street, Creighton Avenue and Champlain Drive
• Implemented three Safer School Zones Projects at Bayview, Prince Charles and Bayside schools
• Completed a service review of the City's Crossing Guard Program
• Commenced implementation of a walking safety education campaign for children
• Finished installation of an Accessible Pedestrian System (APS) at the intersections of Consumers Drive /Westmorland Road and Union Street/
Sydney Street
• Finished and added a Traffic Signal Division to the City's General Specifications
• Completed 48 traffic flow or safety improvement investigations or enhancements. More significant projects are detailed above.
• Completed 126 traffic signal maintenance job orders
Approved 2015 90
147
2015 Major Initiative, Major Projects and Pedestrian & Traffic Management Service Delivery Highlights
• Complete 33% of a Transportation Master Plan (that supports Plan SJ)
• Improve traffic flow along Loch Lomond Road
• Recommended an updated and consolidated Traffic By -Law and seek Common Council and Provincial Registrar of Motor Vehicles approval
• Complete three Safer School Zone Projects (Champlain, Centennial, and Forest Hills)
• Complete 100 Job Orders related to investigating or completing enhancements in response to requests from citizens for improved traffic flow
or safety
• Continue managing the City's crossing guard program
• Continue implementation of a walking safety education campaign for children
• Installation of wireless, solar powered Pedestrian Signal systems at six additional locations including an APS installation
Approved 2015 91
148
Traffic Maintenance Program - Service Levels and Resources
Annual painting of all traffic lines and
required street markings (based on
previous markings)
Maintenance of signalized intersections
with a focus on proactively replacing worn
out equipment:
• Temporary solution to Priority 1 signal
maintenance activities such as
malfunctioning red /amber lights,
removed or loose poles and lights to be
completed within 24 of a request with a
permanent solution to follow.
• Priority 2 signal maintenance activities
such as malfunctioning low volume
intersection or some preventative
maintenance tasks to be completed
within 1 month of a request.
Maintenance of the City's inventory of
traffic and information signage:
• Priority 1 sign maintenance activities
(missing Stop and Yield signs) to be
completed within 8 hours of a request
• Priority 2 sign maintenance activities
(missing Warning, Pedestrian crossing,
School Zone, or Street Name signs) to
be completed within 1 month of a
request
• 350 kilometers of traffic lines
• 3,300 traffic markings including
crosswalks
• 71 signalized intersections
• 23 red /amber flashing lights
• 11 signalized pedestrian crossings
• Inspection and inventory of signalized
intersections infrastructure to continue
• 2,000 (approximately) maintained /
installed annually
• Inspection and inventory of sign
infrastructure to continue
Manage school crossing guard program • 30 locations
morning, lunch (some locations) and after
school (September through June)
Approved 2015
• Well- maintained traffic control devices
(signs, markings, signals) remain visible
to roadway users toward keeping them
and other users safe.
• Current inventory of traffic control
markings and signs can be maintained.
• An outstanding opportunity to reach
resources required to preventatively
maintain installed traffic signals exists.
• High priority signage can be maintained
in a timely manner, lower priority (e.g.,
parking and guide signs) will take longer
to replace.
149
Wages & Benefits $993,360
Goods & Services 794,334
Total Expenditures $1,787,694
Revenue $20,000
Full Time Equivalent Positions (FTE)
Management
0.81
Inside Workers
3.51
Outside Workers
6.78
TotaIFTE
11.10
Part Time Positions (PTE) 0.40
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — supply of materials
• Human Resources — staffing / training
• GIS — inventorying and displaying
assets for management of
infrastructure
92
Traffic Enhancements Program - Service Levels and Resources
Priority 1 traffic enhancements that meet
the following criteria to be completed
within 1 year of request:
• Potential immediate hazard to road
users
• Intersections that experience a Failing
Level of Service
• Potential pedestrian crossings providing
direct access to high pedestrian
generators
Approved 2015
Complete 25 traffic flow or safety
improvement investigations or
enhancements, such as those related to
• Traffic calming
• Parking restrictions
• Bike lanes
• Pedestrian crosswalks
• Street lighting
• Vehicle traffic flow
• The service strives to improve safety
and enhance the flow of movement
for pedestrian, bicycle, and vehicular
traffic.
• Service delivery is focused on only the
highest priority citizen requests with
resolution of many requests being
delayed.
• An updated Transportation Master
Plan would assist in guiding long term
investment and decision making in the
City's transportation system with the
resources required to complete it
150
Wages & Benefits $313,692
Goods & Services 250.842
Total Expenditures $564,534
Full Time Equivalent Positions
Management
0.33
Inside Workers
1.42
Outside Workers
2.74
TotaIFTE
4.49
Part Time Positions (PTE) 0.15
Administrative / Other Support Services
• Human Resources —staffing/ training
• Communications — notifications, assists
with public awareness of service
expectations
93
Stormwater Maintenance Service
The Stormwater Management Service provides
neighbourhoods, roadway users and adjacent property owners
with functional public drainage systems: the minor (piped)
component designed to convey runoff from a 1 in 5 -year level
storm and the major (overland) system a 1 in 100 -year return
period storm. The service utilizes various techniques and
Service Drivers
Focus on asset management and preventive maintenance
Expanding infrastructure
Combined sewers
Economic uncertainty, inflation, and supply and cost of materials
processes to maintain the integrity of drainage courses, ditches, Changing weather conditions
culverts, storm sewers, combined sewers (through SJ Water), Regulations around stormwater retention and management
manholes and catch - basins. The service involves a
Organizational capacity
comprehensive system of inspection, preventive maintenance
and repair of drainage systems, and reporting on infrastructure Public expectations related to stormwater management and response
condition.
2014 Stormwater Management Service Accomplishments and Performance
• Completed 7 local drainage projects.
• Completed the new West Depot and moved the West TES section to this location.
• Installed new plastic CB and MH on Farry Cove Lane as a pilot project. This new type of infrastructure has a life expectance 3 times that of
concrete.
2015 Major Initiatives, Major Projects and Stormwater Maintenance Service Delivery Highlights
• Continue with ditching and culvert inventory and condition assessment.
• Work with Planning to assist with the development of a Stormwater By -law
• Coordinate the Guide Rail capital project.
• Ongoing stormwater infrastructure inventory condition assessments and local drainage projects.
Approved 2015 94
151
Stormwater Maintenance Program - Service Levels and Resources
Preventative maintenance of stormwater
piping infrastructure:
• Stormwater lines videoed and inspected
• Catch basins cleaned on a 7 - year cycle
Complete 70% of all Priority 1 Critical or
Emergency Service Requests - hazard to
persons or property, catastrophic causing
interruptions to service delivery.
Response is within the construction
season (April to October)
Approved 2015
• 1,100 catch basins as of November 18,
2014
• Completed 119 of 144 priority 1 service
requests (83 %)
• 9 stormwater lines repaired
• 30 culverts replaced
• 49 structures repaired / adjusted
• 7 local drainage projects
• 4.7 km ditching
• Above Data as of November 18, 2014
• The service strives to effectively control
erosion and mitigate potential damage
caused by flooding
Wages & Benefits $1,206,253
Goods & Services 2,179,039
Total Expenditures $3,385,292
• Removal of material from the piped Full Time Equivalent Positions (FTE)
system to prevent blockages and failure Management 0.82
Inside Workers 2.25
Outside Workers 12.19
TotaIFTE 15.26
• Permit overland drainage of water off
of roads and away from properties to
mitigate flooding
152
Part Time Equivalents 3.09
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — supply of materials
• Human Resources — staffing / training
• Communications —flood warnings,
preparedness notifications
• Insurance— claims for damage to
private property from flooded
basements
• Legal — defense of liability for flooded
basements as necessary
95
Solid Waste Management Service
The Solid Waste Management Service provides effective and
efficient collection and disposal of refuse and compost waste to
residential households. Working with the public, the goal is to
achieve optimal waste diversion and to reduce environmental
degradation. Collection is carried out in accordance to the Solid
Waste By -law and the guidelines set out by the Fundy Region
Solid Waste Commission
Focus on sustainability (waste diversion)
Regional partnership relationships, landfill operations
Illegal dumping considerations
Geographic characteristics of the community
Changing customer base (residential mix in relation to commercial)
Organizational capacity, nature of labour intensive work
Public expectations related to collection and diversion
2014 Solid Waste Management Service Accomplishments and Performance
• Completing collection routes within an eight (8) hour shift at least
99% of the time. The chart to the right illustrates the percentage
of collection routes completed within an 8 hour shift. The results
show a steady improvement in the efficiency of service delivery
over previous years.
• 2,990 bulky items were collected from 1,968 households in 2013
Approved 2015
120%
100%
80%
U0 60%
N
40%
CO 20%
0%
153
Pecentage of collection routes completed
within an 8 hour shift in 2014.
Refuse Compost Target 95% Tonnage Tonnage
•
>a °�aA ` lac` PQc
1,200
1,000
800
600 c
C
400 10
011
0
.�
2015 Major Initiatives, Major Projects and Solid Waste Management Service Delivery Highlights
• Report to Council regarding Strategic Service activities such as recycling programs.
• Report to Council for approval of updated Solid Waste Bylaw M -2 for the storage, collection and disposal of solid waste
• Partner with Fundy Region Solid Waste Commission to increase composting & environmental education
Solid Waste Collection Program - Service Levels and Resources
Ensure all residential refuse and compost
collection routes are completed within
an eight (8) hour shift not less than 95%
of the time.
Annual delivery of Bulky Item Pick -Up
(scheduled) and White Goods Drop -Off
programs.
Partner with community organizations to
assist improving the local environment.
Approved 2015
• 22,190 residential household units
covering 53 City administered routes
• Approximately 11,225 tons of refuse
and 3,510 tons of compost (2013)
• Year round bulky item pick -up
(Wednesday scheduled pick -up) with
approximately 2,990 items collected
• 4 White Good Drop -Off days (May &
October) with approximately 324
items collected
• 1,000 gloves /1,500 bags and garbage
pickup to 14 neighbourhood cleanups
in ACAP partnership
• Waste Reduction Week / Yard Waste
Program (Partnership with Fundy
Region Solid Waste to promote
awareness, funding component)
• The service strives to provide efficient
Wages & Benefits
$1,059,044
collection of refuse and compost for
Goods & Services
2,487,059
residential households.
Total Expenditures
$3,546,103
• Solid waste collection improves
Full Time Equivalent Positions (FTE)
quality of life by creating a healthy,
Management
0.86
clean place to live work and play.
Inside Workers
0.65
• Supporting waste diversion programs
Outside Workers
14.40
contributes to a sustainable
Total FTE
15.91
environment.
154
Part Time Positions 0.05
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — supply of materials
• Human Resources — staffing / training
• Communications — assists with public
education
• Legal — support by -law enforcement
97
Parks & City Landscape Service
The Parks & City Landscape Service provides citizens and visitors to the community access to parks and open green spaces for their recreational
and leisure needs. Service delivery is achieved through the development, operation and maintenance of all community parks, squares, trails,
tourist sites, and City right of ways, the preservation and protection of our natural areas, and urban forestry operations and initiatives.
Service Delivery
In ensuring parks and city landscape maintenance is effective in improving the environment, the City delivers several programs as part of its
service delivery. The following chart identifies each of these programs and the percentage of funds allocated to them to deliver a defined level
of service for 2015.
Parks & City Landscape Programs
* Parks Maintenance
o Urban Forestry
u Rockwood Park
Approved 2015
Focus of sustainability, asset management, expanding infrastructure
Regulatory and legislative requirements related to maintenance
Increasing use of public parks and squares for events
Extreme weather conditions and impact on trees and plants
Geographic area of Saint John
Vandalism
Changes to tracking and reporting on Tangible Capital Assets
Increasing in -kind support for community cleanups and other neighbourhood
park enhancements
155
2014 Parks & City Landscape Accomplishments and Performance
• Coordinated local green space park and trail improvements in conjunction with
community groups at: Rockwood Park, Harbour Passage, Rainbow Park and the
Waterloo Village.
• City Urban Forestry service responded to emergency requests for tree service City-
wide in the aftermath of the winter ice storms and Tropical Storm Arthur.
• Coordinated City -wide curb side debris cleanup program with other TES service areas
post Tropical Storm Arthur.
• Coordinated with Deloitte Inc. "Impact Day" to re -plant 24 trees in uptown parks and
also worked with ACAP to revitalize the green space entering the Tin Can Beach area.
• Supported installation of two public art pieces (shards of Time /sculpturesJ 2015) and two
interpretive eco -hubs along Harbour Passage.
• Expanded spring and summer planting programs.
• Expanded annual winter lights program to include Prince William Street
• Supported beautification efforts at local area schools for Arbor and Trees Canada Days.
• Provided leadership, maintenance and technical support for the 14th year of Marigolds
on Main.
• Improved seating around the King's Square bandstand with new benches installed.
• Supported King's Square entertainment series with over 40 events.
• Supported 26 local farmer's market events in City Parks.
Percentage of Citizens Satisfied with
Parks and Trails
Z00%
a v so% •� .
�.2
> .,_
v ao%
v E
n. o
20%
0%
2010 2011 2012
Citizen satisfaction is an indicator of how well service
delivery is addressing the community's needs. Satisfaction
with service is determined through an independent survey
of Saint John citizens. From 2010 to 2012, it is clear that
citizens are very satisfied with park and trail systems in the
community. A survey was not conducted in 2013.
Satisfaction results in Saint John are consistent with
municipal norms calculated by the consultant (Ipsos Reid)
of 90 %.
• Supported neighbourhood cleanup efforts at Rainbow Park, Chown Field and in the Old North End.
• Planned and supported the re- dedication of Quinton Heights Park to Cst. Douglas Larche Memorial Park
• Completed Rockwood Park trails infrastructure assessment (bridges, culverts, signposts, etc...).
Approved 2015
156
..
• Provided resources and assistance for 71 major events such as South End Days, Earth Day, Canada Day, New Brunswick Day, Labour Day,
Marathon by the Sea, Marsh Creek Eco- Challenge, Pavilion Cup, Soap Box Derby, New Year's Eve, Mayor's Christmas Tree, Winter Lights
Program as well as many other smaller events.
• Established and supported streetscape beautification programs for Main St West, Main St North and Waterloo St.
• Installed 3 remote sensored solar compacting waste receptacles in the uptown area.
• Established partnership with DMO to coordinate marketing of Rockwood Park in support of park stakeholders.
• Executed tender process for Rockwood Park Golf Course operations management agreement.
2015 Major Initiatives, Major Projects and Parks & City Landscape Service Delivery Highlights
• Complete Rockwood Park Arboretum Revitalization plan (mapping, signage and interpretive materials)
• Establish City of Saint John Parks and Public Spaces Dog management strategy (research best practices, communication, public education, off
leash areas, coordinating with bark park users)
• Implement new online reservation process for events taking place in City parks
• Implement new snow trail grooming process and equipment to increase outside winter recreation opportunities.
• Install new children's mountain biking skills track at Rockwood Park, in partnership with volunteer groups.
Approved 2015
157
100
Parks Maintenance Program — Service Levels and Resources
Year round daily maintenance of
Rockwood Park including:
• Mowing, snow removal, planting, leaf
removal, turf maintenance, tree
planting, tree pruning, lighting
maintenance, fertilizing, watering,
pruning, garbage clean up and removal.
• Cross country and snowshoeing trails
maintained
• Mountain biking and general use trail
system maintained
Year round daily maintenance of 14
community parks including:
• Mowing, snow removal, planting, leaf
removal, turf maintenance, tree
planting, tree pruning, lighting
maintenance, fertilizing, watering,
pruning, garbage clean up and removal
• Christmas decoration, set up and
removal
• Water features maintenance.
Approved 2015
• 2,200 acres of nature park space
available for public use year -round
• 56 kms of general use and wilderness
trails maintained
• 30 acres of community parks, such as:
• King's Square
• Queen Square
• Loyalist Burial Grounds
• Harbour Passage
• Victoria Square
• 90,000 annuals planted annually
• 16,000 flower bulbs planted annually
• Service strives to improve the urban
environment by offering highly
maintained parks, greenspaces, trails
and tourist sites. These greenspaces
provide people with safe and beautiful
spaces for both leisure and active
pursuits.
• A wide range of trails are available to
make active living easily accessible to
citizens of all fitness levels and age
groups.
• A first class nature park is available and
easily accessible in the city core, which
promotes healthy living through
connection with nature.
• Environmental benefits include better
air quality, increased water retention
and reduction of noise and pollution.
• Beautiful public spaces increase
property values and promote
community building through citizen
interaction.
158
Wages & Benefits $1,453,808
Goods & Services 1,086,847
Total Expenditures $2,540,655
Lifeguard Grant $120,663
Mispec Park 5,000
Horticultural Society Grant 40,000
Total Grants $165,663
Full Time Equivalent Positions (FTE)
Management
1.38
Inside Workers
2.00
Outside Workers
9.30
TotaIFTE
12.68
Part Time FTE 13.99
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — supply of materials
• Facilities Management — building
maintenance and capital
improvements
• Human Resources — staffing / training
• Communications — signage and
promotion of facilities, communication
material development
101
Parks - Resources and Service Levels Continued...
City right -of -way turf maintenance and
Tourist Information Center maintenance:
• Seasonal mowing and trimming
• Soil and pest management as
determined necessary by trained staff
• General clean up and garbage removal
• Washroom cleaning and maintenance
• 134 acres of turf maintained (right -of- • All visitors can easily access Saint John
way) parks and see the pride taken in our
• 6 Tourist Information Sites maintained community.
Seasonal operation and maintenance of •
public beaches:
• Greenspace maintenance, beach
cleaning, and garbage removal
• Lifeguard program supervision
Support various community projects
Approved 2015
Public access (unsupervised) to 5
beaches open 7 days a week from June
to September
• Dominion Park
• Lily Lake
• Little River Reservoir
• Tucker Park
• Fisher Lake
• Marigolds on Main - Support planting of
300,000 marigolds with school children,
and all subsequent maintenance
• Flag Maintenance - Raise and lower all
city flags. Replace as necessary
• Community Gardens - 3 Community
gardens established and maintained —
soil, fencing, water
• Christmas Decorations — Uptown SJ
Christmas Tree program and lighting
• Right of ways maintained to safe
driving standards.
• Orderly City appearance maintained to
foster respect for all public spaces.
• Active living options for entire families
which encourages healthy lifestyles
and community building through
recreation and leisure activities.
• Respect shown to other regions of the
province and country, and also to
veterans through proper flag display
etiquette.
• Environmental awareness raised
through local food production and
community pride instilled in citizens at
a very young age.
• Establishing strong working
relationships between local
government and community groups
working for positive change.
• Additional funds in 2013 for lifeguard
program ($30,000) to extend season
to September 2nd and Mispec Park
($45,000) to contract operations and
maintenance.
159
102
Urban Forestry Program — Service Levels and Resources
Maintain existing streetscape tree canopy • 80 trees maintained preventatively
through the timely removal, maintenance annually
(pruning, fertilize) • 25 unhealthy /dead trees removed
Increase urban forestry canopy by • 25 trees planted (new and
planting new and replacing unhealthy replacements)
existing trees
Respond to citizen requests for tree • Historical average of 250 service
hazards within 4 days (assessed for safety requests for tree maintenance
immediately)
Response to special community -based • Approximately 50+ special requests
groups requests (Christmas decorations, requiring various amount of effort
banners and flags, parks improvement)
Approved 2015
• Service strives to eliminate hazards and
improve the health and aesthetics of
the urban environment.
Resources support efforts to achieve
international municipal urban forestry
standards, so the community can
realize the full benefit the urban forest
(e.g., stormwater mitigation, increase in
asphalt life expectance, improving air
quality, aesthetics).
• Service delivery is reactive to hazards
and not currently meeting municipal
urban forestry preventative
maintenance standards.
160
Wages & Benefits $203,925
Goods & Services 75.590
Total Expenditures $279,515
Full Time Equivalent Positions (FTE)
Management 0.25
Outside Workers 2.70
TotalFTE 2.95
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — supply of materials
• Facilities Management— building
maintenance and capital improvements
• Human Resources —staffing /training
103
Sports and Recreation Facilities Service
The Sports and Recreation Facilities Service is a public service that provides all citizens with access to a wide range of indoor /outdoor sport and
recreation opportunities. This service is delivered through the scheduling, booking and maintenance of facilities that include sport fields,
arenas, parks, and playgrounds. The service also provides event management support and coordination of special community events.
