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2020-05-25_Agenda Packet--Dossier de l'ordre du jourCity of Saint John Common Council Meeting AGENDA Monday, May 25, 2020 6:00 pm Meeting Conducted by Electronic Participation Si vous avez besoin des services en francais pour une reunion de Conseil communal, veuillez contacter le bureau du greffier communal au 658-2862. Pages 1. Call to Order 2. Approval of Minutes 2.1 Minutes of May 4, 2020 7-19 3. Approval of Agenda 4. Disclosures of Conflict of Interest 5. Consent Agenda 5.1 Contract 2020-03: Shamrock Park — Sewer Replacement (Recommendation in 20-22 Report) 5.2 Enbridge Gas New Brunswick Inc. — Municipal Operating Agreement (Revival 23-27 and Amending Agreement) (Recommendation in Report) 5.3 Terms of Spring 2020 Debenture Issue (Recommendation: Receive for 28-29 Information) 5.4 Rockwood Park Horse Stables License Renewal (Recommendation in Report) 30-46 5.5 City Market Tower Interior Renovations Second Floor and Fit -Up 47-51 (Recommendation in Report) 5.6 Initiate Stop -up and Closure of Portion of Algonquin Place (Recommendation in 52-56 Report) 5.7 Proposed Public Hearing Date —134 Taylor Ave, 1739 Grandview Ave, 913 57-59 Latimore Lake Rd and rescheduled hearing date for 90 Paradise Row (Recommendation in Report) 5.8 Holy Cross Cemetery — Revised Mausoleum Proposal (Recommendation in 60-69 Report) 6. Members Comments 7. Proclamation 8. Delegations / Presentations 9. Public Hearings - 6:30 p.m. 9.1 Proposed Street Closing - Portion of Fairville Boulevard (1 st and 2nd Reading) 70-73 10. Consideration of By-laws 11. Submissions by Council Members 11.1 Illegal Dumping of Garbage (Councillor MacKenzie) 74-74 12. Business Matters - Municipal Officers 12.1 Sustainability Update (Verbal) 12.2 Operational Concept Restoration of Services 75-89 12.3 Dominion Park Revitalization 90-104 13. Committee Reports 13.1 Finance Committee: Budget Monitoring Policy 13.2 Growth Committee: Municipal Economic and Community Recovery Planning 14. Consideration of Issues Separated from Consent Agenda 15. General Correspondence 15.1 Canadian Manufacturers and Exporters -Request to Present (Recommendation: Receive for Information) (Tabled May 4, 2020) 15.2 Port Saint John - Heavy Vehicle Permit Fees (Recommendation: Receive for Information) (Tabled May 4, 2020) 15.3 A. Rouse - Sustainability Plan for the City of Saint John (Recommendation: Receive for Information) (Tabled May 4, 2020) 2 105-126 127-158 159-159 160-161 162-162 16. 15.4 P. Groody - Saint John Energy and the Future - An Initial Critique of Your 163-175 Sustainability Plan (Recommendation: Receive for Information) (Tabled May 15.15 4, 2020) 307-307 15.5 R. Goodwin - Citizen Petition: Saint John Energy is Not for Sale 176-232 15.16 (Recommendation: Receive for Information) (Tabled May 4, 2020) 308-311 15.6 C. Osborne: Proposed Cuts (Recommendation: Receive for Information) 233-234 15.17 (Tabled May 4, 2020) 312-314 15.7 H. Duncan - Sale of Saint John Energy (Recommendation: Receive for 235-236 Information) (Tabled May 4, 2020) 15.8 S. Nadeau - Appointment of Provincial Librarian (Recommendation: Receive 237-259 for Information) (Tabled May 4, 2020) 15.9 J. Pearce - Feedback on Restructuring Plan (Recommendation: Receive for 260-261 Information) (Tabled May 4, 2020) 15.10 The Chamber - Saint John Sustainability Report and Options 262-263 (Recommendation: Receive for Information) (Tabled May 4, 2020) 15.11 Protecting Vital Municipal Services - New Brunswick's Three Municipal's 264-269 Association Letter to Premier (Recommendation: Receive for Information) (Tabled May 4, 2020) 15.11.1 Federation of Canadian Municipalities Recommendations to address 270-301 the financial crisis in our cities and communities due to COVID-19 15.12 Moosehead Breweries - Tax on Transportation Trucks (Recommendation: 302-303 Receive for Information) (Tabled May 4, 2020) 15.13 L. Hersey - Complaint - Saint John Transit (Recommendation: Refer to Transit 304-304 Commission) 15.14 Atlantic Provinces Trucking Association re: Heavy Vehicle Permit/Tax 305-306 (Recommendation: Receive for Information) 15.15 Vet's Taxi re: Recent Decision of Council - Age of Vehicles (Recommendation: 307-307 Refer to City Manager for by-law update in October 2020) 15.16 Rocmaura: Armchair Gala (Recommendation: Refer to Clerk to purchase 308-311 tickets for interested Council members) 15.17 Minister Carr correspondence - Sustainability Plan (Recommendation: 312-314 Receive for Information; response letter has been sent to Premier) (Tabled May 4, 2020) Supplemental Agenda K3 16.1 Jeffrey Cyr Secondment Agreement 315-315 16.2 Fundy Quay - Option to Lease Agreement 316-318 16.3 TD Station Negotiation 17. Committee of the Whole 18. Adjournment CI 319-328 NOTICE: THE CITY IS COMMITTED TO TAKING IMPORTANT STEPS IN REDUCING THE SPREAD OF COVID- 19. THE PUBLIC, INCLUDING THE MEDIA, IS NOT PERMITTED TO ATTEND IN PERSON. THE MEETING IS AVAILABLE BY LIVESTREAMING ON YOUTUBE. ACCESS TO THE LIVESTREAMING OF THE MEETING IS AVAILABLE ON THE CITY'S WEBSITE. The public may view a live stream of the meeting on the City's website: https://www.youtube.com/channel/UCWOdmpd x2m-YiZluYABzow/live AVIS: LA VILLE S'EST ENGAGEE A PRENDRE DES MESURES IMPORTANTES POUR REDUIRE LA PROPAGATION DE COVID-19. LE PUBLIC Y COMPRIS LES MEDIAS NEST PAS AUTORISE A ASSISTER EN PERSONNE. LA REUNION EST DISPONIBLE EN DIRECT SUR YOUTUBE. L'ACCES AU LIVESTREAMING DE LA REUNION EST DISPONIBLE SUR LE SITE DE LA VILLE. Le public peut voir une diffusion en direct de la reunion sur le site Web de la Ville: https://www.youtube.com/channel/UCWOdmpd x2m-YiZluYABzow/live Committee of the Whole 1. Call to Order Si vous avez besoin des services en fran�ais pour une reunion de Conseil communal, veuillez contacter le bureau 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 68(1) of the Local Governance Act and Council / Committee will make a decision(s) in that respect in Open Session: 4:00 p.m., Electronic Participation 1.1 Approval of Minutes 68(1) 1.2 Employment Matter 68(1)(f,j) 1.3 Financial Matter 68(1)(c) 1.4 Legal Matter 68(1)(b,f,g) 1.5 Employment Matter 68(1)0) 1.6 Employment Matter 68(1)0) 1 1.7 Financial Matter 68(1)(c) 1.8 Legal Matter 68(1)(f) 1.9 Financial Matter 68(1)(c) 1.10 Legal Matter 68(1)(f) 1.11 Legal Matter 68(1)(f) Ville de Saint John Seance du conseil communal Lundi 2S mai 2020 18h Salle du conseil communal (salle Ludlow), au 8e etage de I'hotel de ville Comite plenier 1. Ouverture de la seance Si vous souhaitez obtenir des services en fran�ais pour une seance du conseil communal, veuillez communiquer avec le bureau du greffier communal au 658-2862. Chacun des points suivants, en totalite ou en partie, peut faire l'objet d'une discussion en prive en vertu des dispositions prevues au paragraphe 68(1) de la Loi sur la gouvernance locale. 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 1.1 Approbation du proces-verbal 68(1) 1.2 Question relative a 1'emploi 68(1)f)j) 1.3 Questions financieres 68(1)c) 1.4 Question d'ordre juridique 68(1)b)f)g) 1.5 Questions relatives a 1'emploi 68(1)j) 1.6 Questions relatives a 1'emploi 68(1)j) 1.7 Questions financieres 68(1)c) 1.8 Question d'ordre juridique 68(1)f) 1.9 Questions financieres 68(1)c) 1.10 Question d'ordre juridique 68(1)f) 1.11 Question d'ordre juridique 68(1)f) Seance ordinaire 1. Ouverture de la seance 2. Approbation du proces-verbal 2.1 Approbation du proces-verbal — 4 mai 2020 3. Adoption de I'ordre du jour K3 4. Divulgations de conflits d'interets 5. Questions soumises a I'approbation du conseil 5.1 Contrat 2020-03 : Parc Shamrock — remplacement des egouts (recommandation dans le rapport) 5.2 Enbridge Gas New Brunswick Inc. — accord d'exploitation municipale (accord de relance et de modification) (recommandation dans le rapport) 5.3 Modalites pour I'emission de debentures — printemps 2020 (recommandation :6 titre d'information) 5.4 Renouvellement de la licence des ecuries du parc Rockwood (recommandation dans le rapport) 5.5 Renovation de I'interieur de la tour du marche au deuxieme etage et amenagement (recommandation dans le rapport) 5.6 Entreprendre la fermeture d'une partie de la place Algonquin (recommandation dans le rapport) 5.7 Proposition de la date d'audience publique —134, avenue Taylor, 1739, avenue Grandview, 913, route Latimore Lake et nouvelle date d'audience pour le 90, rang Paradise (recommandation dans le rapport) 5.8 Cimetiere Holy Cross — proposition revisee pour le mausolee (recommandation dans le rapport) 6. Commentaires presentes par les membres 7. Proclamation 8. Delegations et presentations 9. Audiences publiques —18 h 30 9.1 Proposition de fermeture de rue — tron�on du boulevard Fairville (jr' et 2e lectures) 10. Etude des arretes municipaux 11. Interventions des membres du conseil 11.1 Dechargement d'ordures illegal (conseiller MacKenzie) 12. Affaires municipales evoquees par les fonctionnaires municipaux 12.1 Mise a jour sur le developpement durable (verbal) CI 12.2 Concept operationnel — retablissement des services 12.3 Revitalisation du parc du Dominion 13. Rapports deposes par les comites 13.1 Comite des finances : politique de suivi budgetaire 13.2 Comite permanent sur la croissance : planification municipale de la relance economique et communautaire 14. Etude des sujets ecartes des questions soumises a I'approbation du Bureau 15. Correspondance generale 15.1 Manufacturiers et exportateurs canadiens — demande de presentation (recommandation :6 titre d'information) (depose le 4 mai 2020) 15.2 Port Saint John — droits de permis pour les vehicules lourds (recommandation :6 titre d'information) (depose le 4 mai 2020) 15.3 A. Rouse - plan de durabilite de la ville de Saint John (recommandation : a titre d'information) (depose le 4 mai 2020) 15.4 P. Groody - Saint John Energy and the Future - An Initial Critique of Your Sustainability Plan (recommandation :6 titre d'information) (depose le 4 mai 2020) 15.5 R. Goodwin - petition des citoyens : Saint John Energy nest pas a vendre (recommandation :6 titre d'information) (depose le 4 mai 2020) 15.6 C. Osborne — proposition de reductions (recommandation : a titre d'information) (depose le 4 mai 2020) 15.7 H. Duncan — vente de Saint John Energy (recommandation : a titre d'information) (depose le 4 mai 2020) 15.8 S. Nadeau — nomination d'un bibliothecaire provincial (recommandation : a titre d'information) (depose le 4 mai 2020) 15.9 J. Pearce - retroaction sur le plan de restructuration (recommandation : a titre d'information) (depose le 4 mai 2020) 15.10 La Chambre — rapport sur la durabilite de Saint John et options (recommandation :6 titre d'information) (depose le 4 mai 2020) 15.11 Protection des services municipaux essentiels — lettre des associations de trois municipalites du Nouveau -Brunswick au premier ministre (recommandation :6 titre d'information) (depose le 4 mai 2020) 61 15.11.1 Recommandations de la Federation canadienne des municipalites pour faire face a la crise financiere dans nos villes et communautes due a la COVID-19 15.12 Brasserie Moosehead — taxe sur les camions de transport (recommandation :6 titre d'information) (depose le 4 mai 2020) 15.13 J. Hersey — plainte — Saint John Transit (recommandation : consulter la Commission des transports) 15.14 Atlantic Provinces Trucking Association : permis/taxes pour les vehicules lourds (recommandation :6 titre d'information) 15.15 Service de taxi et veterans : decision recente du Conseil (recommandation : consulter le directeur municipal pour la mise a jour du reglement en octobre 2020) 15.16 Rocamaura : Gala en fauteuil (recommandation : consulter la greffiere pour les membres du conseil interesses) 15.17 Correspondance du ministre Carr : Plan de durabilite (recommandation : a titre d'information; la reponse a ete envoyee au premier ministre) (depose le 4 mai 2020) 16. Ordre du jour supplementaire 16.1 Accord de detachement de Jeffrey Cyr 16.2 Fundy Quay — Option de bail 16.3 Negociation de TD Station 17. Comite plenier 18. Levee de la seance C.1 COMMON COUNCIL/ CONSEIL COMMUNAL May 4, 2020 / le 4 mai 2020 MINUTES — REGULAR MEETING COMMON COUNCIL OF THE CITY OF SAINT JOHN MAY 4, 2020 AT 6:00 PM MEETING CONDUCTED BY ELECTRONIC PARTICIPATION Present: Mayor Don Darling attending by video conference Deputy Mayor Shirley McAlary attending by video conference Councillor -at -Large Gary Sullivan by attending video conference Councillor Ward 1 Blake Armstrong attending by video conference Councillor Ward 1 Greg Norton attending by video conference Councillor Ward 2 Sean Casey attending by video conference Councillor Ward 2 John MacKenzie attending by video conference Councillor Ward 3 David Hickey attending by video conference Councillor Ward 3 Donna Reardon attending by video conference Councillor Ward 4 David Merrithew attending by video conference Councillor Ward 4 Ray Strowbridge attending by video conference Also Present: City Manager J. Collin attending by video conference City Solicitor J. Nugent Q.C. attending by video conference Fire Chief K. Clifford attending by video conference Commissioner Finance K. Fudge attending by video conference Commissioner Growth & Community Development J. Hamilton attending by video conference Commissioner Transportation and Environment M. Hugenholtz attending by video conference Commissioner Saint John Water B. McGovern attending by video conference Common Clerk J. Taylor attending by video conference Administrative Officer R. Evans attending by video conference Deputy Common Clerk P. Anglin attending by video conference r51 COMMON COUNCIL/ CONSEIL COMMUNAL May 4, 2020 / le 4 mai 2020 To conform with the Government COVID-19 State of Emergency and Mandatory Order isolation requirements, City Hall is closed to the public. Council Members and senior staff participated by video conference. The City Manager conducted roll call of the Council Members to determine quorum; all were noted in attendance. The Common Clerk and the City Solicitor were also duly noted in attendance. The City Manager advised that to ensure access to the public and transparency of the meeting, livestreaming on the City's YouTube feed is being monitored for disruptions. R. Evans confirmed the City's live stream of the meeting was functioning. Rogers TV also was connected to provide the public live streaming of the Council meeting. 1. Call to Order 2. Approval of Minutes 2.1 Minutes of April 20, 2020 Moved by Deputy Mayor McAlary, seconded by Councillor MacKenzie: RESOLVED that the minutes of the meeting of Common Council held on April 20, 2020, be approved. IL 10000►[4L1:k]k]11191 3. Approval of Agenda Moved by Councillor Merrithew, seconded by Councillor Hickey: RESOLVED that the agenda be re -arranged to address items 11.1 Saint John Energy and 11.2 Heavy Vehicle Permits during the 12.2 Sustainability Plan discussion. MOTION DEFEATED with Deputy Mayor McAlary and Councillors Norton, Strowbridge, Reardon, MacKenzie, Casey, and Armstrong voting nay. Moved by Councillor Sullivan, seconded by Councillor Hickey: RESOLVED that the agenda of this meeting be approved with the addition of item 16.1 Email dated May 4t" from Minister ELG J. Carr re: The Saint John Sustainability Plan. MOTION CARRIED with Councillor Norton voting nay. 4. Disclosures of Conflict of Interest S. Consent Agenda 5.1 That as recommended by the City Manager in the submitted report M&C 2020- 116: Amendment to Change Date of Public Hearing to Consider Stop -Up and Closure for Portion of Fairville Boulevard, Common Council amend its resolution dated March 23, 2 E:3 COMMON COUNCIL/ CONSEIL COMMUNAL May 4, 2020 / le 4 mai 2020 2020 as contained in M&C 2020-83, by deleting the Public Hearing date set for Monday, June 8, 2020, and inserting a new date in its place of Monday, May 25, 2020, with all remaining portions of the aforementioned resolution to remain unchanged. 5.2 That as recommended by the City Manager in the submitted report M&C 2020- 122: Clean Water Wastewater Fund (CWWF) Contribution Agreements - Amendments, Common Council approve that the City enter into Amending Agreements with the Province of New Brunswick for the following Clean Water and Waste Water Fund ("CWWF') Funding Contribution Agreements in the form attached to M&C 2020-122: • SCADA System and Sanitary Renewal • McLellan Street and Pokiok Road — Sewer Separation, Watermain and Sanitary Sewer Renewals, and New Pumping Station and Mecklenburg Street — Storm Sewer • McAllister Drive — Watermain Renewal and Mecklenburg Street — Watermain • Combined / Sanitary Sewer System — CSO/SSO Controls Installation and Mecklenburg Street — Sanitary Sewer; and That the Mayor and Common Clerk be authorized to execute the necessary contract documents. 5.3 That as recommended by the City Manager in the submitted report M&C 2020- 120: Contract 2020-07: Douglas Avenue (Civic # 425 to Civic # 393) — Sanitary Sewer & Water Upgrades, the contract be awarded to the low Tenderer, TerraEx Inc., at the tendered price of $ 384,790.00 (including HST) as calculated based upon estimated quantities, and that the Mayor and Common Clerk be authorized to execute the necessary contract documents. 5.4 That as recommended by the City Manager in the submitted report M&C 2020- 123: Engineering Services: DMAF Sanitary Lift Station Improvements Common Council approve the award of the proposal from CBCL Limited, for engineering design and construction management services for the DMAF Sanitary Lift Station Improvements project in the amount of $1,360,450.00 including HST be accepted and that the Mayor and Common Clerk be authorized to execute the appropriate documentation in that regard. 5.5 That as recommended by the City Manager in the submitted report M&C 2020- 118: Licence Agreement for BeaverTails Mobile -Unit Common Council approves that: 1. The City enter into the Licence agreement with BeaverTails Commercial Inc. and Parent and Sons Investments Ltd. as attached to M&C# 2020-118; and 2. The Mayor and Common Clerk be authorized to execute the said Licence Agreement. 3 COMMON COUNCIL/ CONSEIL COMMUNAL May 4, 2020 / le 4 mai 2020 5.6 That as recommended by the City Manager in the submitted report M&C 2020- 119: Licence Agreement for Fog Cutter Inc. Mobile Food -Unit, Common Council approve the following: 1. That the City enter into the Licence agreement with Fog Cutter Inc. as attached to M&C 2020-119; and 2. That the Mayor and Common Clerk be authorized to execute the said Licence Agreement. 5.7 That as recommended by the City Manager in the submitted report M&C 2020- 124: Proposed Gas Detection Equipment and Service Agreement, Common Council approve the submitted 72 month agreement (Exchange Program) with Industrial Scientific Canada, ULC, for the hardware, service, repairs and consumables required for its gas detection program at an annual cost of $16,490.52 plus HST and that the Mayor and Common Clerk be authorized to execute the necessary documents. 5.8 That as recommended by the City Manager in the submitted report M&C 2020- 117: Award of RFP 2020-584001P Council Chambers Communication System, Common Council approve that the tender submitted by Ivan's AV for Tender # RFP 2020-584001P for Council Chambers Communication System in the amount of $144,735.01 plus HST be accepted. 5.9 That as recommended by the City Manager in the submitted report M&C 2020- 112: Market Place West Playground Safety Surface Replacement, Common Council approve that the tender submitted by Playtech Enterprises Inc. for the supply and placement of rubberised safety surface at the Market Place Playground at a price of $168,823.00 plus HST as calculated based on estimated quantities, be accepted. Further to the base tender amount, Common Council approve that a contingency allowance be carried for this project in the amount of $16,882.30 plus HST, for a total project cost of $185,705.30 plus HST. Additionally, Common Council authorize the Mayor and Common Clerk to execute the necessary contract documents. Moved by Deputy Mayor McAlary, seconded by Councillor Armstrong: RESOLVED that the recommendation set out in each consent agenda item respectively be adopted. IL 10000 0MGM :lkIII 9ltl1►/_1011LTA WollWA 6. Members Comments Council members commented on various community events. 7. Proclamations iK CI COMMON COUNCIL/ CONSEIL COMMUNAL May 4, 2020 / le 4 mai 2020 7.1 National Police Week — May 10 to May 16, 2020 The Mayor declared the week of May 10 to May 16, 2020 as National Police Week in the City of Saint John. 8. Delegations/Presentations 9. Public Hearings 6:30 PM 10. Consideration of Bylaws 11. Submissions by Council Members 11.1 Saint John Energy (Councillor Norton) Responding to question, the City Manager stated that the position of staff was never to sell Saint John Energy; the preferred option is to enable the growth agenda of Saint John Energy. Responding to question, the City Manager stated that the Deloitte study on the value of Saint John Energy is complete. The value of the asset with and without the growth agenda was provided in confidence to Committee of the Whole. The City Manager also advised that the City received an unsolicited bid. The City Manager provided two points of clarity: 1. The City cannot grow the utility or receive dividends from the utility without changes to legislation by the province as a supportive partner; 2. The City has never stated who we would sell the utility to or that if the utility is sold we will raise utility rates. There are many examples throughout Canada where utilities are privately owned and the rates are kept low. Moved by Councillor Norton, seconded by Councillor Armstrong: RESOLVED that Saint John Energy is not for sale and consideration of its sale shall be immediately removed from the sustainability report. MOTION CARRIED with Councillor Merrithew voting nay stating there are facts unknown, and a process should be available for anyone to investigate the purchase / sale of the asset. 1:1 11 COMMON COUNCIL/ CONSEIL COMMUNAL May 4, 2020 / le 4 mai 2020 11.2 Heavy Vehicle Permits (Deputy Mayor McAlary) Responding to question "Would it be better to partner with heavy vehicle owners than tax them?" the City Manager stated many perceptions being discussed are not accurate. Staff has not briefed Council on this matter. The City Manager advised Council to table the matter until staff presents on the Heavy Vehicle Permits in item 12.2 Sustainability Plan Recommendations. Moved by Councillor MacKenzie, seconded by Councillor Hickey: RESOLVED that the Heavy Vehicle Permits be tabled to provide discussion of the item under the Sustainability Plan Recommendations. MOTION CARRIED with Councillor Norton voting nay. A staff presentation addressing Heavy Vehicle Permits as a sustainability issue was provided. Moved by Councillor Armstrong, seconded by Deputy Mayor McAlary: RESOLVED that Heavy Vehicle Permits be removed from the table and resume consideration of it. MOTION CARRIED. Moved by Deputy Mayor McAlary, seconded by Councillor Armstrong: RESOLVED that the issue of creating the possibility of a Bylaw for the municipality to have the ability to charge a "Heavy Vehicle Permit" on vehicles that belong to local businesses be denied; and the item removed from the Sustainability Report. MOTION CARRIED with Councillors Merrithew, Casey and Sullivan voting nay. 12. Business Matters - Municipal Officers 12.1 COVID-19 Update (Verbal) Referring to the submitted presentation entitled Services Restored, The City Manager updated Council on the services restored and the date restored. The One Stop Development Shop service, permits and building inspections have been restored. Since the COVID-19 State of Emergency was declared there has been a 60% drop in the number of permits compared to the same period last year. The entire workforce is back at work either working from home or work locations although not at 100% capacity. The City is moving forward following the leads of the Province and Provincial Officer of Health. t'd 12 COMMON COUNCIL/ CONSEIL COMMUNAL May 4, 2020 / le 4 mai 2020 Referring to the submitted report entitled SJEMO COVID-19 Report to Common Council May 4t", 2020 Deputy Incident Commander M. Carr provided an update on the status of SJEMO including the COVID-19 current state, the 2020 Spring Freshet, the transition to Recovery and the subsequent lowering of SJEMO's activation level from Level 2 — Partial Activation, to Level 1— Enhanced Monitoring. Moved by Councillor Reardon, seconded by Councillor Hickey: RESOLVED that the COVID-19 verbal update be received for information. MOTION CARRIED. 12.2 Sustainability Plan Recommendations for Action May 4t", 2020 Referring to the submitted presentation entitled Sustainability Plan Recommendations for Action May 4t", 2020 the City Manager stated the report and the approval of Council on the recommendations will be a decision breaker to enable planning. To achieve $10 million in the required timeline (January 1, 2021) and address the immediate deficit challenges the options chosen must be viable. The strategic approach in the Sustainability Plan also addresses long-term financial sustainability. Transformational change, including legislative reforms, is required for long-term financial sustainability. The City cannot achieve the required transformational reforms without the support of the Province. The City Manager referred to the Common Council decision that 50% of the entirety of the deficit ($5 million) is to be resolved through workforce adjustments and changes to personnel policy. The next $4 million is proposed to be achieved through the 22 items recommended to be actioned. The remaining $1 million will be achieved through continuous improvement initiatives already approved by Council. The City Manager stated that the $1 million sought through Heavy Vehicle Permits had not been discussed previously with Council. The Chief Traffic Engineer T. O'Reilly addressed the proposed Heavy Vehicle Program objectives to balance the benefits and impacts of heavy truck traffic. The direct cost of the Heavy Vehicle Impact of 1 truck is equivalent to 8,000 — 12,000 vehicles on roads. The proposal would require Class 7 and Class 8 vehicles to require heavy vehicle permits. The plan would need further investigation and implementation planning with stakeholder engagement. A motion to remove from the table the Heavy Vehicle Permit to resume debate passed, and a subsequent motion removing the Heavy Vehicle Permit from the sustainability action items was carried. The City Manager resumed the Sustainability presentation, commenting that removing the Heavy Vehicle Permit necessitates $1 million being found from other sustainability initiatives. A Sustainability Standby Initiatives list is available. VA 13 COMMON COUNCIL/ CONSEIL COMMUNAL May 4, 2020 / le 4 mai 2020 Responding to question on further workforce reductions the City Manager stated that $5M of the $10M deficit is already planned in staff adjustments and represents 57% of the entire budget. The City Manager does not recommend cutting more staff; it will have service impacts. The Ernst & Young report stated that before the fire department could be reduced an impact analysis would be required. If Council does not like the Standby List, staff can review other options. Moved by Councillor Armstrong, seconded by Councillor Merrithew: RESOLVED that the City Manager be directed to look at a further $1M in reductions in workforce adjustments. MOTION CARRIED with Councillor Reardon voting nay stating she supports the City Manager's recommendation, an impact assessment has not been done of the further cuts and that the City is a service provider requiring staff to plow the streets, etc. Moved by Councillor Reardon, seconded by Councillor Sullivan: RESOLVED that Common Council adopt the following: 1. Approve the implementation of the Sustainability Plan and all elements as presented to address the projected deficit of $10 Million through workforce adjustments (60%), revenue generation, service changes, and continuous improvement efforts in 2021 and 2022. 2. Direct the City Manager to return to Council as and when required for implementation plan approval, including any changes to bylaws, policies or Council guidance and direction. 3. Approve the implementation of Standby Sustainability Initiatives as prioritized to ensure the entirety of the deficit is addressed, inclusive of updated deficit figures, to balance the 2021 and 2022 general fund operating budgets. MOTION CARRIED. Moved by Deputy Mayor McAlary, seconded by Councillor Hickey: RESOLVED that as recommended by the City Manager, Common Council adopts the following Policy Development Recommendations: 5. Direct the City Manager to develop a 10 -year vision and strategy document that will be used to guide all further decision-making and subordinate policy development for the City of Saint John. 6. Direct the City Manager to maintain and update all policy documents on an as required basis. g 14 COMMON COUNCIL/ CONSEIL COMMUNAL May 4, 2020 / le 4 mai 2020 7. Direct the City Manager to prepare for the development of the next Council's Four - Year Priorities. MOTION CARRIED. Moved by Deputy Mayor McAlary, seconded by Councillor MacKenzie: RESOLVED that as recommended by the City Manager, Common Council adopt the New Organizational Structure and that terms of reference for Committees be developed as follows: 8. Approve in principle the enhanced Council Committee structure and direct the City Manager to develop Terms of Reference for consideration by Council. MOTION CARRIED. Moved by Councillor Reardon, seconded by Deputy Mayor McAlary: RESOLVED that in accordance with the Procedural Bylaw the meeting be extended beyond 10:00 p.m. MOTION CARRIED with Councillors Sullivan and Merrithew voting nay. Moved by Councillor Hickey, seconded by Deputy Mayor McAlary: RESOLVED that as recommended by the City Manager Common Council approve the Ernst & Young Operational Audit as follows: 9. Endorse the Operational Audit completed by Ernst & Young in partnership with the Province of New Brunswick (Department of Environment and Local Government); and 10. Direct the City Manager to develop a five (5) year implementation plan based on the recommendations outlined in the Ernst & Young Operational Audit. IL WI[Q01re 1:k] all1991 Moved by Deputy Mayor McAlary, seconded by Councillor Reardon: RESOLVED that as recommended by the City Manager and the Review of ABCs to find efficiencies Common Council approves the following recommendation: 11. Endorse the City Manager's effort to significantly reduce payments to the regional facilities through the exploration of alternative business models and the identification and implementation of other efficiencies. MOTION CARRIED. Moved by Deputy Mayor McAlary, seconded by Councillor Casey: 01 15 COMMON COUNCIL/ CONSEIL COMMUNAL May 4, 2020 / le 4 mai 2020 RESOLVED that as recommended by the City Manager, Common Council approve the Transit recommendations as follows: 12. Continue to support the ongoing Transit review with its previously identified goals and objectives. 13. Support in principle, the closure of the Transit Commission and the transfer of the transit function to City Hall, including all personnel, vehicles and equipment. This support in principle is conditional on satisfactory resolution of outstanding issues, including but not limited to the pension considerations and the necessary legislative and bylaw changes. 14. Council submit a request to the Province to amend the Transit Commission Act so as to provide that in the event the Common Council of The City of Saint John (the "City") adopts a resolution to assume control of the operations of Saint John Transit, that immediately upon such adoption, all the powers and responsibilities of the Transit Commission become vested in the City; the Transit Commission ceases to exist and all the rights and liabilities of the Transit Commission are deemed to become those of the City, and further, but notwithstanding any legislation, regulation, agreement or other arrangement of whatever kind, the current and former employees of the public transit system identified in the Transit Commission Act, will continue to be members of the group RRSP unless and until a different pension arrangement is agreed upon by the City, the union representing the current and former employees in question and, if the proposed different arrangement involves The City of Saint John Shared Risk Pension Plan, the Board of Trustees of the latter plan. MOTION CARRIED. Moved by Councillor Armstrong, seconded by Deputy Mayor McAlary: RESOLVED that as recommended by the City Manager, Common Council approve the following: Recommendation 15. Direct the City Manager to continue efforts to create a regional economic development framework, and Recommendation 16. If regional economic development framework is not supported by the Region by mid-June 2020, direct the City Manager to develop an alternative option internal to the City of Saint John that addresses the key gaps and challenges identified within our current framework. Plan to address these gaps and challenges would need to be in place by 1 January 2021. MOTION CARRIED with Councillor Armstrong voting nay. Moved by Councillor Sullivan, seconded by Deputy Mayor McAlary: 10 COMMON COUNCIL/ CONSEIL COMMUNAL May 4, 2020 / le 4 mai 2020 RESOLVED that the Saint John Energy recommendation: • Option 2 - Sell the utility - be removed from the sustainability list; and • That Option 1 - Status Quo Rates / Enable Growth Agenda / Transfer Dividend to City; and • That Option 3 - Adopt NB Power Rates / Transfer Dividend to City and Enable Growth Agenda /Transfer Divided to City be considered. MOTION CARRIED. Moved by Councillor Sullivan, seconded by Councillor Strowbridge: RESOLVED that the following recommendations be adopted: 19. Endorse the Gardner Pinfold Greater Saint John Task Force analysis reports sponsored by the Province of New Brunswick on Regional Cost and Industry Cost - Recovery. 20. Continue to vigorously pursue comprehensive property tax reform to tax distribution between municipalities and the Province and other challenges within current property tax system in New Brunswick. 21. Request the immediate transfer of provincially retained heavy industry property tax for heavy industry within City limits as an interim trial measure until comprehensive property tax reform is implemented. If this transfer occurs, commit to using funds to lower the tax rate for all residents and businesses in the City of Saint John. Further commit to not impose a heavy vehicle permit program. 22. Request Province assume leadership role to resolve regional cost sharing and recover $8 million annually, phased in over two years, to compensate for the current additional funding pressures the City of Saint John incurs as a regional hub. 23. If regional cost sharing is implemented and the City receives $8 million compensation, commit to the removal of all non-resident user fees and differential rates, requirement for funding to regional facilities and requirement to fund regional economic development. 24. Continue to pursue all other transformational reforms as described in the City's sustainability plan and supporting references. MOTION CARRIED. 12.3 Vehicle for Hire By -Law Changes (M-12) Moved by Councillor Armstrong, seconded by Deputy Mayor McAlary: 11 17 COMMON COUNCIL/ CONSEIL COMMUNAL May 4, 2020 / le 4 mai 2020 RESOLVED that Council adopt the recommendation to "a) Endorse an exception to the 7 -year age limit of a Taxi, on a one-time basis, for vehicles that are currently in the fleet" be amended to increase from 7 -year age limit to 8 -year age limit permanently. MOTION TIED with Councillors Reardon, Sullivan, Merrithew, Hickey and Casey voting nay. MOTION DEFEATED, Mayor Darling broke the tie voting against the motion. Moved by Councillor Strowbridge, seconded by Councillor Reardon: RESOLVED that as recommended by the City Manager in the submitted report M&C 2020-125: Vehicle for Hire By -Law Changes (M-12), Common Council: a) Endorse an exception to the 7 -year age limit of a Taxi, on a one-time basis, for vehicles that are currently in the fleet. b) Endorse an extension to the deadline for an operator's license for anyone that has a birthday between May 04th, 2020 and September 30th- 2020, to October 0111, 2020, on a one time basis. c) Endorse an extension to the deadline for an owner's license from May 3151, 2020 to September 301h, 2020, on a one-time basis. d) Endorse that Common Council make a permanent adjustment to the definition of Taxicab meter. Request that the City Solicitor's office make the appropriate changes, to the Vehicle for Hire By -Law. IL IQIII [Q 011154 0 all IS1I191 Moved by Deputy Mayor McAlary, seconded by Councillor Reardon: RESOLVED that the remaining agenda items (15.1 through 15.12 and 16.1) be tabled to the next regular meeting of Common Council. MOTION CARRIED. 13. Committee Reports 14. Consideration of Issues Separated from Consent Agenda 15. General Correspondence 15.1 Canadian Manufacturers and Exporters - Request to Present 15.2 Port Saint John - Heavy Vehicle Permit Fees 12 iF:3 COMMON COUNCIL/ CONSEIL COMMUNAL May 4, 2020 / le 4 mai 2020 15.3 A. Rouse - Sustainability Plan for the City of Saint John 15.4 P. Groody - Saint John Energy and the Future - An Initial Critique of Your Sustainabilitv Plan 15.5 R. Goodwin - Citizen Petition: Saint John Energy is Not for Sale 15.6 C. Osborne: Proposed Cuts 15.7 H. Duncan - Sale of Saint John Energy 15.8 S. Nadeau - Appointment of Provincial Librarian 15.9 J. Pearce - Feedback on Restructuring Plan 15.10 The Chamber - Saint John Sustainability Report and Options 15.11 Protecting Vital Municipal Services -New Brunswick's Three Municipal's Association Letter to Premier 15.11.1 Federation of Canadian Municipalities Recommendations to address the financial crisis in our cities and communities due to COVID-19 15.12 Moosehead Breweries - Tax on Transportation Trucks 16. Supplemental Agenda 16.1 Email from Minister ELG J. Carr re Sustainability Plan 17. Committee of the Whole 18. Adjournment Moved by Deputy Mayor McAlary, seconded by Councillor Reardon: RESOLVED that the meeting of Common Council held on May 4, 2020 be adjourned. MOTION CARRIED. The Mayor declared the meeting adjourned at 11.00 p.m. 13 COUNCIL REPORT M&C No. 2020-126 Report Date May 06, 2020 Meeting Date May 25, 2020 Service Area Transportation and Environment Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: Contract 2020-03: Shamrock Park — Sewer Replacement OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. HeadCity Manager Joel Landers Michael Hugenholtz / Brian Keenan John Collin RECOMMENDATION It is recommended that Contract No. 2020-03: Shamrock Park — Sewer Replacement be awarded to the low Tenderer, Galbraith Construction Ltd., at the tendered price of $666,218.58 (including HST) as calculated based upon estimated quantities, and further that the Mayor and Common Clerk be authorized to execute the necessary contract documents. EXECUTIVE SUMMARY Premier Blaine Higgs has stated that construction activities shall continue and are not prohibited under the declaration of the State of Emergency in response to the COVID-19 pandemic. He has instructed, however, that the construction industry must work safely and follow measures as recommended by the Chief Medical Officer of Health. The purpose of this report is to recommend that Council award Contract 2020- 03: Shamrock Park— Sewer Replacement to the low Tenderer. PREVIOUS RESOLUTIONS August 19, 2019 (M&C 2019-203): 2020 General Fund Capital Program approved. April 20, 2020 (M&C 2020-108): 2020 General Fund Revised Capital Program approved. K91 -2 - REPORT BACKGROUND The approved 2020 General Fund Capital Program includes funding for the renewal of 210m of existing 1.2m x 1.8m box culvert with new 2400mm concrete pipe at Shamrock Park. TENDER RESULTS Tenders closed on May 5, 2020 with the following results, including HST: 1. Galbraith Construction Ltd., Saint John, NB $ 666,218.58 2. TerraEx Inc., Saint John, NB $ 760,368.50 3. Fairville Construction Ltd., Saint John, NB $ 771,420.00 4. Debly Enterprises Limited, Saint John, NB $ 794,155.50 5. Dexter Construction Company Limited., Saint John, NB $ 1,129,432.25 The Engineer's estimate for the work was $ 708,750.75 including HST. /_1►/_1W,MW The tenders were reviewed by staff and all were found to be formal in all respects. Staff is of the opinion that the low tenderer has the necessary resources and expertise to perform the work, and recommend acceptance of their tender. FINANCIAL IMPLICATIONS The Contract includes work that is charged against the 2020 General Fund Capital Program. Assuming award of the Contract to the tenderer, an analysis has been completed which includes the estimated amount of work that will be performed by the Contractor and Others. The analysis is as follows: Budget $ 800,000.00 Project net cost $ 673,900.00 Variance (Surplus) $ 126,100.00 POLICY—TENDERING OF CONSTRUCTION CONTRACTS The recommendation in this report is made in accordance with the provisions of Council's policy for the tendering of construction contracts, the City's General Specifications and the specific project specifications. 21 -3 - STRATEGIC ALIGNMENT This report aligns with Council's Priority for Valued Service Delivery, specifically as it relates to investing in sustainable City services and municipal infrastructure. SERVICE AND FINANCIAL OUTCOMES The Shamrock Park Sewer is a critical component of the North End Drainage Basin Sewer System. The renewal of this section of sewer will eliminate the risk of sewer collapse and possible flooding due to infrastructure failure. This project will be completed within the original approved financial budget. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS N/A ATTACHMENTS N/A WA COUNCIL REPORT M&C No. 2020-130 Report Date May 13, 2020 Meeting Date May 25, 2020 Service Area Transportation and Environment Services His Worship Mayor Don Darling and Members of Common Council SUBJECT. Enbridge Gas New Brunswick Inc. — Municipal Operating Agreement (Revival and Amending Agreement) OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Barb Crawford Michael Hugenholtz John Collin RECOMMENDATION RESOLVED that Common Council authorizes the Mayor and Common Clerk to execute the revival and amending agreement in the attached form between Liberty Utilities (Gas New Brunswick) LP, as represented by its general partner Liberty Utilities (Gas New Brunswick) Corp. and the City of Saint John. EXECUTIVE SUMMARY Liberty Utilities (Gas New Brunswick) LP, as represented by its general partner Liberty Utilities (Gas New Brunswick) Corp. has requested to amend their existing Municipal Operating Agreement with the City specifically with respect to the term expiry date. PREVIOUS RESOLUTION On March 9, 2020 resolved by Council to execute the revival and amending agreement between The City of Saint John and Liberty Utilities (Gas New Brunswick) LP, as represented by its general partner Liberty Utilities (Gas New Brunswick) Corp. On September 9, 2019 resolved by Council to execute the revival and amending agreement between Enbridge Gas New Brunswick Inc. and the City of Saint John. On August 14, 2000 resolved by Council to approve the Municipal Operating Agreement with Enbridge Gas New Brunswick Inc., and authorize the Mayor and Common Clerk to execute the agreement. W -2 - STRATEGIC ALIGNMENT Growth & Prosperity REPORT In 1999, the City entered into a Municipal Operating Agreement (the "Agreement") with Enbridge Gas New Brunswick ("EGNB") which sets the terms for the installation, operation and maintenance obligations respecting their natural gas distribution infrastructure within the bounds of the City. The Agreement's term came to an end effective August 31St, 2019. In the fall of 2019, the agreement was revised and amended to include an extension of the term from September 1St to December 31s' 2019. In October 2019, Liberty Utilities announced the acquisition of Enbridge Gas New Brunswick. Discussions are ongoing between EGNB and the City respecting the provisions of a new agreement. To accommodate these ongoing discussions, an interim agreement must be in place. Such interim agreement mirrors the provisions of the Agreement, save and except for an additional extension of the term from April 30th, 2020 to June 30th, 2020. Attached is a copy of such proposed interim agreement for Common Council's consideration. As part of the negotiations toward a new agreement, discussions continue with both Fredericton and Moncton respecting changes that they will be looking to see in their respective agreements based on the experiences of the last 20 years. Once the conditions of the Municipal Operating Agreement are in place and agreed in principal, City staff will be returning to Common Council with an agreement for its consideration. SERVICE AND FINANCIAL OUTCOMES N/A INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Input was provided by the City Solicitor's Office and Infrastructure Development. ATTACHMENTS Proposed revival and amending Agreement that has been reviewed by the City's Legal Department. 0&1 -3 - OR REVIVAL AND AMENDING AGREEME11T THIS AGREEMENT is dated the day of May, 2020 and effective as of April 30, 2021 THE CITY OF SAINT JOHN (the "Municipality") W "19 LIBERTY UTILITIES (GAS NEW BRUNSWICK) LP, as represented by its general partner LIBERTY UTILITIES (GAS NEW BRUNSWICK) CORP. WHEREAS the Municipality and Enbridge Gas New Brunswick Limited Partnership, as represented by its general partner Enbridge Gas New Brunswick Inc. ("EGNB") entered into a Municipal Operating Agreement dated August 14, 2000, a Revival and Amending Agreement dated September 11, 2019 and a Revival and Amending Agreement dated March, 2020 (collectively, the "Municipal Operating Agreement"); AND WHEREAS the parties wish to revive, renew and amend the Municipal Operating Agreement in the manner hereinafter set forth; NOW THEREFORE this Agreement witnesses that in consideration of the mutual covenants and agreements hereinafter contained the parties, intending to be legally bound, agree as follows: The Municipal Operating Agreement is hereby further revived and is declared to be in full force and effect unamended, except to the extent expressly set forth herein. 2. Effective immediately prior to May 1, 2020, the term of the Municipal Operating Agreement is amended to expire on June 30, 2020. 3. For greater certainty, the parties hereby agree to be bound by the terms of the Municipal Operating Agreement as if never terminated and that except for the amendment made in paragraph 2 hereof, all the other terms and conditions of the Municipal Operating Agreement are hereby confirmed. 4. This Agreement may be executed and delivered in counterparts, each of which, when so executed and delivered, shall be deemed to be an original and such counterparts together shall constitute one and the same agreement. (336062701) M IN WITNESS WHEREOF each party has executed this Agreement by its duly authorized representative(s): ft im City Clerk Resolution Date: LIBERTY UTILITIES (GAS NEW BRUNSWICK) LP, as represented by its general partner LIBERTY UTILITIES (GAS NEW BRUNSWIC )CORP. Gilles Volp6, Vice-Pres-i•ent WA COUNCIL REPORT M&C No. 2020-132 Report Date May 19, 2020 Meeting Date May 25, 2020 Service Area Finance and Administrative Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: Terms of Spring 2020 Debenture Issue OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner City Manager Craig Lavigne Kevin Fudge John Collin RECOMMENDATION It is recommended that this report be received and filed. EXECUTIVE SUMMARY On April 29, 2020 the New Brunswick Municipal Finance Corporation negotiated the sale of a serial bond issue in the amount of $42,100,000 of which $7,500,000 related to the City of Saint John. PREVIOUS RESOLUTION M&C 2020-72 RESOLVED that occasion having arisen in the public interest for the following Public Civic Works and needed Civic Improvements that the City of Saint John proposes issue of the following debentures to be dated on or after February 271" 2020: REFINANCE DEBENTURES Debenture No. BC 7 - 2010 $ 5,000,000 (General Fund – 5 years) Debenture No. BC 8 - 2010 $ 2,500,000 (Water & Sewerage –10 years) TOTAL $ 7,500,000 THEREFORE RESOLVED that debentures be issued under provisions of the Acts of Assembly 52, Victoria, Chapter 27, Section 29 and amendments thereto, to the amount of $ 7,500,000. K-11 -2 - REPORT The terms of the issue as they relate to Saint John are as follows: Term: 5 year serial form (General) $ 5,000,000 10 year serial form (Water) $ 2,500,000 Coupon Rate: Year 1 - 0.90% Year 6 - 1.65% Year 2 - 1.05% Year 7 - 1.75 Year 3 - 1.20% Year 8 —1.90% Year 4 - 1.35% Year 9 - 2.00% Year 5 - 1.50% Year 10 - 2.05% Price: $ 99.44 (Principal: $5,000,000) Average Interest Rate: 1.20% - 5 Years Price: $ 99.26 (Principal: $2,500,000) Average Interest Rate: 1.54% - 10 Years Settlement Date: May 25, 2020 The interest rates and the discount factor were within the limits approved by Common Council at its meeting held on March 9t" , 2020. As such, the Mayor and Common Clerk have signed the debentures between the City and the New Brunswick Municipal Finance Corporation for $7,500,000 at the terms listed above on May 7t", 2020. SERVICE AND FINANCIAL OUTCOMES N/A INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS N/A ATTACHMENTS N/A Wel COUNCIL REPORT M&C No. M&C 2020-136 Report Date May 19, 2020 Meeting Date May 25, 2020 Service Area Transportation and Environment Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: Rockwood Park Horse Stables License Renewl OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Marc Doucet Michael Hugenholtz John Collin RECOMMENDATIONS Your City Manager recommends that Common Council: Approve a license agreement with Turn of the Century Trolleys Inc. (TCT inc.) in the form and on the terms and conditions as attached for a term of five years, and that the Mayor and Common Clerk be authorized to execute the attached license agreement. EXECUTIVE SUMMARY This report is being submitted in support of endorsing an improved license agreement with TCT inc. to operate the horse stables in Rockwood Park. The horse stables operation provides free public access to view the horses that are stabled in the park and also provides an additional level of security by having the operators living in the park full time. The benefits provided to the public by this license agreement come at zero cost to the City of Saint John. This new license agreement improves the terms for the City by removing any financial liability for the City associated with the operation and maintenance of the horse stables facility. REPORT TCT inc. has been owned and operated by Lees Doley and Mike White for more than 25 years. During this time they have operated from the Horse Stables Barn 091 in Rockwood Park with their most recent license agreement beginning on June 1, 2010 and scheduled to end June 1, 2020. During this time the TCT inc. have upheld their responsibilities under the agreed upon license and have been strong stakeholder partners in Rockwood Park, often being of assistance to City of Saint John Parks staff and the public. TCT inc. also adds to the recreational offerings in Rockwood Park by offering horseback riding, trolley, and sleigh rides to the public. This license agreement confirms the following points: • TCT inc. will provide around the clock security within the park and open/close the various park and playground gates on a schedule determined by the Parks and Recreation Service, at no cost to the City. • TCT inc. shall be responsible for all costs for maintenance, repairs and improvements to the Horse Barn and other out buildings and related structures, if and when required. • TCT inc. shall pay all other charges, federal and/or provincial taxes, rates and assessments of whatsoever description which during the term of this License shall be chargeable upon or become payable in respect to the operation of the Horse Stables. • TCT inc. shall pay all utility usage costs, including but not limited to costs in connection with hydro, septic, and telephone which during the term of this License. • TCT inc. shall obtain and keep in force during the entire term of this License, commercial general liability insurance for bodily injury and property damage, which coverage shall have an inclusive limit of not less than Five Million ($5,000,000.00) which names the City of Saint John as an additional insured. STRATEGIC ALIGNMENT This report aligns with Council's priorities of creating a vibrant, safe city with greenspace and park agreements that align with PlaySJ. SERVICE AND FINANCIAL OUTCOMES This license agreement removes any financial risk or responsibility on behalf of the City to maintain the Horse Barn Facility and also allows the City the flexibility 31 to cancel the license agreement with one year's notice should an opportunity to create revenue from the facility present itself. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS • City of Saint John Real Estate and Legal Services • City of Saint John Risk Management Department ATTACHMENT Proposed license agreement WA THIS LICENSE made in duplicate asof the day of 20?0 BY AND BETWEEN: THE IC ITY i0'F BSM'' 11144''il 1IN having ais Cite N 1i t 15 Market Square, Saint John, New Brunswick, a body 7°,C� tcy 1�:y d urui.w�roll:, Acts of the Legislative Assembly of the Province of Nevv Biunswick. hereinafter icalled the "Licensor" -and— TURN OF THE CENTURY TROLLEY TOURS INC., a body corporate raider the laws of the Province of New Brunswick, having offices in the City of Saint John, hereinafter called the "Licensee" -and- LEES DOLEY, of the City of Saint John, in the County of Saint Join, and Province of New Brunswick; hereinafter called the "Guarantor" ITERAVUET WHEREAS the Licensor is the owner 1landsbearingPID No.portion the •u AND WHEREAS situate upon the Lands is a red Horse Ram owned by the Licensor as part of Rockwood Park (hereinafter the "Horse Barrfj; AND WHEREAS the Licensor has agreed to give the within License over the Landsunder1conditions1 NOW THEREFORE IT IS AGREED BY AND REIVEEN THE PARTIES O AS FOLLOWS: partiesheretoagree that' R be andconstitutes, ,. 1that the laws1the Province1NowBruns wiLl shall apply to 2. By this License the Licensor hereby permits the Licensee to enter into and upon and exit Itow the Lends For thou sol;:, purp:uw- �:�' ��i: � ��:i��, w �i:�µ 11orse li am on'ffie C'ohun% n tare and conditions and subjw to the terms and conditions set out in Schedule "B", all of which the Licensee acrcpts ars c,� to ob=.e. perforn"i and abide by. 091 0 IMloll !: lbi f,, 1"arnended.renewel (a) The Licensee shall open 4 Dam the compound area to the pubk between May P and Labour Day 4each year. and the Licensee, during this time. shall allow the publicsr` 4sthe compoundarea,thehorses, f,, the fam animals, if any; (b) The Licensee may close its operations one day per week; public fr w. f:view the horsesaccess 7.thehorses shall not be pem-kitted when the. 11censees operations am closed; i public, only be 4 +=:f toaccessiconsent 4anypersonM 1 Dam shallbeaccompanied by Horse Dam Staff-, Licensee offer horseback r1 to the public year round on the trails designated 1 Licensor for purpose on the attachedSchedule1:: offer(f) Tke Licensee may 'i rides tothepublic i designated bythe Licensorfor thispurpose on the attachedScheduleM;: � fi'1 f�-(ILtk YtheLicensor or this purpose 4s shown on the attached Schedule ar trolleys 4 o the Licensee'soperation 1 4 the Century Trolley Tours Inc." business; arW Licensee be responsible for the sectuity 4f, the Horse Dam and compound timesarea at all and shall keep. t gal til I f order v pay to the Licensor4 privileges herein granted the sum payment shall bedue payable on the 10 day of June, 2020d hereinalter yearly on the anniversary date during:1 7. No transfer or assignment of this License or of any of the rights or privileges hereinn shall be made, pour° caused ciperudited to 'be, madeby the Licensee, 34 Lxmw Avemwo The Cay of Som khD md LA= Deity As of May & 2WO 9. In the event of a natural, human, or any other catastrophe which prevents the Licensm— frami ptrforming its duties un deT this License, the I.icense will be terminated'' Catastrophes include, but are not limited to, the loss of the barn. loss of life — hurnan or animal and'bankruptcy of the Licensee, 10. Notwithstanding any other provision of this License, this License may be, tentfinated for any reason by either the Licensor or theUiceww��:, provided, either party eNes a rranirnurrk of one (1) Year TIOTiCC to the other. Pally. 11, 'Me, Licensee hereby covewmnts aiA agrees with the Licensor as followE a) 17hat, in return for the privileges herein granted, it shall provide security servi for Rockwood Park yrar round Said security servicesshall include, buis-hall R be limited to, roaming and monitoring the park at periodic intervals, and calliiii the police if need be-, I b) that it shall control access to Rockwood Park by opening and closing the gates at times specified by the Licensor year round-,, c) subject to section 5 (a) hereof. that it shall be permitted to control access to the Horse Bams and area of i Barnsi d) that it shall open and close the gates to the Children's' Play PA& at times specified by the Licensor e) that it shall be responsible for all costs for mainterlance. repairs aj:#] improvements to the Horse Barn and other out buildings and related stmcuirm, and when required; I f) that it shall not have any claim against the Licensor for loss or damage of any nature, kind or descripfion whatsoever arising from the exercise or purpom-d exercise of the License herein granted, untess such loss or damage is due to the negligence of the Licensor or its employees, servants or agents', g) that it shall obtain and keep in form during the entire tean of this License, commercial general liability insurance for bodily injury and property danuaPP,, which coverage shall have an inclusive limit of not less than Five Million ($5,000,000.00) Dollars on an occurrence bastis. The aforesaid policy of insurance shall name the Licensor as an additional insured and shall contain a cross -liability clause. And, at the time of the execution of this License and every 35 4 tkaw Agneero w The City of Sadat John aced IA= Doky As of May B. MW Pap 4 of 13 year thereafter. it shall provide a Certificate of Insurance to the Licensor evidencing the insurance coverage described herein and providing that the coverage shall not be altered or cancelled without the insurers giving thirty (30) days notice in writing to the Licensor prior to any such alteration or cancellation. And in the event the Licensor receives notice from the insurer that it intends to cancel or alter the said insurance coverage, the Licensor may arrange for the continuation of the coverage required and recover the cost of such coverage from the Licensee, who shall pay the Licensor for such cost immediately upon request by the Licensor, h) that notwithstanding any clauses herein contained, the Licensee does hereby indemnify and save harmless the Licensor from all costs, expenses, damages, claims, demands, actions, suits or other proceedings by whomsoever nude, brought or prosecuted in any manner and whether in respect of property owned by others or in respect of damage or injury sustained by others basad upon or arising out of or in connection with this License or anything done or purported to be done in any manner hereunder; i) that it pay all utility usage costs, including but net limited to costs in connection with hydro and telephone which during the term of this License shall be chargeable upon or become payable in respect to the operation of the Horse Barn; j) that it shall pay all other charges, federal and/or provincial taxes, rates and assessments of whatsoever description which during the term of this License shall be chargeable upon or become payable in respect to the operation of the Licensee; k) that it shall be permitted to place onto the Lands a modular or mobile home to serve as a residence for employees of the Licensee at its costs and expenses at the location of the former City owned Mobile Home and that it shall obtain and connect water, septic and utility services to said modular or mobile home at its costs and expenses; and the Licensee acknowledges that the Licensor makes no representations or warranties regarding the condition and quality of the water the Licensor will make available to the Licensee on the Lands; 1) Should the Licensee place a modular or mobile home on the Lams, such modular or mobile home shall be acceptable to the Licensor and shall meet the requirements of the Building Code and of any applicable by-laws and provincial and federal legislation; m) Should the Licensee place a nodular or mobile home on the Lands, it shall be responsible for the septic system that services said modular or mobile home and any costs related thereto, including but not limited to repair and replacement costs. 