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2022-07-25_Agenda Packet--Dossier de l'ordre du joure City of Saint John Common Council Meeting AGENDA Monday, July 25, 2022 6:00 pm 2nd Floor Common Council Chamber, City Hall An Electronic means of communication will be used at this meeting. The public may attend the meeting in person in the Council Chamber or view the meeting on the City's Website (www.saintjohn.ca) or on Rogers TV. Pages 1. Call to Order 1.1. Land Acknowledgement 1.2. National Anthem 2. Approval of Minutes 2.1. Minutes of July 11, 2022 7 - 18 3. Approval of Agenda 4. Disclosures of Conflict of Interest 5. Consent Agenda 5.1. 2021 Annual Workforce Report (Recommendation: Receive for Information) 19 - 70 5.2. Termination of Lease Agreement: Atlantic T-1 Cash & Carry 200-206 Union 71 - 74 Street, Saint John, NB PI 00017509 (Recommendation in Report) 5.3. Proposed Public Hearing Date — 730 Wilson Street/15 O'Brien Street 75 - 76 (Recommendation in Report) 5.4. Service Agreement for John Hooper's Timepiece (Recommendation in Report) 77 - 88 5.5. 2022 Fall Debenture Notice of Motion (Recommendation in Report) 89 - 90 9 10 11 12 13 14 5.6. Engineering Services: Central Peninsula Combined Sewer Separation Strategy 91 - 94 (Recommendation in Report) 5.7. Consideration of Sale of Land for Public Purposes off Cambridge Drive 95 - 100 (Recommendation in Report) 5.8. Saint John Fire Records Management Software (Recommendation in Report) 101 - 116 5.9. Contract No. 2022-23 Crack Sealing 2022 (Recommendation in Report) 117 - 119 5.10. Assent to Money -in -lieu of Land for Public Purposes - 40 Waterview Place 120 - 122 (Recommendation in Report) 5.11. Discover Saint John Reserve Fund Criteria (Recommendation in Report) 123 - 125 5.12. Procurement Card Policy Update (Recommendation in Report) 126 - 127 Members Comments Proclamation Delegations / Presentations 8.1. Envision Saint John - Place Brand Presentation 128 - 148 8.2. Suicide Prevention Presentation 149 - 163 8.3. Adoringly Shire 164 - 179 Public Hearings - 6:30 p.m. Consideration of By-laws 10.1. Proposed Amendment to the Heritage Conservation Areas By -Law - Heritage 180 - 180 Permit Renewals (3rd Reading) Submissions by Council Members 11.1. Vacant House Tax (Councillor Harris) 181 - 181 Business Matters - Municipal Officers 12.1. City Manager Update on Select Catalytic Projects and Advocacy (Verbal) Tabled on July 11, 2022 Committee Reports Consideration of Issues Separated from Consent Agenda 2 15. General Correspondence 15.1. A. Johnson Request to Present (Recommendation: Not supported, invite to 182 - 183 provide a written submission) 15.2. A. Johnson Request to Present - Land Expropriation (Recommendation: 184 - 186 Receive for Information) 15.3. Fundy Tennis Association Request to Present - Indoor Tennis at UNBSJ 187 - 189 (Recommendation: Refer to Growth Committee) 15.4. Rocmaura 50th Anniversary Gala Celebration - Request for Support 190 - 194 (Recommendation: Refer to Clerk to Purchase Tickets for Interested Council Members) 15.5. Royal Kennebeccasis Yacht Club - Ticket Purchase Request 195 - 195 (Recommendation: Refer to Clerk to Purchase Tickets for Interested Council Members) 16. Supplemental Agenda 17. Committee of the Whole 17.1. Sale of 141 Victoria Street to the Saint John Land Bank Inc. 196 - 196 18. Adjournment 3 *16 City of Saint John Common Council Meeting Monday, July 25, 2022 Committee of the Whole 1. Call to Order Si vous avez besoin des services en frangais pour une reunion de Conseil communal, veuillez contacter le bureau du greffier communal au 658-2862. Each of the following items, either in whole or in part, is able to be discussed in private pursuant to the provisions of subsection 68(1) of the Local Governance Act and Council / Committee will make a decision(s) in that respect in Open Session: 4:30 p.m., 2"d Floor Boardroom, City Hall 1.1 Approval of Minutes 68(1) 1.2 Financial Matter 68(1)(c) 1.3 Land Matter 68(1)(d) 1.4 Submission by Council Member 1.5 Submission by Council Member Ordre du jour de la reunion du Conseil municipal de la Ville de Saint John Lundi 25 juillet 2022, 18 h Salle du Conseil, 2e etage de I'H6tel de Ville Un moyen de communication electronique sera utilise lors de cette reunion. Les citoyens peuvent assister a la reunion en personne, dans la salle du Conseil, par le biais du site Web de la Ville (www. saintjohn. ca) ou sur Rogers TV. Pages 1. Appel nominal 1.1. Reconnaissance des territoires 1.2. Hymne national 2. Approbation du proces-verbal 2.1. Approbation du proces-verbal de la reunion du 11 juillet 2022 2 - 13 3. Adoption de I'ordre du jour 4. Divulgation des conflits d'interets 5. Resolutions en bloc 5.1. Rapport annuel de 2021 sur les effectifs (Recommandation : depot pour information)14 - 65 5.2. Resiliation du contrat de location d'Atlantic T-1 Cash & Carry 200-206, 66 - 69 rue Union, Saint John (N.-B.) PID 00017509 (Recommandation contenue dans le rapport) 5.3. Date proposee pour I'audience publique — 730, rue Wilson/15, 70 - 71 rue O'Brien (Recommandation contenue dans le rapport) 1 5.4. Contrat de licence pour John Hooper's Timepiece (Recommandation contenue dans le rapport) 72 - 83 5.5. Avis de motion relatif a la debenture d'automne 2022 (Recommandation contenue dans le rapport) 84 - 85 3 5.6. Services d'ing6nierie : Strat6gie de s6paration des 6gouts unitaires de la 86 - 89 p6ninsule centrale (Recommandation contenue dans le rapport) 5.7. Examen de la vente d'un terrain d'utilit6 publique pres de 90 - 95 Cambridge Drive (Recommandation contenue dans le rapport) 5.8. Logiciel de gestion des dossiers du Service des incendies de Saint John (Recommandation contenue dans le rapport) 96 - 110 5.9. Contrat n° 2022-23 Scellement de fissures 2022 (Recommandation contenue dans le rapport) 111 - 113 5.10. Avis conforme sur le paiement en remplacement d'un terrain d'utilit6 114 - 116 publique — 40 Waterview Place (Recommandation contenue dans le rapport) 5.11. Criteres du fonds de r6serve de D6couvrez Saint John (Recommandation contenue dans le rapport) 117 - 119 5.12. Mise a jour de la politique en matiere de cartes d'achat (Recommandation contenue dans le rapport) 120 - 121 6. Commentaires des membres 7. Proclamation 8. D616gations / Pr6sentations 8.1. Pr6sentation sur Imaginer Saint John — Place Brand 122 - 142 8.2. Pr6sentation sur la prdvention du suicide 143 - 157 8.3. Adoringly Shire 158 - 173 9. S6ance publique — 18 h 30 10. Examen d'arret6s municipaux 10.1. Projet de modification de I'arretd sur la conservation du patrimoine — 174 - 174 renouvellement des permis du patrimoine (troisieme lecture) N 11. Soumissions des membres du Conseil 11.1. Taxe sur les maisons vacantes (conseiller Harris) 12. Questions de gestion interne — agents municipaux 12.1. Mise a jour (verbale) du directeur municipal sur certains projets catalytiques et la d6fense des intdr6ts — d6p6t le 11 juillet 2022 13. Rapports des comit6s 14. Examen de questions non vis6es par les r6solutions en bloc 175 - 175 15. Correspondance g6n6rale 15.1. Demande de pr6sentation d'A. Johnson (Recommandation : refus, 176 - 177 invitation a fournir une soumission 6crite) 15.2. Demande de pr6sentation d'A. Johnson — Expropriation fonci&re 178 - 180 (Recommandation : d6p6t pour information) 15.3. Demande de pr6sentation de la Fundy Tennis Association — tennis 181 - 183 int6rieur a I'UNBSJ (Recommandation : S'en remettre au Comit6 de la croissance) 15.4. Soiree gala pour c6l6brer le 501 anniversaire de Rocmaura — Demande 184 - 188 de soutien (Recommandation : demander au greffier d'acheter des billets pour les membres du Conseil int6ress6s) 15.5. Royal Kennebeccasis Yacht Club — Demande d'achat de billets 189 - 189 (Recommandation : demander au greffier d'acheter des billets pour les membres du Conseil int6ress6s) 16. Ordre du jour suppl6mentaire 17. Comit6 pidnier 18. Lev6e de la s6ance 9 116union du Conseil municipal de la Ville de Saint John Lundi 25 juillet 2022 Comit6 p16nier 1. Ouverture de la seance Si vous avez besoin des services en frangais pour une reunion de Conseil municipal, veuillez contacter le bureau du greffier municipal, au 658-2862. Chacun des points suivants, en tout ou en partie, peut faire I'objet d'une discussion a huis clos conform6ment aux dispositions du paragraphe 68(1) de la Loi sur la gouvernance locale et le conseil/comite prendra une ou des decisions a cet 6gard en seance publique : 16 h 30, Salle du Conseil, 2e 6tage, H6tel de Ville 1.1 Approbation du proces-verbal — paragraphe 68(1) 1.2 Question liee aux finances — alinea 68(1)(c) 1.3 Question liee aux biens-fonds — alinea 68(1)d) 1.4 Soumission d'un membre du Conseil 1.5 Soumission d'un membre du Conseil COMMON COUNCIL / CONSEIL COMMUNAL July 11, 2022 / le 11 juillet 2022 CZ The City of Saint job n MINUTES — REGULAR MEETING COMMON COUNCIL OF THE CITY OF SAINT JOHN JULY 11th , 2022 AT 6:00 PM 2ND FLOOR COMMON COUNCIL CHAMBER, CITY HALL An Electronic means of communication will be used at this meeting. The public may attend the meeting in person in the Council Chamber or view the meeting on the City's Website (www.saintjohn.ca) or on Rogers TV. Present: Mayor Donna Noade Reardon Deputy Mayor John MacKenzie Councillor -at -Large Gary Sullivan Councillor -at -Large Brent Harris Councillor Ward 1 Joanna Killen Councillor Ward 1 Greg Norton Councillor Ward 2 Barry Ogden Councillor Ward 3 David Hickey Councillor Ward 3 Gerry Lowe Councillor Ward 4 Greg Stewart Councillor Ward 4 Paula Radwan Also Present: City Manager J. Collin Director Legal Services J. Boucher Commissioner Human Resources S. Hossack Fire Chief K. Clifford Director Engineeering and Chief City Engineer M. Baker Director Permitting and Development A. Poffenroth Commissioner Finance K. Fudge Commissioner Public Works and Transportation Services M. Hugenholtz Director Legislative Services and City Clerk J. Taylor Administrative Officer R. Evans Deputy Clerk P. Anglin Call to Order 7 COMMON COUNCIL / CONSEIL COMMUNAL July 11, 2022 / le 11 juillet 2022 1.1 Land Acknowledaement Councillor Ogden read aloud the Land Acknowledgement and called for a moment of reflection. "The City of Saint John/Menaquesk is situated is the traditional territory of the Wolastogiyik/Maliseet.The Wolastogiyik/Maliseet along with their Indigenous Neighbours, the Mi'Kmaq/Mi'kmaw and Passamaquoddy/Peskotomuhkati signed Peace and Friendship Treaties with the British Crown in the 1700s that protected their rights to lands and resources." 1.2 National Anthem The 438 Squadron R.C.A.F. Band performed O'Canada by video. 2. Approval of Minutes 2.1 Minutes of June 27. 2022 Moved by Councillor Killen, seconded by Deputy Mayor MacKenzie: RESOLVED that the minutes of June 27, 2022 be approved. MOTION CARRIED. 2.2 Minutes of July 4, 2022 Moved by Councillor Radwan, seconded by Councillor Hickey: RESOLVED that the minutes of July 4, 2022 be approved. MOTION CARRIED. 3. Approval of Agenda Moved by Councillor Stewart, seconded by Councillor Harris: RESOLVED that the agenda for July 11, 2022, be adopted. MOTION CARRIED. 4. Disclosures of Conflict of Interest • Councillor Harris advised he is recusing himself from item 9.1 providing his reason for the public record, stating that he has a perceived bias based on his public comments made prior to the public hearing. • Councillor Hickey declared a Conflict of Interest with item 11.1. 5. Consent Agenda 5.1 RESOLVED that as recommended in the submitted report M&C 2022-233: Easement for Pedestrian Access in Favour of 199-201 Union Street, 2 n. COMMON COUNCIL / CONSEIL COMMUNAL July 11, 2022 / le 11 juillet 2022 The City grant a non-exclusive easement to 724745 NB Inc. for pedestrian access over a parcel of land owned by the City and identified as PID 55108989 (the "City Lands"), such easement to be approximately 58.9 square meters, as generally shown on the sketch titled "Proposed Easement for Pedestrian Access Portion of PID 55108989", dated July 5, 2022, attached to M&C 2022-232, in consideration of the sum of $1,000.00 plus HST (if applicable) and subject to the following conditions: a) The Grantee, at its own cost, prepare any plan of survey required to depict the easement area and effect the conveyance; b) The Grantee be responsible, at its own cost, for the maintenance of the easement area, including snow removal and any reinstatement and continued maintenance of the finished surface of the easement area; c) The Grantee pay for all registration and filing fees required by Service New Brunswick, if applicable, for the plan of survey and Grant of Easement; and 2. That the Mayor and City Clerk be authorized to execute the documents necessary to effect the conveyance of the easement. 5.2 RESOLVED that as recommended in the submitted report M&C 2022-231: Lighting Renewal — Forest Hills Ball Park (651 Westmorland Road) Common Council accept the proposal submitted by Able Electric (2016) Ltd., for the Lighting Renewal at Forest Hills Ball Park in the amount of $597,000 plus HST; and that the Mayor and City Clerk be authorized to execute the necessary contract documents. 5.3 RESOLVED that as recommended in the submitted report M&C 2022-230: Designation of By -Law Enforcement Officer — Erik Bass Common Council appoint Erik Bass as by-law enforcement officer for the Saint John Parking By-law and Saint John Traffic By-law with his authority more fully described in the supporting documentation. 5.4 RESOLVED that as recommended in the submitted report M&C 2022-234: Terms of Reference and City of Saint John Representatives to the Creating Affordable Neighborhoods Fund Oversight Committee, Common Council: Adopt the Terms of Reference for the Creating Affordable Neighborhoods Fund Oversight Committee as generally in the form of Attachment 1 of M&C 2022-234, and 1. Approve Melanie Tompkins and Phil Ouellette as the City of Saint John representatives to the Creating Affordable Neighborhoods Fund Oversight Committee, with the former acting as Vice Chair and the latter acting as the Chair. 5.5 Moved for discussion to item 14.1 Moved by Deputy Mayor MacKenzie, seconded by Councillor Hickey: RESOLVED that the recommendation set out in each consent agenda item respectively 9 COMMON COUNCIL / CONSEIL COMMUNAL July 11, 2022 / le 11 juillet 2022 be adopted, with the exception of item 5.5 which is removed for discussion as item 14.1. MOTION CARRIED UNANIMOUSLY. 5. Members Comments Council Members commented on various community events. 7. Proclamation 7.1 2022 Memorial Cup The Mayor acknowledged the Saint John Sea Dogs captured the Memorial Cup and proclaimed on behalf of Common Council gratitude and appreciation for the hard work of all individuals who contributed their time and talents during the 2022 Memorial Cup tournament and acknowledged the support of all the City staff and departments who assisted in facilitating the event. 7.2 230th Anniversary - Year of Black Loyalist Exodus to Sierra Leone The Mayor proclaimed 2022 as the 230th anniversary — Year of Black Loyalist Exodus: 15 Ships to Sierra Leone #1792 Project in the City of Saint John and acknowledges the City of Saint John joins with municipalities across Canada to honour and recognize the significance and impact of the 230th Anniversary and shares this proclamation with the people of Nova Scotia on Emancipation Day, 2022. 7.3 National Drowning Prevention Week The Mayor proclaimed the week of July 17 to July 23, 2022 as National Drowning Prevention Week in the City of Saint John and commended its thoughtful recognition to all citizens of our city. 8. Delegations/Presentations 9. Public Hearings - 6:30pm Councillor Harris recused himself from the public hearing stating his comments made prior to the public hearing created a perceived bias in favour of not approving the application to withdraw 111-119 King Street East from the Heritage Conservation area. 9.1 Proposed Amendment to the Heritage Conservation Areas By -Law —111-119 King Street East (1st and 2nd Reading) Director Poffenroth advised that the application is to remove three properties commonly known as 111-119 King Street East from the Heritage Conservation Areas By -Law. The request would facilitate the demolition of the remaining structure and would enable the three properties to be redeveloped as a publicly accessible park. The request was presented to the Heritage Development Board on June 15th for their consideration. The Board recommended the removal of the properties from the Heritage Conservation By - Law. The decision before Council this evening is broader than that of the Heritage 10 COMMON COUNCIL / CONSEIL COMMUNAL July 11, 2022 / le 11 juillet 2022 Conservation Board, in that Council is expected to consider all the public benefits including the proposed park in considering this request by the applicant JDI. Notification was undertaken as per the requirements of the provincial legislation the Heritage Conservation Act, including notification mailed to all properties within the Heritage Conservation Areas By -Law and advertised in the local newspaper. Director Phil Ouellette presented the staff recommendation. Mayor Noade Reardon called the Public Hearing to order. The Mayor called for members of the public to speak against the proposed amendment with the following presenting: • Michael Cummings Vice Chair Heritage Development Board presented the board's opposition to removing 111-119 King Street East from Heritage Conservation Area. Following this presentation, Councillor Sullivan called a point of order requesting the Mayor address the lack of decorum in the public audience following the presentation. The Mayor advised the audience it is not appropriate for them to express a reaction to the speakers by measures such as applauding, clapping. • Colin White residing at Somerset Park spoke in opposition to removal of the property from the Heritage Conservation Area. • Monica Byrnes residing at King St. East spoke in opposition to removal of the property from the Heritage Conservation area. • Adam Pottle, spoke in opposition to removal of the property from the Heritage Conservation area. • Jason Fillmore spoke in opposition to removal of the property from the Heritage Conservation area. • Dr. Greg Patterson residing at 123 King St. East spoke in opposition presenting a petition. • Leona Larassie residing in the Southern Peninsula spoke in opposition to removal of the property from the Heritage Conservation Area. • Lori Seymore spoke in opposition to removal of the property from the Heritage Conservation area. Move by Councillor Hickey, seconded by Councillor Norton: RESOLVED that the Public Hearing be recessed for a 5-minute break. MOTION CARRIED. The Mayor called a 5-minute recess. The meeting was reconvened at 7:39 pm. • John Frazer residing at 191 Princess Street presenting against the application. • Carey Stephenson residing at 191 Princess presenting against the application. • Andrew Johnson residing at 54 Pitt Street presenting against the application. • Melissa Wakefield, a member of the Heritage Board presenting against the application. • Misty Schofield presenting against the application. 