Service Delivery
In ensuring sports and recreation facilities maintenance is effective in providing spaces for citizens to recreate and enjoy leisure activities, the
City delivers several programs as part of its service delivery. The following chart identifies each of these programs and the percentage of funds
allocated to them to deliver a defined level of service for 2015.
Sports and Recreation Facilities Maintenance Programs
Approved 2015
Focus of sustainability and asset management for aging facilities
Aging facilities require increased maintenance funds
Implementation of PlaySJ
Economic uncertainty, inflation, and supply and cost of materials
Growth and diversity in population (age, culture, accessibility)
Recreation recognized as a community priority
Regulatory requirements for turf maintenance
Changes to tracking and reporting on Tangible Capital Assets
Formal agreements for maintenance of provincial (school) facilities
161
104
2014 Sports & Recreation Facilities Accomplishments and Performance
• Partnered with Anglophone South School District on field and playground
maintenance projects at Champlain Heights and M. Gerald Teed.
• Improved turf maintenance practices to support best practices of Integrated Pest
Management and Canadian Sports Turf Association standards.
• Consolidated and centralized the booking of all Anglophone South School District
fields with City of Saint John fields to one point of contact allowing for better usage
management and customer satisfaction generating approximately $7,100 in
additional revenue.
• Developed field and playground maintenance manual outlining current condition
and recommendations for quality improvements based on industry standards and
best practices.
• Developed Field Allocation and Management Policy including rain out protocols with
user feedback and input.
• Replaced infields and warning tracks on all class A fields with new engineered infield
mix.
• Spring /Summer ice allocated and managed by City of Saint John to allow for more
equitable access for all program operators while resulting in approximately $114,000
in additional revenue.
• Provided logistical support for 6 races and special community events
Percentage of Citizens Satisfied with
Recreation Facilities
100%
v 80%
C -
R
v> m 60%
�n
m
v ao%
v o
aN
20%
0%
2010 2011 2012
Citizen satisfaction is an indicator of how well service
delivery is addressing the community's needs. Satisfaction
with service is determined through an independent survey
of Saint John citizens (a survey was not conducted in
2013). Results from 2010 to 2012 indicate that citizens are
generally satisfied with recreation facilities in the
community. Satisfaction results in Saint John are below
the municipal norms calculated by the consultant (Ipsos
Reid) of 87%.
• Hosted 7 tournaments including 1 National and 2 provincial championships on city fields.
• Redevelopment of Glen Road Playground with benches, planter boxes, turf reinstatement, and walking trail.
• Completed several Capital projects including replacement of ball field fencing and the construction of the new Emera New Brunswick Field at
Shamrock Park
Approved 2015
162
105
Partnered with the Milford Community Association, Emera New Brunswick and Canaport LNG to make significant improvements to the ball
field and play spaces at the Milford Community Centre
2015 Major Initiatives, Major Projects and Sport and Recreation Facilities Service Delivery Highlights
• Increase user fee charges for field and arena facilities by 2.5 %.
• Increase subsidy for arena youth sports in an attempt to off -set 2.5% increase of ice time rentals.
• Develop recreation facility cost recovery policy based on best practices and national trends.
• Collect soil samples of all City of Saint John fields to determine soil PH levels. The appropriate materials will then be applied based Sports
Turf Canada recommendations and best practices.
• Continue implementation of Play SJ, specifically the rationalization of neighbourhood playgrounds
Approved 2015
163
106
Arena Maintenance Program — Service Levels and Resources
Maintain ice daily at 4 civic arenas for
public use and organized sporting groups
Lobby, bathrooms, locker rooms,
bleachers, multi - purpose room cleaned
daily.
*Includes spring /summer ice
Approved 2015
• 4 ice surfaces
• Gorman Arena
• Stu Hurley Arena
• Peter Murray Arena
• Belyea Arena
• *13,704 hours (approximate) of
available Ice time
• *9,459 hours ice time booked
• Booked at 77% capacity
✓ Prime time at 100% capacity
• Approximately 12 ice floods daily
(hourly after each booking or public
skate)
• Youth Sport Subsidy $169,000
• Regular cleaning throughout the day
• Service strives to provide quality, safe
Wages & Benefits
$792,340
arenas and ice time for recreational
Goods & Services
710,405
opportunities for all residents to enjoy.
Total Expenditures
$1,502,745
• Each City arenas available for public
youth Arena Rental Grant
$173,000
use 18 hours per day, 7 days per week
Lord Beaverbrook Rink
159,000
from mid - October to the end of
Other Expenditures
$332,000
March.
• All prime time (4 pm to 10 pm Monday
Revenue
$773,569
to Friday and all day Saturday and
Sunday) ice booked with availability
Full Time Equivalent Positions (FTE)
during other times of the day.
Management
0.76
Outside Workers **
10.50
Inside workers
0.50
Total FTE
11.76
164
** FTE based on 26 weeks (seasonal operations)
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — supply of materials
• Facilities Management — electrical,
plumbing, carpentry work
• Human Resources — staffing / training
• Communications — promotion of
facilities
107
Sports field Maintenance Program - Service Levels and Resources
Class A Fields — Complexes with multiple
field surfaces, lights and amenities:
• Aerate, topdress, fertilize, overseed
completed mid - season and fall
• Mowed weekly
• Lined per game schedule
• Clean -up weekly
• Washroom cleaned daily
Class B Fields — Lower use, single sport
fields with no lights or amenities:
• Mowed weekly
• Response to requests (timing, clean-
up) as time permits
Class C Fields — Neighbourhood
greenspaces that see very limited use:
• Mowed every 2 weeks
• Response to requests (timing, clean-
up) as time permits
Approved 2015
• 4 Complexes (Shamrock, Memorial,
Forest Hills, Allison Grounds)
consisting of 7 Class A Fields
• 124,424 square meters of sports turf
maintained
• 16,947 hours of booking time
available (includes weekends - 8,038)
all fields)
• 3,404 hours booked (representing
67% of total available weekday
capacity May to Sept — tournament
play on weekends)
• Fields customer satisfaction survey
level of "Very Good"
• 14 Class B Fields (e.g., Havelock,
Beaconsfield, Barnhill)
•
• 5 Class C Fields (e.g., Dennis Morris
• Barrack Green)
• Limited maintenance on
o KBM
• Dennis Morris
• Chown
o Barrack Green
o St. Peters
• Service strives to provide quality, safe
sports fields for recreational
opportunities for all residents to
enjoy.
• The goal is to maintain facilities to
accepted standards (aesthetics and
safety) to encourage involvement in
structured recreational activities and
attract tournaments or special events.
168
165
Wages & Benefits $769,088
Goods & Services 504,565
Total Expenditures $1,273,653
Revenue $89,758
Full Time Equivalent Positions (FTE)
Management
0.76
Inside Workers
0.50
Outside Workers*
8.40
TotaIFTE
9.66
* FTE based on 26 weeks (seasonal operations)
Part Time FTE 2.41
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — supply of materials
• Facilities Management — electrical,
plumbing, carpentry work
• Human Resources — staffing / training
• Communications — promotion of
facilities
1:
Other Facility Maintenance Program — Service Levels and Resources
Splash Pads /Ice Pad:
• Filter cleaning twice per week
• Garbage and washroom cleaning daily
• Maintenance of system contracted to
Canada Games Aquatic Centre
• Ice Pad open Dec to Mar
• Ice flooded nightly or when required
• Snow removed from ice pad and
walkways as required
Playgrounds:
• Inspected (6) Regional and District
playgrounds once per month (May -
September)
• Inspected Neighbourhood Playgrounds
(41) twice per season (May and July)
• Mowing and litter pickup weekly
• Remove or replace broken equipment
as required
Tennis Courts:
• Putting nets up and down (seasonally)
• Maintain windscreens
• Litter pick -up daily
Basketball Courts:
• Nets maintained on request
• 2 splash pads (Rainbow Park and • Service strives to provide quality, safe
Wages & Benefits
$210,952
Fleming Court) playgrounds, tennis courts, basketball
Goods & Services
177,788
courts, and splash pads for recreational
Total Expenditures
$388,740
opportunities for all residents to enjoy
Aquatic Clubs Grant
$15,822
Aquatic Centre
406,890
Other Expenditures
$422,712
• 69 playgrounds- includes Anglophone
South School District Playgrounds:
• Maintenance only at Shamrock Park
(although 31 tennis courts City wide)
• 40 courts (e.g., Rainbow Park,
Dominion Park, Rockwood Park) Only
district courts maintained.
Full Time Equivalent Positions (FTE)
Management 0.10
Outside Workers* 2.10
TotaIFTE 2.20
* FTE based on 26 weeks (seasonal operations)
Part Time FTE
1.23
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — supply of materials
• Facilities Management — building
maintenance and capital
improvements
• Human Resources — staffing / training
• Communications — promotion of
facilities
Approved 2015 109
166
Engineering
The goal of the Engineering program is to provide professional engineering and technical staff resources for engineering support, design and
construction management for projects related to capital programs for the improvement of municipal infrastructure and to ensure the integrity
of that system through the implementation of sound engineering standards.
2014 Engineering Accomplishments and Performance
• In 2014 the following Stormwater system projects were undertaken to reduce flooding occurrences:
• Millidgeville Stormwater Detention Pond
• Milford Drainage Basin
• Honeysuckle /Sherbrooke Street Drainage Basin
2015 Major Initiatives, Major Projects and engineering Service Delivery Highlights
• The major initiatives for 2015 will be to continue with improvements to the storm systems and to undertake major Street Reconstruction
projects that will greatly improve the City's transportation network. Stormwater projects to reduce flooding occurrences will be designed and
constructed in the following areas:
• Conifer Crescent Stormwater Detention Pond
• Milford Drainage Basin
• Honeysuckle /Sherbrooke Street Drainage Basin
• Major Street Reconstruction projects will be completed in the following areas:
• Richmond Street (Waterloo Street to Prince Edward Street)
• Waterloo Street (Castle Street to Richmond Street)
• Belleview Avenue (Highland Road to Civic #72 Belleview Avenue)
• Jean Street (Loch Lomond Road to Courtenay Avenue)
Approved 2015
167
110
Engineering - Service Levels and Resources
Provide design and construction
management for the annual General Fund
Capital Program —Storm and
Transportation Categories as well as the
annual Water & Sewerage Utility Fund
Capital Program
Support annual review and revisions to
general specifications
Coordinate with the City's Finance and
Intergovernmental Affairs Divisions and
the Province and /or Federal Government
on infrastructure funding agreements
Approved 2015
• Infrastructure projects designed and
constructed and outlined in the Capital
program submission
• Updated general specifications
• Sound engineering design and
construction management is essential
to provide an efficient transportation
network and to protect the
environment and provide safe, clean
drinking water by providing
infrastructure that is built properly
using sound engineering standards.
• The development and application of
sound engineering standards ensures
• Funding agreements established to the long -term integrity of the City's
finance infrastructure upgrades transportation network, storm systems
and water and sanitary systems.
.:
Wages & Benefits $422,423
Goods & Services 62,152
Total Expenditures $484,575
Revenue $2,000
Full Time Equivalent Positions
Management 0.00
Professional 2.00
Inside Workers 2.04
Total FTE 4.04
Part -Time Positions 0
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — engagement of
consultants and contractors
• Human Resources — staffing / training
• Legal — land issues, agreements
• Real Estate — land issues, acquisition
• IT — support of software for design
and asset inventory
• Intergovernmental Affairs —
coordination of funding applications
111
Transit Service
The Transit Service is a public service that provides the community with safe, accessible and environmentally - friendly public transportation by
way of bus. Delivery of service is provided by Saint John Transit, a commission of the City of Saint John. Service consists of scheduled routes,
some of which are guaranteed to be accessible, parallel service for the physically disabled, bus charters and site seeing tours. Focused on the
environment, the Transit Service offers a number of environmentally friendly park and ride transportation programs within the community and
the region.
2014 Transit Service Accomplishments and Performance
• Saint John Transit ridership was virtually unchanged from 2014 maintaining a steady ridership of approximately 2.2 Million.
• Saint John Transit is pleased to report that despite the slight decline in cost recovery percentage (down from 46.8% to 46.0%), the transit
service is still well above the 2013 Canadian average for cities between 50,000 and 150,000 population at 33 %.
2015 Major Initiatives, Major Projects and engineering Service Delivery Highlights
• Continue to deliver service hours similar to 2014 until May 3rd when service hours will be reduced from 102,617 to 94,265.
• Strive to introduce an Automated Voice Announcement System to improve the accessibility Transit service for hearing and sight impaired
passengers.
• Multi -trip Fare Media (Monthly Passes and Trans - Cards) will be increasing by approximately 10% in April.
Approved 2015 112
169
Transit — Service Levels and Resources
Routes
• Service within 500 m of 80% of city
residents
• Main Routes: Monday to Friday —
(6 /7am to midnight), frequency is 20
minutes peak; 40 minutes off peak
• Feeder Routes: Monday to Friday —
6 /7am — 10pm, frequency of 30 -60
min
• Suburban Service : Monday to Friday
(two trips morning and evening)
• Saturday service is less frequent on
mains and feeder routes; Sunday
service is limited to four main routes,
Harbour Bridge and two feeder routes;
No service on Christmas Day
Other Service Provision
• Comex Service (as requested) at net
financial benefit to City
• Low entry buses for wheelchair
accessibility and riders with mobility
impairment —on scheduled routes
• Bike racks available on new buses
• Handi -bus service — available by
reservation Monday- Saturday 7am —
7pm with later hours (10pm) Tuesday
and Thursday; within City limits the
cost is $5,00 one way
• Charter bus service and City tours
available for service fee
Approved 2015
• 102,617 service hours of service
(94,265 after May 3rd)
• Projected 2.275 million ridership
(2013)
• Fare range of $2.50 - $3.50 /
Representing approximately 53% tax
subsidy
• In 2012, Saint John Transit reduced
annual service hours by 18% from
117,000 hours to 96,000 service hours.
To meet best practice service standards
that the Commission believes is the
correct goal for Saint John Transit,
would require about 120,000 service
hours per year. To target a sustainable
cities goal of 18 to 20% of the trips
taken in the Saint John area would likely
require in excess of 160,000 service
hours.
• With regards to suburban service, best
practices would suggest three return
trips in both the morning and
afternoon, provided they could be
operated with in a four hour period in
the morning and a four hour period in
the afternoon. A noon hour trip would
also be preferred as part of the
standard. Service standards should
represent the goal based on best
practices.
• Funds added in 2013 to enhance service
in the mornings and evenings and well
as to UNBSJ /SJRH.
170
Total Expenditures $10,201,478
Revenue (4,835,968)
Net Operating Expenses $5,365,510
Long Term Debt 1,739,490
Total Operating Subsidy $7,105,000
Administrative / Other Support Services
• Finance - administration
113
Parking Service
The Parking Service is a public service that provides all citizens access to both on- street (meters, permits, special events) and off - street (hourly
and monthly parking locations) places to park within the uptown area of the City. The service is managed through the Saint John Parking
Commission and is responsible for conducting research to maintain current data that supports the efficient operation of both on- street and off -
street parking facilities in meeting public needs; establishing a permanent coordinating system of parking facilities; planning, designing, locating,
acquiring, holding, constructing, improving, maintaining and operating, owing, leasing, either in the capacity of lessor or lessee, land, buildings
and facilities to be devoted to the parking of vehicles of any kind.
2014 Parking Service Accomplishments and Performance
The City of Saint John, in 2014, invested in 30 new parking meters to replace the
aging parking infrastructure currently employed on- street. The new parking
equipment is anticipated to increase meter revenue and improve the experience of
visitors to the uptown area.
A redesign of King Square North was undertaken to accommodate three additional
bus stops at this major connection point. Existing parking spaces on King Square
North and Sydney Street were changed to angled parking spaces to offset the loss
of parking spaces in the newly created bus stop area. Three pay and display
machines were installed; two on Sydney Street and one on King Square North.
In continuing to work towards the implementation of a pay -by -phone technology
(as per Council resolution), the City of Saint John entered into a pilot project with
Hotspot Parking Inc. Preliminary results indicate that the pilot project was
successful and the City of Saint John has agreed to extend the pilot until June 30,
2015 to allow additional time for further analysis. Pay -by -phone technology will
result in easier payment methods for citizens and reduce effort required to process
tickets.
Approved 2015
171
Percentage of citizens satisfied with the
overall level and quality of parking availability
100%
-a 80%
T)
60%
40%
v
a
20%
0%
2009 2010 2011 2012
Citizens have remained consistent in their satisfaction with parking
availability in Saint John from 2009 -2012.
114
Revenue for 2014 is projected to be lower than budget projection due to slow economic activity in the uptown core and fewer than projected
parking tickets issued.
• The Peel Plaza Parking Garage opened at the end of November 2013. There are a total of 446 parking spaces in the garage to be used for
both short -term and long -term parking.
2015 Major Initiatives, Major Projects and Service Delivery Highlights
• Repeal of the traffic and parking meter bylaws to revise to support better enforcement and parking capacity.
• Upgrade handheld ticket writing system and equipment.
• Upgrade several single head meters that accept coins, credit cards and smart cards.
• As per Council's direction, implement pay -by -phone service.
• Invest in an electronic vehicle chalking system for monitoring time limited parking areas.
Approved 2015
172
115
Parking — Service Levels and Resources
Manage all on- street parking including:
• maintenance of meters and pay -and-
display machines;
• parking by -law enforcement;
• issuance of residential and temporary
parking permits;
• support for snow bans;
• and parking administration (processing
- including tickets, complaints,
customer service)
Not included in the allocated resources is
the service provided by the Saint John
Parking Commission. Expenditures are
not budgeted for under the City's general
fund operating budget, rather under the
Commission's budget.
The Commission manages off - street
(surface lot and garages) parking
including:
Approved 2015
• 620 metered and pay- and - display on-
street parking spaces
• 35,000 average number of tickets
issued (annual)
• 900 average number of residential
parking permits issued (annual)
• 450 average number of temporary
parking permits issued (annual)
• Cost of on- street parking is $2.00 per
hour
• 33 Commission surface lots
• 2,260 Commission surface lot spaces
• 4 Commission centrally located
parking garages
• 680 Commission centrally located
parking garage spaces
• As a result of staff cuts in the Finance
Department in 2012, supervisory and
administrative responsibilities related
to parking tickets, summonses and
court processes continue to be
performed by Saint John Parking
Commission staff. Any reduction to
staffing levels would significantly
reduce customer service levels and
hinder summons and court processes.
• It is anticipated that the current level of
enforcement costs (Corps of
Commissionaires) will increase by 1.5%
in 2015. If the budget amount is
reduced, the SJPC would have to further
cut the number of enforcement officers
on- street which would reduce the
number of tickets issued and associated
fine revenue.
• Ability to meet revenue projects is
impacted by slow economic growth and
weather conditions (i.e., less ticketing
as a result of fewer snow storms and
snow bans).
173
Wages & Benefits *$80,090
Goods & Services 480,289
Parking Grant 88,000
Total Expenditures $648,379
Revenue $1,595,000
Full Time Equivalent Positions (FTE)
Inside Workers 3.00
TotalFTE 3.00
*Portion of Wages and Benefits
Other employees hired through Parking
Commission
Administrative / Other Support Services
• Road and Sidewalk Services — parking
signage, alternate side parking and
winter parking restrictions,
• Finance and Administrative Services
— administration and purchasing
• Legal — by -law amendments, parking
tickets (court)
116
Finance and Administrative Services Overview
The Finance and Administrative Services team enables the delivery of municipal services that are effective and
efficient in meeting the needs of our community. Service delivery focuses on responsible financial management
and sustainable life -cycle management of the City's physical assets (including fleet, facilities, real estate, and
materials management).
Organizational Goals
To establish the City of Saint John as a service - based, results oriented, high performance public service
organization.