36 t.sMM A&ww=V The City of Saint Jahn and Lees Doky As of May & 20 Pale 5 of 13 n) that it shall ensure that adequately trained staff are on site at all times when the site is open to the public; o) that it shall ensure that all vehicles used by the Licensee in connection with the operation of the Horse Barn obey all the regulations of Rockwood Park while on Park premises; p) that is shall ensure that all vehicles used by the Licensee in connection with the operation of the Horse Barn have current motor vehicle inspections as required by provincial legislation; q) that it acknowledges that the main Horse Bam is on site and that it shall ensure that the said Horse Barn remains onsite at the end of the term; r) that it shall, no later than April In of every year during the term hereof, provide to the Licensor copies of all fees and schedules for operation for the upcoming year; s) That it shall only use those trails designated by the Licensor in Schedule D attached hereto, and that it shall ensure that its Borders also only use those trails designated by the Licensor in Schedule D attached hereto; t) That it shall monitor those trails designated by the Licensor for the use of the Licensee and when, in the reasonable opinion of the Licensee. it is deemed necessary, it shall involve the local Pblice Force, u) That it shall either clean up the horse manure every day between the Horse compound and the head of each trail designated by the Licensor for the use of the Licensee and on the paved roads used by the horses or it shall bag the horses every time they leave the Horse Barn; and v) that it shall not conduct the retail sale of food or drink at any time from the licensed lands saving and excepting vending machines for the supply of non- alcoholic beverages. U. The Licensor, for its part, covenants and agrees with the Licensee as follows: a) that it shall permit the Licensee to place or erect a modular or mobile honkie to serve as a residence for employees of the Licensee at the location of the farmer City owned Mobile Home on the Lands. This modular or mobile hoax shall be placed or erected by the Licensee at its costs and expenses, it shall remain the property of the Licensee at the expiration of the License, and it shall be removed by the Licensee at its costs and expenses prior to the expiration of the License. Should the modular or mobile home placed by the Licensee on the Lands not be removed at the expiration of the License, said modular or mobile home shall become the property of the Licensor do to with as it pleases with no recourse to the Licensee; 37 Lkeme AVeemem The city of Sdo John wd Fees Doky As of May & MM Page 6 of 13 b) should the Licensee place a (nodular or mobile home on the Lands, the Licensor shall not provide utility, sewer or septic services to said home, and the Licensor makes no representations or warranties regarding the quality and suitability of the sewer or septic services available to the Licensee on the Lands; c) should the Licensee place a modular or mobile home on the Lands, the Licensor shall provide water to the modular or mobile home for the term of the License, however the Licensor makes no representations or warranties regarding the quality and suitability of the water it will provide to the Licensee on the Lands; d) should the Licensee place a modular or mobile home on the Lands and determine that the water provided to the Licensee by the Licensor on the Lands is not suitable for human consumption, the Licensee shall purchase and obtain its own potable water, e) that it shall provide water to the Horse Barn for the term of the License, however the Licensor makes no representations or warranties regarding the quality and suitability of the water it will provide to the Horse Barn on the Lands; f) that it does not guarantee uninterrupted roadway access to the Lands for deliveries, visitation or patronage of the Licensee's business and the Licensee hereby releases and forever discharges the Licensor, its officers, agents, servants, and employees from and against any claims, demands, proceedings, losses. damages, costs or expenses arising out of or in connexion with the interrupted or blocked access to the Lands for any amount of time; g) that it shall work with the Licensee to develop the list of rules for horseback riding in Rockwood Park; h) that the trails that may be used for horseback riding, sleigh trails and wagon trails are designated in Schedule D, and the Licensor reserves the right, upon giving the Licensee 7 days written notice, to change or close some of those trails from time to time; i) that it shall make available for use by the Licensee the equipmmd listed in Schedule 'V" provided that replacement of equipment shall be the responsibility of the Licensee and shall become the property of the Licensor upon termination of the License; j) that it shall maintain fire insurance on the Horse Barn located on the Licensed Lands. The Licensee shall maintain adequate fire insurance for the contents of any buildings located on the Licensed [ands, including the Horse Barn, and for any new buildings added to the site; k) that it hereby grants to the Licensee, its servants, agents. employees and contractors permission and license to enter into and upon the lands of Rockwood 38 Lion sr AVftMfft The City of saint lobo red LA= try As of May s. 2= Page 7 of 13 Park for the purpose of gaining access to and egress from the lands shown on Schedule "A" and further it grants permission and license to the Licensee, its servants, agent, employees, contractors and invitees in common with all other persons legitimately using the Rockwood Part area to use the parking lots and access roads in connection with the exercise of this License; and l) the Licensor grants permission to the Licensee to operate a Childr+erl's Petting Farm, if they so desire, within the site as outlined in Schedule "A". IT IS FURTHER MUTUALLY AGREED BY AND BETWEEN THE PARTIES AS FOLLOWS: 13. That the Licensor may provide ongoing input in the presentation of the site which shall be complied with forthwith by the Licensee. 14. That the Licensor may conduct periodic inspections of the site and any and all deficiencies, as reasonably determined at the discretion of the Licensor, shall be remedied forthwith by the Licensee.. 15. That the Licensee and Licensor acknowledge that the operation of the Horse Barn is seen as part of the general operation of Rockwood Park, and that any and all initiatives, developments and program changes to the operation of the Horse Barn, must be compatible with such general operation and most have the prier written approval of the Licensor. 16. Notices required under this License shall be in writing addressed to tate addressee at its address for service as set forth below: For the Licensor: Attention: Administrative Officer Address: Leisure Services, The City of Saint John P.O. Box 1971 Saint John, N.B. E2L 41.1 Telephone No.: (5M) 658-2908 For the Licensee: Attention: Lees Doley Address: P.O.Box 686 Saint John, NB E2L 4A5 Telephone No.: (506) 642-3222 17. AND FURTHER, the parties mutually agree that (a) subject to paragraph (b) hereof, the Licensee must comply with the Licensees requirement to reroute or suspend the operation of the Licensee's trail rides, wagon rides and sleigh rides should the Licensor determine in its sole and Wel urp — Agnmonem The city of Saint John and Un aoky As of May 8.20M Pte 8 of 13 absolute discretion that such is warranted in order to accommodate events or activities planned for Rockwood Park; (b) the Licensor shall not exercise its rights identified in (a) hereof, until it has given the Licensee seven (7) days written notice of its intention to do so, and afforded the Licensee an opportunity to respond to that expressed intention within the five (5) days immediately following receipt of such notice; and (c) in the event of the Licensor's exercising its rights pursuant to (a) and (b) hereof, the Licensee hereby releases and forever discharges the Licensor , its officers, agents, servants and employees from and against any claims, demands, proceedings, losses, damages, costs or expenses arising out of or in connection with the Licensor's exercising its rights hereunder. _:1191 The City or Saint conn and Lees Doky As or May 8. 3414 Page 9 of 13 THIS LICENSE shW1 enure to the benefit of and be binding upon the successors and permitted assigns of the parties hereto respectively. SIGNED, SEALED & DELIVERED ) In the presence of ) THE CITY OF SAINT JOHN Mayor Common Cleric Common Council Resolution: May 25, 2020. TURN OF THE CENTURY TROLLEY TOURS INC. Per: Lees l5ole t Lees Obley. Guarantor HI s �,,.'� �"'�_ . r. , b� I r Y T r l i "646 fiP NI, p f 1 py It i A el�'fl IF�v„ +� 1, �k. � ' wp N� nm• e„ All in0�1 h t" !193 m� � m VNy1�4N� r Aw 111 I b� I r Y T r l i "646 fiP NI, p f 1 py It i A el�'fl IF�v„ +� 1, �k. � ' wp N� nm• e„ All in0�1 h t" !193 t cam Ateenmt The CAy of SwatJdm aid Lees Doky As or May s. 2WO Pale 1 I of 13 SCHEDULE'V' SPECIFIC CONDITIONS — HORSE BARN The Licensee will provide for all maintenance, i.e. feeding, grooming, shoeing and regular veterinary checks of its horses, and shall provide the Licensor with copies of any and all reports with respect to the said veterinary checks. Any and all rides from the Horse Barn or in connection therewith, must be escorted by a staff person in the employ of the Licensee. The Horse Barn and surrounding premises are to be kept clean and all manure will be stored on site and removed as required. The Licensee nay, upon the prior written approval of the Licensor, perform renovations to the Horse Barn. The Licensee will provide pony rides at suitable times at rates set by the Licensee but shall ensure that all staff working in connection with said pony rides are experienced and able to handle the animals in an appropriate manner, and know how to respond to emergency situations. Any and all staff employed by the Licensee must be experienced and able to handle animals and large horses and know how to respond to emergency situations. The Licensee is free to set rates for rides, but must be available weather permitting, to offer these rides on a daily basis. The Licensee may provide box stalls at a set rate per month each, and provide basic feed and cleaning to privately owned horses for the stabling of said horses. The Licensee may offer horse riding lessons to the general public provided such lessons are under a qualified instructor. i;em AgmemM ibc City of SaW John w4 ton Dobry As of May S. 2020 Page 12 of 13 :.. SCHEDULE "C" LEISURE SERVICES INVENTORY LOCATION: ROCKWOOD PARK BARN Horseback Ridin gTrails Sleigh 1 Wagon Rides June 1, 2010 a Legend K Horseback Riding Trails Al Sleigh Rides /Wagon Rides OVA= �o 46 COUNCIL REPORT M&C No. 2020-121 Report Date April 29, 2020 Meeting Date May 25, 2020 Service Area Finance and Administrative Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: City Market Tower Interior Renovations Second Floor and Fit -Up OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. HeadCity Manager Samir Yammine Kevin Fudge/lan Fagan John Collin RECOMMENDATION It is recommended by the Finance Committee that the change order submitted by Eclipse Construction Services Ltd., for the City Market Tower Interior Renovations Second Floor and Fit -Up, in the amount of $324,843.49 plus HST be accepted. Further to the base quote amount, it is recommended that a contingency allowance be carried for this project of 15% for a total project cost of $373,570 plus HST. EXECUTIVE SUMMARY The purpose of this report is to seek Council's approval to award the change order of the City Market Tower Interior Renovations Second Floor and Fit -Up to Eclipse Construction Services Ltd. The contractor is also currently mobilized to carry out City Market Tower Interior Renovations the City Market Tower. This recommendation was presented to the Finance Committee at the May 14th 2020 meeting and was unanimously approved. PREVIOUS RESOLUTION The following previous resolutions were adopted by Common Council: 1) M&C 2015-199. a. Approve the Contribution with the Atlantic Canada Opportunity Agency (Project No. 206167) and authorize its execution by the Mayor and Common Clerk; -2- b. Commit to allocating $1,330,000 toward the Saint John City Market Upgrade Program, within the City of Saint John's capital budget prior to 2018, contingent on the Government of New Brunswick confirming its contribution of $2,030,000 2) M&C 2016-238. Approve the contribution Agreement between the City of Saint John and the Regional Development Corporation (Project No. 7807) and authorize its execution by the Mayor and Common Clerk, 3) M&C 2017-048. It is recommended that the tender submitted by Eclipse Construction Services., for the replacement of the Heritage Window Replacement, in the amount of $853,252.85 including HST be accepted. Further to the base tender amount, it is recommended that a contingency allowance be carried for this project in the amount of $35,000 plus HST, for a total amount of $893,502.85 including HST. Additionally, it is recommended that the Mayor and Common Clerk be authorized to execute the necessary contract documents. 4) M&C 2017-197. It is recommended that the tender submitted by Eclipse Construction Services Ltd., for the City Market Tower Phase 1 Envelope Rehabilitation and Structural Remediation, in the amount of $2,013,249.47 plus HST be accepted. Further to the base tender amount, it is recommended that a contingency allowance be carried for this project in the amount of $290,000 plus HST, for a total project cost of $2,303,249.47 plus HST. Additionally, it is recommended that the Mayor and Common Clerk be authorized to execute the necessary contract documents. 5) M&C 2019-80. It is recommended that the tender submitted by Eclipse Construction Services Ltd., for the City Market Tower Phase 2 Interior Renovations and Fit -Up, in the amount of $3,162,806.30 plus HST be accepted. Further to the base tender amount, it is recommended that a contingency allowance be carried for this project in the amount of $158,140.32 plus HST, for a total project cost of $3,320,946.62 plus HST. Additionally, it is recommended that the Mayor and Common Clerk be authorized to execute the necessary contract documents. STRATEGIC ALIGNMENT The City Market is a gem for the City of Saint John. The City Market is one of the most important public gathering spaces in the greater Saint John region. It is a place where regional vendors sell a range of goods as well as goods from around the world. The Market provides a range of merchandise that serves all residents of the community. The City Market, the oldest continuing farmer's market in Canada, forms the historic centerpiece of the revitalized city center in Saint John. The City Market is a National Historic Site, which recognizes the Market's defining contribution to the identity and culture of Canada. In February 1988, the City of Saint John entered into a cost sharing agreement with the Federal Government !E:3 -3 - (Environment Canada — Parks) for the restoration of the Saint John City Market. This agreement declared that the Saint John City Market "be of national historic and architectural significance". An important stipulation in this agreement is as follows: "The City will, at its own expense, and subject to the Conservation Report, operate, maintain, and protect the Market in its restored state for a period of forty-two (42) years...". As such, the City of Saint John has a responsibility under this agreement to maintain and protect the City Market in a restored state until the year 2030. This includes the Head Tower. In addition to the above, in terms of strategic alignment, the Saint John City Market is also located in an intensification area (uptown primary centre), which aligns with Plan SJ. The proposed exterior and structural remediation work is part of the City Market Tower capital renewal which was identified as a high priority by the Common Council. REPORT BACKGROUND In April, 2019, Common Council has awarded the City Market Tower Phase 2 Interior Renovations and Fit -Up to Eclipse Construction Services Ltd. Phase 2 consists of the interior renovation and fit up of the main floor, stairwell, elevator lobby, third and fourth floor as well as the following items: • Replacement of the two boilers • Supply and Installation of a new high efficiency heating and cooling system including a smart control system • Supply and Installation of three high efficiency Energy Recovery Ventilators (ERV) • Expanding of the electrical and boiler rooms • Supply and installation of a new electrical service entrance • Supply and installation of new lighting, power and communications distribution including lighting control • Supply & installation of new exterior lighting system • Modernizing of the existing elevator • Structural remediation of interior timber systems, and interior brick bearing walls Phase 2 is substantially completed with the exception of outstanding items and deficiencies. However, this phase has excluded the interior renovation of the second floor due to capital budget limitations. -4 - ANALYSIS In March 2020, the City of Saint John received confirmation from NB Power of grant funding in the amount $675,020.28 as a result of the implementation of the energy measures as part of Phase 1 & 2 of the City Market Tower Renovation. These measures have been completed and all associated costs have been accounted for under the original City Market Tower Budget for Phase 1 & 2. The grand funding from NB Power is considered new funding which was not accounted in the capital budget. In response to the new funding, the City has asked Eclipse Construction Services to provide a quote to complete the interior renovation and fit -up of the second floor at the City Market Tower. The proposed scope of work of the City Market Tower second floor renovation and fit -up consists of, but is not limited to, the following: • Interior renovations of the City Market Tower Second Floor and Fit -Up • Supply and Installation of a new high efficiency heating and cooling system including a smart control system • Supply and installation of new lighting, power and communications distribution including lighting control The City Market Tower will be fully utilized and floor plans will be finalized in the coming weeks. SERVICE AND FINANCIAL OUTCOMES The total cost to perform the City Market Tower Interior Renovations and Fit -Up for the second floor, if awarded to Eclipse Construction Services Ltd as recommended, will be $376,570 plus HST. This includes a 15% contingency allowance to allow for flexibility of fit -up depending on the number of offices required. The cost of the project with the HST rebate applied (100% in this case) will be $376,570. City staff would like to use the NB Power grant to fund the City Market Tower Second Floor Renovation and Fit -Up for staff relocation. 6119] -5 - INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS — MATERIALS MANAGEMENT In February 2020, City staff in cooperation with the Consultant prepared a design document and requested Eclipse Construction Services Ltd to provide a quote. City staff and the Consultant reviewed the quote and found the cost represents good value to the City and is in accordance with the industry standard for the scope of work. The following rationale provided are to justify the work of Eclipse Construction Services: 1- Eclipse Construction Services are currently mobilized on site which would help reduce any overhead and mobilize costs 2- Eclipse Construction Services have submitted their cost prior to Covid-19 and agreed to hold their cost. The proposed quote will minimize risk related to any unexpected cost increase as a result of the Covid-19 City staff has estimated an 20% increase in cost if the City decide to postpone the award of the project or proceed with public tender. The above process is in accordance with the City's General Administration of Contract of the City's General Specifications (Division 6) and Materials Management support the recommendation being put forth. This recommendation was also unanimously approved by the Finance Committee at the May 14th, 2020 meeting. ATTACHMENTS N/A 51 COUNCIL REPORT M&C No. 2020-129 Report Date May 13, 2020 Meeting Date May 25, 2020 Service Area Finance and Administrative Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: Initiate Stop -up and Closure of Portion of Algonquin Place OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. HeadCity Manager Curtis Langille Kevin Fudge/lan Fagan John Collin RECOMMENDATION It is recommended Common Council adopt the following resolution: 1. That the Public Hearing to consider the passing of a By-law to Close a 511 square metre portion of a public street known as Algonquin Place, as shown on a Plan of Survey (see attached), be set for Monday, June 22, 2020 at 6:30 p.m. in the Council Chamber; 2. That Common Council authorize the publishing of a notice of its intention to consider passing of such By-law identified above; and 3. In the event that Common Council gives First and Second Reading to Amending a By-law as stated above, that Council withhold Third Reading pending a further report from City staff regarding the details of the possible sale of an adjoining parcel of the Provincially owned property to W&S Holdings. EXECUTIVE SUMMARY W&S Holdings Ltd. is the owner of the property west of Algonquin Place and has agreements in place to assemble PNB and City of Saint John lands to facilitate a potential 3 -Phase, 11 -unit townhouse development along Riverview Drive. In order to purchase that portion of Algonquin Place, a Stop Up and Closure is required as shown on the attached plan of survey. The Public Hearing to facilitate the Stop up and Closure process for Algonquin Place was previously scheduled to be held on March 9, 2020; however, the advertising notifying of the Public Heard did not occur and therefore, no Public -2 - Hearing was held. The recommendation contained in this report will facilitate the process for Council to consider the closing of the street with the Public Hearing to be held on June 22, 2020. PREVIOUS RESOLUTION "RESOLVED that as recommended by the Committee of the Whole having met on January 27th, 2020, Common Council adopt the following: 1. That Common Council declares PIDs 55226054 & 55226047 as surplus to its needs; 2. That Common Council agrees to ratify the Purchase and Sale Agreement between The City of Saint John and W&S Holdings Ltd. as attached hereto M&C # 2020-26; 3. That Common Council grants permission for W&S Holdings Ltd. to commence any Municipal Plan amendment or required application for planning approvals as well as the Stop Up and Closure process for Algonquin Place; 4. That the Public Hearing to consider the passing of a By-law to Stop -up and Close a 511 square metre portion of a public street known as Algonquin Place, as shown on a Plan of Survey (as submitted), be set for Monday, March 9, 2020 at 6:30 p.m. in the Council Chamber, 8th floor City Hall; 5. That Common Council authorize the publishing of a notice of its intention to consider passing of such By-law identified above; 6. In the event that Common Council gives First and Second Reading to Amending a By-law as stated above, that Council withhold Third Reading pending a further report from City staff regarding the details of the possible sale of an adjoining parcel of the Provincially owned property to W&S Holdings.; and 7. In the event that the portion of street specified above in (4) is stopped -up and closed, Common Council assent to any required easement for municipal services required to protect and service its infrastructure, prior to the conveyance of the property." STRATEGIC ALIGNMENT Providing for entrepreneur opportunities in the City and creating a livable community that is vibrant and diverse, while providing an integrated approach to economic development. REPORT Further to the comments contained in the Executive Summary. 6V -3 - At its meeting of January 27, 2020 Common Council received a report and several recommendations regarding a proposed three phase, 11 -unit town house development along Riverview Drive, which attempted to accomplish a variety of actions including but not limited to the following: ✓ Declaring two City owned parcels surplus to its needs ✓ Ratifying a conditional Agreement of Purchase and Sale ✓ Provided W&S the right to pursue a Municipal Plan Amendment as well as a Stop up and Closure process for Algonquin Place ✓ Set the date for the Stop Up and Closure Public Hearing ✓ Permitted publishing of the public notice to consider the Stop Up and Closure of Algonquin Place The date for the Stop Up and Closure for the Public Hearing was set for March 9, 2020. Advertising for the public hearing did not occur and therefore, the Public Hearing was not held. Consequently, staff must seek a new resolution from Council to commence with the process for the Stop Up and Closure as well as set a date for same and authorize the requisite notice. Various City departments have been advised and are supportive of the proponent's development plans for this property and are in agreement to have Council consider the closure of a portion of Algonquin Place. A portion of Algonquin Place will be subject to an easement in favor of the City for storm water if successfully stopped up and closed. The recommendation contained in this report will initiate the process to consider the street closing. SERVICE AND FINANCIAL OUTCOMES There are no financial costs to the City associated with this project. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Saint John Water, Transportation and Environment Services along with Infrastructure Development are all in agreement to have the surveyed portion of Algonquin Place closed and conveyed to the developer. The City Solicitor's office has reviewed this report and is satisfied with the recommendation to Council. ATTACHMENTS 1. Location Map; and 2. Plan of Survey 6'i! Possible Stop -Up and Closure of Portion of Algonquin Place Printed: 05/14/20 11:46:36 AM 55 1A 0 C 0 7 362 050 Co C Z 0 I K 7 362 PID/NID 00415984 see/voir File 12 No, 9 Z - dossier 12 no. 9 The Algonquin Land Company now or formerly/ maintenant you artrefois Limited Property Doc. 88387 Vol. 125 Pg. 520 Reserved In Common/t, cti Reserve en Commun 'rQ"',q x -kN Z Al o J- 0 Q) 0 0 95 K 0 q e) C, ej 6� �p A�b A5 0 s - Q) 0 0 oq <0 /0 V 0 tK x J, 0 0 0 01, 0 q0 e) e) p _IX •o tK <c� cp 4006 PO e-, 0 4S� C2 le) Q� 0 1 7Q Z • N Po C 10 'do PID/NID 55147540 Z see/voir File 12 No. 9 > 0 6> dossier 12 no. 9 14 W & S Holdings Ltd. Property 91::� Doc. 24243553 70.. Reg./Eng, 2007°07-30 PlD/NlD 00393975 see/voir File 12 No. 9 dossier 12no. 9 86 + A_\ 15 W & S Holdings Ltd. Property Doc, 24243553 ee Reg./Eng. 2007-07-30/ e) e) z3 x N< 0� do &Z x, 0 961� 7 362 000 Legend/Ldgende -X—X— ......Fence/Clbture ........ Structure/Structure ................ Centre Line/ ligne cis centre ------ I-- ............ Hydra Pole / Utility Wire/Poteau hydro / Fil d'utilit6 9 Round Iron Bar Found/lige de fer ronde trouvee 0 .................... Calculated Co—Ordinate Point/Point de coordonnees calcule'es Standard Survey Marker Placed/Borne d'arpentage uniforme placge N.B. Grid Co—Ordinate Monument/Monument du reseau geodesique du N.B. Street Line/ Limite de rue Adjacent Property Line/ Limite de propriete adjacente Tabulated Co—Ordinate Point/Point coordonne tabule ............ Utility Easement/Servitude de service ....... ............. Standard Survey Marker Found/Borne d'arpentage uniforme trouvee 0. ......... ....... Iron Pipe Found/Tuyau trouve ...... Square Iron Bar Found/lige de fer carre'e trouvee ...... . . . . . Traverse Control Point/Point de co'htrole de cherninement Fdn . .................... Foundation /Fondation �41 MARC J 0 Q> CORMifi� Qj 79 00 395 0 u7) ..05' JI, �b No. 215475 4�0 co G 6110 DIF SURV a rpe V'00 01 "I Key Plan/Carte de r6fdreace chelle/Scale 1 15,000 Registration Data/Information denregistrement For Title of Streets see Chapter JH/ an Act relating -to the TiVe of Streets in the City of Lancaster assented to May 1, 1958 / see File 30 No. 10 . Pour titres dos rues voir chopitre IH/ une acte en rapport avec le titres des rues dons le Cite dLancaster con septi mai 1; 1958/ voir file 30 No. 10. Regulation 66-52 under the Municipalities Act (O.C. 66—.1053) Regulation 66-52 en virtu de la loi sur les municipalit6s(O.C. 66-1053) Notes 1 Directions are N. B. Grid azimuths derived from observations on N. B. Mon's. 4067 and 20146. (NAD83 CSRS Adjusted Values) 1 Les orientations sant des azimuts du systbme g6odesique du N.B. d6rive's dobservations des monuments 467 et 20146. (NAD83 CSRS Valeurs ajust6es) 2 All distances are in metres , to convert to imperial equivalents divide by 0,3048 . 2 Les distances cont en metres; Veuillez diviner les voleurs metriques par 0.3048 pour- obtenir 1'e'quivalence impe'riale . 3 Area of survey outlined thus peripheral information compiled from various sources 3 La region arpentee' est montre'e ainsi (D ( , linformation periphe'rique fut compilde de diverses sources 4) All document and plan references refer to Registry Office for Saint John County , 4 Les references des documents et des plans soot du Bureau d'enregistrement du comte de Saint John 5 Field survey completed on June 2, 2016 5 Larpentage sur le chantier f0ut complete' le 2 juin 2.016 6 All computations performed and coordinates shown on this plan are based on New Brunswick Stereographic Double Projection and the NAD83(CSRS) Ellipsoid as realized by Service New Brunswick Adjusted coordinate survey monuments , 6 Les calculs et les coordonnees montre's sur ce plan cont base's sur la projection ste'l-dogra pique double du Nouveau—Brunswick et 1'ellipsdde NA telles que determine'es par les coordonnees ajustees des monuments de monuments de Services Nouveau --Brunswick . 7 For reference plan see City of Lancaster Survey Sheet No. 6 7 Pour le plan de reference voyez la feurille d'arpentage de la Ville de Lancaster No. 6 . New Brunswick Grid Co—Ordinate Values Lists des coordonne'es god e'siques du Nouveau— Brunswick Sta. y Rmks, 85 2 532 822.137 7 362 012.416 Calc. Pt./Pt. calc. 86 2 532 812-126 7 362 000.926 Calc. Pt./Pt. calc. 4.006 2 532 736.855 7 362 022.960 Calc. Pt,/Pt. talc. 4.007 2 532 796.870 7 362 034.446 Calc. Pt./Pt. talc. 4067 22 529 793.690 7 360 155.788 N.B. Mon./Mon. NB 20146 2 533 174.765 7 362 412.193 N, B. Mon./Mon. NB Scale Factor applied/Facteur d'6chelle combin6e UtM36 1,000038 Pilan Of Survey,,/Plan d'Arpentage Showing portion of Algonquin Place, Montrant et des partle Place Algonquin, City of Saint John, Ville de Saint John, Saint John County, New Brunswick. Comte de Saint John, Nouveau —Brunswick. Prepared by HUGHES SURVEYS PIONSULTANTS INC. Surveyed by/ -----June 21, 2016 X , 21 juin2016 Arpent6 par Z_ M a rii-, Cormier # 395 Date New Brunswick Land Surveyor/Arpenteur—g6ombtre du Nouveau—Brunswick 5 0 5 10 15 20 1:250 metres Storage Dwg. No, S15044C Disk No, Disk No, 2015 515044 2015 I Nev. NO. 15-044 COUNCIL REPORT M&C No. 2020-133 Report Date May 19, 2020 Meeting Date May 25, 2020 Service Area Growth and Community Development Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: Proposed Public Hearing Date —134 Taylor Avenue, 1739 Grandview Avenue, 913 Latimore Lake Road and rescheduled hearing date for 90 Paradise Row OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Kenneth Melanson Jacqueline Hamilton John Collin RECOMMENDATION That Common Council: 1. Schedule the public hearings for the rezoning applications of Hughes Surveys & Consultants Inc. (134 Taylor Avenue), Patrick Hunter (1739 Grandview Avenue) and Northrup Group (913 Latimore Lake Road) for Monday July 6, 2020 at 6:30 p.m. to occur via web conference, and refer the applications to the Planning Advisory Committee for a report and recommendation; and 2. Reschedule the public hearing for the rezoning application for Saint John Energy (90 Paradise Row) for Tuesday August 4, 2020 at 6:30 p.m. to occur via web conference. EXECUTIVE SUMMARY The purpose of this report is to advise Common Council of the rezoning/condition update applications received and to recommend an appropriate public hearing date. The next available public hearing date for items received is July 6, 2020. This report also seeks to reschedule the public hearing for 90 Paradise Row to the August 4, 2020 public hearing. The applicant has requested an alternate date due to the current State of Emergency. PREVIOUS RESOLUTION At its meeting of August 3, 2004, Common Council resolved that: 61FA -2- 1. the Commissioner of Planning and Development receive all applications for amendments to the Zoning By-law and Section 39 [now referred as section 59] resolutions/ agreements and proceed to prepare the required advertisements; and 2. when applications are received a report will be prepared recommending the appropriate resolution setting the time and place for public hearings and be referred to the Planning Advisory Committee as required by the Community Planning Act. REPORT In response to the motion above, this report indicates the applications received and recommends an appropriate public hearing date. Application details are available in the Common Clerk's office and will form part of the documentation at the public hearings. The following applications were received: Name of Applicant Location Existing Proposed Reason Hughes Surveys & 134 Taylor Residential Section 59 To allow a multi - Consultants Inc. Avenue Mid -Rise (RM) amendment residential development. Patrick Hunter 1739 Grandview Rural General Section 59 To allow an auto Avenue Commercial amendment dealership in (CRG) conjunction with auto repair facility. Northup Group 913 Latimore Rural Zoning By- By-law text Lake Road Residential law text amendment to (RR) amendment allow two -unit manufactured homes. Saint John Energy 90 Paradise Row Corridor Utility Rescheduling of Commercial Service (US) hearing date at (CC) applicant request. STRATEGIC ALIGNMENT While the holding of public hearings is a legislative requirement of the Community Planning Act, it is also a key component of a clear and consistent land development process, which provides transparency and predictability to the development community and City residents. The development approvals process helps fulfill Council's priorities by: • ensuring Saint John has a competitive business environment for investment; • supporting business retention and attraction; and • driving development in accordance with PlanSJ which creates the density required for efficient infrastructure, services and economic growth. 6'1:3 -3 - SERVICE AND FINANCIAL OUTCOMES The scheduling of the public hearing and referral to the Planning Advisory Committee satisfies the legislative and service requirements as mandated by the Community Planning Act. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Not Applicable ATTACHMENTS None 6'1%] COUNCIL REPORT M&C No. 2020-134 Report Date May 19, 2020 Meeting Date May 25, 2020 Service Area Growth and Community Development Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: Holy Cross Cemetery — Revised mausoleum proposal OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Kenneth Melanson Jacqueline Hamilton John Collin RECOMMENDATION That Common Council hereby approves of the revised proposal for the establishment of a mausoleum at Holy Cross Cemetery, Sand Cove Road, Saint John, New Brunswick by Saint John Diocesan Cemeteries Inc. as shown on Attachment 1 to this report. EXECUTIVE SUMMARY The purpose of this report is to authorize Saint John Diocesan Cemeteries Inc. for the installation of a second mausoleum at Holy Cross Cemetery. Written Council approval is required as per the Cemetery Companies Act of New Brunswick. PREVIOUS RESOLUTION At its meeting of October 7, 2019, Common Council referred general correspondence received from the Saint John Diocesan Cemeteries Inc. to the City Manager. This correspondence is requesting written approval by Council for the placement of an additional mausoleum at Holy Cross Cemetery. At its meeting of November 19, 2019, Common Council approved the proposed establishment of a mausoleum at Holy Cross Cemetery (original proposal). REPORT In October of 2019, Council referred a request to approve a new mausoleum at the Holy Cross Cemetery to Staff. After reviewing the original proposal, it was determined that no permits were required however Common Council was -2 - required to grant authorization as per the Cemetery Companies Act. Council granted that authorization November 18, 2019. Since this approval was granted, Staff were made aware that the proposal has been revised (Attachment 1) by enlarging the size of the mausoleum and changing the location. Staff have determined that a building permit will now be required, as the size of the mausoleum has increased. A building permit for this type of structure can be processed through the 'virtual' One Stop Development Shop and is typically processed in 10 business days or less. Staff recommend Council approve the revised proposal in order to begin the permit review process to enable the new mausoleum to proceed. STRATEGIC ALIGNMENT This proposal aligns with Council's priority to provide a Vibrant, Safe City by supporting the operation of various cemetery resources throughout the City of Saint John. SERVICE AND FINANCIAL OUTCOMES Authorizing the revised mausoleum will enable the Holy Cross Cemetery to proceed with necessary approvals and construction in a timely manner. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Not Applicable ATTACHMENTS Attachment 1— Saint John Diocesan Cemeteries Inc. — revised Holy Cross Cemetery mausoleum proposal. Attachment 2 —Saint John Diocesan Cemeteries Inc. original proposal from November 2019. AI RIO- 2" High Density �I Rigid Insul under footing to protect from frost lettering over 9" i r ranee I y N Panel 1B th two coat Rein'f. conc. 12" Dia. r� Front 2D Rendered View -A2 -5A M Granite crypt name Upanels c/w recessed 1@669 Mame@ contrasting color �-- 3.5" High lettering. I 2- triangular non 8'-8" Granite crypt name 0 Out to out Rein'f. Conc Roof 1@669 1991@ MM Reinforced 4" 09406 Metal Cross with Rein'f. Conic. base C D ° ° thick conc. roof 3" 3" Panel 3A ry1 _ 12 '- Gray Concrete Reinforced conic. - RSIo 3 o iv finish wall panels gable end —u— �— 00 0 a ° Panel 1C - N Permacast Recessed 5-1 /2" ® C C A Reinforced conic. 12" round High Granite stone U C fascias RIO- 2" High Density �I Rigid Insul under footing to protect from frost lettering over 9" 1@669 Man@ reinf. conic. fascia Btw. Column Bases Panel 1B th two coat Rein'f. conc. 12" Dia. r� x96 high round column g 6- 35.5"x 29.5" U) E Granite crypt name Upanels c/w recessed 1@669 Mame@ contrasting color �-- 3.5" High lettering. 6 2- triangular non gim Granite crypt name RIO- 2" High Density �I Rigid Insul under footing to protect from frost Rein'f. Conc Base/Fdn 10666 Man@ 1@669 Man@ 18.5" Btw. Column Bases 9'-0" th two coat D9ts@ D9Q@8 of Lexan glazi g 1" Dia. SSteel U) E Granite crypt name 0 0 0 1@ 69 MMM@ 1@669 Mame@ Rein'f. conc 00 o- a a column c/w 6 Permacast gim base & cap 0 42x96 Gray L as 1@669 1991@ 1@669 bmmi0 @8 09406 X9409 C D ° ° O9fbGlyj O90mGl Panel 3A Rein'f. conc Rein'f. Conc Base/Fdn x 1 -1 /2" 18.5" 5'-11" 18.5" Btw. Column Bases 9'-0" Permacast 12" round Tuscan base and cap trims over rein'f. conic. 0 12" round column to be 0 00 formed with finish free 00 sonctube forms to create the 12"dia. x 96" tall Concrete columns Base & cap to be 16"sq. • rl Out to out of front fdn. slab ~' Front 2D Elevation -A2-5 I V� GENERAL NOTE # G1: ALL WORK ON THIS PROJECT MUST MEET OR EXCEED THE REQUIREMENTS OF THE NATIONAL BUILDING CODE V OF CANADA ( 2015 LATEST EDITION). THIS REQUIREMENT EXTENDS TO THE SUPPLY OF ALL BUILDING MATERIAL, AND TO ALL SUBTRADES. THESE PLANS MUST BE SUBMITTED TO THE BUILDING AUTHORITY HAVING JURISDICTION FOR APPROVAL ;-I AND REVIEW NECESSARY TO MEET ALL LOCAL BUILDING CODE REQUIREMENTS. 1 i GENERAL NOTE # G3: NOTE: ALL DRAWINGS IN THIS SET: REV 1, DATED MARCH 20, 2020 FOR: r --I R 0 C C A M A U S 0 L E U M �--I Holy Cross Cemetery, Saint John, NB MUST BE REVIEWED & VERIFIED TO CONFIRM THE SCOPE OF WORK AND MATERIALS REQUIRED. NO DRAWING, SHALL BE �T READ IN ISOLATION. NOTES AND DETAILS SHOWN MUST BE I�1 CO-ORDINATED TO PROVIDE A COMPLETE AND FINISHED ITEM &/OR PROJECT. n GENERAL NOTE # GN4: ALL MATERIALS USED ON THIS PROJECT MUST BE INSTALLED TO MEET THE MANUFACTURERS RECOMMENDED INSTALLATION STANDARDS AND RECOMMENDATIONS. ALL MATERIALS USED MUST BE INSTALLED TO MEET OF EXCEED THE REQUIREMENTS OF THE 2015 NATIONAL BUILDING CODE, ( NBC ), OF CANADA. GENERAL NOTE # GN5: ANY CHANGES TO ITEMS, LOCATIONS AND/OR DIMENSIONS, SHOWN ON THESE REV 1 DRAWINGS, DATED MAR. 17, 2020 MUST BE REVIEWED AND APPROVED BY THE OWNER PRIOR TO PURCHASE OR INSTALLATION OF ANY MATERIAL. THE OWNER RESERVES THE RIGHT TO APPROVE ANY& ALL SUBSTITUTIONS OR "EQUALS" PRIOR TO PURCHASE. Left Side 2D Rendered View -A2 -6A NOTE: ALL GRANITE PANELS SIZES MUST BE CHECKED AND VERIFIED FOLLOWING THE CRYPTS BEING POURED 6" Gray metal Roof Ridge flashing over membrane seal along peak Reinforced 4" r----------- thick conic. roof I Raised Sloped L9 Panel 2B Reinf. conc. stepped (fascias I 3 Exp. Bolts Steel frame_< to Concrete = 42x96 Gray HSS framed Lexan Safety Panel Fixed Wind Rein'f. conc Screen Gray Concrete finish wall panels Panel 2A Rein'f. Conic Base/Fdn R in f. dCond Base 8'-2" 6'-0" Rocca Mausoleum 8'-8" Out to out Rein'f. Conic Roof Reinforced 4" Metal Cross with thick conic. roof 3" 3" Conc. base cc n/ 12 - Rear 2D Rendered View -A2 -7A 6'-8" Metal Cross with Metal Cross with Rein'f. Conic. base Rein'f. Conic. base ' 1'-0' -0" Panel 3C 3" 3" LO x 1 -1 /2" Painted 2-1 /2 HSS frame wit 1/2" x 1/2" solid sq bar w th two coat epoxy finish bath sides of Lexan glazi g 1" Dia. SSteel U) E Granite crypt name 0 0 0 12" round o m m m Rein'f. conc 00 o- a a column c/w 6 Permacast _0 0 base & cap 0 42x96 Gray L as IQ@669 M81u@ O o 0 @8 D94@8 wall panel C D ° ° Left Side 2D Elevation -A2-6 NOTE: All finished grades are to slope away from house, with min. 8" from finished grade to top of foundation wall. NOTE: ALL GRANITE PANELS SIZES NOTE: THE 2D ELEVATIONS SHALL MUST BE CHECKED AND VERIFIED BE CO-ORDINATED WITH 3D VIEWS, FOLLOWING THE CRYPTS BEING POURED AND FLOOR PLANS. 8'-8" TOP ANGLE OF PANEL TO O MATCH 3/12 ROOF SLOPEin ank lin LO panel- no rj lettering N 35.5" No S teel Panel ehind 6- 35.5% 29.5" Granite crypt name panels c/w recessed contrasting color 3.5" High lettering. (When required) c/w colored Tremco Dymeric sealant in 1/2" joints btw. panels 4'-0" Typical Ilk 3" Blank I Blank panel panel 3" 35.5" il" 35.5" L9 LO r1 Lq ai N C? N 00 716N Front Granite Panel 2D Elevation- A24 1" Dia. SSteel Tee 1@669 19m1@ 1@669 MIN@ HSS frame to 1" Vent up D94@g D94@e epoxy finish and 1" drain O Glh" Om3@GI 9 1" Dia. SSteel down, center Granite crypt name 10669 U�9 Screened Vent back each— crypt D84@8 ii�1II3�ii/� o94@e IIE" j Crypt # 1 C ONw A3-6 Rein'f. conc 12x96 42x96 Gray 10669 MS1a@ IQ@669 M81u@ Columns @8 D94@8 wall panel background O9fbGlyj 09 Panel 3A 35.5" il" 35.5" L9 LO r1 Lq ai N C? N 00 716N Front Granite Panel 2D Elevation- A24 1" Dia. SSteel Tee Rein'f. Conc. base 1/'2-"x 1-1/2" HSS frame to 1" Vent up solid sq b r with two coat epoxy finish and 1" drain of Lexan glazing Panel 3B 1" Dia. SSteel down, center Granite crypt name m o L Screened Vent back each— crypt to 1" Vent up ii�1II3�ii/� o94@e IIE" j Crypt # 1 C cD 1 ) r 1 - i"' Rein'f. conc 12x96 42x96 Gray / II \ Ii— Gray Concrete finish Columns down, center —p— wall panel background N —I I— Ii— 11 F Panel 3A Rein'f. conc _ '- Gray Concrete crypt \ / I \ o iv finish wall panels Screen —u— �— 00 0 a ° -0 bo3 ii ii N Permacast E N B /� /� 12x96 12" round I• . U C Columns base & ca p > 0 o N O N 0 o / 11 \ I �/ 11 \ IL3A—U— background 9 background c ;E' —��a -oC o m N v 1'-2" 1'-2.. I R10- 2" High Density j.Q� iin II I 1" Dia. SSteel Rigid Insul under footing a m o a 0 Screened Drain to protect from frost 1:0 CV pipe into backfill layer Rear 2D Elevation -A2-7 6'-8" Out to out at Crypt conc. walls and Fdn. base 6" 2'-8" 4" 2'-8" 6 ' 9'-0" Out to out of rein'f landing & Conc. F'dn. Slab/Foundation Plan -A2-3 Right Side 2D Rendered View -A2 -8A Painted 2 Rein'f. Conc. base 1/'2-"x 1-1/2" HSS frame with 1/2" x 1/2" /2"solid solid sq b r with two coat epoxy finish O a of Lexan glazing 1" r t� Dia. SSteel Tee m 12" round Granite crypt name m o L Q �1 _I l I Di n. I I Dr��: to 1" Vent up m a- E Permacast o94@e IIE" j Crypt # 1 C cD 1 ) r 1 - i"' and 1" drain N o- 42x96 Gray �-0 O 0 I I I ;F..• down, center C 0 Panel 4A o N I I I {. ; back each a- -Co _ O N 0 Cc 'o '- i I[ 1= crypt °co o iv a Screen r r a r 00 0 a ° -0 bo3 N E N B � r` 0 0��00 I• . U C o owner > 0 o N O N 0 o 0 CO 0 - c ;E' O -oC o m N v 1'-2" 1'-2.. I N j.Q� iin o a a m o a 0 o O 0 1:0 CV 0 w E r° o �` 1i U v o °I: C 1' I 1 I° 1 0 o U oLO �vo00 o c a C ., o a c O T a ° J O I I - O 0 C ° ° C C 3 o I I CO ° U 3 Ro_o_f/_Clg. Roof/CIg o'C o 12 "'Raund . Conc 'Column s a 1-E Slope Slope ° 9'-0" Out to out of rein'f landing & Conc. F'dn. Slab/Foundation Plan -A2-3 Right Side 2D Rendered View -A2 -8A Painted 2 Rein'f. Conc. base 1/'2-"x 1-1/2" HSS frame with 1/2" x 1/2" /2"solid solid sq b r with two coat epoxy finish both sides of Lexan glazing Permacast N m 12" round Granite crypt name o 0 Rein'f. conc Q 0 column c/w 00 m a- E Permacast o94@e IIE" j Crypt # 1 0 base & cap o Rein'f. conc Gray Concrete a0 0 a°668 Mmn@ D94@§ �° -SWt # 3 N o- 42x96 Gray N O _0 0 0 0 m Footing C 0 3" Metal Cross with Rein'f. Conc. base Gray metal Roof Ridge flashing over membrane seal along peak r Raised Slo ed, Reinforced 4" I P I thick conc. roof _ in Upper & Lower Fascia in rl and Signage Fascia in ® C C Panel 4 Reinf. conic. stepped fascias N a L N required, at Granite crypt name 1@@@8 Hemi@ 1@6@8 Mems@ ° panels c/w recessed contrasting color 3.5" High lettering. (When required) c/w colored Tremco Dymeric sealant in 1/2" joints btw. panels 4'-0" Rlnsul BeyondLO o94@e IIE" j Crypt # 1 i .1 Rein'f. conc Gray Concrete -,-- Cc aC 0 _ N CD ` 0- E o LO N a M Rosette fasteners _ }_ - Lq •C o c p at corner of each Ci 0 o ° _ Granite slab, refer N a - -0 o to rosette fastener �? O detail. _ (D N C ° c aC o N U a a°668 Mmn@ D94@§ �° -SWt # 3 �1@669IMae@ D94@@ Crypt # 4 42x96 Gray finish wall panel 0 0 0 m Footing HSS framed Lexan Panel 4A 35.5" 5�� 35.5" RIO- 2" High Density Safety Panel a- -Co Granite Granite crypt cover crypt cover panel panel Front Crypt Name Panels- Fixed Wind °co = Color and texture Screen N = 3 RSI e 3in 12 Conic. Roof Slope cn U p •. _ in Upper & Lower Fascia in rl and Signage Fascia in ® C C I'.' 6- 35.5"x 29.5" N a L N required, at Granite crypt name 1@@@8 Hemi@ 1@6@8 Mems@ ° panels c/w recessed contrasting color 3.5" High lettering. (When required) c/w colored Tremco Dymeric sealant in 1/2" joints btw. panels 4'-0" Rlnsul BeyondLO o94@e IIE" j Crypt # 1 D94•e 090@1nl Crypt # 2 -,-- Cc aC 0 _ N CD ` 0- E o LO N a M Rosette fasteners _ }_ - Lq •C o c p at corner of each Ci 0 o ° _ Granite slab, refer N a - -0 o to rosette fastener �? O detail. _ (D N C ° c aC o N U a a°668 Mmn@ D94@§ �° -SWt # 3 �1@669IMae@ D94@@ Crypt # 4 10669 Mm D940� lIfl" j Crypt # 5 1@669 ban@ 43ffi 090@ b" Crypt 6 0 0 0 m Footing i' ' Rein'f. Con Base Fdn 35.5" 5�� 35.5" RIO- 2" High Density Rigid Insul under footing to protect from frost a- -Co Granite Granite crypt cover crypt cover panel panel Front Crypt Name Panels- 2D Elevation -A2-10 8'-8" 6" Out to out Rein'f. Conc Roof 3" ick 0 co Exp. Bolts Steel frame to Concrete CanBae Fd Rein'f. Conic Base/Fdn 6'-0" 8'-2" R10- 2" High Density Rigid nsu u er footing to protect from frost Right Side 2D Elevation -A2-8 8'-8" Out to out of Conic. Roof 1'-3" 5'-8" 1'-3" Rein'f 6" Vertical Wal 6'-8" t to out at Crypt cc walls and Fdn. base Rocca Mausoleum -Holy Cross Cemeter Metal Cross with Rein'f. Conic. base 12 11 3 lope 1C � ® (C (C APonel 1B Upper & Lower Fascia r1 and Signage Fascia Text to be 32'x26r98 32'x26x,98 cn U p •. engraved when I'.' CrypX # 1 CrypX # 2 N a L N required, at — C ° 0 0 / \ / \ N E later date. T 0 0 All panels to I ° 0 0 0 m U -a i' ' I I .0 I :; a- -Co a when installed CrypC # 3 CrypC # 4 N °co = Color and texture / \ / \ N = 00 0 a ° n. E N B � r` I I I• . U C o owner > 0 o N O N 0 o Ori; - a c ;E' O m 3 m a al �I" I I0� E j.Q� iin o a M a m o a 0 I I l 0 I o ° 1:0 CV 3 m o 0I- 01.': E r° o �` 1i U v o °I: C 1' I 1 I° 1 I' o U oLO �vo00 0 C ., � .ti N 3 C E _1 T a ° x C aD ° I m o �� I O I I 0 C 3 o I I o - 3 Ro_o_f/_Clg. Roof/CIg o a 1-E Slope Slope ° 0 3 I i I �vE C 0 j Roof `am R1 I o 00 :: j 12" Round Conc. Column 16" 5'-11" 116" 1. below 8'-7" 26"high x 20"t wide Rein'f. conc roof beam over 12" dia conc columns below c/w 8-20M Cont. & 20M ties @ 12"c/c- plus supplemental roof, wall, and dowel reinforcing as shown 8'-8" Out to out of rein'f. conc. roof and roof beam Roof Beam Plan- A2-2 Rocca Mausoleum -Holy Cross Cemeter Metal Cross with Rein'f. Conic. base 12 11 3 lope 1C � ® (C (C APonel 1B Upper & Lower Fascia r1 and Signage Fascia Text to be 32'x26r98 32'x26x,98 - engraved when CrypX # 1 CrypX # 2 N N required, at / \ / \ N E later date. T 0 0 All panels to 0 0 0 m be blank Granite a- -Co a when installed CrypC # 3 CrypC # 4 N 0 = Color and texture / \ / \ N = 00 0 a ° o of Granite panels 3: to be chosen by o owner 32x26x�8 32x26x�8 - ° -o " Crypt # 5 Crypt # 6 N o Pane I1 A _ Rein'f. Conic Base/Fdn R10- 2" High Density 2'-8" " 2'-8" Rigid Insul under footing Crypt Crypt to protect from frost Opening Opening Front Openings- 2D Elevation -A2-9 6'-8" Out to out at Crypt conc. walls and Fdn. base 6' thick rein'f. conc. wall oc/w 15M @ 12" eway C U 0 J o 6" 2'-8,, 4" 2'-8" 6 1 J Crypt 0 Crypt 1 Opening Opening CD U 0 0 O O 3 0 U i,, N 3 0 ° Cn 3 c 3 0 U N O U N 0- C U N C ...'.•; 1 ° N ';; @ 1 C A2-6 -0 bo 70 P O C CI` `o C � a `n ° , O_ O N 3 -C ' ° 3 U 3 C ° 00 U _ 3 U o U ° N � 3 Q� 1 ° o �A3-1,Baled S.S ;Sealed S S 1 0 Panels Panels N - 0 Granite Granite - c0 o C 6 o Panels anels o a N 0 0 0 CD m CD a_ n O O C U T A3-2 T 0 o o a �'� N m 6'-3" X X 70 0 O 1 0 0 C3CD_ O O 0 o '0 ° n 7,-3„ a C`) om U L o r1 oo19 0 s N 1iN FOConic. 12"Round C0 0,t❑ Column Q'- C S M m.1IN 11 U •- C O 4 rl0 Cn U1 16" 5'-11" 16" 1 V. Col. Bases s 9'-0" 9'-0" 12'-0" 0o LotLine LotLine Out to out of conc. Setbacklanding & Conic. F'dn. Setback 12" Round 1 0 0 - 1 Conc. Column rl C U below _J -0 Az -s J Un 30'-0" 1 30ftx 30ft Lot Size 1 Site Plan and Floor Plan- A2-1 r ' W b„ T �i C ISI 0 C 3 O N ti GENERAL NOTE # G1: ALL WORK ON THIS PROJECT MUST MEET OR EXCEED THE REQUIREMENTS OF THE NATIONAL BUILDING CODE OF CANADA ( 2015 LATEST EDITION). THIS REQUIREMENT EXTENDS TO THE SUPPLY OF ALL BUILDING MATERIAL, AND TO ALL SUBTRADES. THESE PLANS MUST BE SUBMITTED TO THE BUILDING AUTHORITY HAVING JURISDICTION FOR APPROVAL AND REVIEW NECESSARY TO MEET ALL LOCAL BUILDING CODE REQUIREMENTS. GENERAL NOTE # G2: ALL DIMENSIONS INDICATED ON THESE DRAWINGS MUST BE CHECKED AND VERIFIED BY THE CONTRACTOR. DIMENSIONS ARE SHOWN TO ALLOW FOR QUANTITY ESTIMATES AND CONFIRMATION FOR SCOPE OF WORK. DIMENSIONS ON THIS DRAWING MUST BE CHECKED AND CO—ORDINATED WITH ALL OTHER DRAWINGS IN THIS SET NOTED AS REV 1, DATED MARCH 20, 2020 FOR: Rocca Mausoleum Holy Cross Cemetery, Saint John, NB CONTRACTOR MUST REPORT ANY ERRORS OR OMISSIONS TO THE OWNER PREVIOUS TO THE START OF ANY CONSTRUCTION. GENERAL NOTE # G3: NOTE: ALL DRAWINGS IN THIS SET: REV 1, DATED MARCH 20, 2020 FOR: R 0 C C A M A U S O L E U M Holy Cross Cemetery, Saint John, NB MUST BE REVIEWED & VERIFIED TO CONFIRM THE SCOPE OF WORK AND MATERIALS REQUIRED. NO DRAWING, SHALL BE READ IN ISOLATION. NOTES AND DETAILS SHOWN MUST BE CO—ORDINATED TO PROVIDE A COMPLETE AND FINISHED ITEM &/OR PROJECT. GENERAL NOTE # GN4: ALL MATERIALS USED ON THIS PROJECT MUST BE INSTALLED TO MEET THE MANUFACTURERS RECOMMENDED INSTALLATION STANDARDS AND RECOMMENDATIONS. ALL MATERIALS USED MUST BE INSTALLED TO MEET OF EXCEED THE REQUIREMENTS OF THE 2015 NATIONAL BUILDING CODE, ( NBC ), OF CANADA. GENERAL NOTE # GN5: ANY CHANGES TO ITEMS, LOCATIONS AND/OR DIMENSIONS, SHOWN ON THESE REV 1 DRAWINGS, DATED MAR. 17, 2020 MUST BE REVIEWED AND APPROVED BY THE OWNER PRIOR TO PURCHASE OR INSTALLATION OF ANY MATERIAL. THE OWNER RESERVES THE RIGHT TO APPROVE ANY& ALL SUBSTITUTIONS OR "EQUALS" PRIOR TO PURCHASE. Rocca Mausoleum Glazed Wind Screen- Left Side Typ. Crypt Granite Name Panel 3D View Al -17 3D View Al -18 42x96 Gray Steel framed Safety Glazed Fixed Panel Glazed Wind Screen 3D VIEWS - GENERAL NOTE: NOTE: ALL 3D VIEWS ARE NOT TO SCALE, AND ARE INTENDED FOR GENERAL INFORMATION ONLY, ALL DIMENSIONS, ROOF ANGLES, AND DETAILED INFORMATION MUST BE OBTAINED BY PROJECT FLOOR PLANS AND 2D BUILDING ELEVATIONS. 3D & EXTERNAL VIEW NOTE: ALL FINISHES AND COLORS SHOWN MUST BE REVIEWED WITH AND APPROVED BY THE OWNER PRIOR TO ORDERING OF ANY EXTERIOR BUILDING MATERIALS Recessed Name- Column Cap- Recess Slopes Side Beam- Crypt Granite Panel- Upper Gable Front & Side Roof Beams over Columns & Crypt Vents at Roof Fascia Recess 3D View Al -13 3D View Al -14 Name Recess- 3D View Al -15 3D View Al -16 Front Right Recessed Name- Column Cap Sloped Ceiling over Crypt Granite Panels Sloped Ceiling & Beam over Columns Roof Ridge Flashing and Cross 3D View A1-9 3D View Al -10 3D View Al -11 3D View Al -12 Back 3D View A1-5 Back Right Corner 3D View A1-6 Right Side 3D View A1-7 Front Right Corner 3D View A1-8 J W ►_1 N U Cn 0 4-14-10 W b„ Q 4 M� T 9 r - C 0 0 ►_1 N U Cn 0 4-14-10 ti .7 FOUNDATION NOTES: at ext. nosing11 20M dowels F1 — FINISH GRADES SHALL SLOPE AWAY FROM HOUSE F2 — FOUNDATION MUST ALLOW FOR SLEEVES THRU FORMWORK FOR Rocca CRYPT DRAINS AS SHOWN • ALL FOOTINGS TO BEAR ONTO 2"– R10 RIGID INSUL 1`3 GrF.NF.R A1, NOTF. # G1 F10 — N 1 E' d 5 4-1 OM USE CURING COMPOUND ON CONCRETE F4 — FLORSEAL &/OR RITECURE BY STERNSON & SIKA GENERAL NOTE # G2: ALL DIMENSIONS INDICATED ON THESE DRAWINGS MUST BE CHECKED AND VERIFIED BY THE CONTRACTOR. DIMENSIONS ARE SHOWN TO ALLOW FOR QUANTITY ESTIMATES AND CONFIRMATION FOR SCOPE OF WORK. DIMENSIONS ON THIS DRAWING MUST BE CHECKED AND CO—ORDINATED WITH ALL OTHER DRAWINGS IN THIS SET NOTED AS REV 1, DATED MARCH 20, 2020 FOR: Rocca Mausoleum Holy Cross Cemetery, Saint John, NB CONTRACTOR MUST REPORT ANY ERRORS OR OMISSIONS TO THE OWNER PREVIOUS TO THE START OF ANY CONSTRUCTION. GENERAL NOTE # G3: NOTE: ALL DRAWINGS IN THIS SET: REV 1, DATED MARCH 20, 2020 FOR: R 0 C C A M A U S O L E U M Holy Cross Cemetery, Saint John, NB MUST BE REVIEWED & VERIFIED TO CONFIRM THE SCOPE OF WORK AND MATERIALS REQUIRED. NO DRAWING, SHALL BE READ IN ISOLATION. NOTES AND DETAILS SHOWN MUST BE CO—ORDINATED TO PROVIDE A COMPLETE AND FINISHED ITEM &/OR PROJECT. GENERAL NOTE # GN4: ALL MATERIALS USED ON THIS PROJECT MUST BE INSTALLED TO MEET THE MANUFACTURERS RECOMMENDED INSTALLATION STANDARDS AND RECOMMENDATIONS. ALL MATERIALS USED MUST BE INSTALLED TO MEET OF EXCEED THE REQUIREMENTS OF THE 2015 NATIONAL BUILDING CODE, ( NBC ), OF CANADA. GENERAL NOTE # GN5: ANY CHANGES TO ITEMS, LOCATIONS AND/OR DIMENSIONS, SHOWN ON THESE REV 1 DRAWINGS, DATED MAR. 17, 2020 MUST BE REVIEWED AND APPROVED BY THE OWNER PRIOR TO PURCHASE OR INSTALLATION OF ANY MATERIAL. THE OWNER RESERVES THE RIGHT TO APPROVE ANY& ALL SUBSTITUTIONS OR "EQUALS" PRIOR TO PURCHASE. ote. tructura ngineer s review an stamp is only for the reinforced concrete and reinforcing steel bar elements only. Drawing A-3 shall be the only drawing which requires a Structural Engineer's stamp. Reinforced 4" thick conc. roof 3" 12 RSlope 12 o Reinforced 4" Reinforced thick conc. Fascia conc. gable Reinforced 4" thick conc. Fascia i" r_T nders de form drip 9" High reinf. conc. fascia m m Reinforced 4" thick conc. Fascia .ndersdi id e form drip Typical Roof Edge Detail- A3-3 Scale: 1-1/2" = 1'-0" ( 1 : 8) Rear Wall overhang modified STEP ONE Fasten epoxyainted HSS 2-1/2% x 1-1 12" frame to conc buildinq and slab with 3"long x 3/8" Hilti SS 304 expansion anchors. 4 sides of HSS tube frame must be welded together before finished epoxy paint is applied STEP ONE—A Exterior 1/2"x 1/2" solid steel stops must be welded to HSS tube frame before paint finish is applied d , . 1 e 6' thick° exterior` Cd°ncreNe wdll , 1n .°, r -L s r I I II° 1I Tapcon Anchor Layout Int. SSteel Sealant Plate Detail A3-5 Scale: 3" = V-0" (1: 4) Mausoleum SEE FOUNDATION AA BB NOTES F8 AND F10 perimeter of ^°^ra^de REGARDING SOIL & — — RIGID INSUL UNDER — — NEW MAUSOLEUM 8'-2" See Section Q 20Mx 25" long dowels AA for Out to out at Crypt conc. Beam to corbel Cross base walls and Fdn. bas °r�egeunl ceet in PI°ce s"s.sz°hl R9.5' @ 12 c/c with 1-15M reinforcing ,8„ 3'-113/4" g�� 7�2�� FOUNDATION NOTES: at ext. nosing11 20M dowels F1 — FINISH GRADES SHALL SLOPE AWAY FROM HOUSE F2 — FOUNDATION MUST ALLOW FOR SLEEVES THRU FORMWORK FOR 12 CRYPT DRAINS AS SHOWN • ALL FOOTINGS TO BEAR ONTO 2"– R10 RIGID INSUL 1`3 — OVER COMPACTED 2" CRUSHED SLAB BACKFILL F10 — • OVER COMPACTED FILL 5 4-1 OM USE CURING COMPOUND ON CONCRETE F4 — FLORSEAL &/OR RITECURE BY STERNSON & SIKA F11 — NON–SHRINK, NON METALLIC GROUT– M–BED F5 — 12 1 BY STERNSON & SIKA @ 2" c/C ALL FORMWORK TO BE CONSTRUCTED STRONG, F6 — TIGHT, BRACED AND TRUE SO AS TO MAINTAIN Note angled slabs to give slope t SHAPE AND POSITION. USE ONLY NEW MATERIAL. 51/2" PROTECT ALL CONCRETE FROM FROST. NO WATER SHALL BE ADDED TO F13 — MIX WHEN DELIVERED TO SITE. COLD WEATHER CONCRETE SHALL BE Sloped conc PLACED AND PROTECTED IN ACCORDANCE WITH THE REQUIREMENTS OF CSA–A23.1-94 AND AC1–306R-88. PROVIDE HEATED ENCLOSURES F7 AND / OR INSULATED TARPS AS REQUIRED TO MAINTAIN MINIMUM 10°C 2-10M CONCRETE SURFACE TEMPERATURE FOR A PERIOD OF 5 DAYS FOLLOWING CONCRETE PLACEMENT. PROVIDE CONTROLLED COOL DOWN F15 — PERIOD TO PREVENT SURFACE CRACKING AT END OF PROTECTION _? PERIOD. ENSURE THAT NO CONCRETE IS PLACED ON OR AGAINST at recess base FROZEN SUBGRADE, FORMWORK, OR REINFORCING STEEL. 6 WHENEVER AIR TEMPERATURE IS 5' C MAINTAIN TEMPERATURE OF It CONCRETE AT NOT LESS THAN 10` C FOR 5 DAYS. — DO NOT ALLOW CONCRETE TO FREEZE FOR 7 DAYS STEP ONE Fasten epoxyainted HSS 2-1/2% x 1-1 12" frame to conc buildinq and slab with 3"long x 3/8" Hilti SS 304 expansion anchors. 4 sides of HSS tube frame must be welded together before finished epoxy paint is applied STEP ONE—A Exterior 1/2"x 1/2" solid steel stops must be welded to HSS tube frame before paint finish is applied d , . 1 e 6' thick° exterior` Cd°ncreNe wdll , 1n .°, r -L s r I I II° 1I Tapcon Anchor Layout Int. SSteel Sealant Plate Detail A3-5 Scale: 3" = V-0" (1: 4) Mausoleum SEE FOUNDATION AA BB NOTES F8 AND F10 perimeter of ^°^ra^de REGARDING SOIL & — — RIGID INSUL UNDER — — NEW MAUSOLEUM 8'-2" See Section Q 20Mx 25" long dowels AA for Out to out at Crypt conc. Beam to corbel Cross base walls and Fdn. bas °r�egeunl ceet in PI°ce s"s.sz°hl R9.5' @ 12 c/c with 1-15M reinforcing ,8„ 3'-113/4" g�� 7�2�� over 12 dia conc columns N rein'f conc. wall Roof to wall ��J �Iing Slabs c c - below c/w 8-20M Cont. & No Airspace 6 LO 20M ties @ 12"c/c– plus 6" N No SSteel Panel 15M Bars � SS Vent – rl supplemental roof, wall, and 20M Ties @ �2'%c7c \ \ dowel reinforcing as shown n beam Sim. Way-6"Partial wall \ A3-1 - / 6 20Mx 25" Ion dowels W 12" c c 4 2Z g Removeable 1 bars at 12"c/c both ways for fl t crypt ceili�� 2.. Wall to corb @earn c/c occorbel - 35.5"x 29.5"x3/4" c/w 1-15m Crypt Granite Panel _ �r p t # 6" Rein'f A0 plates at ext. nosing N 32x26xJ8– Fear Openi g Conc wall c) !must beflush Air space against bearing 2'-0' N slope S� yet Slab c� o surface to avoid Removeable l � � � l� � _ 1" SSteel w• deflection. 12" round column to be 1/2" SSteel —1 bars at 12' c c both was for sloping cr t s G Drain +I � WOSE r formed with finish free sealed Panel / y p g yp & Tee 3 00 sonotube forms to create �D the 12"dia. x 96" tall 20M dowels o r °, Concrete columns Removeable 4 @ 1 2" CA -0 c/w 8-15M vert. bars and 12.. Crypt Granite Panel _Crypt � # 14 _ ° Sim. J Q = 10M circular ties with 135 32x26x�J8 Cesar Opening �12 N ° 150 c E hooks at max 10' c/c I A3-2 I N N E / Removeable �8% i� 12" slope– Crypt Slab Slab to wall Sample Rosett"e" Finish free surface to be p Anchor 1 /2' SSteel o free of form lines and be sealed Panel �1�M bars at 12"c/c both ways for sl ping crypt s1aL� 1" SSteel L Info Detail A3-4 smooth finish. _ Do Not Use typical sonotube Too rain Scale: Not to Scale forms for these columns!!! R bl 20M dowels Tapcon screw to anchor 1/8" stainless steel panel c/w perimeter sealant to make air tight seal for crypt. See detail A3-5 N Type 304 stainless steel _I crypt cover .❖.❖.❖.❖.❖.❖.❖.❖.❖ .................. Cast in Place "Rosette" plates to be installed at STEP TWO each corner of Granite Install 10mm thick Lexon crypt panels. safety glazing c/w STEP THREE See detail A3-4 weatherstripping both sides Interior 1/2% 1/2" solid solid steel stops as shown steel painted stops must be fastened to HSS tube frame Use 1" long topcon anchors to fasten removeable stop to HSS tube frame. Sealant Plate & Granite Crypt Cover Detail at 6" Ext. Wall - A3-1 Scale: 3" = 1'-0" (1: 4) Min. 4" thick Rein'f. Conc walls btw. crypts SEALANT PLATE COVE 2'-9-1 2""x 1/8" x '-3-1 /2" Type 304 stainless steel crypt cover c/w Trem o perimeter Dynmeric c ulking to seal stainless steel c vers to crypt openings. Airspace between pan Is Min. 3/4" thick Gra ite stone crypt name p nels See detall A2-4 Tapcon screw to anchor 1 /8" stainless steel panel — c/w perimeter sealant to make air tight seal for crypt See detail A3-5 Crypt Granite Panel l -Crypt # 6-1-- / @ 1214 A LO '� n 4-20M 32 26x98_Q1e� Opening 12 N dowels Removeable C� Cil 38 15M ties 1/2" SSteel �8% iri 12" slope– C_rypt Slab Slab to wall N O M ofpand each btm sealed Panel 2 column .I —159 bars at 12"c/c both wovs for sl Dina crvat S+Gb_ 1" SSteel M .Ill e ° e' Cast In Place osette" plates to be ins alled at each corner of Granite s. Similiar to "Sinner Brothers" or equal cast in place anchors to hold 6— 35.5"x 29.5" Granite crypt name panels 6— 35.5% 29.5" Granite crypt name panels See detail A3-4 Sealant Plate & Granite Crypt Cover Detail at 4" Center Wall - A3-2 Scale: 3" = 1'-0" (1: 4) 8'-8" Out to out Rein'f. 4" thick Conc Roof ROOF BEAM R2 10M dowels CC 3" 12 @ 12" c/c 17.5"H x15"W± 15M bars Rein'f. Conc 12 @ 12" c/c Roof beam 12.. 12 4" RSlab along sides 3 RSlope c/w dowels to roof & walls It _iv I 3' 6x Om cont. tt INv se 2. FOUNDATION NOTES: at ext. nosing11 20M dowels 15M bars @° 12" c/C CAST ONE SET OF CONCRETE TEST F9 — 6" 4" FSlabs 12 CYLINDERS FOR EACH CONCRETE POUR INSTALL 2"— R10 RIGID INSULATION UNDER THE MAUSOLEUM AND Out to out EXTENDING A MINIMUM OF 4FT BEYOND THE SLABS/FOOTINGS F10 — AS SHOWN. THIS MUST BE DONE BEFORE SLAB/FTGS. ARE POURED 5 4-1 OM Clear btw beam an wall @ 12" c/c Clear length inside of crypt F11 — 8 a GRADE 400 BILLET STEEL BARS TO CSA G30.18—M92 12 1 LAP ALL BARS 24" @ 2" c/C 4" RSlab Ridge 3 30 30 MPa COMPRESSIVE STRENGTH AT 28 DAYS Note angled slabs to give slope t 4" thick slabs 51/2" 20M dowels F13 — Typical Recessed joints Sloped conc CAULKING TO BE INSTALLED AROUND ALL JOINTS IN STONE AND METAL PANELS TO PROVIDE A WEATHER TIGHT SEAL. _ @ MZdo els COLOR OF CAULKING TO MATCH ADJACENT SURFACES. 