11 COMMON COUNCIL / CONSEIL COMMUNAL July 11, 2022 / le 11 juillet 2022 The Mayor called for members of the public to speak in favour of the proposed amendment with the following presenting. • Doug Dean Director Projects and Engineering JDI presenting on behalf of the applicant /owner. • Christopher MacDonald VP Government Relations JDI presenting on behalf of the applicant / owner. • Jennifer Brown Dillon Consulting presenting on behalf of the applicant JDI. • Harold Wright presenting on behalf of the applicant. • Jonathan Northrup presenting on behalf of the applicant. • Bob McVicar residing at Orange Street presenting on behalf of the applicant. Mayor Noade Reardon closed the public hearing. Council Members directed questions to staff. Responding to question, "What power does Council currently have to force a property owner to rebuild a dilapidated heritage building?" Director Poffenroth, advised that the City has various programs, none of which apply in this case. If you have an occupied building, you have to ensure it meets the Minimum Property Standards By -Law. Staff can go into a building and order that repairs be made to an occupied building. In the case of a vacant building our programs currently are such that we take action or can take action when a building becomes a hazard to the safety of the public, structurally unsound or dilapidated to the point it is a hazard to the safety of the public. In other cases we can take action when there is unsightly properties, but that is not relevant in this case. Responding to question: "Take action" means either to make it safe or tear it down? Are there other options in our power? Director Poffenroth responded within the Dangerous Building Program staff may send a letter advising the building is in the Vacant Building Program. The letter advises the owner cannot have a vacant or unoccupied or structurally unsound building to the point it is a safety hazard. We advise the owner, you have to board it up, you have to make sure it is secure, you need to monitor it. "Take action" means a formal enforcement action. We issue a Notice to Comply that the owners either repair or demolish their building. If they do not do so, that is when the enforcement steps begin; go to Provincial Court, or the City demolishes the building. Director Poffenroth advised the building is being monitored. It is not currently a hazard to the safety of the public. Legal Counsel J. Boucher advised outside enforcement action there is little that the City has authority to impose as a positive obligation on a private landowner, outside of the rezoning context, which would not be required in this case. 12 COMMON COUNCIL / CONSEIL COMMUNAL July 11, 2022 / le 11 juillet 2022 Council members expressed concern with clauses 2 and 3 of the Agreement, in particular the provision that the 20-year maintenance period may be reduced for vandalism and security reasons at the discretion of the owner, provided they consult with the City. Council members also questioned the development of a new park not envisioned in the Recreation Master Plan, and Play SJ, stating the theme is conflicting. The City Manager responded that Play SJ is a living document. The City has too many parks. Play SJ in principle recommends a reduction in parks. Local parks could be serviced by local groups. Play SJ does not suggest new parks and new developments cannot be considered. Responding to question, Commissioner Fudge stated he did not have an assessment for the proposed park; SNB provides the assessment of local parks. Moved by Councillor Hickey, seconded by Councillor Sullivan: RESOLVED that the following items numbered 2 and 3 in the staff recommendation contained in M&C 2022-233 be referred to the City Manager to consider the Council Members' concerns articulated in the meeting: 2. City of Saint John enter into a contractual agreement with J.D. Irving, Limited to secure the proposed public park at 111-119 King Street East as generally in the form of Attachment 4 of M&C 2022-233. 3. Authorize the City Clerk and Mayor Noade Reardon to execute the contractual agreement generally in the form of Attachment 4 of M&C 2022-233. MOTION CARRIED with Councillors Killen and Radwan voting nay. Moved by Councillor Hickey, seconded by Councillor Radwan: RESOLVED that in accordance with the Procedural Bylaw provision 4.13 the meeting be extended beyond 10:00 p.m. MOTION CARRIED with Councillor Sullivan voting nay. Moved by Councillor Lowe, seconded by Councillor Sullivan: RESOLVED that as recommended in the submitted report M&C # 2022-233: Common Council adopt recommendation number 1 in the staff report as follows: 1. Approve the removal of properties situated at 111-119 King Street East from By -Law Number HC-1, the Saint John Conservation Areas By-law. MOTION CARRIED with Councillors Norton, Radwan, Hickey, and Killen voting nay Moved by Deputy Mayor MacKenzie, seconded by Councillor Sullivan: RESOLVED that the by-law entitled, "By -Law Number HC-1 A Law to Amend the Saint John Heritage Conservation Areas By -Law", amending paragraph 2(1)(f) by adding immediately preceding "as illustrated on Schedule `F' which forms part of this By -Law, is hereby established as the King Street East Heritage Conservation Area.": "and excluding the properties at civic address 111-119 King Street East"; amending Schedule "F", King Street East Heritage Conservation Area, by removing from the heritage conservation area a parcel of land having an area of approximately 1483 square metres, including buildings 13 COMMON COUNCIL / CONSEIL COMMUNAL July 11, 2022 / le 11 juillet 2022 and structures thereon, located at 111-119 King Street East, also identified as being PID No. 00016337, 00016345 and 00016352 and by adding to the written description immediately following "properties facing King Street East" and immediately preceding "bounded on the south": "and excluding the properties at civic addresses 111-119 King St East', be read a first time. MOTION CARRIED with Councillors Norton, Radwan, Hickey, and Killen voting nay. Read a first time by title, the by-law entitled, "By -Law Number HC-1 A Law to Amend the Saint John Heritage Conservation Areas By -Law." Moved by Councillor Stewart, seconded by Deputy Mayor MacKenzie: RESOLVED that the by-law entitled, "By -Law Number HC-1 A Law to Amend the Saint John Heritage Conservation Areas By -Law", amending paragraph 2(1)(f) by adding immediately preceding "as illustrated on Schedule `F' which forms part of this By -Law, is hereby established as the King Street East Heritage Conservation Area.": "and excluding the properties at civic address 111-119 King Street East"; amending Schedule "F", King Street East Heritage Conservation Area, by removing from the heritage conservation area a parcel of land having an area of approximately 1483 square metres, including buildings and structures thereon, located at 111-119 King Street East, also identified as being PID No. 00016337, 00016345 and 00016352 and by adding to the written description immediately following "properties facing King Street East' and immediately preceding "bounded on the south": "and excluding the properties at civic addresses 111-119 King St East', be read a second time. MOTION CARRIED with Councillors Norton, Radwan, Hickey, and Killen voting Nay. Read a second time by title, the by-law entitled, "By -Law Number HC-1 A Law to Amend the Saint John Heritage Conservation Areas By -Law." The Mayor advised that the third reading will be scheduled when staff have had the opportunity to respond to the referral motion. Moved by Councillor Norton, seconded by Deputy Mayor MacKenzie: RESOLVED that the meeting be recessed for 5 minutes at 10:00 p.m. MOTION CARRIED. The meeting resumed at 10:05 p.m. Councillor Harris re-entered the meeting. 9.2 Proposed Amendment to the Heritage Conservation Areas By -Law — Heritage Permit Renewals Ost and 2nd Reading) Consideration was given to the submitted report M&C 2022-237: Proposed Amendment to the Heritage Consevation Areas By -Law — Heritage Permit Renewals. The City Clerk advised that the necessary advertising was completed with regard to the proposed amendments to the Heritage Conservation Areas Bylaw, with a written letter of support received. Mayor Noade Reardon called the Public Hearing to order 14 COMMON COUNCIL / CONSEIL COMMUNAL July 11, 2022 / le 11 juillet 2022 The Mayor called for members of the public to speak against the proposed amendment with Andrew Johnson presenting. The Mayor called for members of the public to speak in favour of the proposed amendment with Rod Stears, Heritage Review Board, presenting. Mayor Noade Reardon closed the Public Hearing. Moved by Councillor Sullivan, seconded by Councillor Hickey: RESOLVED that the by-law entitled, "By -Law Number HC-1 A Law to Amend the Saint John Heritage Conservation Areas By -Law" amending paragraph 6(8) by removing existing wording and replacing it with "A Heritage Permit may be renewed more than once". be read a first time. ► IMIIIffl ill [61_1C4:41:193 Read a first time by title, the by-law entitled, "By -Law Number HC-1 A Law to Amend the Saint John Heritage Conservation Areas By -Law." Moved by Councillor Sullivan, seconded by Councillor Hickey: RESOLVED that the by-law entitled, "By -Law Number HC-1 A Law to Amend the Saint John Heritage Conservation Areas By -Law" amending paragraph 6(8) by removing existing wording and replacing it with "A Heritage Permit may be renewed more than once". be read a second time. MOTION CARRIED. Read a second time by title, the by-law entitled, "By -Law Number HC-1 A Law to Amend the Saint John Heritage Conservation Areas By -Law." 10. Consideration of By-laws 10.1 Parking By -Law Amendment — QR Code Payment Method (3rd Reading) Moved by Councillor Killen, seconded by Deputy Mayor MacKenzie: RESOLVED that the by-law entitled "By -Law Number L.G. 8 A By -Law respecting the Regulation of Parking in the City of Saint John and amendments thereto" repealing and replacing subsection 9(2), be read. MOTION CARRIED. The by-law entitled, "By -Law Number L.G. 8 A By -Law respecting the Regulation of Parking in the City of Saint John and amendments thereto" was read in its entirety. Moved by Deputy Mayor Mackenzie, seconded by Councillor Hickey: RESOLVED that the by-law entitled "By -Law Number L.G. 8 A By -Law respecting the Regulation of Parking in the City of Saint John and amendments thereto" repealing and replacing subsection 9(2), be read a third time, enacted, and the Corporate Common Seal affixed thereto. 15 COMMON COUNCIL / CONSEIL COMMUNAL July 11, 2022 / le 11 juillet 2022 MOTION CARRIED. Read a third time by title, the by-law entitled, "By -Law Number L.G. 8 A By -Law respecting the Regulation of Parking in the City of Saint John and amendments thereto." 10.2 Public Presentation — Proposed Municipal Plan Amendment — 1556 Manawagonish Road Director Poffenroth advised that the Public Presentation is a procedural requirement under the provincial Community Planning Act for Municipal Plan amendment applications. This evening's public presentation commences a 30-day public review period during which members of the public may write written submissions on the application as an early step in the process. Any submissions received will come back to Council following the close of the 30-day public review period for consideration before moving forward in the process. Director Poffenroth read into the public record the Public Notice that commences the 30- day review period for the property located at 1556 Manawagonish Road; the Public Notice is hereby given that the Common Council of the City of Saint John intends to consider a proposed amendment to the Municipal Development Plan which would redesignate on Schedule A of the Municipal Development Plan, land having an approximate area of 7.4 hectares, located at 1556 Manawagonish Road, also identified as PIDs 00401539, 55095061, 55095079, and a portion of PIDs 00402735 and 55141063 from Stable Area to Park and Natural Area, and; redesignate on Schedule B of the Municipal Development Plan, land having an approximate area of 7.3 hectares, located at 1556 Manawagonish Road, also identified as PIDs 00401539, and 55095061, and 55095079 from Stable Residential, to Park and Natural Area to permit an expansion to an existing cemetery. Written objections may be made to the Common Clerk by August 10, 2022. 11. Submissions by Council Members Having declared a conflict, Councillor Hickey withdrew from the meeting. 11.1 Proposal to Federal Boundary Commission for Two Federal Members of Parliament (Councillor Oaden) Moved by Councillor Ogden, seconded by Councillor Stewart: RESOLVED that the matter be referred to the Mayor's Special Advisor to further consult with regional stakeholders to create a proposal to be presented to the Federal Boundary Commission so that our region would have two Federal Members of Parliament. MOTION CARRIED. Councillor Hickey re-entered the meeting. 11.2 American Iron and Metal (AIM) (Councillor Hickey) Moved by Councillor Hickey, seconded by Councillor Radwan: RESOLVED that Common Council write a letter to the Premier, the responsible Minister, and all relevant provincial officials calling on their action specific to AIM's operations in order to protect workers and our community; including swift response to Worksafe NB's investigations and full implementation of their recommendations. ID 16 COMMON COUNCIL / CONSEIL COMMUNAL July 11, 2022 / le 11 juillet 2022 MOTION CARRIED. 12. Business Matters — Municipal Officers 12.1 City Manager Update on Select Catalytic Protects and Advocacy (Verbal) Moved by Councillor Hickey, seconded by Councillor Stewart: RESOLVED that item 12.1 City Manager Update be tabled and brought forward to the July 25t" meeting of Common Council. MOTION CARRIED. 13. Committee Reports 14. Consideration of Issues Separate from Consent Agenda 14.1 Arena Ice Rental Rates for 2022-2023 Season Moved by Deputy Mayor MacKenzie, seconded by Councillor Ogden: RESOLVED that as recommended in the submitted report M&C 2022-238: Arena Ice Rental Rates for 2022-2023 Season, Common Council approve freezing of the 2022-2023 arena ice rental rates as presented in Table 2 of M&C 2022-238. MOTION CARRIED with Councillors Sullivan, Radwan and Harris voting nay. 15. General Correspondence 15.1 Sponsorship Request - Curling Team for 2023 Canada Games (Recommendation: Refer to the Community Grants Evaluation Committee) Moved by Councillor Radwan, seconded by Councillor Ogden: RESOLVED that the request for sponsorship from Team Sahil Dalrymple seeking suppport as a competitive junior curling team representing New Brunswick at the Canada Games 2023 be forwarded to the Community Grants Evaluation Committee. MOTION CARRIED. 15.2 Saint John Community Arts Board - Request to Present (Recommendation: Refer to the Clerk to schedule) Moved by Councillor Hickey, seconded by Councillor Ogden: RESOLVED that the request to present from the Saint John Community Arts Board be referred to the City Clerk to schedule. MOTION CARRIED. 16. Supplemental Agenda 17 COMMON COUNCIL / CONSEIL COMMUNAL July 11, 2022 / le 11 juillet 2022 17. Committee of the Whole 17.1 Resourcing Community Support Services Moved by Councillor Ogden, seconded by Councillor Killen: RESOLVED that as recommended by the Committee of the Whole, having met on June 27th, 2022, Common Council: 1. Approve the addition of a Senior Manager, Community Support Services, to the City's establishment to resource the Community Services portfolio. 2. Further that the recommendation be forwarded to the July 11, 2022 open session of Council to facilitate roll -out of communications of the proposed organizational changes. Z rel ffell► KNERMT D 18. Adjournment Moved by Councillor Lowe , seconded by Deputy Mayor MacKenzie: RESOLVED that the meeting of Common Council held on July 11, 2022 be adjourned. MOTION CARRIED. The Mayor declared the meeting adjourned at 10:48 p.m. 12 im Qh, YDH�o COMMON COUNCIL REPORT M&C No. 2022-239 Report Date July 05, 2022 Meeting Date July 25, 2022 Service Area Human Resources Her Worship Mayor Donna Noade Reardon and Members of Common Council SUBJECT: 2021 Annual Workforce Report AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Dianne McQuade -Clark & Katherine Shannon Stephanie Hossack John Collin RECOMMENDATION Your City Manager recommends that Common Council receive and file this report for information. The purpose of this report is to introduce the City of Saint John's 2021 Annual Workforce report. PREVIOUS RESOLUTION N/A REPORT In 2019 City staff committed to providing an annual update on the status of our workforce and associated costs of providing municipal services. This report is the third annual report submitted to Common Council. In addition, the Annual Workforce Report also highlights workforce accomplishments, contributions, key observations, and future planning for an effective workforce. STRATEGIC ALIGNMENT The Annual Workforce Report is aligned with Common Council's priority Perform; ensuring the City is accountable for the best use of human resources. FU11I[#WA►"d1��►��1I_�L��I��C��1��L7 N/A 19 -2- INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS This report was developed collaboratively with the Finance Department and the City Manager's Office. ATTACHMENTS 2021 Annual Workforce Report 20 CITY OF SAINT JOHN 2021 ANNUAL WORKFORCE REPORT SAINT JOHN JULY 2022 Table of Contents SECTION 1: INTRODUCTION 3 SECTION 2: HUMAN RESOURCES ADMINISTRATION 5 The Organizational Establishment............................................................................................................. 5 GroupHealth Benefits..................................................................................................................................... 6 SharedRisk Pension Plan.............................................................................................................................. 7 SECTION 3: WORKFORCE PLANNING 9 Demographics by Employee Groups (December 31, 2 02 1) ............................................................ 