Service Based
• Considering the needs of the
community as a whole
• Creating opportunities for
citizen feedback and input
• Responding effectively and
efficiently to address
community needs
Approved 2015
Results Oriented
• Fund the services provided to
the community using
sustainable financial resources
• Ensure corporate assets are of
high quality, fully utilized and
meet established standards
High Performance
• Collaborative, strategically
minded workforce
• Culture focused on contributing
to community goals through
service delivery
• Resource conscious and
accountable for results
174
Financial
Management Service
Finance
Pension Administration
Property Assessment
Asset
Management Service
Purchasing & Materials
Management
Risk Management (Insurance)
Fleet Management
Facilities Management
(Includes Carpentry Shop /City Hall)
Real Estate
117
Finance and Administrative Services Summary
Approved 2015
175
118
Approved
2015
2014
Expenditures
Revenue
FTE (Votes
Financial Management Service
Finance
1,845,817
1,873,663
2,837,900
24.00
Assessment
1,278,852
1,286,007
Total Service
3,124,669
3,159,670
2,837,900
24.00
Asset Management
Purchasing and Materials Management
1,056,147
1,061,631
9,000
13.00
Risk Management (Insurance)
272,430
267,860
3.00
Liability Insurance
615,500
650,000
Fleet Management
1,267,518
1,190,274
34.00
Facilities Management (inc Carpenter Shop /cityHall)
3,373,747
3,393,518
59,000
16.00
Real Estate
339,805
330,415
101,289
2.00
Total Service
6,925,147
6,893,698
169,289
68.00
Total Finance and Administrative Services
$10,049,816
$10,053,368
3,007,189
92.00
Approved 2015
175
118
Table of Contents — 2015 Service Plans
Financial Management Service.
Asset Management Service
Materials Management.
Risk Management..........
Fleet Management ........
Facilities Management..
Real Estate .....................
Approved 2015
................................................................................. ............................... 120
......................................................................................... ............................... 124
......................................................................................... ............................... 125
......................................................................................... ............................... 129
......................................................................................... ............................... 131
......................................................................................... ............................... 135
......................................................................................... ............................... 143
176
119
Financial Management Service
The Financial Management Service team provides guidance to Common Service Drivers
Council, the Corporation and a number of the City's agencies, boards and
commissions to ensure that resources are used in a fiscally responsible and Compliance with regulatory and legislative reporting requirements
sustainable manner. The service is responsible for financial planning and Focus on financial planning and policy development
reporting, controls, and decision - making required for the organization to Growth in the community
achieve its financial objectives with respect to service delivery, providing Global economy
advice and information that helps to ensure that decisions are informed Organizational capacity
and made in a timely manner. The Financial Management team manages
Expectations related to accountability /performance reporting
the accounting systems that support financial reporting requirements that
allow service areas to be both accountable and successful in meeting their Emerging technology
service objectives. The service also plays an important role in customer service relations with our citizen's, rate payers and vendors.
2014 Financial Management Service Accomplishments and Performance
• Improved process and information on Inventory listing of Tangible Capital Assets for Public Sector Accounting (PSA)
• Automated monthly and quarterly financial statements for Saint John Parking Commission, Saint John Transit Commission, Saint John
Industrial Parks and Saint John Non Profit Housing using CaseWare
• Produced all PSA financial statements using Caseware
• Process documentation for payroll process completed and scheduling and completing payroll audit on codes
• Continue to move all employees to electronic pay advices (EPay)
• Project plan established for Integrated Long term Financial Plan Program
• Dedicated a Financial Resource to be an integral part of the P3 project
• Improved on Audit completion dates
Approved 2015
177
120
• Improvements to Budget Analysis and Service Based Process — Consistent documents utilized for both
• Completed Harbour Clean up and Gas Tax audits
• Processed payments for goods and services acquired (9,000 cheques / 22,500 invoices)
• Cash center processed approximately 85,000 payments
• Staff hours serving customers in cash center is approximately 3,486
• Cash flow analysis done on a regular basis to ensure the City maintains sufficient funds for its day -to -day operations and to minimize
borrowing cost
• Administered funding agreements signed between the City and the Federal and Provincial governments
• Budget reports and analysis completed on a timely basis with improved cooperation with Finance and Service areas
• Maintained low debt service ratio (10.07 for the general fund)
• Supported responsible capital spending through long term forecast and project prioritization
• Processed and sent out 46,120 water and sewerage bills and 1,110 miscellaneous invoices for a total of 47,230
• Processed approximately 4,050 water and sewerage delinquent notices
• Continued testing and conversion from Radix to Sensus Meter Software (expect to be completed in 2015)
• Continued to work on documenting and providing information on the Shared Risk Pension Plan to the new Pension Director
• Produced annual employee Pension Statements for approximately 850 plus members prior to September 30th
• Completion of the 2013 Annual Report for the City (First one done in a number of years)
Approved 2015
178
121
2015 Major Initiatives, Major Projects and Financial Management Service Delivery Highlights
• Completion of TCA Policy for managing and sustaining the City's Capital Assets
• Investigate an asset management solution for the accounting of capital assets of the City
• Continue Financial support to the P3 Safe Clean Drinking Water Project
• Support the Water & Sewerage By -Law review
• Support resolution of expired negotiated water contracts
• Prepare consolidated financial statements for the City of Saint John (Earlier)
• Prepare financial statements for Saint John Transit Commission, Saint John Parking Commission, Saint John Non Profit Housing and Saint
John Industrial Parks
• Coordinate Annual Audits and special project audits
• Support and improve on the 2015 service -based budget process
• Finalize a Debt Management policy
• Continue with implementation of new banking software solution
• Co- ordination of disability applications with 3 d party claims provider
• Members Report for all Pension members
• File all required regulatory filings for the Pension Plan
• Continue process to complete audit for payroll codes and an audit plan for future
• Process and document completed for reconciliation of payroll fringe benefits
• Complete final rollout of electronic pay advices (EPay)
• Completion of the 2014 Annual Report earlier
Approved 2015
179
122
Financial Management - Service Levels and Resources
• Accounting — oversees the production of financial statements and reports for the
• Effective planning and stewardship of
Wages & Benefits
$1,961,916
City and agencies such as Saint John Non - Profit Housing, Transit, Parking and
financial resources provides the
Goods & Services
525,747
Industrial Parks. This service includes Chart of Accounts design and maintenance,
leadership required to ensure the long-
Recoveries
(614,000)
account reconciliation and year -end auditing functions.
term viability of the Corporation.
Total Expenditures
$1,873,663
• Cash Management — projects cash flow requirements, ensures all funds received are
• Sound financial management practices
Revenue
deposited in the City's bank account, sufficient funds are available for the City's day-
support the effective and efficient
Administrative Support *
$2,153,000
to -day operations and borrowing cost is minimized.
delivery of City services — ensuring the
Short Term Interest
350,000
• Debt Management — manages long -term debt instruments to ensure rea sonable
City can do what it planned to do in
contributing to the achievement of a
Miscellaneous
334,900
debt levels are maintained and financial obligations are promptly paid.
vision for the community.
Total Revenue
$2,837,900
• Long -term Financial Plan- develops long -term financial strategies to maintain
. Strong financial management processes
*Includes Legal Services for P3 of $65,000
sustainability and financial stability.
also make it easier for the City to report
• Revenue Billing and Collection — responsible for the collection of monies owed to the
back to its stakeholders on how well it
Full Time Equivalent Positions(FTE)
City for services rendered. This service includes the billing and collection of funds
has achieved its objectives; enhancing
Management
4.00
for a number of services, most notably Water & Sewerage services.
accountability in local government.
Inside Workers
20.00
TotalFTE
24.00
• Accounts Payable — pays the Corporation's financial obligations for goods and
• Budget submission includes funding for
services acquired.
a new resource for Asset Management
• Payroll - Process annual payroll of sixty four million dollars. Weekly payroll
processing for 980 + employees.
Process annual pension payroll of twenty seven million dollars, monthly payroll
processing for 850 + pensioners.
Complete numerous payroll requests from internal customers
Provide T4s and T4As to all employees and pensioners
• Pension Administration — Administrative services to the City of Saint John Shared
Risk Plan
Provide administrative support to the Pension Board, regulatory compliance,
employee /retiree benefit calculations, member communications and work with all
pension service providers especially in regards to the actuarial services
Approved 2015
:1
123
Asset Management Service
Asset Management incorporates the processes of selection, maintenance,
inspection and renewal of the City's physical assets. The goal is to minimize
the whole life cost of assets that are needed to deliver public services that
the community requires. The responsibilities for management of the City's
assets are shared by the following areas Fleet, Facilities Management,
Purchasing and Materials Management, and Real Estate.
Service Delivery
Compliance with regulatory and legislative service requirements
Focus on asset management
Global economy
Emerging technology
Organizational capacity
Service requirements and expectations
In ensuring the effective life -cycle management of the City's corporate assets several service programs are delivered to support efficient public
services address the needs and interests of the community.
• Materials Management
• Risk Management (Insurance)
• Fleet Management
• Facility Management
• Real Estate
Approved 2015
181
124
Materials Management
Materials Management is an enabling service that is responsible for providing professional procurement advice and services including:
• the promotion of competitive bidding for the City's needs through the preparation, issuance and receiving of various types of bid
solicitations such as public tender calls, requests for proposals and invited bids;
• monitoring compliance with the City's Procurement Policy, the Public Purchasing Act of the Province of New Brunswick and applicable
legislation and Trade Agreements;
• maintaining an internal inventory of commonly used parts and materials including automotive parts, water stock, and general
merchandise;
• administration of the Corporate Procurement Card Program; and
• disposal of surplus equipment.
2014 Materials Management Accomplishments and Performance
Procurement Projects
Request for Proposals
Facilitated the "Request for Proposal" procurement process, evaluation, interview process and
debriefing sessions for the following projects:
Engineering Services:
• Richmond / Waterloo Street Reconstruction
• Hickey Rd. / Colpitts Lift Station
• Fairville Blvd. Storm Sewer & Channel Upgrade
• Hays Ave. Watermain Extension
Approved 2015
Safe Clean Drinking Water Project:
• Request for Qualification Process and Evaluation to derive a shortlist
of three proponents.
182
125
Other Request for Proposals:
• CGAC Strategic Plan
• CGAC Lighting Upgrade
• Orthophotography
• Demolition 167 Prince William Street
• Lifeguard Services
• Shamrock Park Artificial Turf
• Transportation Strategic Plan
Public Tender Calls
Completed the tendering process for the following Projects
• Fire Safety Trailer
• SJPF Identification Van Retrofit
• Employee Benefits Review
• Management Job Evaluation and Compensation Review
• One Stop Communication Plan
• AutoCAD Civil 3D Software
• Rockwood Park Golf Course Lease
• Roof Replacement — Municipal Operations Complex Garage • Reinstatement of Utility Cuts
• Fence Replacement —St. Rose Ball field • Vehicle and Heavy Equipment Replacement
• Supply and Install Boiler for CGAC • Various Goods and Equipment
• Emera NB Field at Shamrock Park
Standing Offers and Requests for Quotes
Procurement staff established 59 standing offer agreements and issued 80 requests for quotations to
provide the necessary goods and services to all City departments.
Approved 2015
183
126
Inventory Stores
Achieved the best results to -date once again on the annual physical inventory count. Discrepancies have shown a steady decrease from year
to year. This year's physical inventory continued that trend with an outstanding 6% improvement over the previous year.
2015 Major Initiatives, Major Projects and Materials Management Service Delivery Highlights
• Work with the City Solicitor's office to update procurement methods for Publicly Advertised Bid Solicitations.
• Update City's Procurement Policy to align with changes to the newly enacted Procurement Act and Regulation.
• Facilitate the procurement processes required by the SCDWP.
• Support all departments with their projects with timely procurement advice, bid solicitations and awards.
• Incorporate required changes to procurement documents to enhance PSAB reporting.
2015 Additional Resources
No additional resources will be required for 2015.
Approved 2015
.,
127
Materials Management - Service Levels and Resources
• Ensure all City departments continue to comply with all are required Procurement
Legislation and required City Policies including:
• City's Procurement Policy
• New Brunswick Public Purchasing Act
• Atlantic Procurement Agreement
• Agreement on Internal Trade
• NB / Quebec Agreement
• Procure required goods and services for all City departments through established
tendering and request for proposal procedures.
• Provide a link to the vendor community on all matters relative to the procurement
of goods and services.
• Maintain internal inventory of approximately 2,000 commonly used parts and
materials to provide City departments with required goods in a timely fashion.
• Administration the City Corporate Procurement Card Program.
Approved 2015
• The competitive bid process and
increased competition results in lower
costs and therefore, ensures taxpayers
receive the best products and services
at the lowest cost.
• Reduce operational expenses through
the inventory of routinely used goods
and hard to source items.
• Resource levels of procurement staff
directly impacts project timelines and
service delivery for the requesting
departments.
185
Wages & Benefits $926,830
Goods & Services 134,801
Total Expenditures $1,061,631
Revenue
Sale of Surplus $9,000
Total Revenue $9,000
Full Time Equivalent Positions(FTE)
Management
1.00
Inside Workers
5.00
Outside Workers
7.00
TotaIFTE
13.00
128
Risk Management
Risk Management is an enabling service provided to the Corporation that is responsible for the protection of the City's assets and its ability to
provide the services required to achieve community outcomes by evaluating risk, reducing its exposure to loss through prevention, mitigation,
and the acquisition of insurance. In order to protect the public's interest against damage or liability claims that may occur as a result of the
City's delivery of public services, it is necessary to put in place and administer Risk Management practices and insurance policies of the
appropriate type and size. The City is fully committed to regularly assessing and treating these risks to minimize their effect on service delivery.
2014 Insurance and Risk Management Accomplishments and Performance
• Managed over 400 claims
• Started the year on track for over 600 claims with the storms of early 2014
• Implementation of Risk Management Policy, recently approved by council
• Launched on -line reporting of claims or incidents from Saintjohn.ca — under Risk Management section
• 83 different events booked using the Facility User Insurance Program, very successful, cost reduction for users and protection from liability
for both user and the City.
• Reduced claim payments by 37% (approximate number due to long -tail claims), despite an increase in number of claims by 14 %.
• Direct input to revamp of several by -laws and in specific, the Water and Sewage by -law to give clarity on responsibility and liability.
• Review of insurance needs for City A,B,C's
• New staff position, Claims Examiner filled in November
• Boiler and Machinery inspection for all City of Saint John pressure vessels.
2015 Major Initiatives, Major Projects and Risk Management Service Delivery Highlights
• Review video surveillance policy from a Risk Management standpoint, ensure policy is being implemented throughout organization.
• Review accident reporting process for possible repeal of council policy
Approved 2015
:.
129
• Comprehensive review of insurance values for appropriate replacement cost on all insurable assets. Functional replacement versus actual
replacement cost.
• Develop Business Continuity Plan
• Develop more comprehensive incident /accident reporting for insurance related losses, develop on -line reporting to ease information sharing
• Form Risk Management committee to review vehicle accidents /incidents.
• Complete RFP for emergency services relating to insurable losses for damages from fire, water, flood, vandalism etc...
• Develop more information for public on Risk Management for saintjohn.ca, including some common claims and how to handle contractor
issues
Risk Management - Service Levels and Resources
• Advising on insurance coverage for City contracts
• Acquires and recommends coverage for City along with various agencies, boards
and commissions.
• Develop Risk Management practices for claim avoidance.
• Handling claims and direct outside claim handlers such as adjusters or legal counsel
on city claims.
• Analyzing past losses to develop Risk Management practices to limit future losses.
Approved 2015
• Sound risk management practices
support the effective and efficient
delivery of City services - ensuring the
City limits its own liability, protects
City assets and to protect the public
from damage.
• Potential to generate revenue to
ensure all city damage relating to
insurance claims is recovered.
• Ensuring the right amount of coverage
is demanded on City contracts to limit
cost and limit exposure to the City's
assets.
187
Wages & Benefits $223,385
Goods & Services 44,475
Total Expenditures $267,860
Liability Insurance $650,000
Full Time Equivalent Positions(FTE)
Management 1.00
Inside Workers 2.00
TotaIFTE 3.00
130
Fleet Management
The City of Saint John owns, operates and manages a fleet of 325 vehicles and equipment, including an additional 800 (app.) small engine
equipment assets provided for use to various City of Saint John departments who deliver services to the community. Fleet Services, who are
responsible for vehicle maintenance, vehicle acquisitions and vehicle asset disposals, includes a team of 34 management, technical and
administrative professionals who provide front line departments with their vehicle and equipment needs on a year round basis.
2014 Fleet Management Accomplishments and Performance
Organizational Initiatives
• Utilized Optimum Replacement Point (ORP) analysis to complete cost - benefit analysis (i.e. repair vs. replace) of various City -owned vehicle
and equipment which are nearing the end of their expected useful life
• Fleet disposals of 33 fleet assets generating residuals values of $226,000
Operational Efficiency
• 2014 Vehicle Replacement Program recommendation (and adopted by Common Council) SJ Water — (1) gravel dump truck, (3) half ton trucks,
(2) backhoe loaders, (1) Cargo Van and, (1) hydroexcavator truck; Municipal Operations — (1) front line sander and plow truck, (2)snow blower
loader attachments, (2) garbage packer trucks, (1) mini - packer garbage truck, (1) loader, (3) sidewalk machines, (1) asphalt spreader and, (5)
half -ton trucks; Fleet Mgmt. — (3) half -ton trucks; Leisure Services - (2) ice machines, (2) one -ton trucks and (1) half -ton truck,; SJFD - (1)
sedan; SJPF - (6) patrol sedans and (2) unmarked sedans;
• Vehicle and equipment inventory per Public Sector Accounting (PSA) completed
Accountability and Transparency
• Established monthly meetings with SJFD and SJPF managers and Fleet; provided an additional mechanic for SJFD
Risk Management
• Developed a pre - operational vehicle inspection program for implementation requiring vehicle operators to conduct daily vehicle inspections
• Prepared to implement a comprehensive Fire Safety Plan for the Rothesay Avenue fleet facility, complimented by support from Facility
Management and the Saint John Fire Department with the install of an upgraded fire alarm system and Knox Box key entry system.
Approved 2015
Im
131
2015 Major Initiatives, Major Projects and Fleet Management Service Delivery Highlights
Major Fleet Projects
• Fleet Policy recommendation approval and implementation, including departmental "Service Level Agreements" and "Fleet Core Service
Review" to be implemented in 2015
• Determine the validity of Automatic Vehicle Locators (AVL) program installation with departmental dialogue, renegotiate supply agreement
or develop and implement in -house operating solution and ideally encourage Risk Management to oversee
• One new technical management position to be staffed
• Mechanical Tractor and Trailer apprenticeship program completed
• Several Mechanical staff (supervisors and mechanics) certified to inspect all aerial trucks
Organizational Initiatives - High -Level Review of Fleet Operations
• Implement the new CSJ Fleet Policy and departmental Service Level Agreements (SLAB)
• Implement the new internal vehicle charge back rate system and direct bill all vehicle maintenance activity to departments
• Develop and implement the administration of optimizing "Fleet Utilization" (i.e. alternative transportation, vehicle needs analysis, etc.)