2-10M 1/8" in 12" slope REMOVE ALL ORGANIC OR CONTAMINATED SOIL F15 — @ 12" C/C �12 _? ALL WORK AND MATERIALS MUST BE CO—ORDINATED at recess base AND VERIFIED WITH THE OWNER PRIOR TO THE 6 ° ' It ALL CONCRETE SLABS TO RECEIVE A MINIMUM TWO PASS — STEEL TOWELED SURFACE FINISH TO PRODUCE A SMOOTH, HARD, F17 DENSE, BURNISHED CONCRETE LEVEL SURFACE EXCEPT WHERE SHOWN SLOPED RSlope Roof to wall - for 20M bars @ 12' CA each way co 15M b rs at 2"c /c both was for 4" thick roof slab Crypt Panels -A3-6 _ _ N both ways LO Sloped conc M Scale: 1-1/2" = 1'-0" ( 1:8) 1 4" RSlab 6x2 ROOF BEAM R1 - 2, 8 _ � 26"hi h x 20"± wide g Upper Granite l 2DM-dowels I 12 Void Btw�2eo>� 0) 20M dowels 12 reinf. conc roof beam panels over 6" @ 12„ c--7c- " over 12 dia conc columns N rein'f conc. wall Roof to wall ��J �Iing Slabs c c - below c/w 8-20M Cont. & No Airspace 6 LO 20M ties @ 12"c/c– plus 6" N No SSteel Panel 15M Bars � SS Vent – rl supplemental roof, wall, and 20M Ties @ �2'%c7c \ \ dowel reinforcing as shown n beam Sim. Way-6"Partial wall \ A3-1 - / 6 20Mx 25" Ion dowels W 12" c c 4 2Z g Removeable 1 bars at 12"c/c both ways for fl t crypt ceili�� 2.. Wall to corb @earn c/c occorbel - 35.5"x 29.5"x3/4" c/w 1-15m Crypt Granite Panel _ �r p t # 6" Rein'f A0 plates at ext. nosing N 32x26xJ8– Fear Openi g Conc wall c) !must beflush Air space against bearing 2'-0' N slope S� yet Slab c� o surface to avoid Removeable l � � � l� � _ 1" SSteel w• deflection. 12" round column to be 1/2" SSteel —1 bars at 12' c c both was for sloping cr t s G Drain +I � WOSE r formed with finish free sealed Panel / y p g yp & Tee 3 00 sonotube forms to create �D the 12"dia. x 96" tall 20M dowels o r °, Concrete columns Removeable 4 @ 1 2" CA -0 c/w 8-15M vert. bars and 12.. Crypt Granite Panel _Crypt � # 14 _ ° Sim. J Q = 10M circular ties with 135 32x26x�J8 Cesar Opening �12 N ° 150 c E hooks at max 10' c/c I A3-2 I N N E / Removeable �8% i� 12" slope– Crypt Slab Slab to wall Sample Rosett"e" Finish free surface to be p Anchor 1 /2' SSteel o free of form lines and be sealed Panel �1�M bars at 12"c/c both ways for sl ping crypt s1aL� 1" SSteel L Info Detail A3-4 smooth finish. _ Do Not Use typical sonotube Too rain Scale: Not to Scale forms for these columns!!! R bl 20M dowels Tapcon screw to anchor 1/8" stainless steel panel c/w perimeter sealant to make air tight seal for crypt. See detail A3-5 N Type 304 stainless steel _I crypt cover .❖.❖.❖.❖.❖.❖.❖.❖.❖ .................. Cast in Place "Rosette" plates to be installed at STEP TWO each corner of Granite Install 10mm thick Lexon crypt panels. safety glazing c/w STEP THREE See detail A3-4 weatherstripping both sides Interior 1/2% 1/2" solid solid steel stops as shown steel painted stops must be fastened to HSS tube frame Use 1" long topcon anchors to fasten removeable stop to HSS tube frame. Sealant Plate & Granite Crypt Cover Detail at 6" Ext. Wall - A3-1 Scale: 3" = 1'-0" (1: 4) Min. 4" thick Rein'f. Conc walls btw. crypts SEALANT PLATE COVE 2'-9-1 2""x 1/8" x '-3-1 /2" Type 304 stainless steel crypt cover c/w Trem o perimeter Dynmeric c ulking to seal stainless steel c vers to crypt openings. Airspace between pan Is Min. 3/4" thick Gra ite stone crypt name p nels See detall A2-4 Tapcon screw to anchor 1 /8" stainless steel panel — c/w perimeter sealant to make air tight seal for crypt See detail A3-5 Crypt Granite Panel l -Crypt # 6-1-- / @ 1214 A LO '� n 4-20M 32 26x98_Q1e� Opening 12 N dowels Removeable C� Cil 38 15M ties 1/2" SSteel �8% iri 12" slope– C_rypt Slab Slab to wall N O M ofpand each btm sealed Panel 2 column .I —159 bars at 12"c/c both wovs for sl Dina crvat S+Gb_ 1" SSteel M .Ill e ° e' Cast In Place osette" plates to be ins alled at each corner of Granite s. Similiar to "Sinner Brothers" or equal cast in place anchors to hold 6— 35.5"x 29.5" Granite crypt name panels 6— 35.5% 29.5" Granite crypt name panels See detail A3-4 Sealant Plate & Granite Crypt Cover Detail at 4" Center Wall - A3-2 Scale: 3" = 1'-0" (1: 4) 8'-8" Out to out Rein'f. 4" thick Conc Roof ROOF BEAM R2 10M dowels CC 3" 12 @ 12" c/c 17.5"H x15"W± 15M bars Rein'f. Conc 12 @ 12" c/c Roof beam 12.. 12 4" RSlab along sides 3 RSlope c/w dowels to roof & walls It _iv I 3' 6x Om cont. tt INv se 2. 11 Approx Finished Grade � r -I 4'-0" R10-2"rigid insul to extend beyond footing/slab 8 10M dowels 12 roof–wall @ 12 c/c 15m nosing '7i 3in 12 Conc. bar �i Roof Slope IOm ties in @ 10" C/c rl & Tee o, iv - A rox Finished Grade ° o O � N O a cn 220M2bacrsc�� 20M dowels�— each way 20M bars e 12" ay top & btm. 20M bars @ 12" C/c Faces of all each way 24 @ 12" c/c each way granite panels 1" Dia. SSteel top & btm. top & btm. must be vertical Screened rain 6 12 and aligned with pipe int 6 each other backfill layer 4'-0" 6'-0" 8'-2" R10-2"rigid insul to extend 72"x12" Footing/Slab under columns 98"x20" Footing/Slab under Crypts beyond footing/slab under Columns Slopes down to 19" at back wall Tape joints of insul to hold together Longitudinal Building Section CC FOUNDATION NOTES: Thru Crypts 20M dowels 15M bars @° 12" c/C CAST ONE SET OF CONCRETE TEST F9 — 6" 4" FSlabs 12 CYLINDERS FOR EACH CONCRETE POUR INSTALL 2"— R10 RIGID INSULATION UNDER THE MAUSOLEUM AND Out to out EXTENDING A MINIMUM OF 4FT BEYOND THE SLABS/FOOTINGS F10 — AS SHOWN. THIS MUST BE DONE BEFORE SLAB/FTGS. ARE POURED 5 4-1 OM TO PROVIDE FROST PROTECTION. @ 12" c/c ALL REINFORCING STEEL TO BE NEW, CLEAN AND SECURED IN PLACE F11 — WITH CHAIRS, SPACERS, HANGERS &/OR TIES. TO MEET STANDARDS. a GRADE 400 BILLET STEEL BARS TO CSA G30.18—M92 12 1 LAP ALL BARS 24" @ 2" c/C CONCRETE WALLS/ SLABS/ FTGS. MINIMUM F12 — 30 MPa COMPRESSIVE STRENGTH AT 28 DAYS 6% AIR ENTRAINED ( ±1%) Cross t Roof 3" SLUMP ( ± 1%) F13 — TYPE & FINISH OF STONE TO BE CHOSEN BY OWNER. floor–wall CAULKING TO BE INSTALLED AROUND ALL JOINTS IN STONE AND METAL PANELS TO PROVIDE A WEATHER TIGHT SEAL. F14 — COLOR OF CAULKING TO MATCH ADJACENT SURFACES. 2-10M CAULKING SHALL BE TREMCO DYMERIC COMPOUND OR APPROVED EQUAL. REMOVE ALL ORGANIC OR CONTAMINATED SOIL F15 — FROM THE COMPACTED FILL AREA. _? ALL WORK AND MATERIALS MUST BE CO—ORDINATED F16 — AND VERIFIED WITH THE OWNER PRIOR TO THE 6 START OF WORK. 12 ALL CONCRETE SLABS TO RECEIVE A MINIMUM TWO PASS — STEEL TOWELED SURFACE FINISH TO PRODUCE A SMOOTH, HARD, F17 DENSE, BURNISHED CONCRETE LEVEL SURFACE EXCEPT WHERE SHOWN SLOPED 11 Approx Finished Grade � r -I 4'-0" R10-2"rigid insul to extend beyond footing/slab 8 10M dowels 12 roof–wall @ 12 c/c 15m nosing '7i 3in 12 Conc. bar �i Roof Slope IOm ties in @ 10" C/c rl & Tee o, iv - A rox Finished Grade ° o O � N O a cn 220M2bacrsc�� 20M dowels�— each way 20M bars e 12" ay top & btm. 20M bars @ 12" C/c Faces of all each way 24 @ 12" c/c each way granite panels 1" Dia. SSteel top & btm. top & btm. must be vertical Screened rain 6 12 and aligned with pipe int 6 each other backfill layer 4'-0" 6'-0" 8'-2" R10-2"rigid insul to extend 72"x12" Footing/Slab under columns 98"x20" Footing/Slab under Crypts beyond footing/slab under Columns Slopes down to 19" at back wall Tape joints of insul to hold together Longitudinal Building Section CC �I Thru Crypts 20M dowels 15M bars @° 12" c/C Scale: 1/2" = 1'-0" ( 1:24) floor–wall @ 12 c/c 6" 4" FSlabs 12 8'-8" @ 12" c/c Out to out Rein'f. 4" thick Conc Roof 2 15M bars 5 4-1 OM Cross Base @ 12" c/c a 6 6 bent bars 2 each 10M dowels 8 12 a 15 bars 12 1 @ 12" c/C @ 2" c/C way 4" Wall 2" Cross t Roof ROOF BEAM R3 l floor–wall N @ 2 2" c/c 17.5"H x15"W± 2-10M SEE FOUNDATION 12 4" RSlab–Ridge 3" Rein'f. Conc _? 12" Ties owes 12" Roof beam 6 REGARDING SOIL 12 @ 12" c/C along sides c/w dowels to @ 12" c/c 3 RSlope 3 30 – roof & walls top btm. 20M bars @ 12' CA each way co 15M bars top & btm. @ 12" CA N both ways LO M N 4" RSlab 6x2 m con . 1'- 15mJ FCVVr oCiilvl FCJ f Front slab/ftg. background pt�s7 6., s aN 4'-0" R10 rigid insul to extend d ff4383, beyond footing/slab ,B. Holder D�l ,ER PROFESSIONAL ENDORSEMENT APPLIES TO RAL ITEMS ONLY PERFOMING IN A STRUCTURAL N. ARCHITECTURAL ITEMS AND DIMENSIONS BY Rocca Mausoleum -Hol nosing 17.5"H x15"W± bar Rein'f. Conc Roof beam N along sides 6" N c/w dowels to 80"x20" o( ting/Slabl \ under Crypts 2'-8" 4" 2'-8" Ir Ir Ir 6'-8" Out to out of walls and ftg/slab under Crypts Building Cross Section BB Thru Crypts Scale: 1/2" = V-0" ( 1:24) �I 20M owels 20M dowels 15M bars @° 12" c/C floor–wall @ 12" CA floor–wall @ 12 c/c 6" 4" FSlabs 12 12 @ 12" c/c 12 M 0 2 15M bars 6'_3" " @ 12" c/c a 1.4" 6" Ext.Wall a 15 bars a @ 2" c/C 4" Wall 2" 20M dowels l floor–wall N @ 2 2" c/c SEE FOUNDATION 12 Front N 24 slab/ftg. 6 REGARDING SOIL 20M bars 20M dowels @ 12" c/c _iT @ 12" c/c each way ��A . top btm. 20M bars @ 12' CA each way co - top & btm. Front slab/ftg. background pt�s7 6., s aN 4'-0" R10 rigid insul to extend d ff4383, beyond footing/slab ,B. Holder D�l ,ER PROFESSIONAL ENDORSEMENT APPLIES TO RAL ITEMS ONLY PERFOMING IN A STRUCTURAL N. ARCHITECTURAL ITEMS AND DIMENSIONS BY Rocca Mausoleum -Hol nosing 17.5"H x15"W± bar Rein'f. Conc Roof beam N along sides 6" N c/w dowels to 80"x20" o( ting/Slabl \ under Crypts 2'-8" 4" 2'-8" Ir Ir Ir 6'-8" Out to out of walls and ftg/slab under Crypts Building Cross Section BB Thru Crypts Scale: 1/2" = V-0" ( 1:24) 20M dowels 24 @ 12" c/c 6 4'-0" R10 rigid insul to extend beyond footing/slab Cross Cemeter 6 I 4-20M dowels 15M ties 36 each column top 6'-3" I Clear btw Rein'f. 12"Dia Colu ns 12" 8-15M Vert. bars and 10M circular ties with 135 CC _+T /hooks at max 10" c/c J SEE FOUNDATION NOTES F8 ND F10 REGARDING SOIL & 4-20M RIGID INSU � UNDER dowels 38 NEW MAUSOLEUM 15M ties top and btm of each column 12" 20M bars @ 12 CA each way top & btm. roof & walls o' o 15M bars @ 12" c/c M 0 6" Ext.Woll N 6'_3" NU O 00 a 1.4" Permocas Base over conc. column a a a Q a U 0 N SEE FOUNDATION Front N NOTES F8 AND F slab/ftg. REGARDING SOIL backgroun RIGID INSUL UNDE NEW MAUSOLEUM 20M dowels 24 @ 12" c/c 6 4'-0" R10 rigid insul to extend beyond footing/slab Cross Cemeter 6 I 4-20M dowels 15M ties 36 each column top 6'-3" I Clear btw Rein'f. 12"Dia Colu ns 12" 8-15M Vert. bars and 10M circular ties with 135 CC _+T /hooks at max 10" c/c J SEE FOUNDATION NOTES F8 ND F10 REGARDING SOIL & 4-20M RIGID INSU � UNDER dowels 38 NEW MAUSOLEUM 15M ties top and btm of each column 12" A3-3 - 1 m ties in 10" CA rl ROOF BEAM R2 17.5"H x1 5"W± Rein'f. Conc Roof beam along sides c/w dowels to roof & walls 12" round column to be formed with finish free sonotube forms to create the 12"dia. x 96" tall Concrete columns c/w 8-15M Vert. bars and 10M circular ties with 135 hooks at max 10" c/c Finish free surface to be free of form lines and be smooth finish. Do Not Use typical sonotube forms for these columns!!! Permacast Base & Cap beyond footing/slab beyond footing/slab Out to out of front slab/footing under Columns Building Cross Section AA Thru Roofing over Standing Area and support columns Scale: 1 /2" = V-0" ( 1: 24) T 9 r_ 3 0 D O O N � O N � U U 0 ac U � E O ?N v �° _o � p fn U 0 51 w 0 0 h N V U 0U 0 U p -I 0 20M bars @ 12 CA each way top & btm. 6'_3" 1'- 1/2 ' Clear btw Rein'f. 12"Dia Columns 5'-11" 1.4" Permocas Base over conc. column Clear btw bases ermocast Base over conc. columrf 9'-0" A3-3 - 1 m ties in 10" CA rl ROOF BEAM R2 17.5"H x1 5"W± Rein'f. Conc Roof beam along sides c/w dowels to roof & walls 12" round column to be formed with finish free sonotube forms to create the 12"dia. x 96" tall Concrete columns c/w 8-15M Vert. bars and 10M circular ties with 135 hooks at max 10" c/c Finish free surface to be free of form lines and be smooth finish. Do Not Use typical sonotube forms for these columns!!! Permacast Base & Cap beyond footing/slab beyond footing/slab Out to out of front slab/footing under Columns Building Cross Section AA Thru Roofing over Standing Area and support columns Scale: 1 /2" = V-0" ( 1: 24) T 9 r_ 3 0 D O O N � O N � U U 0 ac U � E O ?N v �° _o � p fn U 0 51 w 0 0 h N V U 0U 0 U p -I 0 KMLMM Holy Cross Cemetery W Compound Former Railway ,gin. 0 SUBMISSION TO COUNCIL FORIV The Qty ofSaint John First Name: Leann Last Name: Nogueira Name of Organization/Group (where applicable): Saint John Diocesan Cemeteries Inc Mailing Address: P.O. Box 2281 City or Town: Saint John Province: NB Postal Code: E21 -3V1 Day Time Phone Number: 506-653-6861 Email: catholiccemeteries@nb.aibn.com D If you do NOT wish to have your personal information (address, phone number, ttmail) become part of the public record, please check this box. W Topic of Submission: Mausoleum Placement in Holy Cross Cemetery Purpose for Submission (what is the as of Council): The Saint John Diocesan Cemeteries Inc. Is requesting approval to place an above ground Mausoleum with 2 crypts for full casket burials within Holy Cross Cemetery. Executive Summary: City Council approval is required for the Saint John Diocesan Cemeteries Inc. to move forward and apply to the Minister of Health in accordance with Section 13(3) of regulation 94-129 under the Cemeteries Act. I have attached a copy of the act along with the requirements of the Minister of Health. We have two Mausoleums that have been previously approved by council that were on a much larger scale and are asking approval for the third to be placed. U61110,1RU019 I I Signature: Leann Nogueira Manager Date: 2019-09-24 r „129 Loi sur les compagnies de cimeticre C-1 V. (B) the security features in the crematorium; (B) des dispositifs de s6curit6 du cr6matorium; (iv) if the crematorium is or will be located within a municipality, the written approval of the council of the municipality for the establishment, alteration or extension of the crematorium; (iv.l) if the crematorium is or will be located within a rural community, the written approval of the rural community council for the establishment, al- teration or extension of the crematorium; and (v) if the crematorium is or will be located within an unincorporated area, the written approval of the Minister of Local Government for the establish- ment, alteration or extension of the crematorium. 1998, c.41, s.17; 2000, c.26, s.33; 2005-83; 2006, c.16, 8.19 (1)� No person shall establish, alter or extend a crypt, mausoleum or vault unless (a) the person is a company incorporated in accor- dance with the Act, and (b) the person obtains the written approval of the Minister and the approval of the Lieutenant -Governor in Council. 13(2) A company shall apply for an approval under paragraph (1)(b) by submitting a written application to the Minister. 3 , An application submitted under subsection (2) shall (a) contain the following information: (i) the name and address of the applicant; (ii) the name and address of the crypt, mausoleum or vault; (iii) if areas are being created or eliminated in the crypt, mausoleum or vault, the number of areas be- ing created or eliminated; and (iv) any other information that the Minister may require; and 10 (iv) si le crdmatorium est situts dans une municipa- lite, ('approbation 6crite du conseil municipal aux fins de la crdation, de la modification ou de 1'agran- dissement du cr6matorium; (iv. 1) si le crematorium est situ6 dans une commu- nautd rurale, 1'approbation 6crite du Conseil de la communaut6 rurale aux fins de la creation, de la mo- dification ou de 1'agrandissement du cr6matorium; et (v) si le crdmatoriurn est situ6 dans un secteur non constitud en municipalit6, I'approbation 6crite du ministre des Gouvernements locaux aux fins de la cr6ation, de la modification ou de I'agrandissement du cr6matorium. 1998, c.41, art.17; 2000, c.26, art.33; 2005-83; 2006, c.16, art. 19 13(1) Nul ne peut cyder, modifier ou agrandir une crypte, un mausolee ou un caveau A moins que a) la personne ne soit une Compagnie constitu6e e corporation confor►ndment A la Loi, et b) is personne n'obtienne une approbation 6crite du Ministre et du lieutenant-gouverneur en Conseil. 13(2) Une Compagnie doit demander une approbation en vertu de I'alin6a (1)b) en soumettant une demande 6crite au Ministre. 13(3) Une demande soumise en vertu du paragraphe (2) doit a) contenir les renseignements suivants (i) le nom et 1'adresse du demandeur; (ii) le nom et 1'adresse de is crypte, du mausol6e ou du caveau; (iii) le cas 6ch6ant, le nombre d'espaces 6tant crMs ou dliminds dans la crypte, le mausolde ou le caveau; et (iv) tout autre renseignement que le Ministre peut exiger; et AYA Cemetery Companies Act 0 w (b) be accompanied by (i) a copy of a plan of the crypt, mausoleum or vault and the property on which it is or will be lo- cated that shows the location and dimensions of ev- ery area, path, fence, structure, building, road or body of water adjacent to the crypt, mausoleum or vault; (ii) a certified copy of a deed or other documentary evidence showing that the applicant owns the prop- erty where the crypt, mausoleum or vault is or will be bated; (iii) a copy of a design of the crypt, mausoleum or vault that is prepared by a person who is a member of the Association of Professional Engineers of the Province of New Brunswick or is licensed to prac- tise as a professional engineer under the Engineering Profession Act that contains (A) a list of the materials used or to be used in the construction of the crypt, mausoleum or vault, (B) the number of areas in the crypt, mauso- leum or vault, and (C) the security features in the crypt, mauso- leum or vault; '(iv) „e;crlrpt,, mausoleum or vault is or will be locati~d°within a,municipality, the wrtten..approvnl of the council of Ahe municipality, for the establish - Ment, alteration< or, extension ,of the crypt, mauspr leutr+ orr vault; (iv.l) if the crypt, mausoleum or vault is or will be located within a rural community, the written ap- proval of the rural community council for the estab- lishment, alteration or extension of the crypt, mau- soleum or vault; and (v) if the crypt, mausoleum or vault is or will be lo- cated within an unincorporated area, the written ap- proval of the Minister of Local Government for the establishment, alteration or extension of the crypt, mausoleum or vault+ 13(4) If the Minister approves an application submitted under subsection (2), the Minister shall submit the appli- cation to the Lieutenant -Governor in Council for ap- proval. 11 C:�:3 b) etre accompagnee 94-129 (i) d'une copie d'un plan de la crypte, du mausolee ou du caveau et de la propriete oil it est situe mon- trant 1'empiacement, les dimensions et les limites de chaque espace, sentier, cloture, construction, bati- ment, chemin on gtendue d'eau adjacent A la crypte, an mausolte on an caveau; (ii) d'une copie certifiee conforme d'un acte de transfert ou de tout autre preuve documentaire de- montrant que le demandeur est propribtaire du ter- rain od la crypte, le mausoIde on le caveau est situe; (iii) d'une copie d'un pian de la crypte, du mauso- lee ou du caveau pr€pare par un membre de I'Asso- ciation des ingenieurs du Nouveau -Brunswick on par un ingenieur titulaire de permis en vertu de la Loi sur to profession d'ingenieur et qui contient une liste (A) des materiaux utilises dans la construction de la crypte, du mausolee ou du caveau, (B) du nombre d'espaces dans la crypte, le mausolee on le caveau, et (C) des dispositifs de securitd de la crypte, du mausolee ou du caveau; (iv) si la crypte, le mausolee on le caveau est situs dans une municipalite, Papprobation &-rite du Con- seil municipal aux fins de la creation, de la modifi- cation on de I'agrandissement de la crypte, du mau- solee ou du caveau; (iv.l) si la crypte, le mausolee ou le caveau est si- tue dans une Communaute rurale, I'approbation ecrite du Conseil de la Communaute rurale aux fins de la creation, de la modification on de I'agrandisse- ment de la crypte, du mausolee ou du caveau; et (v) si la crypte, le mausoiee on le caveau est situe dans un secteur non constitue en municipalite, ('ap- probation ecrite du ministre des Gouvernements lo- caux aux fins de la creation, de la modification ou de I'agrandissement de la crypte, du mausolee on du ca- veau. 13(4) Si le Ministre donne son approbation A une de- mande soumise en vertu du paragraphe (2), le Ministre dolt soumettre la demande au lieutenant-gouverneur en Conseil pour approbation. C:1'] STREET CLOSING FAIRVILLE BOULEVARD Public Notice is hereby given that the Common Council of The City of Saint John intends to consider amending "A By-law Respecting The Closing of Roads, Streets or Highways In The City of Saint John" at its regular meeting to be held via web conference on Monday, May 25, 2020 at 6:30 p.m. to permanently close the following street: FAIRVILLE BOULEVARD: All that portion of Fairville Boulevard, a public street in the City of Saint John, in the County of Saint John and Province of New Brunswick, comprising 476 square metres as shown on a Plan of Survey titled, "Survey Plan Portion of Fairville Boulevard, City of Saint John, Saint John County, Province of New Brunswick," prepared by Don -More Surveys & Engineering Ltd. and dated March 5, 2020 attached hereto. (INSERT PLAN) For details on how to participate in the Public Hearing, to inspect the amendment and plan, or to register to participate please contact the Office of the Common Clerk at commonclerk@saintjohn.ca. Saint John Council meetings can be viewed online at https://www.youtube.com/user/saintjohnweb Written objections to the proposed amendment may be delivered to Mr. Jonathan Taylor, Common Clerk at: i) P.O. Box 1971, Saint John, N.B., E2L 41-1; or FERMETURE DE RUE BOULEVARD FAIRVILLE Par les presentes, un avis public est donne par lequel le conseil communal de la ville de Saint John indique son intention de modifier 1'« Arrete relatif a la fermeture des chemins, des rues ou des routes dans The City of Saint John » Iors de la reunion ordinaire qui se tiendra en Iigne a I'occasion d'une conference Web Ie lundi 25 mai 2020 a 18 h 30 afin d'interrompre la circulation et de fermer la route suivante : BOULEVARD FAIRVILLE : Toute la partie du boulevard Fairville, une rue publique dans la ville de Saint John, comte de Saint John, dans la province du Nouveau -Brunswick, d'une superficie d'environ 476 metres carres comme le montre le plan d'arpentage intitule « Partie du plan d'arpentage indiquant le boulevard Fairville, ville de Saint John, comte de Saint John, province du Nouveau -Brunswick », prepare par Don -More Surveys & Engineering Ltd. et date du 5 mars 2020, joint aux presentes. (INSERER LE PLAN) Pour savoir comment participer a I'audition publique, inspecter la modification et le plan de la rue ou de vous inscrire pour participer, veuillez communiquer avec le bureau du greffier commun a I'adresse commonclerk@saintjohn.ca. Les reunions du Conseil de Saint John peuvent etre consultees en Iigne a https://www.youtube.com/user/saintjohnweb Veuillez faire part de vos objections au projet de modification par ecrit a I'attention de M. Jonathan Taylor, greffier communal, a Pune des coordonnees suivantes : Me] i) C.P. 1971, Saint John (N. -B.) E2L 41-1; ii) commonclerk@saintjohn.ca If you require French services for a Common Council meeting, please contact the office of the Common Clerk at (506) 658-2862. 71 ii) commonclerk@saintjohn.ca. Si vous exigez des services en fran�ais pour une reunion du conseil communal, veuillez communiquer avec le bureau du greffier communal au (506) 658-2862. BY-LAW NUMBER L.G. 4-1 A BY-LAW RESPECTING THE CLOSING OF ROADS, STREETS OR HIGHWAYS IN THE CITY OF SAINT JOHN Be it enacted by the Common Council of The City of Saint John as follows: A By-law of The City of Saint John entitled, "A By-law Respecting The Closing of Roads, Streets or Highways in The City of Saint John", enacted on the eleventh day of March, A.D. 2019, is hereby amended by adding thereto Section 2 immediately after Section 1 thereof, as follows: 2 The City of Saint John does hereby stop up and close permanently the following street: FAIRVILLE BOULEVARD: All that portion of Fairville Boulevard, a public street in the City of Saint John, in the County of Saint John and Province of New Brunswick, comprising 476 square metres as shown on a Plan of Survey titled, "Survey Plan Portion of Fairville Boulevard, City of Saint John, Saint John County, Province of New Brunswick," prepared by Don -More Surveys & Engineering Ltd. and dated March 5, 2020 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. 2020 and signed by: ARRETE No L.G. 4-1 ARRETE RELATIF A LA FERMETURE DES CHEMINS, DES RUES OU DES ROUTES DAN THE CITY OF SAINT JOHN Lors dune reunion du conseil communal, The City of Saint John a d&cr&t& cc qui suit : Par les pr6sentes, 1'arr&6 de The City of Saint John intitul&, « Arr6t& relatif a la fermeture des chemins, des rues ou des routes dans The City of Saint John», d&cr&t& le 11 mars 2019, est modifi& par 1'ajout de Particle 2 imm6diatement apr6s Particle 1, comme suit: 2 Par les pr6sentes, The City of Saint John barre et ferme de fa�on permanente la rue suivante : BOULEVARD FAIRVILLE : Toute la partie du boulevard Fairville, une rue publique dans la ville de Saint John, court& de Saint John, dans la province du Nouveau -Brunswick, d'une superficie d'environ 476 metres carr&s comme le montre le plan d'arpentage intitul6 « Partie du plan d'arpentage indiquant le boulevard Fairville, ville de Saint John, court& de Saint John, province du Nouveau - Brunswick », pr&par& par Don -More Surveys & Engineering Ltd. et dat& du 5 mars 2020, joint aux pr6sentes. EN FOI DE QUOI, The City of Saint John a fait apposer son sceau communal sur le pr&sent arr6t& le * * * * * * * 2020, avec les signatures suivantes : Mayor/Maire Common Clerk/Greffier communal First Reading - Premiere lecture - Second Reading - Deuxi&me lecture - Third Reading - Troisi&me lecture - rA Approvals/Approbations so 5 .lb DMSE 2020 6 77) Mag nail ' .6 >1 '7DIVIS ?, 2020 • th gar/e /� 0e2� P/; A /s/40 /a 34�8s � 3S FO X04, � 9e4r Cdr. S2��S'j` � 2 S�, ie 246 /Existing 3.000 wide Public Utility Easement N 3.000 de large Servitude D'utilite Publique / Document 38117363 SBLP Harding Street �0ao00 Property Inc. D +37444610 ocumen Document 38356243 /See/Voir plans Plan 129, File 18 and/et Plan 106, File 20 See/Voir plans 320, 29443018, 28052190 and/et 3125482 / See plan prepared by/Voir plan prepare par Garrett J. Keirstead, NBLS/AGNB / dated/date Februa 12 fevrier 2020 rY / PID/N I D 55235675 203 i i PID/NID 55209449 / Plan 29443018 e 1 1s .�� o `b ocoN �� 7 N h �p 0 a ti� 307 5��9�37 Document 27782383 Plan 28052190 PID/NID 00034785 41T Partie Du Boulevard ,�CO02'k Fairville, D une Rue Publique Portion of Fairville Boulevard, a Public Street 476m2 J / J No 0 11-0 / / / Existing 3.000 wide Public Utility Easement 5 3.000 de large Servitude D'utilite Publique c9 202 See plan / Voir le plan 29443018 201 4 DMSE Lp ' 2020 h0�� 312°23'10"/ L /5 6.293 es ��`� 14 C164 O�� 92S?8-, NB Grid Coordinate Values Coordonnees du Systeme de N. -B. Point Easting/Est Northing/Nord Remarks/Remarques 1 2531772.804 7361632.331 CALC 2 2531773.972 7361628.144 CALC 3 2531759.776 7361624.184 CC 4 2531666.813 7361556.202 P31254825 5 2531684.162 7361578.048 P31254825 6 2531727.989 7361661.220 P31254825 7 2531770.688 7361614.278 CALC 8 2531763.556 7361606.422 CALC 9 2531632.316 7361725.561 CC 11 2531691.309 7361575.266 P31254825 12 2531683.272 7361551.454 P31254825 13 2531681.695 7361550.630 P31254825 14 2531671.462 7361551.960 P31254825 15 2531761.317 7361538.376 P31254825 16 2531677.529 7361558.608 P31254825 201 2531696.485 7361558.864 P29443018 202 2531712.658 7361567.199 P29443018 203 2531742.122 7361586.418 P29443018 236 2531633.638 7361720.535 P29443018 244 2531734.730 7361657.668 P28052190 245 2531752.576 7361626.689 P28052190 246 2531761.145 7361645.861 P28052190 247 2531769.312 7361639.374 P28052190 1634 2533271.518 7361374.503 HPN 25509 2533559.581 7363995.939 HPN Mon -Obs P29900017 Curve Data/Donnees des courbes Curve Radius Arc Chord Chord Azimuth Courbe Rayon Arc Corde Azimut de Corde C1 9.000 10.990 10.319 277024'19" C2 79.132 25.239 25.132 18038'59" C3 172.500 35.239 35.178 236°53'01" C4 21.000 10.540 10.429 128027'39" C5 21.000 7.908 7.861 153037'37" C6 1 14.738 1 14.872 1 14.249 1 193019'25" C7 1 177.251 1 29.352 1 29.318 1 226058'37" 11501 Notes 1. Tous les calculs effectues et les coordonnees montrees sont bases sur la projection stereographique double du N. -B. et sur 1'ellipsoide NAD83(CSRS), realise par le systeme de controle actif du Service Nouveau - Brunswick. 2. Toutes les distances indiquees sont en metres et sont des distances de grille calculees en utilisant un facteur d'echelle combine utilisant Ie modele de geoide HT2.0. 3. Toutes les directions sont des azimuts de la grille N -B etablis en utilisant GNSS. 4. Les numeros des document et de plan mentionnes sont ceux des titres fonciers ou du bureau d'enregistrement du comte. 5. La certification nest pas faite quant au titre juridique, etant le domaine d'un avocat, ni aux reglements de zonage et de retrait, etant Ie domaine d'un agent de developpement. 6. La certification nest pas faite quant aux engagements enonces dans les documents et 1'emplacement des services souterrains et / ou des installations fixes ou non. 7. Les informations peripheriques et les informations sur les proprietaires adjacents ont ete derivees des enregistrements SNB. 8. Le leve sur le terrain s'est terminee en Fevrier, 2020. Purpose of Plan • To accompany a Proposed Street Closing of a Portion of Fairville Boulevard. But du Plan Pour accompagner la Fermeture Proposee d'un Partie du Boulevard Fairville. �S.V�cK LAND J SG o Garrett J. Keirstead Z A.N.B.L.S. #402 m � G � O�FTRE DU NO`,J�P r ♦ - - %M No. 215161 -N- Main I qj m ® Area of survey _ Rout Key Plan / Le Plan Principal Scale / echelle= 1:10,000 Legend O Standard survey marker set Borne d'arpentage uniforme fixe O Standard survey marker found Borne d'arpentage uniforme trouvee O Calculated point Point de coordonnee calcule Round iron bar found Tige de fer ronde trouve Square iron bar found Barre carree trouvee O IP - Iron pipe found Tuyau de fer trouve Tabulated coordinate reference Repere de coordonnee calcule Lands dealt with by this plan Les biens-fonds faisant ('objet du present plan sont delimites ainsi Notes 1. All computations performed and coordinates shown are based on the NB stereographic double projection and the NAD83(CSRS) ellipsoid as realized by Service New Brunswick's Active Control System. 2. All distances shown are in meters and are grid distances calculated using a combined scale factor utilizing geoid model HT2.0. 3. All directions are NB grid azimuths established using GNSS. 4. Document and plan numbers referred to are those of the land titles or county registry office. 5. Certification is not made as to legal title, being the domain of a lawyer, nor to the zoning & setback bylaws or regulations, being the domain of a development officer. 6. Certification is not made as to covenants set out in the document(s) and the location of any underground services and/or fixtures permanent or otherwise. 7. Peripheral information and adjacent owner information was derived from SNB records. 8. Field survey was completed in February, 2020. Survey Plan - Plan D'Arpentage Portion of / Une partie du Boulevard Fairville Boulevard City of / Ville de Saint John Comte de Saint John County Province of New Brunswick Province du Nouveau -Brunswick 0 4 8 12 16 20 40 Scale / Lhelle = 1:400 go M014 � O SURVEYS & 1$1 ENGINEERING LTD. Dated: March 5, 2020 Date: le 5 mars, 2020 ,�- . 4u;k4- GARRETT J. KEIRSTEAD, NBLS/AGNB # 402 Dwg: 20018SP4 Received Date May 21, 2020 Meeting Date May 25, 2020 Open or Closed Open Session His Worship Don Darling and Members of Common Council Your Worship and Councillors: Subject: Illegal Dumping of Garbage Background: Given the on-going issue of illegal dumping of garbage in our community and the negative impacts it has on our City, I would like Council to hold a discussion on this matter. Motion: That Council hold a discussion on the topic of illegal dumping. Respectfully Submitted, (Received via email) John MacKenzie Councillor Ward 2 City of Saint John (P4 SAINT JOHN ---- — I P.O. Box 1971 Saint Jahn, NB Canada E2L 4L1 I www.saintjohn.ca I C.R 1971 Saint John, N. -B. Canada E2L 4L1 rL1 Operational Concept rN MandatoryOrder Change: I critical functio •- • •nly' removed 1 Construction activitiespermitted • Provincial State of Emergency declared • Mandatory Order(s) issued 76 SAIG*T1' 7(7HN Respect Mandatory Oderlegislationand regulation Follow direction a d # guidance fro «i«£ Medical \\i\f\ 4\Health and WorkSafe NB • Preserve and promote orf ®he ealth and afety of the residents a / # employees • Maintain the continuity of locgovernment • Protect \ physical a\sets Facilitate the finwell-being of community © Preserve the fiscal health of the ty and accommodate ®h d efficient #f4lo.m ^\ of resources, including personnel Enhance growth recover l, ¥.. l, 3 77 Essential Services (March 17) Controlling Costs What could be restored and still satisfy: Ability to balance the 2024 • •+•. IjC Services Restored (Starting March 30, 2020) • Initial focus on safety • Focus on growth activities • Strategic growth programs/Economic Recovery Plan • Service recovery plan in place • Initial Focus on essential • Fully operational through process • Initial focus on safety • Focus on workforce utilization — various service levels (delays expected) • Service recovery plan in place • Transit and Parking operational • Operational throughout either working remotely or through shift modifications • Virtual meetings and collaboration enabled • Customer service for public walk-ins enabled • Service recovery plan in place towards full capacity of employees in City facilities 8 82 ( P. SAINT' JOHN Growth/Development • Customer service by appointment • Enhanced customer service permitting and inspection TES: Parks/Recreation • Sports/ball field maintenance (not operational) • Playgrounds (select) • Skate Park (select) • Courts (select) • Horseshoe pits • Parks and landscaping maintenance (cleanliness, protect assets) • Minimum standards — • priority cases • Splash Pads • Dog Parks • Beaches • P.R.O. Kids (fundraising (non- event) and administration) Counter service walk- ins Vacant Buildings Program Community Standards Program • P.R.O. Kids (placement) • Arenas • In-person committee meetings • Community events • Immigration visits • Grant Programs (P SAINT' JOHN Saint John Water • Meter Testing and Replacement • Water Quality Testing in Customer's Home/Property Governance In-person Council meetings • Public attendance at Council meetings (P - SAINT' JOHN Service Suspension Community groups may take on any of these services, as appropriate — no cost to the City and satisfy safety requirements 1 1111111 ii oiiii • • adherence,* Ensuring . Providing recommendations' 12 86 Work Plan 2020 Impacts Recommendation Operational Concept E -QC COUNCIL REPORT M&C No. M&C 2020-131 Report Date May 21, 2020 Meeting Date May 25, 2020 Service Area Transportation and Environment Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: Dominion Park Revitalization OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Tim O'Reilly Michael Hugenholtz John Collin RECOMMENDATIONS Your City Manager recommends that Common Council: 1. Notwithstanding the City's Capital Budget Policy, authorize up to $135,000 in General Fund Capital Program funding for Dominion Park in 2018 and 2019 be deferred to 2021, 2. Authorize up to $150,000 insurance proceeds from the claim for damage due to 2018 and 2019 flooding at Dominion Park be placed into the General Fund Capital Reserve for use only at Dominion Park for a period of time not longer than December 31, 2021, 3. Endorse the City of Saint John in partnership with the Dominion Park Community Association make application to the Provincial Community Investment Fund, the Provincial Family and Youth Capital Assistance Program, and seek private sponsorship opportunities to supplement City investment in Dominion Park, and 4. Uphold Common Council's 2017 resolutions as reiterated in M&C 2020- 131, except that, nothwithstanding focus on Rockwood Park would follow completion of the Rainbow Park Master Plan, focus on Dominion Park shall supercede or occur concurrently with improvements to Rockwood Park as a result of the damages caused by the flooding in 2018 and 2019. EXECUTIVE SUMMARY Dominion Park is identified in PlaySJ as a District Park and thus maintaining this park to a higher standard is supported by policy. A newly formed Dominion Park Community Association is providing community leadership that will help guide improvements in Dominion Park. The association would like an opportunity to develop an overall master plan for the park that accurately reflects the data collected from recent community engagement workshops. As well, the 0I91 -2 - association will seek permission to raise additional external funds in order to support a phased revitalization of the park. PREVIOUS RESOLUTION In September 2017, Common Council resolved: 1. The lifecycle costs of new assets proposed as part of Recreation Facility Master Plans shall be budgeted in the General Fund Operating budget before a decision is made to install those assets, 2. Nothwithstanding minor renewal projects at other District and Regional Parks, the Rainbow Park Master Plan shall be the priority recreation master plan to receive future investment commitments until completion of that plan, 3. Revisit remaining recreation facility master plans (other than Rainbow Park) for overall affordability, and 4. A revisited Rockwood Park Master Plan shall be the focus of investment following investment in Rainbow Park. On October 19, 2018, Common Council resolved that the letter from Dominion Park Community be refered to the Finance Committee for 2018 budget consideration. On October 22, 2019 Common Council resolved that a Request for Public Session to Update Residents on the status of Dominion Park be refered to the City Manager. REPORT Interest in revitalization of Dominion Park by the community and the City of Saint John has been discussed since at least 2014 when initial master planning conceptual designs were prepared with proposed upgrades. The conceptual design from this prior work is attached to this report. In 2017, the City entered into an agreement with TimberTop Adventures Inc. to access a portion of an undeveloped part of the park. Their addition would need to be considered in an overall master plan for the park. Also in 2017, the community requested to revive discussion surrounding updates to Dominion Park and resolution was made to refer to the Finance Committee for 2018 budget consideration. Funding for updates to the park were approved in the 2018 General Fund Capital Program. Focus of this funding was to make improvements to the existing canteen/change/washroom facility, referred further in this report as the "facility". The record spring freshet in 2018 flooded a portion of Dominion Park, being on the Saint John River. The facility in particular was impacted. A combination of 021 -3 - restoration work, via insurance funding, and improvements to the facility with approved Capital funds took place in 2018. Flooding occurred again in 2019, this time with extensive damage to the facility. The facility was deemed uninsurable and was tore down earlier in 2020 before another flooding event could have occurred. A portable replacement or permanent facility constructed in a different location is recommended by staff to mitigate against future flooding. Renewed community interest in the park began in 2019, including and particularly as a result of the two years of improvement delays due to the flooding. The City's Parks and Recreation Service hosted a community meeting in December 2019 to provide the community with information for plans to move forward with revitalization work at Dominion Park to respond to Council's October 2019 resolution. Funds available, preliminary ideas for replacement of infrastructure that would be feasible with budget, and the establishment of a community association to directly engage with staff on project development were discussed. The Parks and Recreation Service subsequently assisted with the formation of the Dominion Park Community Association. Staff plans for continued engagement with the elected group of community members for all work planned in the park. The Association, in partnership with staff, held a community workshop on January 18, 2020 with approximately 45 community members. The workshop allowed staff to collect ideas and input for consideration when developing a master plan for Dominion Park. Additional engagement through Beaconsfield and Barnhill schools and the YMCA Newcomer Connections group has taken place for student and newcomer input. The Association has asked for a new park master plan and costing to guide revitalization of Dominion Park. The Association also would like to be provided opportunity for extensive fundraising through grant applications with the provincial and federal governments, private corporations and grassroots efforts. An updated master plan would assist the Association in the leveraging of additional funds for the park. City staff will monitor private and government funding sources being sought in an effort to not interfere with funding opportunities for City priority projects. The Parks and Recreation Service, after consultation with the Community Association, plans to move forward with Procurement processes for the creation of a master plan for Dominion Park. With the onset of the COVID-19 pandemic, and its resulting impact on City finances, staff resources, and ability to consult in traditional ways, plans for advancing improvements in the park have been stalled. However, staff will ON -4 - continue to work with the community association as we progress toward our "new normal". Toward Balancing Community Passion with Managing Expectations City staff is encouraged to witness and collaborate with a new community association for Dominion Park. It will be important that expectations are managed so that an updated master plan is doable and affordable. In the past, master plans developed for various City District and Regional Parks have been so expensive to implement, they have, with some exceptions, remained "on the shelf" despite best intentions by the City and the community. This approach has not benefited the community. In keeping with the City's Asset Management approach, the 2017 resolution adopted by Council described earlier in this report, and the City's need for fiscal constraint in 2021 and 2022, City staff intend to be particularly diligent with any new infrastructure proposed as part of the master planning exercise. The community management model, through partnership with the Association, will be explored to secure some operational and maintenance (O&M) responsibilities for the enhanced park. Minimal additional O&M responsibilities can be placed on Parks and Recreation Service budgets until the City's Sustainability and Fiscal Sustainability plans become more clear. For more clarity, City staff intend to approach the master plan development generally as follows: 1. Use the available $285,000 (combined insurance and capital funding), together with confirmed external funds, to develop a phase of the master plan that could be a "stand alone" park improvement to be completed in 2021 that is not contigent on future phases. The Operating and Maintenance (O&M) costs of improvements using these funds that would be the responsibility of the City would also need to remain within projected 2021 Operating Budget limits. 2. Future phases can be explored as part of the master plan but would be considered "value added" additional options with Capital and O&M funding sources clearly defined before proceeding. In other words, let's use the funding currently available to leverage other funding opportunities available today to make concrete improvements in the park in 2021 while exploring an aspirational but realistic multi -phase master plan. City staff are requesting Common Council re -affirm its 2017 resolutions on master planning, with exception of promoting priority being given to Dominion Park ahead of or concurrent with Rockwood Park provided the community interest and the damage and insurance funding perpetuated by the 2018 and 2019 flooding. 019] -5 - STRATEGIC ALIGNMENT This report aligns with Council's priorities of creating a vibrant, safe city with greenspace and park investments that align with PIaySJ, and fiscal responsibility by leveraging opportunities to generate alternative revenue sources and considering the lifecycle costs of any new infrastructure. The project is also fully aligned with recommendations in PIaySJ, including (1) embracing enhanced community involvement with Dominion Park residents, and (2) focusing investment in the City's District and Regional parks, such as Dominion Park. SERVICE AND FINANCIAL OUTCOMES The strategies recommended in this report should result in opportunity for enhanced community engagement with residents, opportunity for enhanced infrastructure at Dominion Park through fundraising by the Dominion Park Community Association, and collaborative, focused decision making on phased work within the park. The strategic planning process for Dominion Park will ensure financial responsibility and generational sustainability remains a priority. It remains unclear when or if Dominion Park can become fully functioning in 2020 given the pandemic. If funding is required for temporary washroom/change facilities, it will come from a portion of the $285,000 and that portion of the funding would not be deferred to 2021. Although the Community Association is seeking other funding sources, some City funding is likely required to help offset costs of the master plan. Again, that portion of the funding used for the master plan would not be deferred to 2021. The possible need for funding toward the temporarily facilities and/or master plan funding is why the resolution reads to defer "up to" the amounts of the Capital and insurance funding. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS • Dominion Park Community Association • City of Saint John Risk Management, Procurement, and Finance Departments • Neighbouring Schools/Community Partners ATTACHMENT 2014 Conceptual Plan with approximate area of Timertop Adventures in 2017 and the facility that was flooded in 2018 and 2019 (below) Staff and Community Association Presentation to Council 0L! -6 - OR D, a Rafty M. p Staff and Community Association Presentation to Common Council SAINT JOHN May 25, 2020 011. Purpose History of Unsustainable Park Master Planning Introduction of Guiding Policies 2017 Resetting of Policies to "Enable" A Short History of Dominion Park Staff Enabling a Plan for Dominion Park "Committed while focusinf outdoor entht 0 I Community A Generational Ecologically fr Mission Dominion Park through community ial sustainability., creating a place tk ?rs, and recreationalists!' WN gagement., inspires (P- SAINI JOHN Staff Recommendations to Common Counci COUNCIL REPORT M&C No. 2020-127 Report Date May 11, 2020 Meeting Date May 25, 2020 Service Area Finance and Administrative Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: Budget -Monitoring Policy OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager David Merrithew Kevin Fudge John Collin RECOMMENDATION Be it resolved that: Common Council approve the City of Saint John Budget Monitoring Policy FAS - 021. EXECUTIVE SUMMARY The City of Saint John Long Term Financial Plan ("LTFP") is the first comprehensive long term financial plan in the City's history. The plan is the product of almost two years of work for the Finance Committee and Common Council to develop a financial strategy that addresses the key financial challenges faced by the City. The LTFP includes a comprehensive financial assessment of the City's challenges and opportunities, a suite of best practice financial policies, a public consultation process, the establishment of long-term financial targets, and a financial health scorecard that will measure results and hold the City accountable to strong fiscal management. Financial Policies are the foundational to the adherence of the plan. A Budget Monitoring Policy, founded in best practices, strengthens current budgeting practices and provides a new mechanism to reduce debt, fund capital and replenish reserves. PREVIOUS RESOLUTION (lick here to eWer anv J)reViOUS releV�IW reSOILfliOn ii Wee -2 - STRATEGIC ALIGNMENT This report aligns with Common Council's strategic priority to be fiscally responsible. REPORT BACKGROUND The City of Saint John Long Term Financial Plan ("LTFP") is the first comprehensive long term financial plan in the City's history. The plan is the product of almost two years of work for the Finance Committee and Common Council to develop a financial strategy that addresses the key financial challenges faced by the City. The LTFP includes a comprehensive financial assessment of the City's challenges and opportunities, a suite of best practice financial policies, a public consultation process, the establishment of long-term financial targets, and a financial health scorecard that will measure results and hold the City accountable to strong fiscal management. The LTFP is a roadmap to achieve financial sustainability, financial flexibility and lower financial vulnerability. The LTFP is the foundation for an organizational culture shift in how the City conducts business. The development of the LTFP has led to the development of: 1. Ten Year Debt Management Plan and Targets; 2. Asset Management Plan and Targets; 3. Ten Year Capital Funding Plan and Target; 4. Multi -Year Capital Budgeting; 5. Ten Year Reserve and Pay -As -You -Go Plan and Targets. Rooted in best practices, the development of the following suite of Council approved Financial Policies demonstrates Common Council's commitment to putting in place a strong corporate governance process that will ensure fiscal responsibility is ingrained in the culture of this Council and Common Council's into the future. Those policies include: 1. FAS -001 Asset Management Policy 2. FAS -002 Investment Management Policy 3. FAS -003 Reserves Policy 4. FAS -004 Operating Budget Policy 5. FAS -005 Capital Budget Policy 6. FAS -006 Debt Management Policy 7. FAS -007 Wage Escalation Policy 8. FAS -020 Long Term Financial Plan Policy 9. FAS -021 Budget Monitoring Policy 8[91:1 -3 - BUDGET MONITORING POLICY The Budget Monitoring Policy enhances accountability and strengthens cost control through adherence to guidelines that requires separate monitoring and management of personnel and non -personnel budgets. As a result, the Budget Monitoring Policy will also increase the accuracy of the Annual Budget Process. The Budget Monitoring Policy also recognizes in principle that budget surpluses and deficits are one time in nature (otherwise permanent budget adjustments should be made) and that no service area has express authority to utilize surpluses or to subsidize/offset deficits between personnel and non -personnel costs. The policy optimizes the use of the Reserve Funds to manage unplanned and non-recurring surpluses and deficits in order to increase financial flexibility, bolster reserves and accelerate debt reduction. Conclusion The current financial challenges facing the City have not been created overnight; addressing these challenges will require rigor, discipline and long-term focus. Adhering to the City's suite of best practice financial policies will put the City on the path to financial sustainability. An effective budgeting process is an important tool to properly allocate resources, make decisions, monitor business performance, and forecast future financial performance. Limited resources can be optimally managed utilizing and effective budget process. The Budget Monitoring Policy will support the achievement of an effective and efficient budgeting process. SERVICE AND FINANCIAL OUTCOMES The Long Term Financial Plan is a roadmap to financial sustainability. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS The Long Term Financial Plan included input from all service areas, input from the public through a budget simulator exercise, input from the Finance Committee on all policies, principles, targets, and plans, as well as Common Council as the approving body and through Council's strategic priority of being fiscally responsible. ATTACHMENTS FAS -021 Budget Monitoring Policy ` YA (0,11-1- Title: Budget Monitoring Policy Subject: Budget Monitoring Policy Category: Finance and Administrative Services Policy No.: FAS-021 M&C Report No.: 2020-127 Effective Date: Next Review Date: Area(s) this policy applies to: Cross Corporate Office Responsible for review of this Policy: Finance and Administrative Services Related Instruments: Policy Sponsors: FAS-001 Asset Management Policy Chief Financial Officer FAS-002 Investment Management Policy FAS-003 Reserves Policy FAS-004 Operating Budget Policy FAS-005 Capital Budget Policy FAS-006 Debt Management Policy FAS-007 Wage Escalation Policy FAS-020 Long Term Financial Plan Policy Document Pages: This document consists of 5 pages. Revision History: Common Clerk's Annotation for Official Record Date of Passage of Current Framework: I certify that this Policy was adopted by Common Council as indicated above. Common Clerk Date Date Created: Common Council Approval Date: Contact: Finance and Administrative Services `[@I:] City of Saint John Budget Monitoring Policy (DRAFT) �pl SAINT' JOHN TABLE OF CONTENTS 1. PURPOSE AND CONTEXT..........................................................................................................3 2. POLICY STATEMENT...................................................................................................... 3 3. DEFINITIONS...................................................................................................................4 4. PRINCIPLES.....................................................................................................................5 5. POLICY APPLICATION..................................................................................................... 5 6. ROLES AND RESPONSIBILITIES........................................................................................ 6 109 z City of Saint John Budget Monitoring Policy SAINT' JOHN 1. PURPOSE AND CONTEXT 1.1. Common Council has approved the City's first Long Term Financial Plan to put the City on a sustainable path going forward; 1.2. To be sustainable, the City must find ways to grow revenue but also control costs from escalating faster than its revenue growth; 1.3. The Budget Monitoring Policy enhances budget accuracy, accountability and cost control by ensuring budget allocations are managed and adhered to; 1.4. The Budget Monitoring Policy enhances fiscal responsibility and financial flexibility by integrating budget monitoring practices with the City's Reserve fund and Debt Management strategies; 1.5. Effective Date of Budget Monitoring Policy is January 1St, 2021; 2. POLICY STATEMENT 2.1 It is a best financial practice to have a Budget Monitoring Policy to monitor financial performance; 2.2 The Budget Monitoring Policy objectives are as follows: 2.2.1 Personnel and non -personnel budgets shall be managed separately; 2.2.2 Increase operating budget transparency & performance management; 2.2.3 Increases budgeting accuracy by ensuring annual operating expenditures match forecasts and predefined Council approvals; 2.2.4 Increases financial control to ensure resources are funded and spent in a fiscally prudent manner; 2.2.5 Provides enhanced fiscal oversight and supports a strategic corporate lens throughout each fiscal year; 2.2.6 Increases financial flexibility by integrating reserve strategies with the annual budget monitoring process. 2.3 Revenue budgets shall be carefully monitored with particular attention to: 2.3.1 Seasonality, and whether comparable to prior observations 2.3.2 Any potential volatility and the resulting impacts 2.3.3 Trends and comparison to projections 110 3 City of Saint John Budget Monitoring Policy 2.3.4 One time sources and Timing of receipts 2.3.5 Relationship to economic indicators 2.3.6 Changes in policy/practice of overarching governments involved in disbursement of revenues 2.3.7 Review of patterns at other similar/related governments 2.4 Expenditure budgets shall be carefully monitored with particular attention to: 2.4.1 Wages and Benefits (Personnel) - Examine additional detail beyond just regular payroll expenses, including hiring and vacancy information, analysis of part-time, overtime, leave pay out and special pay, as well as whether fringe benefit costs are within budgeted expectations 2.4.2 Goods and Services (Non -personnel) - Monitoring needs to include more than just current expenses, but also encumbrances, outstanding purchase orders, and major contracts to develop a better picture of not only what was spent, but what remains to be spent 2.4.3 Service Outcomes — Determine if services are being provided as budgeted and if additional services have been provided that were not anticipated, in addition to trends observed that may impact whether or not spending remains on track 2.4.4 Performance Measures — Examine performance measures and linkages to financial outcomes. The analysis should include any changes to goals/initiatives since budget adoption and are there any new initiatives not initially included in the budget 2.4.5 Root cause - move beyond just identifying deviations from budget versus actuals and work towards analyzing why deviations occurred; 3. DEFINITIONS 3.1 Personnel Costs — means the total wage and benefit costs for internal resources (inclusive of benefits); 3.2 Non Personnel Costs - means the total amount of annual expenditure spent on goods and services; 3.3 Surplus — means an approved annual budget amount is great than the actual spend within a particular category; 111 4 City of Saint John Budget Monitoring Policy SAINT' JOHN 3.4 Deficit — means an approved annual budget amount is less than the actual spend within a particular category. 4. PRINCIPLES 4.1 Recognize in principle that all budget surpluses and deficits are non-recurring in nature and should be treated as such; 4.2 Budget surpluses and deficits considered to be recurring shall be permanently adjusted for in the following year operating budget; 4.3 Operating Budget surpluses for Wages and Benefits are not intended to subsidize Goods and Services; 4.4 Operating Budget surpluses for Goods and Services are not intended to subsidize Wages and Benefits; 4.5 Operating Budget surpluses for Wages and Benefits is appropriate to reallocate to Goods and Services when a staff vacancy generating the surplus require third party contracted services to maintain the service level for that particular role; 4.6 Revenues and Grants intended for resourcing programs (human resources) will not be spent on Goods and Services; S. POLICY APPLICATION: 5.1 Personnel budgets are not intended to subsidize non personnel budget; therefore surpluses occurring in wages and benefits shall not be reallocated to offset budget deficits in goods and services unless supported by a business case and approved by the City Manager and the Chief Financial Officer; 5.2 Non personnel budgets are not intended to subsidize personnel budgets; therefore surpluses occurring in goods and services shall not be reallocated to offset deficits in Wages and Benefits unless supported by a business case and approved by the City Manager and the Chief Financial Officer; 5.3 Aggregate Wage and Benefits surpluses will be applied to the Operating Reserve until the Operating Reserve is fully financed in accordance with FAS -003 — Operating and Capital Reserves Policy; all surpluses thereafter will be applied fifty percent to the Capital Reserve and fifty percent to the City's Long Term Debt Obligations; 112 5 City of Saint John Budget Monitoring Policy 5.4 Aggregate Goods and Services surpluses will be applied to the Operating Reserve until the Operating Reserve is fully financed in accordance with FAS -003 — Operating and Capital Reserves Policy; all surpluses thereafter will be applied fifty percent to the Capital Reserve and fifty percent to the City's Long Term Debt Obligations; 5.5 All departmental and service area surplus and deficit positions shall be analysed annually to determine if permanent budget adjustments for the following year are necessary; 5.6 As part of the annual operating budget process, service areas will identify one time operating expenditures and submit proposals to fund the one time expenditure through the use of Reserve Funds as per FAS -003 — Operating and Capital Reserves Policy; 5.7 The City Manager and Chief Financial Officer shall make any recommendations respecting the use of Reserve Funds as part of the Annual Operating Budget Process and shall be in accordance with the Long Term Financial Plan. 6 ROLES AND RESPONSIBILTIES 6.1 Council shall: 6.1.1 Approve the Budget Monitoring Policy; 6.2 Finance Committee shall: 6.2.1 Recommend the Budget Monitoring Policy to Common Council for approval; 6.2.2 Review any changes to the Budget Monitoring Policy in the future. 6.3 The Finance Commissioner shall: 6.3.1 Review annually to ensure that Wages and Benefits vs Goods and Services allocations are in compliance with the Budget Monitoring Policy 6.3.2 Recommend any changes to the Budget Monitoring Policy in the future. 