10 Workforce Retirement Eligibility Next 3 Years.................................................................................. 11 ManagingTurnover....................................................................................................................................... 12 Recruitmentand Selection......................................................................................................................... 13 Total Hires by Employee Group (Casual and Permanent combined) ......................................... 14 Temporary/Casual Employment (Additional Temporary Complement) .................................. 14 StaffingTrends................................................................................................................................................ 16 Employee Training and Development.................................................................................................... 16 WorkforceUtilization Rate........................................................................................................................ 17 SECTION 4: EMPLOYEE HEALTH, SAFETY & WELLNESS 19 Health and Safety Metrics (General)....................................................................................................... 19 Corporate Safety Scorecard........................................................................................................................ 19 Prevention Initiatives and Programs..................................................................................................... 20 Attendance and Absenteeism.................................................................................................................... 20 Injuryon Duty................................................................................................................................................. 21 WorkSafeNBCost of Claims........................................................................................................................ 22 EmployeeWellness....................................................................................................................................... 22 SECTION 5: LABOUR RELATIONS 24 CollectiveBargaining.................................................................................................................................... 24 Grievances........................................................................................................................................................ 25 SECTION 6: SALARY & BENEFITS 26 2021 City Operating Budget: By Expense.............................................................................................. 27 22 2021 Salary & Benefits: Summary by Employee Group................................................................... 28 2021 Operating Budget: Total Salary and Benefits........................................................................... 29 2021 Base Salary by Employee Group and Pay Band........................................................................ 29 Cityof Saint John............................................................................................................................................ 30 CUPELocal 486: Inside Workers................................................................................................................................................30 CUPELocal 18: Outside Workers...............................................................................................................................................31 Saint John Firefighters IAFF#771.............................................................................................................................................32 Management/Professional Staff.................................................................................................................................................33 Non -Union Administration............................................................................................................................................................33 Saint John Transit Commission................................................................................................................. 34 SaintJohn Police............................................................................................................................................. 35 SaintJohn Police Association.......................................................................................................................................................35 SaintJohn Police Management....................................................................................................................................................36 Saint John Police Force: Inside Workers CUPE Local 486...............................................................................................36 Management: Public Safety Communications Centre (911)..........................................................................................37 Inside Workers: Public Safety Communications Centre (911).....................................................................................37 Wage Increases: 18-Year Summary......................................................................................................... 38 CPI and Wage Trends (Compounded): 2004 - 2021......................................................................... 39 Wage Increases Compared to Assessment Base Tax Growth......................................................... 40 SECTION 7: OBSERVATIONS & RECOMMENDATIONS 41 Health, Safety and Wellness....................................................................................................................... 42 Recommendations............................................................................................................................................................................43 Trainingand Development........................................................................................................................ 43 Recommendations............................................................................................................................................................................44 Attractionand Retention............................................................................................................................ 45 Recommendations............................................................................................................................................................................46 SECTION 8: CITY MANAGER'S CONCLUDING REMARKS 47 23 3 SECTION 1: INTRODUCTION The 2021 report marks the third edition of the Annual Workforce Report for the City of Saint John. As with previous reports, the report highlights the contributions of our people along with associated costs, to the delivery of municipal services, and to the achievement of the City's Mission, Vision, and Strategic Directions. The Annual Workforce Report provides a detailed review of key metrics and provides insight into key observations and future planning for an effective and engaged workforce. City services are delivered by approxiately 577 City employees, who are members of the following employee groups: Inside Workers, Outside Workers, Firefighters, Management/Professional and Non -Union staff. Applicable data and information related to the Saint John Police Commission and Saint John Transit Commission has been included in select tables for comparison purposes. Our employees provide a wide range of services to our residents daily, and also to many visitors and commuters ranging from street maintenance, drinking water, building permits to public safety. 2021 was a transformative year for our workforce. After undergoing a comprehensive organizational restructure in 2020, restorative efforts following a cyber attack, and adjusting to working through subsequent waves of the COVID-19 pandemic, significant accomplishments were made in support of the City's goal of service sustainability and Council's priorities for 2021-2026. Further details of these accomplishments will be highlighted throughout this report and in particular, in Section 7: Observations and Recommendations. The Canadian Labour Market has continued to evolve and reshape over the past two years during the pandemic, with more employers and employees open to working remotely from their regular work locations. Some workers have chosen a different employment arrangement or have left the workforce either on a temporary or permanent basis. The growing shortage of talent and shrinkage in the Canadian and North American workforce will present new challenges and opportunities for the City of Saint John in relation to strategic human resources planning. In the past the City of Saint John may have considered local and regional labour market changes, however, with the flexibility of working remotely, the greater use of communication technology, and the implications of more workers leaving the workforce the City's human resources plans and policies must consider the broader labour market geography. Table 1 presents a snap shot of key measures at the end of the calendar years for 2021 and comparatively, 2020. rd Table 1 F'q 02 Number of Permanent 585 577 Employees Average Employee Age 44 45.6 Average Employee Years of 15.3 11.9 Cariii-o Number of Grievances Filed 7 11 Number of External Hires 32 15 Number of Internal Moves 31 32 Employee Turnover Rate 9.1% 3.7% Employee Retirements 48 8 Average Sick Days per Employee (Based on a 7-hour day) 9.2 38 9.1 36 Total Employee Accidents Lost Time Accidents 17 27 Training Cost per Employee $774 $749 72.7% 80.43% Workforce Utilization Rate 5 SECTION 2: HUMAN RESOURCES ADMINISTRATION Human Resources administration addresses the processes that build structure around employment including permanent approved full-time equivalents (FTEs) and employee benefits. The Organizational Establishment The Establishment (Table 2) is the approved number of full-time permanent positions in each employee group. The overall Establishment is approved annually by Common Council during the budget process. The actual number of employees at any time varies according to factors such as vacancies, leaves and temporary positions. Casual, temporary, contract and other forms of non -permanent complement are not included in the Establishment. Table 2 101 As reflected in Table 2 the City Establishment changed year over year by a net reduction of 8 positions. The most notable changes were in Fire, Non -union and Management/Professional staff due to Parking Commission being dissolved. Fire realized a reduction of 12 Holiday Relief Firefighters positions, while the transfer of some former Parking Commission and Transit management staff into the City's Establishment for 2021. The reduction in Fire positions corresponds to the closure of one fire station in January 2021. *The Saint John Police Force and Saint John Transit totals include management, civilian and unionized staff. Note that Saint John Transit and the Saint John Police Force are included to allow for comparison to other municipalities as well as to recognize increasing strategic linkages and day-to-day collaboration with the City of SaintJohn. Each municipality varies in the delivery of services, for example, municipal police vs. RCMP and/or other external agencies. The City of Saint John establishment includes the Utility: Saint John Water employees. Group Health Benefits The City of Saint John has an Administrative Services Only (ASO) Group Benefits Plan. The Plan is governed by a joint Management/Union committee who reviews the financials, considers, and recommends plan design changes, and communicates with all plan members. Plan members are the cardholder for the Group Benefits and include permanent employees and Pensioners. Plan members have the option to select a single or family plan. The monthly premium contribution remained unchanged for 2021 with a rate of $163.28 for a single plan and $271.30 for family as of December 2021. These premiums are cost - shared 75/25% by the employer and employee for active employees. Retirees have the option upon retirement to remain a member of the plan and if so, pay 100% of the set premium. Active employees are required to maintain benefit coverage at minimum for themselves with the option to include family coverage. The premium paid by the City, employees and retirees has remained at the same rate since December 2010. However, over the past 5 years there has been a gap growing between claim costs and contributions made to the plan. The shortfall has been funded through a reserve balance and by the end of 2021 the reserve had been depleted. Premium rate adjustments will be required starting in 2022 to account for the gap and return to a cost sustainable group benefit plan. Table 3 includes the Group Benefit Plan costs and contributions for the calendar years. The Total Member numbers do not include dependants on the plan. VA Table 3 $4,510,745 $4,832,733 $4,253,901 $4,216,038 924 899 675 701 1599 1600 $2821 $3020 *Saint John Police Force members are included in the City of Saint John Group Benefits and are therefore represented in these figures. As reflected in Table 3, total costs exceeded the total contributions in 2021. The average cost per member has been increasing with the rising costs of drugs and increased usage of biologic drugs by plan members. Also of note, plan membership is increasing for pensioner participation and declining for active members. An aging plan membership is consistent with higher usage and costs. In 2021 the City's Internal Audit group completed an audit and the Benefits Steering Committee is working hard to make appropriate changes. Shared Risk Pension Plan Eligible City of Saint John and Saint John Police Force employees have the benefit of a Shared Risk Pension Plan. The Plan is mandatory for all fulltime permanent employees, who become members on the first day of permanent employment. Casual employees are eligible in some instances when they have been employed for a minimum of twenty-four months and earn a minimum of 35% of YMPE in each of the two calendar years. The employee and employer contribute to the plan which provides a base benefit equal to 1.8% of the Member's Earnings for each year of service on or after January 1, 2013, up to the Normal Retirement age of sixty-five (65), sixty (60) for those in Public Safety Occupations. Employee contributions are 9% of Earnings, apart from those in eligible Public Safety Occupations who contribute 12% of Earnings. The Employer contributes 11.4% of earnings on behalf of all Employees other that those in the Public Safety Occupations where a contribution of 15.2% is required from the employer. In addition to regular pension contributions, the Employer is required to contribute an additional seventeen percent (17%) of earnings for all employees to fund a deficit. These additional contributions commenced in April 2013 and will cease on March 31, 2028. A SECTION 3: WORKFORCE PLANNING Workforce Planning profiles the dynamics of workforce demographics, turnover, and workforce utilization, which influence the effectiveness of the "human dimension" of municipal services. Table 4 depicts the ratio of residents served by a single municipal employee for the three largest municipalities in New Brunswick. The total FTE for Saint John includes all City employees, Saint John Police Force and Saint John Transit combined. Moncton has policing services through the RCMP and, therefore, does not include numbers for police in their FTE. For comparison purposes, the Codiac RCMP Division that serves Moncton would add approximately 230 personnel to the Moncton establishment and would adjust their employee ratio to 1:91. 2021 Stats Canada census data, depicted in Table 4 reflects growth in population for the City of 3.4% compared to the last census data available from 2016. The growth in population and reduction in total permanent employee establishment has been a catalyst to inspire City departments to operate more efficiently and seek out every opportunity to do more with fewer resources. Saint John's ratio (1:83) is reflective of the large land area serviced. The land area for Saint John is similar to the northern Ontario city of North Bay which has a population base of 25% less than Saint John. Sarnia, Ontario has a similar population base with a land area nearly half the size of Saint John. The population density is a significant stress on Saint John's resource requirements as basic services such as snow clearing, street maintenance and repair, water infrastructure requirements, and transit services must reflect the spread of population across the entire city. While the geographical size of the City increases the cost of all operational services, this is particularly true of Public Works and Transportation, Utility Services and Infrastructure and Parks, whose financial, physical, and human resources are primarily directed to servicing infrastructure and the assets that maintain it. Accordingly, Table 4 illustrates that each City of Saint John employee provides services over a far greater area than their counterparts in Moncton and Fredericton. 30 10 Table 4 *Includes the additional 230 RCMP to allow equivalent comparison. Demographics by Employee Groups (December 31, 2021) Table 5 demonstrates that all the City's employee groups are comparable in average age, however, vary in years of service. Our Non -Union administrative group, the smallest working group, also represents the lowest years of service as we have had some new positions and employees added to this group in recent years, specifically in 2021, 2 former Parking Commission employees were transferred to this employee group in the City's establishment. Firefighters comparatively have the longest average years of service at 15.5. 