• Issue monthly summary reports of key fleet statistics to Management
• Investigate new revenue opportunities and report an effective business case analysis for implementation
• Develop a business case for a new centralized Fleet Facility
• Report on established KPIs for Fleet Services at the departmental and staff levels
• Re- implement /establish Fleet Preventative Maintenance Program: program for entire Fleet
Operational Efficiency - Governance of Fleet Management Functions
Implement a formal fleet training program for Management and Staff based on industry recognized certification programs (i.e. NAFA
CAFM /CAFS or APWA certification)
• Vehicle and equipment inventory control to meet PSA requirements and to support asset management
Approved 2015
:•
132
• Review, assess and develop a proactive Fuel Management (FM) program (not addressed in Mercury Assoc. report)
• Review, assess and develop a Vehicle Rental Management (VRM) (not addressed in Mercury Assoc. report)
• Implement a SharePoint site for Fleet Mgmt. job and work order requests to include operations at Rothesay Avenue, Macintosh Street,
McAllister Drive, and Adelaide Street and to include repair status reporting and feedback
• Expand SharePoint site for service area requests to include Rothesay Avenue Shop Work Requests
• Implement organizational wide "Pre- Operational Vehicle Inspections — Operator Requirements"
• Review and improve Fleet 5 *22 program
• Review and establish current and future staff training needs so as to align with the Staff Training Matrix
Accountability and Transparency - Review of the Fleet Business Model including the Chargeback System
• Develop a 20 year Strategic Vehicle Replacement Program so as to capture the optimum vehicle life cycle which in turn identifies annual
capital funding requirements and maximizes residual values
• Continue to use the vehicle optimum replacement point (ORP) tactical replacement analysis methodology
• Manage the Vehicle Reserve Fund balance in harmony with ORP analysis to support annual funding needs
• Develop a comprehensive, proactive customer relationship management program
• Complete the development of a detailed inventory and established replacement costs including remaining useful asset life for over 1,100
vehicles and equipment
• Implemented the use of weekly timesheets and time entry to record and report on staff utilization
Risk Management
• Risk Management should assume the operational and corporate responsibility for AVL
• Continue to develop Standard Operating Procedures (SOPs) for equipment operated by in -house personnel, as time permits
• Implementing a comprehensive Fire Safety Plan for the Rothesay Avenue fleet facility
• Service Areas to obtain annual Driver abstracts from the Province of New Brunswick
Approved 2015
190
133
Fleet Management - Service Levels and Resources
• Provision of Fleet maintenance, vehicle and equipment acquisitions, vehicle rentals, • Sound Fleet management practices
fleet fuel management, and AVL management services for 350 City -owned vehicle support the effective and efficient
and equipment with a value of over $35 million: delivery of City services
• Management of routine and preventative maintenance programs which has
historically represented up to $3 million in fleet maintenance costs annually
• Management of standing offer agreements for maintenance services with external
Contractors and /or other service providers
• Comply with Federal and Provincial legislation including, but not limited to:
o Province of N.B. Motor Vehicle Act
• Occupational Health and Safety Act
• Clean Environment Act
Approved 2015
• Manage risks associated with
compliance with Federal and Provincial
legislation
• Vital to the support of over $35 million
in Fleet assets and management
• Support operations to focus on front
line service providers while managing
internal Fleet issues
• Reduce operational expenses through
the implementation of preventative
maintenance and sustainable energy
management strategies
• Enhance proactive maintenance by
way of an aggressive vehicle
"Preventative Maintenance" program
191
Wages & Benefits
$2,367,509
Fleet Services
2,066,873
Fleet Administration
300,636
Goods & Services
$4,497,334
Fleet Services
4,467,086
Fleet Administration
30,248
Total Expenditures
$6,864,843
Internal Recoveries ($5,674,569)
Fleet Fuel Recovery (1,774,760)
Fleet Maintenance (3,389,595)
-Equipment Maintenance (179,330)
- Vehicle Use (330,884)
Net Expenditures $1,190,274
Full Time Equivalent Positions (FTE)
Management
*2.00
Inside Workers
2.00
Outside Workers
30.00
Fleet Services
20.00
Welding and Auto body Shops
6.00
Small Engine Shop
2.00
Fuel Truck
1.00
Tire Shop
1.00
TotaIFTE
34.00
*New Position — Superintendent
Administrative /Other Support Services
• Legal
• Materials Management
• Facility Management
• Finance
• Information Technology
• Human Resources
134
Facility Management
The City of Saint John Facility Management Division is responsible for the management of a portfolio of City -owned building infrastructure,
including tourist information centers and destinations, historic properties, community and recreational facilities, maintenance and storage
depots, police and fire stations, and administrative buildings. A portion of these buildings are occupied by support staff who deliver services to
the City. Other buildings are utilized by the public for community events /activities, to support recreational needs, and in some cases to provide
a shopping experience, as provided by the Saint John City Market.
The portfolio of City -owned buildings is comprised of approximately 80 buildings having an area over 600,000 ft2 that have an estimated
replacement value of over $85M; and have annual maintenance expenditures of approximately $1.2M per year on average (excluding other
facility operating costs such as property tax, electricity, fuel, insurance, etc.). Currently, the portfolio of buildings with which Facility
Management is responsible for excludes buildings operated by Saint John Water as well as Agencies, Boards, and Commissions (ABCs).
Facility Management is comprised of a team of administrative and technical professionals that provide building maintenance, capital renewal,
and energy management services for City -owned buildings on a 24 -7 basis. Facility Management also includes an in -house Carpentry Shop that
completes requests for user departments, as well as in -house Building Maintenance personnel who support the operation of the Saint John City
Market.
2014 Facility Management Accomplishments and Performance
Building Project Highlights
• Completed Phase 2 of the Nick Nicolle Community Centre Revitalization, and cooperated on the Grand Re- Opening of the facility with ONE
Change
• Received provincial funding under the Disaster Relief Assistance Program for the Shoreline Protection System and pathway down to beach at
Mispec Park
• Completed renovations at the new West Works facility, and commissioned systems for its opening
• Replaced the main electrical service entrance and fire pump at the Peter Murray Arena
• Completed the design and tender for the replacement of the roof system of the Fleet Garage, with consideration of the Asbestos
Management Program and operational continuity
Approved 2015
192
135
• Commenced design work associated with the repurpose and renovation of the City Market Head Tower
• Acted in a consultant capacity to the Canada Games Aquatic Centre Commission to facilitate and coordinate the replacement of a gas -fired
boiler which is critical to the operation of the facility
• Tendered and facilitated the installation of gas detection devices in the Lord Beaverbrook Rink (LBR) on behalf of the Board, and developed
and implemented Standard Operating Procedures (SOPS) in order to improve overall public safety and meet regulatory requirements
• Replaced the Fort Howe "Saint John" sign lighting with LED technology, thus reducing operational costs associated with energy consumption
and maintenance
• Replaced the brine headers at the Belyea Arena
• Acted in a project management / consultant capacity to the Board of the Saint John Public Library to design and construct two (2) new
barrier -free washrooms in the Market Square location
• Installed gas detection devices in the City -owned arenas, and developed and implemented Standard Operating Procedures (SOPs) in order to
improve overall public safety and meet regulatory requirements
• Implemented a significant overhaul of the mechanical and plumbing systems of the Beaver Fountain in Loyalist Square
• Completed over 1,350 work requests at City -owned buildings to address urgent, routine, and preventative maintenance requirements,
representing over $1.55 million in maintenance costs
Organizational Initiatives
• Continued to develop and refine building Tangible Capital Assets (TCAs) for all City -owned buildings to meet Public Sector Accounting Board
(PSAB) requirements and to support asset management, and worked with financial auditors through the auditing process
• Participated in the development of the corporate strategic plan for the City of Saint John — AdvanceSJ
• Participated on the negotiation team for CUPE Local 18 — Outside Workers
• Completed 5 -6 office renovations and relocations stemming from the organizational realignment, special projects, and other requirements
Approved 2015
193
136
Operational Efficiency
• Continued the development of Standard Operating Procedures (SOPs) for functions within the Facility Management Division, as time
permitted
• Developed and delivered a two -day Arena Attendant training program
• Attended the second annual CPWA Building Infrastructure Council meeting in Fredericton, including Facility Management professionals from
other municipalities in the Province of NB
• Attended the first annual Conference on Public Markets, including market professionals from across Canada
• Reviewed options for the amalgamation of Fleet Services operations to one (or fewer) locations within City facilities, including exploring the
use of the SJ Transit facility
Accountability and Transparency
• Working with IT, developed weekly timesheet entry system to input and report on staff utilization (i.e. time allocated to projects, inspections,
general administration, etc.)
Used custom reporting tools through our financial management system to develop Key Performance Indicators (KPIs) for the Facility
Management Division (Facility Management Technologist personnel only) at the departmental and staff levels, and established KPI baseline
data for future performance goal setting and management
• Average time to compete a Facility Maintenance Request — achieved an average of approximately 44 days versus an initial target of 15
days
• Average time to close a job order — achieved 55 days versus an initial target of 40 days
• Estimate versus actual project cost — achieved an accuracy of 50% versus an initial target of 30%
• Monthly job completion rate — achieved a rate of approximately 110 per month versus an initial target of 120
• Completed and analyzed a customer satisfaction survey for the City Market
Risk Management
• Calculated and analyzed Facility Condition Indices (FCIs) for all City -owned buildings based on estimations of deferred maintenance and
building replacement costs and reported current and projected future state results to Common Council
Approved 2015
194
137
Finance and Administrative Services
Service -Based Budget — 2015
• Implemented a comprehensive Fire Safety Plan at the Police Headquarters (PHQ) Facility
• Installed new security cameras and card access system in the Saint John City Market
• Negotiated agreements for Chipman Hill and Mercantile Pedways with service providers to provide cleaning, maintenance, and security
services
• Contributed to the license agreements for the West Side Food bank and Wellness Centre as they relate to the use of space within the
Carleton Community Centre
• Acted in a consultant capacity to the Canada Games Aquatic Centre Commission through the development of comprehensive external study
for the facility, which will guide the strategic direction of the facility over the next 20 years
• Acted in a consultant capacity to the Board of the Lord Beaverbrook Rink (LBR) to review the facility renew requirements and develop a long
term capital plan
• Completed an Asbestos Survey update of the City Market Head Tower, as well as the abatement of Asbestos Containing Materials in the
building
• Continued the development of Fire Safety Plans for City -owned public facilities
• Developed Standard Operating Procedures (SOPS) for carbon monoxide, ammonia, and other gas detection systems for City -owned arenas
• Developed a Preventative Maintenance Program for the Rainbow Park Ice Plant and implemented operational improvements
• Developed Asbestos Management Plan for the Fleet Garage in accordance with the Asbestos Management Program
Other Accomplishments
• Successfully implemented "Butterflies" at the City Market in coordination with the local School District
• Negotiated and executed new and renewal leases for various tenants in the City Market
Approved 2015
195
138
2015 Major Initiatives, Major Projects and Facility Management Service Delivery Highlights
Major Building Projects
• Subject to Common Council Approval of the 2015 Capital Budget:
o Complete renovations of the City Market Head Tower
• Replace celestory windows of the City Market Hall to match heritage characteristics of the original units
• Replace roof of Fleet Garage
• Police Headquarters (PHQ) Facility at One Peel Plaza
• Continue to provide 24 -7 maintenance and operation services for PHQ facility
• Develop and implement Standard Operating Procedures (SOPS) related to the operation and management of the PHQ facility
Organizational Initiatives
• Physical relocation of departments and staff in relation to the Organizational Re- alignment and "Restack" of City Hall
• Implement the corporate strategic plan for the City of Saint John — AdvanceSJ
Operational Efficiency
• Refine and report on established KPIs for the Facility Management Division at the departmental and staff levels, including the Carpenter Shop
• Continue development of Standard Operating Procedures (SOPS) for functions within the Facility Management Division, as time allows
• Expand SharePoint site for Departmental Maintenance Requests to include Carpenter Shop Work Requests
Accountability and Transparency
• Complete a 2015 customer satisfaction survey for the City Market
• Develop and present a year -end report for the City Market summarizing sales, revenue, promotions, merchant mix, and other notable
information
Approved 2015
196
139
• As time and resources permit:
o Develop and implement service level agreements or guidelines for the provision of Facility Management services to internal
departments
Risk Management
• Continue to develop Standard Operating Procedures (SOPs) for equipment operated by in -house personnel, as time permits
• Develop Strategic Marketing Plan for City Market
• Develop and implement a mandatory Contractor Orientation session for service providers working on facility related projects
• As time and resources permit:
• Implement a standard form of construction Contract as well as a shift to the use of National Master Specification (NMS) as a basis for
all future facility related tenders
• Complete Asbestos Surveys and develop facility specific Asbestos Management Plans for high priority facilities identified in the
Asbestos Management Program
o Develop Fire Safety Plans for all City -owned public facilities
Approved 2015
197
140
Facility Management - Service Levels and Resources
Provision of building maintenance, capital renewal, and energy management
services for over 80 City -owned building assets with a value of over $85 million and
an average age of 30 years, including:
o Tourist information centers and destinations
• Historic properties
• Community and recreational facilities
• Maintenance and storage depots
• Police and fire stations
• Administrative buildings
• Excludes water and wastewater treatment facility buildings
• Excludes Agencies, Board, and Commission(ABC) buildings
• Identification and prioritization of maintenance and capital renewal requirements
through routine inspections, building condition assessments, and consultation with
user departments, currently representing approximately $45 million in cumulated
deferred maintenance
• Management of routine and preventative maintenance programs which has
historically represented the completion of approximately 1,400 -1,700 work orders
or up to $1.6 million in maintenance costs annually, including in -house maintenance
(e.g. Carpenter Shop)
• Development, implementation, and management of capital renewal projects which
has historically represented an average of $4 to $6 million in capital costs annually
• Identification and management of energy reduction strategies through audits,
project implementation, commissioning, and monitoring
• Completion of comprehensive analysis for space optimization, changing functional /
operational needs, feasibility studies, and life cycle renewal of existing and proposed
facilities
• Negotiation and administration of approximately ten (10) third -party license, lease,
management, and /or operating agreements for the Pedway system, City Hall,
Community Centres, Reversing Falls Restaurant, and other City -owned buildings
Approved 2015
• Sound facility management practices
support the effective and efficient
delivery of City services, ensure public
safety, and improve accessibility and
functionality of City -owned buildings
• Manage risks associated with
compliance with Federal and Provincial
legislation
• Vital to the protection of over $85
million in building assets and
management of $45 million in
cumulated deferred maintenance
• Allow operations to focus on external
facing services rather than dealing with
facility issues
• Reduce operational expenses through
the implementation of sustainable
energy management strategies
• Resource levels directly contribute to:
• Reactive versus proactive
maintenance
• Magnitude of the backlog of service
requests and deferred maintenance
• Degree of ability to comply with
legislative requirements, including
asbestos management, fire safety,
and environment
• Inability to manage facilities
currently operated by ABCs and SJ
Water
.w
Wages & Benefits
$1,638,451
Facility Management
639,702
Carpenter Shop
638,291
City Market
360,458
Goods & Services
$6,111,029
Facility Management
1,497,949
Police Headquarters
916,320
Carpenter Shop
250,914
City Market
591,736
City Hall
1,824,110
Street Lighting
1,030,000
Internal Recoveries
($2,373,768)
Facility Management
(987,448)
Police Headquarters
(916,320)
Carpenter Shop
(470,000)
Total Expenditures
$5,375,712
Total Expenditures(Fin &Adm)$3,393,518
Revenue
Facility Rentals 59,000
City Market Rentals 520,215
Total Revenue $579,215
Total Revenue (Fin &Adm) $59,000
Full Time Equivalent Positions (FTE)
Management
1.00
Professional
2.00
Facilities
1.00
City Market
1.00
Inside Workers
5.00
Outside Workers
13.00
Carpenter Shop
9.00
City Market
4.00
Total FTE (Finance & Admin) 16.00
141
Facility Management - Service Levels and Resources Continued
• Management of over 20 standing offer agreements for maintenance services with
external Contractors and /or other service providers
• Comply with Federal and Provincial legislation including, but not limited to:
• New Brunswick Building Code Act
• National Fire Code of Canada
o Fire Prevention Act
• Occupational Health and Safety Act
• Boiler and Pressure Vessel Act
• Electrical Installation and Inspection Act
• Plumbing Installation and Inspection Act
• Elevators and Lifts Act
• Heritage Conservation Act
• Clean Environment Act
• Day to day operational management of the Saint John City Market, including:
• Negotiation and administration of over 20 long term leases
• Administration of 60 -80 temporary occupancy agreements annually
• Merchant/ tenant relations
• Marketing and promotions
• Managing accounts receivable and accounts payable
• Process and policy development
Approved 2015
199
Administrative / Other Support Services
• Legal
• Materials Management
• Fleet
• Finance
• Real Estate
• Information Technology
• Human Resources
Note:
• City Market managed through facility
management, but contributes to the
Growth and Community Development
Services Program
• Street Lighting managed though facility
management, but contributes to Public
Safety Services Program
142
Real Estate
Real Estate Services professionally manages the City's real estate holdings from an acquisition, disposition and asset management perspective.
Real Estate supports the Municipality's' interests in land matters for capital and operating initiatives and also responds to the public's inquiries
regarding the City's real estate assets. Revenue generation from real property leases and licenses complement the cost saving work involved
with the annual organization, analysis and referral (as necessary) of approximately 800 municipally owned property tax notices. Additional
support is deployed for corporate initiatives such as Public Sector Accounting and the City Hall repositioning.
2014 Real Estate Accomplishments and Performance
• Acquired a variety of land interests for the benefit of municipal operations, in particular for storm water management in the Boars Head area
and the final acquisitions for the Harbour Clean -up requirements.
• 825 property tax billings were processed, analyzed and the appropriate referrals (annual average of 30) were completed resulting in a 2014
reduction of $91,075. The gross annual savings of referred assessments since 2009 total $318,911, the cumulative and compounded savings
over the 6 year period spanning 2009 -2014 is $1.27m.
• Real Estate Services is also Involved in a variety of land and or real property related initiatives including the sale of Peel Plaza surplus
properties, the former Millidgeville Fire Training Facility and the site and model selection of a future City Hall.
• The department performed several stop up a closures in support of a multitude of developments including apartment building
improvements, social assisted senior care housing, commercial development and the YMCA.
2015 Major Initiatives, Major Projects and Real Estate Service Delivery Highlights
• Real Estate Services will play a key role in the land interest requirement for clean safe drinking water in 2015. Additional acquisitions will be
required for a variety of storm water, sanitary and public right of way projects.
• Real property tax billings will be processed, analyzed and referred as necessary to build upon the savings over the past 6 years.
• Surplus property processes for the Millidgeville Fire Training Centre lands, Peel Plaza buildings and the Boars Head Municipal Operations
lands will continue.
• Negotiating the right sizing and relocating of City Hall establishment to new space will be an ongoing initiative.
Approved 2015
200
143
Lease and license renewals supported by valuation work.
Public Sector Accounting support for any newly acquired real property.
Real Estate - Service Levels and Resources
• Acquiring or disposing of land interests for municipal projects
• Actively manages the City's Real Estate Assets (e.g., tax management, surplus land
sales)
• Provides professional analysis of land values, negotiating strategies and advice
around real property matters throughout the organization
• Reports to Council in such land matters
• Respond to public inquiries regarding land related matters
Approved 2015
• Sound property management practices
support the effective and efficient
delivery of City services - ensuring the
City has access and /or ownership to
land required for the delivery of
municipal services or capital projects.
• Aggressive management of the tax roll
has resulted in a cumulative savings of
$1,270,000 since 2009 supporting the
organizations cost control initiatives.
• Revenue streams in the form of land
agreements, land sales and any
ensuing development generate highly
desired revenue and tax base for the
City. More than $101,290 of annual
revenue is under management in this
category.
201
Wages & Benefits $188,649
Goods & Services 76,766
Property Tax (Land) 65,000
Total Expenditures $330,415
Total Revenues $101,289
Full Time Equivalent Positions(FTE)
Management*
1.00
Professional
2.00
TotaIFTE
3.00
Industrial Parks
* -1.00
Total FTE (Finance & Admin)
2.00
* Management position funded from Saint
John Industrial Parks budget
144
Strategic Services Overview
The Strategic Services team supports the City of Saint John through the provision of enabling information
technology and strategic operational support designed to address evolving community -based economic, social
and environmental needs. Organization and service goals are achieved by employing a strategic approach to
effective communication; facilitating collaborative service delivery planning and policy development that engages
the public in the decision - making process; managing relationships with other levels of government, communities
and organizations; maximizing the use of information technology to support continuous improvement of service
delivery; and building and retaining a high performance public service. Strategic Services plays a key role in
championing organizational collaboration through the City Manager's Office and Senior Leadership Team, while
ensuring that service delivery supports Council Priorities and corporate goals as identified in the City's new
strategic plan — AdvanceSJ. The Strategic Services Group is also responsible for measuring and reporting to
Council and citizens with respect to overall organizational performance and service delivery outcomes.
Organizational Goals
To establish the City of Saint John as a service - based, results oriented, high performance public service
organization.
Service Based
• Considering the needs of the
community as a whole
• Creating opportunities for
citizen feedback and input
• Responding effectively and
efficiently to address
community needs
Approved 2015
Results Oriented
• Respond to constant changes
in the community through
communication, collaboration
and technology
• Demonstrate value for
investment in the community
• Build capacity the
organization to effectively and
efficiently deliver service
High Performance
• Collaborative, productive and
customer - focused workforce
• Culture focused on
contributing to community
goals through service delivery
• Resource conscious and
accountable for results
202
Human
Resources Service
Corporate
Planning Service
*Intergovernmental
Affairs Service
Corporate
Communications Service
Information Technology
Systems Service
*Service function moved to City
Manager's Office for 2015
145
Strategic Services Summary
*Service function moved to City Manager's Office for 2015 with elimination of Intergovernmental Affairs Coordinator position
Approved 2015
203
146
Approved
2014
Expenditures
2015
Revenue
FTE
Human Resources
1,528,054
1,570,024
10.25
Corporate Planning
462,531
471,177
3.25
Intergovernmental Affairs
155,547
*
0.00
Corporate Communications
531,754
540,385
3.25
Information Technology Systems
2,138,707
2,222,368
81,500
17.25
Strategic Services Budget
$4,816,593
$4,803,954
81,500
34.00
*Service function moved to City Manager's Office for 2015 with elimination of Intergovernmental Affairs Coordinator position
Approved 2015
203
146
Table of Contents — 2014 Service Plans
Human Resources............