6.3.3 Design an analysis framework that will monitor surplus and deficit positions 113 6 �Mym 1797MM MEIII FAS -001 Asset Management Policy Approved FAS -002 Investment Management Policy Approved FAS -003 Operating & Capital Reserves Policy FAS -004 Operating Budget Policy FAS -005 Capital Budget Policy FAS -006 Debt Management Policy FAS -007 Wage Escalation Policy FAS -020 Long -Term Financial Plan Policy FAS -021 Budget Monitoring Policy Approved Approved Approved Approved Approved Approved Pending 115 SAINT JOHN M 116 SAINT JOHN 1111i �1 � I � � I oz.,. ff,=1 • London, ON • Waterloo, ON • Kamloops, BC • Surrey, BC • York Region, ON • Calgary, AB • Edmonton, AB • Revelstoke, BC • Toronto, ON • Kelowna, BC The Government Finance Officers Association considers Budget Monitoring to be best practice. El MA SAINT JOHN Best Practices in Budget Monitoring Why do we need a Budget Monitoring Policy Objectives Policy Application Policy Application $'1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 am 0 irsoinin6 Costs 0 Noin :3eirsoinin6 Costs Noire :irsoinin6 Costs :irsoinin6 Costs 10 123 SAINT JOHN Example Recommendation 13 126 SAINT JOHN COMMON COUNCIL REPORT M&C No. 2020 137 Report Date May 21, 2020 Meeting Date May 25, 2020 Service Area Growth and Community Development Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: Municipal Economic and Community Recovery Planning OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Growth Committee RECOMMENDATION Growth Committee recommends that Common Council: 1. Receive and file the attached presentation; 2. Direct the City Manager to proceed with the implementation of the immediate initiatives as outlined in the attached presentation; 3. Direct the City Manager to return to Growth Committee in June with direction on street closure options for Saint John; 4. Adopt the Growth Reserve Fund objectives and criteria for economic recovery investments as outlined in the attached presentation. EXECUTIVE SUMMARY On May 2111, Growth Committee received a presentation from City staff on Municipal Economic and Community Recovery Planning. The presentations covered: (1) all the existing municipal initiatives supporting recovery; (2) an analysis of economic data to clarify those in our community most impacted and where are they clustered in the City's geography; (3) an introduction to the City of Saint John's Municipal Economic and Community Recovery structure, scope and immediate actions; (4) an introduction of objectives and criteria to guide the investment of $546,267.20 of Growth Reserve Funding earmarked for economic and community recovery. MAN -2 - STRATEGIC ALIGNMENT Common Council adopted a set of Council Priorities: 2016-2020 in early November 2016, and under the heading of "Growth and Prosperity," the following is stated: "Saint John is recognized by residents and businesses as a positive and supportive city. We grow in a smart way and attract talent, innovation and opportunities so all people can thrive." In addition, Council adopted key performance indicators to evaluate its ability to Grow SJ, including, among others: "Building permit value," "Change in tax base assessment within the City," "Change in population." Finally, Saint John Common Council: adopted the Roadmap for Smart Growth early 2017; adopted the Population Growth Framework in early 2018; and, the adoption of the Neighborhood Plan for the Central Peninsula in early 2020. REPORT In order to enable and accelerate local economic and community activity in response to the current public health pandemic, Growth Committee received a staff presentation on Municipal Economic and Community Recovery Planning. The presentation outlined the objectives, limitations, phasing and initial focus areas on recovery planning, as well as the identification of three immediate initiatives, including: (1) The Saint John City Market to open its night market in mid-June; (2) The pivoting of a variety of recipients from Community Grants and Community Arts Grants to tailor programming and initiatives for a 2020 audience; (3) Staff to continue investigating street closure options, proceed with consultation and report back to Growth Committee in June 2020. Growth Committee also received a presentation on objectives and criteria to support the distribution $546,267 from the City of Saint John's Growth Reserve Fund to stimulate and contribute to economic and community recovery. Staff outlined the following objectives for the earmarked recovery funding, including: • All investments must be evaluated through the Recovery Program Evaluation Criteria; • Align with the City's Economic and Community Recovery efforts; • Receive policy -level approval from Growth Committee and Common Council for distribution; 001.13 -3- • Support the City's efforts to enable employment, population, tourism and tax base growth; • Support programming in the commercial and cultural districts most impacted by COVID-19; • Support recovery funding programming from today until 2021, while adhering to varying degrees of social distancing; • Attempt to leverage additional funding, partnership and innovative programming from the community, private sector and federal/provincial through the municipal investment; • Focus on municipal programming, assets, facilities and investments; • Focus on areas of municipal authority. Staff outlined the following eight criteria to help evaluate and prioritize investments from the earmarked recovery funding: 1. Support increase volume of potential customers/clients in commercial district (hotels, restaurants, retail, non -profits, arts and culture organizations, etc); 2. Support the largest quantity of impacted organizations/businesses and uphold fairness in program delivery; 3. Internal capacity to support and execute initiative; 4. Ability to easily pilot option to assess expandability or discontinuation; 5. Affordable to implement from a goods and services perspective; 6. Option must ensure the safety of users; 7. Relative feasibility of implementation (authority, public engagement, procurement, planning, staff time, approvals); 8. Initiative must be temporary and cannot result in recurring expenses for the City of Saint John. SERVICE AND FINANCIAL OUTCOMES The total funds in the Growth Reserve Fund as of April 15th, 2020 was $928,608.00, and $245,774 of those funds are committed and active. Therefore, as of April 15tH there was a total of $682,834 of uncommitted funding in the Growth Reserve Fund. Common Council's decision to earmark 80% of total uncommitted funding towards economic recovery results in $546,267.20. fIN4%7 -4 - INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS The development of the staff presentation included support from a variety of colleagues, including from the following areas: Finance and Administrative Services; Transportation and Environment Services; Strategic Affairs; Information Technology; GIS; Saint John Water; City Manager; Saint John Fire Department; Communications; the City's Senior Leadership Team. In terms of external partners, the staff presentation was made possible with the support of feedback from: City of Calgary; City of Fredericton; Uptown SJ; Saint John Regional Chamber; Local, provincial and federal economic development agencies; leaders from RiseUp. ATTACHMENTS Power Point Presentation on Municipal Economic and Community Recovery Planning `Bill Municipal Economic and Community Recoverl 131 1. City of Saint John •Existing Recovery Efforts 2. COVID-19 • the Economy •. • • •11 q • • 4. Growth Reserve and Recovery 5. 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SAINT Y)101, r.;;, HDN THEt*;HA0M0B,E,,R (�� 10 0 � 40 10 15 20 25 30 35 40 Data Source: Statistics Canada - Table: 33-10-0232-01 Economy: Accommodations City of Saint John, GIS IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII � „��%,r,,r,IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII�IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIl1 ,��%,r,,,r„lllllllllllllllllllllll� IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII City of Saint John, GIS 12 142 e Economy: Restaurants City of Saint John, GIS 13 143 ic and Community Recovery ic and Community Recovery ic and Community Recovery ic and Community Recovery ic and Community Recovery ic and Community Recovery ic and Community Recovery and Recovery and Recovery w� ............................ _ • . To strategicallyfrom of John's• ` Reserve Fund to stimulate and contribute to economic and community recovery 23 153 and Recovery and Recovery and Recovery and Recovery mendations REQUEST TO PRESENT TO COUNCIL FORM the City of Saint gahn ABOUT PERSON/GROUP PRESENTING First Name: Ron Last Name: Marcolin Name of Organization/Group (where applicable): Canadian Manufacturers & Exporters Mailing Address: 10 Fairholme Street City or Town: Quispamsis Province: NB Postal Code: E2E 5134 Day Time Phone Number: 651-2251 Email: ron.marcolin@cme-mec.ca ❑ If you do NOT wish to have your personal information (address, phone number, email) become part of the public record, please check this box. ABOUT YOUR REQUEST Topic of Presentation: Truck Tax — from an industry perspective Purpose for Presentation (what is the ask of Council): To vote No to truck tax implementation Background Information:to be forwarded *** other guest(s) will be in attendance — to be determined once meeting with Mayor and City Manager is held YOUR SIGNATURE Signature: Ron Marcolin Date: 2020-04-29 Port Saint John April 29, 2020 Mayor Don Darling and Saint John Common Council 15 Market Slip P.O. Box 1971 Saint John, NB E21L 4L1 By email: commonclerk@sain#john.ca Dear Mayor and Council, I would like to first congratulate your efforts and that of the City Manager and staff in bringing forward your sustainability plan that contains many progressive concepts that will assist our City and Region to return to the position as the strong foundation and prime enabler of ensuring a strong Provincial economy. Having said this, there is one area that I would urge you to more fully consider, that being the proposed permitting fee to be assessed on trucks of 43,500 kg and above. One of New Brunswick's realities and indeed the region and City of Saint John is that we are an export driven economy with an important and growing import economy. We have railways, airports, and Ports that support this economic activity, but our geography and costing structures make trucking an essential component in the movement of goods into and out of our economy. Trade and costs related to trade - especially trucking - create a delicate balance between many businesses' success or failure. Additional cost - such as that proposed by the City - could in fact disrupt that balance and cause shippers and receivers to divert their cargo away from Saint John to competitor modes of transportation thereby resulting in unintended consequences for the City itself and indeed the surrounding region. These would include local job losses and increased costs for not only companies throughout the supply chain but also for consumers. To become known as what I understand would be the only city in North America to implement such a fee would have undesirable reputational consequences and I fear that the administration, staff and enforcement activities associated with fulfilling the concept may greatly reduce if not eliminate the $1 million objective. The companies who will be impacted by your proposal already pay considerable property taxes and fuel taxes which should be seen as contributions in maintaining the few routes they utilize in the City of Saint John. Many of these companies have established their businesses in the City of Saint John and employ thousands of people directly and thousands of more indirectly. ./2 111, rue Water Street, Saint John, New/Nouveau Brunswick, Canada E2 /iiiaMFlcntSaiintJohn � TeUt6l. 506.636.4869 Fax/t6l6c. 506.636.4443 0 �Iliiifoi 1/ Port Saint John I want to underscore my overall support for the financially sustainable direction you are aspiring to but felt obliged to voice my disagreement with this one aspect of your plan. As a former Chief Financial Officer in the Federal government, I understand and appreciate the need for fiscal sustainability, but I also understand the temptation of choosing an item to drive a bottom line dollar amount without fully considering unintended consequences. Respectfully, Jim Ouinn President 8 CEO - 2- J rr April 26, 2020 Members of Common Council 15 Market Square PO Box 1971 Saint John NB E2L 4L1 Mayor Darling and Members of Common Council: Re: Sustainability Plan For the City of Saint John I commend the Members of Common Council for their efforts to tackle the city's ongoing fiscal challenges. It is no small task to balance our city's budget. The Sustainability Plan was released to the Public on April 20, 2020. In light of the recent tragedies in our region and a global pandemic, I fear the two week period set aside for public input may not be adequate. The majority of citizens have been absorbed with these events and they may not be aware of the sustainability exercise Council is under taking. Should a citizen wish to write their views to Common Council the time line is shortened to a mere 10 days. Under the present circumstances Council may not benefit from the public input it so desires. I request that an extension be given that would allow adequate time for greater public input. Secondly, in the video, Shaping a Sustainable Future, at the 33 second mark it states "The Plan is in Place". I was surprised to see this statement - while Council is still seeking input. Thirdly, I was concerned to see Saint John Energy and the options under review. Over time, Saint John Energy has continually proven to provide the City of Saint John and the citizens of Saint John with the lowest electricity rates in the Maritimes. As outlined by Saint John Energy"...our model allows the City of Saint John to save about $2 million 1 year and Saint John residents more than $7million per year". Now that is a good thing. Citizens, commercial and industrial businesses enjoy and reap these savings day in and day out, month in and month out, year in and year out. Should Members of Common Council consider the dismantling or selling of this asset it would be egregiously shortsighted and not in the public's best interest. Likewise, withdrawing profits from the utility as a revenue stream for the city could negatively impact the future viability of Saint John Energy. If we are speaking about sustainability Saint John Energy is an asset that attracts and retain both residents and businesses to our community. I would be shocked if the one time gain by selling this utility or a part thereof could possibly be in the best interest for a sustainable Saint John. To the contrary it would be short-sighted and a step backwards to a sustainable city. Yours truly, Al Rouse 32 Yacht Haven Lane Saint John NB E2K 5N7 SUBMISSION TO COUNCIL FORM the City of Saint gahn ABOUT PERSON/GROUP PRESENTING First Name: Paul Last Name: Groody Name of Organization/Group (where applicable): chck Ilh urvc to enter t xt. Mailing Address: chck Ihere to enter text. City or Town: Saint John Province: New Brunswick Postal Code: chck Ilh urvc to enter text. Day Time Phone Number: Chck Ihere to enter text, Email: ❑X If you do NOT wish to have your personal information (address, phone number, email) become part of the public record, please check this box. ABOUT YOUR SUBMISSION Topic of Submission: Saint John Energy and the Future ... An Initial Critique of Your "Sustainability Plan" Purpose for Submission (what is the ask of Council): Observations on the "sustainability plan" being considered by Council Executive Summary: Citizens and taxpayers have not been given much time to learn about or respond to the measures proposed by your city manager. Your timing is also especially troubling — when the great majority of people have their attention focused on COVID-19 and the well-being of family, friends and neighbours. While it is difficult to analyze everything put forward, much of it at "the last minute", a number of observations can be made. Others, I'm sure, will follow. YOUR SIGNATURE Signature: Paul Groody Date: 2020-04-29 979 Duck Cove Lane Saint John, NB E2M 3G3 April 29, 2020 Saint John Common Council PO Box 1971 Saint John, NB E2L 4L1 Attention: Common Clerk SAINT JOHN ENERGY AND THE FUTURE ... AN INITIAL CRITIQUE OF YOUR "SUSTAINABILITY PLAN" Mayor and Councillors, We live in extraordinary times; times that try our souls. In the midst of an unprecedented global COVID-19 pandemic and its wide-ranging impacts, we now also grieve for our friends and neighbours across the bay in Nova Scotia. So, on the evening of April 201h, the people of Saint John — those tuned into the Council meeting — were introduced to a 386 -page package of PowerPoint slides and consultant reports under the heading Sustainability Plan Update and given "Two weeks to discuss publically before any decisions made". Much of this documentation was made public for the first time. Two reports on Saint John Energy, however, were kept secret ("Confidential - Not for public release") from citizen ratepayers — the actual owners of this valued public utility. People are very concerned, especially as our attention is focused elsewhere. We have two weeks to do what? While there are some encouraging aspects of the "sustainability plan", it also holds some very bad ideas — measures harmful to people and the very viability of this community. The "plan" is notably lacking in important details. For example, the "target" reduction of $5,015,000 in personnel costs' does not explain how this will be done by January 1St, 2021 or what the implications will be for services. There are many among us who well understand our city's fiscal challenges and know the need for a viable plan forward. Such a plan has yet to be presented. 1 Slide 20, city manager's presentation, April 20, 2020 i 164 SAINT JOHN ENERGY AND THE FUTURE ... AN INITIAL CRITIQUE OF YOUR °SUSTAINABILITY PLAN" April 29, 2020 Saint John is at a critical juncture in its history. We must emerge from this a stronger, healthier, more economically just community. This city is our home; Saint John matters to us. We also know its great strengths and can rely on the resilience of our people. We expect you — our elected representatives — to have the wisdom to make well-informed choices in the best interest of the public. The COVID-Ig Lesson The people of New Brunswick, the Premier working in collaboration with other leaders, and the Chief Medical Officer of Health have shown us how united, decisive, well -thought-out and well -communicated actions are needed in extremely difficult circumstances. Not only has the public benefited from people working together; we have seen what it takes to deal with a major, multi -faceted emergency. Putting the interests of people first and keeping citizens well-informed are essential to success. Observations on "sustainability plan" I acknowledge that a tremendous amount of work has been done and commend those involved. Much of this work is indispensable. The great majority of taxpayers know that decisive, well -considered actions to address our City's fiscal situation are necessary. There is also the crucial matter of fiscal sustainability for the long-term future. We who live here, and intend to stay here, have a lot at stake. Respect our point of view! Given the limited time available, my comments touch only on the following: 1. Saint John Energy ... NOT for sale 2. Eliminate duplication and the redundant 3. Standardized benchmarking 4. Engage with worker representatives 5. Protective services costs 6. Invest in `Quality of Life' 7. Industrial and regional cost implications 8. Saint John Water ... Water, a human right! g. Economic policy lo. Leading by example ... You have a choice 2 165 SAINT JOHN ENERGY AND THE FUTURE ... AN INITIAL CRITIQUE OF YOUR °SUSTAINABILITY PLAN" April 29, 2020 City of Saint John Operational Review The very first part of the documentation package this citizen read was the City of Saint John Operational Review prepared by consultants Ernst & Young.z Their report offers some useful insights, but also has self -described and substantive limitations. As its content is largely a reiteration of input received from the City, one can understand the city manager being "substantially supportive of audit report"3. Ernst & Young were engaged by the Department of Environment and Local Government to undertake an independent operational review. The consultants give notice in the opening paragraphs of their report of its limitations. They did not seek the input of citizens, businesses, employees or labour unions, stating only that "The Report may not have considered issues relevant to any third parties"4. Citizens, by the way, are not third parties; they are the very reason a municipal government exists. E&Y further qualified the report by stating: "Our report ... is based on inquiries of, and discussions with, the City of SaintJohn, and ELG. We have not undertaken any form of investigation, audit, substantiation or verification procedures for the information, data and projections provided to us. We have not sought to verify the accuracy of the data or the information and explanations provided." They go on to say their work "has been limited in time and a more detailed / lengthy exercise may reveal material issues that this review has not." And, "Several limitations were encountered in this review that could impact the results ... Time limitation prevented a deep analysis... ".4 Saint John is NOT Detroit! I must comment on the comparison made in the Executive Summary (page 6) of this report; one characterizing Saint John's situation as similar to that of Detroit. This is entirely inappropriate. Although our municipal budget does have a structural deficit that needs to be addressed, our circumstances are very different; the issues and extent of our problems not the same. As Canadians, our values, our democracy and, indeed, our respect for ordinary citizens are much different. Learn about what actually happened in Detroit, including the nightmarish outcomes experienced by many of its people. z Ernst & Young, City of Saint John Operational Review, Final Report, March 31, 2020, pages 238- 344 of Council's "Sustainability Plan" package 3 Slide 48, city manager's presentation, April 20, 2020 4 Ernst & Young, p2 (p239 of "sustainability plan" package) 3 166 SAINT JOHN ENERGY AND THE FUTURE ... AN INITIAL CRITIQUE OF YOUR °SUSTAINABILITY PLAN" April 29, 2020 Service Comparisons and Regional/ Industrial Cost Analysis The two Gardner Pinfold reports — Greater Saint John Regional Task Force Analysis, January 13, 2020 — contained in your information package appear to be valuable, well -researched analyses of important subject matters. Submitted to the Department of Environment and Local Government over three months ago, these were made available to citizens only on the evening of April 201h The GP studies cover: (1) service comparisons with similar municipalities elsewhere in Canada; (2) cost analysis of servicing non-resident use of roads for commuting into Saint John, recreation facilities, and other services or amenities; and (3) industry cost -recovery analysis comparing industrial property costs for protective services, road maintenance, and adverse effects on municipal revenues, versus the municipal tax revenues generated from the industrial tax base. The chart below5 is taken from the first of the two GP reports. Figure 2. is Benchmarking chart of key service metrics across comparable municipalities in Canada 01/s ,20% 40'% 601% 60101, MOK, Metric Minimum Maximum Population 68,808 ► 212,501 Household income $65,851 $102,635 Dwelling value $153,984 $348,519 Parks $/house $92 $327 Recreation $/house $63 - d $638 Police $/house 314 902 Police staff per 100,000 pop 147 w -,Q ► 251 Fire $/house $316 $781 Fire staff per 100,000 pop 77 w ♦ 272 $/paved lane KM $2,057 w $13,538 Winter $/lane KM $1,573 Qr $11,318 Winter $/lane KM /cm snow $5 ►-- v v $80 Sault � o St. IMRflar" e St. John's ihiti iderl13ay � Saird"Idlin r r � iCII:➢IPIM Sarnia IPP nce Ge nirj a Sudbury Placement of the "red diamonds" representing Saint John tells us a lot. 5 Greater Saint John Regional Task Force Analysis, Gardner Pinfold Consultants, Inc., January 13, 2020, Final Report #1, p4 (p137 of "sustainability plan" package) 4 167 SAINT JOHN ENERGY AND THE FUTURE ... AN INITIAL CRITIQUE OF YOUR °SUSTAINABILITY PLAN" April 29, 2020 Our City's Financial Reality We know the City has both a revenue problem and a cost problem — two sides of the same coin. The cost side needs immediate (2021) attention, with long- term implications factored into every measure taken. The matter of revenues and fair taxation requires a longer timeline, with the Provincial government playing the lead role in designing and implementing meaningful solutions. Though much information has been held from citizens or fed to us in pieces, do not presume taxpayers are unaware of the realities. We know what matters. We also expect an honest public dialogue based on the facts and, with that, a Council that engages with citizens and makes decisions in the best interest of those citizens. All have a part to play and a right to be heard. We know the status quo is not viable! Needed is a major redesign of how the City of Saint John operates, how revenues are provided, how it delivers services, and how its full range of activities are defined, funded and measured towards serving all the people of Saint John. The "Cost" Challenge The people of Saint John expect accountable financial management. To that end, taxpayers endorse, without reservation, a strong long-term financial plan. The great majority, however, do not support a program of austerity that would permanently damage quality of life and harm the well-being of those least fortunate among us. Austerity is a very dangerous idea. Meaningful cost management must focus on those expenses that have brought the City of Saint John to the point of financial peril. "Nickel and diming" citizens, deflating the enthusiasm of those trying to make ours a better community or raising false expectations that endless "trimming" can address the challenges we face will only make matters worse. Common sense tells us the financial plan has to build our capacity to support investment in quality of life, pay-as-you-go funding for essential infrastructure, continuing debt reduction and operating expenses that are both legitimate and necessary. Positive and sustainable community development will logically follow. Taxpayers also understand that meaningful "cost" solutions have to factor in the single largest operating expense — compounding salary/wage costs that are outpacing the revenues required to cover those costs. Unless an effective balance is found, there will be no end to the City's cost problems. 5 168 SAINT JOHN ENERGY AND THE FUTURE ... AN INITIAL CRITIQUE OF YOUR °SUSTAINABILITY PLAN" April 29, 2020 You must appreciate that a full range of good public services are essential to citizens, the economy and community life generally. Do you, in fact, know how every dollar is spent and exactly what is being achieved by those expenditures? Are you truly committed to eliminating duplication and redundant costs? The "Revenue" Challenge As you well know, enhancing revenues and achieving fairness in property taxation are vital to our future. The existing system serves neither the people nor the community well, nor has it contributed to overall economic or societal well-being. Saint John has long been the victim of inequitable taxation and special deals concocted behind closed doors. The most recent of these is that concerning Harbour Station and giving away the revenues from naming rights. Taxation justice is achievable; with all property owners paying a fair share through formulae designed to achieve balance, equity and fairness. Without such a rationally -devised system, revenue shortfalls will continue, inequities will worsen, cross -subsidization will become more pronounced and the ability local government to function effectively will be made virtually impossible. Your "sustainability plan" Citizens and taxpayers have not been given much time to learn about or respond to the measures proposed by your city manager. Your timing is also especially troubling — when the great majority of people have their attention focused on COVID-19 and the well-being of family, friends and neighbours. While it is difficult to analyze everything put forward, much of it at "the last minute", a number of observations can be made. Others, I'm sure, will follow. 1. Saint John Energy ... NOT for sale Saint John Energy is one of the most successful utility enterprises of its kind in North America. Citizens and businesses benefit greatly from its proven service reliability, lower power rates, green energy initiatives and more. Ratepayers expect the utility to continue its work and to use its public resources in the public interest — pursuing energy efficiency, service enhancement, climate adaptation, and continuing innovation — for the people and future of our city. The people of Saint John hold their publicly -owned energy utility in high regard.... Saint John Energy is NOT for sale! 6 169 SAINT JOHN ENERGY AND THE FUTURE ... AN INITIAL CRITIQUE OF YOUR °SUSTAINABILITY PLAN" April 29, 2020 This invaluable public asset is vital to the community's future and should never be sold off to private (or other) interests for short-term and limited monetary gain. Doing so would undoubtedly lead to higher energy costs, reduced service, potentially lower service reliability and loss of public control of an asset citizens -ratepayers have built up over many decades. To paraphrase Canadian author and public intellectual Linda McQuaig, it would diminish our collective power to own and control a key aspect of our economy, our city, and our lives, thereby compromising our democratic capacity as a community.6 The City of Saint John has been a party to bad deals over the years, deals with lasting burdens on the people of this community. Selling this public utility would top them all - the "worst deal" ever. Citizens also need to be wary of plans to redirect a portion of utility revenues away from its mission and into City coffers; what some have euphemistically call "dividends". This seems a lot like "robbing ratepayer Peter (citizen) to pay taxpayer Peter (the same citizen)" — an exercise in illusion with the public's money ... unless, that is, the monies transferred are generated from outside. 2. Eliminate duplication and the redundant Eliminate duplication where it exists. There should be no "shielded" agencies. What about fully integrating Police Force "administration" with that of the City; removing "silos" in industrial relations, human resource administration and financial management? What about putting together all housing and property development activities into one proven civic agency? What does Develop Saint John do? Is its performance measured? Has it made a real difference? If so, exactly how? Do outcomes justify the annual "overhead" cost of $838,72779 Are equal or even better outcomes possible regardless? The activities of this agency appear to be a duplication; its costs unnecessary. 3. Standardized benchmarking So, what exactly is the City's menu of public services? How is each service defined, resourced, measured for quality and delivery, and reported on? Some 6 Linda McQuaig, The Sport & Prey of Capitalists, How the Rich Are Stealing Canada's Public Wealth, Dundurn, Toronto, 2019, p3 City of Saint John, 2020 General Operating Budget, p1 7 170 SAINT JOHN ENERGY AND THE FUTURE ... AN INITIAL CRITIQUE OF YOUR °SUSTAINABILITY PLAN" April 29, 2020 service measures no doubt exist. But there is no comprehensive, integrated and publicly reported system being used to provide a full picture. As a result, you (and we) don't really know if services are meeting needs, if each is cost- effective or, even, the extent to which some are necessary. The term "benchmarking" has been used far too loosely in your vocabulary and "plan", without seeming to appreciate that meaningful benchmarking must be systematic and all-inclusive; a system built into every aspect of municipal governance and operations — clearly defining service components and levels, resource allocations, desired impacts, clarity in how every dollar is used and actual service to the public. Such a framework would produce measured reporting to Council, to staff and, most importantly, to the public (taxpayers). A viable plan for the future must include a full, well -organized municipal benchmarking program. 4. Engagement with worker representatives The workers who deliver public services are important to the community. They have demonstrated time and again why they are part of the municipal family. These people are not the enemy, nor are their representatives. Worker interests should be incorporated into the solutions to the City's financial difficulties. Respecting employees and their right to bargain collectively, however, does not mean conceding on issues of essential importance to citizens and the municipal employer. Negotiators representing the public need to be skilled, strong, well- prepared and committed to seeing the process through — for taxpayers — however the final product is arrived at. "Unable to manage" due to "restrictive collective agreement provisions"? Has the City been sufficiently committed and prepared to be successful at collective bargaining and in binding arbitration? The reduction of $5,015,000 in personnel costs will impact services. While the municipal organization must ever strive for best quality and the most cost- effective service outcomes, fewer resources mean reduced capacity. You cannot assume that "innovation" and "more productive ways" will make up for lost capacity. It's like the too -often -expressed notion of "doing more with less". Following that one to its logical conclusion would mean eventually being able to "do everything with nothing". Resources matter. Use them well. 8 171 SAINT JOHN ENERGY AND THE FUTURE ... AN INITIAL CRITIQUE OF YOUR °SUSTAINABILITY PLAN" April 29, 2020 5. Protective services costs Existing protective services models have become very costly and may be failing to deliver services in a way that makes the best possible use of available public resources. (See Gardiner Pinfold Figure 2.1.) It is fair to deduce there is a need for major service redesigns. Like all other services, fire and police need systematic definition, measurement and substantive justification. Citizens must be able to see the full picture through standardized benchmarking: of actual activities, community impact, actual use of paid time, full costs and efficiency, and service to the public. Establish clearly the activities these services should and should not comprise. Give us all the facts and deal candidly with the issue of protective services costs. Evaluate and share the range of possible options and the risks associated with maintaining the status quo or making operational/ service adjustments. 6. Invest in `Quality of Life' Quality of life is central to keeping people here and building -up population; attracting the people the future needs. More than anything, it is people who will drive prosperity. Therefore, invest in the amenities and positive features that make Saint John a good place to live. Essential to this liveability are quality parks, greenspaces and opportunities for outside activities. Gardiner Pinfold Figure 2.1 Benchmarking chart of key service metrics across comparable municipalities in Canada (page 4 above) shows that our City's investment in parks is the lowest among the eight municipalities compared. Begin to turn this picture around by rejecting cuts to Rainbow Park Ice ($io,000), Seaside Park Lawn Bowling ($io,000), and Casual Workforce Reduction (Parks & Recreation) ($loo,000) — or introduce better alternatives. Also, keep many of the proposed "standby cuts" off the table, including those for Passport to Parks ($35,000), Playground Program ($42,000), and Community Centres ($68,463). The City should be encouraging outdoor activities among all age groups, not cutting supportive programs. Also a must for future quality of life will be greater efforts to revitalize serviced neighbourhoods and to substantially increase the number and quality of affordable housing units. Also necessary to overall liveability are support for the arts and cultural community and those citizens striving to keep Saint John a leader in the protection and enhancement of our built heritage. 9 172 SAINT JOHN ENERGY AND THE FUTURE ... AN INITIAL CRITIQUE OF YOUR °SUSTAINABILITY PLAN" April 29, 2020 7. Industrial and regional cost implications Some good information has been provided by Gardiner Pinfold. In the first of their two reports, the consultants determined that the City's additional costs "to service residents that come from outside Saint John are estimated at $12.3 million including: $3.7 million in road costs, $1.8 million in parks and recreation costs, and $6.8 million in police, fire, and other costs. Employment growth, population growth, strategic land development and visitor attraction ... involve significant investments by the City that benefit businesses and communities throughout the region."' The second GP report, an industry cost -recovery analysis, indicates that Saint John as host to a "number of heavy industrial properties", "contributors to the regional and provincial economies", incurs significant added costs for roads, emergency response, and reduced property values. Costs attributed to heavy trucking is estimated at $2.48 million per year and $1,700,000 the added costs for fire services. Most significant, though, is a net tax revenue loss estimated at $20,000,000 — the consequence of reduced property values.9 All sectors and users of Saint John infrastructure and facilities have a fair share to pay. Taxation justice calls on elected representatives at every level of government to understand this obligation and to have the courage to eliminate inequities where they exist. The question becomes: How are necessary changes to be designed and put into effect without unduly alienating partners? The "sustainability plan" is insufficiently clear on industrial -regional cost recovery or if some of the things proposed are even attainable. Tolls on roads??? The City has to continue working closely with the Province of New Brunswick and sister municipalities to design equitable formulae that achieve necessary balance and fairness — without the undue influence of special interests. Though no one likes higher costs, people do understand fairness. Property taxation formulae need to be universally applicable across all of New Brunswick, supporting each of its regional hubs and centres of heavy industry. 8 Greater Saint John Regional Task Force Analysis, Gardner Pinfold Consultants, Inc., January 13, 2020, Final Report #1, p1 (p134 of "sustainability plan" package) 9 Greater Saint John Regional Task Force Analysis, Gardner Pinfold Consultants, Inc., January 13, 2020, Final Report #2, ppl-2 (ppl53-154 of "sustainability plan" package) io 173 SAINT JOHN ENERGY AND THE FUTURE ... AN INITIAL CRITIQUE OF YOUR °SUSTAINABILITY PLAN" April 29, 2020 S. Saint John Water ... Water, a human right! Water is an essential human right. Given sharply rising costs, it has become apparent that something is wrong with a system that should balance resource usage with cost allocation and source sustainability. Heavy industry is taking by far the largest share of the resource, yet paying very little in the way of costs. At the other end of the imbalance are single senior homeowners, whose costs have risen to be entirely out of line with the little water they use. Notwithstanding the issues of recent years, notably the troubles in West Saint John, the water utility remains an invaluable public asset and an environmental requisite. Each of its services — drinking water, fire fighting flows, industrial water, and wastewater collection and treatment — are essential to community life; public health, environment, economy and overall liveability. People also need confidence in the abundant merits of good tap water. The "sustainability plan" you are considering is near silent on this vital public utility; failing to highlight the great challenges still facing Saint John Water. First, there is the question of sound stewardship going forward; competent and informed public oversight through which the community's water interests are articulated, input absorbed, decisions made and implemented, and decision - makers held accountable for the care of resources and delivery of services. The West Side problem remains unresolved. The well system is deficient. The environmental assessment undertaken did not protect the public interest, and meaningful dialogue with those affected has been non-existent. The change of source — driven by imagined "cost savings" — failed to adequately evaluate risk and, as a result, a proven source with capacity (Spruce/ Ludgate, Musquash) was deemed too expensive. The opposite has now been proven! Also, the interim solution recently put in place is not a final fix. Expect significant future costs — for ratepayers across the city. Rate projections for 2021-2029 may be overly optimistic. The Council needs to be fully upfront about what lies ahead. Then, there is the matter of infrastructure. Fully 72% or $313 million of the City's $435 million infrastructure deficit is related to water and sewer infrastructure.1O Such a level of liability — and risk — demands clear attention. 10 2018 State of the Infrastructure Report, City of Saint John, April 29, 2019, p22 174 SAINT JOHN ENERGY AND THE FUTURE ... AN INITIAL CRITIQUE OF YOUR °SUSTAINABILITY PLAN" April 29, 2020 9. Economic policy How can municipal government influence a healthy local economy? Every Council over the past 30+ years has grappled with this question, often expressing dissatisfaction with the "strategy" of the day. Their concerns have related to not seeing real, measurable outcomes for the monies being paid out year after year after year. What exactly is the public getting for its investment? The municipalities of Greater Saint John share many interests. As such, and as feasible, regional cooperation and coordination of services could be beneficial to all its communities. Building trustworthy working relationships will be key. With respect to economic policy and sustainable development, there needs to be commitment to a single agency focused on stimulating a shared and thriving local economy; to be an asset to the region and the province as a whole. lo. Leading by example ... You have a choice Citizens expect Council, as representatives of the people, to be respectful of the interests of citizens, taxpayers, workers, businesses and the economy generally and, in doing so, to lead by example. Political rhetoric is not enough. To show leadership and resolve, rollback some or all of the average 69.6% salary increases" Council has given itself since after the Mayor declared the City "broke"; an added cost of $174,000 annually in Council salaries. The "sustainability plan" proposes only $25,000 as Council's "share of the pain"12, but expects much more from everyone else, including the public. Citizen -taxpayers expect Council to act responsibly and in their best interest. Thank you, Paul Groody, A citizen with those for Saint John Energy and good governance II Average remuneration increases members of Common Council have given themselves since the 2016 municipal election (less *wage escalation clause); Mayor +54.4%, Deputy Mayor +93.6% and Councillors +71.6% for a total annual added cost of $174,000 12 Slide 21, item 22, city manager's presentation, April 20, 2020 12 175 April 29, 2020 Common Council City of Saint John 81' Floor City Hall 15 Market Square Saint John, NB, E2L 4L1 Attention: Jonathan Taylor, Common Clerk SUBJECT: A CITIZEN PETITION TO SAINT JOHN COMMON COUNCIL: SAINT JOHN ENERGY Is "NOT FOR SALE" Mayor Don Darling and Members of Common Council, 1,030 plus citizens have signed ... in just 6 days. The Petition is attached with this correspondence with signatures and comments, in our citizen's voice being heard. This petition needs to be taken seriously, besides a "Receive and File" motion with this submission to council. Saint John Energy is "NOT FOR SALE" It's a publicly owned utility that makes profits. Page 1 176 April 29, 2020 A CITIZEN PETITION TO SAINT .JOHN COMMON COUNCIL: SAINT .JOHN ENERGY IS "NOT FOR SALE The possible sale of Saint John Energy is a troubling, almost inconceivable prospect. Why on earth would Council consider selling this community's most prized public asset? It makes no sense. You cannot allow some private or other outside entity taking over this invaluable resource built up over many decades by the people of Saint John. Saint John Energy provides the people of Saint John with solid service reliability. When outages are occurring elsewhere around Atlantic Canada, Saint John rarely sees a service disruption. This happens for good reason. The workers and management at Saint John Energy have done their jobs and done their jobs well; investing in and looking after our electrical infrastructure, and carrying out the required system maintenance before problems arise. When outages do occur, they are quickly dealt with. Our electricity rates are some 10% less than those of NB Power. The City Manager himself reported at your meeting of Monday, April 20, 2020 that there is a "$7.4 million residential/commercial benefit to lower power rates" here in Saint John; translating in an approximately $200 per year per household benefit compared to NB Power. The City of Saint John itself saves some $2 million for its own power consumption because of these lower rates; lower costs that mean less stress on property taxpayers. There is also the important work the utility is doing in renewable energy (e.g. wind farm), energy efficiency (e.g. heat pumps, education and much more) and other climate related measures that will help our community adapt to the existential crisis of climate change. A publicly -owned Saint John Energy has a huge part to play in helping citizens adapt to this real and present danger, and in making Saint John one of Canada's climate positive cities. People in Saint John are also extremely upset that you are considering this at a time of great crisis; when people's attention is concentrated on the COVID-19 pandemic and the health and wellbeing of family and friends. This timing, in and of itself, is unconscionable. The people (ratepayers) of this community — the actual owners of the Utility — must be given all the information, the time needed to study and absorb that information, and the opportunity to make informed comment. To do otherwise would be an affront to democracy. To sacrifice our public energy utility for the short-term financial gain of a cash-strapped Council would the single greatest failing of this Mayor and Council. Yours truly, Randall Goodwin Saint John Citizens Coalition Page 2 177 April 29, 2020 A CITIZEN PETITION TO SAINT .JOHN COMMON COUNCIL: SAINT .JOHN ENERGY IS "NOT FOR SALE The Petition reads: We, the undersigned, state unequivocally that the proposed sale of Saint John Energy is unacceptable and must be stopped. One of the city's only profitable assets, this utility must remain in the hands of the public. We, further demand that any further discussions on this matter be conducted in an open public consultation in which all citizens of Saint John are provided with an opportunity to be engaged in a full discussion with their political representatives and stakeholders. The proposal to sell a public owned utility with this controversial deal, would result in losing assets far less than they are worth, while giving up control of the utility, revenue and profits, would be detrimental to the citizens of Saint John, in growing financial dependence with our own energy utility... ! ! ! BACKGROUND Saint John City Manager, John Collin, presented a proposal to Common Council on April 20, 2020 which, if approved, would see Saint John Energy sold to the highest bidder. The current 10 per cent discount below NB Power rates will almost certainly be eliminated as a result. In other words, your costs will increase by at least 10 per cent at some time in the future if this public utility is handed over to a private concern. This increase will come at the same time as your water rates continue to rise and while you continue to pay the highest property taxes in New Brunswick despite receiving dramatically reduced services. Saint John Common Council has given citizens just two weeks to express their opinions on this matter through `emails and phone calls' with their elected councillors. This is grossly unacceptable. Citizens must have an opportunity to fully engage Saint John Common Council on this important issue. The proposed sale of Saint John Energy must be stopped, as it illustrates incredible uncertainty in Common Council's bad decisions again, that are reckless and without forethought in consideration for the future. The controversy over the proposal to sell the utility at this time, alludes to reinforcing the need for transparency and accountability in having open public consultations with citizens of Saint John. Together this will enable citizens to have a voice about important issues that matter to them and the sustainability of Saint John Energy, in holding elected officials accountable. During this difficult time due to the lock down restrictions of the COVID-19 pandemic, citizens cannot attend any Common Council sessions in person or request to make any presentations during an open council session, opposing such an important matter with the proposal to sell Saint John Energy. Totally unacceptable... ! ! ! Page 3 178 April 29, 2020 A CITIZEN PETITION TO SAINT .JOHN COMMON COUNCIL: SAINT .JOHN ENERGY IS "NOT FOR SALE This petition opposing the sale of Saint John Energy is a specific call to action, that will give our citizens a voice to be heard for the cited reasons. Be the voice of change...! ! ! • Privatization needs to be stopped; Saint John Energy is "NOT FOR SALE" • Lose a publicly owned utility with low electrical rates • Saint Johners will lose control of their energy future • No benefits of three years with no rate increases, do not justify its overall costs (referencing the proposal) • The analysis outlined by the City Manager John Collin in his presentation to sell the utility, did not have the facts and figures clearly outlined why the City of Saint John is "disposing of assets worth significantly" more than the sale and worsening its overall financial sustainability in the process • Public consultations that require a due process not given with the proposal to sell Saint John Energy, besides a two week period in sending emails and making phones to councillors with citizens objecting • Saint John Energy makes profits and provides excellent service with added value for the citizens of Saint John • Citizens of Saint John will pay more for electricity rates if the utility is sold, to the same we are paying now for the highest water and sewage rates in New Brunswick • Saint John Energy is owned by the citizens of Saint John Page 4 179 April 29, 2020 eciil io Feint: Saint john Common Council eu::u::&i-.w Greetings, Saint John Energy is "NOT FOR SALE" it's a publically owned utility that makes profits. Ii F-1191 Signatures Name Randall Goodwin Douglas James Abbie Ryan Carolyn Messer Rodney McNichol Cheryl Defazio Shawn Macphee Derek Lambert Andrew Macneil Bruce Duguay Angela Pye Barb Roy David Furlong Linda Belyea Andrew Sabin Rebecca Forest Joanne McGillicuddy joanne Kennedy Cory Lang Misty -Dawn Anderson Location Date Canada 2020-04-23 Saint John, Canada 2020-04-23 Saint John, Canada 2020-04-23 Saint John, Canada 2020-04-23 Saint John, Canada 2020-04-23 Saint John, Canada 2020-04-23 Saint John, Canada 2020-04-23 Saint John, Canada 2020-04-23 Saint John, Canada 2020-04-23 Quispamsis, Canada 2020-04-23 Grand Bay -Westfield, Canada 2020-04-23 Saint John, Canada 2020-04-23 Saint John, Canada 2020-04-23 Saint John, Canada 2020-04-23 Saint John, Canada 2020-04-23 Saint John, Canada 2020-04-23 SaintJohn, NB, Canada 2020-04-23 Saint John, Canada 2020-04-23 Saint John, Canada 2020-04-23 Saint John, Canada 2020-04-23 IiF:1il Name Location Date Karl Eastwood Saint John, Canada 2020-04-23 Evan May Darlings island, Canada 2020-04-23 Joyce Humphrey Saint John, Canada 2020-04-23 Irene Keleher Saint John, Canada 2020-04-23 Bret Pothier Saint john, Canada 2020-04-23 Laurie Hunter Bains Corner, Canada 2020-04-23 Doug MacLean Saint John, Canada 2020-04-23 Irene Folk Hunting ton, New York, US 2020-04-23 Eldon Beyea Cambridge -Narrows, Canada 2020-04-23 john mcdermott saint john new brunswick, Canada 2020-04-23 Jennifer Green Saint John, Canada 2020-04-23 delbert mason saint john nb.., Canada 2020-04-23 Linda Stauffer Sherwood Quispamsis NB, Canada 2020-04-23 Andrea Keirstead Saint John, Canada 2020-04-23 Thane Beckingham Saint john, Canada 2020-04-23 Mike Blanchard Saint John, Canada 2020-04-23 Joe Cormier Saint John, Canada 2020-04-23 Phil -Chrystal Waugh Canada 2020-04-23 Robert Ouellette Saint John, Canada 2020-04-23 kerry stcoeur saint john, Canada 2020-04-23 colin waugh Quispamsis, Canada 2020-04-23 Matt Burton Saint John, Canada 2020-04-23 182 Name Location Date Kim Doyle Quispamsis, Canada 2020-04-23 Christopher Chase Saint John, Canada 2020-04-23 christian griffin Saint John, Canada 2020-04-23 Nick Wilson Quispamsis, Canada 2020-04-23 melody cole saint john, Canada 2020-04-23 Sherry Ingersoll Saint John, Canada 2020-04-23 Gregory During Fredericton, Canada 2020-04-23 Maddy Graves Canada 2020-04-23 Timothy Mckenna Quispamsis, Canada 2020-04-23 kara driscoll Saint John, Canada 2020-04-23 Dottie Melanson Saint John, Canada 2020-04-23 Kelly Ouellet Quispamsis, Canada 2020-04-23 Michael Roy Saint John, Canada 2020-04-23 Tony Pineo Saint John, Canada 2020-04-23 Erica Meunier Saint John, Canada 2020-04-23 Trina Delaney Saint John, Canada 2020-04-23 Patricia Henwood Saint John, Canada 2020-04-23 April Bigger Saint John, Canada 2020-04-23 Cody Burke Saint John, Canada 2020-04-23 Lise Doiron Saint John, Canada 2020-04-23 Ryan Burley Musquash, Canada 2020-04-23 Cory Phillips Saint John, Canada 2020-04-23 183 Name Location Date Andrew Mawhinney Saint John, Canada 2020-04-23 Margaret Ingersoll Saint John, Canada 2020-04-23 Christopher Peczek Saint John, Canada 2020-04-23 William Gagnon Saint John, Canada 2020-04-23 Angela Hanson Saint John, Canada 2020-04-23 Jeff Delaney Saint John, Canada 2020-04-23 Lee Ann Toner Saint John, Canada 2020-04-23 Sheila Greig Saint John, Canada 2020-04-23 Hubert Ayles Saint John, Canada 2020-04-23 Tanya Ring Saint John, Canada 2020-04-23 Laurie Varis Saint John, Canada 2020-04-23 Nicole Lawless Saint John, Canada 2020-04-23 Cassandra Hanson Halifax, Canada 2020-04-23 Mark Elderkin Saint John, Canada 2020-04-23 Nykolas Bryden Saint John, Canada 2020-04-23 Jen Elderkin-mills St John, Canada 2020-04-23 Sarah Johnston Saint John, Canada 2020-04-23 Jill Buchanan Saint John, Canada 2020-04-24 Erin Grieg Saint John, Canada 2020-04-24 Andrew Rouse Saint John, Canada 2020-04-24 Johanna Shonaman Saint John, Canada 2020-04-24 Beverley Moore Rexton, Canada 2020-04-24 184 Name Location Date Karie Leard Saint John, Canada 2020-04-24 Nancy Golding Saint John, Canada 2020-04-24 Randy Garland Quispamsis, Canada 2020-04-24 Jennifer Flood -Waugh Saint John, Canada 2020-04-24 Ron Grant Saint John, Canada 2020-04-24 Annette Blacquiere Saint John, Canada 2020-04-24 Jeff Waters Saint John, Canada 2020-04-24 Michael Robichaud Saint John, Canada 2020-04-24 Shelley Elderkin Saint John, Canada 2020-04-24 joel Phillips Saint John, Canada 2020-04-24 DesNeiges Vautour Saint John, Canada 2020-04-24 Vernon Stiles Saint John, Canada 2020-04-24 Deborah Whitebone SaintJohn, NB, Canada 2020-04-24 Nicole Tobin Saint John, Canada 2020-04-24 Crystal Koven Saint John, Canada 2020-04-24 Joshua lapointe Saint John, Canada 2020-04-24 Sharon McAllister Saint John, Canada 2020-04-24 Brenda LeBlanc Saint John, Canada 2020-04-24 Cheryl McMillan Saint John nb, Canada 2020-04-24 Stacey Hamdan Saint John, Canada 2020-04-24 Jack Hanson Saint John, Canada 2020-04-24 Wesley Foster Saint Johm, Canada 2020-04-24 185 Name Location Date E. Yvonne Kirkpatrick Hoyt, N.B.Canada., Canada 2020-04-24 Keith Harris St John, Canada 2020-04-24 Tony Wood Saint John, Canada 2020-04-24 Amanda Toner Clarendon, Canada 2020-04-24 Shauna Gallagher Saint John, Canada 2020-04-24 Hilary Flood -Waugh Saint John, Canada 2020-04-24 N A Saint John, Canada 2020-04-24 Heather cronk NB, Canada 2020-04-24 Tara Harris Saint John, Canada 2020-04-24 Cheryl Campbell Saint John, Canada 2020-04-24 William Allan Saint John, Canada 2020-04-24 Ron Janes SaintJohn NB, Canada 2020-04-24 Joanne Elderkin Mills Quispamsis, Canada 2020-04-24 Fallon Webb Saint John, Canada 2020-04-24 mary lou williams Saint John, Canada 2020-04-24 Phyllis Corriveau Canada 2020-04-24 Kelly Wood Saint John, Canada 2020-04-24 Shelly DeSilva Saint John, Canada 2020-04-24 Scott McCullough Canada 2020-04-24 Andrea Richards Saint John, Canada 2020-04-24 Sherrie Bezeau Saint John, Canada 2020-04-24 Sylvain Pilote Nerepis, Canada 2020-04-24 186 Name Location Date Jeff Colwell Saint John, Canada 2020-04-24 Sean Mckinley Saint John, Canada 2020-04-24 Amy Watters Saint John, Canada 2020-04-24 Linda Albert Saint John, Canada 2020-04-24 Colleen Mackenzie Musquash, Canada 2020-04-24 Ann McDonald Saint John, Canada 2020-04-24 Monica Dowling Saint John, Canada 2020-04-24 Nicole Sanchez Bowmanville, Canada 2020-04-24 Andrew Dowling Saint John, Canada 2020-04-24 Anthony Ramsay Calgary, Canada 2020-04-24 Karen St. Cyr Saint John, Canada 2020-04-24 Reilly O'Hearon Saint John, Canada 2020-04-24 Aunor Ronque Brooks, Canada 2020-04-24 Rick Campbell Saint John, Canada 2020-04-24 Brayan Duran Brooks, Canada 2020-04-24 fd fsfs Scarborough, Canada 2020-04-24 Tasha Salesse Saint John, Canada 2020-04-24 Katy Hebert St John, Canada 2020-04-24 Mary O'Neill Saint John, Canada 2020-04-24 Kyle F Saint John, Canada 2020-04-24 Melanie Robart Saint John, Canada 2020-04-24 Loren Flood -Waugh Saint John, Canada 2020-04-24 187 Name Location Date Gail Virgin Saint John, Canada 2020-04-24 Ian Mcginnis Saint john, Canada 2020-04-24 Isabel Arsenault Saint John, Canada 2020-04-24 Jessica Richards Saint John, Canada 2020-04-24 George Buchanan Quispamsis, Canada 2020-04-24 Natasha McAleer Saint John, Canada 2020-04-24 Alana Dowling Quispamsis, Canada 2020-04-24 Paul Rowley Fredericton, Canada 2020-04-24 Liz Crossman Saint John, Canada 2020-04-24 Pat Roy saint john, Canada 2020-04-24 Jenny Dowling Quispamsis, Canada 2020-04-24 Helen Chong New Westminster, Canada 2020-04-24 Aydon Jarvis Anchorage, US 2020-04-24 Danny Sullivan Edmonton, Canada 2020-04-24 Bruce Dempsey Dartmouth, Canada 2020-04-24 Darrell Bastarache Saint John, New Brunswick, Canada 2020-04-24 Courtney McLaughlin St John, Canada 2020-04-24 Lawrence Anderson Saint John, Canada 2020-04-24 Noah Mccready Bloomfield, Canada 2020-04-24 Karen Buckley SAINTJOHN, Canada 2020-04-24 Ryan McNulty Saint John, Canada 2020-04-24 Paul Wilson Quispamsis, Canada 2020-04-24 188 Name Location Date Brooke Hamilton Victoria, Canada 2020-04-24 jean Laderoute Saint John, Canada 2020-04-24 Russell Rowe Saint John, Canada 2020-04-24 Jen St. Thomas Rothesay, Canada 2020-04-24 Mary Vienneau Saint John, Canada 2020-04-24 Allison Burnham Saint john, Canada 2020-04-24 andrea hooper Saint John, Canada 2020-04-24 Teresa Goldsmith Rothesay, Canada 2020-04-24 Brandon Dow Saint John, Canada 2020-04-24 Jeff Rogers Saint John, Canada 2020-04-24 Robin Amero Moncton, Canada 2020-04-24 Veronica Wilson Canada 2020-04-24 Stacy Silva Saint John, Canada 2020-04-24 Maryanne McFarlane Saint John, Canada 2020-04-24 Judith Kennedy Saint John, Canada 2020-04-24 Heather Milbury Saint John, Canada 2020-04-24 Fay Ekstrom Saint John, Canada 2020-04-24 Lisa johnstonl Saint John, Canada 2020-04-24 Tammy Bizeau Saint John, Canada 2020-04-24 Peter Osborne Saint John, Canada 2020-04-24 Stephanie Evans Saint john, Canada 2020-04-24 Kali Robertson Saint John, Canada 2020-04-24 189 Name Location Date Dorothy Willar Quispamsis, Canada 2020-04-24 Paul Groody Saint John, Canada 2020-04-24 Darlene Shiels Canada 2020-04-24 Kevin Carpenter Saint John, Canada 2020-04-24 Andrew McDonald Cambridge, Canada 2020-04-24 Jayne Brawn Vandenberghe Saint John, Canada 2020-04-24 Patricia Waugh Saint John, Canada 2020-04-24 Gary Arsenault Saint John, Canada 2020-04-24 Sherry Boyd Beaverdam, N.B., Canada 2020-04-24 Jill LeBlanc SaintJohn, NB, Canada 2020-04-24 Emery Nyers Saint John, Canada 2020-04-24 Salvatore Spataro Toronto, Canada 2020-04-24 Gail McIntyre SaintJohn, NB, Canada 2020-04-24 Shawn Ninham Calgary, Canada 2020-04-24 jo Bregel Quispamsis, Canada 2020-04-24 Cheri Kimpton Hamilton, Canada 2020-04-24 Alimentation Inverness Canada 2020-04-24 Debbie Murray Saint John, Canada 2020-04-24 kim richards saint john nb, Canada 2020-04-24 colby moniz Bridgewater, US 2020-04-24 Jolene Johnston Saint John, Canada 2020-04-24 scott blair Saint john, Canada 2020-04-24 190 Name Location Date Larry Bissettlarry St John, Canada 2020-04-24 Janice Buchanan Saint John, Canada 2020-04-24 Mike Kean Saint John, Canada 2020-04-24 stephanie Weare Saint John, Canada 2020-04-24 Lori Bunnell Saint John, Canada 2020-04-24 Tina Baird Saint John, Canada 2020-04-24 Nancy Bourque Saint John, Canada 2020-04-24 Louise Guptill Grand Manan, Canada 2020-04-24 Roberta McCarthy Saint John, Canada 2020-04-24 Helen Saulnier Saint John, Canada 2020-04-24 Robert O'Toole Saint John, Canada 2020-04-24 Blair Forsythe Saint John, Canada 2020-04-24 Sheryl Smith Saint John, Canada 2020-04-24 Susie Wasson Hong Kong, Hong Kong 2020-04-24 Lynda Collrin Saint John, Canada 2020-04-24 Manu S -M Hamilton, Canada 2020-04-24 Alan Gallant Saint John, Canada 2020-04-24 Yvette Lanigan Saint John, Canada 2020-04-24 Kathryn Lavigne Saint John, Canada 2020-04-24 doug ramier Saint John, Canada 2020-04-24 Anna maria Scichilone Rothesay Nb, Canada 2020-04-24 Joanie hosford St John, Canada 2020-04-24 191 Name Location Date Susan Mullaly Norton, Canada 2020-04-24 Andrew Booker Saint John, Canada 2020-04-24 Cecile Walsh Quispamsis, Canada 2020-04-24 M.Cathy Miller Saint John, Canada 2020-04-24 David Foster Saint John, Canada 2020-04-24 Tracey Sewell Saint John, Canada 2020-04-24 Kelly Vautour Saint John, Canada 2020-04-24 