31 11 Table 5 Furthermore, the City of Saint John has a 18% female employee base. The management/professional group, including non -union, is 36% female. This is slightly higher than the average in New Brunswick based on Statistics Canada data, which reports that approximately 35.2% of those in management occupations are female. Gender distribution among the City's workforces will remain a basis for future benchmarking and a focus for future recruitment. Workforce Retirement Eligibility Next 3 Years A projection of the number of employees who will have reached retirement age by the end of each of the next three years is illustrated in Table 6. Eligibility to retire is based on the attainment of age 65 for all employees, except protective services, which includes fire and police, who may retire at age 60. While mandatory retirement at age 65 no longer applies, the data suggests a potential acceleration of turnover beginning in 2022 and continuing through 2024, in particular in the Outside Worker and Fire groups. 32 12 Table 6 Managing Turnover Managing turnover will continue to be of strategic importance for the years ahead. Even as the pandemic slows labour market indications are that employees will have more opportunity to seek out more employment opportunity or may decide to avail of retirement options to leave the workforce. The voluntary turnover rate for 2021 has declined remarkably from the 2020 level of 9.1% and returned to pre -pandemic levels or lower. The turnover rate for 2020 was elevated due to the Voluntary Separation Program which began in 2020. In 2021 only 3 additional employees from our outside workforce (CUPE Local 18) retired under this program. Six retirements were also realized in firefighters. An expected level of increasing retirements was projected in the 2020 Annual Workforce report and the future expectation is that more firefighters will retire through to 2024, consistent with the projections depicted in Table 6. Resignations increased in 2021, most notably with Inside Workers and Management/Professional staff. This trend in voluntary separations may continue to happen and potentially grow in 2022 and beyond, as employees consider external opportunities and need for greater flexibility in their working arrangement. Some level of attrition is healthy for an organization. Emphasis will be placed on understanding the reason for employee departure through exit interview findings and investing in employee retention programs and initiatives. 33 13 Table 7 48 8 8 1 32 0 1 6 5 1 2 0 1 5 1 3 3 5 0 0 53 21 585 577 3.64% Recruitment and Selection A summary of our recruitment activity, comparing internal and external recruitment for permanentjobs, is provided in Table 8. Our recruitment and selection processes have been continually improved over the years to achieve greater efficiency and effectiveness using online applicant tracking software and streamlining the onboarding processes. Virtual interviewing and communication of the City's COVID-19 protocols and Vaccine or Test Policy were new components of the recruitment and onboarding processes in 2021 brought about by the continuation of the pandemic. As reflected in Table 8 the number of internal hires/movements surpassed the external hires for 2021 by more than 2:1. This presented opportunity for existing employees to continue to learn and grow in their career with the City. The number of external hires declined year over year from 2020 attributable in part to the impact of restructuring in 34 14 2020 and financial sustainability across the City departments. External hiring was very targeted to specific skills and talent to contribute to departments with priority needs. Table 8 Total Hires by Employee Group (Casual and Permanent combined) A summary of our total staffing activity by workforce throughout the calendar years 2020 and 2021 including casuals (including students) and permanent hires is presented in Table 9. Table 9 Temporary/Casual Employment (Additional Temporary Complement) The need for casual staff to augment our permanent workforce is typically significant. Seasonal demand for several services, including recreation programming and landscaping, makes it necessary to invest annually in casual, sessional, and student employment to maintain sufficient service levels. Temporary/casual hiring increased in 2021 over 2020 levels as more summer coverage was required in Public Works & Parks. The 2021 level of temporary/casual hiring remained below pre -pandemic levels observed in 2019 and 2018. 35 15 In 2020, the City did not hire any temporary labourers in the spring as there were high levels of uncertainty surrounding programming and gatherings to use the public spaces, parks, and sports fields in particular. Chart 1 shows the hiring trends by month for 2021 and previous years, with the bulk of our typical hiring done April through June. As noted in the chart, 2021 was more reflective of this hiring pattern with 2019, although lower overall, and no temporary/casual hiring occurring in this period for 2020. Temporary postings are also created by leaves of various types taken by permanent employees, by developmental assignments to other Departments, and by secondments to project work. Chart 1 70 60 50 40 30 20 10 0 Candidate Placements Jan Feb Mar Apr May Jun Jul Aug Sep Oct Mrnr Dec - 2019 -2020 -202-1 36 16 Staffing Trends Staffing activity has been lower in 2021 compared to 2020, with a significant portion being internal movement. There was an average of 40 applicants, internal and external, per posting, slightly lower than the average number attracted in 2020. This slight decline may be attributable in part to the increased job opportunities present externally and the effects of organizational restructuring in 2020. Most candidates' report viewing our job advertisements using Indeed, with 1860 of the total 4364 listing this as the source. Recruitment to Management/Professional and specialized technical positions has proven more challenging due to labour market conditions and economic pressures. In 2021, turnover within these roles was at 5.7% compared to 3.5% in 2020. Employees, existing and current, are looking beyond the public service sector at the compensation proposition offered in other labour sectors. Accordingly, the City began a comprehensive review of management job analysis and compensation review in 2021, and which will conclude with findings in 2022 to ensure the City remains aware and determines a fair compensation policy that allows us to attract and retain highly skilled professionals. The City is also researching other flexible work arrangements in 2022 that will provide additional value to current and prospective employees. Employee Training and Development With approximately 68% of our staffing carried out through internal progression, we recognize that developing competencies within various establishments is crucial to securing a future of service continuity, improvement, and transformation. Accordingly, we have continued to emphasize career development systems that link advancement in employment along a career path with the acquisition of essential competencies (i.e., knowledge, skills, and abilities). As reflected in Table 10 the total cost of training and per employee cost declined slightly from 2020, while in the same period the number of corporate training completions significantly increased. This reduction in cost and shift to corporate training completions is attributable to the growing reliance on online learning platforms. In 2021 the City implemented a COVID-19 Vaccine or Test Policy and required all employees to review the policy and supporting materials on SafetyHub, our internal platform. Also in 2021, we were able to track and report on external training completions, many of which were also completed online. In 2022 the City will place further emphasis on employee career development and promote the use of online learning platforms to deliver employee training and development in a cost-efficient way. 37 17 Table 10 *The total cost of training includes all related travel, conference fees, membership association fees and training costs. ** lost data due to cyber attack Workforce Utilization Rate At a strategic level, the impact of health, safety and wellness programming on overall workforce efficiency and effectiveness is represented by the Workforce Utilization Rate (WUR). The WUR is calculated by dividing the total amount of the various types of non- productive time, such as vacation time, paid sick leave, training, etc., by the total hours paid. The WUR provides the true amount of time employees are on the job, performing the duties of their respective roles, as compared to the total time paid. This metric is also considered a measure of productivity within the City's workforce. The overall rate for 2021 increased significantly over 2020 by 7.73 percentage points. This jump is attributable to the uptake in COVID-19 vaccines and the ability for more employees who were subject to isolation requirements to work from home when they were not ill or experiencing symptoms. The largest increase in WUR occurred with our outside workers attributable to fewer and shorter duration of pandemic lockdowns than in 2020. IN WORKFORCE UTILIZATION RATE Employee Group 1 2020 1 2021 Inside Workers (CUPE Local 486) Outside Workers (CUPE Local 18) SJ Firefighters Non -Union Management/Professional City of Saint John 72.7% 80.43% CITY OF SAINT JOHN 1 2021 ANNUAL WORKFORCF REPORT 19 SECTION 4: EMPLOYEE HEALTH, SAFETY & WELLNESS Section 4 focuses on people rather than structure, on the employees who deliver service to the community, and on the overall health and well-being of the workforce. Health and Safety Metrics (General) From a safety systems perspective, the metrics related to absenteeism in all its forms, including sick leave and injury on duty (workplace accidents), are lagging indicators of workforce performance, essentially demonstrating that something is wrong, but of limited use in the development of solutions. Nevertheless, these measures help illustrate the challenge and provide opportunities for analysis. Accordingly, in order to provide greater clarity around our experience, we are in the process of enhancing workplace incident statistics. We have also developed a suite of leading indicators, summarized in the Corporate Scorecard, to chart our progress in strengthening prevention programming. Leading indicators track the health and safety activities which eliminate, mitigate, and otherwise control hazards and risks that could result in workplace accidents Enhanced analytics and leading indicators are powerful prevention tools which will prepare the foundations of sustainable health and safety improvement. Corporate Safety Scorecard Key leading indicators of safety performance are tracked within the Safety Management System including activities such as Daily Hazard ID, safety meetings, workplace inspections and job site visits. WorkSafeNB supports the proposition that organizations which consistently carry out these safe work activities generally experience fewer accidents and lower costs over time. Further, the City's due diligence posture is protected by the system since each of the indicated activities is now legislatively required given amendments to the New Brunswick Occupational Health and Safety Act (NBOHSA) in 2014. M 20 2021 Corporate Scorecard Prevention Initiatives and Programs The focus of corporate safety programming in 2021 continued to be COVID 19, with exposure risk minimization, legislative compliance, due diligence, and employee education and awareness at the forefront of our prevention agenda. The year closed with preparations for the impending Omicron wave of infection, resulting in a successful organizational response to the largest -scale mandated changes to business operations and required employee behaviour since the initial lockdown of 2020. Associated planning was led by Human Resources in collaboration with Senior Staff. Efforts to strengthen the security and safety of our facilities also continued through 2021. Implementation of Fire Evacuation Plans and related employee training at operational headquarters facilities and depots was substantially completed by mid year. A new Needle Pickup and Disposal Program was developed and is currently in the process of implementation. This represented a fresh approach which repositioned the needle pickup and disposal service from Police to Operations and provided procedural, logistical, and employees training support to ensure a successful transition. Human Resources and Public Works and Transportation management staff led this initiate with consulting support provided by Avenue B. Attendance and Absenteeism The Average Number of Sick Days table includes each employee group and is based on the typical daily working hours for the group, as indicated in brackets. The average number of sick days per employee includes both permanent and casual employees. Our corporate average days lost due to sick leave is consistent with benchmarking from sources such as Statistics Canada that reported for 2020 an average of 12.2 days lost per employee for the Atlantic Canada region. Comparatively, for the same period, the average of days lost per employee in New Brunswick was 11.8 days and for Saint Joh 9.4 days. 2021 data in not available at this time. While our recent experience is below for the region and province, and comparable to the average for the city, there is still room for improvement. Given the severe effects of sick time on productivity, customer service, employee morale, and safety, health, and wellness, attendance management is among our key areas of focus going 41 21 forward. The past two years have been challenging in regard to employee attendance and absenteeism in the midst of the pandemic. COVID-19 continued to present new challenges related to attendance with changing Public Health protocols related to isolation due to illness and exposures. The City adapted with these changes with the implementation of a Vaccine or Test Policy. Supporting our employees by distributing COVID-19 rapid test kits, providing recommended protective masks and other personal protective equipment, and allowing employees to work remotely while in isolation when they were not ill. Tablet 12 9.0 8.7 8.8 11.5 6.9 7.2 14.2 3.0 2.1 3.1 Injury on Duty Tables 13 and 14 profile the impact of Injury on Duty (workplace accidents). With COVID restrictions easing in 2021 and with the tempo of Operations increasing, the health and safety risks inherent in front-line service delivery also increased. Nevertheless, workplace accidents declined by over 5% during the year, continuing the trend from the previous year. Incident levels will vary from year to year in even the most effective safety systems but reduction of workplace accidents over long horizons (five to ten years) is expected. 42 22 Table 13 WorkSafeNB Cost of Claims As Table 14 indicates, the City's Cost of Claims increased in 2021, reflecting escalating operational program activity and easing of COVID constraints compared to 2020. However, the City's Premium Rate fell by 9.7% benefitting from three years of our own Cost of Claims history (the current year does not factor into the calculation) as well as improving performance in the larger rate group of New Brunswick municipalities, to which the City belongs. Finally, it is noteworthy that the Frequency of Lost Time Claims, which is independent of program activity levels, increased in 2021. Although a single year of adverse movement in this metric signifies little, this metric bears monitoring going forward, particularly since we have experienced steady improvement in most years. Table 14 Employee Wellness All permanent employees for the City of Saint John and the Saint John Police Force have access to an Employee and Family Assistance Program (EFAP) through a third party specializing in this area. This benefit offers short-term counselling and assistance for a variety of issues ranging from stress, marital, and family relationships, elder care matters, to referrals for financial and legal advice. The foundation of the program is the City of Saint John Employee and Family Assistance Program Policy which articulates the City's commitment to the wellbeing of its employees. 43 23 Table 15A Table 15B $39,443 1 The full cost for EFAP is employer -paid based on a monthly premium per active employee. The tables above illustrate the annual cost and the utilization rates for the reported periods. In 2020 a onetime reconciliation fee was paid to the provider at the time for higher than anticipated usage of the program. This expense did not reoccur in 2021 and thus the annual expense reflected in Table 15B is lower. Chart 3 shows the graphical historical usage of the program. Chart 3 300 250 8 200 150 100 50 Aug 2018-Ju12019 .�u3 2323 - .0 2321 Aug 2017-Ju12018 Aug 2019-Jul202" Historic Utilization The City recognizes the importance and impact that overall health and wellness has on employees both at work and at home and, therefore, supports a range of related programs. As examples, all City employees can take advantage of flu shot clinics organized annually at various locations for all employees; availability of protective masks and equipment to wear at work; and recognition of the importance of mental well being in promoting Bell Let's Talk 2021. 