Corporate Planning..........
Intergovernmental Affairs
Corporate Communications ........
Information Technology Systems
Approved 2015
............................................................................................................... ............................... 148
............................................................................................................... ............................... 155
............................................................................................................... ............................... 160
............................................................................................................... ............................... 163
......................................................................... ............................... 168
204
147
Human Resources
The Human Resources (HR) Department provides strategic
support services aimed at providing "a skilled and knowledgeable
workforce demonstrating commitment, integrity and responsibility
in service to the citizens of Saint John." Key HR functions include
human resource planning and consulting, salary and benefits
administration, job staffing, employee training and development,
industrial relations, performance management, organizational
development and employee health and safety programs.
HR provides essential "people" support services and functions that
provide the foundation for a service - based, results oriented, high
performance public sector organization.
Compliance with regulatory and legislative requirements
Focus on Council's Priorities and the City's new strategic plan (AdvanceSJ)
Human resources planning, emerging HR policies and HR best practices
Organizational effectiveness, productivity and overall operational efficiency
Emerging technologies and continuous improvement
External labour market and economy — competition for human resources
2014 Human Resources Service Accomplishments and Performance
Human Resources and Salary and Benefits Administration
• Launched a formal job evaluation and compensation review process for the City's Management and Professional employees.
• Administered employment services for 753 full -time, permanent City staff plus casual employees (salaries, benefits, personnel records,
training, professional development and total compensation); 24 crosswalk guards (payroll administration was added for this group in 2014);
808 pensioners; and 58 legacy disability pensioners.
• Managed 37 Return -to -Work (RTW) Cases and 20 Workers Compensation (WC) Cases, with a 75% success rate for employees returning to
full -time, regular work status.
• Focused on attendance management issues through the development of a draft Attendance Management Program for all employees;
analysis of attendance records to establish a baseline for process improvement; and implementation of attendance review as part of the
regular staffing process.
• Updated the Job Descriptions and Job Profiles for the City's outside workforce.
• Facilitated the Inside Worker job evaluation process (on -going commitment).
Approved 2015
205
RM
Organizational Development
• Enhanced employee recognition programs including the service pin program developed in partnership with Corporate Communications.
Conducted a successful Long Service Recognition and Retirement Banquet (spring of 2014).
• Initiated a strategic review of key City of Saint John human resource policies and administrative procedures in support of the effective and
efficient delivery of municipal service. Draft policies developed with respect to Drug and Alcohol Abuse and Workplace Conduct, with
supporting implementation strategies planned for 2015.
• Supported Operational Managers in special workplace investigations and interventions arising from a variety of workforce issues.
• Launched an enhanced Corporate Wellness Program (lunch and learn sessions, healthy diet information, fitness promotion); conducted a
Corporate Wellness Fair with 21 service providers and over 100 employees and family members in attendance; and established Corporate
Wellness Taskforce comprised of 21 members across all areas of the organization. Introduced a new Employee Wellness newsletter.
• Launched a succession and recruitment plan that will support the City in attracting and retaining key managerial, professional and skilled
employees capable of delivering quality and sustainable municipal services to the general public.
Occupational Health and Safety
• Enhanced the City's 5 *22 (Safety Management System) through the facilitation of 16 accident investigations across all service areas.
Coordinated an external investigation resulting in safety improvements to lower incident and severity rates and the City's Worker's
Compensation premium. Increased operational effectiveness of the 5 *22 system through consulting, communication, training, and audits;
resolution of sensitive performance issues; review of safety records management requirements; development of a corporate safety
scorecard; and transition to an on -line application.
• Our workers' compensation premium rate for 2015 is $1.23. This represents a reduction of 9% from 2014. Further, the City's experience (i.e.
cost ratio) was 4.28% lower than our Industry Group consisting primarily of other municipalities in New Brunswick. Since 1998, the City has
reduced its overall lost time work - related injury rate by over 60 %, resulting in sustained reductions in our workers compensation rates.
• Experienced no stop work orders from Worksafe NB compliance division with a focus on protecting the City's corporate compliance record
and due diligence posture.
• Managed a number of corporate safety projects to support safety improvements including Manual Material Handling Pilot Project, Standard
Operating Procedure Project, Pre - operational Safety Inspection Project (on- going), High Angle Rescue Project (ongoing). At least one of these
projects supported the development of a safety relationship between the City's Fire Services and Saint John Water that has the potential to be
leveraged in implementing other improvements organizationally that increase service effectiveness, efficiency and revenue.
Approved 2015
206
149
• Developed strategies to communicate purpose and responsibility related to occupational, health and safety (OHS) programs at every level.
These strategies included Senior Management Engagement and creating awareness to comply with changes to the New Brunswick
Occupational Health and Safety Act including working with the Police Commission.
• Implemented a number of initiatives to ensure the safety of employees and efficient administrative safety processes including the
development of a fire evacuation plan for City Hall and the successful appeal of a compliance order to establish a separate Joint Health &
Safety Committee at Adelaide Street.
Job Staffing
• Staffed 254 positions - Internal and External Candidates (since last reported on October 17, 2013).
• Improved hiring and retention processes including revamping job profiles to include comprehensive competency requirements; implemented
Hiring for Attitude process; enhanced hiring process for Holiday Relief Firefighters; and conducted numerous orientation sessions and on
boarding activities.
Performance Management
• Administration, training and monitoring of performance reviews for employees in our inside and outside workers, non - union, and
management /professional employee groups including an audit of all performance reviews to provide feedback for improvement.
• Initiated preliminary discussions for enhanced performance reviews in the Fire Services.
• Established processes to improve documentation handling, storage and retrieval procedures.
• Offered a corporate coaching program.
Industrial Relations
• Maintained positive relations with employee groups and resolved issues through ongoing communication and collaboration.
• Carried out contract administration through a number of rights arbitrations, grievance and disciplinary processes for various workforces.
• Managed the negotiation process for the Outside Workers, Inside Workers and Firefighters including the development of collective bargaining
strategies, delivery of information sessions to Common Council, and collaborative partnerships with other NB municipalities to address
negotiation issues across the province. Collective bargaining has started with the Outside Workers and Inside Workers.
• Developed and Conducted a bullying survey with both our Outside and Inside Workers, which will serve as a foundation for a corporate anti-
bullying initiative
Approved 2015
207
150
Employee Training and Development
• Developed, managed and administered the 2014 Outside Workforce Training Plan, including the delivery of a pilot training project for the
Sub - Foreman Role and Foreman /Operator training and integration of current standards of certification and licensing into the Outside
Workforce Career Development System.
• Supported professional development of management, professional and supervisory employees with the implementation of a cost effective
webinar program; organization of two major training initiatives with Cornell University (i.e., Negotiations Boot Camp and Managing in a
Unionized Environment); enhancement to the orientation package on Human Resource processes; and improvement to the Duty to
Accommodate and Return to Work Training.
• Delivered a variety of safety training programs including NBOHSA awareness to management, supervisory and outside workforce (i.e., 110
sessions / 600 training days).
2015 Initiatives, Major Projects and Human Resources Service Delivery Highlights
The City's new corporate strategic plan, Advance SJ, shapes the future direction and operational responsibilities of the HR Department. The
AdvanceSJ service principles drive the Department's future work plan and commitment to the organization. As a service enabling Department,
HR will strive to assist other operational units in achieving their service delivery goals, while strengthening its leadership within the organization
as a strategic people management change agent. The HR Department will accomplish this through direct involvement with the following
AdvanceSJ initiatives:
➢ 4A Continuous Improvement
➢ 4B Service -Based Accountability
➢ 4C Proactive Labor Relations
➢ 5A Customer Service Improvement
➢ 5C Information Management System
➢ 6A Workplace Development
➢ 6B Employee Performance Management
➢ 6C Heath, Wellness and Safety
➢ 7A Communication Framework
Approved 2015
1:
151
Human Resources, Salary and Benefits Administration
• Implement Compensation and Salary Administration Policies and Procedures for Management, Professional and Non -Union employees and
the development of supporting Job Descriptions and Job Profiles for Management /Professional staff.
• Update the Terms and Conditions of Employment for Management /Professional Employees.
• Implement recommendations from the 2014 Benefits Review, led by the Department of Finance.
• Additional enhancements to the City's Return to Work Program.
• Proactive review and management of legacy and new long -term disability claims.
• Implement anew Attendance Management Program for all employees.
• Hold a 2015 Long Service Recognition and Retirement Banquet.
Organizational Development
• Implement the City's new Respectful Workplace policy.
• Design and implement employee assessment and succession planning system that will allow the City to attract and retain individuals that will
support the organization in achieving its goals and delivering quality service to the public.
• Support the City's business continuity / contingency planning efforts.
• Partner with the Communications Department in communicating HR related information and extraordinary staff accomplishments or
contributions in the Engage employee newsletter.
Occupational Health and Safety
• Continue to improve the City's Safety Management System (5 *22) with program delivery that ensures preparation and compliance with new
NBOHSA requirements; facilitate development of standard operating procedures in all operational service areas, creation of an integrated on-
line City of Saint John Safety Page on SharePoint, implementation of Senior Management Safety Engagement Strategy; full and enhanced
implementation of the system in the Public Safety Services (e.g., Police and Fire).
• Complete a number of safety initiatives and training programs including implementation of Manual Material Handling Program, Pre -
Operational Inspection Project, training for the Facility Inspection Team, and Alcohol and Drug Program; develop GHS compliant training
program; update the City's WorkZone Safety Manual; and re- Establish "We look after the City, please look out for us" summer safety
campaign in partnership with Corporate Communications.
Approved 2015
209
152
Job Staffing
• Implement further changes to staffing processes and procedures in alignment with best practices in assessment to staff vacant positions, all
workforces, in accordance with approved 2015 establishment.
• Design and implement stronger employee orientation /on boarding procedures.
• Explore the means to design and implement a staffing forecast process (with associated HR planning tools).
Performance Management
• Continue to improve the City's employee performance management system with the development and implementation of a new
administrative model and communication strategy to increase compliance with respect to performance reviews and support the completion
of performance reviews for all employees in the Fire Services.
• Review, update and communicate probationary performance evaluations and processes.
• Provide enhanced coaching and performance improvement training for managers.
• Introduce new HR performance metrics and work with Corporate Planning to introduce an appropriate HR performance dashboard.
Industrial Relations
• Negotiate collective agreements with the Outside Workers, Inside Workers and Firefighters.
• Strengthen mutual interest processes with all City workforces.
• Conduct, manage, coordinate and support special investigations, mediation and HR reviews.
Training and Development
• Focus on workforce development with the design and implement of a Management Development Program, manage career development
training system for the Inside Workers, and continue to improve and deliver the Outside Workforce 2015 Training Plan including the review
and revision of training structures to ensure alignment with operational requirements and new employment structure and implementation of
enhancements to Sub - Foreman /Foreman /Designated Operator training.
• Design and implement Managing Personal Effectiveness Program to enable individual employees to better handle difficult situations and
stress levels.
Approved 2015
210
153
Human Resources - Service Levels and Resources
• Core HR functions: recruitment, orientation, retention, performance management.
• Succession planning.
• Expanded employee wellness and recognition programs.
• Updated compensation and benefit administration procedures.
• Collective agreement administration:
• Mutual Interest Committee facilitation
• Grievance administration
• Update interpretive guidelines
• Interpretation and administration of Collective Agreements
• Negotiations
• Employee development including performance reviews, training and development,
and coaching
• Manage Return to Work program for all Employee Groups, including Workers
Compensation claims
• Manage new and existing Long Term Disability Claims
• Complete the Job Evaluation / Compensation Review process for Management /
Professional Employees
• Provide internal customer service
• Guidance and support to managers and employees on a variety of employment
issues
• Manage employee benefit and payroll processes
• Create awareness with respect to both employer and employee obligations.
• Safety management (5 *22 Program) and continuous improvement
• Participation in various corporate projects and initiatives
• Deliver internal HR consulting services
• Facilitate, prepare and present:
• human rights complaints
• grievances
• arbitrations
• investigations
• discipline processes
Approved 2015
• Ensure compliance to legislation
governing employees in the workplace
• Promote a safe and respectful
workplace.
• Increase organizational capacity and
flexibility.
• Improve organizational performance.
• Supports the organization in building
capacity to effectively and efficiently
delivery service to the public and
respond to change.
• Fulfilling employer obligations.
• Unplanned service demands requiring a
program response are inevitable and
consume significant HR resources and
reduce ability to carry out service plans.
• Planned staff leaves will continue to
impact the operational effectiveness
and capacity of the HR Department in
2015.
211
Wages & Benefits $988,940
Goods & Services 581,084
Total Expenditures $1,570,024
Full Time Equivalent Positions(FTE)
Management
2.25
Professional
4.00
Non -Union
4.00
TotalFTE
10.25
154
Corporate Planning
Corporate Planning provides strategic guidance and support to the
Corporation in being a service - based, results oriented, high performance
public service organization. The area is responsible for coordinating
strategic planning processes that ensures service delivery aligns with the
vision and goals for Saint John; facilitating a corporate -wide performance
methodology that support the Corporation in meeting its accountability
objectives; providing project management for corporate initiatives that are
transformative in nature; managing a continuous improvement program
that looks at end -to -end processes with a goal of improving effectiveness and
efficiency; and conducting research and analysis in support of policy
development.
2014 Corporate Planning Service Accomplishments and Performance
Emergence of consultation and collaboration as a decision - making tool
Expectations for transparency and accountability in local government
Organizational capacity
Requirement to respond to evolving needs of the community
Focus on strategic planning and demonstration of results
Strategic Planning
• Commenced rollout of AdvanceSJ to the management - professional employee team including the delivery of a full day workshop to create
awareness on service principles, agreement on the organization's priority projects for the development of a work plan, and ideas on how to
communicate the plan to employees.
• Coordinated quarterly management - professional employee sessions aimed at creating awareness of the organization's priorities and share
ideas to support a more collaborative, innovative and cost - effective approach to delivering public service.
• Development of a communications program to rollout AdvanceSJ to all employees with supporting materials and branding.
• Established clear roles and responsibilities in the Corporate Planning Service with a focus on strategic and service planning, project
management and continuous improvement. The goal was to support effective and efficient service delivery and demonstrate value of this
work in the organization.
• Continued coordination of service planning and performance measurement as it relates to the service -based approach to budget
presentation.
Approved 2015
212
155
Project Management
• Managed implementation of customer service improvements as outlined in the Customer Service Strategy, more specifically continued
coordination of the implementation of SunGard One Solution Customer Relationship Management (CRM) software (pilot in Transportation &
Environment Services and Saint John Water) and related processes. Project included an integration alternative analysis and considerable
effort to investigate implementation of the SunGard Land application.
• Facilitated the development of a project charter and high -level work plan for the One -Stop Development Shop Project that included several
workshops focused on project definition for one of Council's priorities.
• Participated in the evaluation of the Request for Qualifications (RFQ) for the City's Safe, Clean Drinking Water Program ( SCDWP), acting as the
Chair of one of five evaluation teams responsible for the development of detailed criteria and evaluation of submissions.
• Delivered a five day Program Management course as part of the City's Outside Workforce Career Development System designed to support
employees in better planning and coordinating work related to service delivery.
• Continued project management for the SCDWP Virtual Data Room development, a key collaboration tool to support communications and the
work of this Council priority.
• Provided project management for the Open -Data project that includes the creation of an open -data policy, delivery of an engagement
program with all City of Saint John service areas and its agencies, board and commissions, and development of a pilot implementation model.
• Provided project management for the Saint John Information Management Project (SAM) with a focus on Legislative Services. Key
deliverables include project definition, SharePoint file Plan, information management business rules, and SharePoint Laserfiche integration.
Performance Management, Service Improvement and Organizational Effectiveness
• Led the development of the 2013 Annual Report: Investment in Our Priorities —Building a Sustainable Saint John. The report was developed
by a cross - functional team with representation from across the organization that included an engagement workshop with City management -
professional employees and collaboration with a number of service areas. The annual report was the first one published in over twenty years.
Approved 2015
213
156
Provided leadership and technical support to the City Manager in the development of process for the sustainable service review. Other work
included coordination and development of materials, facilitation at Council workshops, and consolidation of ideas throughout the process.
Outcomes of the review process provided the framework for the 2015 service -based budget (first steps in re- designing the service -based
budget presentation).
Drafted terms of reference for the Legal Service Review. Review is proposed as part of the value for money program aimed at ensuring service
is delivered in the most cost - effective manner.
2015 Major Initiatives, Major Projects and Corporate Planning Service Delivery Highlights
Strategic Planning — Planning, Project Management and Reporting
• Continue to develop and deliver a communications program to create awareness among employees as to the priorities for the organization
and how service delivery contributes to the achievement of the strategic directions outlined in AdvanceSJ. A particular focus should be on
employee engagement related to our service principles. Contributes to the achievement of 6A Workforce Development (employee
engagement) strategic initiative in AdvanceSJ.
• Focus on continuous improvement of the service -based budget process and format to achieve full implementation that supports evidence
based decision making. The focus will be on further developing service levels for both public and enabling services and ensuring alignment
with Council's Priorities, the strategic directions outlined in AdvanceSJ and other policy documents such as PlanSJ. Additional objectives
include linking stated public service levels and enabling resource requirements. Aligns with 4B Service -Based Accountability strategic initiative
in AdvanceSJ.
• Develop high -level objectives and process considerations for public engagement in collaboration with Corporate Communications and Growth
& Community Development Services to support the appropriate involvement of citizens and other internal stakeholders in key decision -
making. Aligns with 5B Citizen Centered Service Delivery strategic initiative in AdvanceSJ.
• Facilitate a process to develop a corporate communications framework that is intended to improve the City's approach to engaging and
informing citizens, employees and stakeholders. Aligns with 7A Communications Framework strategic initiative in AdvanceSJ.
• Implement a management system to support the achievement and reporting on progress of the strategic directions outlined in AdvanceSJ.
The system should provide input to the senior leadership team's decision - making related to priorities, capacity and resource allocation.
Approved 2015
214
157
• Provide project management consulting (support) for corporate projects or initiatives as they arise and align with AdvanceSJ. Continued and
potential projects may relate to 5C Information Management System (including SJIM and Open Data), 2D Transportation Master Plan and K
Quality Drinking Water strategic initiatives in AdvanceSJ.
Continue to providing project management for the implementation of customer service improvement initiatives designed to enhance citizen
contact experience. Focus should include developing process around corporate customer relationship management (CRM) building on the
results of the pilot project, rolling out corporate customer service standards and creating awareness around customer service expectations as
defined in the policy, completing a training needs analysis and delivering a phased customer service education program. Process development
should contemplate corporate ownership and accountability for customer service. Aligns with 5A Customer Service Improvement strategic
initiative in AdvanceSJ.
• Publish an annual report that outlines progress on Council's priorities, results of key service performance indicators outlined in AdvanceSJ, and
financial position of the City. Aligns with 4D Measuring Results strategic initiative in AdvanceSJ.
Continuous Improvement - Performance Management, Service Improvement and Organizational Effectiveness
• Redesign the accountability framework to outline an integrated process for identifying opportunities for improvement, conducting service and
process reviews, and implementing recommendations including ROI evaluations. Redesign will involve evaluating existing (core service
review, value for money, function mapping) and emerging (i.e., lean six sigma 'waste walk') methodologies to develop an approach to
continuous improvement that promotes innovation and citizen - focused service delivery. Contributes to 4A Continuous Improvement strategic
initiative in AdvanceSJ — Carry -over from 2014 will full complement of staff completed mid -year 2014.
• Administer service reviews and /or value for money audits as approved in the 2015 operating budget. Particular focus will be on developing
terms of reference, support for contract management (as required) and consulting on the establishment of service levels and analysis.
Contributes to 4A Continuous Improvement strategic initiative in AdvanceSJ.
• Develop and implement a framework to coordinate reporting of service performance metrics and PlanSJ service measures. As time and
resources permit, implement a web -based performance reporting tool, with continued focus on measuring and reporting on citizen
satisfaction (with plans to conduct a citizen survey in 2015). Will require resources to conduct a citizen survey. Aligns with 4D Measuring
Results strategic initiative in AdvanceSJ - Carry -over from 2014 will full complement of staff completed mid -year 2014.