Donna Mccullum Saint John, Canada 2020-04-24 Tom McGinnis SaintJohn, NB, Canada 2020-04-24 Karla Renouf Mispec, Canada 2020-04-24 Cathy Dupuis Saint John, Canada 2020-04-24 Stacey Pomeroy Saint John, Canada 2020-04-24 maureen mccann Saint John, Canada 2020-04-24 Aram Gallant Saint John, Canada 2020-04-24 Christy Catsaroupas Saint John, Canada 2020-04-24 James Farris Saint John, Canada 2020-04-24 Christopher Sewll Saint John, Canada 2020-04-24 Chelsea Mantle Saint John, Canada 2020-04-24 Donna Carpenter Rothesay, Canada 2020-04-24 Terry Crossman Saint John, Canada 2020-04-24 Brown Darlene Quispamsis, Canada 2020-04-24 Matthew Thompson Saint John, Canada 2020-04-24 192 Name Jack Allen Stan Given Theresa Wilson Jake Aube Patrick Foley Stuart Macdougall Mike Bury Bernice Harquail carolyn roberts Susan Robicheau teresa debly Mimoza Gallant Melanie Wallace Sharon Garvey Greg Melanson Ben Berner Sean Lacelle Rosemarie DeSisto Zappulla Lindsay Banks Cheryl McConkey Sabrina Badeau Kamryn MacDougall Location Moncton, Canada Saint John, Canada Saint John, Canada Saint John, Canada Saint John, Canada Saint john, Canada Saint John, Canada Saint John, Canada Saint John, Canada Saint John, Canada Saint John, Canada Beaverdam, Canada St. Albert, Canada Stratford, Canada Saint John, Canada Alsip, US SaintJohn NB, Canada brooklyn, US Saint John, Canada 97 Highfield Avenue, Canada Saint John, Canada Saint John, Canada 193 Date 2020-04-24 2020-04-24 2020-04-24 2020-04-24 2020-04-24 2020-04-24 2020-04-24 2020-04-24 2020-04-24 2020-04-24 2020-04-24 2020-04-24 2020-04-24 2020-04-24 2020-04-24 2020-04-24 2020-04-24 Name Location Date Louis Debly Saint John, Canada 2020-04-24 Karen Beshara -Vickers Saint John, Canada 2020-04-24 Vicent Gallant Frankford ont, Canada 2020-04-24 Wendy Magee Saint John, Canada 2020-04-24 Deborah Drever Camrose, Canada 2020-04-24 Koku Kpodzo Markham, Canada 2020-04-24 Maureen Creamer Saint John, Canada 2020-04-24 Darcy Barker Saint John, Canada 2020-04-24 Peter McNiven Saint John, Canada 2020-04-24 mike mok Richmond Hill, Canada 2020-04-24 Jeff Nearing Saint John, Canada 2020-04-24 Dan Gormley ROTHESAY, Canada 2020-04-24 James Keith Saint John, Canada 2020-04-24 Tracey Taylor Saint John, Canada 2020-04-24 Heather Bujold Fredericton, Canada 2020-04-24 Joseph Sznober Saint John, Canada 2020-04-24 Jessie Kirkbride Saint John, Canada 2020-04-24 AJ Foote Saint John, Canada 2020-04-24 Jill LaViolette Saint John, Canada 2020-04-24 Christian Dobbelsteyn Saint John, Canada 2020-04-24 Matthew Armstrong Rothesay, Canada 2020-04-24 Andrew Kierstead Saint John, Canada 2020-04-24 194 Name Location Date Chris Burchill Saint John, Canada 2020-04-24 Lynn Logan Saint John, Canada 2020-04-24 Roger Albert Quispamsis, Canada 2020-04-24 susan robson saint john, Canada 2020-04-24 Kirstie Hopper Saint John, Canada 2020-04-24 R. E. Earle Quispamsis, Canada 2020-04-25 lorrie murphy saint john, Canada 2020-04-25 Ali Imran Ansari Richmond Hill, Canada 2020-04-25 Marcy Vautour Quispamsis, Canada 2020-04-25 Sally Caruthers Clifton, US 2020-04-25 Darick Landry Saint John, Canada 2020-04-25 Mike Yacak Medicine Hat, Canada 2020-04-25 Betty Michaud Vancouver, Canada 2020-04-25 y w Mississauga, Canada 2020-04-25 Ernestine Robichaud Rothesay, Canada 2020-04-25 Chris Foote Orillia, Canada 2020-04-25 Corey Cooke Corvallis, US 2020-04-25 Susan Lee Quispamsis, Canada 2020-04-25 sara Hansen Lakeside, Canada 2020-04-25 Taylor Springer Saint John, Canada 2020-04-25 Kevin Gallant Fredericton, Canada 2020-04-25 Margaret Langis Stratford, Canada 2020-04-25 195 Name Location Date Brad Arsenault Ottawa, Canada 2020-04-25 Josh Perry Halifax, Canada 2020-04-25 Erin Lanigan Saint John, Canada 2020-04-25 Anne -Marie Poirier Saint john, Canada 2020-04-25 Brian Lavigne Saint John, Canada 2020-04-25 Hai C Oakville, Canada 2020-04-25 Eve Beals SAINTJOHN, Canada 2020-04-25 Megan Johnstone Saint John, Canada 2020-04-25 Elaine Chamberlain Australia 2020-04-25 Tracey Manosca Saint John, Canada 2020-04-25 Debbie Poirier Saint John, Canada 2020-04-25 Rita Rose -Wallace Saint John, Canada 2020-04-25 Tera McAdam Saint John, Canada 2020-04-25 Shelly Harding Saint John, Canada 2020-04-25 Heather Gogan Saint John, Canada 2020-04-25 Gary Gallant Fredericton, Canada 2020-04-25 John Wells Hamilton, Canada 2020-04-25 Laura Smith Smith Saint John, Canada 2020-04-25 Eric Marks Saint John, Canada 2020-04-25 Zac Kurylyk Saint John, Canada 2020-04-25 sharon thomas saint john NB, Canada 2020-04-25 Gwendolyn O'Brien Saint John, Canada 2020-04-25 196 Name Location Date Karen Tobin Oakville, Canada 2020-04-25 Melissa Russell Saint John, Canada 2020-04-25 Khryspn Jensen Saint John, Canada 2020-04-25 Tina Hickman Saint John, Canada 2020-04-25 Melissa Albert Grand Bay -Westfield, Canada 2020-04-25 Clay Hitchcock Saint John, Canada 2020-04-25 Nancy Leach Saint John, Canada 2020-04-25 Robert Campbell Grande Prairie, Canada 2020-04-25 Kelly Smith SaintJohn, NB, US 2020-04-25 Lori Handon Saint John, Canada 2020-04-25 vicki Mason nerepis n.b., Canada 2020-04-25 Kathy Stewart Saint John, Canada 2020-04-25 tammy miller Saint John, Canada 2020-04-25 Michael Keenan Saint John, Canada 2020-04-25 Coleen Matheson Saint John, Canada 2020-04-25 Lorraine Lamey Saint John, Canada 2020-04-25 Pamela Doman Moose Jaw, Canada 2020-04-25 Alexandra Smith Quispamsis, Canada 2020-04-25 Colin Thibodeau Quispamsis, Canada 2020-04-25 Mya McMurray Quispamsis, Canada 2020-04-25 janis hebert Saint John, Canada 2020-04-25 Cheryl Donnelly Saint j, Canada 2020-04-25 197 Name Location Date Raymond Jones Dartmouth, Canada 2020-04-25 Ashley Touchbourne Montreal, Canada 2020-04-25 Amanda Rowley Saint John, Canada 2020-04-25 Chris Springer Montreal, Canada 2020-04-25 Kathy Vanderbeck Saint John, Canada 2020-04-25 Darlene Foster Saint John, Canada 2020-04-25 Jean Gallant Saint John, Canada 2020-04-25 Theodore Luscombe Toronto, Canada 2020-04-25 Cheryl Gumbley Toronto, Canada 2020-04-25 Eric Marr Rothesay, Canada 2020-04-25 GREGORY ZED ROTHESAY, Canada 2020-04-25 John Mason Saint John, Canada 2020-04-25 Jamie George Toronto, Canada 2020-04-25 Katie Lutner Blackwood, US 2020-04-25 Patrick McFadden US 2020-04-25 Daniel Regan Silver Spring, US 2020-04-25 Taylor Watkins Midlothian, US 2020-04-25 teng Xu Halifax, Canada 2020-04-25 Sebastian Sheard San Diego, US 2020-04-25 mach duong toronto, Canada 2020-04-25 Tim MacKinnon Saint John, Canada 2020-04-25 Mark Trecartin Saint John, Canada 2020-04-25 198 Name Location Date April Duke SaintJohn, Canada 2020-04-25 dusan petricic brampton, Canada 2020-04-25 Carol Hamilton SaintJohn, NB, Canada 2020-04-25 Michael Burtt SaintJohn, Canada 2020-04-25 Heather McBriarty SaintJohn, Canada 2020-04-26 Elsie Lewis SaintJohn N.B., Canada 2020-04-26 Chris Osborne SaintJohn, Canada 2020-04-26 susan Robson SaintJohn, Canada 2020-04-26 Davinder Sehmi Mississauga, Canada 2020-04-26 Nick Lowe Quispamsis, Canada 2020-04-26 Tanuja Balse SaintJohn, Canada 2020-04-26 Bob Davis Rothesay, Canada 2020-04-26 Donna McGovern SaintJohn, Canada 2020-04-26 Andrew Marshall SaintJohn NB, Canada 2020-04-26 Brad Chapman Fredericton, Canada 2020-04-26 Justin Tinker SaintJohn, Canada 2020-04-26 Susanne Ketelaar saint john, Canada 2020-04-26 rob van marion SaintJohn, NB, Canada 2020-04-26 Peter Gros Richmond Hill, Canada 2020-04-26 Nora Cumming Peterborough, Canada 2020-04-26 Leom Dartrik Ottawa, Canada 2020-04-26 Leslie Dyckow SaintJohn, Canada 2020-04-26 199 Name Location Date Ralph Dyckow Saint John, Canada 2020-04-26 Therese St Louis Canada 2020-04-26 Danny Gifford Saint John, Canada 2020-04-26 Wendy Cyr Saint john, Canada 2020-04-26 Donald Coughlan Saint John, Canada 2020-04-26 Des Wallace Saint John, Canada 2020-04-26 Ann McRuvie Caledon, Canada 2020-04-26 Laureen Cr Saint John, Canada 2020-04-26 Nickie Brideau Long Reach, Canada 2020-04-26 Susan Gibson Quispamsis, Canada 2020-04-26 Judy Colwell Saint John, Canada 2020-04-26 Paula McDonough Saint John, Canada 2020-04-26 Andy Johnston Edson, Canada 2020-04-26 Aurella Doiron Saint John, Canada 2020-04-26 Ryan Neil Saint John, Canada 2020-04-26 Greg Neil Saint John, Canada 2020-04-26 Jeremy McLaughlin Saint John, Canada 2020-04-26 debbie parent saintjohn, Canada 2020-04-26 Rob Potratz Gordondale, Canada 2020-04-26 Vanessa Rampersaud Scarborough, Canada 2020-04-26 Rampersaud Nicoleta Truta Kitchener, Canada 2020-04-26 0191 Name Location Date Robert Perry Saint John, Canada 2020-04-26 Quentin Broadwood Edmonton, Canada 2020-04-26 David Barrett Saint John, Canada 2020-04-26 Chris patterson Saint John, Canada 2020-04-26 Daniel Bungay Saint John, Canada 2020-04-26 donna kellar SaintJohn NB, Canada 2020-04-26 peter desroche Saint John, Canada 2020-04-26 Donald Shaw SYRACUSE, US 2020-04-26 Russell Croker Ilford, UK 2020-04-26 Lori Brown Saint John, Canada 2020-04-26 Barbara Walsh Saint John, Canada 2020-04-26 Shelley Hayter Port Hawkesbury, Canada 2020-04-26 Michelle Surette Saint John, Canada 2020-04-26 Andrea McGrath Saint John, Canada 2020-04-26 Jennifer Loughery quispamsis, Canada 2020-04-26 Raymond Berriault Saint John, Canada 2020-04-26 Pam Buckley Saint John, Canada 2020-04-26 Shaun Mclaughlin Saint John, Canada 2020-04-26 Eric Morin Saint John, Canada 2020-04-26 Lorraine Hilchie Saint John, Canada 2020-04-26 Wendy Glaspy Saint John, Canada 2020-04-26 Fred Webster Saint John, Canada 2020-04-26 201 Name Location Date Trevor McCabe Saint John, Canada 2020-04-26 Kevin Downs SAINTJOHN, Canada 2020-04-26 Shawna Morgan Saint John, Canada 2020-04-26 Karin Robinson Saint John, Canada 2020-04-26 Gwen Bezeau Quispamsis, Canada 2020-04-26 A. DeVenne Saint John, Canada 2020-04-26 Nargis Kheraj Saint John, Canada 2020-04-26 Becky McGean Angus, Canada 2020-04-26 Janice Oliver Saint John, Canada 2020-04-26 Johanna Hartman Saint John, Canada 2020-04-26 Craig Middleton Saint John, Canada 2020-04-26 Sherry Breneol Saint John, Canada 2020-04-26 Krista Lesjak Saint John, Canada 2020-04-26 Lucas Watanabe us 2020-04-26 Rosemary Payne Saint John, Canada 2020-04-26 Norman Albert Saint John, Canada 2020-04-26 Steven Tait Saint John, Canada 2020-04-26 Sayward Janes Saint John, Canada 2020-04-26 Jason Somers Quispamsis, Canada 2020-04-26 Terry Cameron Saint John, Canada 2020-04-26 Pam Shonaman Canada 2020-04-26 Nancy Somers Saint John, Canada 2020-04-26 202 Name Location Date Penny Mallett Saint John, Canada 2020-04-26 Bruce Stevens Saint John, Canada 2020-04-26 John Kramer Marshfield, US 2020-04-26 Karrie Beth Rogers Saint John, Canada 2020-04-26 Roderick Hill Saint John, Canada 2020-04-26 Madonna Hatty Canada 2020-04-26 Beatrice Mak Central District, Hong Kong 2020-04-26 nathan hanscom Saint John, Canada 2020-04-26 Karen Caines saint john, Canada 2020-04-26 M Guthrie Saint John, Canada 2020-04-26 Pierre Comeau Saint John, Canada 2020-04-26 Tammy Gray Quispamsis, Canada 2020-04-26 Andrew Graham Saint John, Canada 2020-04-26 nick adamschek Vancouver, Canada 2020-04-26 Wendy Little Saskatoon, Canada 2020-04-26 Kwee Heng Liew Surrey, Canada 2020-04-26 Ricardo Marino New York, US 2020-04-26 CHRISTIE MARINO SaintJohn, Canada 2020-04-26 Urbiegato Morbidendus Gilbert, US 2020-04-26 Christie cadger Rothesay, NB, Canada 2020-04-26 Donald LeBlanc Saint John, Canada 2020-04-26 Carol Ring Rothesay, Canada 2020-04-26 203 Name Location Date Ivan Goguen Saint John, Canada 2020-04-26 jan Hohmann Saint John, Canada 2020-04-26 Shawn Harrison Saint John, Canada 2020-04-26 Linda Hayward Quispamsis, Canada 2020-04-26 Ted Richard Quispamsis, Canada 2020-04-26 Jocelyne LeBlanc Saint John, Canada 2020-04-26 Lynn White Saint John, Canada 2020-04-26 Bruce Brigden Saint John, Canada 2020-04-26 Dave Horgan Saint John, Canada 2020-04-26 Gerry Mackevic Ottawa, Canada 2020-04-26 Bailey Peters Quispamsis, Canada 2020-04-26 Courtney Dicks Saint John, Canada 2020-04-26 Krista Doucet Saint John, Canada 2020-04-26 Stephen Horgan Saint John, Canada 2020-04-26 Nick Jensen Saint John, Canada 2020-04-26 Edward Kinney Saint John, Canada 2020-04-26 Tony Mowery Saint John, Canada 2020-04-26 Mike Bayer Hampton, Canada 2020-04-26 Tina Lemieux Saint John, Canada 2020-04-26 James Hart Saint john, Canada 2020-04-26 Paula Tippett Saint John, Canada 2020-04-26 peter Woytiuk Saint John, Canada 2020-04-26 204 Name Location Date Ian Hamilton Saint John, Canada 2020-04-26 Sean Connolly Quispamsis, Canada 2020-04-26 Veronica Cassidy St John, Canada 2020-04-26 Ryan Horgan Saint John, Canada 2020-04-26 Adrene peters Brampton, Canada 2020-04-26 Jeff Steen Saint John, Canada 2020-04-26 Rory Ervin Saint John, Canada 2020-04-26 Gail Horgan Saint John, Canada 2020-04-26 Marilyn Winters Quispamsis, Canada 2020-04-26 Drew Camick Saint John, Canada 2020-04-26 Cole Rumpel Steinbach, Canada 2020-04-26 David Naismith Saint John, Canada 2020-04-26 Dave Senechal us 2020-04-26 greg conway Kingston, Canada 2020-04-26 Chris Gautreau Quispamsis, Canada 2020-04-26 Lindsay Cole Quispamsis, Canada 2020-04-26 Janis Gibbs Brampton, Canada 2020-04-27 Maureen Horgan Fredericton, Canada 2020-04-27 jennifer harley Saint John, Canada 2020-04-27 Lorraine Ouellette Saint John, Canada 2020-04-27 connie furlotte Saint John, Canada 2020-04-27 Gilbert Ouellette Saint John, Canada 2020-04-27 205 Name Location Date Erzhu Zheng Toronto, Canada 2020-04-27 Diana arsenault saint john, Canada 2020-04-27 mark somers Saint John, Canada 2020-04-27 Laura Horgan Saint John, Canada 2020-04-27 Bonnie Howell Saint John, Canada 2020-04-27 Joan Naismith Saint John, Canada 2020-04-27 Brian Wright Saint John, Canada 2020-04-27 patricia joncas Cumberland Bay, Canada 2020-04-27 Paul Desjardins Saint John, Canada 2020-04-27 Mandy Morrissey Saint John, Canada 2020-04-27 samantha higgins SAINTJOHN, Canada 2020-04-27 ralphie beam Fort Ashby, US 2020-04-27 Karen Nieuwland Richmond Hill, Canada 2020-04-27 alice killerich France 2020-04-27 Manoli Fantridakis Toronto, Canada 2020-04-27 Jacques Parent Saint John, Canada 2020-04-27 Guy Dove Badger, Canada 2020-04-27 Rachel Leyte Halifax, Canada 2020-04-27 Natalie Beaman Saint John, Canada 2020-04-27 Daler Hanzra Brampton, Canada 2020-04-27 Emily B Cortland, US 2020-04-27 emma anne Windsor, Canada 2020-04-27 206 Name Location Date Michele Reese Tucson, US 2020-04-27 MAUREEN Pinhorn Dartmouth, Canada 2020-04-27 Kamaljeet Dhaliwal Brampton, Canada 2020-04-27 crystal mckinney Leduc, Canada 2020-04-27 Tamara Howe Moose jaw, Canada 2020-04-27 Tara Henderson Saint john, Canada 2020-04-27 Ciena Gallo Calgary, Canada 2020-04-27 Mary Beth McCurdy Saint John, Canada 2020-04-27 Susan Arseneault Saint John, Canada 2020-04-27 Mary ann Patterson Saint John, Canada 2020-04-27 Nicholas Wan Markham, Canada 2020-04-27 Sabrina Reid Saint John, Canada 2020-04-27 Brandon Laskey Saint John, Canada 2020-04-27 Sandra Narrowmore Nerepis, nb, Canada 2020-04-27 peter doyle saint john, Canada 2020-04-27 Kelly Pattrtson Saint John, Canada 2020-04-27 Toby Walker Saint John, Canada 2020-04-27 brian Buckley Saint John, Canada 2020-04-27 John Melanson Saint John, Canada 2020-04-27 Theresa Brewer Quispamsis, Canada 2020-04-27 Sylvie Rosewood Surrey, Canada 2020-04-27 Tara Charlton Saint John, Canada 2020-04-27 207 Name Location Date Nicole Brown Saint John, Canada 2020-04-27 Miriam Jones Saint John, Canada 2020-04-27 to nya stewa rt willow grove, Canada 2020-04-27 Dave Hatfield Saint John, Canada 2020-04-27 Barb Walker Clifton Royal, Canada 2020-04-27 Alison Luke Saint John, Canada 2020-04-27 Sarabjit Dosanjh Brampton, Canada 2020-04-27 Stan Curran Saint John, Canada 2020-04-27 Mary Sisk Saint John, Canada 2020-04-27 joe Galbo Saint John„ Canada 2020-04-27 Nicholas Lorson Lethbridge, Canada 2020-04-27 allan hernandez Surrey, Canada 2020-04-27 Donald Kerr Saint John, Canada 2020-04-27 Luke Hatfield Saint John, Canada 2020-04-27 Dee Thomas Saint John, Canada 2020-04-27 Dianne Mahar Charlottetown, Canada 2020-04-27 Joanne Pan Toronto, Canada 2020-04-27 Crystal Finlay London, Canada 2020-04-27 Norman Godin Montreal, Canada 2020-04-27 Abby Adeli Coquitlam, Canada 2020-04-27 Julie Saunders Saint John, Canada 2020-04-27 Luke Weis Maple Creek, Canada 2020-04-27 208 Name Location Date Jenn Chambers Saint John, Canada 2020-04-27 Tasha O'Leary Regina, Canada 2020-04-27 Michael Mullen Saint John, Canada 2020-04-27 Lee Dexter Saint John, Canada 2020-04-27 Steve Irish Katy, Texas, US 2020-04-27 Blake Chedore Toronto, Canada 2020-04-27 Judy Gilker Saint john,nb, Canada 2020-04-27 Tom Leland Caithness, Canada 2020-04-27 Gary Smith Canada 2020-04-27 Gladys LeClair Saint John, Canada 2020-04-27 Cindy Richard Ingersoll, Canada 2020-04-27 srikanth Narayanan Quispamsis, Canada 2020-04-27 Deborah McFee Saint John, Canada 2020-04-27 Mike Richard Tignish, Canada 2020-04-27 Brittany Sullivan Saint John, Canada 2020-04-27 Krista Small Saint John, Canada 2020-04-27 Joe Israel Saint John nb, Canada 2020-04-27 Russell Israel Saint John, Canada 2020-04-27 Mike Power Saint John, Canada 2020-04-27 Eileen Gatien Saint John, Canada 2020-04-27 Tommi Edison Saint John, Canada 2020-04-27 Randy Hamilton Saint John, Canada 2020-04-27 209 Name Location Date Lori & Bob Gillies Saint John, Canada 2020-04-27 Stephen Watson Saint John, Canada 2020-04-27 Sandra Cormier cormier Saint John, Canada 2020-04-27 brit chaston Saint John, Canada 2020-04-27 Richard Murphy Saint John, Canada 2020-04-27 Linda dempster Saint john, Canada 2020-04-27 Joanne Carroll Saint John, Canada 2020-04-27 jessica macphee Quispamsis, Canada 2020-04-27 Ann Lecouter Saint John, Canada 2020-04-27 Leticia Adair SAINTJOHN, Canada 2020-04-27 Cherise Barbour Moncton, Canada 2020-04-27 Bob Ross Saint John, Canada 2020-04-27 Brianna Barbour Quispamsis, Canada 2020-04-27 Colleen Fawcett Saint John, Canada 2020-04-27 carol vautour saint john, Canada 2020-04-27 Glendon Taylor Burton, Canada 2020-04-27 Altenna Chedore Fredericton, Canada 2020-04-27 Corey Dempsey Saint John, Canada 2020-04-27 Kathy and John Urquhart Saint John, Canada 2020-04-27 Mike MacFarlane Saint George, Canada 2020-04-27 Jason Latimer Saint John, Canada 2020-04-27 Rick Mcauley Saint John, Canada 2020-04-27 210 Name Location Date Lorna Gillies Barrie, Canada 2020-04-27 Roma De Robertis Saint John, Canada 2020-04-27 Keith Hawkins Saint John, Canada 2020-04-27 Judy Huggard Saint John, Canada 2020-04-27 Victoria Moseley Saint John, Canada 2020-04-27 Jo Ann Cornell St John, Canada 2020-04-27 Debra Lynch Saint John, Canada 2020-04-27 Valerie Kaye Saint John, Canada 2020-04-27 Ann Lapp Saint John, Canada 2020-04-27 Pamela Quinn Saint John, Canada 2020-04-27 Jean Wilson Saint John, Canada 2020-04-27 Juanita Good Saint John, Canada 2020-04-27 Brenda Chris Davidson Saint John nb, Canada 2020-04-27 Susan Hammer Hampton, Canada 2020-04-27 George Vair Saint John, Canada 2020-04-27 Barb Cormier Saint John, Canada 2020-04-27 Nicole Vair Saint John, Canada 2020-04-27 Norma Cornell Belleville, Canada 2020-04-27 Maria LeClair Saint John, Canada 2020-04-27 Debbie Mcauley Quispamsis, Canada 2020-04-27 Rebecca Parks Saint John, Canada 2020-04-27 linda kierstead Saint John, Canada 2020-04-27 211 Name Location Date Patrick Riley Saint John, Canada 2020-04-27 mark ryan Saint John, Canada 2020-04-27 Paul Oblenius Saint John, Canada 2020-04-27 Heidi DeLucry Saint John, Canada 2020-04-27 Dan Ferris Saint John, Canada 2020-04-27 Pinglin yang Surrey, Canada 2020-04-27 Donna Mccollum Quispamsis, Canada 2020-04-27 Marijke Blok Saint John, Canada 2020-04-27 Jared Kenny St John, Canada 2020-04-27 Signe Winters Saint John, Canada 2020-04-27 Donna Schillaci Hamilton, Canada 2020-04-27 C.david Pollard Saint John, Canada 2020-04-27 R. A. Canada 2020-04-27 ron carlin Saint John, Canada 2020-04-27 Delores O'Brien -MacNab Saint John, Canada 2020-04-27 Darrell Richardson Saint John, Canada 2020-04-27 Jade Curran Saint John, Canada 2020-04-27 Chris Lanigan Saint John, Canada 2020-04-27 Shane Brown Moncton, Canada 2020-04-27 Marcia Heaysman Saint John, Canada 2020-04-27 Brian Gardiner Saint John, Canada 2020-04-27 Christopher Mckiel Saint John, Canada 2020-04-27 212 Name Location Date Ernest Hamilton Saint John, Canada 2020-04-27 Seana Munro Saint John, Canada 2020-04-27 Matt Reid Montreal, Canada 2020-04-27 Lynn Gulliver Fredericton, Canada 2020-04-27 Bob Ross Saint John, Canada 2020-04-27 Elaine McManus Saint John, Canada 2020-04-27 nicole daigle Saint John, Canada 2020-04-27 Tressa Dean Saint John, Canada 2020-04-27 Marcus Saunders Fundy Heights, Canada 2020-04-27 Roly Trainor Saint John, Canada 2020-04-27 Jean -Marc Ringuette Saint John, Canada 2020-04-27 Shannon Briggs Saint john, Canada 2020-04-27 Kelly Cruickshank Canada 2020-04-27 Kelly Morrell Saint John, Canada 2020-04-27 G Kevin DeSaulniers Saint John, Canada 2020-04-27 Kevin Langford Quispamsis, Canada 2020-04-27 john poertner saint john n.b., Canada 2020-04-27 Cindy Brown Saint John, Canada 2020-04-27 Gerald LeBlanc Saint John, Canada 2020-04-27 Sandra Morrison Saint John, Canada 2020-04-27 Florence Lyons Saint John, Canada 2020-04-27 Douglas Kelly Black River, Canada 2020-04-27 213 Name Location Date christopher doran Saint John, Canada 2020-04-27 Sam Adair Saint John, Canada 2020-04-27 Virginia White St John, Canada 2020-04-27 Dayle Doran Saint John, Canada 2020-04-27 Shanna Miller Saint John, Canada 2020-04-27 Alexa Bailey Saint John, Canada 2020-04-27 Harjit Chohan Abbotsford, Canada 2020-04-27 Lora Carlson Glenwood, US 2020-04-27 M B Scarborough, Canada 2020-04-27 Jordon Freerksen Red Deer, Canada 2020-04-27 Mike Smith Canada 2020-04-27 Janice Berkin Waterloo, Canada 2020-04-27 Aiden Scheiwiller Edmonton, Canada 2020-04-27 Jesus Galarza Paramount, US 2020-04-27 Kay Faith Bloomington, US 2020-04-27 Liza Bosnar Toronto, Canada 2020-04-27 Felicia Burney Poughkeepsie, US 2020-04-27 Tyler Searle Saint John, Canada 2020-04-27 Ron MacLeod Grand Bay-westfield, Canada 2020-04-27 Orla Olson Calgary, Canada 2020-04-27 Shirley Gardiner Saint John, Canada 2020-04-27 Eva Jefremczuk Dollard-des-ormeaux, Canada 2020-04-27 214 Name Location Date Patricia Tingley Saint John, Canada 2020-04-27 Roger Ringuette Saint John, Canada 2020-04-27 Jeremy Chiasson Quispamsis, Canada 2020-04-27 Vivian Osborne Saint John, Canada 2020-04-27 Charlene McLellan Hampton, Canada 2020-04-27 Jason Lambert Saint John, Canada 2020-04-27 Madelon Martins Saint John, Canada 2020-04-27 Glen Fillmore Saint John, Canada 2020-04-27 Josh England Saint John, Canada 2020-04-27 Paula Shonaman Saint John, Canada 2020-04-27 Ryan Macdonald Saint John, Canada 2020-04-27 Craig Long Saint John, Canada 2020-04-27 Susan Huerta Toronto, Canada 2020-04-27 John Markidis Toronto, Canada 2020-04-27 Susan Wall Quispamsis, Canada 2020-04-27 Lorraine Fox Saint John, Canada 2020-04-27 Brandon Donovan Saint John, Canada 2020-04-27 Shane Billingsley Saint John, Canada 2020-04-27 Caroll Dow Rocklin, California, US 2020-04-27 Fred Frigault Saint John, Canada 2020-04-27 Natasha Bacon saint john, Canada 2020-04-27 Leslie Jeffrey Saint John, Canada 2020-04-27 215 Name Location Date Rick McNamee Saint John, Canada 2020-04-27 Isil Flynn Fredericton, Canada 2020-04-27 Jordan Briggs Hampton, Canada 2020-04-27 Travis Allaby Saint John, Canada 2020-04-27 Gaye Kapkin Saint John, Canada 2020-04-27 Jennifer Burpee Saint John, Canada 2020-04-27 David Burpee Saint John, Canada 2020-04-27 Suzanne Gogan Saint John, Canada 2020-04-27 cyr cyr Saint John, Canada 2020-04-27 Patricia McGovern Saint John, Canada 2020-04-27 Judy Friars Quispamsis, Canada 2020-04-27 Jane Reid Inverary, Canada 2020-04-27 Sandra Wertz Cheyenne, US 2020-04-27 Deborah Payne Saint John, Canada 2020-04-27 Mary Moffitt Oromocto, Canada 2020-04-27 Debra Meisner Saint John, Canada 2020-04-27 Geraldine Burpee Saint John, Canada 2020-04-27 Herb Duncan Saint John, Canada 2020-04-27 Nichoals Burpee Fredericton, Canada 2020-04-27 John Mott Saint John, Canada 2020-04-27 Tanya Jones Quispamsis, Canada 2020-04-27 Amanda Vautour St John, Canada 2020-04-27 216 Name Location Date Chelsey Hovey Saint John, Canada 2020-04-27 Angela Mills Rothesay, Canada 2020-04-27 dwight kerr Saint John, Canada 2020-04-27 Barb Finley Saint John, Canada 2020-04-27 Brian Stone SaintJohn NB, Canada 2020-04-27 Joann Lingley Saint John, Canada 2020-04-27 Diane Roy Moncton, Canada 2020-04-27 Murielle Noddin Saint John, Canada 2020-04-27 Dennis Murphy Dartmouth, Canada 2020-04-27 Ashley Liu Toronto, Canada 2020-04-27 Florrie Holt Canada 2020-04-27 David Cassidy Rothesay, Canada 2020-04-27 Heather Dawn Kedgwick, Canada 2020-04-27 Chok Bong Edmonton, Canada 2020-04-27 Morris Joncas Saint John, Canada 2020-04-27 Daphne Reid Saint John, Canada 2020-04-27 clyde teare Pocologan, Canada 2020-04-27 Brigitte Ross Saint John, Canada 2020-04-27 Gayle Lavigne Saint John, Canada 2020-04-27 Martha Mennie Burlington, Canada 2020-04-27 Sandra McKinnon Saint John, Canada 2020-04-27 Susan Michaud Saint john, Canada 2020-04-27 217 Name Location Date danielle mccabe Saint John, Canada 2020-04-27 Diane Blackwell Saint John, Canada 2020-04-27 Beth Jeffery Saint John, Canada 2020-04-27 Judy Farquharson Saint John, Canada 2020-04-27 Xiang Kong *AFEL, Canada 2020-04-27 Sheila Kelley Saint John, Canada 2020-04-27 Patricia Bacon Saint John, Canada 2020-04-27 Kevin Bradshaw Saint John, Canada 2020-04-27 Jody Di Virgilio Hamilton, Canada 2020-04-27 Gertrude Haslett Saint John, Canada 2020-04-27 Claudia Lamschtein Quispamsis, Canada 2020-04-27 Vladimir Terentyev Ocala, US 2020-04-27 Maxime Araos Montreal, Canada 2020-04-27 Jacky Lee Alpharetta, US 2020-04-27 Lamonique Allen Harker Heights, US 2020-04-27 Heather Fulton Maple Ridge BC, Canada 2020-04-27 Ms Me Alviso, US 2020-04-27 Gail Bouchard Burnaby, Canada 2020-04-27 Pawan Sardar Gill Montreal, Canada 2020-04-27 Kaitlin Purdy Sooke, Canada 2020-04-27 Harold Goldsworthy SaintJohn, NB, Canada 2020-04-27 Patricia slattery Saint John, Canada 2020-04-27 218 Name Location Date Cheryl Graham Saint John, Canada 2020-04-27 Lise Husereau Saint -constant, Canada 2020-04-27 Brad Jones Edmonton, Canada 2020-04-27 Dee Dietrich Spruce Grove, Canada 2020-04-27 Sharon G Saint John, Canada 2020-04-27 Donald Barnes Sherbrooke, Canada 2020-04-27 Judy Bruce Collingwood, Canada 2020-04-27 Ryan Ketch Saint John, Canada 2020-04-27 Trevor Price Saint John, Canada 2020-04-27 Keri Campbell St John, Canada 2020-04-27 Melissa Shute Quispamsis, Canada 2020-04-27 David Essensa Saint John, Canada 2020-04-27 christina murray saint john, Canada 2020-04-27 kathy Vautour Saint John, Canada 2020-04-27 Ella Tang Canada 2020-04-27 Susan Fullerton Saint John, Canada 2020-04-27 Travis Fowler Saint John, Canada 2020-04-27 victoria brown Phoenix, US 2020-04-27 jason lafleur saint john, Canada 2020-04-28 Lynaya Astephen Saint John, Canada 2020-04-28 Rick Howe Saint John, Canada 2020-04-28 Jon Gogan Edmonton, Canada 2020-04-28 219 Name Location Date Truly Hayward Saint John, Canada 2020-04-28 Donna Stephens Saint John, Canada 2020-04-28 Sara Astephen Saint John, Canada 2020-04-28 Pamela McNeill Saint John, Canada 2020-04-28 mary mccutcheon saint john, Canada 2020-04-28 Dale Lohnes Saint John, Canada 2020-04-28 tom cahill Saint John, Canada 2020-04-28 Tiffani Titus Saint John, Canada 2020-04-28 Rodney Lagace Saint John, Canada 2020-04-28 Rena Chow Toronto, Canada 2020-04-28 min min montreal, Canada 2020-04-28 Sandra Mclaughlin Saint John, Canada 2020-04-28 Peter alward Saint John, Canada 2020-04-28 Paige theall Public Landing, Canada 2020-04-28 R. Anthony Boyce Saint John, Canada 2020-04-28 Jessie OBrien Saint John, Canada 2020-04-28 Nick Hiltz Fredericton, Canada 2020-04-28 Kelly Miller Saint John, Canada 2020-04-28 Elizabeth Sullivan Miramichi, Canada 2020-04-28 Melina Bailey Saint John, Canada 2020-04-28 Lynn Kearns Saint John, Canada 2020-04-28 James Shewbridge Saint John, Canada 2020-04-28 220 Name Location Date Ian Chu Toronto, Canada 2020-04-28 David Moore Quispamsis, Canada 2020-04-28 Nivaldo do ALAMO Mississauga, Canada 2020-04-28 Bill Kearns Saint John, Canada 2020-04-28 Judy Huggard Saint John, Canada 2020-04-28 Debbie Burns Saint John, Canada 2020-04-28 Jonathan Andrews Saint John, Canada 2020-04-28 Aj Bernier Saint john, Canada 2020-04-28 Tracy Naves St John, Canada 2020-04-28 Wendy Christie Saint John, Canada 2020-04-28 KEVIN POWER Saint John, Canada 2020-04-28 Kelly Blanchard Saint John, Canada 2020-04-28 Amy MacAdam Saint John, Canada 2020-04-28 Selassie Agbaku Saint John, Canada 2020-04-28 Brian S Gardiner Gardiner Saint John, Canada 2020-04-28 Sonya Nash Saint John, Canada 2020-04-28 Don Leaman Saint John, Canada 2020-04-28 Darrell Bainbridge Ajax, Canada 2020-04-28 Ashley Lawson Saint John, Canada 2020-04-28 Alicia Carter Saint John, Canada 2020-04-28 Cathy Macintosh Saint John, Canada 2020-04-28 Joshua Mcauley Quispamsis, Canada 2020-04-28 221 Name Location Date Koo Sidney Markham, Canada 2020-04-28 Scott Stockford Saint John, Canada 2020-04-28 Margo Korneluk ottawa, Canada 2020-04-28 Peggy Woolsey Quispamsis, Canada 2020-04-28 Margie Sotolongo Saint John, Canada 2020-04-28 Nicole Neves Quispamsis, Canada 2020-04-28 Eric Despres Gatineau, Canada 2020-04-28 Marilyn Essensa Saint John, Canada 2020-04-28 Natasha Wilkins Saint John, Canada 2020-04-28 Sue wilkins Saint John, Canada 2020-04-28 John Spavold Saint John, Canada 2020-04-28 ANN Douglas SaintJohn, Canada 2020-04-28 Ken Fanjoy Minto, Canada 2020-04-28 Thomas Jones Edmonton, Canada 2020-04-28 Andre Guimond Saint John, Canada 2020-04-28 Elizabeth Murphy Saint John, Canada 2020-04-28 Stefan Guimond Saint John, Canada 2020-04-28 Joe Murphy Saint John, Canada 2020-04-28 Colum Connolly Saint John, Canada 2020-04-28 Kristina G Brampton, Canada 2020-04-28 Evan Hovey Fredericton, Canada 2020-04-28 Brenda Melvin melvin Saint John, Canada 2020-04-28 222 Name Location Date Mary Scott Quispamsis, Canada 2020-04-28 Aaron Osborne St. John's, Canada 2020-04-28 Paul Chan Scarborough, Canada 2020-04-28 Gloria Wilkins SaintJohn NB, Canada 2020-04-28 Nila McKinnon Saint John, Canada 2020-04-28 Jon P. Gould Saint John, Canada 2020-04-28 Gabriella Brown Chicago, US 2020-04-28 Tracy Hachey Willow grove, Canada 2020-04-28 Bonny McNeill Saint John, Canada 2020-04-28 Catherine Owens Saint John, Canada 2020-04-28 Leyla khansari Montreal, Canada 2020-04-28 David Schilling Scrantom Huntington beach, US 2020-04-28 Abby Tsega Mount Juliet, US 2020-04-28 Chris Matheson Canada 2020-04-28 Shakayla Thomas Compton, US 2020-04-28 Glenn Cook Saint John, Canada 2020-04-28 Alex Whalen Saint John, Canada 2020-04-29 ernest doucette Saint John, Canada 2020-04-29 MARIA STAMATAKOS Saint John, Canada 2020-04-29 Cooper Cooper Saint John, Canada 2020-04-29 Anna Nomanova Saint John, Canada 2020-04-29 Rod MacKenzie Saint John, Canada 2020-04-29 223 Name Location Date Ken Cheh Toronto, Canada 2020-04-29 Shayne Kennedy Saint John, Canada 2020-04-29 Stan Wetmore Saint John, Canada 2020-04-29 Susann Choy Richmond, Canada 2020-04-29 Larrecia Shealey Sylacauga, US 2020-04-29 Jacob Thompson Saint John, Canada 2020-04-29 Trish H Quispamsis, Canada 2020-04-29 Trevor Zhang Surrey, Canada 2020-04-29 sundy huang Toronto, Canada 2020-04-29 Cameron Paisley Saint John, Canada 2020-04-29 Danielle Garaway Beaverton, US 2020-04-29 Wai Yeung North Vancouver, Canada 2020-04-29 Melina Iu Central District, Hong Kong 2020-04-29 Sana Cheung Toronto, Canada 2020-04-29 jim mortimer Saint John, Canada 2020-04-29 Khambia Clarkson Marshalltown, US 2020-04-29 Bette Ellis Saint John, Canada 2020-04-29 I:Ozl eciil io Feint: Saint john Common Council eu::u::&i-.w Greetings, Saint John Energy is "NOT FOR SALE" it's a publically owned utility that makes profits. Pati Comments Name Location Date Comment Carolyn Messer SaintJohn, Canada 2020-04-23 "SaintJohn Energy is a great asset to SaintJohn and well run. Always answer the calls. My experience with them has been positive. Leave well enough alone." Barb Roy SaintJohn, New 2020-04-23 "This has been a untility owned bythe cityforyears. 1 Don Darling Brunswick, Canada used to try to interest Saintjohners to move here be of the cheaper rates now he and council are trying to take away the only advantage with have Enough is enough" Eldon Beyea Cambridge -Narrows, 2020-04-23 "It is the only thing that makes money and that will end when city Canada council gets involved everything they touch turns to shit" john mcdermott saintjohn new 2020-04-23 "saintjohn energy is not for sale" brunswick, Canada Andrea Keirstead SaintJohn, Canada 2020-04-23 "We deserve fair energy rates!!!!" Thane Beckingham Saintjohn, Canada 2020-04-23 "I'm singing ingredients because we deserve better help keep it in the hands of the public" colin waugh Quispamsis, 2020-04-23 "I work here and it should stay how it is." Canada christian griffin SaintJohn, Canada 2020-04-23 "SaintJohn energy should not be a privately own company and should be a publicly owned!!" Nykolas Bryden SaintJohn, Canada 2020-04-23 "I'm signing because the provincially owned utility, NB Power, refuses to invest in green energies and new battery technologies due to political reasons. SJE has proven the future of going green is bright, and must continue the trend to set the entire province on the right track by being an industry leader" Karie Leard SaintJohn, Canada 2020-04-24 "Myfather died working there and great support. We never lose power in the city unlike NB Power customers. This enterprise makes a profit for the city." Deborah Whitebone SaintJohn, NB, 2020-04-24 "I am concerned about crazy energy cost increases. What is the Canada benefit to SaintJohn?" Cheryl McMillan SaintJohn nb, 2020-04-24 "Not for sale." Canada Keith Harris St John, New 2020-04-24 "I do not want publicly owned assets sold without a right to vote" Brunswick, Canada Cheryl Campbell SaintJohn, Canada 2020-04-24 "I don't know enough details and don't understand whyyou would sell a business that makes a profit. I live just down the street from SaintJohn Energy I would like to hear your rationale and hear public opinions" PGOU Name Location Date Comment Mary O'Neill SaintJohn, New 2020-04-24 "I think the citizens need to have a say in this matter. Because of Brunswick, Canada the coronavirus, we cannot meet with officials. Put this on hold until public meetings can be held." Kyle F SaintJohn, New 2020-04-24 "I agree, SaintJohn Energy shouldnt be sold" Brunswick, Canada Natasha McAleer SaintJohn, New 2020-04-24 "Not for sale" Brunswick, Canada Liz Crossman SaintJohn, Canada 2020-04-24 "If it is not broken leave it alone!!!We have seen enough costly mistakes." Pat Roy saintjohn, Canada 2020-04-24 "I feel that we have the best service in the province and do not want to lose this asset that our city now has." Darrell Bastarache SaintJohn, New 2020-04-24 "I think the sale of this Utility is absolutely ridiculous." Brunswick, Canada Jean Laderoute Saint -John, Canada 2020-04-24 "It's fine the way it is!" Robin Amero Moncton, Canada 2020-04-24 "Signning for what's right" Veronica Wilson Canada 2020-04-24 "We need this for our city.." Kali Robertson SaintJohn, Canada 2020-04-24 "We need to stay together as a community and stand for what's right." Darlene Shiels Canada 2020-04-24 "I want to know why it is being sold. Since that hasn't been disclosed or discussed I am signing. Need more info." Paul Groody SaintJohn, NB, 2020-04-24 "Citizens of SaintJohn value their public energy utility. In fact, Saint Canada John Energy is one of the most successful utility enterprises in North America. People and businesses benefit greatly from its superior service reliability, lower power rates and much more. We expect the utility to continue its work and to use its resources in the interests of ratepayers — the people of SaintJohn — towards cost optimization, service enhancement, climate adaptation, innovation and green energy initiatives. Let's be clear... SaintJohn Energy is NOT for sale! It is one of our most valuable public assets; one so vital to the future that it should never be sold off to private interests. Also, question the idea of redirecting a portion of utility revenues away from its mission to City coffers, what some have euphemistically called "dividends". This seems a lot like "robbing ratepayer Peter (citizen) to pay taxpayer Peter (same citizen)" — an exercise in illusion with citizens' money ... unless such monies a" Gary Arsenault Saint -John, Canada 2020-04-24 "It makes money and in turn we get a better rate on our power" Mike Kean SaintJohn, Canada 2020-04-24 "I'm signing as a resident of SaintJohn who is very much OPPOSED to the sale of SJ Energy!" Lynda Collrin SaintJohn, Canada 2020-04-24 "Energy Bill's are high enough. SaintJohn Energy is not for sale" NOW Name Location Date Comment Alan Gallant SaintJohn, Canada 2020-04-24 Anna maria Scichilone Rothesay Nb, 2020-04-24 Darick Landry Canada 2020-04-25 Jack Allen Moncton, Canada 2020-04-24 Kamryn MacDougall SaintJohn, Canada 2020-04-24 Heather Bujold Fredericton, 2020-04-24 Canada AJ Foote SaintJohn, Canada 2020-04-24 susan robson saintjohn, Canada 2020-04-24 Darick Landry SaintJohn, Canada 2020-04-25 Chris Foote Orillia, Canada 2020-04-25 Ernestine Robichaud Rothesay, Canada 2020-04-25 Rita Rose -Wallace SaintJohn, Canada 2020-04-25 Eric Marks SaintJohn, Canada 2020-04-25 Melissa Russell SaintJohn, Canada 2020-04-25 Coleen Matheson SaintJohn, Canada 2020-04-25 "SaintJohn Energy sells the electricity it buys from NB Power to its customers cheaper than NB Power sells to it's own customers. Saint John Energy proactively performs maintenance on it's system. If a private company were to acquire SJE, the reliability, cost savings and maintenance that we all enjoy would be a thing of the past. These are just a few points of interest. Selling SJE would be a short sighted, short lived "solution " to the city's economic woes." "Leave things the way they are ! No privatizing Stop changing ,when it already is good for us in SJ" 'Jack Allen" "I should" "I do not believe it is in the best interests of thr citizens of Saint John." "I believe in the value that SaintJohn Energy provides to the residents of the city. The power rates of SJ Energy have always been lower than NB Power, it gives many good jobs to citizens of Saint John both of these would be jeopardized if the company is sold to private business. I also think SJ Energy has done a greatjob over the years in maintaining the power grid, response times after storms, etc.. and customer support." "its ours!" "I believe that it's the right thing to do." "Because local utilities are important. Provides jobs and cheaper rates overall" "NB Power was once publicly owned, NBTel was once publicly owned and look at what became of it, we must not allow it to happen with SaintJohn Energy" "This is a beneficial asset to SaintJohn and the residents. The elected people need to stop selling off assets in this city. It's only going to lead to even higher taxes imposed on the little person who themselves can't afford it now!!" "Selling SaintJohn Energy to address the shortcomings of provincial tax policy would be like cutting off your head to cure a headache. SaintJohn benefits far more from having a power utility that can move more nimbly than NB Power and which is not burded by tht utility's stranded costs, history of manipulation by politicians and legacy of debt." "Shame on the city trying to sneak this sale by while the citizens cannot rally to openly oppose it due to COVID social distancing." "It is unacceptable to sell SJE." PJQ:j Name Location Date Eric Marr Rothesay, Canada 2020-04-25 GREGORYZED ROTHESAY, Canada 2020-04-25 Heather McBriarty SaintJohn, Canada 2020-04-26 Justin Tinker SaintJohn, New 2020-04-26 Brunswick, Canada rob van marion Chris patterson Fred Webster Gwen Bezeau Norman Albert Madonna Hatty SaintJohn, NB, 2020-04-26 Canada SaintJohn, Canada 2020-04-26 SaintJohn, Canada 2020-04-26 Quispamsis, 2020-04-26 Canada SaintJohn, Canada 2020-04-26 Canada 2020-04-26 nathan hanscom SaintJohn, New 2020-04-26 Brunswick, Canada Carol Ring Rothesay, Canada 2020-04-26 Shawn Harrison SaintJohn, Canada 2020-04-26 XMTi�il; "The short term fix of Cityfinances through direct payments from or the sale of SaintJohn Energy has been considered by many Councils over the nearly 100 year history of the commission. Historically, this action was unfortunately taken by many of the provincial municipalities leaving their citizens without the benefit of lower rates, better service and greater employment.Presently, SaintJohn Energy has the lowest residential rates in the Atlantic provinces, one of the best reliability rankings in Canada and provides employment to almost 100 people.Dividends taken from the utility must ultimately come from the ratepayers and thus are a form of indirect taxation. Sale of the company would be similar. The purchaser may agree to hold rates for a fixed period of time but would likely raise them to provincial rates (or higher) later. In the meantimejob losses, service and reliability degradation would occur. Remember that the buyer would likely have a profit driven motive.The City perhaps should have access to p" "Truly a huge mistake to encrouch on the success of SAINTJOHN ENERGY..... There are other solutions!!!!" "For the reasons stated above, this council should not sell off the best run and profitable asset the city has, especially not to NB Power which is NOT well run!" "SJ Water is among the most expensive municipal water in the Country. SJ Property Taxes are the highest in the Province. SJ Energy is the cheapest electricity in the Province. Don't sell off one of the remaining advantages to owning a home in SaintJohn!" "I agree with Chris. We need to keep our SJ Energy and let it not go to the company who's name cannot be mentioned. SJ City needs to find better ways generating revenue, instead of these non-startegic short term fixes." "This is owned by the citizens of SaintJohn, it's not for sale" "As is, SJ Energy is of benefit to the community. If sold, it will primarily be of benefit to its shareholders. Leave it, as is." "It's an utility that should be local" "Norman Albert" "Privately owned essential services should not be happening! EVER" "Not for sale" "Stop privatizing public utilities. !! The people never profit from this nor does the city; only the owner gets richer." "I believe SaintJohn Energy is a benefit to the city and should not be sold for short term gain over long term dividends." Wel Name Location Date Comment jan Hohmann SaintJohn, Canada 2020-04-26 "Please do not sell the one of many great things which work.in unison with such a great city... this would be very poor.planning on the city's behalf' Ian Hamilton SaintJohn, Canada 2020-04-26 "It's there's to sell!" Marilyn Winters Quispamsis, 2020-04-26 "Terrible we have to keep fighting this issue !!" Canada Elle Ouellette SaintJohn, Canada 2020-04-27 "It is not theirs to sell." Gilbert Ouellette SaintJohn, Canada 2020-04-27 "Not for Sale" Diana arsenault saintjohn, Canada 2020-04-27 "Because we need to keep this as is" MAUREEN Pinhorn Dartmouth, 2020-04-27 "Maureen PinhornThis needs to stop now!" Canada Maryann Patterson SaintJohn, Canada 2020-04-27 "This company keeps us from many outages because of its maintenance policy. Also shows a small profit which will be gone if sold. Short term gain if sold and not looking forward We get a break on our bills compared to NBPower. That will quickly be gone once sold" brian Buckley SaintJohn, Canada 2020-04-27 "The current 10 per cent discount below NB Power rates will almost certainly be eliminated as a result." Dave Hatfield SaintJohn, Canada 2020-04-27 "I believe this is a bad idea and do not believe in a million years that it's going to be ok. Whoever buys it will screw it up. If it's making a profit, leave it alone." Dianne Mahar Charlottetown, 2020-04-27 "I believe it is not in the best for the City of Saintjohn or it's citizens." Prince Edward Island, Canada Michael Mullen SaintJohn, Canada 2020-04-27 "Selling this asset would be a huge mistake. Signing this petition is not endorsing the political ambitions of anyone and should not be misconstrued as such." Blake Chedore Toronto, Canada 2020-04-27 "I'm signing because this is outrageous. The people of SaintJohn have the power to defeat this sale, because Canada is a democracy." Judy Gilker Saintjohn,nb, 2020-04-27 "I am anry" Canada Gladys LeClair SaintJohn, Canada 2020-04-27 'lot in agreement" Richard Murphy SaintJohn, Canada 2020-04-27 "SJE is currently well run and provides exceptional service, selling it to a private entity will not likely benefit the customers." Linda dempster Saintjohn, Canada 2020-04-27 "The City has been selling everything they have it's time to start hanging on. I've always been with SaintJohn Energy and their service is excellent. I'd like it to continue that way." P49191 Name Location Date Ann Lecouter SaintJohn, Canada 2020-04-27 Leticia Adair SAINTJOHN, 2020-04-27 Patricia slattery Canada 2020-04-27 Bob Ross SaintJohn, Canada 2020-04-27 Victoria Moseley SaintJohn, Canada 2020-04-27 Elaine McManus SaintJohn, Canada 2020-04-27 Sam Adair SaintJohn, Canada 2020-04-27 Dayle Doran SaintJohn, Canada 2020-04-27 Susan Wall Quispamsis, 2020-04-27 Margie Sotolongo Canada 2020-04-28 Shane Billingsley SaintJohn, Canada 2020-04-27 John Mott SaintJohn, Canada 2020-04-27 Brian Stone SaintJohn NB, 2020-04-27 Canada Patricia slattery SaintJohn, Canada 2020-04-27 Rodney Lagace SaintJohn, Canada 2020-04-28 Peter alward SaintJohn, Canada 2020-04-28 David Moore Quispamsis, 2020-04-28 Canada Debbie Burns SaintJohn, Canada 2020-04-28 Sonya Nash SaintJohn, Canada 2020-04-28 Margie Sotolongo SaintJohn, New 2020-04-28 Brunswick, Canada Brian Stone SaintJohn NB, 2020-04-28 Canada Nila McKinnon SaintJohn, Canada 2020-04-28 XM "Ann Lecouter" "Public assets are the best and onlyway to protect public interests.We, the citizens own this utility." "This is a real benefit to the residents of SaintJohn. Sell it, spend the money, then what? If it ain't broke, don't fix it." "More public consultation is necessary." "Power bills are already too expensive; selling would only result in them increasing more - a situation most Saint John-ers can't afford!" "Don't want the Irving's to own absolutely everything" "SJ Energy is one of the very good things in SaintJohn and is always there for us when NB Power is not." "We have a good system in SJ Energy. I would absolutely hate for NB Power to purchase." "The city manager and mayor and council talk the talk about building a sustainable future for the city rather than quick fixes but this proposed action goes against everything mayor Darling and council have been preaching for the last 3-4 years." "The people own SaintJohn Energy not the city." "This is a disastrous idea that should not receive any consideration by council." "Patricia slattery" "They have no right to sell a profitable asset that belongs to the taxpayers." "I want what's best for SJ" "Monopoly" "Common sense" "I feel SaintJohn energy should stay as is no sale" "It's important." "It is the wrong thing to do" "no private owners" 231 IFri M Jon P. Gould Location Date SaintJohn, Canada 2020-04-28 CCTTiTiM "Keep it in our (citizens) best interest. Lower than the provincial rate." P19% April 30, 2020 To Mayor and Council, My letter today is in regards to a request for public input on the proposed cuts to services and possible sale of Saint John Energy. While I understand the impacts of both budget constraints before the outbreak of Covid-19 and since, I think it is important to understand the longer-term ramifications to making short-term decisions. As a taxpayer I would rather see the city run a short-term deficit, and borrow a bit more money, than make changes which will have very negative long-term ramifications. Quality of life and quality of service to citizens matters most, and this needs to stay at the forefront of all decision making. Firstly to consider selling off the venerable Saint John Energy at a time of crisis such as this is inappropriate, and would ultimately result in long-term negative impacts to the citizens. Ratepayers and tenants alike. It would also only serve to be one more item on a list of reasons why the City of Saint John is not better than living somewhere else, making it harder to retain residents both now and in the future, a problem which does not need compounding. In reading the information which I could access, there would only be a 3 year rate guarantee for our residents, after which the rates would be comparable to NB Power, thereby removing one small attractive selling point our city has. The 'unsolicited offer' is being made by a party unknown to the public, for an amount which is not being disclosed. This is also very inappropriate and lacks transparency. The 'unsolicited offer' is being made because that potential buyer clearly recognizes the long-term potential in owning the utility. Can we not also recognize the benefits and potential to retaining ownership of the utility? Saint John Energy was created to ensure a stable and reliable power supply at a discounted rate would be delivered to our citizens. The sale of this publicly owned utility would no longer serve to guarantee that level of high quality service and reliability. Instead it would be put behind profiteering, I need only mention the issues with the water system to remind you that the costs of privatizing our basic services and institutions does nothing to serve the public good over the long-term. Energy in this country, like water, healthcare and other services should never be privatized. These are the foundations on which Canada is built, and the slow erosion of them takes away what makes us different than our'cousins' South of the border in the USA. Do not sell Saint John Energy, or any other publicly owned service or utility. To keep my letter brief I will only touch on one other point today, which is the suspension or cancellation of the Heritage Grant Program. Unlike other development incentives which are top heavy with management costs (there is no need to have two organizations for economic development, these should be merged and positions eliminated), the Grant program for Heritage buildings ensures that there is actually money being spent here in the city. No need for expensive overhead, advertising, additional outside office space or other top-level positions. For example, by providing a modest $2,000 grant, we would see an P4dc3 additional $6,000 of private investment in that same project. The refinishing of a brick facade alone can cost many times that. There are recent examples in the last few years which the city staff and board of the Heritage program could provide to you. This is real, tangible return on investment and a great way to increase the tax base of the city is to expand the program and include more buildings in it, not cut it. Heritage buildings and the grant program which supports them improve the intangible values we take for granted, such as streetscapes, a feeling of warmth and belonging, permanence and positive energy, as supported by the 'broken windows theory'. Not only that, but the money from the private sector is spent first, then the reimbursement for part of the costs comes from the city. This is the opposite of other so-called 'hand-outs' from the city coffers. If we expect heritage property owners to maintain their buildings to a high standard, an incentive is the way to go. Unlike a large percentage of the money spent on Grow SJ or Enterprise SJ, the money spent on a modest heritage grant program goes to local suppliers and contractors, further supporting our economic base in the local community. The whole concept of 'buy local'. The program also ensures that we keep our heritage buildings in good repair, so that locals and tourists alike can enjoy them for years to come. If we consider the return on investment, we only need to look at the staff supplied numbers on increased tax base revenue, generated from the improvement and increased maintenance of heritage buildings. You will find the numbers easily through a staff request, or re -read the particulars from the South Central Peninsula reports. No difficult calculations needed. Cut things like the Heritage Grant Program, and you cut away at the small economic base of this city, erode our built heritage and impact not only small local contractors and suppliers, but also the tourism trade which will return to Saint John and is based largely on the remaining heritage stock of the city. Best regards, Christopher Osborne Life -Long Resident of the City of Saint John MCMI April 27, 2020 Members of Common Council Beware of the Bottom Feeders While listening to the CBC news this morning I learned that the City has received an unsolicited bid to buy Saint John Energy from an "unknown entity". Anyone that has been paying attention knows that the City of Saint John faces some serious financial challenges over the next couple years. Revenue collected from all sources of income including an unconditional grant from the province of $16 to $18 million dollars will leave the City short of budget requirements by about $10 million dollars for years 2021 and 2022. Since the financial squeeze is on I'm not surprised that some entity would step up to the plate wanting to buy one of Saint John's crown jewels. What worries me is during desperate times people, including our elected officials, make ill conceived, irrevocable, desperate decisions. Hold on there sports fans! Saint John Energy is one of best run utilities in Canada, why in the name of rational thinking and common sense would we remotely entertain selling Saint John Energy and in the process lose control over the future price of services to be delivered to the Saint John consumer? Let me take you back a few years. Several years ago while I was sitting on the Board of Directors of a well know non-profit organization we found ourselves in a rather precarious financial situation. During one of our monthly meetings the President presented us with an "unsolicited" bid for one of our properties. A number of the directors were prepared to take the offer. As I said before, desperate people, sometimes, make ill conceived, irrevocable desperate decisions. Calmer heads prevailed and sensible questions were asked like: Has the property been appraised by a real estate company? Has the property been listed on the market? The property was eventually sold for an amount tens of thousands more that the original "unsolicited offer". Most folks will remember in October 2009 Hydro -Quebec dangling an estimated $5 billion in front of Liberal leader Shawn Graham's nose to purchase NB Power's nuclear and hydro generating stations, the transmission system and other assets were on the table as well. Thank God our irate, more rational New Brunswick public said "No" and NB Power remains today a New Brunswick public owned asset. The Dow Jones Industrial Average (the Dow) of the 30 top -performing U.S. companies hit an all- time high of 29,551 on February 12th, 2020...... and then the shit hit the fan. Covid-19 was beginning to take it's toll in the US and Monday, March Stn the DOW plunged over 2000 points, the worst day since the market crash in 2008. There's no question, thousands of investors bailed and sustained huge financial losses. In the meantime calmer heads, with long term investment objectives sat with tons of cash quietly waiting for investors to panic so they could scoop up shares for, in many cases, less that the shares break-up value. A bottom feeder is a derogatory term for someone who buys distressed properties; one who profits from the misfortunes or poor management of others. In this case we have an "unknown entity" that "perhaps" sees a financially distressed City and an opportunity to acquire a well-run organization and in doing so have a secure, guaranteed revenue stream for decades to come. The solution to Saint John's financial problems will not be found by selling profitable, efficient assets. Or by going hat in hand to the province or surrounding municipalities asking them to rescue us as the result of our decades of municipal financial mismanagement. The solution to our current critical financial situation is for Common Council to put in place Municipal Benchmarking and demand that ALL City Departments: Fire, Police, Municipal Works, Administration, etc., meet or exceed the national per capita cost of delivering services. Should this be done I feel confident we would bring expenditures in line with property tax revenue . Financial rescue packages by the province or our more financially accountable neighbours and the sale of valuable assets will only temporarily forestall the inevitable and yet another Saint John financial crisis, with nothing left to sell. Think about it. Herb Duncan Herb Duncan 091.1 April 27, 2020 To the Mayors of Municipalities with a Public Library Your Worship: I am forwarding you the attached letter because your municipality is a vital partner in the ongoing existence and operation of the New Brunswick public library system. As participating municipalities, you provide a significant part of the funding of public libraries: you provide the space for libraries, the maintenance of that space, the equipment (furniture, shelving, computers, circulation desks, etc.) and appoint trustees to the local public library board. Without the municipalities, the public library system in New Brunswick would simply not exist. The recent appointment to the position of Provincial Librarian/Executive Director of New Brunswick Public Library Service (NBPLS) of a person who does not have the required qualifications (Master of Library and/or Information Studies (MLIS) and extensive library management experience is very troublesome and should be a concern to you. As the former Provincial Librarian/Executive Director of NBPLS, I have written to Premier Higgs to ask for an independent review of the recruitment process that took place to appoint this unqualified person to that position. People from every corner of the province have expressed and continue to express their dismay at this appointment. P49Y/ Le 27 avril 2020 Aux maires des municipalites ayant une bibliotheque publique Monsieur le maire / Madame la mairesse, Je vous transmets la lettre ci-jointe parce que votre municipalite est un partenaire indispensable permettant 1'existence et le fonctionnement du reseau des bibliotheques publiques du Nouveau -Brunswick. En tant que municipalites participantes, vous fournissez une part importante du financement des bibliotheques publiques : les edifices ou sont loges les bibliotheques (et leur entretien), ainsi que le mobilier et 1'equipement necessaire (ordinateurs, etageres, comptoirs de pret, etc.). Vous nommez aussi les membres des commissions de bibliotheque. Sans les municipalites, le reseau des bibliotheques publiques n'existerait tout simplement pas. La recente nomination au poste de bibliothecaire provincial.e/direction generale du Service des bibliotheques publiques du Nouveau -Brunswick (SBPNB) dune personne qui n'a pas les qualifications requises (Maitrise en bibliotheconomie et/ou sciences de l'information (MBSI) et une experience chevronnee dans le domaine de la gestion des bibliotheques) est tres inquietante et devrait vous preoccuper. A titre d'ancienne bibliothecaire provinciale/directrice generale du SBPNB, j'ai ecrit au Premier ministre Higgs afin de lui demander de mener un examen independant du processus de recrutement qui a eu lieu pour nommer une personne non qualifiee a ce poste. Des gens de tous les coins de la province ont exprime et continuent d'exprimer leur consternation face a cette nomination. I am asking your Worship and council to consider writing to the Premier also requesting an independent review of the recruitment process that took place. As a major partner in delivering public library service to your community and in the province, your input to the Premier on this issue would matter and ensure that the provision of public library service is not compromised in the future. I would like to thank you for considering such action. Warmest regards, Sylvie Nadeau, Retired Provincial Librarian/ Executive Director of NBPLS Attachments: - Letter sent to the Premier on April 14, 2020 - Letter to the Editor published in Telegraph Journal on April 22, 2020 Copy: NB Library Trustees Association Inc. Union of Municipalities of NB Cities of NB Association / Association des Cites du N. -B. Association francophone des municipalites du N. -B. P4c1:3 M. le maire/madame la mairesse, je vous demande, ainsi qu'a votre conseil municipal, de considerer la possibilite d'ecrire, vous aussi, au Premier ministre afin de lui demander de mener un examen independant du processus de recrutement qui a eu lieu. En tant que partenaire de premier plan dans la prestation des services de bibliotheque publique dans votre collectivite et dans la province, toute intervention de votre part aupres du Premier ministre concernant cette question aura du poids et permettra d'assurer que la prestation des services de bibliotheque publique nest pas compromise dans I'avenir. Vous remerciant de prendre le temps de considerer cette intervention, je vous prie d'agreer 1'expression de mes plus respectueuses salutations. Sylvie Nadeau, Bibliothecaire provinciale/ Directrice generale du SBPNB a la retraite Pieces jointes: - Lettre envoyee au Premier ministre le 14 avril 2020 - Lettre publiee dans le Telegraph Journal le 22 avril 2020 (traduction) Copie : Association des commissaires de bibliotheque du N. -B. Inc. Association francophone des municipalites du N. -B. Union of Municipalities of NB Association des Cites du N. -B. / Cities of NB Association April 8, 2020 The Honorable Blaine Higgs Premier of New Brunswick Place Chancery P.O. Box 6000 Fredericton, NB E313 51-11 premier inistre(a.gnb.ca Dear Mr. Premier: My name is Sylvie Nadeau. I was the Provincial Librarian/Executive Director of New Brunswick Public Library Service (NBPLS) for 20 years, until my retirement at the end of December 2019. 