24 SECTION 5: LABOUR RELATIONS The City has long recognized the importance of forging respectful, mutually beneficial relationships with its employees, including its unionized workforces and the representatives: CUPE Local 18, Outside Workers; CUPE Local 486, Inside Workers; and IAFF Local 771, Saint John Firefighters. In collaboration with the unions, we have continued to utilize progressive methods of communication and dispute resolution, including mutual interest processes, where and when appropriate. We have collaborated on several innovative workforce initiatives to increase the efficiency and effectiveness of service delivery and continue to evolve to allow more flexible and responsive services. Through mutual interest processes, we address issues and concerns as they arise, as demonstrated by our success at resolving all disputes internally. Throughout 2021, the City and the bargaining unit representatives worked collaboratively to ensure employee health and safety during the pandemic while at work. Table 16 demonstrates with the low number of grievances filed over the past years, the ability of City management and bargaining unit representatives to successfully resolve differences internally. Collective Bargaining Collective Bargaining is a process which provides the forum for the parties, the City, and its respective bargaining units, to negotiate the obligations of the City as they relate to the rights and benefits of the employees that are represented by the various bargaining agents. The City of Saint John leads and supports collective bargaining for all internal labour negotiation, in addition to providing support and guidance to some of the Agencies, Boards and Commissions. With fiscal sustainability as a primary focus over the past number of years, and the implementation of the Wage Escalation Policy, the aim is for the policy to drive the wage escalation in the future. To achieve and maintain financial sustainability as it relates to collective agreements, the City must remain committed during the bargaining process in achieving relaxation of restrictive work practices. The ability to seasonally lay off and rehire employees as workload dictates, contract out parcels of work when economically advantageous and attain more flexibility as it relates to the deployment and mobility of the workforce are some examples. As of the end of 2021, we are now approximately mid-term of the Collective Agreement with CUPE Local 18 (Outside Workers), January 1, 2020, to December 31, 2024. This 45 25 agreement represents a transformational milestone for both parties, enabling and supporting training and skill enhancement, service quality, operational flexibility, competitiveness, and sustainability going forward. The current agreement for CUPE Local 486 (Inside Workers) for City employees and Police Commission employees expired on December 31, 2021. Notice to bargain was issued to the City of Saint John by CUPE Local 486 representatives in October 2021 and collective bargaining will commence in 2022. The collective agreement between the City and Local 771, the International Association of Firefighters expired on December 31, 2019, and the process to attain a new collective agreement is ongoing. Unlike the bargaining process between the City and CUPE represented unions, should the parties fail to negotiate a collective agreement this matter may be referred to binding arbitration. The City applied for arbitration in 2021. Efforts to continue to negotiate a collective agreement between the Saint John Board of Police Commission and the Saint John Police Association continued in 2021. The existing agreement expired at the end of 2019. Negotiations continued throughout 2020 and 2021. Conciliation attempts to reach an agreement were undertaken in 2021, and subsequent mediation was undertaken at the beginning of 2022. Grievances Table 16 0 2 1 3 5 9 0 0 1 M. 26 SECTION 6: SALARY & BENEFITS The City's salary and benefits programs are among our most important tools for successfully competing in local, regional, and national labour markets, to attract and retain top talent, and to provide first-rate service to our community. To ensure the City continues to be able to attract and retain top talent a key initiative commenced in 2021 with the engagement of Korn Ferry to conduct an evaluation and market analysis of the City's management and professional staff group. Findings are expected in 2022. Further, in 2021, the City's Finance department conducted an internal audit of employee benefit plan and recommendations and improvements to support sustainability are expected to be made in 2022. Table 17 provides a summary of salary and benefits budget in relation to the City's total operating budget, including data for the Saint John Police Force. Table 17 $70,992,661 $64,909,854 $103,035,737 $94,667,248 $211,885,444 $213,591,436 33.51% 30.39% 48.63% 44.32% *Total Salary includes overtime, retro-active pay, early retirement benefits, entitled payouts upon retirement or termination, employer contributions for group benefits, El, CPP, pension and special pension payments equal to 17% of eligible wages in addition to base salary. 2020 data updated to include Saint John Water. It is notable from Table 17 (and shown in Chart 4) that 44% of the City's operating budget is committed to the workforce in salary and benefits. The overall commitment of wages and benefits from the City operating budget is much higher since our subsidies to many of the agencies, boards and commissions predominately fund wages. The base salary budget reduction for 2021 reflected in Table 17 represents savings realized from the reduction of staff attributable to the voluntary separation program implemented in 2020. 47 27 2021 Operating Budget: By Expense Chart 4 Transfer to Reserves Other Expenses Pay as you go 10,735,729 _ --- 1,230,102 R.7{f4.447 _— -_-- - 12,577,745 2021 Salary & Benefits: Summary by Employee Group Table 18 provides the distribution of salary and benefits costs among the City's workgroups totalling $94 million. The special pension payments of 17% of base salary is notable, representing almost $10 million dollars. As previously noted, this additional payment will cease in 2028 and will provide a necessary reduction in the wages and benefits costs. Protective Services (Fire and Police) account for nearly 43% of the establishment (333 employees), and approximately 41% of available wages and benefits resources from the budget are committed to these workgroups. Table 18 $8.722,160 $13,034,986 $2,1&0,54) $1,482.767 13.44% 103 $14,942,461 $21,223,904 $3,735,615 $2.540,218 23.02% 244 $13,679,769 $20,252,715 $4,008,172 $2,325,561 21.08% 132 $11,281,438 $16,134,228 $2,820,359 $1,917,844 17.38% 87 $13.100,886 $20,505,070 $3,838,560 $2,227,151 20.18% 201 $3,193,141 $3,511,345 $296,483 $0 4.90% *Casuals only qualify for a pension under specific circumstances. As noted in the 2020 Annual Workforce Report the Management/Professional group did not receive any annual wage increases for 2021 and will not for 2022 to support the required reduction in wages and benefits budget. However, regular progression increases did occur to recognize experience. This employee group will follow the Wage Escalation Policy for any future Cost of Living adjustments. Outside Workers and Transit have also incorporated the Wage Escalation Policy for the life of current contracts. wo 29 2021 Operating Budget: Total Salary and Benefits Chart 5 % of Wages & Benefits Budget Employee Group 2021 Base Salary by Employee Group and Pay Band Tables 19-29 provide a more granular view of salary data, illustrating the distribution of employees within pay bands and the associated salary implications for each level. All information reported as of December 31, 2021. Average salary and maximum total salary include base salary in addition to overtime and/or other entitlements for the year. The percentage in band represents everyone paid in that pay band during 2021. Note that some are partial years due to termination or new hires during the year. 50 c City of Saint John CUPE LOCAL486: INSIDE WORKERS The Inside Workers employee group includes a range of administrative and technical staff including building inspectors, engineering technologists, chemical technologists, administrative assistants, and finance clerks working in all City Departments. These are members of CUPE Local 486 and are working under a Collective Agreement which expired on December 31, 2021. Many roles within the Inside Worker employee group were evaluated in 2021 through the Joint Job Evaluation Process, which includes a union/management committee employing an established CUPE job evaluation model to determine appropriate pay band groupings for all new roles and any that have had a significant change. This established process is ongoing. Table 19 $39,466 $43,288 niy 1.asuais in tnese groups 43,701 $47,994 4 $32,169 $8,042 $5,469 $45,680 $49,501 $47,937 $52,701 14 $46,232 $11,558 $7,859 $65,649 $54,456 52,178 $57,408 13 $53,670 $13,418 $9,124 $76,211 $63,325 $56,885 $62,644 14 $54,211 $13,553 $9,216 $76,980 $88,987 $61,594 $67,879 19 $69,424 $17,356 $11,802 $98,582 $80,559 $66,305 $73,108 23 $75,755 $18,939 $12,878 $107,572 $87,246 • 71,009 $78,336 19 $70,614 $17,654 $12,004 $100,272 $99,620 # in Band reflects the total number of employees in a Pay Band throughout the calendar year, including those who may have left the organization prior to year-end. 51 31 CUPE LOCAL 18: OUTSIDE WORKERS The Outside Worker employee group includes skilled labour and other front-line operational roles in a variety of Departments and Divisions including Parks, Public Works and Transportation, Utilities and Infrastructure, and Community Services. Outside workers provide services such as snow removal, sanitation, wastewater collection and treatment, drinking water treatment and distribution, stormwater management, and maintenance of our parks and recreation facilities. Employees in this group are members of CUPE Local 18 and are covered by a new Collective Agreement effective Jan 1, 2020, and expiring December 31, 2024. Table 20 ® $20.00 $41,6 1 $22,339 $5,585 $3,798 $31,721 $22,339 $24.76 $51,501 0 $25.43 $52,894 4 $54,846 $13,712 $9,324 $77,881 $57,403 $26.13 $54,350 12 $53,047 $13,262 $9,018 $75,327 $57,350 $26.81 $55,765 26 $59,467 $14,617 $9,939 $83,023 $62,360 ® $27.48 $57,158 14 $59,935 $14,984 $10,189 $85,108 $66,908 ® $28.16 $58,573 77 $59,859 $14,965 $10,176 $85,0 $77,203 ® $28.84 $59,987 18 $68,769 $17,192 $11,691 $97,652 $88,050 ® $29.53 $61,422 33 $68,666 $17,167 $11,673 $97,506 $92,467 $30.20 $62,816 8 $73,757 $18,439 $12,539 $104,735 $9I?,551 $30.9D $64,272 20 $60,060 $15,015 $10,210 $85,285 $69,108 ® $31.56 $65,645 5 $67,525 $16,881 $11,479 $95,886 $69,795 ® $32.94 $68,515 25 $79,098 $19,775 $13,447 $112,319 $101,921 $34.96 $72,717 4 $86,767 $21,692 $14,750 $123,209 $92,343 *Supervisors in Level 9-15 work an additional 30 minutes per day. # in Band reflects the total number of employees in a Pay Band throughout the calendar year, including those who may have left the organization prior to year-end. 52 32 SAINT JOHN FIREFIGHTERS IAFF #771 The Saint John Fire Service has been in existence since 1786. Services provided by the Firefighters include fire rescue and suppression, technical rescue, hazardous materials emergency response, fire prevention, fire investigation and medical first responder. Employees in this group are members of the Firefighters' Association IAFF Local 771 and are covered by a Collective Agreement which expired on December 31, 2019. Negotiations for a new Collective Agreement have commenced and are currently in progress. Table 21 * . • . $106,116 15 $104,681 $30,671 $17,796 $153,148 $128,043 • . • $103,809 8 $98,008 $28,716 $16,661 $143,386 $106,625 $101,503 23 $98,559 $28,878 $16,755 $144,192 $108,131 $96,889 30 $98,495 $28,859 $16,744 $144,098 $99,764 $92,275 59 $91,726 $26,876 $15,593 $134,195 $101,964 $87,661 5 $87,482 $25,632 $14,872 $127,987 $88,738 $83,048 1 $84,204 $24,672 $14,315 $123,190 $84,204 $78,434 0 $73,820 0 $69,206 0 $69,206 2 $66,873 $19,594 $11,368 $97,835 $66,943 $64,593 9 $58,289 $17,079 $9,909 $85,276 $64,599 $64,593 8 $32,842 $9,623 $5,583 $48,047 $48,440 $59,979 2 $8,335 $2,442 $1,417 $12,194 $14,977 $55,365 0 $50,751 0 *Currently in collective bargaining, salaries reflect 2019 rates. The fringe rate for protective services is higher to reflect the increase pension contributions. 53 33 # in Band reflects the total number of employees in a Pay Band throughout the calendar year, including those who may have left the organization prior to year-end. MANAGEMENT/PROFESSIONAL STAFF The Management/Professional Terms and Conditions of Employment, last updated and approved by Common Council on April 8, 2019, cover this group of employees. Positions include those in senior roles, such as the City Manager, Commissioners, Directors, Fire Chief, Chief of Staff, General Counsel, and Common Clerk. Also included are front-line management including members of staff who provide professional advice and support such as Operations Managers, HR Professionals, Planners, Financial Managers and Engineers. Jobs classified as "Professional" include those that do not have direct supervisory responsibility. In 2021 key initiative commenced with the engagement of Korn Ferry to conduct an evaluation and market analysis of the City's management and professional staff group. Findings are expected in 2022. Table 22 $180,681 $199,414 1 $210,807 $52,702 $35,837 $299,346 $210,807 $153,787 $169,753 1 $166,249 $41,562 $28,262 $236,074 $166,249 $139,514 $153,999 6 $150,910 $37,728 $25,655 $214,292 $154,590 $112,069 $123,722 15 $107,032 $26,758 $18,195 $151,985 $133,956 $97,474 $107,604 18 $93,139 $23,285 $15,834 $132,257 $126,110 $90,286 $99,652 10 $82,747 $20,687 $14,067 $117,501 $100,036 $83,969 $92,682 29 $80,048 $20,012 $13,608 $113,668 $97,358 $77,435 $85,494 15 $73,650 $18,413 $12,521 $104,583 $85,823 $71,990 $79,505 4 $69,832 $17,458 $11,871 $99,161 $75,985 $66,216 $72,970 1 $66,471 $16,618 $11,300 $94,389 $66,471 # in Band reflects the total number of employees in a Pay Band throughout the calendar year, including those who may have left the organization prior to year-end. NON -UNION STAFF Non -Union Staff includes roles such as Executive Assistant, Human Resource Administrators, HR Generalist and Administrative Assistant in the General Counsel and Mayor's Office. The working conditions for this group are defined by Terms and Conditions of Employment approved by Council in April 2018. 54 34 Table 23 47,937 $52,701 1 $49,169 $12,292 $8,359 $69,820 $49,169 52,178 $57,408 1 $58,937 $14,734 $10,019 $83,691 $58,937 $56,885 $62,64-4 1 $63,014 $15,754 $10,712 $89,480 $63,014 $61,594 $67,879 2 $62,581 $15,645 $10,639 $88,865 $68,139 $66,305 $73,168 1 $73,388 $18,347 $12,476 $104,211 $73,388 # in Band reflects the total number of employees in a Pay Band throughout the calendar year, including those who may have left the organization prior to year-end. Saint John Transit Commission It is noteworthy that increasing collaboration and closer business ties generally now characterize the relationship with Saint John Transit. Relevant salary information is presented at Tables 24 and 25. Table 24 $29.76 $61,900 1 $70,661 $15,545 $86,206 $70,661 $29.76 $61,900 58 $49,350 $10,857 $60,207 $74,834 $19.45 $4D,206 1 $40,652 $8,943 $49,595 $40,652 $32.8( $68,224 11 $56,666 $12,467 $69,133 $83,776 $33.14 $68,931 2 $51,375 $11,303 $62,678 $69,719 $29.76 $61,900 1 $62,241 $13,693 $75,934 $62,241 # in Band reflects the total number of employees in a Pay Band throughout the calendar year, including those who may have left the organization prior to year-end. 55 35 Table 25 $22:773 $66,991 5 $52:002 $11,44C $63,442 $67,D95 $28:624 $64:985 3 $48,959 $10:771 59:730 $64:9C7 The # in Band reflects the total number of employees in a Pay Band throughout the calendar year, including those who may have left the organization prior to year-end. Saint John Police Coordination between the City and the Saint John Police Force has been a long-standing reality for many years, one that is currently being strengthened. Although a separate employer, the Police Force aligns with the City in many respects, including Joint Health and Safety, Group Benefits plans and Shared Risk Pension Plan. Relevant salary Information is presented at Tables 26 through 30 for Police Officers, Police Management, members of CUPE Local #486, including the Public Safety Communications Center (PSCC). SAINT JOHN POLICE ASSOCIATION Table 26 102,126 24 $112,088 $32,942 $19,055 $163,984 $157,018 98,377 0 $94,627 101 $104,417 $30,594 $17,751 $152,763 $159,068 $88,647 7 $58,369 $17,102 $9,923 $85,394 $99,548 $87,203 2 $34,265 $10,040 $5,825 $50,129 $35,931 $78,203 0 $72,962 2 $73,295 $21,475 $12,460 $107,230 $77,016 67.72 0 # in Band reflects the total number of employees in a Pay Band throughout the calendar year, including those who may have left the organization prior to year-end. 56 36 "The fringe rate for Protective Services is higher to reflect the increase pension contributions. SAINT JOHN POLICE MANAGEMENT Table 27 ® $149,796 $157,380 2 $57,753 $14,438 $9,818 $92,009 $83,770 $135,065 $141,902 1 $141,788 $35,447 $24,104 $201,339 $141,788 ® $119,924 $127,255 3 $123,301 $30,825 $20,961 $175,087 $127,744 ® $108,373 $113,860 4 $118,730 $29,683 $20,184 $168,597 $125,624 ® $88,994 $93,499 1 $89,335 $22,334 $15,197 $126,856 $89,335 $76,430 $80,299 6 $70,100 $17,525 $11,917 $99,542 $81,642 ® $68,054 $71,500 0 ® $59,484 $62,699 0 # in Band reflects the total number of employees in a Pay Band throughout the calendar year, including those who may have left the organization prior to year-end. SAINT JOHN POLICE FORCE: INSIDE WORKERS CUPE LOCAL 486 Inside Workers with the Saint John Police Force include positions in the administrative support and in specialized areas such as Victim Services and Exhibits and Property Control. Table 28 $35,230 $38,572 $39,466 $43,288 Only casuals in these groups $43,701 $47,994 7 $47,974 1 $11,994[ $8,156 $68,123 $53,017 $47,937 $52,701 7 $46,925 $11,731I $7,977 $66,634 $60,792 $52,178 $57,408 4 11 $56,885 $62,644 1 $43,558 $10,890 $7,405 $61,852 $43,558 $61,594 $67,879 0 $66,305 $73,108 2 $73,714 $18,429 $12,531 $104,674 $74,041 $71, 9 $78,336 3 $76,367 $19,092 $12,982 $108,441 $81,992 57 37 MANAGEMENT: PUBLIC SAFETY COMMUNICATIONS CENTRE (911) *Management for the PSCC are included in the City management table (Table 22) as they are paid through the general fund and on the same salary scale. # in Band reflects the total number of employees in a Pay Band throughout the calendar year, including those who may have left the organization prior to year-end. INSIDE WORKERS: PUBLIC SAFETY COMMUNICATIONS CENTRE (911) The PSCC group is listed separately as they are paid through the City General Fund and included in overall Saint John Police Force budget. Table 29 51,532 $56,653 3 $34,417 $8,604 $5,851 $48,872 $53,841 56,091 $61,714 13 $112,452 $28,113 $19,117 $159,682 $154,962 $71,277 $78,591 4 $129,821 $32,455 $22,070 $184,346 $185,408 # in Band reflects the total number of employees in a Pay Band throughout the calendar year, including those who may have left the organization prior to year-end. *Average total salary reflects additional retro payments in 2021, due to job evaluation for PSCC Operators. Wage Increases: 18-Year Summary Wage increases over an eighteen -year period demonstrate the overall impact that salary escalation, as compared to consumer price index (CPI), has had on the City's operating budget. Table 30 1.45 % 2.38°% 1.68°% 1.83% 1.80% 0.44°% 229 °% 3.35% 1.58% 0.66°% 1.46°% 0.48°% 2.11 °% 2.36°% 2.09°% 1.69°% 0.37°% 3.28% 3.18% 4.11 % 4.44% 4.26% 2.27% 0% 0.44% 4.86% 5.05% 6.41 % 2.18°% 2.14% 2.09% 2.05% 2.01 % 1.04% I 3.46°% 0.00°% 2.10% 0.00% 1.70°% 0.00% 2.90% 2.90°% 3.00°% 3.25 °% 2.50°% 0% 0% 2.90°% 0% 2.50°% 2.50°% 1.00°% 1.75% 2.00% 2.00% 1.50°% 1.36°% 3.00% 3.00% 3.00% 3.00% 3.50% 3.25 % 325% 3.00% 0% 0% 2.90% 2.00% 225% 225 °% 2.25 % 2.25 °% 225 °% 4.00% 4.00% 4.00% 6.00% 5.75% 4.50% 4.50% 2.00% 2.00% 