• Provide consulting and support to the Strategic Services team in working to achieve the strategic directions outlined in AdvanceSJ, ensuring
alignment with strategic planning and continuous improvement initiatives.
Approved 2015
215
158
Corporate Planning - Service Levels and Resources
Strategic Planning - ensuring the City's services are aligned with the vision and goals
• Strategic planning and continuous
of the community. This is achieved through the facilitation and engagement of
improvement initiatives support the
Council, staff, citizens and other stakeholders.
City in establishing itself as a service-
• Lead the strategic planning cycle (four year cycle) that aligns with service planning
based, results- oriented, high
and budgeting
performance public service.
• Direct the implementation of strategic planning initiatives through portfolio
• Supports the organization in
management with updates to the senior leadership team three times a year
communicating strategic direction and
(minimum) and ensure project management related to assigned projects achieve
reporting of service results as a means
the deliverables and quality objectives outlined in the scope statement (budget and
to demonstrate value for public
time to be considered as project management best practices mature in the
investment in the community.
organization)
• Facilitate the measurement, tracking and reporting of progress and outcomes
• Planned work outlined in the 2014
related to strategic initiatives with delivery of an annual report
service -based budget is based on a full
staff complement (3 positions).
• Administer a framework for public engagement to ensure the needs of citizens are
Approved resource allocations will
addressed in setting a strategic direction and making decisions about service
impact the ability to facilitate and
delivery including the delivery of a least one large scale public engagement
engage in strategic planning and
program every two years
continuous improvement initiatives in
Continuous Improvement — ensuring that public service delivery is innovative,
terms of volume and quality.
efficient and effective in addressing the evolving needs of our community. This is
• Assignment of unplanned initiatives to
achieved through the application of process and tools to evaluate service
the Corporate Planning work plan may
performance, generate improvement strategies, and implement change.
result in a change in direction or in the
• Lead service reviews to determine core service improvement opportunities on an
execution of planned priorities for
annual cycle (depends on allocation of resources in the operating budget); report
2014.
back on the impact, both qualitative and quantitative measures of continuous
improvement, of results of implementing service improvement initiatives from an
organizational efficiency and strategic planning perspective
• Coordinate reviews of business process to improve organizational effectiveness (as
assigned)
• Administer a service -based performance management system that is designed to
achieve the City's accountability and transparency objectives in delivering cost -
effective public service (annual evaluation and recommendations)
Approved 2015
216
Wages & Benefits $328,313
Goods & Services 142,864
Total Expenditures $471,177
Full Time Equivalent Positions(FTE)
Management
1.25
Professional
1.00
Inside Workers
1.00
TotaIFTE
3.25
159
Intergovernmental Affairs
The Intergovernmental Affairs Officer advances the City's policy and
financial interests by pursuing partnership opportunities that specifically
address priority community needs. The position is tasked with ensuring
that the City's government relations efforts will be coordinated, strategic
and consistent with the objectives of the City of Saint John, including the
following 20 -year community goal: "Our City plays a leadership role with
other local, provincial and national elected officials to address common
challenges and opportunities for our community."
Financial and policy interests of the City
New legislation or changes to existing legislation
Availability, competition and focus of external grant and subsidy
programs
Communication with federal and provincial staff members
Successful implementation of intergovernmental strategies
Developments from other levels of government and external partners
As a relatively new function within the City's administrative structure, the Organizational capacity
goal remains to work collaboratively with key stakeholders from other
levels of government, other organizations and key service areas within the
City of Saint John to build strategic relationships that specifically address Common Council's priorities for moving our community forward.
The Intergovernmental Affairs Officer is tasked with identifying new funding sources and coordinating the City of Saint John's external grant or
funding applications, as well as serving as a strategic information and policy resource for the City Manager's Office, Senior City Management
and Common Council. Byway of fulfilling their job responsibilities, the Intergovernmental Affairs Officer will support the City in establishing
itself as a service - based, results oriented and high performance public service organization.
2014 Intergovernmental Affairs Service Accomplishments and Performance (November 2013 to November 2014)
Policy and Priority Advancement
Supported and coordinated City Staff and Council involvement in the Cities of New Brunswick Association (CNBA) and Federation of Canadian
Municipalities (FCM), including direct involvement with two key FCM Committees: Municipal Infrastructure and Transportation Policy and
Municipal Finance and Intergovernmental Affairs.
• Continued to support the City's SCDWP Project team and strategic relationship with P3 Canada and the Government of New Brunswick.
• Developed a series of internal intergovernmental action plans, briefing notes and reports on variety of topics to Senior City Staff and Council.
Approved 2015
217
160
Led Saint John's response to the Provinces' Local Governance Reform Agenda including regular updates to Common Council and City staff;
advancement of the City's Saint John Position Paper on Legislative Modernization, which was previously submitted to the Cities of New
Brunswick Association as well as the Government of New Brunswick; and facilitation of Council's submission to the Government of New
Brunswick in response to the draft Legislative Modernization Framework.
External Funding Opportunities for the City of Saint John
• Continued to identify and pursue relevant Federal and Provincial Government grant or funding programs in support of Council Priorities.
• Applied for the Small Communities Fund (New Building Canada Fund) for the Transit Fleet Renewal Program.
Strategic Relationships and Partnerships
• Supported Common Council's Pre - Budget Submission to the Government of New Brunswick in 2014.
• Worked with the City Manager and Mayor's Office in coordinating tri -City partnership meetings and discussions with the Cities of Fredericton
and Moncton. Coordinated ongoing tri -City interaction, identified common objectives, exchanged best practices, and strategically linked
efforts with the work of the Cities of New Brunswick Association.
• Worked with Enterprise Saint John and community partners in supporting implementation of True Growth 2.0, including direct involvement
with the Urban Development and Natural Gas Working Groups.
• Provided support with respect to the development and potential launch of the Living SJ initiative.
• Engaged local stakeholders with respect to a new community grants application and review process, developed a new Municipal Grant
Program for the City of Saint John, and undertook a roll -out of the program in late 2014.
• Engaged local stakeholders with respect to a new community -based economic development capital investment review matrix, developed a
framework and received Council approval in late 2014.
• Handled a broad cross - section of intergovernmental affairs received inquiries, requests for support and /or coordinated common initiatives
from virtually all branches of every corporate service area within the City of Saint John and a variety of Agencies, Boards and Commissions.
Approved 2015
218
161
2015 Major Initiatives, Major Projects and Intergovernmental Affairs Service Delivery Highlights
Note: Intergovernmental Affairs has been moved within the Office of the City Manager and service function highlights will be noted
in the Legislated Service.
Approved 2015
219
162
Corporate Communications
The City of Saint John serves its residents, businesses and visitors every
day by delivering a variety of public services and products. Corporate
Communications strives to provide public education and information that
will foster positive relationships between the City, our employees, our
citizens and other organizations. Corporate Communications works with
service areas across the Corporation to help the public understand what
they can expect as a result of delivery of municipal services and the value
their investment has in the community and to promote Saint John as a
great place to live, work and invest. Awareness and education are created
using various channels including print, online and media.
Organizational capacity
Public expectation with respect to all public service delivery
Regulatory / legislative requirements for translation, public notifications
Communication requirements for information and public engagement
Emerging technology for effective communication
Diversity in population (age, culture, accessibility)
2014 Corporate Communications Service Accomplishments and Performance
Community and Brand Relations
• Key organizer of Passport to Parks (with Neighbourhood Enrichment and Parks and City Landscape services), a City -wide initiative designed to
highlight the natural assets of eight City parks. The events were extremely well received, well attended (over 1,500 total attendances) and
generated lots of "social media" buzz. Two of the events were scheduled on a weekend during which the City experienced a hurricane.
Events were re- scheduled and the program was completed as scheduled.
• Key organizer of the Mayor's Cup (with PRO Kids) a Passport to Parks event designed to promote helmet use at the Station One Skateboard
Park. Over 200 free helmets were given out and over 60 skaters participated in the event.
• Key initiator and developer of Larche Memorial Park (with Parks and City Landscape) a City park renamed in honour of Cst. Doug Larche, one
of three RCMP officers killed in Moncton in June. The project resulted in over $40,000 of in -kind donations. The department worked closely
with Branch #69 of the Royal Canadian Legion, the RCMP, the Saint John Police Force and the Saint John Fire Service on the opening event.
• Supported the One -Stop Development Shop initiative by providing project support, communications counsel and collateral preparation.
• Provided input and support to Investment in our Priorities, the City's first Annual Report.
• Key organizer of the Common Council's Volunteer Recognition Awards Dinner, where over 63 volunteers and their nominators were
celebrated.
Approved 2015
220
163
• Supported City -led community partnership initiatives (Passport to Parks, Nick Nicolle Community Centre Opening, Donnie Dwyer Ballpark,
Jarvis Bay Park, PRO Kids, Marigolds on Main, Salty Jam).
• Supplied speaking notes for Mayor and Council, and produced a number of advertisements for publications and greetings and letters on behalf
of the Mayor's Office and Common Council (over 50).
Media Relations (Including Social Media)
• Organized a number of media events, working with City staff intended to create awareness of the value on service delivery and highlight
service levels including solid waste pick up, snow plowing and cleanup efforts around Hurricane Arthur.
• Provided communications, media and event management in support of several City corporate partnership initiatives including the Emera Field
at Shamrock Park, the Emera Fire Safety Trailer, the IOL SJFD Training Facility Partnership and the Port Saint John contribution to the IOL SJFD
Training Facility.
• Worked with RDC and ACOA to produce a media event celebrating the completion of the Harbour Clean -Up project.
• Implemented several paid Facebook advertising campaigns reaching an average of 12,000 Facebook users per campaign
Content Creation and Communications Materials Development
• Continued efforts to ensure that the website reflects the communication needs of service areas and the public. This involved focused effort
to update news items and content daily. The front page and news sections were re- designed and a content audit was performed.
• Developed an auto translated traffic advisory form designed to streamline the process for all departments.
• Developed and implemented communications initiatives and materials for the City's Safe, Clean, Drinking Water Project.
• Issued over 160 bilingual PSAs (as of November 30), news releases and advisories.
Internal Communications and Service Support
• Developed and implemented communications for the Caught on the Market and Main Street Blossoms beautification campaigns.
• Provided support to three emergency incidents that occurred after regular business hours (i.e., evenings, nights and weekends) related to boil
water orders, extreme weather notifications, road closures and flooding and participated in one mock emergency exercise.
Approved 2015
221
164
• Worked with Growth and Community Development Services (to support the Canadian Institute of Planners annual conference) to develop an
event to recognize the City Market as one of Canada's Great Public Places.
• Supported large- scale, ongoing projects such as the Winter Management Plan and the 2014 construction season.
• Provided strategic communications on a number of sensitive files and unplanned initiatives.
• Supported the City's Open Data program.
• Collaborated with Human Resources to roll out a "years of service" pin and recognition program.
• Highlighted the accomplishments of 350 employees through two issues of Engage.
• Re- implemented the Summer Safety Campaign involving Saint John Water, Transportation and Environment Services, Saint John Police Force,
the Saint John Fire Service and Human Resources.
2015 Major Initiatives, Major Projects and Corporate Communications Service Delivery Highlights
Community and Brand Relations
Develop and implement a communications framework to improve the City's approach to engaging and informing citizens, employees and
stakeholders. This includes continuing to develop and document communications, brand and media relations standards. Aligns with 7A
Communications Framework strategic initiative in AdvanceSJ. Supporting initiatives include:
• Work with key stakeholders (including IT) to complete a website governance model, ensuring that the responsibility of website
content becomes part of service delivery and that the site is strategic in meeting communications needs.
• Work with the nominating committee to develop a campaign designed to encourage volunteer applications to the City's ABCs.
• Develop an online magazine.
• Provide communications support to the cross - functional team that will be responding to Common Council's request for an Open
Data Policy. Contributes to Information Management System strategic initiative in AdvanceSJ.
Address needs for public education about City services and operations. Initiatives (in conjunction with the Neighbourhood Enrichment service
and aligns with 2A Vibrant, Safe Neighbourhoods strategic initiative in AdvanceSJ) include:
• Support the "Mayor's Cup" an event designed to promote the helmet by law requirements.
• Support "Passport to Parks ", designed to promote the PlaySJ goal of "providing quality, accessible recreation and leisure facilities
maintained at a high standard and used to their maximum potential."
• develop a new initiative designed to highlight City facilities which may include tours of the EWWTF and the SJFS /IOL Training Facility
Approved 2015
222
165
• Support True Growth 2.0, through various True Growth Alliance working group initiatives. Contributes to 18 Economic Development
Coordination strategic initiative in AdvanceSJ.
• Continue to support and organize various community and media events, in order to promote service delivery and the City as a great place to
live, work and invest through various channels.
Media Relations (including Social Media)
• Implement an house media training program
Internal Communications and Service Support
Support the employee engagement strategy with Human Resources. Planned initiatives that contribute to 6A Workforce Development
(employee engagement) strategic initiative in AdvanceSJ include:
• Expand on the "service excellence" programs.
• Develop SharePoint as the delivery system for Engage, our employee newsletter (in conjunction with IT).
Continue to provide strategic support as well as enable service areas to perform basic communication activities (such as emergency
notification).
Provide communications counsel and support to the City's Safe, Clean, Drinking Water project. Contributes to 3C Quality Drinking Water
strategic initiative in AdvanceSJ.
Approved 2015
223
166
Corporate Communications - Service Levels and Resources
• Establish communications standards and processes across the organization,
improving organizational competencies, expertise and management practices to
support the delivery of high - quality communication services.
• Respond to media requests and media coordination within one business day (95
percent of the time). This accounts for approximately 25 % of the daily activity.
• Develop and delivering strategic messaging for the City of Saint John.
• Support service areas in developing and executing communication plans and
products that educate the public on service initiatives and service levels and
responsibilities.
• Work with service areas to ensure communication meets quality standards.
• Website maintenance including updating news events and content, responding
to external requests from the public.
• Produce print collateral -- flyers, posters, print advertising for various
publications (over 50 pieces annually).
• Provide 24 hour — 7 days a week communication support coverage in response to
emergency events (not including fire and police unless required otherwise).
• Respond to request for information from the public, other levels of government
and other organizations) within two business days (95 % of the time).
• Monitor media and social media sites to ensure that communication reflects City
messaging.
• Organize, facilitate or assist community and media events and meetings
(approximately 10 per year).
• Produce speaking notes and presentations for City sponsored events.
Approved 2015
Corporate Communications works with
service areas across the Corporation to
help the public understand what they
can expect as a result of delivery of
municipal services and the value their
investment has in the community,
promoting Saint John as a great place to
live, work and invest.
• Corporate communications strives to
foster positive relationships between
the City, our employees, our citizens
and other organizations building trust
and confidence in the City as a public
service provider.
• Common Council has adopted Priorities
for their term, one of which is strategic
communication.
• At current staffing levels, the
department can only function in an
operational, reactive capacity, affecting
ability to communicate and educate.
• Unplanned and "ad hoc" work affects
ability to respond and response times.
• Full staff complement (3) is lower than
similar sized municipalities.
224
Wages & Benefits $315,190
Goods & Services 225,195
Total Expenditures $540,385
Full Time Equivalent Positions(FTE)
Management
1.25
Professional
1.00
Inside Workers
1.00
TotalFTE
3.25
167
Information Technology Systems
Information Technology (IT) is responsible for delivering core technology
services to the City of Saint John ( "organization ") in the form of network
connectivity, IT hardware, software applications, telecommunications, and
technology enabled business process enhancements.
IT is a core service enabler, while supporting the City and region's fire,
police and 911 emergency response services. IT is responsible for ensuring
that the City's information and data remains intact and secure and that the
City's IT and communications systems remain fully operational (24 hours a
day, 7 days per week, and 365 days per year).
IT further supports all of their services during regular business hours by
means of a Service Desk, and after hours via on -call technicians providing
24/7 coverage.
Changing technology; maintenance and availability demands
Security needs; protection of the City's information assets
Leveraging technology for process improvement and cost effectiveness
Legislative requirements around protection of privacy
Organizational capacity; needs of service areas
Expectations of internal users of information technology assets
2014 Information Technology Systems Service Accomplishments and Performance
Customer Service
• Managed and supported technology used to deliver key municipal and
public safety services to the community.
• Completed 6,480 service calls from internal customers (a 3%
decrease from 2013). Service calls relate to application and
hardware issues.
• The City's IT services experienced 1 major unplanned outage and 3
partial planned shutdowns in 2014. The major outage was the
result of storm damage and the failure of the City Hall back -up
generator. The partial shutdowns were as a result of a winter
storm affecting Data Center cooling.
Approved 2015
225
Calls to the IT Service Desk for 6 Years
8000
7000
6000
5000
4000
3000
2000
1000
0
2009 2010 2011 2012 2013 2014
■ Police Parking ■ CGAC ■ SJ Transit ■ City
.:
Information Technology Infrastructure Maintenance
Desktop / Laptop fleet achievements
• Replaced 103 desktops and laptops as part of the City's "pay -as- you -go" Evergreen Program.
• Continued to expand mobile and flexible user desktop experience by leveraging new virtual technology, mobile platforms, and thin
clients. This program enhanced both user security and access.
• Successfully applied to the Summer Student program to assist IT staff with deployment and Service Desk duties. This resulted in
operational savings.
• Server and network infrastructure maintenance program.
• Designed and secured Council approval for a core network and server replacement that will allow City services to run in a redundant
configuration. The new High Availability system will reduce the risk of unscheduled outages that plagued IT infrastructure in early 2014.
• Laid the ground work for potential future Data Center moves.
• Streamlined and simplified internal maintenance procedures, resulting in an estimated 15% reduction in maintenance costs.
• Installed +100 security updates and maintenance patches on over 160 servers in 2 environments.
• The City's server infrastructure is now over 95% virtualized. At this level the City is ahead of most municipalities. Virtualization provides
greater flexibility and capacity, increases reliability and redundancy, and reduces licensing and management costs.
• Replaced 50% of the City's virtual farm servers.
Enabling Corporate Initiatives
Implemented SharePoint dataroom for managing the vast number of expected documents for the P3 SCDWP. IT staff working with the
Project Team to build designed and implement a site that would securely manage information assets and enable remote access.
• IT supported many other Service area projects such as One Stop Shop, CRM, Open Data, HR Absentee Management, Fire Inspection Services,
the New Fire Training Facility, Works West Garage, ABC appointment tracking, Police systems.
Service to Public and Others
• Police Headquarters (PHQ) at One Peel Plaza:
• Provided the Police Force expert guidance in creating required security documentation and certification.
• Provided the SJPF expertise in moving to the new IP based ANI /ALI service. Saint John is the first and only 911 PSAP (Public Safety
Answering Point) in New Brunswick to move to the new platform before the December 31St, 2014 deadline.
• Managed and maintained IT in PHQ under the frame work of a Memorandum of Understanding.
Approved 2015
226
169
• Launched a community Web Camera initiative designed to showcase key City assets and attractions. A process was been developed to
assess future installations.
• Expanded the City's Public Space WiFi network from Kings Square, down King Street to Harbour Passage. This was the result of a successful
partnership where 50% of project resources were sourced from community partners. The current system supports over 150 users per day,
and will be expanded in 2015.
• Created over 60 reports and online systems for a variety of service areas including Common Council (i.e., new calendar for Councilors used
to track mayoral appearance requests, a new municipal grant application portal, and an RFP review for website design for the City's DMO).
Approved 2015
Number of Web Page Requests by Citizens Per Day
20,000
issing Person
Boil Water Order
Ice StormRainfall /Floodi
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now Storm
Flooding
Storm
Little River abour Day
C Failur
16,000
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12,000
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8,000
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4,000
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Approved 2015
227
170
Tropical Storm Arthur
issing Person
Boil Water Order
Ice StormRainfall /Floodi
n
now Storm
Flooding
Storm
Little River abour Day
C Failur
227
170
2015 Major Initiatives, Major Projects and Information Technology Systems Service Delivery Highlights
Information Technology Infrastructure Maintenance
• Continue to review the Desktop Computer asset inventory and deliver desktop services (e.g., Thin Clients and VDI) to service areas. The goal
is to maintain a sustainable service. Contributes to 3A Asset Management strategic initiative in AdvanceSJ.