1 just returned from a 2 -month vacation out of the country to celebrate my retirement, and I have just learned the news of the appointment of the new Provincial Librarian / Executive Director. Before I get further into the object of my letter, I would like to congratulate you and thank you for your decisiveness and strong leadership during the COVID-19 pandemic, which may unfortunately continue to unfold for quite a while. With respect for your leadership role vis-a-vis the COVID-19 pandemic, I have delayed sending this letter. I am hoping that it arrives at a time when you have an opportunity to review the issues raised and take appropriate action to rectify a flawed and damaging process — unsettling and unfair to the people of New Brunswick. Mr. Premier, I have to tell you that although I am shocked and very disappointed about the decision that was made to appoint a person without the required Master degree in Library and/or Information Studies (MLIS) and library management experience to the position of Provincial Librarian/Executive Director of New Brunswick Public Library Service, I have to say that I am not totally surprised. This may have been in the making for a while. To tell you the truth, when I saw the recruitment ad that was released in November, I feared that something like that would happen. As a citizen, I have listened to you on numerous occasions through the media. From what I have heard or read you say, my understanding is that you wanted to be the Premier of New Brunswick to ensure that the province would prosper. I also understood that you believe in integrity, as well as fair practices and sound decision making based on facts. So here I am, a retired civil servant. I am now a citizen only, and you are my Premier. Over the years, I heard many times that the Government of New Brunswick wants to be the best employer, as well as to attract and retain the best and the brightest employees. The New Brunswick public library system and New Brunswick Public Library Service (the Branch of government overseeing it and managing it) have been built and developed during a period of 66 years by generations of qualified professional librarians in senior management roles, as well as qualified and talented staff at all levels. 0910.1 Mr. Premier, I do not know if anyone tried to convince you (or government) otherwise, but it is a fact that professional librarians are also very good managers. Their track record is there to prove it in New Brunswick. To me, the extraordinary public library system that we have in place today in New Brunswick is like a cathedral. I compare it to a cathedral because these beautiful buildings that we can see and visit around the world were built by generations of extraordinarily passionate and committed people who shared a common vision and a profound faith in the greater good — something beyond themselves. These constructions also required a lot of skills and know-how. As you know, a person does not become an architect by being given some large sheets of paper and pens to draw. A person does not become a stone mason who can build stone walls by being given a bucket of mortar and some tools. Both require years of learning and apprenticeship. So why did the government of New Brunswick appoint to the position of Provincial Librarian/Executive Director of New Brunswick Public Library Service a person who does not have the appropriate educational qualifications (Master of Library and/or Information Studies) and the relevant/related years of "library management" experience? Why did the government do that when there were highly qualified, talented and experienced internal candidates (within New Brunswick Public Library Service) with the Master of Library and/or Information Studies degree and the years of demonstrated library management experience? Mr. Premier, I do not know if you have been made aware of this, but the recruitment ad that was published by government last Fall did not meet the qualifications and level of experience laid out in the Position Description Questionnaire (PDQ) that was submitted and approved by the Government of New Brunswick - Office of Human Resource's Classification committee when the position was duly classified at the Pay Band 9 level about 10 years ago. The minimum requirements stated in that official, approved, Position Description Questionnaire document are the following: "'MUS (Master of Library and/or Information Studies) with 9 years of progressive experience including management and supervision of library operation. Knowledge of large network library system is essential." (with no equivalency clause) This Position Description Questionnaire is the key government document that defined this position and determined its right classification at the Pay Band 9 level based on all the responsibilities it involves as well as the high level of academic and specialized library management experience requirements. From an administrative point of view, once approved, the Position Description Questionnaires are to be used to create job specifications ("specs"), job descriptions and recruitment ads. All these documents work together and are supposed to be aligned. This is how it is supposed to work. When I announced my retirement in September 2019, to assist with the process I provided the Human Resources Officer working on this file and my Assistant Deputy Minister the recruitment ad from 20 years ago, as well as a copy of the approved Position Description Questionnaire so the recruitment ad could be updated based on this key document. PZ1IR Mr. Premier, over the past 66 years, the position of Provincial Librarian has always required professional librarian qualifications and extensive experience in the "library management" field. And it was always filled with people with those qualifications. The recruitment ad that was released in November 2019 stated the following requirements: "A Master's degree in Library and/or Information Studies from an ALA accredited programs, with a minimum of (8) years of progressively responsible related work experience, including at least three (3) years of Management experience in a complex operational environment involving responsibility for human and financial resources. A combination of education, training and experience may be considered." Although the Master degree of Library and/or Information Studies requirement was stated in the recruitment ad, the following important text from the Position Description Questionnaire was missing in that ad: "with 9 years of progressive experience including management and supervision of library operation. Knowledge of large network library system is essential." And what has been added to the recruitment ad is also important: "with a minimum of (8) years of progressively responsible related work experience, including at least three (3) years of Management experience in a complex operational environment involving responsibility for human and financial resources. A combination of education, training and experience may be considered."— which is not coming from the Position Description Questionnaire. The wording of the recruitment ad is not without consequence because by removing the "library management" experience component, and adding the broader wording and the equivalency clause, it opened the door to all kinds of interpretations to allow a wide range of equivalencies. This obviously had a direct impact on the screening process to select the candidates who would be invited to an interview. As a next step, it allowed the appointment of a candidate without a Master of Library and/or Information Studies and the library management experience. Why? Can someone explain how and why the recruitment ad would stray so far from the qualifications described in the approved Position Description Questionnaire? Why was the recruitment ad written and approved this way? This had to be intentional. But again why? What was the agenda behind this? Why and how was it approved and released with wording that was not in line with the Position Description Questionnaire. I believe that the classification of the position would have never been approved at the Pay Band 9 level if the description of the qualifications in the Position Description Questionnaire would not have indicated the absolute necessity of having a Master degree in Library and/or Information Studies as well as 9 years of progressive experience including management and supervision of library operation. — in addition to indicating that knowledge of large network library system is essential". When my Assistant Deputy Minister (who was in place last Fall) was appointed to his position about five (5) years ago, one of the first thing he told me in our first phone conversation was that anybody with some management experience could do my job and it did not need to be a professional librarian. I never quite understood why we were having this conversation. Needless to say that I was shocked by his comment. I had never been treated that way in all my previous 15 years as Provincial Librarian Pz1i /Executive Director of New Brunswick Public Library Service. Of course, I reacted strongly to his statement and told him that I disagreed. I also explained that I was shocked that the Department of Post -Secondary Education, Training and Labour, a Department dedicated to higher learning and providing financial assistance to New Brunswickers (so they could leave the province to enroll in a Master degree in Library and/or Information Studies, and return eventually to New Brunswick to contribute to our society and our library system) would adhere to the opinion that post -secondary education and specialized degree at the master degree level did not matter and had no value. To be honest with you, I could not believe, at the time, that the strong opinion he expressed represented the position of the Department or of the government. I thought that it was only his personal opinion. I have to say that during most of my 20 years career as Provincial Librarian/Executive Director of New Brunswick Public Library Service, my qualifications as a professional librarian, my library management experience, as well as my loyal service and expertise were valued and respected by various Assistant Deputy Ministers, Deputy Ministers and Ministers, as well as by my staff, colleagues, and stakeholders across the province. In those past few years, knowing that my Assistant Deputy Minister was of the opinion that anybody with some management experience could manage anything — including New Brunswick Public Library Service, I kept hoping that the performance and the results delivered by New Brunswick Public Library Service would convince him otherwise. In other words, I thought that facts would speak for themselves and would matter. Mr. Premier, New Brunswick Public Library Service is a very well managed branch of government as demonstrated by its solid track record. I can assure you that I gave it my all for 20 years at the helm of New Brunswick Public Library Service. My management style was one focused on team building, collaboration, consensus building, relationships building across the province, openness, transparency, as well as development and empowerment of others around me. I also deeply believed — and still do — in the mission of public libraries. I never counted my hours. I was loyal to all governments of the day and to our ultimate clients — New Brunswickers and library patrons. I was deeply committed to providing the best service possible to the public in spite of ongoing financial challenges. I was also determined to make sure that New Brunswick public library system would be leading and not lagging behind the rest of the country. The New Brunswick public library system that I left at the end of 2019 stands strong and proud in the province and in the country. It is a New Brunswick success story as attested by last summer consultation that went around the province, the report published recently by the well-known economist Dr. Herb Emery and his team from the University of New Brunswick Institute for Research, Data and Training, and the Newfoundland and Labrador report prepared for that province a few years ago in which the consultant hired to do the work for a major national consulting firm (a consultant who happened to be a retired New Brunswick Deputy Minister who oversaw New Brunswick Public Library Service in at least two (2) of his departments over the years) recommended that the province of Newfoundland and Labrador may want to consider adopting some sound management practices as well as some structural and strategic elements from New Brunswick Public Library Service. I am also very proud to say that when I left, solid succession planning was in place — senior professional librarians in senior managing roles were ready (and had the highest competencies) to step in. These are facts. 4 I think I may have been naive to think that facts and New Brunswick Public Library Service achievements over the years would speak for themselves and provide due respect to the generations of professional librarians and library staff who gave it all. I know for a fact that three (3) senior talented professional librarians who have been working within New Brunswick Public Library Service in senior management roles for many years contacted me to ask me if they could put my name as a reference for them because they were considering applying or had already decided to apply. I responded to each of them that I would be pleased to provide reference for them. I know that at least two (2) of them were interviewed for the position, but I did not receive any call to provide reference for any of them. Over the past 20 years, I was probably one of the first senior managers within government to actively recruit and repatriate young New Brunswickers as they were graduating with their Master of Library and/or Information Studies from various universities. New Brunswick Public Library Service offered them acting opportunities, work placements, work project, so we could bring them back to New Brunswick as soon as they graduated because my colleagues and I within New Brunswick Public Library Service knew that it was the best way to repatriate and retain professional librarians for the long term. I am very proud to say that these recruits are now at every levels of New Brunswick Public Library Service in positions such as Library Managers and Directors, specialized librarians (such as Reference Librarians, Children's Librarian, Public Service Development Librarians, Indigenous Service Librarian, Head of Units (at the regional and provincial office levels)), Assistant Regional Directors, Regional Directors, as well as in various positions at the provincial office. This ongoing repatriation initiative has been a tremendous success. It provided opportunities to young, talented and qualified professional librarians to come home and begin their career here. I am proud to say that they have contributed tremendously to the development of New Brunswick Public Library Service, providing innovative ideas and staffing stability (because New Brunswickers returning to New Brunswick want be here for the long term) while stimulating sound succession planning (so many talented professional librarians who are ready and eager to step up in various other positions within New Brunswick Public Library Service. It is important to note that for professional librarians, librarianship is more than a job, it is a profession and a passion. When they join New Brunswick Public Library Service, they do not see this simply as a stepping stone to go into the larger Government of New Brunswick. The fact is that the great majority of them have stayed, thrived and have brought a significant contribution to the development of New Brunswick Public Library Service over the years. New Brunswick Public Library Service has an incredibly positive track record in term of employees' retention — they knew they could grow within the organization. However, the recent government decision regarding the appointment of the new Provincial Librarian/Executive Director of New Brunswick Public Library Service may now cast a doubt on all that. I can only imagine how that decision may have disappointed and demoralized many of them. New Brunswick Public Library Service was not built overnight. It was built patiently, step by step, stone by stone, by generations of professional librarians who were visionary, hard workers and who became mentors to following generations. Mr. Premier, it is also essential to recognize that for the Provincial Librarian/Executive Director position, educational qualifications and senior library management experience are also vital to the advocacy role necessary for public library development in changing times. The Provincial Librarian/Executive Director Pz191 is a chief advocate for public library services — to the public, to stakeholders, and within government itself. The appointment of a person who is not a professional librarian and who has no experience in the "business" of developing and managing public libraries and public library systems is incomprehensible and unacceptable to me. It also sends an incredibly demoralizing and frightening message to anyone working within NBPLS at the moment as well as to the public. Those who are born and bred in New Brunswick as well as those who moved here believing it was worth their time to invest their energy in a career in the New Brunswick public library system and within the Government of New Brunswick may now have doubt about their choice. When I became Provincial Librarian/Executive Director of New Brunswick Public Library Service 20 years ago, I felt that I was given a great opportunity to work hard for the long term and make a difference with others. In 1997-1998, the government had decided to eliminate the regional library boards, and all of a sudden, all the employees became New Brunswick Public Library Service (Government of New Brunswick) employees instead of being employed by regional boards in the regions. We had an incredible challenge in front of us which was to, together, become a truly provincial organization. Provincial Office and Regional Offices management joined forces through a Provincial Management Team and a structure of various provincial committees involving staff from all regions in specialized services such as children's services, cataloguing, public services development, statistics reporting, and so on. For example, it took approximately 7 years of teamwork and consensus building just to bring standardization to the classification of libraries and bring equity and consistency to level of responsibilities, salaries and classification of positions across the province — and this was done in a positive collaborative effort. Over these past 20 years, New Brunswick Public Library Service has become the unified provincial organization that elected officials ordered us to create following the review of the New Brunswick Public Libraries Act, and the establishment of the New Brunswick Public Libraries Board and the New Brunswick Public Libraries Foundation Board. I am proud to report that we have succeeded. This is a fact. Today, we have a solid, unified, New Brunswick public library system that is well managed by New Brunswick Public Library Service. We have solid sets of provincial policies and guidelines, successful ongoing provincial programs and initiatives, successful partnerships such as those with cultural and patrimonial institutions, a thriving New Brunswick Public Libraries Foundation, a committed New Brunswick Public Libraries Board, and strong strategic and operational planning processes delivering consistently positive results. I could go on and on. New Brunswick Public Library Service and the New Brunswick public library system are truly a provincial treasure. This did not happen by magic. It is the result of an incredible amount of work carried on by hundred and hundred of New Brunswick Public Library Service employees at all levels over the years. And it was all funded by New Brunswickers. The investment of the citizens of New Brunswick into creating that success story must be preserved so it can continue to evolve positively in the future based on facts and the ongoing contribution of talented, knowledgeable, committed and passionate qualified staff and management team. Yes, passionate and qualified! This is also a fact. ri QUE11 Mr. Premier, it appears to me that the recruitment process for the new Provincial Librarian/Executive Director of New Brunswick Public Library Service was carefully planned and executed, but profoundly flawed. Whoever directed this must have felt quite powerful, untouchable and invincible to think this would go unnoticed and unchallenged. As the retired Provincial Librarian/Executive Director, I see it as a misguided disrespect to the public and against a profession and generations of professional librarians and library staff who have built New Brunswick Public Library Service. The facts I outlined in my letter, and the legacy of generations of library staff who have worked within New Brunswick Public Library Service and professional librarians who managed the public library system to make it what it is today, have been trampled on. I read in the media that a justification for this appointment was the Corporate Talent Management Program. This is at the least "farcical". First of all, this program, to my knowledge, was not designed or intended to be used to appoint unqualified candidates to positions. However, I have to point out that I believe that its design opened the door to this type of abuse. Only a small number of government employees are registered in this program and it does not include all very talented Government of New Brunswick (including New Brunswick Public Library Service) employees. Secondly, nowhere in the recruitment ad was it indicated that candidates enrolled in this program (even if they were unqualified) would be given priority — fairness and transparency should have required at least such a statement. As a citizen, this appointment gives me grave concerns that this might be the new way that the government is going to fill positions anywhere in government in the future: by manipulating the recruitment ads (beyond their officially approved requirements) to "tailoring" them in order to facilitate particular agendas, political appointments, favoritism, friendships, and what else... Mr. Premier, I understand from media reports that the candidate appointed to the position of Provincial Librarian/Executive Director of New Brunswick Public Library Service does not even have the basic qualifications to be considered for a Library Manager position of a small library at a Pay Band 2 level — because these positions require at least a bachelor's degree. I believe the competition process was seriously flawed from the beginning in unacceptable ways for a fair, transparent, and exemplary government and civil service. I also believe it would be important for government to review every step of the process that took place: the writing and approval of the recruitment ad, the screening of candidates, the interviews, the composition of the panel that conducted the interviews, the use of the Corporate Talent Management Program, the linguistic assessment, as well as the appointment itself. I believe that my Assistant Deputy Minister was on the interview panel because he told me he would be. I also believe that the Human Resources Officer responsible for the competition would have been on the panel (it is a normal procedure). And then, there is always a 3rd person to ensure balance. I assumed that perhaps the Deputy Minister might also be on the panel. In positions at that level, it is my understanding that it would usually involve, in addition to the direct supervisor and a Human Resources Officer, another high-level civil servant such as another Assistant Deputy Minister or a Deputy Minister — this is how it was done when I was interviewed for the position 20 years ago. Mr. Premier, I am sure that you could quickly identify the composition of the panel. Another important point is that there should never be a conflict of interest on an interview panel in relation to any candidate. Those are the simple rules I have been taught in my 20 years of involvement with recruitment working with Human Resources Services within Government of New Brunswick. Mr. Premier, I believe that you have the duty to ensure that a comprehensive, in-depth and independent review of the entire recruitment process that took place to appoint the new Provincial Librarian/Executive Director of New Brunswick Public Library Service is carried on. Only such a review would allow you to have all the facts in hands. And only such a review could reassure the people of New Brunswick. Needless to say, this review should not be conducted by the Department of Post -Secondary Education, Training and Labour to avoid any perception of conflict of interest. Mr. Premier, I believe that it was my duty to write this letter in order to alert you and give you the opportunity to correct this unfair, unjustifiable and incomprehensible decision. I trust that you will act with integrity when you have all the facts. If you happen to discover that due processes were not followed or that there were flaws, the government has the power and duty to cancel the competition (even after a few months), rescind the appointment and begin a new process in whole or in part. I believe this type of actions has been done in the past. Mr. Higgs, you are our Premier. This happened under your watch. I sincerely hope that you will look into this with all the seriousness it deserves. New Brunswick citizens and civil servants deserve nothing less. Sincerely, Sylvie Nadeau Printed signed letter sent by mail to the Premier Retired Provincial Librarian / Executive Director of New Brunswick Public Library Service Citizen of New Brunswick 275 Queen Street, St. Andrews, NB E513 1E7 2. . e.r.(c .k.el.lal. ant..n.et (506) 529-4796 C.c.: New Brunswick Public Libraries Board New Brunswick Public Libraries Foundation NB Library Trustees Association Presidents of local public library boards Atlantic Provinces Library Association -Trecia M. Schell, President Association canadienne des professeures et professeurs d'universite Assemblee des bibliothecaires de I'Universite de Moncton, campus de Moncton — Nathalie Richard, presidente David Coon, Leader of the Green Party of NB Kevin Vickers, Leader of the Liberal Party of NB E3 Kris Austin, Leader of the People Alliance Party of NB Robert Gauvin, Independent Member of the Legislative Assembly Bobbi -Jean MacKinnon, CBC Jean -Philippe Hughes, Radio -Canada Cedric Thevenin, Acadie Nouvelle Kevin Bissett, Canadian Press Barbara Simpson, Telegraph Journal Andrew Waugh, Telegraph Journal CTV News Global News Pz1FA Le 8 avril 2020 L'Honorable Blaine Higgs Premier ministre du Nouveau -Brunswick Place Chancery C.P. 6000 Fredericton, NB E3B 5H1 pre ier inistre(a.gnb.ca M. le Premier ministre, Mon nom est Sylvie Nadeau. J'ai occupe le poste de bibliothecaire provinciale/directrice generale du Service des bibliotheques publiques du Nouveau -Brunswick (SBPNB) pendant 20 ans, Boit jusqu'a ma retraite a la fin du mois de decembre 2019. Je suis recemment revenue dans la province apres un voyage de deux mois a 1'etranger afin de celebrer ma retraite. C'est a mon retour que j'ai appris la nouvelle de la nomination du nouveau bibliothecaire provincial/directeur general du Service des bibliotheques publiques du Nouveau -Brunswick. Avant de passer au sujet de ma Iettre, je voudrais d'abord vous remercier et vous feliciter pour votre leadership et la maniere resolue avec laquelle vous avez pris des decisions depuis le debut de la pandemie du COVID-19, une situation qui pourrait malheureusement perdurer pendant un certain temps. Par respect face aux exigences de vos responsabilites liees a la pandemie du COVID-19, j'ai retarde 1'envoi de cette Iettre. J'espere toutefois qu'elle vous arrivera a un moment ou vous aurez la possibilite d'examiner les points que je souleve et de prendre les mesures appropriees afin de corriger un processus prejudiciable qui a de nombreuses failles — une situation injuste et troublante pour la population du Nouveau -Brunswick. M. le Premier ministre, je dois vous dire que bien que j'aie ete consternee et d6�ue d'apprendre la decision qui a ete prise de nommer une personne ne possedant pas une Maitrise en bibliotheconomie et/ou sciences de l'information (MBSI) et sans experience dans la gestion des bibliotheques au poste de bibliothecaire provincial.e/direction generale du Service des bibliotheques publiques du Nouveau - Brunswick, je dois aussi vous dire que la decision ne m'a pas completement surprise. En effet, it est possible que Cela se preparait depuis un certain temps. Pour vous dire la verite, quand j'ai lu I'annonce de recrutement qui a ete diffusee en novembre, j'ai craint qu'une telle chose puisse se produire. En tant que citoyenne, je vous ai suivi dans les medias. Selon ce que je vous ai entendu et lu dire, j'ai compris que vous vouliez devenir le Premier ministre du Nouveau -Brunswick afin de vous assurer que la province soit prospere. J'ai aussi compris que vous croyez en l'importance de I'integrite, de pratiques equitables et de prises de decisions fondees sur des faits. Alors me voici aujourd'hui, une fonctionnaire a la retraite. Je suis dorenavant seulement une citoyenne, et vous etes mon Premier ministre. Au fil des ans, j'ai entendu a plusieurs reprises que le gouvernement du Nouveau -Brunswick voulait etre le meilleur employeur qui Boit, et attirer et retenir les employes les plus competents et les plus prometteurs. Pzf:1 Le reseau des bibliotheques publiques du Nouveau -Brunswick et le Service des bibliotheques publiques du Nouveau -Brunswick (la direction du gouvernement qui administre le reseau) ont ete mis sur pied et developpes au cours dune periode de 66 ans par des generations de bibliothecaires profession nel.le.s diplome.e.s qui y ont assume des roles de gestion a un niveau eleve, ainsi que par du personnel qualifie et talentueux a tous les niveaux de l'organisation. M. le Premier ministre, je ne sais pas si des gens ont essaye de vous convaincre (ou de convaincre le gouvernement) du contraire, mais c'est un fait que les bibliothecaires profession nel.le. s sont de tres bons gestionnaires. Leur reputation et les resultats de leur travail le prouvent sans equivoque au Nouveau -Brunswick. Je crois que nous pouvons comparer 1'extraordinaire reseau des bibliotheques publiques que nous avons en place aujourd'hui au Nouveau -Brunswick a une cathedrale. Selon moi, la comparaison est pertinente parce que ces magnifiques edifices que nous pouvons visiter un peu partout dans le monde ont ete b6tis par des generations de personnes animees par une passion hors du commun et un engagement extraordinaire. Ces personnel etaient aussi unies par une vision commune et une foi profonde envers le bien commun — soit en quelque chose qui les depassait. Ces constructions ont aussi necessite de nombreuses competences et du savoir-faire. Comme vous le savez, une personne ne devient pas architecte simplement parce qu'on Iui a remis entre les mains de grandes feuilles de papier et des crayons pour dessiner. De meme, une personne ne devient pas un magon qui peut eriger des murs de pierre simplement parce qu'on Iui a remis un seau contenant du mortier et quelques outils. Ces deux professions necessitent des annees deformation et d'apprentissage. Alors pourquoi le gouvernement du Nouveau -Brunswick a-t-il nomme au poste de bibliothecaire provincial.e/direction generale du Service des bibliotheques publiques du Nouveau -Brunswick une personne ne possedant ni la formation academique requise, soit la Maitrise en bibliotheconomie et/ou sciences de l'information, ni les annees d'experience pertinentes dans le domaine de la « gestion des bibliotheques 0 Pourquoi est-ce que le gouvernement a pris cette decision alors qu'il y avait des candidat.e.s (au sein du Service des bibliotheques publiques du Nouveau -Brunswick) qui etaient hautement qualifie.e.s et competent.e.s, et qui detenaient les annees d'experience requises dans le domaine de la gestion des bibliotheques? M. le Premier ministre, je ne sais pas si vous savez ceci, mais I'annonce de recrutement qui a ete publiee par Ie gouvernement I'automne dernier n'etait pas conforme aux qualifications et au niveau d'experience indiques dans le Questionnaire de Description de Poste (QDP) qui a ete soumis au comite de classification (des postes) du Bureau des ressources humaines du Gouvernement du Nouveau - Brunswick it y a environ 10 ans. Suite a 1'examen de ce document, ce comite avait officiellement approuve la classification de ce poste au niveau de Mchelle salariale 9. Les exigences minimales requises qui sont indiquees dans ce document officiel qui a ete approuve sont les suivantes : Maitrise en bibliotheconomie et/ou sciences de Pinformation (MBSI), ainsi que 9 annees d'experience croissante, incluant la gestion et la supervision de bibliotheques. La connaissance de Brands reseaux de bibliotheques est essentielle (traduction). (sans clause d'equivalence) Ce Questionnaire de Description de Poste est un important document du Gouvernement du Nouveau - Brunswick car it definit le poste tout en ayant servi a determiner sa classification adequate au niveau de I'echelle salariale 9 en fonction de 1'ensemble de ses responsabilites, ainsi que du haut niveau academique et de 1'experience specialisee en gestion de bibliotheque qui sont requis. Sur le plan administratif, une fois approuve, le Questionnaire de Description de Poste sert a rediger les specifications du poste ((< specs. »), la description de poste ainsi que I'annonce de recrutement. Ces divers documents forment un ensemble qui est cense etre coherent. C'est la fa�on dont cela est suppose fonctionner. Lorsque, en septembre 2019, j'ai annonce ma decision de prendre ma retraite, j'ai transmis a I'agente des ressources humaines qui gerait ce dossier et a mon sous-ministre adjoint I'annonce de recrutement d'il y a 20 ans ainsi qu'une copie du Questionnaire de Description de Poste qui avait ete approuve afin que I'annonce de recrutement puisse etre mise a jour en fonction de ce document officiel cls. M. le Premier ministre, au cours des 66 dernieres annees, le poste de bibliothecaire provinciaLe a toujours necessite les qualifications de bibliothecaire professionnel.le ainsi qu'un nombre eleve d'annees d'experience dans le domaine de la « gestion des bibliotheques ». Et le poste a toujours ete comble avec des personnes possedant ces qualifications. L'annonce de recrutement qui a ete diffusee en novembre 2019 indiquait les exigences suivantes : Posseder une maitrise en bibliotheconomie et/ou sciences de 1'information d'un programme accredits par PALA, au moins huit (8) annees d'expnrience caracterisees par des responsabilites croissantes relines dont au moins trois (3) annees d'expnrience a titre de gestionnaire dans un cadre opsrationnel complexe comprenant des responsabilites en ressources humaines et financieres. L'nquivalent en education, en formation et en experience pourrait etre considers. Bien que la Maitrise en bibliotheconomie et/ou sciences de l'information soit indiquee dans I'annonce qui a ete diffusee, le texte du Questionnaire de Description de Poste qui manque dans I'annonce de recrutement est important : ainsi que 9 annees d'experience croissante, incluant la gestion et la supervision de bibliotheques. La connaissance de grands reseaux de bibliotheques est essentielle — n'apparait pas dans I'annonce. Et ce qui a ete abuts dans I'annonce est aussi important : « (... ) au moins huit (8) annees d'expnrience caracterisees par des responsabilites croissantes relines dont au moins trois (3) annees d'expnrience a titre de gestionnaire dans un cadre opsrationnel complexe comprenant des responsabilites en ressources humaines et financieres. L'nquivalent en education, en formation et en experience pourrait etre considers. » ne provient pas du Questionnaire de Description de Poste. Le libelle du texte de I'annonce de recrutement nest pas sans consequence. En effet, en n'incluant pas la composante de 1'experience en gestion de bibliotheques et en ajoutant la clause d'equivalence, on ouvrait ainsi la porte a toutes sortes d'interpretation afin de permettre toute une gamme d'equivalences. II est evident que cela a eu un impact direct sur le processus devaluation des candidatures regues et la selection des personnes qui ont ete invitees a passer une entrevue. A 1'etape suivante du processus, cela a permis la nomination dune personne ne possedant ni une Maitrise en bibliotheconomie et/ou sciences de l'information ni d'experience en gestion de bibliotheques. M9,197 Mais, pourquoi? Est-ce que quelqu'un peut m'expliquer comment cela est arrive et pourquoi cette annonce de recrutement s'est ecartee a ce point des qualifications indiquees dans le Questionnaire de Description de Poste approuvO Pourquoi est-ce que I'annonce de recrutement a ete redigee et approuvee de cette fa�on? Cela devait etre intentionnel. Mais, encore une fois, pourquoi? A quelle fin? Comment se fait -i1 que I'annonce de recrutement ait ete approuvee et diffusee en incluant un libelle qui n'etait pas conforme au Questionnaire de Description de Poste? Je crois que la classification de ce poste n'aurait jamais ete approuvee au niveau de I'echelle salariale 9 si la description des qualifications requises n'avait pas indique ('obligation imperative d'avoir une Mahrise en bibliotheconomie et/au sciences de 1'information ainsi que 9 annees d'experience croissante, incluant la gestion et la supervision de bibliotheques, en plus d'indiquer que la connaissance de grands reseaux de bibliotheques est essentielle. Lorsque mon sous-ministre adjoint (qui etait en poste I'automne dernier) a ete nomme a son poste it y a environ cinq (5) ans, Pune des premieres choses qu'il m'a dites au telephone etait que n'importe qui possedant de 1'experience en gestion pouvait faire mon travail et qu'il n'etait pas necessaire d'etre un.e bibliothecaire profession nel.le pour faire ce travail. Je n'ai jamais compris pourquoi nous etions en train d'avoir cette conversation. 11 va sans dire que f ai ete surprise et troublee par ses commentaires. Je n'avais jamais ete traitee de cette fa�on au cours de mes 15 premieres annees dans mon poste de bibliothecaire provinciale/directrice generale du Service des bibliotheques publiques du Nouveau - Brunswick. De toute evidence, j'ai reagi fortement a ces affirmations et je lui ai communique mon desaccord. Je lui ai aussi dit que j'etais consternee a l'idee que Ie ministere de Itclucation postsecondaire, de la Formation et du Travail, un ministere dedie a Mclucation postsecondaire et a la gestion d'un programme d'aide financiere off rant des bourses et des prets a des Neo-Brunswickois.e.s (afin qu'ils/elles puissent poursuivre une Maitrise en bibliotheconomie et/ou sciences de l'information a 1'exterieur de la province et revenir au Nouveau -Brunswick afin de contribuer a notre societe et a notre reseau de bibliotheques) adhere a l'opinion que Mclucation postsecondaire et un diplome specialise de maitrise (2e cycle) n'avaient pas de valeur ni d'importance. En fait, je ne pouvais pas croire a 1'epoque que l'opinion qu'il exprimait avec conviction pouvait aussi representer le point de vue du ministere ou du gouvernement. Je croyais qu'il s'agissait de son opinion personnelle. Je dois dire que tout au long de la plupart de mes 20 ans de carriere comme bibliothecaire provinciale/ directrice generale du Service des bibliotheques publiques du Nouveau -Brunswick, mes qualifications comme bibliothecaire profession nelle, mon experience en gestion de bibliotheques, ainsi que mes services loyaux et mon expertise ont ete reconnus et respectes par divers sous-ministres adjoints, sous- ministres et ministres, ainsi que par mon personnel, mes collegues et les intervenants dans la province. Au cours des dernieres annees, etant consciente que mon sous-ministre adjoint croyait que n'importe qui ayant une quelconque experience en gestion pouvait gerer n'importe quoi — y compris le Service des bibliotheques publiques du Nouveau -Brunswick, j'ai persevere a esperer que la performance du Service des bibliotheques publiques du Nouveau -Brunswick et les resultats de notre travail finiraient par le convaincre du contraire. En d'autres mots, je pensais que les faits parleraient deux-memes et auraient de l'importance. 4 251 M. le Premier ministre, le Service des bibliotheques publiques du Nouveau -Brunswick est une direction du gouvernement qui est tres bien geree tel que le demontre ses solides realisations. Je peux aussi vous assurer que tout au long des 20 annees ou j'ai ete a la tete du Service des bibliotheques publiques du Nouveau -Brunswick, j'ai donne mon maximum. Mon style de gestion etait centre sur le travail d'equipe, la collaboration, I'atteinte de consensus, I'etablissement de bonnes relations dans la province, l'ouverture, la transparence ainsi que Ie developpement des personnes qui oeuvraient a mes cotes et au sein de 1'ensemble du Service des bibliotheques publiques du Nouveau -Brunswick. J'ai aussi pris soin de leur donner le pouvoir dont ils/elles avaient besoin pour faire leur travail. J'ai aussi profondement cru — et je continue de croire — en la mission des bibliotheques publiques. Je n'ai jamais compte mes heures de travail. J'ai ete loyale envers tous les gouvernements en place et ultimement nos clients — la population neo-brunswickoise et les usagers des bibliotheques publiques. J'ai toujours eu un engagement profond a off rir les meilleurs services possibles a la population en depit des defis financiers auxquels nous etions confrontes. J'etais aussi determinee a faire en sorte que le reseau des bibliotheques publiques de la province se distingue par son leadership et qu'il n'affiche pas de retard par rapport au reste du pays. Le reseau des bibliotheques publiques du Nouveau -Brunswick que j'ai laisse derriere moi a la fin de 2019 est un reseau Bolide et fier de ses realisations et qui beneficie de cette reconnaissance tant dans la province qu'ailleurs au pays. II s'agit dune reussite telle que I'atteste la consultation publique qui a eu lieu autour de la province 1'ete dernier, le rapport publie par le Dr. Herb Emery (economiste bien connu) et son equipe de recherche de l'Institut de recherche, de donnees et deformation de l'Universite du Nouveau -Brunswick, ainsi que le rapport qui a ete redige pour la province de Terre -Veuve et Labrador it y a quelques annees par un consultant embauche par une firme nationale (un consultant qui est d'ailleurs un sous-ministre a la retraite du gouvernement du Nouveau -Brunswick qui a eu la responsabilite du Service des bibliotheques publiques du Nouveau -Brunswick dans deux des ministeres qu'il a diriges). Dans ce rapport, le consultant en question a fait des recommandations a 1'effet que la province de Terre -Veuve et Labrador voudrait peut-etre considerer I'adoption de certaines pratiques de gestion ainsi que des elements structuraux et strategiques du Service des bibliotheques publiques du Nouveau -Brunswick. Je suis aussi tres fiere de dire que lorsque j'ai quitte le Service des bibliotheques publiques du Nouveau Brunswick, une Bolide releve etait en place — soit des bibliothecaires professionnel.le.s qui occupaient des postes de gestion a un haut niveau et qui etaient pret.e.s a prendre la releve. Ce sont des faits. Je pense que j'ai probablement ete naive de penser que les faits et les realisations du Service des bibliotheques publiques du Nouveau -Brunswick au fil des ans parleraient par eux-memes et suffiraient pour rendre justice aux generations de bibliothecaires profession nel.le.s et de personnel de bibliotheques qui ont tant contribue. Bref, que ces personnes recevraient le respect qu'elles meritent. Je sais que trois bibliothecaires profession nel.le.s chevronne.e.s et de talent qui travaillent au sein du Service des bibliotheques publiques du Nouveau -Brunswick dans des roles de gestion de haut niveau depuis plusieurs annees m'ont contactee afin de me demander si elles/ils pouvaient soumettre mon nom comme une personne qui pourrait fournir des references a leur sujet dans le cadre du concours de recrutement parce que ces personnes songeaient a soumettre leur candidature ou avaient decide de la soumettre. J'ai repondu a chacune de ces personnel que je serais heureuse de fournir des references a leur sujet. Je sais qu'au moins deux (2) de ces personnel ont ete interviewees pour le poste, mais je n'ai regu aucun appel me demandant de fournir des references pour elles. PM Au cours des 20 dernieres annees, j'ai probablement ete une des premieres hautes fonctionnaires du gouvernement a activement recruter et rapatrier des jeunes Neo-Brunswickois.es suite a l'obtention de leur diplome de Maitrise en bibliotheconomie et/ou sciences de l'information de diverses universites. Le Service des bibliotheques publiques du Nouveau -Brunswick leur a offert des emplois tels que des possibilites d'interim, de stages ou des projets afin de les ramener au Nouveau -Brunswick le plus tot possible apres l'obtention de leur diplome parce que mes collegues et moi etions convaincus que c'etait la meilleure fagon de les rapatrier et de les garder dans la province a long terme. Je suis tres fiere de vous dire que ces recrues travaillent aujourd'hui a tous les niveaux du Service des bibliotheques publiques du Nouveau -Brunswick dans des postes tels que gestionnaires, directrices et directeurs de bibliotheque, bibliothecaires specialise.e.s (services de reference, services pour enfants, developpement des services publics, services aux autochtones, chefs d'unites (aux niveaux regional et provincial)), directrice regionale adjointe/directeur regional adjoint, directrice regionale/directeur regional, ainsi que dans divers roles au bureau provincial. Cette initiative continue de rapatriement est une grande reussite. Elle a offert a un grand nombre de jeunes bibliothecaires professionnel.le.s talentueux/talentueuses et qualifie.e.s la possibilite de retourner dans leur province natale et d'y debuter leur carriere. Je suis fiere de dire qu'elles/ils ont contribue grandement au developpement du Service des bibliotheques publiques du Nouveau -Brunswick en proposant des idees innovatrices tout en apportant une stabilite sur le plan des ressources humaines (parce que les Neo-Brunswickois.e.s qui reviennent au Nouveau -Brunswick. veulent vivre ici a long terme). Cette initiative a aussi ete un puissant outil de planification de la releve car nous avons aujourd'hui un nombre significatif de bibliothecaires professionnel.le.s qui sont pret.e.s et enthousiastes face a la possibilite de relever le defi d'occuper des postes de plus haut niveau au sein du Service des bibliotheques publiques du Nouveau -Brunswick. II est important de noter que pour les bibliothecaires professionnel.le.s, la bibliotheconomie est bien plus qu'un simple emploi, it s'agit dune profession et dune passion. Lorsqu'elles/ils se joignent au Service des bibliotheques publiques du Nouveau -Brunswick, ils/elles ne considerent pas leur entree en fonction simplement comme un tremplin leur permettant de trouver un autre emploi au sein du reste du gouvernement du Nouveau -Brunswick. Le fait est que la grande majorite de ces recrues est demeuree au Service des bibliotheques publiques du Nouveau -Brunswick, a acquis de 1'experience et a apporte une importante contribution au developpement du Service des bibliotheques publiques du Nouveau -Brunswick au fil des ans. Le Service des bibliotheques publiques du Nouveau -Brunswick se distingue par le fait que ses employe.e.s y restent pendant de nombreuses annees parce qu'elles/its savent qu'elles/its peuvent se developper au sein de l'organisation. Toutefois, la recente decision du gouvernement concernant la nomination du nouveau bibliothecaire provincial/directeur general du Service des bibliotheques publiques du Nouveau -Brunswick jette maintenant un doute sur tout cela. Je peux seulement imaginer a quel point cette decision a de�u et demoralise nombre d'entre elles et eux. Le Service des bibliotheques publiques du Nouveau -Brunswick n'a pas ete bati en un jour. Cette organisation a ete construite avec patience, etape par etape, pierre par pierre, par des generations de bibliothecaires professionnel.le.s qui etaient visionnaires, de grand.e.s travaillant.e.s et qui sont aussi devenu.e.s des mentors pour les generations suivantes. M. le Premier ministre, it est aussi essentiel de reconnaitre que pour le poste de bibliothecaire provincial.e/direction generale du Service des bibliotheques publiques du Nouveau -Brunswick, les qualifications academiques et 1'experience en gestion de bibliotheques a un niveau chevronne sont de la plus haute importance pour assumer Ie role de promotion et de defense necessaires au developpement ri PMI des bibliotheques publiques en cette periode de changement. La/le bibliothecaire provincial.le est le promoteur/defenseur en chef des services de bibliotheque publique aupres du public, des intervenants et au sein meme du gouvernement. La nomination dune personne qui nest pas bibliothecaire professionnel et qui n'a aucune experience dans le « domaine » du developpement et de la gestion des bibliotheques publiques et des reseaux de bibliotheques publiques est incomprehensible et inacceptable selon moi. Cette decision envoie aussi un message effrayant et demoralisant a toute personne oeuvrant au sein du Service des bibliotheques publiques du Nouveau -Brunswick ainsi qu'a la population. Les personnes qui sont nees ici ainsi que les personnes qui ont demenage ici en croyant que cela valait la peine d'investir leur temps et leur energie dans une carriere au sein du Service des bibliotheques publiques du Nouveau -Brunswick et du Gouvernement du Nouveau -Brunswick ont probablement maintenant des doutes face au choix qu'elles/ ils ont fait. Lorsque je suis devenue bibliothecaire provinciale/directrice generale du Service des bibliotheques publiques du Nouveau -Brunswick it y a 20 ans, j'ai pense qu'on m'avait donne une fantastique possibilite de travailler fort, a long terme, avec d'autres pour faire une difference. En 1997-1998, lorsque le gouvernement a decide d'eliminer les commissions regionales de bibliotheques, tout d'un coup tout le personnel du reseau des bibliotheques publiques est devenu le personnel du Service des bibliotheques publiques du Nouveau -Brunswick (et du gouvernement du Nouveau -Brunswick) au lieu de continuer d'etre, dans les regions, du personnel relevant de leur commission regionale. Nous avions un tres grand defi a relever car nous avions regu le mandat de devenir ensemble une veritable organisation provinciale. La direction du bureau provincial et des bureaux regionaux ont joint leurs forces par le biais dune equipe provinciale de gestion et dune structure provinciale de divers comites provinciaux impliquant du personnel specialise dans divers secteurs de service tels que la reference, les services pour enfants, le catalogage, le developpement des services publics, les statistiques, etc. — et ces personnes provenaient de toutes les regions. Entre autres, cela nous a pris environ 7 ans de travail d'equipe et de recherche de consensus pour etablir et uniformiser une classification des bibliotheques, puis assurer I'equite et une uniformite en ce qui a trait aux niveaux de responsabilites, aux echelles salariales et a la classification du personnel occupant divers postes dans la province — et cela a ete realise dans le cadre d'un effort positif de collaboration. Au cours des 20 dernieres annees, le Service des bibliotheques publiques du Nouveau -Brunswick est devenu cette organisation provinciale unifiee que les elu.e.s nous avaient mandates de creer suite a la revision de la Loi sur les bibliotheques publiques du Nouveau -Brunswick, ainsi qu'a I'etablissement de la Commission des bibliotheques publiques du Nouveau -Brunswick et de la Fondation des bibliotheques publiques du Nouveau -Brunswick. Je suis fiere de vous confirmer que nous avons accompli cette mission. C'est un fait. Aujourd'hui, nous avons un reseau de bibliotheques publiques qui est Bolide, unifie et bien gere par le Service des bibliotheques publiques du Nouveau -Brunswick. Nous avons un ensemble de politiques et de lignes directrices provinciales, des initiatives et des programmes provinciaux bien etablis, des partenariats reussis qui fonctionnent bien tels que ceux avec les institutions culturelles et patrimoniales, une Fondation des bibliotheques publiques dont le succes des activites ne cesse de croitre, une Commission des bibliotheques publiques engagee, ainsi que des processus de planification strategique et operationnelle qui livrent des resultats positifs de fagon continue. Je pourrais mettre en valeur bien d'autres realisations encore. Le Service des bibliotheques publiques du Nouveau -Brunswick et le reseau des bibliotheques publiques du Nouveau -Brunswick. sont un tresor provincial. Mais, ceci ne s'est pas MBI produit en donnant un coup de baguette magique. C'est le fruit de 1'enorme travail et des efforts continus de centaines et de centaines d'employe.e.s du Service des bibliotheques publiques du Nouveau -Brunswick a tous les niveaux de l'organisation au fit des ans. Et cette grande reussite a ete financee par la population du Nouveau -Brunswick. Cet investissement des citoyen.ne.s du Nouveau - Brunswick, qui a permis cette grande reussite, doit etre protege afin que le Service des bibliotheques publiques du Nouveau -Brunswick puisse continuer d'evoluer positivement dans I'avenir en s'appuyant sur des faits et la contribution continue de son personnel et dune equipe de gestion qualifies, passionnes, doues et engages. Oui, passionnes et qualifies. C'est aussi un fait. M. le Premier ministre, it semble que le processus de recrutement du nouveau bibliothecaire provincial/directeur general du Service des bibliotheques publiques du Nouveau -Brunswick a ete soigneusement planifie et execute, mais qu'il comprend de serieuses failles. Quiconque a dirige ce processus a du se penser puissant, intouchable et invincible pour croire que cels allait passer inaper�u ou sans contestation. A titre de bibliothecaire provinciale/directrice generale maintenant a la retraite, je crois qu'il s'agit d'un manque de respect flagrant et malavise envers le public, ainsi qu'envers une profession et des generations de bibliothecaires professionnel.le.s et d'employe.e.s qui ont bati le Service des bibliotheques publiques du Nouveau -Brunswick. Les faits que j'ai decrits dans cette lettre et I'heritage laisse par des generations d'employe.e.s qui ont oeuvre au sein du Service des bibliotheques publiques du Nouveau -Brunswick et de bibliothecaires profession nel.le.s qui ont gere le reseau des bibliotheques publiques pour en faire ce qu'il est aujourd'hui ont ete litteralement pietines. J'ai lu dans les medias que Pune des raisons qui a ete donnee pour justifier cette nomination est le Programme de gestion du talent au niveau du gouvernement. Cette justification est pour le moins ridicule ». D'abord, ce programme, a ma connaissance, n'a pas ete congu pour permettre de nommer des candidat.e.s non qualifie.e.s a des postes. Cependant, je dois dire que, selon moi, sa conception ouvrait la porte a des abus de ce genre. Tous les employe.e.s du Gouvernement du Nouveau -Brunswick (et du Service des bibliotheques publiques du Nouveau -Brunswick) qui ont un grand talent ou qui sont prometteurs ne sont pas inscrit.e.s a ce programme. En fait, seul un petit nombre d'employe.e.s du gouvernement y est inscrit. Deuxiemement, j'aimerais indiquer que I'annonce de recrutement n'indiquait nulle part que les fonctionnaires inscrits a ce programme de gestion du talent aurait la priorite meme s'ils/elles n'etaient pas qualifie.e.s pour le poste. Un souci d'equite et de transparence aurait du prevaloir et necessiter ('inclusion d'un tel enonce. En tant que citoyenne, cette nomination m'inquiete enormement parce qu'elle pourrait signaler I'adoption par le gouvernement dune nouvelle fagon de faire pour combler des postes n'importe ou dans la fonction publique a I'avenir, Boit, entre autres, en manipulant les annonces de recrutement sans tenir compte des qualifications officiellement requises dans le but de les « personnaliser » et d'ainsi faciliter certains agendas, des nominations politiques, le favoritisme, I'amitie et quoi d'autres encore... M. le Premier ministre, je comprends, suite a la lecture des articles diffuses dans les medias, que le candidat qui a ete nomme au poste de bibliothecaire provincial/directeur general du Service des bibliotheques publiques du Nouveau -Brunswick n'a meme pas les qualifications academiques de base requises pour etre considers pour un poste de gestionnaire dune petite bibliotheque au niveau de I'schelle salariale 2 — parce que ces postes requierent au moins un baccalaureat. E3 Je crois que le processus de recrutement de ce poste comportait de nombreuses failles inacceptables des le debut du processus, ce qui est inadmissible pour un gouvernement et un service public qui doit etre equitable, transparent et exemplaire. Je crois egalement qu'il serait important que le gouvernement examine chaque etape du processus qui a eu lieu : la redaction et I'approbation de I'annonce de recrutement, la pre -selection des candidat.e.s, les entrevues, la composition du comite d'entrevue, I'evaluation des competences Iinguistiques, ('utilisation du programme de gestion du talent, ainsi que la nomination elle-meme. Je crois que mon sous-ministre adjoint etait sur le comite d'entrevue parce qu'il m'avait dit qu'il en ferait partie. Je crois aussi que I'agente des ressources humaines qui etait responsable de la coordination de ce concours aurait normalement ete membre de ce comite (c'est la procedure habituelle). Et ensuite, it y a toujours une 3e personne pour assurer un certain equilibre. J'ai assume que notre sous-ministre allait peut-etre etre cette personne. Pour un poste a ce niveau, le comite comprend normalement la/le superviseur.e direct, un.e agent.e des ressources humaines et un.e autre haut.e fonctionnaire au niveau hierarchique de sous-ministre adjoint ou de sous-ministre — en tout cas c'est de la fagon que cela s'est passe lorsque j'ai ete interviewee pour le poste it y a 20 ans. Alors M. le Premier ministre, je suis certaine que vous pourriez rapidement determiner quelle etait la composition du comite. Un autre point important est que, au sein du comite d'entrevue, it ne devrait jamais y avoir de conflit d'interet par rapport a un.e candidat.e. Ce sont des regles tres simples que les services des ressources humaines m'ont enseignees au fil de mes 20 annees de travail a mener a bien des concours de recrutement au sein du Gouvernement du Nouveau -Brunswick. M. le Premier ministre, je crois qu'il est de votre devoir de mener un examen detaille, en profondeur et independant de 1'ensemble du processus de recrutement qui a menti a la nomination du nouveau bibliothecaire provincial/directeur general du Service des bibliotheques publiques du Nouveau- Bunswick. Seul un tel examen vous permettra d'avoir tous les faits en main. Et seul un tel examen pourrait rassurer la population du Nouveau -Brunswick. II va sans dire que cet examen ne devrait pas etre menti par le ministere de Itclucation postsecondaire, de la Formation et du Travail afin d'eviter toute perception de conflit d'interet. M. le Premier ministre, j'ai cru qu'il etait de mon devoir de vous ecrire cette lettre afin de vous alerter et de vous donner la chance de rectifier cette decision injuste, injustifiable et incomprehensible. Je m'en remets a votre integrite aux vues de la connaissance des faits. S'il advenait que vous decouvriez que le processus approprie n'a pas ete suivi ou qu'il a comporte des failles, le gouvernement a le pouvoir et le devoir d'annuler le concours (meme si quelques mois ont passe), d'annuler la nomination et de recommencer le processus en tout ou en partie. Je crois que ce genre d'actions a deja eu lieu dans le passe. M. Higgs, vous etes notre Premier ministre. Cette nomination s'est produite sous votre gouverne. J'espere sincerement que vous examinerez la situation avec toute I'attention qu'elle merite. Les citoyen.ne.s et les fonctionnaires du Nouveau -Brunswick le meritent. (r87.1 Je vous prie d'agreer 1'expression de mes plus respectueuses salutations. Sylvie Nadeau Version imprimee de cette lettre a ete signee et envoyee au Premier ministre par la poste Ancienne bibliothecaire provinciale/directrice generale du Service des bibliotheques publiques du Nouveau -Brunswick - a la retraite Citoyenne du Nouveau -Brunswick 275, rue Queen, St. Andrews, NB E5B 1E7 syl e.r .k.el.lal.i ant..n.et Tel. (506) 529-4796 C.c.: Commission des bibliotheques publiques du N. -B. Fondation des bibliotheques publiques du N. -B. Association des commissaires de bibliotheque du N. -B. Atlantic Provinces Library Association -Trecia M. Schell, presidente President.es des commissions locales de bibliotheques publiques Association canadienne des professeures et professeurs d'universite Assemblee des bibliothecaires de I'Universite de Moncton, campus de Moncton — Nathalie Richard, presidente David Coon, Chef du Parti vert du N. -B. Kevin Vickers, Chef du Parti Liberal du N. -B. Kris Austin, Chef du Parti de I'Alliance des Gens du N. -B. Robert Gauvin, depute independant Bobbi -Jean MacKinnon, CBC Jean -Philippe Hughes, Radio -Canada Cedric Thevenin, Acadie Nouvelle Kevin Bissett, Presse canadienne Barbara Simpson, Telegraph -Journal Andrew Waugh, Telegraph -Journal CTV News Global News P49YA 10 Text published in Telegraph Journal (April 22, 2020) and Daily Gleaner I am saddened that the Premier's Office is defending hiring someone without necessary qualifications for the head of the province's public libraries. The explanation is inadequate that the candidate, Mr. Kevin Cormier, was enrolled in the Corporate Talent Management Program and that we should all understand that this is the end of the story. And we are asked to believe that now the only thing left to do is for his supervisors to assess his performance at the end of his probation period to