4.00% 4.00% 2.97% 2.97% 2.97°% 2.97°% 2.96°% 2.10% 2.75% 2.75% 2.75% 3.25 % 3.25% 3.50% 325°% 0% 0% 3.00% 3.50% 2.50% 2.50°% 2.50% 2.50% 2.50% 1.00% 3.50°% 4.00°% 4.00°% 4.50°% 5.75°% 4.50°% 5.25 % 0% 0% 6.46 % 3.75°% 3.75°% 2.75°% 2.50°% 2.50°% 2.50% 1.70°% 36.14'% 34.36'% 47.05'% 82.96'% 47.8^ 74.93'% 59.73% 4.60% 5.52°% 5.69°% 5.12°% 7.57°% 9.08°% 6.42 °% 3.53°% 5.25°% 3.72°% -0.48 % 0.56°% 1.53°% 0.59°% 0.39°% 1.86°% 1.83°% 1.05% 2.45 % 3.38°% 2.68% 2.83°% 2.80% 1." °% 1.29°% 4.34% 2.58% 1.66% 2.46°% 1.26 °% 1.61 °% 0.90°% 0.84% 0.95% 1.36°% 1.58% 59 39 CPI and Wage Trends (Compounded): 2004 — 2021 Chart 6 ;0., 21OP4 HPN 2095 2007 2000 7009 20717 2DIJ W12 2013 M14 2D35 W15 2017 207E MIS 20M 27121 ��xanJgmrl7t -CUPE LM31 4E5 -IAFF Local M -QJF-E Local J6 -SJF-A -ATU Local J762 �TaN Esr . vragr Escalallon The difference between wage escalation at the City and CPI over the last 18 years has created a material gap. The gap is prevented by the Wage Escalation Policy that was announced and approved in 2019. The Policy recognizes that increases beyond CPI are justified in some circumstances, including rising levels of prosperity in the community, productivity and service quality gains, and a favourable fiscal environment. The actual financial realities within which our municipality has operated during this period makes these increases problematic and unsustainable. After policy implementation, wage escalation does not exceed the City's assessment base growth to prevent future structural deficits and open the pathway to sustainability going forward. The wage increases as compared to assessment tax base growth for the past eight years are highlighted in Chart 7. M Wage Increases Compared to Assessment Base Tax Growth Chart 7 4.50% 4.00% 3.50% 3.00% 2.50% 2.00% 1.50% 1.00% 0.50% 0-00% -0.50% -1.00% M 2015 2016 2017 2018 2019 2020 2021 �Assessrr►entBase Growth Management CIUPELocal 486 -IAFF Local771 CUPE Local 18 -SJPA 61 41 SECTION 7: OBSERVATIONS & RECOMMENDATIONS The start of 2021 ushered in the second year of living and working during a world-wide pandemic. For the City of Saint John workforce this meant remaining agile and adapting to new safety measures and ways of working while continuing to provide service excellence to the citizens of Saint John. With the roll -out of COVID-19 vaccines and provincial mandates for masking and testing, this called upon all Employers in the province to respond to the mandatory and non -mandatory requirements introduced by Public Health and the Province of New Brunswick. Common Council approved a COVID-19 Vaccine Testing Policy for the workforce, and this provided the guidance throughout 2021 to ensure a safe and health workplace for all. 2021 also saw the induction of a new Mayor and Common Council following a May election. Following orientation, The Mayor and Council members quickly established their strategic priorities for 2021 to 2026. These priorities are the guiding tenets for establishing strategic business plans by staff over the course of the next five years. The priorities identified are: 1. Grow — We value smart growth 2. Green — We value the environment 3. Belong — We value a welcoming community 4. Move — We value sustainable transportation choices 5. Perform — We value the best use of our resources Structurally, the City of Saint John organization was renewed with the transition of Saint John Parking and Transit management under the City of Saint John workforce, and the dissolution of the Parking Commission. Several management and non -unionized positions were transferred to the City of Saint John establishment. This transition has enabled further integration of support services and will continue to do so in the years ahead. Tremendous efforts and resources were committed in 2021 to expedite the recovery from the cyberattack which occurred in November 2020. Under the leadership of the City's Information Technology department new technologies and tools were introduced to enable improved security and connectivity. Significant efforts by the City's workforce contributed to the recovery of most lost data from the attack. New processes and systems were established to ensure citizens had restored access to on-line services. Most importantly, there were no significant service disruptions because of the cyber attack. Our 62 42 community still received what they needed from the City team. This is testimony to the tremendous flexibility and adaptability of our workforce. The City of Saint John employees continued to demonstrate their resilience through times of change in 2021. Despite the occurrence of unpredicted events and challenges in 2021 our employees accomplished many objectives and initiatives to the benefit of the citizens of Saint John Health, Safety and Wellness The health, safety and wellness of employees are of utmost importance. Key observations on this area include: • Protecting our employees from exposure to COVID 19 was the primary focus of our health, safety, and wellness efforts in 2021, most notably with the introduction and execution of the City's COVID-19 Vaccine or Testing Policy. • Workers' Compensation Premiums decreased in 2021 by 9.7%. • Average number of sick days remained at approximately the same level at 9.1 days. Sick leave days included employees who were required to isolate due to contracting COVID-19 or being a close contact to an individual who had contracted the virus and unable to work from home. • Group benefit costs exceeded contributions by approximately $617,000 over the last year and changes were introduced mid-2021 to address rising costs and enhance coverage in important areas, including changes to premiums and drug co - pays, introduction of new generic drugs, increase to vision care and improved access to mental health services. • An internal audit of the City's benefit plan and costs was conducted in 2021 with a recommendation to have an external party independently review and benchmark the benefit plan with further recommendations to come in 2022. • Renewed emphasis on the importance of mental health and wellness through participation in Bell's Let's Talk Day and increased coverage for psychological services. • Convened a wellness committee to issue and respond to a Request for Proposal from EFAP providers. In the fall of 2021, HumanaCare was selected by the committee to provide enhanced EFAP and Eldercare services for the next 3 years commencing in January 2022. 63 43 RECOMMENDATIONS 1. Continue to monitor the COVID-19 pandemic and respond under the guidance of Public Health and Province of New Brunswick government direction to ensure a safe and healthy workplace for all employees. 2. Provide support and coaching to managers on employee attendance. 3. Research and introduce initiatives that support alternative working arrangements such as Telework/Remote working and others, to help employees balance commitments and support a green environment. 4. Research and introduce employee community service program to support our employees by supporting and recognizing their commitment to the Saint John community through their volunteer efforts. 5. Promote enhanced Employee and Family Assistance eldercare support to employees. 6. A renewed focus on safety training for managers and supervisors including the introduction of a weekly safety message offering support and guidance to managers and employees. 7. Maintaining a sustainable group benefits plan that meets the current and future needs of our workforce and retirees is essential. Implement further recommendations from the external review and benchmarking of the group benefit plan. 8. Conduct safety internal audit to assess the design of processes that comprise the Health & Safety Program for Saint John Water. Training and Development An important learning from the past two years of working through a global pandemic is that a workforce that is trained and engaged in continuous learning is critical to the changing environment and needs of this organization. Employees were thrust into new processes and ways of approaching their work to maintain operations and services for the citizens of Saint John, many from alternate work locations throughout the year. As demonstrated in Table 10 of this report, the City held strong in supporting training efforts with only a 5% decline in overall training costs despite cost restraints. The number of training courses completed through our internal Safety Hub grew substantially, in part due to managers and employees seeking education on the City's COVID-19 vaccine or test policy and other safety resources. There are several key observations in the area of training and development including: • New Arena training in concert with Recreation Nova Scotia • On-line managerial training offered by the University of Moncton and University of New Brunswick • Webinars on an Inclusive Workplace offered through our EFAP provider • Supported hundreds of hours of professional continuous development credits for City professionals (e.g., engineers, water treatment operators, planners, accountants, lawyers, technologists) RECOMMENDATIONS 1. Strategically expand and strengthen peer training capacity, particularly in operations. 2. Conduct focused discussions between managers and employees on training and development needs as part of the annual performance appraisal. 3. Assess on-line training platforms to offer expanded options for on-line learning. 4. Review and update Career Path Systems currently in use for the Outside Workforce. 5. Increased emphasis on managerial and leadership skills training. 6. Leverage wellness training for managers through webinars offered by our EFAP provider to strengthen managers ability to deal with team and employee challenges, and knowledge of available resources. 7. Support employee awareness of an inclusive society and workplace through expanded delivery of programs such as The Path and others. 65 45 Attraction and Retention The landscape of the Canadian workforce continued to be reshaped in 2021 with many employees in some sectors returning to the workforce coinciding with the end of government sponsored COVID-19 wage subsidy programs. In other sectors dominated by professionals and skilled tradespeople some workers decided not to return or to seek different employment conditions and arrangements. These changes on the national front trickled down to the local workforce with the City of Saint John and are expected to impact the City's ability to attract and retain high performing, highly skilled professionals, and workers in the years ahead. Proactive attraction and retention strategies and actions will be required to sustain a high- performance workforce and promote an enhanced value proposition for the City of Saint John as a preferred employer of choice. As demonstrated in Table 7 of this report, the Turnover rate was 3.6%, with an increase in resignations of 160% compared to 2020, while the actual number of retirements declined to 8 compared to 48 in 2020 due to the absence of a voluntary separation program in 2021. This report provides specifics on 2021. As we move through 2022, we are seeing a growing tend towards higher turnover and difficulty in attracting talent. This will need to be closely monitored and further remedial actions will likely be required. Other key observations include: 1. We hired 176 employees, including casuals, in 2021. We had on average of 40 applications per month through our applicant tracking system. This includes both internal and external applications. 2. The organizational restructure undertaken in 2020 continued to evolve with movement in Parking, Transit/Fleet Services and General Counsel Office to ensure better organizational alignment and efficiencies. 3. Recruitment challenges were primarily in specialized technical management and unionized roles. The challenges most often related to compensation and flexibility in working arrangements. 4. Korn Ferry was engaged in 2021 to conduct a re-evaluation of all management positions and a market analysis of management compensation. Findings will be known in 2022 and supported recommendations adopted. 5. The Joint Job Evaluation Committee for our Inside Workforce met throughout 2021 to conduct re-evaluation of unionized roles to ensure the evaluation of the roles reflected new and changing responsibilities. RECOMMENDATIONS 1. Implement supported recommendations from Korn Ferry review of management roles and compensation. 2. Implement a Telework Arrangement for management and professional staff to offer greater flexibility with alternative work locations to staff. 3. Research other flexible working arrangements for employees. 4. Develop and Implement a community service volunteer program to support management and professional staff who wish to give back to their community in Saint John. 5. Develop and implement an enhanced employee recognition program. 6. Develop and implement a Diversity and Inclusion Policy, with an objective to support and enhance a more diverse and inclusive workforce. 7. Conclude labour negotiations for renewal of expired collective agreements for Police, Fire, and Inside Workers. 67 47 SECTION 8: CITY MANAGER'S CONCLUDING REMARKS The release of the 2021 Annual Workforce Report marks the third anniversary since the initial comprehensive report was published on the state of the City's workforce. I am pleased to share this Report and highlight to all stakeholders the achievements and challenges we faced in 2021. First and foremost, the metrics published in this Report demonstrate the level of productivity and effectiveness of utilizing all city resources and assets. Through leading and lagging indicators we are able to measure our effectiveness and build and execute our plan for financial sustainability. Over the past 3 years we have enhanced the value of reporting on HR metrics by offering comparative data from other municipalities as well as national benchmarking. By understanding where the workforce excels and where there is room for improvement, we have become targeted in efficiently deploying all resources. Doing more with less is more than a catch phrase for the City's workforce, it has become our approach to working and delivering to the citizens of Saint John, backed up by the measurement results we are proud to present in the 2021 Annual Workforce Report. After undertaking a significant reorganization in 2020 with an objective to reduce annual salary budgets by $6 million, the City's workforce faced 2021 head-on with a sense of urgency to recover from the November 2020 cyber attack, work through a global pandemic, and continue with executing on our sustainability objectives and delivering on Council's priorities. I am extremely proud of the extraordinary efforts made by employees to assist with our network recovery and to introduce new work processes and tools to ensure our future security. Beginning in 2021 we experienced the broader -population roll -out of COVID-19 vaccines and new public health protocols. Both changed the landscape for the workplace and employees. Without losing focus on planned objectives and priorities, the City responded with the issuance of our Vaccine or Test Policy. The Policy, approved by Council, served to protect existing and new employees and to ensure a safe and healthy workplace for all. We know that COVID-19 is not behind us, and even though the Policy was withdrawn following the end of the emergency order by the provincial government in the first quarter of 2022, many of the protective measures undertaken through the Policy still exist in City workspaces. Employee health, safety, and wellness, regardless of pandemic status, will always be a priority for the City as an employer. Following a spring municipal election in 2021, a new Mayor and Common Council took office. Shortly thereafter, the work began with these officials to establish their priorities for the next five years. The priorities they laid down built upon the success of the prior Council. The updated priorities set the foundation for building all strategic plans for City departments. The strategic and work plans are ambitious for the City's workforce, but we are up to the challenge! Adjustments to the workforce structure are likely required in the coming years to fully execute Council's priorities. Of all the information provided in this report, I would wish to highlight some key points: 1. The overall productivity of our workforce, as measured through the Workforce Utilization Rate increased significantly in 2021. 2. The size of our workforce continued to shrink, yet overall quality service delivery remained in place, despite an incredibly challenging year full of unexpected situations. An important caution to note is that certain discretionary services, such as some of our beautification efforts, have seen reductions in service delivery because of reduced budgets and personnel. 3. When benchmarked to the other two large cities in New Brunswick (Fredericton and Moncton), our employee to population ratio is comparable and our employee to square kilometre is dramatically lower. Both indicate that we are making best use of our budgets and corresponding size of our workforce. 4. As the City grows in the coming years, the workforce will need to begin growing again. We will simply not be able to "keep up" with the demands of a larger city. 5. In 2021, we began to see the effects of the national change in workforce expectations, post pandemic. People wish more flexible work options, are prepared to change jobs often, and they know their skills are in high demand and therefore seek more in compensation. In 2022, we are already seeing these trends increase in effect. We will need to act now to ensure we attract and retain the talent we need within our workforce. 6. Finally, we must pay close attention to our safety metrics in the coming year. Any increase in any safety metric, as we saw in 2021, is not acceptable and we will need to determine and address root causes. Finally, I want to acknowledge and thank our union partners across all the bargaining units representing the City's unionized workforce. 