• Develop an Information Security Plan that includes Disaster and DC Recovery plans. This will include a complete security test of the City's
logical and physical networks and information protection systems (develop and test procedures for back -up and restoration for data and
system). This initiative also includes formalizing IT's ability to support business continuity and identify systems the City cannot function
without.
• Develop a new Technology Usage Policy and third party (Agency, Board and Commission) IT Service Agreement, with supporting processes
and procedures.
• Implement and complete a new City of Saint John network core that is central to all IT services. The new core will enable and support future
technologies, and incorporate best practice security design and reliability. Contributes to 4A Continuous Improvement strategic initiative in
AdvanceSJ.
• Conduct a feasibility study and action plan to address the evolving needs of the City's enterprise resource planning (ERP) system (Naviline —
SunGard), management software (or integrated applications) that is used to collect, store, manage and interpret data from many service
activities.
• Work with Police, Fire and the Province of New Brunswick to develop a plan to replace the City's current truck radio system (past its useful
life) and enable inter - agency public safety communications. Assess both Cap Ex and Op Ex funding models.
Enabling Corporate Initiatives
• Support operational process improvement through the use of technology in particular the eCity intranet system. Contributes to 4A
Continuous Improvement strategic initiative in AdvanceSJ. One stop Shop support
Implement and support the records and information management system ensuring it meets our records and document life cycle obligations
and enhance data and information driven decision - making. Contributes to 5C Information Management System strategic initiative in
AdvanceSJ.
Approved 2015
228
171
Continue to support the implementation of customer service improvement strategy. Key contribution will be the implementation and
testing of the CRM software and procuring the final release version of the software. IT will also support the development of business
processes related to using the software to track and monitor service requests. Contributes to 5A Customer Service Improvement strategic
initiative in AdvanceSJ.
Provide IT support to the cross - functional team that will be responding to Common Council's request for an Open Data Policy. Contributes
to Information Management System strategic initiative in AdvanceSJ.
• Continue to provide support that will enable service areas to perform basic communication activities (such as emergency notification) (with
communications).
Service to Others
• Expansion of WiFi and Web cameras where possible. Investigate partnerships with the City's key service areas, agencies, boards and
commissions and technology partners in an effort to further expand the City's public spaces WiFi network (supports Council's sustainable
infrastructure and community of choice priorities).
• Investigate providing IT services and hosting services to other municipalities (fee for service / external revenue generation opportunity).
Approved 2015
229
172
Information Technology Systems - Service Levels and Resources
Provide technology support for all aspects of corporate software as required for
service related operations ensuring software is available and is licensed, maintained
and upgraded based on an agreed upon lifecycle (approximately 20 different
applications)
• Exchange — email and calendar coordination
• SharePoint — Intranet and Information Management
• External Web presences — hosting saintjohn.ca, and other web sites
• Shared drives — network drives for storing City documents
• Databases that store booking records for facilities, Parking Commission
interfaces, Billing applications, network health logs, GIS, Scheduling
applications.
• CCTV camera installations, networking, and storage of recordings
• Building management and access control systems
• Enterprise resource planning (ERP), Work Order, and Financial Systems
• Support Emergency services
Support and maintain IT assets including:
• 600 desktops and laptop - replaced on a four year cycle as part of the
Ever Green Program
• 30 Police Toughbooks PCs laptop - replaced on a four year cycle as part
of the Ever Green Program
• 15 handhelds
• 40 printers
• 6 Smart Boards
• 115 BlackBerrys /Smart phones, 165 Cell Phones, and 361 Data devices
• 301 IP Phones, 324 POTS phones and 76 Fax / Modem lines
Approved 2015
• IT service delivery is integral to
all aspects of services delivered
to our citizens.
• Vital to the protection of the
City's information assets and
citizens' personal data.
• Enables effective and efficient
communications (internally and
externally).
• Supports continuous
improvement of service delivery
by ensuring that technology is
utilized in a way that makes
service delivery more effective
and efficient. IT will need to
work collaboratively with other
service areas for project
management and training
expertise support.
230
Wages & Benefits
$1,389,808
Goods & Services
933,040
Recovery (Planning)
(15,000)
Recoveries (Police HQ)
(85,480)
Total Expenditures
$2,222,368
Revenue
$81,500
Full Time Equivalent Positions(FTE)
Management 1.25
Inside Workers 16.00
TotaIFTE 17.25
173
Service Levels and Resources Continued...
Provide consulting to assist service areas in evaluating, selecting and implementing
technology solutions including hardware and software
Manage, maintain and secure City's Local Area Network (LAN)
• 150 network devices (including firewall, telephony switches in city Hall,
and Police Infrastructure)
• 20 high speed links to other City facilities (e.g. Fire Stations, Municipal
Operations facilities, Police Stations)
• 25 links to small remote sites (Recreation Centers, Pumping stations)
• Remote access to employees (VDI and Netmotion) — travel and working
from home
Manage the telecommunications system including cellular and desk phones and
validate /optimize usage and charges
Manage, maintain, secure and upgrade the city's servers and services including:
• Over 90 servers (physical and virtual)
• 20.4TB of data (including managing backups and restorations)
• Over 140 server and PC services and applications
• Maintain high availability of these servers (99.99% uptime)
Deliver internal customer service by providing solutions or work order supported
assistance for application, desktop and printer technical support through the IT Service
Desk
Approved 2015
231
174
Legislative Services
Legislative services are inclusive of the corporate offices outlined in the Municipalities Act. These include the City Manager's Office, The
Common Clerk's Office and the City Solicitor's Office. The budget also incorporates the planned expenditures related to Common Council.
Organizational Goals
To establish the City of Saint John as a service - based, results oriented, high performance public service organization.
Service Based Results Oriented Hi0, Performance
• Considering the needs of the community as a • Providing strategic leadership in delivery cost- • Collaborative, strategically minded workforce
whole effective service to the community • Culture focused on contributing to
• Creating opportunities for citizen feedback • Ensuring access to Council and its decision community goals through service delivery
and input through corporate records management • Resource conscious and accountable for
• Responding effectively and efficiently to • Protecting the interests of the City as a results
address community needs corporation
Approved 2015 175
232
Corporate Services Financial Summary
Total Common Council
Legislated Services Budget
588,445 601,043
$2,581,988 $2,915,852
14.00
NnI P,
Approved 2015 176
233
Approved
2015
2014
Expenditures Revenue
FTF
City Manager's Office
529,045
859,613
3.00
Regional Services Commission
53,226
41,085
Common Clerk's Office
664,517
662,296
6.00
City Solicitor's Office
746,755
751,815
5.00
Common Council
Mayor's Office
185,895
178,893
Council
402,550
422,150
Total Common Council
Legislated Services Budget
588,445 601,043
$2,581,988 $2,915,852
14.00
NnI P,
Approved 2015 176
233
Table of Contents — 2014 Service Plans
City Manager's Office
................................. ............................... 178
CommonClerk's Office .................................................................................................................................. ............................... 183
(Legal Service) City Solicitor's Office ............................................................................................................. ............................... 190
Approved 2015
234
177
City Manager's Office
The City Manager's Office provides overall corporate management and
strategic and managerial direction to the Corporation of the City of Saint
John. The primary objective is to ensure that the administration operates
efficiently, cost effectively and in accordance policy set by Common
Council.
The City is striving to become recognized as a service - based, results
oriented high performance organization. The goal is to deliver service
that meets the needs of our community in a cost effective manner. In
Drivers
Expectations for transparency and accountability in local government
Organizational capacity
Responsiveness to evolving service needs of the community
Priority on strategic planning and demonstration of results
Focus on building government, corporate and community relationships
Expectations for cost - effective service delivery
working to accomplish this goal, the City Manager has overall
responsibility for Growth and Development Services, Urban Environment Services, Transportation and Environment Services, Saint John Water
Services, Finance and Administrative Services, Strategic Services and Legislative Services.
The City Manager and senior administrative officers provide Council with information and advice on policy matters and ensure that Council's
decisions, policies and programs are executed. In addition, they oversee The City's operating and capital budgets and are accountable for long -
range and corporate plans for the organization. Acting as a de facto ambassador for the City Manager's Office, the Executive Director develops
corporate policy and provides ongoing support to the organizational efficiency and operational performance of the City of Saint John and its
administration.
2013 City Manager's Office Service Accomplishments and Performance
Council Priorities
• Road Improvement Funding maintained
• Nick Nicole Centre reopening
• Mispec Park re- opened with private sector funding
• One Stop Development Shop process commenced
• P3 Application SCDW - Completed and approved
• P3 Team Identified — Engineering Firm Engaged
Approved 2015 178
235
• P3 funding agreements with federal and provincial governments completed
• Fundy Quay — Development Agreement Pending
• Artificial Turf Field — Construction completed
Strategic Initiatives
• PlaySJ — report completed and approved
• ZoneSJ — report completed and approved
• Corporate Strategic Plan Completed
Corporate Initiatives
• Introduction of the Executive Director (City Manager's Office) role
• Space Needs Analysis City Hall — completed
• PSA Compliant Financial Statements - completed
• Referrals — Drafted Administrative Process Improvements
• Fire Training Site — Agreement Pending
• West Works Depot - Acquired
• Return to Work Program Business Practice Developed — Inside Workers
• Occupancy Agreement with SJPF re Police Facility
• Funding Agreement with PNB re Police Facility
• Improved Citizen Friendly GIS Mapping Tool Initiated
• Core Service Review Implementation Underway
• Quarterly Management Meetings ongoing
Approved 2015
236
179
• Improvements to capital priorities evaluation process and matrix
• Introductions of a more efficient Council referral development, research and response process
External /Intergovernmental Participation
• Municipalities Act Review — Position Paper submitted
• Fiscal Transfer Committee — CNBA Representative
• External priorities plan
• Hosted Regional Manager's meeting
• Cities NB meeting (City Managers) — September
• Hosted Tri -City Mayors Meeting
• Participation in Living SJ Initiative
2015 Major Initiatives, Major Projects and City Manager's Office Service Delivery Highlights
• Complete Service Review
• Compensation Review Completed
• Job Evaluation Process Completed
• Implement Council Referral Process
• Continue One Stop Shop Development
• Issue RFP (Request for Proposals) for SCDW Project
• Finalize outstanding water agreements
• Re- establish EMO position and program
• Initiate Collective Bargaining with three Locals
Approved 2015
237
180
• Finalize direction on City Hall
• High -level examination of the City's agencies, boards and commissions
• Introduction of more strategic long -term financial planning
• Development of sponsorship programming
Policy and Priority Advancement
• In partnership with the Commissioner, Strategic Services and City Manager's Office, develop an annual Government Relations and External
Partnerships Plan in support the successful delivery of Council priorities.
• Coordinate the City's strategic involvement in FCM, CNBA, AMAMB and other external organizations. Strategic support for the Cities of New
Brunswick's Local Governance Reform and Legislative Modernization Agenda.
• On -going intergovernmental affairs support for the City's strategic projects, including the SCDWP.
External Funding Opportunities for the City of Saint John
Monitor and report on key Federal and Provincial Government policy initiatives and funding programs that could directly impact the City of
Saint John.
Strategic Relationships and Partnerships
• Ongoing support for the True Growth 2.0 process.
• Support Mayor, Council, the City Manager and Senior City Staff in engaging and building sustainable relationships with key municipal,
provincial and federal counterparts.
• Facilitate the City of Saint John's ongoing partnership with the newly elected Provincial Government as well as provide support to the City of
Saint John around the 2015 federal election.
Approved 2015 181
238
City Manager's Office - Service Levels and Resources
Service Level Impact of Service Delivery Resource -.
• Provide leadership to more than 600 City employees in working toward • Provides strategic leadership to support the Wages & Benefits $786,366
the implementation of Council's priorities that align with the
Community's vision and the principles of PlanSJ
• Set the overall strategic direction for short and long -term corporate
goals and objectives
• Provide oversight to City operations
• Motivate and monitor performance to ensure that standards are met,
that priorities are pursued and high quality City services are consistently
delivered
• Make policy recommendations to Council that support the cost -
effective delivery of service
• Keep Common Council informed of the operations and affairs of the
City as well as ensuring that the decisions and the policy direction set
out by Council are implemented
• Prepare and present operating and capital budgets and make
recommendations concerning the financial condition of the City (in
consultation with the Commissioner of Finance)
• Perform the duties and exercise the responsibilities assigned to the City
Manager by Common Council
• Identify, track and monitor Provincial and Federal Government
initiatives that have the potential to advance the City of Saint John's
financial and policy interests.
• Prepare, update and circulate appropriate Intergovernmental affairs
briefing documents to City Staff and Council.
• Identify and monitor Federal and Provincial funding programs that may
be applicable to City of Saint John, with a particular focus on Council's
priorities.
• Support Mayor and Council, City Staff and the City's Agencies, Boards
and Commissions in identifying, preparing for and engaging appropriate
Provincial and Federal Government representatives with respect to the
City's priorities.
Approved 2015
achievement of Council's priorities
Goods & Services
73,247
Total Expenditures
$859,613
• Supports the City in establishing itself as a service -
based, results oriented, high performance public
Full Time Equivalent Positions(FTE)
service organization
Management
1.0
• The introduction of the Executive Director role has
Professional
1.0
improved the ability of the City Manager's Office
Non -Union
1.0
to more efficiently and strategically respond to
Total FTE
3.0
matters arising from Council, City Staff, agencies,
boards, commissions as well as the community.
239
182
Legislated Services
Service -Based Budget — 2015
on 7117
Office of the Common Clerk
The Office of the Common Clerk is made up of 5 service units that work in
an integrated manner to deliver our core services of making municipal
government work and promoting open government. Services provided:
Governance and Support Services
• participates in reviews of all major initiatives, policy changes
and changes to service delivery to ensure Common Council's
priorities and corporate objectives can be achieved
• facilitates the achievement of strategic corporate objectives by
ensuring the availability of accurate, timely official information
• provides advice on procedural and legislative matters including
Council Priorities and Council Resolutions
Public Expectation for Open Government and Civic Engagement
Corporate Strategic Plan
Municipalities Act, Community Planning Act, Municipal Elections Act,
Archives Act, Right to Information and Protection of Privacy Act,
Electronic Transactions Act, Evidence Act, ISO Recordkeeping
Standards, Bylaws
Enabling Technology Advances
research and assistance in drafting motions and reports
o provides administrative and budgetary support to the Mayor's Office and Common Council
Corporate Records and Information Management (RIM) & Right to Information and Protection of Privacy (RTIPPA) & Archival Services
• promotes Open Government and safeguards the City's information assets by providing leadership on information management
policies and strategies, supporting City programs in their information management practices and ensuring appropriate public access
to City records and information
• receives and processes Right to Information and Protection of Privacy requests for the City and manages responses to appeals filed
with the Office of the Information and Privacy Commissioner of New Brunswick
• preserves and makes accessible the archival records of the City
Council Secretariat and Registry Services
• facilitates government decision - making by managing meetings of Common Council and committees
• coordinates appointments of the public and members of Council to Agencies, Boards and Commissions
• provides easy public access to Council's decisions
• records the minutes and agendas of Council and designated committees
Approved 2015 183
240
• maintains the Municipal Plan and City By -laws for public access
• manages official correspondence, and is the official signatory to agreements and contracts
• responsible for advertising planning and other public notices mandated by legislation
• provides services to the public that are mandated by the provincial government; including filing and registration of property related
resolutions to Council and ServiceNB, and public access to property assessment rolls
• Elections Services
• Common Clerk administers the oath of office to elected officials
• provide procedural assistance to candidates running in municipal elections
• manage appointments to Council vacancies
• coordinate plebicites for the City on matters of local interest, such as fluoridation of drinking water and traffic calming
• Protocol Services
• produce congratulatory messages, proclamations, and the Mayor's protocol correspondence
• provide translation, interpretation and photography services for elected officials
• manage ceremonial events, such as Freeman of the City, visits, flag raisings
• coordinates Council events
2014 Clerk's Office Service Accomplishments and Performance: Governance and Support Services
• Procured and implemented a new agencies, boards and commissions software to track appointments, maintain a database of applicants and
create a web -based application portal for public access (Granicus)
• Implemented and maintained Mayor and Council events calendar to coordinate attendees for events
• Prepared and monitored budgets of Mayor and Common Council
2014 Clerk's Office Service Accomplishments and Performance: Corporate Records and Information Management Services
• Maintained Electronic Records Management System (Laserfiche) adding in excess of 27,425 pages of official records
• Provided historical and research services to public and staff, logging over 160 hours responding to 189 requests
• Authorized destruction and secure shredding of 70 boxes of official records in various formats
Approved 2015 184
241
• Indexed and scanned 105 Legal Agreements and Contracts
• Collaborated with Strategic Services to develop an Open Data Policy and Program
• Trained new hires and existing staff over 3 days to be system administrators and contributors using eScribe software for Agenda Creation
2014 Clerk's Office Service Accomplishments and Performance: Access and Privacy Services
• Access & Privacy consults: 45
• Formal right to information requests: 45
• Requests acknowledged within 24 hours of receipt: 98%
• Requests processed within legally required timeframe: 95%
• Requests answered in full or in part: 74%
• Requests refused in full: 5%
• Requests transferred: 5%
• Requests where decision is pending: 16%
• Number of pages processed: 12,044 (likely an unusually high volume due largely to two complex requests)
• Two requests appealed to Court of Queen's Bench, both of which were discontinued
• Two additional staff trained in use of our RTIPPA case management software (ATIPXpress)
• Protocol developed with Building & Development Services to ensure RTIPPA compliance with respect to information they contribute to the
published Agenda Packets of Council
2014 Clerk's Office Service Accomplishments and Performance: Archival Services
• Prepared Report to City Manager for policy direction to preserve the City Charter and documents of unique historical significance in a
humidity and temperature controlled environment / vault or alternatively to transfer ownership to PANB for preservation
• Sourced estimates for proper environmental control systems to maintain at risk valuable items of historic significance on site
Approved 2015 185
242
• Appraised, described, indexed and boxed 600 records (40 boxes) of legacy material dating from 1950 to 1980
• Initiated digitization project of annual reports and studies (15 boxes) to contribute to online staff reference library
• Created zoning plans and bylaws index and moved these 70 referenced items to accessible on site storage
• Drafted procedures and policies to increase security and control over City Archives and Records Centre
• Coordinated mass digitization of heritage slides and ingestion into record keeping system
2014 Clerk's Office Service Accomplishments and Performance: Council Secretariat and Registry Services
• Enabled civic engagement with Common Council by scheduling 28 public presentations
• Advertised 33 Public Notices for Property rezoning
• Registered 29 bylaws at Service New Brunswick
• Prepared 39 Regular Common Council Agenda Packets
• Prepared 44 In Camera Committee of the Whole Agenda Packets
• Transcribed over 600 pages of Common Council Minutes
• Prepared 484 resolution correspondence letters
• Prepared 11 Pension Board Agenda packets and 107 pages of Pension Board Minutes
• In collaboration with Legal Services prepared 35 bylaw amendments
Approved 2015 186
243
2014 Clerk's Office Service Accomplishments and Performance: Protocol Services
• Coordinated Mayor and Council attendance for 176 events
• Coordinated Mayor and Council attendance for 15 Flag Raisings
2015 Major Initiatives, Major Projects and Clerk's Office Service Delivery Highlights
Governance and Support Services
• Recommend changes to Procedural Bylaw to increase Council meeting efficiencies
• Generate revenue through fee for service agreements with Saint John Energy, Saint John Parking Commission and Pension Board
• Document and publish service standards for the Clerk's Office (Service Based Budget)
• Maintain budgets for Mayor, Common Council and Common Clerk's Office
Corporate Records and Information Management Services (RIM)
• Refresh the Information Management Policy Suite
• Develop an Open Data Policy and Program in collaboration with Strategic Services and selected ABCs
• Continue the SAM Program (Saint John Information Management) in collaboration with Strategic Services
Access and Privacy Services (RTIPPA)
• Continue to perform an analysis of the information contained in the published Agenda Packets of Council and report on the measures that
need to be initiated to ensure RTIPPA compliance
• Enhance Open Government initiatives on Corporate Website through Routine Disclosure, Active Dissemination and publishing a records
inventory
Approved 2015 187
244
Archives Services
• Digitize 50 boxes of agenda packets to prepare for transfer to Archives
• Reorganize 200 boxes of agreements for legal readiness and reference
• Prepare in excess of 100 boxes of agenda packets and other material beyond or at retention for transfer to Archives
• Significantly reduce the Clerk's Office paper storage footprint in the City Archives and Records Centre
• Develop an online archival access and retrieval system
Elections Services
• Begin preparations for the quadrennial municipal election in May 2016
Protocol Services
• Develop a Flag Raising Protocol in collaboration with Cultural Affairs and the Executive Director, City Manager's Office.