determine if he will get "permanent" status? This explanation is disturbing. In addition, it is a diversion. The issue is the following: can the government explain why qualifications (academic and specialized experience) seem to no longer be relevant as long as the appointment can be justified under the Talent Management Program? The qualifications related to government positions are stated as official requirement in Position Description Questionnaires used to define positions (their scope of work, role and responsibilities). The PDQ that was approved by the government for the Provincial Librarian position states the following essential qualifications: "Master of Library and/or Information Studies (MLIS) with 9 years of progressive experience including management and supervision of library operations. Knowledge of large network library systems is essential." Mr. Cormier has none of these essential qualifications. A secondary issue is the following: can the government explain why experienced, talented and qualified candidates (meeting all the qualifications of the Provincial Librarian position as per the approved PDQ) who applied for the position as part of the process were pushed aside to allow the appointment of an unqualified candidate? In my view, the recruitment process was flawed and problematic from the very beginning of the process and in its following steps. The only action from the Premier that would make me believe that the government is serious about fair and transparent processes, would be to conduct an independent review of the recruitment process that took place. I am convinced that the Premier will discover flaws that would warrant the cancellation of the competition and of the appointment. I believe the Civil Service Act or its regulations would provide support for that. We are living in a democratic society in which government has the duty to be fair and transparent. Sylvie Nadeau Retired Provincial Librarian P491:3 Texte publie dans le Telegraph Journal (le 22 avril 2020) et le Daily Gleaner Je suis peinee que le bureau du Premier ministre defende la decision qui a ete prise d'embaucher une personne qui n'a pas les qualifications requises a la tete des bibliotheques publiques de la province. L'explication, a 1'effet que M. Kevin Cormier etait inscrit au Programme de gestion du talent au niveau du gouvernement et que par consequent nous devrions tous comprendre qu'il s'agit de la fin de cette histoire, est inadequate. Et on nous demande maintenant de croire que la seule chose qu'il reste a faire est d'attendre que ses superviseurs evaluent son rendement a la fin de sa periode de probation afin de determiner s'il obtiendra sa « permanence » dans le poste? Cette explication est troublante. De plus, it s'agit dune diversion. Les vraies questions sont les suivantes: est-ce que le gouvernement peut expliquer pourquoi les qualifications (academiques et sur le plan de 1'experience) semblent ne plus etre pertinentes des que l'on peut justifier la nomination en vertu du programme de gestion du talent? Les qualifications liees e des postes au sein du gouvernement sont etablies comme des exigences essentielles dans les Questionnaires de description de poste (QDP) utilises pour definir les postes (la portee du travail, ainsi que les role et responsabilites). Le QDP qui a ete approuve par le gouvernement pour le poste de bibliothecaire provincial.e stipule les qualifications suivantes : « maitrise en bibliotheconomie et / ou sciences de l'information (MBSI) ainsi que 9 annees d'experience croissante, incluant la gestion et la supervision de bibliotheques. La connaissance de grands reseaux de bibliotheques est essentielle. M. Cormier n'a aucune de ces qualifications. La deuxieme question est la suivante : est-ce que le gouvernement peut expliquer pourquoi des candidat.e.s qualifie.e.s, experimente.e.s et de talent (qui satisfaisaient a toutes les qualifications du poste de bibliothecaire provincial.e conformement au QDP) qui ont postule pour ce poste dans le cadre du processus de recrutement ont ete mis.e.s de cote pour permettre la nomination d'un candidat non qualifie? A mon avis, le processus de recrutement presentait des failles et etait problematique des le debut et tout au long de ses differentes etapes. La seule action que le Premier ministre pourrait prendre qui me permettrait de croire que le gouvernement est serieux en ce qui a trait a la tenue de processus equitables et transparents, serait que le gouvernement mene un examen independant du processus de recrutement qui a eu lieu. Je suis certaine que le Premier ministre decouvrira des failles qui justifieraient I'annulation du concours et de la nomination. Je crois que la loi relative aux services publics ou ses reglements permettrait d'appuyer cette action. Nous vivons dans une societe democratique ou le gouvernement a Ie devoir d'etre juste et transparent. Sylvie Nadeau Bibliothecaire provinciale a la retraite 352 Pelton Road, Saint John, New Brunswick, E2K 5H7 April 30, 2020 Dear Mayor Darling and Council Members: Re: Feedback on Restructuring Plan While serving on the Board of Commissioners of Saint John Civic Hydro, now Saint John Energy, from 1975-82, 1 found the company to be well organized, efficient, and concerned with good maintenance of the power grid. There were excellent programmes for tree cutting, replacing blown transformers and control of power outages. Power rates were the lowest in the province. Since that time I have seen the utility grow into the one with the most satisfied customers in the country. It has already recently launched plans that will improve the power grid, leading our city to fulfill urgent climate crisis goals. "Saint John Energy is investing in several projects with partners and customers that will provide Saint John with the low electricity rates and clean sources of energy that the 21St century requires." From Saint John Energy website. Obviously, selling such an asset as Saint John Energy would not in any way benefit the City of Saint John . Three options for moving forward have been presented to you. I favour Option 1, the Status Quo without the additional changes. It is in the best interest of the public to allow the current momentum that has been exhibited over the past four decades to continue. This very serious Restructuring Plan, in its present form, with implications for everyone, allows just 2 weeks for public feedback. It is unadvertised, is in the middle of a pandemic when people are confined to their homes, public gatherings K091 are forbidden, no details have been articulated, no city staff or staff at Saint John Energy can be questioned, no public consultations and no open houses can be held. Surely this undermines the very basic principles of democracy. Sincerely, Joan Pearce 652-1551 M -di I 9ZME= May 1, 2020 RE: Saint John Sustainability Report and Options—Open letter to Mayor and Council Dear Mayor and Council, Please allow me to pass along congratulations to the Mayor, Common Council, and staff of the City of Saint John. There has been a tremendous amount of work undertaken to develop the Saint John Sustainability Report, and we are grateful for everything you have done. We are pleased to see much needed discussions on regional cost sharing and regionalization and re -distribution of tax revenue. In addition, the city's efforts to get their fiscal house in order are welcome and appreciated. As a Chamber, we have been asked to support the plan as presented in its entirety. We believe, however, there are options within this document that are outside of our scope of expertise and mandate. And although we cannot comment on the plan in its entirety, we would like to offer the below feedback as well as an offer to help you move some of the bold actions forward that align with our objectives. Although we support initiatives that support business, we fundamentally disagree with the narrative that industry and business do not pay their full share and need to pay more. We do not feel it is appropriate to be exploring new taxes for businesses, especially those suggested for the trucking industry. No other jurisdiction in North America has such a tax. A new trucking tax will impact our entire import export model and make us less competitive at a time when we should instead be saying that Saint John is open for business. Additionally, we believe the resources required to set up, implement, and manage such a policy will outweigh any monetary advantages that might potentially be gained. Our mandate is to lobby for business, and we believe that is where we can best help you in your efforts. Several of the options that are presented will require provincial assistance and legislative changes. We want to work with you and the province to make appropriate changes on tax reform in general, and to keep more of our industrial taxes here specifically. We believe we can collaborate to find a solution that works for everyone. In addition, with our experience and history in regionalization through the creation of a regional chamber, we can help with hosting "Town Halls" and stakeholder/consultation sessions, as well creating collaborative groups to help you move forward. The Saint John Region Chamber of Commerce � 40 King Street � Saint John NB E21L IG3 KIM I 9ZME= The other point we wish to draw attention to is regarding Saint John Energy. As noted in your report, there are huge benefits for our city and our community if we could maximize the value of Saint John Energy and allow it to pursue a growth agenda. These benefits include community based renewables and the ability to provide dividends to the city. Many jurisdictions are moving toward or have already moved in this direction to great success. We also want to work with you to make the legislative changes required to achieve this. These priorities will have immediate and long-term benefits for the long-term prosperity of our city. We are excited about the prospect of working with you on these projects, and we are ready to get started. Looking forward to hearing from you soon. Your truly, David Duplisea The Saint John Region Chamber of Commerce � 40 King Street � Saint John NB E21L IG3 AFMNB Association Francophone des municipatites du Nouveau -Brunswick May 1St, 2020 The Honourable Blaine Higgs Premier Province of New Brunswick Chancery Place P.O. Box 6000 Fredericton, N.B. E3B 5H1 Dear Premier, ,. ,..,. 1fllprhkRkA(,INB,,, *Fill r �Ii,Ploln lBrirr' v�� f Oi ��n i�tucrru i1n hl un m�,i in -loris �nria:'e, of � 7777,7777/7 On behalf of New Brunswick's three municipal associations, we are writing to ask for your help to ensure essential local services continue during the COVID-19 crisis, and to help New Brunswick's communities do our part to kickstart our province's economic recovery. First, we would like to express our solidarity and support. This extraordinary situation has upset every facet of the operation of all levels of government, and the daily lives of our citizens. New Brunswick's success to date in limiting the spread and health impacts of the viris is doubtless the outcome of the difficult, but informed, decisions made by your government and the Office of the Chief Medical Officer of Health, and the result of outstanding cooperation, including with local governments. We are aware that the current crisis is already straining the finances of the provincial government and that the economic situation will remain very challenging for years to come. However, the limited tools available to municipalities for generating revenue, combined with their legal inability to accumulate deficits, are accentuating the financial challenges for municipalities. Municipalities are providing vital services during the COVID-19 crisis. Meanwhile, they are also suffering growing unrecoverable financial losses, including from publictransit, facility closures, the cancellation of events, and the reduction or complete shutdown of many regular services and activities. According to a preliminary assessment conducted among the province's 104 municipalities, the pandemic will result in an overall loss of $10.5 million by July 31, 2020 alone. Since the resumption of normal services will be /2 264 AFMNB Association Francophone des municipatites du Nouveau -Brunswick ,. ,..,. 1fllprhkSkALINO,,, *Fill r �Ii,Ploln lBrirr' v�� f Oi ��n i�tucrru i1n hl un m�,i in -loris �nria:'e, gradual, this deficit figure will grow. of � 7777,777,77 To date, the municipalities have not received any aid from the provincial or federal governments for the purpose of maintaining essential services. This includes the federal emergency subsidy program covering 75% of employee wages to help keep them working and maintain the employment relationship. This is could have major repercussions on the capacity of municipalities to retain certain categories of employees, thereby preserving essential expertise. Given the Local Governance Act requires that municipalities carry this deficit forward to 2022, the financial burden will be shifted onto the shoulders of the next municipal council, which will have to make extremely difficult decisions, such as substantial tax increases or user charges for services. The delivery of important services like public transit may be compromised for lack of revenue normally used to finance them. Modifying the Act to allow municipalities to accumulate deficits over the next few years may be an option. However, this will only serve to delay the financial problem, which will be made worse by the economic slowdown and its impact on property tax revenues. For this reason, we are asking your government to consider all available options for providing financial support to municipalities across our province to assist them in getting through this crisis. In particular, we are asking you to actively support FCM's proposal to the federal government (attached). Municipalities across the country are sinking, and emergency funding is essential to continue providing essential services. Municipalities also have a vital role in the economic recovery. It is critical to work closely with the federal government and municipal associations to establish parameters for programs designed to help drive an economic recovery. Freeing up the investments set out in the Investing in Canada Plan is one approach to stimulate the economy across all regions of New Brunswick, including helping our local businesses and creating jobs. Municipalities have already shared priorities, and they are ready to get started. We applaud the fact that you are already in discussions with the federal government on this issue. We urge you to ensure federal funding is not left on the table, and that communities of all sizes can access it fairly. /3 265 �f Nev", pp�u„xm- lfllprhl v' .,I E�,,, r ui lBr lm f Oi "0 nikm Association francophano i1n hl un m,i in -loris ni.::e des municipatites du Nouveau -Brunswick Municipalities are eager to play a role in getting our province up and running again. We are ready and willing to work closely with your government to this end. We look forward to any opportunity to speak with you further about the issues touched upon in this letter as well as potential solutions for the good—and the future—of our province. Yours sincerely, Michel Soucy President Association francophone des municipalites du N. -B. 702, rue Principale, Suite 322 Petit -Rocher, N.B. E8J 1V1 Tel.: 506-547-5252 direction@afmnb.o g Adam Lordon President Cities of N.B. Association P.O. Box 1421, Station A Fredericton, N.B. E3B 5E3 Tel.: 506-452-9292 charline@8citiesnb.com Attachement: FCM — protecting -vital -municipal -services Wayne Sturgeon President Union of the Municipalities of N.B. 302-259 Brunswick Street Fredericton, N.B. E3B 1G8 Tel.: 506-523-7991 margot.cragR@umnb.ca Cc: Honorable Jeff Carr, Minister of Environment and Local Government Mr. Kevin Vickers, leader of the Liberal Party of New Brunswick Mr. David Coon, leader of the Green Party of New Brunswick Mr. Kris Austin, leader of the People's Alliance Party of New Brunswick 180:1:1 AFMNB Association Francophone des municipatites du Nouveau -Brunswick Le ler mai 2020 L'Honorable Blaine Higgs Premier ministre Province du Nouveau -Brunswick Place Chancery C. P. 6000 Fredericton, N. -B. E3B 5H1 Monsieur le Premier ministre, ,. ,..,. 1fllprhkSkALINO,,, *Fill r �Ii,Ploln lBrirr' v�� f Oi ��n i�tucrru i1n hl un m�,i in -loris �nria:'e, of � 7777,7777/7 Au nom des trois associations municipales du Nouveau -Brunswick, nous vous ecrivons pour vous demander de nous aider a assurer le maintien des services municipaux essentiels pendant la crise COVID-19, et pour aider les municipalites du Nouveau -Brunswick a faire leur part pour relancer 1'economie de notre province. Dans un premier temps, nous souhaitons vous exprimer notre solidarite et notre soutien. Cette situation extraordinaire bouleverse toutes les facettes du fonctionnement de tous les niveaux de gouvernement et la vie quotidienne de nos citoyens. Le succes que le Nouveau -Brunswick a connu jusqu'a present pour limiter la propagation et les effets du virus sur la sante est sans aucun doute le resultat des decisions difficiles, mais eclairees, prises par votre gouvernement et le Bureau du medecin-hygieniste en chef et est sans aucun doute le fruit d'une cooperation exceptionnelle, notamment avec les gouvernements locaux. Nous sommes conscients que la crise actuelle met deja a rude epreuve les finances du gouvernement provincial et que la situation economique demeurera tres difficile dans les annees a venir. Cependant, les outils limites dont disposent les municipalites pour generer des revenus, combines a leur incapacite legale a accumuler des deficits, accentuent les defis financiers auxquels les municipalites seront confrontees. Les municipalites fournissent des services cruciaux a la population pendant la crise COVID-19. Entre -temps, elles subissent egalement des pertes financieres irrecuperables croissantes, notamment en raison des transports publics, des fermetures d'installations, de I'annulation d'evenements et de la reduction ou de I'arret complet de nombreux services et activites reguliers. Seton une evaluation preliminaire menee aupres des 104 municipalites de la province, la pandemie entrainera une perte globale de 10,5 millions de dollars d'ici le 31 juillet 2020. Comme la reprise des services normaux sera progressive, ce chiffre de deficit augmentera. /2 267 �f Nev", pp�u„xm- lfllprhl y' .,I E�,,, r ui lBr lm f Oi "0 nikm Association francophano i1n hl un m,i in-loris ni.::e des municipatites du Nouveau-Brunswick Jusqu'a present, les municipatites Wont regu aucune aide des gouvernements provincial et federal pour le maintien des services essentiels. Cela inclut le programme federal de subventions d'urgence couvrant 75% des salaires des employes pour les aider a continuer a travailler et maintenir le lien d'emploi. Cette situation risque d'avoir des repercussions majeures sur la capacite des municipalites de retenir certaines categories d'employes et de conserver des expertises essentielles au sein de la fonction publique municipale. Considerant que la Loi sur la gouvernance locale obligera les municipalites a reporter ce deficit a I'annee 2022, le fardeau financier sera transfers aux prochains conseils municipaux qui devront prendre des decisions extremement difficiles dans I'avenir, incluant I'adoption de hausses substantielles du taux de taxe ou des redevances aux usagers pour les services. Nonobstant le fait qu'une partie de I'impact financier pourra etre decals et repousse en 2022, la Iivraison de certains services pourrait etre compromise faute de revenus normalement au rendez-vous pour les financer dont, entre autres, le transport en commun. Modifier la Loi pour permettre aux municipalites d'accumuler des deficits au cours des prochaines annees peut etre une option envisagee. Toutefois, cette solution ne ferait que pelleter en avant les problemes financiers des municipalites qui seront aggraves par le ralentissement sconomique qui aura un impact inevitable sur les revenus d'impot foncier. C'est pourquoi nous demandons a votre gouvernement d'envisager toutes les options possibles pour apporter un soutien financier aux municipalites de notre province afin de les aider a traverser cette crise. Nous vous demandons en aarticulier de soutenir activement la proposition de la FCIVI au gouvernement federal (ci-joint). La situation financiere de toutes les municipalites au pays est fragilisee et precaire. Un financement d'urgence est essentiel pour continuer a fournir des services essentiels. Les municipalites ont egalement un role essentiel a jouer dans la relance sconomique. II est primordial de travailler en etroite collaboration avec le gouvernement federal et les associations municipales pour etablir les parametres des programmes destines a favoriser cette relance. Permettre le plein deploiement des investissements prevus dans le Plan investir dans le Canada sera une fagon de relancer une partie de notre economie, et ce, dans toutes les regions du Nouveau -Brunswick. Les priorites en matiere d'infrastructures municipales sont nombreuses et les municipalites ne demandent pas mieux que d'obtenir le feu vert a ce niveau. Nous applaudissons d'ailleurs le fait que vous discutez presentement avec le gouvernement fsdsral a ce sujet. II est important que le financement fsdsral disponible ne soit pas laisse sur la table et d'assurer un acces equitable a les toutes communautes, peu importe leur taille. /3 268 AFMNB Association Francophone des municipatites du Nouveau -Brunswick ,. ,..,.lfllprhkSkM,,, *Fill r �Ii,Ploln lBrirr' v�� f Oi ,�n i�tucrru i1n hl un m�,i in -loris �nria:'e, of � 7777,7777/7 Les municipalites sont pretes a jouer un role pour remettre notre province en marche. Nous sommes prets et disposes a travailler etroitement avec votre gouvernement pour ce faire. Nous nous tenons a votre disposition pour discuter davantage des enjeux abordes dans la presente lettre et pour trouver des solutions pour le bien et I'avenir de notre province. Nous vous prions d'agreer, Monsieur le Premier ministre, I'assurance de notre consideration respectueuse. Michel Soucy Adam Lordon President President Association francophone des Association des cites municipalites du N. -B. du N. -B. 702 rue Principale, Suite 322 Petit -Rocher, N.B. E8.1 1V1 Tel.: 506-542-2622 direction@afmnb.org P.O. Box 1421, Station A Fredericton, N.B. E3B 5E3 Tel.: 506-452-9292 charline@8citiesnb.com p.j.: FCM — maintenir-les-services-municipaux-essentiels Wayne Sturgeon President Union des municipalites du N. -B. 302-259 Brunswick Street Fredericton, N.B. E3B 1G8 Tel.: 506-523-7991 margot.cragg@umnb.ca C. C. L'Honorable Jeff Carr, ministre de I'Environnement et des Gouvernements locaux M. Kevin Vickers, chef du Parti liberal du Nouveau -Brunswick M. David Coon, chef du Parti vert du Nouveau -Brunswick M. Kris Austin, chef de I'Alliance des gens du Nouveau -Brunswick 18036.1 FEK EPATION FEDIERAHION OF CANADIAN CANADIENNE DES FC MMLJNICIPA I i rIlES WMICIPAL.11 TES vrnrpctinc 0 An m ma w m v Am& An 0 re Contents This is a crisis 1 Local leaders on the front lines 2 Anatomy of our financial crisis 4 Fiscal impacts of COV I D-19 6 Summary of recommendations 8 Proposed funding model 10 Eyes on the future 12 M M This Is M M M�� 00��00 ��U�^� president '' .~ ''— ' _''—.'--'_ |namatter ofweeks, theCDV|I[) '19 pandemic has turned life upsidedown. We now face a pub|ic health and economicchallenge unlike anything we've seen in our lifetime. As municipalities across the countrywork tosupportfront|ineaction and readyessentia| response services, the financial impact toour operations has created acrisis—andthreatenstoputtheCanadians weserve al: furtherrisk. Across Canada, citiesand communiLies are seeing their finances drift toward collapse. Thiscrisis exposes thecracks in an outdated model that isfundamentaUymisaligned withthemodern reality ofthe role of local governments. Revenues are plummeting. Unanticipated costs are rising. With few fiscal tools available —and nolegal ability to run operating deficits local leaders face stark choices. Protecting essential services now requires supportfrom otherorders ofgovernment. "T"oday, F:�CM iis imalkiiing that urgent irequest on lbelhaUfmf ciitiies andmmmmmmuniftiies aciross the country. WeairecaUUing foremmeirgeincy olpeiratiiing fundiiing for mmunkii1paUitiie.......... to Ikeelp esseintiiaUseirviices iruininiiing and Cainadiiains safe and protected. /I Canadians are depending onthevita|services their|oca| leaders provide, from ensuring Lap waterisclean tosending paramedics tohelp thesick tosafely she|tering our mostvulnerable residents. Cutting back services in the middle of apandemic would putCanadians al: fuftherrisk. Instead. municipal leaders mustcontinuetohelp lead theway, supportingpeople and businesses throughthispublic hea|thand economicstorm. Toensure thiswork continueswiththeurgency required on Lhe ground, where Canadians live direcl: emergency federal funding is Lhe only option. Durfedera|-municipa| paftnership has delivered remarkable resu|ts. �eepening that paftnership now will protectCanadians throughthispandemic. And when theLime comes, local leaders will be ready tohelp lead Canada's recovery, sothis countrycan prosper and thriveonce again. BiiUUKairstein NO Local leaders on l'ines the front Our CiLie5and C{}DlDlUniLie5are Lhe fP3nl: lines {}fLhe CO/VI[}-]9 pandemic. The5e are Lhe places where Canadians go Lo YVork, buy homes, 5Larl: families, launch bU5ine55e5, and bUi|[i Lhe fULUPe{}fLhi5 C{}Unl:py. As Lhe g{YvernDlenl:5 C|{}5e5l: L{} [iai|V life, municipal leaders are mobilizing Urger)L|VL{} keep Canadians safe, and L{} help people and businesses MuniidilpaUibies of aUUsiizes aire talkiiing extiraoirdiiinairy mmeasuires to support Cainadiiains.......... iiincUudiiing ouir mmostvuUineiralbUe.......... through tlhiis unprecedented IpulbUiic IheaUtlh andecoinommiic c1haU1leinge.They're turning arenas into she|ters forthe homeless. They'resetting up poftab|ehygiene stations. They'redeferring propeftytaxesand utility bills for sl:ruggling families. I'd unicipa|iLies are also working day and nighttokeep essentia|services running. Bus drivers, Panamedics, firefighters, social workers and count|ess otherfront|inestaffare putting themse|vesal: risk every day tokeep Canadians safe and to provide the services people rely on. 12 in the face of Nis challenge, essential workers and local leaders arestepping up togetheras As the inabionaUvoiimefor UocaUgovernments, F:�CM Us fuUUyeingaged in tlhiis inabionwiide ciriisiis. We're bringing togethercommuniLies across thecountry tohelp protectpeople and businesses. Through regu|artouchpointswithourmembers—from FCId's Big City Mayors' Caucus and Rural Forum Lo our provincia|-territoria| municipal association paftnersandothers—we'reconvening local expeftise sharing resources and coordinating front|ineresponse effofts. We're also working direct|y with federal depaftments.agenciesanddecision-makers tohelp inform Canada's pandemic response. Thal: includes regular scheduled calls withthe deputy prime ministerand key ministers. This unprecedentedengagementisbringing local realities to new federal initiatives—from the Canada Emergency Response Benefit to theCanada EmergencyWage Subsidy —to ensure theymeettheneeds ofCanadians ontheground. Pro i vital ii | i �c nov�amuncpauemceu 273 Municipalities in action The Cfty of Edmonton, ABhas waived transit fares unall routes and has deployed larger buses tuencourage physical distancing, while ensuring essential workers have asafe and reliable way tuget tuwork. The public library inthe Town of HaUton HUN, ON is using 3O printers tumake face shield parts for frontline health care workers. It's also left its VVi-Fi un—despite being closed --so residents without Internet access can apply for provincial and federal resources. Vital municipal services at a glance CDV|I '15 is shining a spot|ight on the vital role municipalities play in daily life. Now more than ever, Canadians are depending ontheirlocal |eaderstokeepessentia|servicesrunning —to keep people safe and secure throughthis pandemic. Thal: indudes� � Loca|police, ambulance and fire services � Maintenanceofroads, bridges and other essential infrastructure � Safe public transitfor essentia| workers � Clean eaterand wastewaterservices � Garbage co||ectionand recycling � Loca|social services and housing for vulnerable residents � Loca|public hea|thagencies � 5ustainabi|ityand environmental initiatives Themunicipality ufCanton De Gore '��C has set upahome delivery service for seniursand vulnerable residents --staffed byvu|unteers— tubring groceries and prescriptions tupeople confined totheir homes. For more examples ufmunicipal action during the pandemic,0utu Pa,amedic»aro onthehondineupum�dino|ifo-uavino ue,v|ce»inc|udinoeme,oencyarid noneme,oency pro -hospital cave to veuidentu. Photo: City nf7brnn^r When theLime comes, municipa|iLies will also beready tolead Canada's recovery, along with ourfedera| partners. Loca| leaders are already delivering front|ine resu|ts for Canadians. And theyare exceptiona||ywell -placed Lo deliver stimulus funding quickly Lo createjobs and get the economy going. ..)eepeningthefederal -municipal paftnershipeven fuftherwill help Canada thrive and prosper once again. Anatomy of our m � inancial crisis Alf Lhe be5l: of Limes, Canada's municipal g{YvernDlenl:5 manage a (aZO(-LhiD fiscal balance lo {]B|iVB( for Pe5i[ier)L5. On ffie revenue 5i[ie. LheV have 5Canl:ground k}Lill beyond pP3peft« LaXe5 and user fees. On Lhe expense 5i[ie. {}peraLing and CapiLa[LheVDlU5l: be LPeDlen[i{}U5|V COSt -BffiCiBDAYVfth BVB(V {]O||a( available. Wiffi no legal 5Lan[iing tOcarry operating deficits, they [ii|iger)L|V DlainLain Re5eFVe5 k} carry our C{}DlDlUniLie5ffiroUgh CVC|iCa| shifts and [ii5rUpLi{}n5. Buttheseare historically challenging times. I'd unicipa|iLies are incurring deep losses due to CDV|I[) '15—acombinationofforegone revenues (from propeftytaxesand user/uti|ityfees) and unanticipated costs (including public safety measures and supporl:for vulnerable popu|ations) Thisisnot limited toacash flow challenge; this isacrisis ofnon -recoverable losses. Tucontinue delivering essential services, many are drawing down limited reserves thatwere notdesigned fora crisis ofthis scale orduration. Tbday'scrisis exposes cracks inthefundamentaUy outdated fiscal framework in which municipalities are sti||forced tooperate.And aswenow approach atipping point.our nextstepswill reverberate 114 throughthelives ofCanadians. insolvency isnotan option.Bridgeloans cannotaddress Nis crisis of penmanentlosses. Cuffing essentia|services isnot anacceptab|eoption.notwhen Canadians need us most. This is why weare turning toour federal parl: - nersforemergencyoperatingfunding —tosustain municipal operationsand essentia| servicesthrough theseextraordinaryLimes. Municipa| wastecoUoc-Aion ope,auz,uaro keepino mun|cipa|ide»c|eanarid o,een'whi|ede|ive,ino euooua|uemk�uuoroudentucanstay athome This action will protect essential services Canadians rely on. Moone should have Lo worry iftheirLap water is c|ean, whethertheirgarbage will stayon the curb, orwhen afire truck or ambulance will arrive. WAR Tokeepdhversarid ,idersuafo, me City ofse|ki,k' Mo' installed PlIexio|auuho|duarid clouedoff a|uzmadno umvu inside the busos uzencou,aoephvuica|distancino. Photo.- City of Selkirk TheCity of Windsor's WFCUCentre, homeof the Windsor Spiffires An|orA hockevc|ub,has boon t,andbnnedinto amake-shift foodbankuzhe|pthoue This action will protect the most vulnerable among us. We must continue deploying emtns - ordinarymeasuresto protect people who face enormouscha||engesstayingsafe—inour she|ters, on our streets This action will support Canada -s economic recovery. Municipa|iLies will need to hitthe ground running to turn stimulus funds into outcomes—andnotbecance||ingeven existing capital projects Like never before, our municipal federal parnemhiphas been building better lives for CanadiansOur partnemhipisgrounded inour respectivestrengths—|oca| leaders are delivery experts closest topeople's real needs, Hie federal government has the fiscal heft to drive nationwide progressToday., right novxthis parnership is Hie key tocarrying Canadians throughthispandemic intobetter days ahead [ -1 Proto(.Airig vitall ii | i Protecting property taxpayers Covering municipal |ossesthrough a one-Limeproperty Lax levy isriot aviable a|ternativetofederal emergency funding given the significant impact itwould have on househo|dstrying to weathertheeco- nomic downturn. Bridging municipal iLies' 2O2Dfiscal shortfalls without cutting services—assumirig six monthsofphysical distancing—would require dramatic residential property Lax levies: Toronto 56% Calgary 23% Vancouver 22% Montreal l@% Mississauga 17% Fmiscal N impacts of COVID=19 rhe fiscal iDO[}aCtS Of CO\/1[D-]9 service forfront|ine workers in this pandemic. have been 5YVift and [iraDlaLiC. butwith limited abi|itytoreduce operating Non recoverable municipal |{55e5 exPenditu��.many transit systemsare already river) by falling revenues and rising scaling back service toensure solvency. C{}5L5 have |e[i L{} an UnpRece[ienLe[i I'd unicipa|iLies are deferring property taxes, financial crisis. -k] absorb this stagger - utiiUiity and otheir fees Lo supportstrugg|ing ing hil: in Lhe near LerDl. we are calling residents inthenear-term—anothermsdor hit E ft th deferral for a federal {}peraLin[� infusion {}f revenue � vena after esepro- $](l-]5 billion over Lhe neXl: six Dl{}nl:h5. grams end, there remains a significant risk ofpropertytaxde|inquency VVithevena Thi5 crisis DlaVC{}Dlp{}Un[ia5 physical � l0percentincrease inpropertyLax and uti|ity [ii5��Ci�[� measures C{}��i�U�. and depending on Lhe Liming and pace bill delinquencies, thecitiesofVancouver and of fULUre economic recovery. Torontoestimaterevenue losses in2020of $l30million and $5B4million, respective|y. FCM continues to develop insight on the scale Municipal iLies reliant on Ihaird-Ihiit iiindustiriies oflosses that municipalities may face onthe face compounding pressures. |ntourism-driven road ahead. The extent and natureof losses Banft Alberta. 85 percentofworkers have vary widely bycommunity,depending on been laid off. TuurismCalgary has temporari|y mu|tip|e factors� laid off more than half of its staff, and the city could lose the$540million economic impact � I'd unicipa|iLies with IpulbUiic tirainsiit systems ofthe Calgary 5tampede. Agricu|ture� meat face significant revenue losses atthe fare plants in High River, A|berta, and in Montreal box —estimatedal: $400million per month have closed temporari|y,impactingathirdof nationwide.This accountsfor 30-50Percent Canada's beef processing capacityand most ofmonth|y net losses for thesemuniciPa|iLies. porkexports. Natural resources� Western in MetroVancouver, Trans|ink is losing Canadian Select istrading al: negativeprices, $75 million monthly. The Toronto Transit and sawmill closures have putthousands Commission reports a $23.5 million weekly outofwork-jeopardizing pulp mi||jobs in burn rate—with an 85 percent revenue drop northernand remotecommuniLies. in April alone. Critically, transit is an essential Protoc i ii novi�a| muncipa| uemceu 277 Uke many municipa|ties, the City ofvorku n has convertedono ofthei,pub|ic,inkuinto a tempo,a,vuiterun by pub|ic health to help aUeviatetheimpacton|oca|hospitals arid 7 Theloss ofuseir fees firommlpairlkiiing and commmmunii,ty, cuU'tuire,and recireafloin faciiUibies is another source of foregone revenueMany municipalities have a|readytemponsri|y laid off staff at these facilities to reduce costs TheCity ofMississauga estimateslost revenue from recreation facilities to reach $23 3 million by Hie end of June The City ofToronto is |os- ing almost $l7 million monthly from foregone parking fees alone Smaller communiLies, at relative scale, stand totake asignificant hit as well PrinceGeorge. BC,estimatesa monthly loss of$l5-20 per capita. Without emergency operaLingfunding, municipa|iLies will need to reduce planned calpi[taUexlpeindii,tuiresin2020tomake upfor lost revenues Thiswill further slow economic activityacross Hie country and increase future repair costs And this scaling back isenormous|ycounter-productivetothe corning need todrive Canada's economic reccwerythrough new capital investment in municipal assets, including core infrastructure and housing ThesadneauPo|ceoepartmentcontrols movementat Pro i vi tall ii | i �c nov�amuncpauemceu 278 � RuiraUand smmaUUcommmmunitiesface theirown unique economicchallenges Theagricu|ture sector has been hit hard Some municipal iLies have begun laying off staff despite having sofew to begin withVVith limited access to broadband |nternet' many rural Canadians are unable towork from homeNewBrunswicKs Francophone municipal iLies are facing atotal monthly loss of $'10 5 million Even before Hie pandemic hit' eight percent ofA�|antic Canada's workforce was already depending on Employment Insurance benefits. F Summary of recommendations With plummeLing revenues, rising expenses and a legal proscripLion against running operating deficits, municipalftles are al: imminenl: risk of having k) cul: essertal services Vic:) Cana d i a n s k) remain so I vend. I h to accepLable alLernaLive is emergency operating funding for municipal iLies, provided by our stable, Lrusl:ed, naLlonal paftner: Lhe Governmenl: of Canada. I his secLion summarizes 1::::Cl'd's urgenl: recommendahon. I his is based on Lhe besl: available data on the projected financial impact of COVI[) '19 amounLing Lo a near Lerm gar.) of $10 '15 billion for municipali Lies nahonwide. 111: assumes Lhal: physical disLancing direchves subsLanhally persisl: for six monffis, with direct: municipal revenue impacl:s continuing ffirough Lhe end of 2020 and possibly inL(.) 2021 depending on Lhe pace of e(.-(.)n(.)mi(.- recovery. I he core of our recommendahon is an allocahon based formula Lo deliver a base level of support: Lo all local governmenl:s. I his is supplemenLed by LargeLed measures Lo meel: dishncl: needs of municipal i Lies as Lhey conhnue Lo keep Canadians fully served and proLecLed. /8 Proto(.Aiing viital rnunk-Jpal sorvk-,os PAW61 Immediate action Defliveir at Ileast $10 lbiilllliioin iiia tairgeted eimeirgency olpeiratiiing fun iiia to a1l1l Ilocall governments as diiirect all1locabions .......... wiitlh a inn w lhylbiriid foirimulla irmmodell1led on lbotlh the 1pirovein fedeirall Gas T'ax F:Und (G"T"F:) and a iriideirslhiilp lbased all1locabion for irmmuairkii1palflibies that operate tirainsiit systeims.. Specifically, allocate at least $7.6 billion of the fund using a G I 1::::sLyle allocal:ion formula for all local governmenl:s, and $2.4 billion based 100% on Lransil: ridership. 1::::(.)r municipali Lies Lhal: operaLe Lransil: sysLems, provide a single blended Lransfer. Immediately provide advance paymenl:s Lo municipali Lies facing urgenl: liquidity issues. I everage Lhe adminisLraLive infrasLruch.ire of Lhe federal Gas lax ::::�und, where possible, Lo expediLe Lhe rollout: of dedica Led emergency operahng granLs. Municipa|road mainumancestaff aro wm,kinoaround mec|ocktokeeproads uafearid acceuuib|efor thoue 2. DeUiveir addii,floinaUemmeirgency olpeiratiiing fundiiing to indiiAduaU UocaU governments facifing unIque fifinainciiaUlpiremmuiremireUated to COVUD 19 that aire inot fuUUy met lby the lhylbiriid foirmmuUa albove.Our largest urban centresface distinctchallenges supporting self -iso|ation.sanitation and good health among populations struggling with home|ess - nessand mental health challenges Smaller communiLies face unique challenges, starting with access to health care services thatcan support iso|ationrequirements and urgent careTheseand otherunique cost drivers will continue torequire targeted supports for Hie full duration of:his crisis Selkirk, MoMayor I a,,v Johanuuongoppedata ms|denruwindowtoadmi,e chi|d,en'ud,awinouuhowino thei,appveciadonfor euuenda| Medium—term action 3. Commirniit to ireviisii't the ineed for addiifloinaU � Monitor :rends inproperty Lax delinquencies andconsideradditiona|supportsforindivid - ua|sand businessesthat may not be able to pay property taxes after Hie expiry of short-term municipal deferral programs � OependingonHie duration and severity of Hie COV|O'19 crisis, prepare for possible additional operating funding assistance in both2020and 202l 4.. PinmviideUocall governments With the alKiUity to tirainsfeir unused aUUocabionstoHie federal Gas "ax Fund prognsmfor capital expenditures aspart ofCanada's C{]V|I '19economic recovery plan WIN � ProDoseaE �und � Thi5 5eCLi{}n pRe5er)L5 a[i[iiLi{}na| guidance for Lhe emergency {}peraLing funding {}UL|ine[i in reC{ DlDlendaLion #1. Our proposed model feaLUre5 LYVo CDDlponenl:5: a base a||{}CaLi{}n for all DlUniCipalftie5. and a 5Upp|eDlen LaFVa||{}CaLi{}n for DlUniCipalftie5 Lhal: {}YVn and {}peraLe Lran5il:5V5LeDl5. TofUnCLi{}n-- BffiCiBD[|V and DatiODYVi{]B--ftS design DlU5l: be 5Lraighl:forYVard. direc[ and flexible. Base allocation (for all municipalities) � AL least $75 billion based on the federal � Assumes average of$35per capitaper month. and six monthsof physical disLancing (sLafting March 2020). /10 Pro i vital ii | i �c nov�a muncpa uemceu 281 Supplementary allocation (for municipalities that [}N/77 and operate transit systems) � $2.4 billion based entirely on 2015 transit ridership (popu|ationnotincluded informu|a). � BasedonCanadian Urban I ransitAssociation needs assessment($400mi||ion/monthfor six months) and validated through individual cityestimates. Design considerations � I'd unicipa|iLies should receive a single transfer thatcombines thebase and supp|emenLary aUocation(exceptinthecaseofprovinciaUy - owned transitsysLems. such as BCTr nsit and Metro|inx). � This single transfershould provide maximum flexibility tolocal governments toapply funds towardsall operatingimpacts(foregone revenue and/or unanticipated(.-osts)re|ated totheCDV|I[)-l5pandemic. � No provincial or municipal matching funds should be required � Requiring provincial matching could cause delays given the varied fiscal capacities of provincial/territorial governmentsHowever, provinces and territories continue tohave an important role to play in providing targeted supports for local governments including, but not limited to� [> direct support for COV|I '19emergency response and support for vulnerable popu|ations� [> expansion orbackstopofproperty Lax deferral pnognsms(especially long Lerm deferment prognsmsthatwill delay taxes beyond asingle fiscal year); [> block operating grants for local governments � Bimensignificantdownsiderisks—inc|uding Hie likelihood offuture pandemicwaves that require physical distancing, and the potential for property Lax delinquencies it is likely thatHie full aUocationunder anemergency operating grant will befully utilized by local governments Thevu|nerabloPemmnoneobtn/ivac,tica|proo,am whe,ethee|de,|varid peop|ewithupecia|needuaro contacted dai|u making uu,ethat thevaro uafearid thei,needuaro beinome,.PhntzPegiona/wun��aVty nrWood Buffalo � Any limited unused funding could bereserved foradditiona| COV|O'19 related operating shortfalls in2020or202l.ortnsnsferred toHie federal Gas TaxFund tobeused for incremental capital expenditures as part ofCanada's COV|O'19recovery plan Potential impact (aH numbers rounded and approximate): Metro Vancouver' $900M $5'10M $290M $795M City of Calgary $400M $255M $Tl 5 M $370M � p,e|iminan/estimausassumino full vea,impac, ofs�x monthuofphvuica| distancing =ext,apo|adonofdata pumidedbvCity ofvancouve,(Ioca|oove,nmentriot inc|udinot,anuit) arid non»ink (tranu�t) /11 Protoc,tirig vitall ii | i Eyes on the future F7ighl: now our focus i5{}n LaCk|ing Lhe public hea|l:h and economic crisis inour CiLie5and CODlDlUniLie5--and ensuring local leaders car) C{}nl:inUe :{} deliver Lhe e55erta| 5eFViCe5 Canadians Pe|V on. BUl: we're also keeping an eye on LhefULUPe --for when Canada is ready :(.) move from response :(.) recovery. Across thecountr&municipa|iLies have already begun Laking stepstohelp drive themassive nation-bui|dingefforl:thatwiUberequiredwhen thepandemicends—fromgetting|oca|businesses back ontheirfeel: to imp|ementingjob-creating stimulus projects. FCM issuppofting thiswork bycoUectingandana|yzingon-the-grounddata thatwill inform recommendationsfor Canada's recovery. From housing, to infrastructure, to green, sustainable and resilient prWects, cities andcommunitieshavea|ongtrack-record of delivering results efficiently and effectime|y. I'd unicipa|iLies will be essential partners in rebuilding theeconomy*ewantfor thefuture. 112 Butaswithany crisis, itwill bejustasimporant Lo learn lessons from thispandemic. VVewill honour and ce|ebratehow Canadians and their governmentscame togetherincommon cause. We will also need toLake acritica| look al: the foundationa|cracks thathave been more harshly exposed inhow *eapproach therole oflocal governments. in clear view are theoutdated tools and authoritiesgranted Lo municipal |eaders, and how theysimply donotmatchthemodern role cities and communities play in suppofting Canadians and driving our economy.When the Lime isright.FCMand local leaders will beready tohave thatconversation. |ntheimmediaLe,wewill continueworking flat -out, aspartners onthe front lines, tokeep Canadians assafe aspossible, and ready our economyfor the comeback we're confident we can co||ecLively drive. We're all in thistogether WIN FCM �m MIR FCMFK DK RA� ION FEDERA� ION CANADIIK. NNE IN . S OF CANADIAN MLJNICIPALITES WMICIPALITIES Lj so AM I& A^ sol #A^ so I Ap zi ATA 10( Z4,44-ou 0 119 10 11 a 10 re Ah 19 qwA 4%W Ah 11 Ah b M V Ah Contenu Une crise sans precedent 1 Les elus municipaux aux lignes de front 2 Portrait dune crise financiere 4 Incidences financieres de la COVID-19 6 Resume des recommandations 8 Modele de financement propose 10 Tou rnes vers I'avenir 12 Enquelques semainesseu|emenL,|aCDV|I '15 abmu|everse'nos vies. Jamaisn'avions-nous eua faire face 6 un defi d'unete||e amP|eur, menagant b |afois |asant(-,'pub|iqueel: 1'(-,conomiedu pays. D'unoce'ana[autre.nos municipa|itestravai||ent d'arrache-pied sur |e terrain pour aider au dep|oie- mentdes mesuresd'interventionel: mobiliser les services essentie|s. Cetravai| substantie| |esa PreciPitesdans unecrisefinanci6,nequi pose maintenantdes risquesa|apopu|ationm6me qu'e||es s'efforcent pouftant de servir. Lesunesaprbs |esautres nos viUesel: coUectiviftes voient |eursituation financi6,nese deterioner. Cette criseexpose augrandjourles lacunes d'unmodb|e definancementobso|6teetcomP|6,tementdePasse, par |are'a|ite'des gouvernementsmunicipaux d'aujourd'huiLesrevenusfondent.Lesdepenses impre'vuesaugmententavued'ueiiManquant d'oud|sfinanciers etn'etantpas autorisespar |a |oi 6 ennegistnerdes deficits defonctionnement. les e'|usmunicipauxsontaupied dumurPour prot(_Sgerles services essentie|s. i|sdoivent recevoirde [aideau p|usvite. A bitire de voiix des gouvemmemmeintsmmuniidilpaux,Ila F:�CM sefaiit aujouird"lhuii 1poirte-lpammUedesAUUeset des coUUecti1vit6mein r6cUammaint cet,te a1de fifinaindibire. Nous demmaindoins des foinds defoincUoininemment d"uirgeince 1pouir lies mmuni1cii1paUift6maffin Wammuireir Ila secuirifteetIla 1pirotectiioin deinos coinditoyeinset de mmaiiinteiniiirUes seirviicesesseintiieUs doint iiUs oint lbesoiiin. /I Alors que|achsede|aCDV|D '15batson p|ein, les Canadienscomptentplus quejamaissur les services indispensab|esassure'spar |eurmunicipa- |it� quecesoil: |'eau potable les refuges pour les plus vu|ne'rab|esdenos communautesouencore les services ambu|anciersqui viennenta |eursecours. Re'duirecesservices enp|einepandemiemettrait les citoyensencore plus arisque. Lese|usmunicipauxdoiventcontinueradonner |'exemp|eenveiUanta|ase'curite'de|eurpopu- |ationel: enaidantcitoyenscommeentreprises asurmonter|atempkesanitaireel: economique dans |aqueUenous sommesp|onge's.Cetravai|de terraindoitse poursuivreavec toute [urgencequ'i| commande, maisce|a nesera possible qu'avecun soutienfinancier federal immediat. LepaftenariatenLre|efederal el: |eMunicipal a produitdes re'su|tatsremarquab|es. Ce lien se doit d'Ltre plus serre' quejamais pour proteger, ensemble, |a population en cestemps diffici|es. Puis.quand |emomentsera venu.nous travaiUe- rons.ensemble, aamorcer|are|ance(_Sconomique duCanada afinqu'i|f|eurissedenouveau. Prc5sorvor losk.-,os rnunk.-Jpaux ossontiols 288 ME Karsten e0lus aux Les l'ignes \/i||e5el: C{||eCl:iViLe5 5{}nl: aux pReDl&e5 |igne5[i'hl:erVert{}n[ie|a pan[ieDlie [ie |a CO\/I[}-]9. Ce5 Vi||e5, Ce5 C{}||eC- :iViLe5. Ce 5{}nl: [i'ab{}rd el: aVanl: L{}Ul: |e5 foyers [ie n{}5 Ciky/en5; Ce 5{}nl: |eUr Dli|ieU [ie LraVai[ |'en[iP3iI: {}6 Is forDlenl: Une faDli||e. |anCenl: [ie5 en tPe- pri5e5 el: CR6enl: |'aVenir [ie n{ARe pays. El: |e5 c|U5 DlUniCipaUX. aCLeU[5 [ie |eUr QUc)1:6en. 5onl: LoU5 Dlob|i5e5 pour assurer |a 56CUri1:6 [ie |eUr5 Cikyyen5 el: aider |e5 enl:Repri5e5 a LraVer5er |a LeDlp�l:e eC{}n{}DliQUe pr(.)v(.QUee par |a CO\/ID 19. Petifteset giraindesmmuiniiciilpaUiites oimt 1piriis des mmesuiresextiraoirdiiinaiiires 1pouir*outeinifirUeuir 1polpu- Uatibin, notammmment Iles pUusvuUineiralbUes, dains cette ciriise de sainte IpulbUiiqueaux impacts ecoinommiiques immpoirtaints. Iles onttransformedes arenas en refuges pour les personnes itine'rantes. B|esont insta||6,des stationsd'hygibneportatives. Iles on t diff( -,'r(-,' |epaiementdes imp6ts fonciers etdefac - turesdeservices publics poursou|ager |esfami||es Les municipa|ites travaiUent aussi nuit etjour pour maintenirles services essentie|s. Leurschauffeurs d'autobus, pompiers, po|iciers, travaiUeurs sociaux etdenombreuxeffectifsdepremiere|ignes'ex - posent tous |esjours pour pre'server |a se'curite' de 12 nos citoyensel. |eurprocurer les services donti|s ontbesoin. �anscettecatastrophecestravaiUeurs et�|us municipauxessentie|ssesont r( -,'v( -,'|(-,'s des champions pour |eurscoUectivitesel: pour |epays toutentier La F:�CM,Ua voiix inabionaUedes gouveirineimeints mmuiniiciilpaux, a mmolbiiUiise toutes ses iressoumces dains cettecirUse inatiioinaUe. Mousaidons les municipa|i- te'sdetoutesles r(-,'gionsdupays aconjuguer|eurs effortspourprot(-,'ger|apopu|ationet|esentre- prises.Aumoyenderencontresre'gu|ibresavecnos membres, par |ebiaisdu caucus des maires des grandes vi||es et du forum rural de |a FCM, de nos partenaires des associations provincia|es et territo- ria|esdemunicipa|ite'sel: d'autres partenaires, nous puisons a [expertise municipa|e, partageons des ressourcesel: coordonnons les effortsdeterrain. Moussummesaussienliaison directeavec des minist6,res organismesetdecideursfedenauxafin d'aidera orienter les interventions necessitees par |apande,'mieaupays. I )anscebut.nous par - ticiponsades te'|6conferencesre'gu|ibresavec |a vice premiere ministreel. des ministresde's. Cette mobi|isationsans pr(-,'c(-,'dentpermetd'int(-,'greraux mesuresf(-,'d(-,'ra|es |a perspectivedeterrain requise pour repondreaux besoinsdes Canadiens.tant pour |aPrestationcanadienned'urgenceque|a Subvention sa|aria|e d'urgence. Prc5sorvor losk.-,os rnurik.-Jpaux ossoriticfls 289 Les action LaViJUUed"Edmmnton(AUb.)a renunc6aux tarifs de transport cuUecdfsur tuus les tnajets de son r6seauetad6p|uy6des autubus60nsnde capacit6 pour veiUer6 ce que les tnsvaiUeurs essentie|sdisposentd'unmoyensOretfiab|e pour serendre autravail tout enrespectant les r60|es de distanciadun physique. VVi-Fidisponible m6mesises|ucauxsuntfenm6s afin que les re'sidentaqui Wont pas accbs6 Internet puissent profiter des ressouncesetdes mesunasde suutien pruvincia|esetf6d6ra|es. Le Canton deGore (Qc)amisenplace unservice de|ivnsisun6domicile assur6par des b6n6vu|es' qui permetaux persunnesA06esetaux r6sidents vu|n6nsb|es de |a municipa|it6de recevuirdes pruduitsd'6picerieetdes urdunnances6domicile. Labib|iuth6quepub|iquede|aVlJUUedeHall'ton HiJUIIs (Ont.)utilise sesimprimantes3Opour fabriquer Puurd'autresexemp|esd'actiunsmunicipa|es des parties d'6cnsnsprutecteurspour |evisage entreprises dunsnt|apand6mie'cunsu|tez afindeprote'gerles travaiUeursde|asant�. no-tmepage web : . Elle continue 60a|ementderendre son r6seau U U000'^re sur les services 00U0n'c'paU0x essent'eUs La CDV|I '15 met en |umibre |e n5|e essentie| quejouentles municipa|ite'sdans notrevie quotidienne. Plus quejamais. les Canadiens comptentsur |eurse'|usmunicipauxpour assurer |efonctionnementdes services essentie|s.dont |a prestation aide a garantir |a se'curite et |e bien-kredes gens pendant|apand6mie.Voici � Lesservices |ocauxdepolice, d'ambu|ance et d'incendie� � Lentrehendes roulLes.des pontsel: d'autres infrastructuresessentieUes� � La Pres ation deservices fiab|esdetransport co||ectifpour les travai||eursessentie|s� � Lesservices detraitementde [eau potable el: des eauxus6es� � Laco||ectedes dechetsel: durecyc|age� � Lesservices sociaux |ocauxet les services de|ogementpour les re'sidentsensituation devu|n6rabi|ite,'� � Lesorganismes|ocauxdesant(-,'pub|ique� � Les initiatives de de've|oppement durab|e el: deprotectionde|'environnement. I euambu|ancioramunicipauxuontsur Ila |Ignedefront, uauvantdos vleuenprodiouant los uoinuu,oentuet non u,oentuaux pauentuavant |our a,,iv(.5ea |'hbpitai Lese|usmunicipauxmetentdej�.lenplace des so|utionsdetenainpour aider |eurscitoyens. Le momentvenu. les municipa|itesseront prkes a menerles effortsde |a re|ancede [6conomie canadienne.enco||aborationavec |eurspaftenaires fe'de'rauxpuisqu'e||essontexceptionne||ementbien p|ac(-,'espour fournirrapidementdes fonds de re|ance, cr(-,'erdes emp|ois et remettre [(-,conomie sur ses rails. Un partenariatf(-,'d(-,'ra|-municipal encore plus forl:aiderasans conteste|eCanada a prosperer de nouveau. Prc5sorvor loskou rnuriI(.-,Ipaux ossontlols 290 Portramit d'une m m MA crise financiere En 5iLUaLi{}n n{}rDla|e, QUan[i L{}Ul:Va bien. |e5 DlUniCipalfte5 [i{}iVenl: [i'�a faire [ie5 pP3Ue55e5 p{}Urg6rer au DlieUX |eUr SiWa[iODfiDaDCie�(B |iDOiUS:�BB[((,:�[}OD{](B aux be5{}in5[ie|eUr5CiL{)yer)5. LeUr5 reVenU5C{}n5i5l:enl: prinCipa|eDlenl: [i'iDlp/��5 fonCier5 el: [ie frai5 [i'ULi|i5a- Li{}n de services DlUniCipaUX. a|{}[5 QUe |eUB[i6pen5e5[ie fonCl:i{}nneDlenl: el: [i'iDlDl{}bi|i5al:i{}n5eXigenl:[ie LiRer |e DlaXiDlUDl [ie ChaQUe [i{}||ar avec UDB (igOU(BUSBBf iCaCit(,',:�. [}(aS aUk)ri56e5par |a|{}ia enRegi5l:Rer[ie {](',:�fiCitS {]BfODCtiODDBDOBDt. |BS muni - Cipalfte55'eff{rCer)L avec diligence [ie C{n5LiLUer[ie5 reserves pour aider |eUr p{}pU|al:i{}n a faire face aux iDlpreVU5 el: peftUrbaLi{}n5CVC|iQUe5. Mais|asituationactueUen'ahendenormal. Leoc,?fi est colossal. Les peres provoquees par |a CDV|I '15 sonte'normes.el. de'cou|enta|afoisd'unechutedes revenus{repoftdes imp6tsfonciersetdes rede- vancesdedroits d'uti|isateursetdeservices pub|ics) el. decobtsimpre'vus.notammentpour maintenir |ase'curite'etsoutenirles popu|ationsvu|ne'rab|es. Ce qui estd'autant plus inquie,'tantc'estqu'i| ne s'agitpas d'unecrisede |iquidite's, mais biend'une crisedepeftesirreScouvrab|es.Ungrand nombre demunicipa|ite'spuisentdoncdans |eursreserves pour continuerd'assurerles services essentie|s.mais ce||es-ci sont |oin d'Ltreassez robustes pour soute- nirunecrisedecetteamp|euretdecettedur6e. 114 ducadre financier fondamenta|ementobsolete qui estimpose' encore aujourd'huiaux municipa|ie"s. Lesfinances municiPa|essenaPProchent dangereusementdupointd'effondrement.etce quenous feronsici./naih/enant,aura unepoftee sur |avie m6medes Cenadiens. Linso|vabi|iteest inconcevab|e.Lesprks-re|aisneconviennentpas a cette crise de pertes irreSme'diab|es. Etcouperdes services essentie|sn'estpas acceptab|eaun momentobnos concitoyensont|eplus besoinde nous. Moussommesdoncforces defaire appe|anos paftenairesfe'de'raux.encetteperiodedecrise catastrophiquepour nous permettredecontinuer defonctionneretdefournirles services essentie|s. Prc5sorvor losk.-,os rnunk.-Jpaux ossontiols 291 I euc5boueursmun�ipauxoa,dentnos municipa|t(5s p,opveue,ve,te»etconunuentdefou,ni,ceue,vice esaenue|pendant que|apopulation demeureoznhn6e. Photo: Ville de 7bronto Pour Ila uc5cuhU-5dos chauffou,uet dos uuaoersd'autobuu'Ila viUede se|ki,k (Man.) a inutaU-5dos c5c,anu enp|exio|aue,coup(.5|'acc6uados ,anooeupour pe,meu,eIla distancia- donph»»ique.Photo: Ville deSelkirk uzcent,evvFcudeIla vlUedevvinduor,domiciloduc|ubdehockevjunio, des Windsor Spitfire, atnanshormpenbanquea||menta|red'uroence pour veni,enaideaux personne»danu|ebeuoindu,antIla pand(.'�mie. Cette aide permettra do maintei-Vr les services esseritiels que nous offronsaux cito/emis. ||snedevraientpas avoir acraindreque|eur eau nesoil: pas propre.que|eursd(.'�chets pourrissentdevant|eurporteouqueles pompiers ou les ambu|anciers manquent a|'appe|encasd'urgence Cette aide prot6gem les plus vuln6rables d'eritre nous. A|omque|acrisesepoumuit'nous devons continuera prendre des mesuresemtnsordinaires pour prot(.'�ger|as6curit(.'�deceuxdont|avie est plus pr(.'�cairequejamais.dans nos refuges, dans nos rues Cette aid*stimulera la relai-ice 6conomique du Caiwda. Les municipa|it(.'�s devront mu|tip|ier les misesen chander Pourdner Profit des fonds irWect�s pour stimu|er|'(.'�conomie.p|utotqued'avoir6annu ler des projets d'immobi|isations c16.j6pr6vus Aucoumdes derni(..�resann�es notrepaftenariat federal municipal avail: ind(.,niab|ement permis d'am(.'�|iorer|a qua|it� de vie des gensPourquoi? Parcequenotrepaftenariatmetencommun nos forces respectives� |aconnaissancedu ternsinel: des besoins des gens de |a 1:::::CMet deses 2000 municipa|it(.'�s membres. etceUes Prot6gerUes contrKbuabUes 00U0n'c'paU0x Augmenterles imp6tsfoncierscomme so|utiondenechangeades fondsd'unJence f6d6nauxnestpas envisageab|e. Pourcom- b|er les pertes financi6res des municipa|it6s en2O2Osaris couperdans les services (en supposantunedistanciationsocia|ede six mois)'i|taudnaitaugmenterles imp6ts fonciersdeta(-,'on d6mesur6e : Toronto 56% Calgary 25% Vancouver 22% Montnia| 18% Mississauga 17% d�ve|opp(.'�espar |egmuvernementfederal 6 employer son Poidsfinancier pour faire Progresser |e CanadaAujourd'hui plus quejamais, notre partenariat peut etre |a d6 qui conduins les Canadienshors decettepand�mie.vers des I—, Prc5sorvor ros sorvlcos rnurilclpaux ossontlols 292 nc'dences ' MA i inancieres de la COVID=19 I BS iDCi{]BDCBS fiSca|BS {]B |a CO\/iD-]9 {}nl: 61:6[api[ie5el: 5peCLaCU|aire5. Les pefte5 DlUniCipa|e5 irr6Ver5ib|e5 [iUe5 a |a bai55e[ie5 reVenU5 el: a |'aUgDlen- LaLi{}n[ie5COOL5{}nl: enLraineUneCri5e fiDaDCie�(Bsans [}((S:�C(S{]BD[. AfiD{]'abSO(- berCe Ch{}C brULa| a C{}U[l: LerDle, n{}U5 deDlandon5aUgoUVerneDlenl:federal Une injeCLi{}n [ie ](l a ]5 milliards [ie [i{}||ar5 dans |e5 six pP3Chain5 Dl{}i5 pour assurer n{APe fonCLi{}nneDlert Cefte Cri5e p{}Urrail: 5'aggraVer a Dle5URe QUe |e5 Dle5UPe5[ie[ii5LanCiaLi{}n phV- 5iQUe5e p{}Ur5UiVenl:, el: en f{}nCl:i{}n [iU Dl{}Dlenl: el: du rVl:hDle[ie |a fULUPe reprise 6C{}n{}DliQUe. LaFCMcontinuedesefaire uneideede[amp|eur des peresqueles municipa|ite'spounaientsubirsi |a crise perdure. Lava|eurel: |a naturedes peftes varientgrandementd'uneco||ectivite a [autreet de'pendentdep|usieursfacteurs.Voiciceque[on constatejusqu'a maintenant � Lesmunicipa|itesdot6esd'unireseau de tirainslpoirtmmUUectiffsontconfrontees a d'impor tantespeftesderevenusprovenantdes tarifs d'uti|isationestime'esa400millions decollars par mois a 1'(-,'cheUe nationa|e. Pources coUec- tivit6s. ce|a repre'sente une parl:de30 a 50 % de|eurspeftesnettesmensueUes. I )ans[agg|o- meration deVancouver par exemp|e |asociete Tr nsLinkperd 75millions decollars par mois. La Commission detransporl:deTuronto rappofteuntauxhebdomadaired'(-,rosiondu capita|de23.5millions decollars, sesrevenus ayantnotammentdiminue'de Prc5sorvor losk.-,os rnunk.-Jpaux ossonticfls 293 � 85%enavriiLetransporl:coUectifes un serviceessentie| pour les travaiUeursde premiere |ignedurantceUepandemie.mais acause de|eurcapacite|imit6eareduireles de'pensesd'exp|oitation.denombreuxr6seaux detransporl:coUectifsontforces dereduire |eurservice pour assurer |eurso|vabi|it�. P|usieurs municipa|ie'sontchoisi dereporer ceftains paiementsdetaxes foinciibires, de seirvUces IpulbUiics ou d"amtires fnaiis poursou|ager 6 court terme les residents en difficu|te. Cette mesureimpoftantedesoutienenversles citoyensengendreelle aussiunimpactmajeur sur les revenusmunicipaux.Et|orsqueces programmes dereport Pnendrontfin, les municipa|ite'sdevrontfaire face a un risque conside'rab|edenon -paiementdes imp6ts fonciers.Enprenantpour hypothbseune augmentationdel0 % des arrie're'sdepaiement d'imp6tsfonciersel: defacturesdeservices publics, les Vi||esdeVancouver el: deTuronto estimentque|eurspertesderevenusen2020 s'e,'|bverontrespectivemental30millions el: a 5B4millions decollars. Lesmunicipa|it6sdont[(,conomiedepend desecteuirs duiremmemt touches par |acrise voient|eursituations'aggraverencore plus rapidement. I )ans|evillage touristiquede Banff(A|blB5%des travaiUeursontel:.emisa pied. Tburism Calgary a temporairement |icencie plus de|amoiti6,deson personnel, el: |aVille pourraitperdreles retombeeseconomiques de540millions decollars ge'ne're'spar |e 5tampededeCalgary. I )ans|esecteurde [agricu|ture.des usinesdeconditionnement de |aviandea High River84|bJel. Mon1 ontsuspendu |eursactivite's. cequi rel A |'oxemp|edenomb,euueuau,ms municipa|it(.5u |a vlUe devorkunaconverti|'un desosar(5nauencent,ede aant�public tempona|reahndeIn-niter |'aNuxdans les uaUeu d'u,oence de |a viUe. Photo .- Ville de vorktnn |e tiers de |a capacit(.'� de traitement du bcm-uf el: |ap|uparl:des empoftationsdeporc.Ence qui atnsitaux ressources natureUes. |ep(.Aro|e bnutde[{]uestCanada (VVesternCanadian Select) se vend a un prix n(.,gatiI, et les ferme- tures descierieontentnan� |a pehe de miUiem d'emp|ois et menacent de pnovoquer |a m.me situationdans les usinesdepa' Les el: papiem ll� Lapeftedes dil dutiUiisafloin des station inemmemtset des instaUUabionscommiltaiiires, cuU'tuireUIles et Iiivesconstitueun autre manquea gagnerimportant.Oenombreuses municipa|it(.'�s ont d6Ha |icenci(.'� temponsirement le personnel decesinstallations afin de reduine |eurscoCtsLaVille deMississauga estime que |a pertede revenusdeses insta||ationsde |oisim atteindns 23.3 millions de dollars d'ici |a fin juin. Si on ne consid6,ne que les droitsdesta- tionnement'|emanquea gagnerde|aVille de Torontos'(.'