2021 was certainly a year to come together and collaborate with our partners to ensure our workplace remained a healthy and safe environment for all during the second year of the pandemic. This partnership was instrumental in developing policy, delivering daily operational services, and ensuring employees remained safe. We all have learned from our pandemic experience about what we can accomplish when we work together for the common good, and I am optimistic that our collective learnings will continue to move us forward in the future. As noted in the 2021 Stats Canada census data, reported in Section 3 of this report, the population of the City of Saint John has grown by over 3% since the last census in 2016. Council's focus to growth is being realized and the future is bright for Saint John. The services and planning provided to citizens by our employees is important to sustaining and accelerating this growth. Thank you and well done to all! 70 Qh, YDH�o COMMON COUNCIL REPORT M&C No. 2022-242 Report Date July 14, 2022 Meeting Date July 25, 2022 Service Area Public Works and Transportation Services Her Worship Mayor Donna Noade Reardon and Members of Common Council SUBJECT: Termination of Lease Agreement: Atlantic T-1 Cash & Carry 200-206 Union Street, Saint John, NB PID 00017509 AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Jill Good Michael Hugenholtz/Marc Dionne John Collin RECOMMENDATION RESOLVED that the City provide Notice to Terminate the Lease Agreement with Atlantic T-1 Cash and Carry Inc. dated May 8, 2018, in the form attached to M&C No. 2022-242; and that the Mayor and City Clerk be authorized to execute the Notice to Terminate and any documents ancillary thereto. PREVIOUS RESOLUTION N/A EXECUTIVE SUMMARY The purpose of this council report is to formally terminate the month -to -month lease agreement originally executed on May 8, 2018, for the rental of the seven (7) parking spaces directly behind the property at 200-206 Union Street (PID 00017509) with Atlantic T-1 Cash and Carry Inc. On May 8, 2018, the Saint John Parking Commission entered into a month -to - month lease agreement with Mr. Yiwen Zhang, property owner of Atlantic T-1 Cash and Carry Inc. at 200-206 Union Street (PID 00017509). The agreement was for a monthly recurring payment of $500.00 plus HST to Mr. Zhang and the Saint John Parking Commission would collect the hourly/daily revenue collected from the parking meter located in the lot as well as parking ticket revenue. By an Assignment and Assumption Agreement dated October 1, 2021, between the Saint John Parking Commission (the "Commission") and the City of Saint John 71 -2- (the "City"), the Commission assigned all agreements for parking spaces to the City. At a meeting on July 14, 2022, between both the City and the property owner, it was mutually agreed to terminate the month -to -month agreement effective July 31, 2022, and that the City make payment of any outstanding rent. STRATEGIC ALIGNMENT This report aligns with Council's Priority to perform by leveraging viable opportunities to generate alternate/new sources of revenue. SERVICE AND FINANCIAL OUTCOMES The termination of this lease agreement for seven (7) spaces will have very minimal impact to overall off-street parking revenue. ❑��Il►jrda�luL��/:I�:�i�:��/[�i��L'7��F��►PI��r�►:��:[�1��]�:�j The General Counsel Office drafted the Notice to Terminate and reviewed this report. ATTACHMENTS Notice to Terminate re Agreement for Vehicle Parking (200-206 Union St.) 72 NOTICE TO TERMINATE TO: Atlantic T-1 Cash and Carry Inc. 41 Main Street St. George, New Brunswick E5C 3119 WHEREAS, the Saint John Parking Commission entered into a Lease Agreement with Atlantic T-1 Cash and Carry Inc. dated May 8, 2018, for seven parking spaces located behind the property at 200-206 Union Street, in the City of saint John, County of Saint John and Province of New Brunswick, bearing PID No. 00017509; AND WHEREAS, the Saint John Parking Commission assigned all agreements for parking spaces to the City of Saint John by an Assignment and Assumption Agreement dated October 1, 2021; AND WHEREAS, The City of Saint John, by Common Council resolution dated July 25, 2022, resolved to terminate the Lease Agreement to be effective on July 31, 2022; NOW THEREFORE TAKE NOTICE that The City of Saint John hereby gives you notice to terminate the Lease Agreement to be effective on July 31, 2022. DATED at Saint John, New Brunswick this 26th day of July, 2022. THE CITY OF SAINT JOHN 73 Donna Noade Reardon, Mayor Jonathan Taylor, City Clerk Common Council Resolution: July 25, 2022. 74 Qh, YDH�o COMMON COUNCIL REPORT M&C No. 2022-247 Report Date July 19, 2022 Meeting Date July 25, 2022 Service Area Growth and Community Services Her Worship Mayor Donna Noade Reardon and Members of Common Council SUBJECT: Proposed Public Hearing Date — 730 Wilson Street/15 O'Brien Street AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Jennifer Kirchner Jacqueline Hamilton I John Collin RECOMMENDATION RESOLVED That Common Council schedule the public hearing for the Zoning By- law rezoning application and Section 59 amendment submitted by 733378 N.B. Ltd. for 730 Wilson Street and 15 O'Brien Street (PIDs: 00035436 and 00415711) on Tuesday, September 6, 2022 at 6:30 p.m. at the Council Chamber, City Hall 2nd floor, 15 Market Square, Saint John, NB. EXECUTIVE SUMMARY The purpose of this report is to advise Common Council of the Zoning By-law amendment applications received and to recommend an appropriate public hearing date. The next available public hearing date is Monday, September 6, 2022. PREVIOUS RESOLUTION At its meeting of August 3, 2004, Common Council resolved that: 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 application received and recommends an appropriate public hearing date. Details of the applications are available in the Common Clerk's office and will form part of the documentation at the public hearing. 75 -2- The following application has been received for the September 6, 2022 Public Hearing date: Name of Applicant Location Existing Zone Proposed Zone Reason 733378 N.B. 730 Wilson General General To facilitate Ltd. Street (PID: Commercial Commercial two 50-unit 00035436) (CG), and Two- (CG) residential and 15 O'Brien Unit buildings with Street (PID: Residential (R2) possible 00415711) ground floor commercial While the holding of public hearings for proposed Zoning By-law amendments and rezoning are a legislative requirement of the Community Planning Act, it is also a key component of a clear and consistent land development processes envisioned in the One Stop Development Shop Program. These processes provide transparency and predictability for the development community and City residents. On a broader note, the development approval process works towards fulfilling key Council priorities including: • 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. 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 N/A ATTACHMENTS None 76 Qh, YDH�o COMMON COUNCIL REPORT M&C No. 2022-251 Report Date July 15, 2022 Meeting Date July 25, 2022 Service Area Growth and Community Services Her Worship Mayor Donna Noade Reardon and Members of Common Council SUBJECT: Service Agreement for John Hooper's Timepiece AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Kate Wilcott Jacqueline Hamilton John Collin RECOMMENDATION 1. That the City enter into a Service agreement with Hooper Studios and Byers Studios to provide the restoration work for John Hooper's Timepiece. 2. That the Mayor and Common Clerk be authorized to execute the Service Agreement (Attachment 'A'). John Hooper's Timepiece has been a way faring anchor for residents and visitors to the city since it was commissioned as part of the development of Market Square in 1983. Built from polychromed and gilded mahogany and oak, the public art piece stands at 762.0 cm in height and has spent the past 38 years subjected to the outdoor elements, requiring both major and minor restoration work on the wooden pieces as well as the clock mechanism. After suffering vandalism in 2020, and needing extensive restoration due to weather damage, city staff and the Hooper family moved the piece to the Hooper Studios for restoration. This move coincided with the redevelopment of the area around Market Square. Due to the material of the statue and the amount of restoration needed, staff and the Hooper family, in consultation with the Saint John Community Arts Board, will chose a new indoor public location for this beloved public art. The Hardman Group originally offered to house the piece in the atrium of Market Square but have informed staff that they are no longer able to place the Timepiece within their building. Work on the Timepiece will take place during the summer months and will be completed by early fall 2022. 77 -2- PREVIOUS RESOLUTION n/a REPORT Public art can express community values, enhance our environment, transform a landscape, heighten our awareness, or question our assumptions. Placed in public sites, the art is there for everyone, a form of collective community expression. Many of these large-scale forms are intended to be interacted with, viewed close-up, and touched. Saint John area -based artist John Hooper contributed a vibrant array of large scale whimsical wooden sculptures to the City of Saint John's Public Art landscape. Revered as one of the country's foremost practitioners of wooden art, the late Mr. Hooper's works are celebrated for their humour, satire, bright colours, and comments on social justice and human triumph over adversity. Hooper's art can be viewed at the National Arts Centre in Ottawa, the Pilgrim School in Los Angeles, the Sinclair Centre in Vancouver, as well as various locations in and around Greater Saint John. One of Hooper's most recognizable sculptures is Timepiece, an almost two story, three -tiered column with wooden figures and a time mechanism, commissioned in 1983 by the Rocca Group Market Square Development Ltd as part of the construction of the Market Square Complex. Hooper was also commissioned to create People Apart Coming Together, located near the entrance to the Saint John Trade and Convention Centre in the Market Square Complex. The City of Saint John and the Hardman Group, the lessee of Market Square, are the current owners of the Timepiece. In the Spring of 2020, the Timepiece was damaged through vandalism and upon inspection it was deemed to require repairs and restoration to various parts of the structure. The Timepiece was relocated from its base at the St. Patrick Street entrance of Market Square to Hooper Studios in Hampton, where it is to be cleaned, repaired and restored by Hooper Studios and Byers Studios. This coincided with the redevelopment of the area around Market Square, including the St. Patrick Street entrance, the Boardwalk, and Market Slip. The restoration of the Timepiece will be performed at Hooper Studios by members of the Hooper Family and Darren Byers in accordance with the quote provided (Schedule A) and the contractual agreement. The City will continue tc am insure the Timepiece at all times. The work will be completed by the end of summer 2022, and the City will then relocate the sculpture to another location. Due to the material used in the construction the Timepiece, the age of the piece, and the climate of Saint John, both city staff and the Hooper family have made the decision to relocate the piece to an indoor location. The City and Hardman Group had agreed to relocate the Timepiece to the Atrium of Market Square after the restoration, but the Hardman Group has since informed staff they will not house the Timepiece in the complex. A new public location will be chosen by staff, the Hooper family, and the Saint John Community Arts Board. Another Hooper piece, People Waiting, has been moved to an indoor storage location and extensive restoration work has begun. Once the Timepiece is completed, Hooper Studios and Byers Studios will reengage with People Waiting and it too will be moved to a highly visible indoor public location. �ir:7rrx�r�- I �C�IJIu1 �Ji� Belong • Livable Neighborhoods: Improve quality of life with targeted long-term neighborhood planning • Vibrant City: Cultivate Community pride and unity by promoting beautification, arts, culture, and heritage RMATIAME1►11► .11►%1Iffie _l►1111501►j016u1*7 The City shall pay the cost of the restoration of the timepiece, ($12,020.00) from the Public Art Fund. This cost incorporates the insurance of the art while it is off site, the purchased paint, the cleaning, repairing, restoration of the art and transportation of the piece to the Hooper Studios (Attachment'B') INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS This report was prepared in consultation with staff including Arts and Culture, Real Estate, Planning, General Counsel's Office, Risk Management, the Carpentry Shop, and all are supportive of the project. ATTACHMENTS 79 -4- Attachment A Contract Agreement Attachment 8 Schedule A Quote from Hooper Studio :1 THIS AGREEMENT made this day of , 2022 BETWEEN: Hooper Studios 177 Kennebecasis River Road Hampton, NB E5N 61-1 ("Hooper") -and- Byers Studios 73 Fitzgerald Road Wards Creek, NB E4E 4M6 ("Byers") -and- The City of Saint John PO Box 1971 15 Market Square Saint John, NB E21- 41-1 ("City") WHEREAS: A. In May 1983, as part of the construction of the Market Square Complex ("Market Square"), the Rocca Group Market Square Development Limited ("Rocca Group") commissioned the artist John Hooper to create the "Timepiece", a sculpture column with wooden figures and time mechanism to be installed at the St. Patrick Street entrance to Market Square; B. On June 12, 1984, the Rocca Group and the Market Square Corporation ("Corporation"), with approval from the City, entered into the Additional Funding Agreement ("AFA"). The AFA places all artwork in or upon Market Square, purchased under the provisions of the Market Square construction agreement, in the custody of and in trust by a Board of Trustees ("Board") and the title to such artwork is held in trust from time to time for the use, operation and benefit of Market Square; C. The Board does not appear to have been properly constituted; D. In 1999, The Hardman Group took over as the Lessee of Market Square from the Bank of Nova Scotia, which had taken over the Market Square lease from the Rocca Group. In 2018, the Corporation became the Saint John Development Corporation, which was then dissolved and amalgamated into the City in 2020; E. The City and the Hardman Group are the current owners of the Timepiece, absent a properly constituted Board. The joint ownership of the Timepiece terminates 91 upon the expiration of the Market Square lease, being May 31 st, 2049, after which time the ownership of the Timepiece vests to the City; F. In accordance with the AFA, the City and the Hardman Group are required from time to time to maintain the Timepiece in good condition and to ensure all necessary repairs to the Timepiece are made; and G. On November 17, 2021, the Timepiece was relocated from the St. Patrick Street entrance of Market Square to Hooper Studios, at the above listed address, to be cleaned, repaired, and restored by Hooper and Byers. NOW THEREFORE in consideration of the mutual covenants and agreements hereinafter contained, and other good and valuable consideration, the parties agree as follows: 1. Description and Production 1.01 The restoration of the Timepiece shall be performed at Hooper Studios located at 177 Kennebecasis River Road, Hampton, New Brunswick. Hooper and Byers, in their professional judgment and in accordance with the quote provided at Schedule "A", shall provide all work and all materials required in the cleaning, repair and restoration of the Timepiece (the "Restoration Work"). 1.02 In the event of that either Hooper or Byers become unable to complete the Restoration Work, Hooper and Byers shall be paid for all of their disbursements and third -party expenses for the work performed up to the time that notice has been given to the City of either Hooper's or Byers's inability to complete the Restoration Work. 1.03 The City shall reimburse Hooper for heating and lighting expenses associated with the storage of the Timepiece at Hooper Studios until the date that the Restoration Work is complete, and the Timepiece is removed from Hooper Studios in accordance with paragraph 1.03 herein up to a maximum amount of $2400.00 1.04 The City shall remain responsible for insuring the Timepiece at all material times. 2. Payment and Performance 2.01 The total estimated cost for the Restoration Work is $12,020.00excluding the expenses outlined at paragraph 1.01 herein. The cost of restoration shall be paid in equal installments as follows: To Hooper: To Byers: a) $2,2583.33 in advance a) $1,423.30 in advance b) $2583.33 within two weeks after b) $1,423.30 within two weeks after the signing of this agreement the signing of this agreement c) $2583.33 within 30 days of the c) $1,423.30 within 30 days of the completion of the restoration completion of the restoration 242.03 The City shall pay the cost of the restoration from the Public Art Fund. Before undertaking any Restoration Work over the estimated total cost of $12,020.00, Hooper and Byers shall provide an updated estimate and the City, in its sole discretion, may pay any amount up to $12,500. 2.04 Payment shall be delivered to Hooper and Byers at their respective addresses listed above. 2.05 The restoration of the Timepiece shall be completed by October 31st, 2022 and variations in the work schedule may be agreed to from time to time by memorandum in writing and consent for such variations shall not be unreasonably withheld. 2.06 Upon completion of the restoration of the Timepiece, Hooper and Byers shall clean the artwork and eliminate all dirt, imperfections and remove all extraneous material such as debris and remove all protective devices and structures and advise the City as to the maintenance of the Timepiece and recommend maintenance instructions and means of future conservation or restoration that may be required. The City guarantees that the Timepiece, once installed, will be maintained in good condition. 3. Counterparts 3.01 This agreement may be executed in several counterparts, each of which when executed by the parties hereto shall be deemed to be an original, and such counterparts shall together constitute one and the same instrument. 4. Assignment of Agreement 4.01 No assignment of this agreement may be made by any party without the consent in writing of the other parties. 5. Interpretation and Implementation of Agreement 5.01 All disputes pertaining to either the interpretation or implementation of this agreement shall be resolved by arbitration in accordance with the Arbitration Act, R.S.N.B. 2014, c. 100. 