Approved 2015 188
245
Clerk's Office - Service Levels and Resources
Service Level Impact of Service Delivery Resource Requirement
• Council meeting preparations with strict timeline requirements
• Enterprise wide Archival, Records and Information Management
functions: including legislated requirement to transfer official records
to PNB Archives following a records schedule
• Right to Information and Protection of Privacy functions: legislative
requirement to acknowledge RTIPPA requests within 24 hours and
provide a final response within 30 days
• Timely policy and procedural advice to Council and City employees
• Professional member and admin support to Pension Board, Saint John
Energy, EMO, Nominating Committee and other ABCs
• Information Management Services have been impacted as a result of
recent staff cuts in the Clerk's Office that eliminated the Corporate
Records Manager FTE position.
Approved 2015
• The preparation of Council agendas requires
Wages & Benefits
$564,496
timely input from City Manager, Legal, all other
Goods & Services
97,800
services
Total Expenditures
$662,296
• Clerk's services relies heavily on timely and
adequate services of Information Technology
Full Time Equivalent Positions (FTEs)
Management
2.00
• Culture Change in all business units to file and
Professional
1.00
lifecycle manage information in a corporate
Inside Workers
3.00
ECRMS
Total FTEs
6.00
• Inaccuracy of input from City services results in
increased time spent on searching for correct
information
• Employee professional development required to
remain current in emerging Information
Management and Access and Privacy areas
• Enabling technology needs to be reviewed and
filtered to ensure proper application for
Information Management
• Lack of information from committees impacts
accuracy of committee records
• Effective internal communication increases
effectiveness
• Timely and adequate responses to access and
privacy requests required to minimize likelihood
of Court action
• Failure to lifecycle manage records affects time
spent in search activity, increases storage costs,
e- discovery costs and costs associated with
disclosure under RTIPPA
• Council and Senior Management support
required
246
Management, professional and inside
workers staff are knowledge workers with
subject matter expertise in Procedural
Rules of Order, Records and Information
Management, Archival Management,
SharePoint, Laserfiche, Right to
Information and Privacy legislation,
ATIPXpress, Granicus, FTR and eScribe
Inside workers provide admin support to
the Mayor and Clerk's office. Duties
include: minute and agenda preparation,
invoice processing, payroll, budget
preparation, recordkeeping, bylaw
processing and advertising, customer
service, and external email to the Clerk's
Office.
:•
(legal Service) Office of the City Solicitor
The City Solicitor's Office, commonly referred to as the Legal Department,
provides legal services to The City of Saint John which can be broadly
categorized as follows:
• Providing legal advice to Common Council in matters of relevance to the
municipality;
• Providing legal advice to officers of the municipality with respect to the
exercising of their authority and the discharging of their responsibility;
• Providing legal representation for the City, its officers and certain commi
and
Resolutions and directions from Common Council and Committee of
the Whole respectively.
Requirement from each City Department for advice /support.
Initiatives directed against the City by others (e.g. actions, appeals,
arbitrations, Human Rights complaints, etc.).
Queries from external sources who have a relationship with the City or
its operation (e.g. subdivision developers, building permit applicants).
ttees and boards before the courts and other adjudicative bodies;
• Providing the legal support services which are required to implement the decisions taken by Council or by officers of the municipality (e.g.
executing property transactions, preparing contract documentation, drafting by -laws, prosecuting by -law violations).
2014 Legal Service Accomplishments and Performance (to November 1, 2014, unless otherwise noted)
• Over 225 items before Common Council or Committee of the Whole prepared or materially contributed to by the City Solicitor's Office, or
which give rise to decisions, the implementation of which fell to the City Solicitor's Office.
• 17 Capital works contracts were vetted through this office.
• 7 engineering services contracts were vetted through this office.
• Initiation and carriage of the expropriation required for the site of the Safe Clean Drinking Water Treatment Plant, title having vested in the
City in September, 2014 with the compensation to be tendered in early December, 2014.
• Completed a title review of all lands impacted by the Safe Clean Drinking Water (SCDW) Project and associated advice and direction to the
SCDW Team for incorporation in the land interest binders as part of the procurement process.
• Management of legal services provided to the SCDW Project.
Approved 2015 190
247
• Finalize the Douglas Avenue Lift Station required for the Harbour Clean -Up Project; including the negotiation, preparation and finalization of
agreement between the City and private individuals which extended to land transactions between the latter.
• Advise with respect to and prepare the required documents to terminate tenancies and establish the terms of new tenancies following
upon the water main break in the Market Tower.
• Finalize the water main loop easement which had been sought by the City, on the Law Courts site, including the negotiation and drafting of
several easements to achieve this result.
• Negotiate, draft and complete the amending agreement to the Trade and Convention Centre Management Agreement for the renewal
period.
• Negotiate, draft and complete the license agreement with IOL with respect to the Fire Training Structure upon the latter's property.
• Negotiate, draft and complete the funding agreement with Emera respecting the turf field at Shamrock Park.
• Represented the City in two Official Language Act complaints made against the City; each successfully concluded.
• Provided advice and direction on a number of procurement matters (Aeroquest, SHU -PAK, etc.).
• Provide all the certificates respecting title required for the prosecution of enforcement matters.
• Draft almost all amendments to the Municipal By -Laws, with the exception of the Zoning and Municipal Development Plan By -Laws.
• Generated the required documentation for initiating and proceeding with and pursuing before the courts at least ten dangerous,
dilapidated, unsightly and vacant properties as well as the carriage of all such matters before the courts.
• Generated the required documentation for initiating and proceeding with and pursuing before the courts at least seven minimum property
standard related matters as well as the carriage of all such matters before the courts.
• Achieve settlement on two contentious Human Rights complaints filed against the City.
• Provide advice and opinions respecting the City's rights and obligations under the Right to Information and Protection of Privacy Act
(RTIPPA) and the carriage of the two referrals to the Court of Queen's Bench made by the requestors of information for disclosure from the
City, one demanding more than 200 hours of time commitment.
• Responding to the requests from the City's Privacy Officer for advice or opinions respecting 15 -20 of the RTIPPA requests thus far in 2014.
Approved 2015 191
248
• Appear weekly in Provincial Court to the return of pleas, ex- partie hearings and trials relating to City By -Laws (subsequent to July with the
departure of a lawyer in the department much of this work has been assigned to outside counsel).
• Provided advice, opinion and support in connection with an historical allegation of employee misconduct.
• The carriage of responding to an application made to Court of Queen's Bench by employee under the Heart & Lung Act, so- called.
• The carriage of the City's position in a disciplinary arbitration hearing followed by a judicial review proceeding at the Court of Queen's
Bench as well as an appeal by the City to the Court of Appeal, which is ongoing.
• The carriage of a zoning by -law enforcement matter before the Court of Queen's Bench consisting in part of the preparation of several
affidavits for the court a Brief and Supplementary Brief to the Court which resulted in a Consent Order being signed by the respondent
which will facilitate the final resolution of this enforcement file.
• The carriage of an appeal respecting the Heritage Preservation By -Law lodged with the Assessment Planning Appeal Board by a property
owner.
• Provided advice, opinion and direction to various City officers on a number of disciplinary /labour matters.
• The carriage of the City's response to an allegation of non - compliance with the Occupational Health and Safety Act of witnesses and
production of a Brief on Fact and Law.
• Provided advice, direction and representation where required on several Workplace Health Safety Compensation Commission Act files as
well as matters brought by employees before the Appeals Tribunal of the Commission which appeals challenged the position taken by the
City in a number of instances. All were successfully disposed of from the City's perspective.
• Prepared a number of one -off contracts in the IT area as well as several contracts enabling community events, for example Sculpture Saint
John, the Saint John 225 wrap -up with the artist providing the signature installation for that project, agreements with Mudd Sweat & Tears,
the Originals as well as contracts with VON and the Hotspot parking arrangements with the Parking Commission.
• Provided service in the nature of one -off consults with various City Departments that would number in the hundreds.
• Generated the required documentation for initiating, proceeding with and pursuing before the Courts and concluding at least 10 dangerous,
dilapidated, unsightly and vacant property files.
• Had the carriage of all dangerous, dilapidated, unsightly and vacant building enforcement matters in Court.
Approved 2015 192
249
• Generated the required documentation for initiating, proceeding with and pursuing before the Court and concluding at least 9 minimum
research property standards enforcement files.
• Had the carriage of all the minimum property standards violations that were brought before the Court.
• Reviewed the proposed new Zoning By -Law (Zone SJ) and provided advice and direction in that regard.
• Initiated payment into Court of holdback funds where subs had outstanding complaints at the time of substantial completion.
• Responded to a complaint against the City respecting signage, under the Official Languages Act.
2015 Major Initiatives, Major Projects and Legal Service Delivery Highlights
• The SCDW Project will proceed toward financial close with continuing legal services required from this department.
• The One Stop Project will continue to require legal services as it proceeds.
• Negotiations with various locals are anticipated to require increased legal service.
• The bulk of legal service will be driven by policy and operational initiatives as they are contemplated and adopted.
Approved 2015 193
250
Legal Service - Service Levels and Resources
Service mid
Service Level Impact of Delivery Resource -.
M
• Provide advice to Common Council /Committee of the Whole respecting • Allows the municipality to avoid potential liability Wages & Benefits $603,080
the nature and scope of the municipality's authority; as well as matters or impinging unjustifiably upon citizens' decisions; Goods & Services 148,735
of potential liability for the City. avoids expenditure of unproductive effort. Total Expenditures $751,815
• Defend City and the municipality's officers in their exercise of statutorily • Serves to confirm and preserve the legitimate
conferred authority, against challenges brought before courts and decision - making authority conferred by the
administrative bodies. Legislature.
• Provide advice /support • The interpretation and application of collective
/ pport to Common Council and the Administration on a agreements in a manner consistent with the
wide range of Labour Relations matters. intention of the parties and the language of those
• Advice /support to Common Council and the Administration on a wide documents is key to stable labour relations and
variety of employment matters. predictable working relationships.
• Provide advice /support respecting the procurement process.
• Support /advice respecting all real property related matters.
By -Law enforcement — including advice to Administration respecting
collection of evidence, preparation of documentation required as
condition precedent to prosecution.
• Civil litigation lying beyond the ambit of the City's liability insurance
coverage.
• By -Law preparation.
• Contract preparation /review /assessment.
Approved 2015
• This promotes and defends the City's legitimate
interests, vis -a -vis, employer /employee
relationships.
• This serves to optimize the procurement process
resulting in best value to the City and in minimizing
the risk of legal action undertaken by either the
successful bidder or those who are unsuccessful.
• Absent this service, capital works projects could
not proceed and development initiatives of third
parties would be stalled; prosecutions of by -law
violations could not occur; claims made against the
City would succeed by default; the City would not
secure an express and enforceable description of its
agreed upon rights and obligations.
• This is the vehicle at which the City may establish
"rules" of general application within the territory of
the municipality. Absent this service, the
municipality's ability to regulate within its
jurisdiction would be frustrated.
251
Full Time Equivalent Positions(FTE)
Management
1.00
Professional
3.00
Non -Union
1.00
TotaIFTE
5.00
Other Service Support:
Ongoing communication with the City
Manager, the Commissioner of Finance
and Common Clerk is imperative. This
office in significant measure depends
upon the input of each other City
Department. In the latter's providing the
factual information necessary to allow us
to effectively and efficiently deliver our
services.
194
7101
SAINT JOHN BOARD
OF POLICE
COMMISSIONERS
PO Sox 1471
Saint John, New Brunswick
Canada E2L 4LI
Bureau des Commissaires du
Service de Police de Saint John
C.P. 4979
Saint John Nouveau - Brunswick
Canada E2L 4L 4
NICOLE PAQUET
Chair/ President
JENNIFER CARHART
Vice Chair/Vice President
MAYOR MEL NORTON
Commissioner /Commissaire
JOHN MacKENZIE
Commissioner /Commissaire
JONATHAN FRANKLIN
Commissioner /Commissaire
BRIAN BOUDREAU
Commissioner /Commissaire
WILLIAM G. REID
Chief of Police /Chef de Police
JACKIE FERRAR
Executive Administrator/
Secretaire Administrative
Telephone/Telephone.
(506) 648 -3324
E- mail /Courriel:
Aolicecommission(a�s� aintiohn.ca
SAINT JOHN
Explore our past/
Explorez notre passe
Discover your future/
Decouvrez votre avenir
March 31, 2015
OPEN SESSION
M &C 2015 -63
Mayor Mel Norton and Members of
Common Council
Your Worship and Councillors:
Re: Saint John Police Force - Legal Fees
Further to our Council Report of February 10, 2015, we wish to advise
you that two additional invoices for legal fees for 2014 were just recently
received from Stewart McKelvey. The following resolution was passed
at the Saint John Board of Police Commissioners meeting on March 10,
2015-
"RESOLVED that the report "Legal Fees Summary 2010- 2014 ", which
was passed by the Board on February 10, 2015 be updated with the
following invoices from Stewart McKelvey - invoice #90408588 dated
October 31, 2014 in the amount of $4,320.11 and invoice # 90422090
dated December 31, 2014 in the amount of $3,769.12, and this updated
report be forwarded to Common Council."
An updated summary of the legal fees for the Saint John Police Force
for 2010 -2014 is enclosed. Please note that the total expense also
reflects the HST Input Tax Credit.
Respectfully submitted,
C—��- fi:; V—
Nicole Paquet
Chair
Saint John Board of Police Commissioners
Ijaf
encl.
252
2014
2013
2012
2011
2010
Summary of Legal Fees
2010-2014
General
Counsel
Labour
Negotiations
Police
Act
Unfair Labour
Hearing
PSCC
Certification
Labour
Arbitration
Total
Expense
44,265
69,503
10,826
-
-
-
124,594
23,539
41,999
32,264
-
-
-
97,802
43,324
-
22,385
18,512
-
84,221
16,571
34,321
-
-
-
23,706
74,599
53,251
-
-
-
-
-
53,251
180,951
145,823
43,0901
22,385
18,512
23,706
434,467
* This figure includes $8,089 relating to 2014 but the invoices were paid in 2015.
253
Youth Safe Harbour Transitional Services Inc.
c/o Housing Alternatives Inc.
75 Adelaide Street,
Saint John, NB E2K 1W4
April 8, 2015
Mayor Mel Norton
City of Saint John
PO Box 1971,
Saint John, NB E2L 4L1
Mayor & Members of Common Council
I I
Safl,,b,,,
On behalf of Youth Safe Harbour Transitional Services Inc. (Safe Harbour), I am writing to
request a grant in the amount of $9,053.00 which represents all development related fees
incurred during the construction of this much anticipated housing facility.
As I'm sure you are aware, youth are one of the fastest growing segments of the homeless
population in Canada. Until now, there was no emergency /transitional housing program
for homeless or at -risk youth in Southern New Brunswick. As a result, youth experiencing
homelessness were left on the streets while trying to get their lives on track. Safe Harbour
will get these vulnerable youth off the streets, provide a safe environment where they can
get stabilized, and will ensure they receive the support they need to make a healthy
transition to adulthood and independent living in the community.
Safe Harbour is not a standalone entity; it is a vital piece of the continuum of services for
homeless and at risk youth. For some youth, Safe Harbour will be the first point of entry
into a long -term, service - delivery model to support them through a difficult time in their
lives.
If we work together as a community, we can make sure that our most vulnerable youth are
supported and given the opportunity to realize their full potential, because when our youth
succeed we all benefit.
Thank you for your consideration and I look forward to your favourable response.
Sincerely,
z ,L,,, —
Kit Hickey
Treasurer
254
REPORT TO COMMON COUNCIL
M & C — 2015 -70
9 April 2015
His Worship Mel Norton
and Members of Common Council
Your Worship and Councillors:
SUBJECT: Tender 201.5- 084901T — Reinstatement of Utility Cuts — Asphalt Work
BACKGROUND:
The City of Saint John
Tenders were called for the reinstatement of cuts made in asphalt sections of roadway, curb, and
sidewalk over the winter period by Saint John Water crews doing emergency repairs on
underground water and sewer infrastructure. Milling and sealing was also included in the
tenders.
This is an annual activity to make permanent repairs to cuts which were temporarily reinstated
with cold mix or granular material during the winter period.
This work consists generally of the supply of all necessary labour, materials and equipment for
the reinstatement of approximately 15,000 square metres of asphalt roadway, 1,500 square
metres of asphalt sidewalk, 200 linear metres of asphalt curb, and 11,000 square metres of
milling and sealing using the methods established in the Municipal Operations General
Specifications.
Tendering this work will allow City forces to focus their efforts on repairing potholes and other
street deficiencies that have become more prominent during the winter and spring freeze and
thaw cycle.
ANALYSIS:
Tenders closed on April S, 2015 with three companies submitting bids. Staffs of Materials
Management and Municipal Operations have reviewed the bid submissions and have found them
all to be complete in every regard.
255
M & C 2015 -70
April 9, 2015
Page 2
The bids received were as follows:
Classic Construction (2012) Ltd. $949,100
NRB Construction Ltd. $956,500
Debly Enterprises Limited $993,830
.Above amounts are exclusive of taxes
FINANCIAL IMPLICATIONS:
This is a planned expenditure and as such funds to cover the cost are included in Saint John
Water's 2015 Operating Budget and Municipal Operation's 2015 Maintenance Budget.
RECOMMENDATION:
It is recommended that tender 2015- 08490IT: Reinstatement of Utility Cuts — Asphalt Work, be
awarded to the low bidder meeting all tender requirements, Classic Construction (2012) Ltd., at
the tendered price of $949,100 plus HST, and further, that the Mayor and Common Clerk be
authorized to execute the necessary contract documents.
Respectfully submitted,
Y w 4�,
t
Jodi Stringer -Webb, P.Eng.
Municipal Engineer
Win. Edwards, ng.
Commissioner
Transportation & Environment
256
Kendall Mason, P.Eng.
Deputy Commissioner
Saint John Water
»�vLr✓
J. Patrick Woods
City Manager
REPORT TO COMMON COUNCIL,
M & C — 2015 -71
9 April 2015
His Worship Mel Norton
and Members of Common Council
Your Worship and Councillors:
Ma "M
The City of Saint John
SUBJECT: Tender 2015- 084902T — Reinstatement of Utility Cuts — Concrete Work
BACKGROUND:
Tenders were called for the reinstatement of cuts made in concrete sidewalk, curb, and
curb /gutter sections by Saint John Water crews doing emergency repairs on underground water
and sewer infrastructure.
This work consists generally of the supply of all necessary labour, materials and equipment for
the reinstatement of approximately 600 square metres of concrete sidewalk, 300 linear metres of
concrete curb, and 60 linear metres of concrete curb /gutter using the methods established in the
Municipal Operations General Specifications.
Tendering this work will allow City forces to focus their efforts to repair deficiencies that have
become more prominent during the winter and spring freeze and thaw cycle.
ANALYSIS:
Tenders closed on April S, 2015 with three companies submitting bids. Staffs of Materials
Management and Municipal Operations have reviewed the bid submissions and have found them
all to be complete in every regard.
257
M & C 2015 -71
April 9 "', 2015
Page 2
The bids received were as follows:
Midi Construction Ltd.
Maguire Excavating Ltd.
Hi Roc Construction Ltd.
FINANCIAL IMPLICATIONS:
$108,000
$169,200
$189,000
Above amounts are exclusive of taxes
This is a planned expenditure and as such funds to cover the cost are included in Saint John
Water's 2015 Operating Budget.
RECOMMENDATION:
It is recommended that tender 2015- 084902T: Reinstatement of Utility Cuts — Concrete Work, be
awarded to the low bidder meeting all tender requirements, Midi Construction Ltd., at the
tendered price of $108,000 plus HST, and further, that the Mayor and Common Clerk be
authorized to execute the necessary contract documents.
Respectfully submitted,
L9
Jodi Stringer -Webb, P.Eng.
Municipal Engineer
Wm. Edwards, .Eng.
Commissioner
Transportation & Environment
258
Kendall Mason, P.Eng.
Deputy Commissioner
Saint John Water
J. Patrick Woods, CGA
City Manager