�R.vea-presdel7millions dedollars par mois LespetitescoUectivit(.'�srisquent(.'�ga- |ementd'kretouch�esdemaniere impoftante LaVille dePrinceGeorge (C B)estimeses pehes mensueUes del5 a 20 $ par habitant. ll� Sans fonds defonctionnementd'ungenoe, les municipa|it(.'�sdevront n'�duireceftaines d6lpeinsesd1mmilabionspr6vuesen2020 afindecomPenser|eursPertesderevenus.Cela ns|entinsencore plus [activit�(.'�conomiquede uzsemkodepo|lcodeIla vlUedesa»ineau cont,u|e los d(.'�pIla cementua 11'ontr(5edute,,itoive. 7 Drc5sorvor loskou i i i b 294 |'ensemble dupays el: augmentensles coCAsde reparation futumCefte r6duction pournsit(.tre emtr�mementcontre-productivesi |\onconsidere |an(.'�cessit�destimu|er|are|ance(.'�conomique duCanada par denouveaux investissements dans les actifsmunicipaux'notammentdans les infrasl:ruch.ires de base el: le logemenl:. ll� LescoUUectivii't6s mmiraUeset de lil taiiUUesont confnzntees6des defiseconomiquesqui |eur sontpropresLesecteuragrico|ea(.A�durement touch�. Ceftainesmunicipa|it(.'�sontcommenc� a mettredu personnel a pied, memesi eUes n'avaientque tr(..�speud'emp|oy(.'�saud6paft.En raison de[acc(..�s|imit(.'� a|nternethautevitesse. denombreux Canadiensvivantenmilieu rural ne peuventtnsvai||era domicile. Les municipa|it(.,s fnsncophonesduNouveau-Brunswickfontface �unepeftemensue||etota|edel0.5millions de dollars Memeavantque |apand�mienefrappe, huitpourcentde|amain-d'oeuvreduCanada at|antiqued(.'�pendaitd6Ha des prestations d'assunsnce-emp|oi F Resume des recommendations V aisanl: face a des revenus en baisse el: a des d6penses en hausse, el ri'61anl pas autorisees a enregistrer des d(`fbts de foncLionnemenL, les municipalil:6s risquenl: d'�I:re conLrainLes de couper des services essertels aux Canadiens pour demeurer solvables. La seule pofte de softie accepLable est d'obl:enir des -foinds de foinctiloinineimen't d'uirgeince de lour solide et hable partenaire natio nal : le gouvernemenl: du Canada. I a presenLe sechon resume les recommandahons urgenLes r.)r(.)r.)(.)s(-,'es par la 1::::Clld. CeI:I:e recomman dahon esl: f(.)nd(-,'e sur les meilleures previsions actuellernent disponibles de l'impact financier engendre' par la COVIII '19 sur nos municipaRes, previsions qui laissent apprehender un deficit de 10 a '15 milliards de dollars a court: Lerme. 114(.Are proposihon a mise au point: en supposanl: clue les direchves de disLanciahon sociale se main hendronl: pendant: six mois el: clue hmpacl: sur les revenus municipaux directs persistera jusqu'6 la fin de 2020, peul: kre m6mejusqu'en 2021, selon le ryLhme de la reprise eSconomique. Au (.-(..xn.jr de nos recommandahons se Lrouve une formule d'affecLahons permeLLanl: de fournir un souLien fondamenl:al a Loos les gouvernemenl:s municipaux. Celle ci esl: aussi assorhe de mesures cible'es pour r(-,'r.)(.)ndre aux besoins parLiculiers des municipalift6s alors qu'elles cherchenl: a garanhr la securift' el: la proLechon des Canadiens. /8 Paas orvor IIos sowk.-,os rnunk.-Jpaux ossontiiols 295 Dans Pimme"diat Accoirdeir des foinds de foincUoinineirneint dluirgeince totalliisaint au irniiinfirnuirn 10 imiilllliiairds de doll1lairs A ts Iles gouveirineimeints irnuiniidilpaux, A Paiide dluine foirimulle d'affectabions lhylbiriide allfliaint Ile imecainiisime de tirainsfeirt fiructueux du F:�oinds de Ila taxe suir Illesseince Mdeirall (1:::!"T"E) A uine affectabion sulpIpIleirneintaii ire lbasee suir Ile inoirnIbire d1usageirs 1pouir Iles irnuinkii1palliftes quii exp1loifteint des ireseaux de tirainslpoirt coll1lectiii. 1111� Dlus r.)r(-,'cis(-,'menL, affecLer au mains 7,6 milliards de dollars a Loos les gouvernemenl:s municipaux a I'aide de la formule d'affecLahons du 1:::: I I el. 2A milliards de dollars en se basanl: sur les Laux d'usagers inLeSgraux. / Acheminer I'aide aux municipaRes qui exploil:enl: des re'seaux de transport: collechl' en un seal Lransferl: global (.-(.)mr.)renanL aussi I'affecLahon de base. ::::(.)urnir imme'dial:emenl: des avances de paiemenl: aux municipaRe's aux prises avec d'urgenLs problbmes de liquidiLe's. / Mettre autant que possible 6 profit hnfrastructure du F FE afin d'accelerer la disffibuLion des subvenhons de fonchonnemenl: d'urgence cible'es. I.._ as ernplloy as doratretiiera Iles voiles pub iiquos rru niciraales travaillealt 24 hc:ures sur 24 afin c: ue les trc:avc:aiHlleurs esseratiiolls rauiisserat c:av6r a(. -,(-,6s on tout terruras ca Iles voiles sures. Photo: Ville de 7bronto �g ttiribu e r des foinds de foo n do ni n i m lrnt d'urgence sulpIpIl6imentafiresaux gouveirineimeints Imunicilpaux faiis lrmt face A des 1piressiio ns flinain dibires pairbi ullii lres Iii6es A Ila COVID 19 et A quii Ila foirimulle lhylbiriide rnm i nfloirni n aur 1poiilrnt I Irn 1peu t fou iriniilr un soullageriment su ffiisaint„ Nos Brands c;enLres u.Erbains doivenI: relever des d6fis distincts au chapitre de l'isoleaTaent, du bier eI re eI de lid si nNt des persfJnnes e:,r rlu.aaLion cl' .X 4, - .. lr"rerar"rc,e ou eprcau.avar"rl des problerrnes cue sar N` rrner tale. 1Dar ailleu.ars, les petites aTaa. nicipalites ont eller aa.ussi des defis qui i leu.ar sonI: rca res, a commencer par I'' � � � � I r"rs u.a :... fisance de services de same, et d'installatirans pour rcXcndre aux bcsoins d' S"cr"Gi1'L i.:?'L de soros urgenI:s. C.eci, ern plus cl auLres c,oCAs loa tic;u.Ellers, r1(?c;essiLera a ne aide cibli'ie tout au long cue la c.rise cue la COVlll:::) 'I9. I rn mire I.._c:arry .Joh arasson do Sellkrk (Mari.) s'est carr atra de*.vant une r(.'.si<: ence*. afin d'a:adrnv rer Iles dessiiras fa:aiits par Iles enfants pour rernor(.Jor Iles trc:avc:aiHlleurs esseratii ills. Photo Ville de .Selkirk A moyen terme 3„ Seingageir A r lrnmiii n lr Ile lbesoiii n de foinds d foo n do ni n lrn ei nt sulplpll6irnein'taiiires dains rnmoiilrn de quatire Irnmoii „ / Survelller les 'Li?r1C%ances dans les arri?rages cl'irrnpcAs fonc:iers el envisager cl'au.aLres i nesures pour les loaftic,ullers eL les enLreprlses qui pou.ErraienI: eI:re incapables Cie payer leurs Ir'npcAs fanciers apri.?s la loi?riode accord.?e par les programmes cue report rrnu. nic:ipau.ax. / Selon la dur('e e'L la gravi ', Cie la c;rlse Cie la COVlll:::) 'I9, pr(.'woir la possibiliN'X cue fou.arnir cl'au.aLres fonds cue fonc:Lior"rnerrne f en020 el en 202'1.. 4.. Accoirdeir aux gouveirineiments rnmulrnii iilp uII Ilabitude de braai n f Ir lr des foinds ilrnu billii au programme du F....C..B=... afro de les affecter 6 des cl(Xpenses d'irrnrrnobilisaLions dans le cadre du plan Cie relance i?c;onor'nique nec;essiN'' par la COVIII:::)'I9. Prraserver Iles sowk.-,es rnunk.-Jip aux esseratiiolls 296 °6k Modele de 10 f minancement propose La 5eCLi{}nqui 5Uil: foUrnil:des [ieLai|5 5Upp|6Dlenl:aiPe5 sur |e5 fonds [ie fonC- Li{}nneDlenl:[i'UpgenDefai5anl:|'{}hjel: de la PeC{}DlDlan[iaLi{}n] DlenLi{}nne pr6C6[ieDlDlenl:. Le Dl6Cani5DleQUe n{}U5 pP3p{}5{}n5 e5l: a [ieUXV{}|el:5 : UnG affeCLaLi{}n [ie base pour L{}Ul:e5 |e5 DlUniCipalfte5 el: Une affeCLaLi{}n 5Up- p|eDlenLaiRe pour |e5 DlUniCipaft65 qui p{}55b[ier)L el: eXp|{}il:enl:[ie5 r65eaUX {]Btransport CO||BChf /\fiD qUBCBDOe�CaDiSDOBSOi[BffiCaCBa |'eChe||e panCana[iienne.i|[i{}il:�LRe a |a f{}i5 5iDlp|e. [iiReCl: el: 5{}Up|e. Affectation de base yhOUr tn»hes lesDl � Aumoins7,5milliards dedollars bases sur |a fonmu|euti|ise'epour |eFondsde|ataxesur 'essence fe'de'ral. � Cemontantsuppose unemoyennede35$ par moisetpar habitant.etunedureede disLanciationsocia|edesix mois{commen(,,ant enmars 2020). /10 Affectation suppU^00enta're les municipalit6s poss6dant et 6xOlo/tantdes r6seauxdo transport collectif) Prc5sorvor losk.-,os rnunk.-Jpaux ossontiols297 � 2,4milliards dedollars base's sur les taux d'usagersde20l5(tauxinteSgraux.formu|e netenantpas comptede|apopu|ation). � Cemontantes fond( -,' sur [eva|uationdes besoinsr(-,'a|is(-,'epar |'Associationcanadienne dutranspofturbain(400millions $par moispendantsix mois)va|id(-,'ea[aide desestimations individueUesdes viUes. Cons'd^rations relatives au 006 n's00e d»affectat'ons � Lesmunicipa|it6,sdevraientrecevoirunseu| transfeftcombinant [affestationdebase et [affectationsupp|eSmentaire {saufdans |ecasdes re'seauxdetranspoftcoUectif appaftenantades provinces [comme BCTr nsitetMetro|inx]). � Ce I.ransferl. unique doitdonneraux gouvernementsmunicipaux|'entibre|atitude deseservirdes fonds pour aUe,'gertousles impactsdefonctionnementde'cou|antde |apande'miede|aCDV|I[) '15(manques agagnerel./uu cobts impre'vus). Suite des consid6rations ll� Aucune contrepaftie pnovincia|e ou municipa|e nedevnsitel:reemig(.'�e. ll� Unecontrepaftie6quiva|enl:e defmncb pnovinciaux nedevnsitpas etreexig(.'�e.car elle pournsit pnovoquerdes d(.'�|ais(.Aantdonn(.'�les capacit�s financieresdimersesdesgoumernementsProvin - ciaux et territoriaux Toutefois. les provinces et territoirescontinuentdejouerunro|eimpor - tanten assunsnt des mesures desoutien cib|(.'�es pour les gouvernementsmunicipaux'dontles suivantes.sans s'y|imiter� I> Soutiendirectpour les intenventions d'urgence|i(.'�eso-|aCOV|O'19el: les mesures desoutiendes popu|ationsvu|n(.'�nsb|es� I> :::::|argissementdes programmes dereporl: dePaiementd'imPbtsfonciersoufilet de securit� pourceux -ci (en pafticu|ier pour les programmes a - long termenel:ardant les entn'�esdefonds au-dela d'unm.me exercicefinancier}; I> Oistributionenbloc des subventions defonctionnementaux gmuvernemenLs mun|cipaux ll� I:::::I:antdonn(.'�les risquesconsid(.'�nsb|esde futuresvaguesd'(.'�dosionsn(.,cessitant demettreo-nouveauenp|acedesmesures de distanciation socia|e, et de d6fauts de uzrogbtvedos personneuvu|nc5rable»estunprooramme euoznue|conuistant acommunique,chaquejou,aveclos pemonnesc�opesetxu|nenab|es|denuh(.,,espour s'assurer qu'eUeuuoientenu(-5cu,it(-5etquo |ours beuoinuuoient paiement des impol:s fonciers, i| es probable que les fonds de fonctionnement d'urgence accord(.'�ssoiententierementuti|is(.'�s par les gouvernementsmunicipaux ll� Oe p|us, tout montant restreint pournsit etre reserve afind'amortird'autresmanques6 gagner |i(.'�s a |a C{]V|'19 en 2020 ou en 202l. ouencore (Are tnsnsf(.'�r(.'�au Fonds de |ataxe sur |'essencefederal afindefinancerdes d(.'�pensesd'immobi|isationsdi�(.'�rentie||es dans |ecadre duplan dere|ance. de Vancouver' � estimatlonuprc5|iminaimsuuppouamlos impa�ad'uneannc5eemi6reemrainc5upar unedIstancladonphvuque desmoiu =extrapo|adondos donnc5eufou,nieupar Ila viUedevancouve,(oouve,nementmunicipa|ueu|ement'n'inc|uant pas |etransport coUec,if)e,nanuink (transport coUecdf) /11 Prc5sorvor loskou munk-,Ipaux ossontlols 298 10 Ilaven'ir [_Ire5enl:eDlenl:. LoU5 nos effoft5Vi5enl: a C{r)LPer |a Cri5e5aniLaiPe el: eC{r){}- DliQUe qui fail: rage dans n{}5 Vi||e5 el: C{}||eCLiViLe5, el: a Vei||er a CeQUe |e5 c|U5 DlUniCipaUX pUi55enl: C{}nl:inUer [i'a55URer|a pRe5LaLi{}ndes services e55erte|5sur |e5QUe|5 |e5 Cana[iien5 C{}Dlpl:enl: p|U5QUe jaDlai5. Mals n{}U5 pen5{}n5aU55ia|'avenir, aUDl{}Dlenl: {}6 |e Canada sera pP�l: a passer des Dle5Ure5[i'UPgenCe aux Dle5Ure5[ie reprise 6C{}n{}DliQUe. Paftoutau pays les municipa|itessuntdej�.Ien traindeposer les fondationsde|'efforl:massif el: pancanadienqui devras'amorcerau |endemain de|aPande',mieafindenemettnenos entreprises sur les rails el: destimu|er|acre'ation d'emp|ois. La FCM appuieces mesuresen recuei||antel: en ana|ysantdes donneesg|aneessur |eterrain afin d'orientersesrecommandationspour |are|ancedu pays. Quecesoil: cans |edomainedu |ogement, des infrastructuresou des pujetsvertsel: durab|es. les vi||esel: les co||ectivite'sontprouvedepuis |ongtemps qu'e||essaventobtenirdes re'su|tats efficaceset efficients. B|esserontdes Partenaines essentie||esdans |aconstructionde[(-,conomiea |aque||enous aspirons. 112 Maiscommecans toutecrise i| faudraaussi dresser |ebi|andecequenous auronsapprisdeceLLe Pand�mie.Nous sou|igneronsavec fierte,comment citoyensel: gouvernementsontjoint|eurseffofts pour |ebiencommun. Maisnous devronsaussi poser unregard critique sur les faiUesf|agnantes cans notrefa(,,ond'aborder|er6|edes gouverne- mentsmunicipauxquecettecriseaexposeeau grand jourI )etoutee'vidence.les outi|sel: pou- voirsde'suetsdontdisposentles 6|usmunicipaux nesonttoutsimp|ementpas assortisaur6|eque jouent les vi||es et les co||ectivite's d'aujourd'hui pour soutenirles Canadiensel: propu|sernotre (,conomie. Lorsque |emoments'yprkera. |a FCM et |ese'|us municipauxseront prksaentamercette discussion. E)ans [imme'diattoutefois.en tantque partenairessur |a|ignedefront.nous nemenage - ronsaucuneffortpour prot6ger|asecurit6denos concitoyensel: pre'parernotre(-,'conomiearebondir grace anos effortsco||ectifs.Ensemb|e.tournes vers [avenir, nous surmonteronscettetempke. Prc5sorvor losk.-,os rnunk.-Jpaux ossonticfls299 FCM IM [till aµIJAVUL-11 May 1, 2020 Mayor Don Darling and Saint John Common Council 15 Market Slip P.O. Box 1971 Saint John, NB E2L 4L1 By email: commo cl rk(c)sa.irrt�ohrr.c . Dear Mayor and Council, Please find below a statement from myself and Patrick Oland, Chief Financial Officer, Moosehead Breweries. "Saint John City Council is considering introducing a tax on transportation trucks travelling within its city limits. We believe this is a misguided policy for Saint John, for its businesses, and for its citizens. Saint John's strong industrial base is a critical part of the local and provincial economies. Trucking is an essential service to our industries, enabling the supply of raw materials and the transportation of finished goods. In Moosehead's case, for example, trucks deliver cans, bottles, cartons and hops to our brewery - and then everything we produce leaves our facility on a truck. There is no proof that the fuel taxes, license fees and property taxes already paid by Saint John industry do not adequately cover the costs of the wear and tear of transport trucks on city roads. The proposal also fails to explain if all trucks will be treated equally - whether those trucks are carrying goods manufactured locally, by Saint John businesses employing Saint John residents, or carrying goods manufactured overseas to be sold at a chain retailer. We are proud to make Saint John our home but being located so far from large Canadian cities and many major suppliers means we already pay a transportation premium. Adding truck taxes would make doing business here in Saint John even .../2 MOOSEHEAD BREWERIES LTD P.O. BOX 3100,89 MAIN STREET WEST, SAINT JOHN, NEW BRUNSWICK CANADA E2M 31-12 TEL: 506-635-7000 FAX: 506-635-4479 1919% -2 - more challenging and would impact the opportunity for local businesses like ours to compete in global markets. We do not deny that the city has significant budget challenges. However, arbitrary taxes with no justification are the wrong move and send the signal Saint John is closed to growth. City Hall can and must do better." We would welcome an opportunity to discuss our views with Mayor and Common Council. Sincerely, Andrew Oland Patrick Oland President 8v CEO CFO 1919191 April 30, 2020 55 Leinster St. Apt 205 Saint John, NB E2L OA5 To: Marc Dionne and Transit Commission Common Council Re: Complaint of no consistency in or no designated bus stops at King Sq. N and lack of sensitivity from your bus operator Collin. I am legally blind and a regular SJ transit passenger. On Saturday April 18, 2020 at 7:30pm I was standing at the bus stop in front of Service NB at King Sq. N in which is the stop that transit passengers recognize as the designated #3 bus stop. At 7:33pm a bus drove up to the first transit stop at King Sq. N. Because I could not see the destination sign and the fact that the #3 bus was due to leave at 7:40pm, I assumed this was the #1 bus. I stood there and waited for the #3 bus to arrive. At 7:39pm the bus operator walked down to where I was standing and asked someone else if they were waiting for the #3. They said no. Since I overheard him, I said that I was. Then Collin the bus operator said that the bus was parked up there. I asked why are you parked there and not here? His response was that some drivers find it easier to pull out of the first stop. I tried to explain the importance of the designated stops for those with vision loss. But as we got up to the bus, he pointed up to the destination sign on the bus and continued to dismiss my concerns. It is my opinion as a legally blind passenger that Collin was insensitive to my accessibility barriers and was not concerned about accommodating me, because his words and attitude showed a lack of understanding to my needs. This is not the first time that I have complained about lack of designated stops and accessibility barriers at this location. My complaints go back before 2014. Since I have complained there have been no attempts made or changes regarding accessibility improvements at this location. I need designated stops with tactile signage at this location. I also need enforcement of NO tour buses parking at transit stops. I can not see the destination signs as buses are coming in, and when there are many buses and lots of noise it's difficult to hear buses coming in. Long lines of buses make it difficult to locate the bus I need. I can not safely walk out and onto the street to access transit buses. I look forward to receiving a response and If you should have any questions you may contact me at the above address or by phone at 506-214-2861. Respectfully Submitted, Lori,vt, He, -ye 9 Cc: Saint John Ability Advisory Committee Pat Riley, WAP 19191'1 Officers Doug Tingley Chair Trevor Bent Vice -Chair Ruby Murphy -Collins Treasurer Dave Miller Past Chair Board of Directors Scott Annear Wes Armour Denise Beaupre Richard Boone Mark Bowser John Cotterill Melanie Desiardins Bill Doherty Maryse Doucet Gerry Dowden Brian Easson Donnie Fillmore Jr. Andrew Fisher Joe Flinn Marcel Godbout Chris Haines Kelly Henderson Andy Keith Ryan MacDonald Larry McConnell McKenzie McConnell Guy Mclsaac Vicki McKibbon Scott Newby Gord Peddle Scott Ring Todd Seward Kevin Stover Vaughn Sturgeon Rodney Weston May 8, 2020 Mayor Don Darling 15 Market Square Saint John, NB E2L 4L 1 Re: Truck Tax Dear Mr. Mayor, On Behalf of our Board of Directors and members, I wanted to thank you for not supporting the presented Truck tax during Monday's council meeting. Our industry was quite concerned about this tax/permits for trucks travelling in Saint John. This would have hurt our industry tremendously for numerous reasons, especially local trucking firms. I do want to clarify some of the information presented to Council where I think City staff should have clearly outlined in their presentation. Trucks are regulated under the New Brunswick dimensions and mass in the motor vehicle act 2001-67 which includes all trucks over 4,500 kg operating on our roads daily. They range in size including small straight trucks, city busses and B train truck configurations. I do want to point out that no trucks in this category registered in the province of New Brunswick require an extra permit or additional cost to travel. We are also unaware of any jurisdiction in North America where trucks in this category need to pay for a permit to travel on defined industrial truck routes (Truck routes can be defined by the province and by a municipality). Gross vehicle weights (GVW) of these trucks can vary based on the number of axles, axle spread and tires width. In Canada, B trains (being the heavier truck) on industrial truck routes typically have a GVW of 62,500 Kg due to the number of axles and tires that reduce ground pressure. B train trucks on these routes and at these weights are not classified as "overweight vehicles" as was presented to Council. When a truck is over -mass and oversize, it means moving very heavy and over size objects in and out of the city. These loads would exceed weights and dimensions as outlined in NB regulation 2001-67 and need a special permit from DTI. These types of permits are common across Canada and have been adopted by many municipalities including Fredericton and Moncton. 105 Englehart Street, Suite 800, Dieppe NB EIA 8K2 (T) 506.855.2782 or 866.866.1679 (F) 506AQ5424 (E) apta@apta.ca (W) www.apta.ca The intent of these permits is to control when and where over -mass and oversize loads travel through cities. Fredericton does not charge for this type of permit. To summarize, we were surprised that City staff brought the extra truck tax recommendation to Council and we felt it was unclear how it was presented and not factual. In our view, the above explanation is and should be normal practice as it is in every city in Canada. This has been presented to City staff by industry on numerous occasions in 2018. Senior representatives from DTI also attended these meetings. I felt it was important that I share this information with you and I will do the same for the city councilors. Best regards, Jean -Marc Picard, Executive Director Atlantic Provinces Trucking Association 105 Englehart Street, Suite 800, Dieppe NB EIA 8K2 (T) 506.855.2782 or 866.866.1679 (F) 506.8 W424 (E) apta@apta.ca (W) www.apta.ca Vet's Taxi 2011 LTD To: Mayor & Council As a taxi industry, we are very disappointed with regards to the council decision of not moving 8 years for the age of taxis that can be driven. Some of the reasons, which I will explain below, begin with the times being so different. Due to this we have lost over 50% of our private owners and drivers and the cruise ship industry has come to a halt which would see 15-25 taxis moving passengers around, mostly to St. Martin's, on any given cruise ship day. In regards to insurance, PL & PD with no accidents costs $4900.00 per year and if you have to borrow money to buy a car then collision is also added and the cost now becomes $8000.00- $9000.00 per year. Since 80% of the drivers are newcomers, the taxi companies are now mostly using tablets for calls and not talking over the radio which is another added expense. Due to the pandemic, some will install plastic shields which costs between $800.00 - $900.00 and all drivers/owners will be required to purchase and have on hand at all times, sanitizer, face masks, gloves and cleaning cloths/supplies in order to wipe the vehicle down after each transportation is completed and to comply with regulations, Lastly, we would like to have a set fare to the Saint John Airport from uptown Saint John. The reason is that since we have changed over to meters, it is unfair for us to go from Lakewood Heights, for example, and other surrounding vicinities to the airport for a fare of only $8.00- $10.00. Most taxi companies in larger cities throughout North America use meters that have set rates for the airport trips. This letter is signed by David & Shelley Orr, owners of Vet's Taxi 2011 Ltd, along with the owners of three other taxi companies in Saint John that are also in agreement with the contents. These four companies are the only ones left in Saint John. We appreciate your consideration. Thank You, O . i S Carleton Taxi Ao K1irl Charlie Hamilton Diamond Taxi ,� � .w alt • �! • ,•"' Wednesday, May 20, 2020 Rocmaura Nursing Home Foundation 10 Parks Street Saint John, NB E2K 4P1 Telephone: (506) 643-7090 Fax: (506) 643-7053 fo un dation Lrocma ura. corn Making life better for Residents in their "home away from home" Dear Friends; FOUNDATION I am writing to invite you to be part of Rocmaura's Community of Caring People by BOARD supporting our major annual fundraiser the ARMCHAIR GALA for the betterment of our OF Residents' lives. You won't want to miss out on our quarantine edition of our 22nd Gala on DIRECTORS Saturday June 13, 2020! We are not able to gather in large groups due to Covid-19, so we are going virtual! Emil Olsen -Chair Brian Fitzpatrick- Join us at 8:00 pm from the comfort of your home. We will be zooming in with our Host Cindy Day, and Comedian James Mullinger, and other special guests ON LINE, as we celebrate Treasurer our residents and front line heroes. Rod Flood All funds raised will go to enhance our 150 resident's quality of life at Rocmaura Nursing June Creamer Home, by providing some of the extras to make life better in their "home away from home". Cormier Life has been challenging during this Corona pandemic. Our home is incurring a lot of extra Lisa Savidant expenses to keep everyone safe. Just to give you an example, we are using 200 masks a day and a lot of extra cleaning supplies. Pat Miller All our fundraising efforts have been put on pause. With limitations on social gatherings it is Jocelyn Graham difficult to do any events while social distancing. However, there is a growing list of items we need from rehab equipment, to recreation therapy programs. Joe O'Brien Our biggest project is our Wardrobe Project. With a $3500 donation you can build a Sr. Anita Naves wardrobe unit and have a plaque engraved with your company name or in honour of someone special. Sr Sandra Barrett This will be the first major renovation in 48 years. With residents spending much time in their Don Leblanc rooms, and their families not able to visit, the need to finish this project is more important Jen Butler than ever! We have 40 wardrobes left to build on the final phase of Terrace Court at a total cost of $140,000. We have been working away at this project since 2007 and have already Sheana Mohra built 102 units at a cost of about $357,000. Executive Director Rocmaura Inc. YOU can help make our wishes come true by making a monetary donation and being an event sponsor. We have various levels available and we will provide you with plenty of Sally Cummings promotion to our community. The great thing about a virtual fundraiser is that we will be Director getting exposure leading up to the event, and not just from participants locally, but potentially world-wide. Imagine the opportunity to have known the good work that your company is supporting! 1091.13 SPONSORSHIP OPPORTUNITIES: $10,000 Pandemic Title Sponsor — will help upgrade 3 guest rooms on a wing or a variety of projects throughout the home $7000 — Corona sponsor - will help us purchase a wheelchair glider swing for our courtyard that children and residents can safely enjoy! $5000 Flatten the Curve sponsor — will help purchase much needed rehab equipment like ventropedic pillow cases, fall prevention equipment, and pressure relieving devices; It could also help us purchase a blanket warmer to keep our residents warm and cozy. $3500 sponsor —will renovate a resident's room with a new wardrobe; or will provide an ice making machine to improve resident's health with better hydration $1500 Social Distancing level sponsor — could provide a Thera glide rocking chair for a resident, or music therapy programs. $1250 "Virtual Table" — make a donation for $1250, which would have purchased a table of tickets to a past Gala dinner. Invite 10 people to join you online, knowing ALL funds are going to our residents' improved quality of life! $1000 Bus Sponsor — this annual donation will allow your company logo to be placed on our 18 passenger wheelchair accessible bus which is seen throughout the community taking residents to many outings $1000 Mini Van Sponsor — annual donation with your company logo on our van used by family members to take residents to appointments and outings daily throughout the community Other donation opportunities: $50 donation for a ticket to participate in our event will help us plant a special flower garden for residents to enjoy that will bloom all summer long $100 donation will purchase a leaf on our donor wall — you can leave a lasting legacy in our home on our tree of life $250 will purchase a bird in honour of someone special $500 will purchase a butterfly in memory of a loved one We are also helping to support our local restaurants by encouraging guests to order dinner out before the show from our participating restaurants. A portion of proceeds will be donated back to Rocmaura Foundation. Also, please order our limited edition "Corona Merch!" Our Souvenir Pandemic T -Shirts are now on sale for $25. We look forward to everyone gathering in their bubbles and enjoying an evening of entertainment with Rocmaura Foundation. Contact Sally Cummings, Foundation Director (506) 643-7090 or foundationo_rocmaura.com 19191~7 Rocmaura Foundation's "Quarantine Evening with James Mullinger" June 13, 2020 8:00pm Enjoy a date night from home, share this fun experience with your family, and have a watch party with your friends! Company: Address: Telephone: Email: Contact: Pandemic Title Sponsorship $10,000 (Will help upgrade 3 guest rooms or a variety of projects throughout the home) • Logo displayed during online event • Private Zoom link to join • Recognition on Rocmaura Foundation's social media channels (website, Facebook, Instagram) and newsletter. • Recognition in media (newspaper and PSAs) • Recognition in Thank You posted on social media channels after event. • Wardrobe plaques engraved with company name will be visible for years to come Media Sponsorships available at all levels $10,000 Corona Sponsorship $7,000 (Will help purchase a wheelchair glider swing for our courtyard that children and residents can safely enjoy) • Logo displayed during online event • Private Zoom link invitation to join • Recognition on Rocmaura Foundation's social media channels (website, Facebook, Instagram) and newsletter. • Recognition in media • Recognition in Thank You posted on social media channels after event. • Equipment can have a plaque engraved on it with your company name Flatten the Curve Sponsorship $5,000 (Will help purchase much needed rehab equipment like ventropedic pillowcases, fall prevention equipment and pressure relieving devices) • Logo displayed during online event • Private Zoom link invitation to join • Recognition on Rocmaura Foundation's social media channels (website, Facebook, Instagram) and newsletter. • Recognition in media • Recognition in Thank You posted on social media channels after event. Blanket Warmer Sponsor $5,000 • (Keep our residents warm and cozy) Same as above plus you can have a plaque engraved with donor or company name Sally Cummings, Rocmaura Foundation Director 10 Parks Street, Saint John, NB E2K 4P1 (506) 643-7090 foundation@rocmaura.com 1 195191 Rocmaura Foundation's "Quarantine Evening with James Mullinger" June 13, 2020 8:00pm Enjoy a date night from home, share this fun experience with your family and host a watch party with your friends! Company: _ Contact: Address: Telephone: Email: Wardrobe Sponsors $3500 (Will renovate a resident's room) • Photo op for Rocmaura Facebook and newsletter. • Private Zoom link invitation to join • Wardrobe plaque with company name engraved on it Ice Machine Sponsor $3,500 (Will provide an ice making machine to increase hydration and improve health with an ice-cold drink) • Logo displayed during online event • Private Zoom link invitation to join • Social media posts • Rocmaura newsletter story • Press release in news media explaining benefits of providing much needed equipment for our home Bus Sponsorship $1,000 (This annual donation allows our 18 -passenger wheelchair accessible bus to take residents on 240 outings annually) • Logo displayed during online event • Logo displayed on the bus seen throughout the community for next 20 years • Recognition in newsletter and media • Recognition on social media channels and Rocmaura website Social Distancing Saonsorshia (Could provide a Thera glide rocking chair for a resident.) • Logo displayed during online event • Recognition on social media channels • Story in newsletter $1,500 Virtual Table $1250 (Will provide music therapy programs for residents.) • Recognition as a supporting community partner Sally Cummings, Rocmaura Foundation Director 10 Parks Street, Saint John, NB E2K 4P1 (506) 643-7090 foundation@rocmaura.com 0a 311 From: Kieley, Rachelle (ELG/EGL) [mailto:Racelle.Kiele nb.ca] On Behalf Of Carr, Jeff Hon. (ELG/EGL) Sent: May -04-20 7:01 AM To: Armstrong, Blake; Hickey, David; Merrithew, David; Darling, Don; Reardon, Donna; Sullivan, Gary; Norton, Greg; MacKenzie, John; Strowbridge, Ray; Casey, Sean; McAlary, Shirley Cc: Northrup, Bruce (LEG); Crossman, Gary (LEG); Lowe, Gerry (LEG); Anderson -Mason, Andrea Hon. (JAG/JPG); Oliver, Bill Hon. (DTI/MTI); Higgs, Premier Blaine (PO/CPM); Shephard, Dorothy Hon. (SD/DS); Savoie, Glen Hon. (IGA/MAI); Flemming, Hon. Hugh J. (DH/MS); Holder, Trevor Hon. (PETL/EPFT); Collin, John; Donaghy, Ryan (ELG/EGL); Simmonds, Kelli (ELG/EGL) Subject: City of Saint John Sustainability Plan To Mayor and Council: I am writing in response to the City of Saint John's recently released Sustainability Plan, shared at its meeting of Common Council April 20, 2020. First, I want to acknowledge the hard work of City management and staff to identify a pathway to reduce recurring structural deficits. We recognize that the City of Saint John is burdened with long-standing fiscal challenges due to decades -old policy decisions, and we've been committed to work hand-in-hand with the City to identify appropriate opportunities for improvement and to support a return to sustainable fiscal health. Since 2018, the Provincial Government has been supporting the City of Saint John with annual funding to both: • provide interim relief for ongoing financial challenges, and • to facilitate an appropriate transition period for the City of Saint John to initiate structural changes to ensure its long-term financial sustainability. From the outset of this agreement, it has been understood that this funding commitment was for up to $22.8 Million over three years, to expire December 2020. In fact, Saint John is the only city in the province that will receive special funding this year, and that funding may be up to $10.4 Million. Given this, we see no reason to allocate additional special funding. In addition to already advancing substantial funding, the Provincial Government has also taken the following consistent and substantial steps that support the City of Saint John: • In March 2019, amended the province's Local Governance Actto empower local governments to implement a tourism accommodation levy. • In July 2019, jointly endorsed Sustainable Saint John: Three Part Action Plan. • In August 2019, a Regional Management Task Force was brought together, which has been examining opportunities for cost-sharing and service delivery across the region. Importantly, it has increased awareness of the significant role of the City as the economic driver for the region and the supplier of regional services, much of which is being borne by the City. • In November 2019, the Provincial Government introduced legislative amendments to the Greater Saint John Regional Facilities Commission Act to extend support for regional cost sharing on five regional facilities — TD Station, Imperial Theatre, Canada Games Aquatic Centre, Trade and Convention Centre, The Saint John Arts Centre. • Also, in November 2019, the Provincial Government introduced amendments to the Industrial Relations Act, in response to the request of municipalities, that would require 195N arbitrators to consider specific criteria when rendering a decision that involves the police and fire sectors. • Furthermore, in the fall of 2019, the Provincial Government supported the Task Force's work by commissioning an independent consultant, Gardiner Pinfold, to study various issues and gain evidence -based insights. In January 2020, Gardiner Pinfold completed two economic analysis reports that benchmarked the City with similar jurisdictions across the country, and examined the costs required to service residents outside of Saint John, as well as the cost/benefit to Saint John to host heavy industry. • As part of the budget in March, the Provincial Government amended the Assessment Act to remove property taxation on transit facilities, delivering an approximate $400,000 savings to the City of Saint John. • Ongoing support is being provided to the City, in partnership with the Federal Government, to support the City of Saint John's population growth pilot. • The Province endorses the work being done to create a new Economic Development framework that would be equitably funded by all municipalities in the region, and it urges the various regional municipal councils to continue working on a solution for 2021. Pooling resources, skills, insights, and networks will help to enhance the region's overall competitiveness, and streamline activities and costs. Once the surrounding regional municipalities confirm their commitment and financial support, the Province is prepared to allocate $500,000 from the unused portion of the $22.8 Million commitment to the City of Saint John to further support the funding of this new Greater Saint John Economic Development model and organization, which we believe will become an economic powerhouse and an example for regional collaboration across New Brunswick. • In March 2020, Ernst & Young completed an operational audit that the Provincial Government commissioned for the City of Saint John. Ernst & Young identified a number of existing business opportunities and sustainability enablers for the City of Saint John to pursue including debt reduction measures of $8.38M - $9.88M and cost optimization measures of $12.4M - $17.8M. The report, and the Provincial Government, urge the City and Council to prioritize a few large transformative changes to realize these improvements. We were very pleased to see the City Manager endorse the findings of the Ernst & Young study and look forward to seeing the City implement many of the opportunities. When one looks at actual expenditures, the City of Saint John increased expenses last year by $6.51VI (4%), in the last three years by $12.8M (2.8% average), and in the last five years by $16.5M (2.1% average). It is the opinion of the Provincial Government, and that of the independent operational audit, that much opportunity remains. While the Province is committed to maintaining our track record of support for the City, it strongly encourages the City of Saint John to take the required steps to demonstrate that it is prepared to address the foundational constraints that are holding it back from building a financially sustainable future. To that end, and only when the City has demonstrated substantial and measurable progress according to the steps outlined in its Sustainability Plan, the Provincial Government is prepared to reconvene the Regional Management Task Force. It is the view, and hope, of the Province that when the Regional Management Task Force resumes its discussions about collaboration and cost sharing that it do so with even greater commitment to ensure Saint John regains its critical role as an economic driver for the region and entire province. In doing so, we are confident that the region will solve many of its ongoing challenges and deliver even greater prosperity for all. On the matter of Saint John Energy, the Province looks forward to reviewing the audit commissioned by Saint John Energy through Deloitte. 191`91 In response to the City of Saint John's request for additional transfer of property tax monies, as previously stated, we remain committed to comprehensive property tax reform in 2022. We recognize the path to sustainability for the City of Saint John will require a clear plan, with steady focus, and many stakeholders contributing to its success. We are confident that the Provincial Government has demonstrated a firm commitment and track record of progress to address the challenges. We continue to work cooperatively and look forward to the City of Saint John's demonstrated progress on implementing the many changes it has identified to address its structural deficit, so that we may continue our support. Sincerely, (Original signed) Jeff Carr Minister of Environment and Local Government icNiLl PUBLIC REPORT FROM COMMITTEE OF THE WHOLE M&C No. 2020-128 Report Date May 11, 2020 Meeting Date May 25, 2020 Service Area Corporate Services His Worship Mayor Don Darling and Members of Common Council SUBJECT. Public Report 2020-128.docx AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Leah Robichaud Jacqueline Hamilton John Collin REPORT SUMMARY It is recommended that Committee of the Whole recommend to Common Council the approval of the Secondment Agreement respecting Jeffrey Cry with Develop Saint John as submitted. This agreement represents an extension of the current secondment to December 31, 2020. 191N'7 COMMITTEE OF THE WHOLE REPORT M&C No. 2020-135 Report Date May 19, 2020 Meeting Date May 25, 2020 Service Area Develop Saint John His Worship Mayor Don Darling and Members of Common Council SUBJECT: Fundy Quay — Option to Lease Agreement OPEN OR CLOSED SESSION This matter is to be discussed in closed session pursuant to the provisions of subsection 68(1)(c) of the Local Governance Act. OPEN SESSION RESOLUTION REQUIRED? Yes, resolution and full report to be added to open session AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Jeffrey Cyr Steve Carson John Collin RECOMMENDATION That the City of Saint John amend section 2.2(b) of the Option Agreement between the City and Fundy Quay Developments Inc. to replace "on or before May 29, 2020" with "on or before August 7, 2020", and that the Mayor and Common Clerk be authorized to execute an amending agreement in this respect. EXECUTIVE SUMMARY The purpose of this report is to amend the option agreement to provide more time to finalize and execute the terms of the ground lease. Additional time is required due to the ongoing Provincial review of the Fundy Quay infrastructure application and challenges associated with the Covid 19 outbreak. PREVIOUS RESOLUTION At it's December 2nd, 2019 meeting, Common Council approved the following resolution: 1. That the City of Saint John enter into an Option Agreement with Fundy Quay Developments Inc. regarding the site known as Fundy Quay in the form as attached to this M. + C. No. 2019-333; and a1.1 -2- 2. That the Mayor and Common Clerk be authorized to execute said Option Agreement. At it's March 23rd, 2020 meeting, Common Council approved the following resolution: That the City of Saint John amend section 2.2(b) of the Option Agreement between the City and Fundy Quay Developments Inc. to replace "within (3) months of their execution of this Agreement" with "on or before May 29, 2020", and that the Mayor and Common Clerk be authorized to execute an amending agreement in this respect. REPORT At its December 2nd 2019 meeting, Common Council approved an Option Agreement and appended Ground Lease for the Fundy Quay site. At this time, the rent for the Ground Lease and the pricing structure for the Option to Purchase therein were predicated on the City delivering a development ready site to Fundy Quay Developments Inc. at the time the Option to Lease is exercised. As the required Provincial infrastructure funding to prepare the site for development was not secured at the time, the option agreement provided additional time for a decision to be made on the City's infrastructure funding applications, and allowing the City and the developer to finalize the terms of the agreement. The option agreement provided an additional three months to complete the terms of the agreement, as at that time, the Regional Development Corporation of the Province had indicated that decisions were planned to be made within the near future. In early March of 2020, the Province provided the City of Saint John with a letter notifying that the Fundy Quay project was not selected in the current round of funding under the Integrated Bi -Lateral Agreement with the Federal government. Since then, the Province has re-engaged the City and Develop Saint John on options to move the project forward. While these discussions are positive, the ultimate decision on infrastructure funding has still yet to be concluded. In light of the outbreak of Covid 19 and the challenges facing the Province and all of Canada, it is anticipated that more time will be required to finalize a decision. While both parties have agreed in principle on the final terms of ground lease, until there is clarity on the Provincial decision regarding the infrastructure funding for the Fundy Quay, the final version of the ground lease cannot be completed. For this reason, an extension to the timelne is being requested. STRATEGIC ALIGNMENT The development of the Fundy Quay is aligned with Council's priorities of Fiscal Responsibility, Growth and Propserity, and Vibrant Safe City. It is also a strategic Growth Concept identified in the City's Central Peninsula Neighbourhood Plan. K5rA -3 - SERVICE AND FINANCIAL OUTCOMES The development of the Fundy Quay will be an important tax base generator and transformational project for the City of Saint John. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS The City's Legal department have been engaged and will prepare the amendments to the agreement. ATTACHMENTS N/A 19liF:3 COMMITTEE OF THE WHOLE REPORT M&C No. 2020-139 Report Date May 21, 2020 Meeting Date May 25, 2020 Service Area Corporate Services His Worship Mayor Don Darling and Members of Common Council SUBJECT: TD Station Negotiation OPEN OR CLOSED SESSION This matter is to be discussed in closed session pursuant to the provisions of subsection 68(1)(c) of the Local Governance Act and resolution requires adoption in open session. OPEN SESSION RESOLUTION REQUIRED? Yes, resolution and full report to be added to open session. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Melanie C. Tompkins John Collin RECOMMENDATION That the City enter into a Confidentiality and Non -Disclosure Agreement generally in the form as attached to this M&C 2020 — 139 with Global Spectrum LP in relation to the negotiation of a potential Lease of TD Station, and that the Mayor and Common Clerk be authorized to execute the said Agreement. EXECUTIVE SUMMARY The purpose of this report is to seek authority for the City to enter into a Confidentiality and Non -Disclosure Agreement with Global Spectrum LP, the selected proponent in the Request for Expressions of Interest for the Lease and Operation of TD Station, so as to enable the City to share information with Global Spectrum as part of the negotiation of a lease for TD Station. PREVIOUS RESOLUTION N/A REPORT The City of Saint John is facing a number of compounded factors that impact its sustainability; a situation that was recently made worse by the COVID-19 pandemic. In 2019, in order to address its financial challenges, the City adopted 19li�1 -2- a Restructuring Plan which contemplates fundamental reforms to the manner in which the City does business and offers services. Aspects of the Restructuring Plan include a re -thinking of the operation of City -owned facilities, such as TD Station, aimed at improving effectiveness, achieving efficiencies and reducing or eliminating ongoing operating deficits. TD Station has operated at a deficit for the last number of years. The City is currently liable for all operating losses of the TD Station. Since the City has a positive obligation to act fiscally responsibly and to balance its budget yearly, staff, as part of the Restructuring Plan, is exploring ways to responsibly effect change. The City issued a Request for Expressions of Interest for the lease or purchase and operation of TD Station in January 2020. The deadline for submissions of Expressions of Interest was February 21, 2020. After a review of the submissions and in-person interviews with each of the proponents, Global Spectrum LP was selected as the proponent with whom the City would enter into negotiations for the Lease and operation of TD Station. In order to exchange information necessary to such a negotiation, a Confidentiality and Non -Disclosure Agreement was prepared that will protect the confidential nature of the information. The negotiation cannot proceed until this agreement is in place. The attached Confidentiality and Non -Disclosure Agreement has been reviewed and approved in principle by the Harbour Station Commission and Global Spectrum. It is appropriate for the City to enter into same. STRATEGIC ALIGNMENT The negotiation of a lease for TD Station forms part of the sustainability efforts related to the fundamental reforms contemplated in prong one of the City's Restructuring Plan. The negotiation of a lease of TD Station aligns with Council's priority of being fiscally responsible. "Report on performance metrics to show effective service delivery and good fiscal management." SERVICE AND FINANCIAL OUTCOMES The signing of the Agreement will enable the sharing of information about the finances and operation of TD Station in confidence, and allow negotiation for the Lease of TD Station to proceed. If a lease is successfully negotiated, it is expected that it will reduce the ongoing operating deficit related to TD Station. E9YU -3- 321 -4 - INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS The Confidentiality and Non -Disclosure Agreement was prepared in-house, and reviewed and approved by the Harbour Station Commission, who will also be signing a similar agreement with Global Spectrum for the same purpose. Global Spectrum has agreed in principle to the terms of the Agreement. ATTACHMENTS Confidentiality and Non -Disclosure Agreement. 19YA CONFIDENTIALITY AND NON -DISCLOSURE AGREEMENT THIS AGREEMENT made as of the day of May, 2020 (the "Effective Date"). BY AND BETWEEN: GLOBAL SPECTRUM LP, carrying on business as Spectra, a body corporate having its head office in Philadelphia, PA, USA ("Spectra") Of the First Part WES THE CITY OF SAINT JOHN, a body corporate by Royal Charter, confirmed and amended by Acts of the Legislative Assembly of the Province of New Brunswick and amendments thereto (the "City") Of the Second Part WHEREAS the Harbour Station Commission (hereafter the "Commission"), pursuant to the Saint John Regional Exhibition Centre Commission Act, has the management and control of a facility known as TD Station in Saint John, NB, which facility is owned by the City; and WHEREAS the City is, under the Saint John Regional Exhibition Centre Commission Act, responsible for the operating deficit of the Commission's operation of TD Station; and WHEREAS TD Station has experienced a significant ongoing operating deficit for years; and WHEREAS the City is currently facing a number of compounded factors that impact its sustainability; and WHEREAS to address these financial challenges, the City has developed a Restructuring Plan which contemplates fundamental reforms to the manner in which the City does business and offers services; and WHEREAS aspects of the restructuring plan include a review of the City's agencies, boards and commissions and a re -thinking of the operation of City owned facilities such as TD Station, aimed at improving effectiveness and achieving efficiencies; and WHEREAS with the consent of the Commission, the City issued a Request for Expressions of Interests for the lease or purchase and operation of the TD Station; and WHEREAS Spectra was selected as the Proponent with whom the City would enter into direct negotiation for the Lease and operation of TD Station; and WHEREAS it is necessary that the Commission and the City share confidential operation, financial and other information about TD Station with Spectra in order for the City to advance its negotiation with Spectra for a Lease of TD Station; and 19Y491 2 WHEREAS the parties have agreed that such confidential information provided to Spectra about TD Station will to the extent permissible by law be kept confidential by Spectra; and WHEREAS the parties acknowledge that the confidential information that the Commission has provided or might in the future provide to Spectra is information of a confidential nature which, if made public or released to certain third parties, could cause irreparable harm to the Commission or the City given amongst other things, the nature of such documents and information and the nature of the Commission's business; and WHEREAS the Commission and Spectra are entering into a similar Confidentiality and Non - Disclosure Agreement; NOW THEREFORE, the parties in consideration of these presents and other good and valuable consideration agree each with the other as follows: 1. Preamble. The preamble of this Agreement forms an integral part thereof. 2. Confidential Information. In this Agreement "Confidential Information" means any and all information, data, documents, agreements, files and other materials (whether in written, visual, oral or any other form) disclosed in the past or in the future by the City to Spectra in relation to the negotiation of a lease of TD Station, either directly or indirectly, and whether purposely or inadvertently and includes trade secrets, any and all current and future product information, product innovations, know-how, technical or financial information, customer names, addresses and related data, contracts, prices, costs, business and financial practices and procedures, and information on software, reports, strategies, plans, documents, drawings, prototypes, models, inventions, patent disclosures, samples, materials and requests for proposals or quotations. Confidential Information shared in material or electronic form may or may not be identified as confidential by means of a visible mark or a note indicating that it is confidential. Confidential Information may also include information disclosed to Spectra by third parties. Confidential Information shall also include reports, copies, summaries, notes, analyses, compilations, studies, interpretations or other materials prepared by Spectra which contain, reflect or are based upon, in whole or in part, Confidential Information. Confidential Information shall not, however, include any information which (i) was publicly known and made generally available in the public domain prior to the time of disclosure by the Commission to Spectra; (ii) becomes publicly known and made generally available after disclosure by the Commission to Spectra through no action or inaction of Spectra; (iii) is independently developed by Spectra without use of or reference to the Confidential Information, as proven by Spectra's written files and records; (iv) is in the lawful and legitimate possession of Spectra prior to disclosure by the Commission, or becomes lawfully available to Spectra, in either case from any source other than the Commission or the City; or (v) is specifically released in writing from obligations of confidentiality under this Agreement by the Commission for use by Spectra. KYz! 3 Notwithstanding the above, Spectra acknowledges and agrees that it will not request and the City will not disclose information about identifiable individuals or any other information the disclosure of which may be protected or restricted by applicable privacy legislation. 3. Additional Requests and Inquiries. All of Spectra's (i) communications regarding the negotiation of the lease and matters related thereto; (ii) requests for additional information regarding the negotiation (or any other similar purpose) or Confidential Information; (iii) requests for meetings (including telephonic meetings) pertaining to the negotiation and matters related thereto; and (iv) discussions or questions regarding procedures in connection with the negotiation (or any similar purpose), shall be submitted or directed exclusively to Melanie Tompkins, Director of Special Projects at the City, who will, as appropriate, make the necessary arrangements. 4. Legally Compelled Disclosure. In the event that Spectra is required or requested to disclosure the Confidential Information pursuant to an order by a court or as otherwise required by applicable law, Spectra shall promptly (i) provide the City with a written notice in order to allow the City to assert the privileged and confidential nature of the Confidential Information against the third party seeking disclosure; and (ii) cooperate fully with the City in protecting against any such disclosure and/or obtaining a protective order narrowing the scope of such disclosure and/or use of the Confidential Information. In the event that such protection against disclosure is not obtained, Spectra will be entitled to disclose the Confidential Information, but only as and to the extent necessary to legally comply with such compelled disclosure. 5. Non -Use and Non -Disclosure. Spectra agrees to use the Confidential Information exclusively and solely for the purpose of the negotiation of a lease for TD Station with the City and not for any other purpose, including for any third party's benefit. Spectra agrees that it shall keep strictly confidential and shall not disclose or disseminate any of the Confidential Information to anyone without the express written consent of the City, except for their limited right to disclose the Confidential Information on a need to know basis in accordance with the terms hereof to the individual employees and partners at Spectra and employees of the City and members of the Common Council of the City who are required to have the information in order to evaluate or engage in discussions regarding the negotiation of a lease of TD Station. Spectra will ensure that such employees and partners at Spectra and employees of the City and members of the Common Council of the City are aware of Spectra's obligations under this Agreement and that each of them agrees to comply with the obligations imposed on Spectra under this Agreement. 6. Maintenance of Confidentiality. Spectra agrees that it shall take all reasonable measures to protect the secrecy and avoid the disclosure and unauthorized use of the Confidential Information. Without limiting the foregoing, Spectra shall take at least those measures that it takes to protect its own most highly Confidential Information. Spectra agrees that any Confidential Information shall at all times remain the property of the City and that Spectra shall, subject to its right to maintain copies of Confidential Information K��G1 0 to fulfill its professional obligations, upon conclusion of the negotiation and receipt of written request from the City, return promptly to the City all physical copies of the Confidential Information then in Spectra's possession, unless waived in writing by the City. Notwithstanding anything to the contrary herein, it is understood and agreed that Spectra's computer systems and the computer systems of persons and legal entities to which the Confidential Information may be disclosed in accordance with this Agreement, may automatically back up Confidential Information disclosed to it or them under this Agreement. To the extent that such computer back-up procedures creates copies of the Confidential Information, Spectra may retain such copies in its archival or back-up computer storage for the period it normally archives backed -up computer records, provided that such back-up copies shall be subject to the provisions of this Agreement until the same are destroyed. 7. Survival. The Parties' respective obligations under Sections 5 and 6 above shall terminate on the date at which a Lease is properly executed between the City and Spectra for TD Station. 8. No Obligation. Nothing contained in this Agreement shall be construed as requiring the City to disclose any Confidential Information. 9. No Warranty. All Confidential Information is provided "as is". Except as otherwise stated, the City makes no warranties, express, implied or otherwise, regarding its accuracy, completeness or performance, non -infringement of third -party rights, or fitness for a particular purpose. 10. Amendments and Waivers and Assignment. This Agreement may only be modified in a written document signed by the parties hereto. No failure or delay by a party hereto in exercising any right, power or privilege hereunder shall operate as a waiver thereof, nor shall any single or partial exercise thereof preclude any other or future exercise of any right, power or privilege. This Agreement is not assignable or transferable by Spectra. 11. Remedies. Spectra agrees and acknowledges that any breach of this Agreement may cause irreparable harm to the City which may not be compensated by the award of damages. The parties acknowledge that the City may be irreparably damaged and there would be no adequate remedy for breach of this Agreement and, accordingly, the terms of this Agreement shall be specifically enforced. Spectra hereby recognizes that, in the event of a breach of the obligations set forth in this Agreement, the City, in addition to any other available rights and remedies, shall be entitled to seek a provisional interlocutory injunction, an interlocutory injunction and/or a permanent injunction and any other equitable remedy in order to allow it to enforce the obligations set forth in this Agreement. 12. Governing Law. This Agreement shall be governed by the laws of the Province of New Brunswick and the federal laws of Canada applicable therein. 19YU 5 13. Interpretation. The parties acknowledge that their respective legal counsel have reviewed and participated in settling the terms of this Agreement, and that any rule of construction to the effect that any ambiguity is to be resolved against the drafting party shall not be applicable in the interpretation of this Agreement. 14. Entire Agreement. This document contains the entire agreement between the parties with respect to the subject matter hereof, and may only be amended or suspended in writing. 15. Severability. The provisions of this Agreement shall be severable. If any of the provisions herein or its application to any specific situation shall be held to be invalid or unenforceable for any reason, such invalidity or unenforceability shall not affect any other provision of this Agreement or its application to any other situation. 16. Execution. This Agreement may be executed in counterparts by facsimile or other electronic transmission by each of the parties' duly authorized representative, which shall be deemed to be an original. [Signature page follows] Ec3►XI A IN WITNESS WHEREOF, the parties have executed this Agreement through their duly authorized representatives as of the Effective Date. GLOBAL SPECTRUM LP Per: [Signature] [Print Name] [Position] Duly authorized signing officer THE CITY OF SAINT JOHN Per: Mayor Common Clerk Common Council Resolution: May 25, 2020 KMI.11