6. Endurance of Agreement 6.01 This agreement shall endure to the benefit of and be binding upon the parties hereto and except as hereinbefore otherwise provided their executors, administrators, successors and assigns. IN WITNESS WHEREOF this agreement has been executed by the parties hereto. [signatures pages on following pages] Hooper Studios Name: Title: Name: Title: Byers Studios Name: Title: Name: Title: The City of Saint John Name: Title: Name: Title: Hooper Studios 177 Kennebecasis River Road, Hampton, New Brunswick, E5N 6L1 506 650-3333 www.artathool2erstudios.com July 7, 2022 PROPOSED WORK TO BE DONE. Work on restoring Timepiece will commence upon a contract signed and the first of 3 payments paid, ideally within 2 weeks of signing. 1) CLEANING, REPAIRS, RESTORATION, PAINTING OF TIMEPIECE for life "inside". Darren will be responsible for thoroughly cleaning the entire Timepiece from top to bottom, removing all mold and dirt a day or so before work (repairs and painting) is scheduled to begin. Market Square/City of Saint John, will be responsible for returning the sculpture to Saint John, reassembling Timepiece,and building the base needed for life in the Atrium. Timing of this will be dependent on a number of factors including weather and state of work on Timepiece tower. The clock will be dismantled, which may assist with us separating the upper tower. Darren Byers will be in charge of any structural repairs to the piece, including replacing and repairing noses on two of the seated figures at the base, removing rot, filling cracks, sanding and prepping from wear & tear on the three bottom figures, bench, panels, and tower and a complete cleaning. When Darren completes his work, the Timepiece tower will be ready to be painted. The tower (which was too big to fit into the studio for winter repairs and painting, ) will have to be moved outside at Hooper Studios in the spring, to complete the work to be done. ( We will construct a shelter to keep it out of the elements as well as providing room to paint. ) This will be subject to weather. HARDMAN GROUP PROVISIONS It is expected that Hardman Group will provide scaffolding (if required), ladders, pedestrian barriers, access to water and electrical outlets and well as a trolley and assistance to return/move the Timepiece back to Market Square atrium in the early fall of 2022. ESTIMATE FOR REPARATIONS The costs listed are an estimate only based upon what we can see. A reduction or increase in cost is possible once reparations begin. 99 Sue and Kathy Hooper (Hooper Studios) Priming and painting of large figures, bench, lower tower and upper figures and tower. Painting 1 st and 2nd coat and finishing, detailing coat Cost and time to work outside in the spring, on scaffolding, to restore the the tower. Estimated cost labour for 2 artists @ $55.00 per hr each Total labour costs for 2 artists, 90 hours @ $55.00 per hr = $4950.00 6 months studio space for Nov 17, 2021 to mid May 2022 ($200. 00 per month) heat/lights inc.......................................$1200.00 3 to 6 months studio space from mid May 2022 to mid October, 2022 ($200. 00 per month) heat/lights................$1200.00 Estimate total.... $2400.00 This delay in working on Timepiece was unexpected. This summer some of us have committments and now we have the studio and garage unavailable for holding classes or workshops during this time. Gold leaf work by Steve Judge, on "ball and band on pole" including supply costs, aprox. $400. $4950.00 + $2400. + $400. total = $7750.00 Total estimated cost for Sue Hooper, Kathy Hooper and Steve Judge $7750.00 3 payments of $2583.00 Darren Byers Cleaning, prepping, repairs made to the whole Timepiece, tower trim, restoration of the figures, bench and base of the tower. Includes replacing structural damage, rot, filling cracks, sanding. Estimated 8 days x 8hr/day @ $50.00 64 hrs x $50.00 = $3200.00 Renting staging, moving tower in spring costs and Jack Long assistance: $400.00 Materials $500. Travel expenses = $170.00 Total estimated cost for Darren Byers $4270.00 3 payments of $1423.30 (Darren Byers will bill separately upon job completion) ESTIMATE ONLY. Total estimated cost for reparation of the Timepiece as described in this document is $12020.00. Changes in direction due to unforeseen needs, may result in higher costs. Sincerely, Sue and Kathy Hooper Tandi Hooper -Clark Qm,mu YDH�o COMMON COUNCIL REPORT M&C No. 2022-240 Report Date July 15, 2022 Meeting Date July 25, 2022 Service Area Strategic Services Her Worship Mayor Donna Noade Reardon and Members of Common Council SUBJECT: 2022 Fall Debenture Notice of Motion AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Craig Lavigne Kevin Fudge John Collin RECOMMENDATION Her Worship the Mayor gave the following Notice of Motion. "I do hereby give Notice that I will, at a meeting of Common Council held after the expiration of thirty days from this day, move or cause to be moved, the following resolution: Namely, RESOLVED that occasion having arisen in the public interest for the following Public Civic Works and needed Civic Improvements, that is to say: (Details to be read from "Purpose of the Issue")." 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 $ 7,250,000 EXECUTIVE SUMMARY The attached Notice of Motion has been prepared as a first step in borrowing for capital projects previously approved by Common Council. PREVIOUS RESOLUTION N/A REPORT The attached Notice of Motion has been prepared as a first step in borrowing for capital projects previously approved by Common Council. The purpose of the issue is summarized on the attached schedule. 0 -2- The Notice of Motion places the City in a position to take action after the expiry of 30 days at such time as bond market conditions and opportunities permit. At this stage, it is not necessary to set limits with respect to the coupon rate or the terms for which bonds are to be issued. These will be established at a later date and will be related to the market conditions at that time. Purpose of Issue The City of Saint John Proposed issue of Debentures To Be Dated On or after August 25nd, 2022 GENERAL FUND General Government $1,100,000 Protective Services $800,000 Transportation $1,700,000 Recreation and Culture $3,650,000 TOTAL STRATEGIC ALIGNMENT N/A SERVICE AND FINANCIAL OUTCOMES N/A INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS N/A ATTACHMENTS N/A 7.25 .N Qm,mu YDH�o COUNCIL REPORT M&C No. 2022-245 Report Date July 20, 2022 Meeting Date July 25, 2022 Service Area Utilities and Infrastructure Services Her Worship Mayor Donna Noade Reardon and Members of Council SUBJECT. Engineering Services: Central Peninsula Combined Sewer Separation Strategy AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Kevin O'Brien J. Brent McGovern / Michael Baker John Collin RECOMMENDATION It is recommended that the proposal from Englobe Corp. for engineering services for the Central Peninsula Combined Sewer Separation Strategy project in the amount of $322,048.30 including HST be accepted and that the Mayor and City Clerk be authorized to execute the appropriate documentation in that regard. EXECUTIVE SUMMARY The project involves the study of the existing network of combined sewers in the Central Peninsula and the development of a long-term strategy for separation of these sewers. The purpose of this report is to recommend that Council award the contract for Engineering Services for the Central Peninsula Combined Sewer Separation Strategy to Englobe Corp. PREVIOUS RESOLUTION May 30, 2022: M&C 2022-191— 2022 Utility Fund Capital Budget - Revision I and 2022 General Fund Capital Budget - Revision 11, approved m,06121 BACKGROUND The approved 2022 Water & Sewerage Utility Fund and General Fund Capital Programs include funding for engineering services to investigate the existing network of combined sewers in the Central Peninsula area and to provide a strategy for the future separation of these sewers. The work also involves the 91 -2- review of the existing storm sewer outfalls in the study area and recommendations on either the renewal or elimination of existing storm sewer outfalls and/or the installation of new storm sewer outfalls that are necessary to achieve the stated goal of combined sewer separation within the project area. A Request for Proposal (RFP) was advertised to engage an Engineering firm to carry out the following services for the project and included the following components: • combined sewer separation investigation; • sewer outfall investigation; • combined sewer overflow chamber review; • storm sewer lateral best management practice; • flow monitoring program; • sewer model calibration and update; and • final study report. PURPOSE The purpose of this report is to make a recommendation for consulting engineering services for this project. ANALYSIS With a comprehensive terms of reference document developed by staff, a public call for proposals was made for consulting engineering services. The Request for Proposal (RFP) closed on May 31, 2022, with responses received from the following two (2) consulting engineering companies: • CBCL Limited, Saint John, NB • Englobe Corp., Saint John, NB A Review Committee consisting of staff from Supply Chain Management and Utilities and Infrastructure Services was formed to evaluate the submissions. Each member completed an independent review of the submissions, and a meeting was held to develop the final ranking of submissions. The Review Committee concluded on their recommendation, which follows later in the report. The evaluation process uses the expertise of a variety of staff from Supply Chain Management, Engineering and Saint John Water to ensure a thorough review of the various submissions. Care must be taken to ensure that the necessary level of effort and expertise is being directed to the various tasks involved in the work, while still ensuring that costs to be incurred are appropriate and controllable. It is for these reasons that cost, although very important, cannot be the sole nor 92 am most critical deciding factor in making the selection of a consulting engineering firm. The Committee was tasked with the role of reviewing each submission against the proposal evaluation criteria as defined in the proposal call document. The criteria consisted of the following: 1. Quality and Completeness — Does the proposal address all the needs raised? Is the proposal presented in an organized and professional manner? 2. Consultant's Experience — Has the consultant demonstrated a level of expertise with the requirements of this project? 3. Experience of Employees / Sub -consultants — Has the consultant demonstrated a level of expertise for the employees of the company and sub consultants listed? 4. Methodology— Does the approach to the project outlined in the proposal address, in a realistic sense, attainable goals and is it in keeping with the City's expectations for the project? S. Value Added — Has the consultant included any additional information, technology, process, or options in their proposal? 6. Cost — Cost will be a factor, however not the only factor to be considered. Is the price quoted in line with the City's estimate for the work and has it allowed for each aspect of the project to be adequately addressed? After careful, independent consideration of presentation, company experience, personnel and technical proposal, the Review Committee compiled the findings of each member. After completion of the "technical" evaluation, the financial proposals were opened and evaluated. The financial proposals were submitted separately and were not part of the technical review. After due consideration, the Review Committee selected the submission from Englobe Corp. as the best proposal based on an overall rating of the evaluation criteria - presentation, company experience, personnel, technical proposal, value added and cost. The submission from Englobe Corp. met all the requirements of the proposal call, in a manner acceptable to the committee and with the lowest cost bid for the project. POLICY — ENGAGEMENT OF ENGINEERING CONSULTANTS The costs incurred by the consultant will be paid in accordance with the terms of the Request for Proposal at the rates submitted and accepted in the consultant's proposal not to exceed the Recommended Hourly Rates as contained in The Association of Consulting Engineering Companies — New Brunswick fee guideline. 93 -4- STRATEGIC ALIGNMENT This report aligns with Council's Priorities for GROW, GREEN, and PERFORM as the project involves developing the guiding framework for future sewer separation in the Central Peninsula area of the City. The removal of the storm flows from the sanitary sewer collection system will free -up capacity within the sanitary sewer collection system, which will allow for further development within the study area. The removal of the storm flows will also result in the reduction of by-pass events during rainfalls. In addition, the City will realize savings in pumping costs (electricity costs, pump maintenance) and treatments costs as once the stormwater is removed from the sanitary sewer collection system it will no longer be pumped multiple times to a treatment facility. SERVICE AND FINANCIAL OUTCOMES The proposed cost of work from Englobe Corp. to provide engineering services for the Central Peninsula Combined Sewer Separation Strategy project is $322,048.30 including HST. An amount of $515,000 is included in the 2022 Water & Sewerage Utility Fund and General Fund Capital Programs for engineering services for this project. The surplus funding will be utilized to offset budget overages within Bilateral Funded projects. ❑��Il►jr�:Z�1uI�j/:I�:�i�:79[��L'7��F��►►�I��r�►:I�:[�]��7�:�j Supply Chain Management facilitated the RFP process to solicit proposals from Engineering Consultants for the Central Peninsula Combined Sewer Separation project. The committee was tasked with the role of reviewing each submission against the proposal evaluation criteria as defined in the proposal call document. In accordance with the City's policies and procedures, separate assessments of the technical and financial aspects of the submissions were undertaken by the evaluation committee members. The above process is in accordance with the City's Procurement Policy and Supply Chain Management support the recommendation being put forth. ATTACHMENTS N/A Qh, YDH�o COMMON COUNCIL REPORT M&C No. 2022-246 Report Date July 19, 2022 Meeting Date July 25, 2022 Service Area General Counsel Her Worship Mayor Donna Noade Reardon and Members of Common Council SUBJECT: Consideration of Sale of Land for Public Purposes off Cambridge Drive AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Curtis Langille Melanie Tompkins I John Collin RECOMMENDATION 1. That Common Council seek the concurrence of the Planning Advisory Committee to remove the "Land for Public Purpose" designation for the property identified as PID 55166813, and in the event the Planning Advisory agrees, that the City deem the said property surplus to its needs. 2. Subject to the Planning Advisory Committee concurring, that the said property be sold to Barsa Ventures Ltd. (hereafter "Barsa Ventures") for $5,000.00 plus H.S.T. (if applicable) with all costs associated with the sale of this land to be the sole responsibility of Barsa Ventures; 3. That the City authorize Barsa Ventues to apply to rezone the said property identified as PID 55166813 priorto the completion of the land transaction contemplated above; and 4. That the Mayor and City Clerk be authorized to execute any documents necessary to effect this transaction. I�:��►j�PI�1►luluGli7 Barsa Ventures Ltd. has approached staff to acquire a City owned property, having an area of 910 square metres (0.22 acres) identified as PID 55166813. It is their intent to incorporate this parcel with their surrounding land assembly for the purpose of constructing a number of multi -unit buildings (see attached site layout). The subject property was acquired by the City in 2004 as Land for Public Purposes (LPP), as part of the subdivision process. The City property is currently vacant and remains unused. Staff has negotiated a sale price of $5,000.00 for Barsa Ventures Ltd to acquire the property, subject to receiving the concurrence of the Planning Advisory Committee and approval of Council. The purpose of this 95 -2- report is to seek Council's approval to sell this property and allow the purchaser to seek a rezoning in advance of the sale being completed PREVIOUS RESOLUTION N/A REPORT Proposal Barsa Ventures Ltd. has approached City staff to purchase the City owned Land for Public Purposes (LPP), identified as PID No. 55166813 (see attached map). The proponent wishes to acquire the City lot to incorporate it with its surrounding lands for the purpose of constructing a number of multi -unit dwellings, as illustrated on the attached site plan. A portion of the lands owned by Barsa will require rezoning, however, the LPP and other adjoining lands owned by Barsa are already in a zone category that permits multi -unit buildings. Regardless of any new rezoning application, it is the desire of the proponent to acquire the subject property from the City. Sale of Land for Public Purposes City staff have not identified a reason to retain the LPP. The land had originally been acquired for LPP as an interim parcel that would fulfil the developer's need to provide LPP to the City for a previous phase of development. City staff will require money in lieu of land for the next phase(s) of development in this area and therefore, have no need for this existing LPP parcel. It is the City's policy, when considering selling any of its land, to offer a proportionate share of said lands to the adjoining property owners. In this case, only the City and Barsa Ventures Ltd. own lands abutting the LPP. It is also a policy of the City that when it receives an unsolicited offer to purchase land, the selling price shall not be less than 10 per cent above appraised value. The Province has assessed the LPP at $1,000.00, which is reasonable considering the small size of the parcel and also that it currently does not abut a public street. Staff negotiated, without a formal appraisal, a purchase price of $5,000.00. Staff consider this sale price to be fair market value for this land, considering its present challenges. Section 76 of the Community Planning Act provides that Council may, with the concurrence of the Planning Advisory Committee, sell Land for Public Purpose if it receives a majority vote of the members of Council for the sale. The same provision also stipulates that all money received by the council from the sale of LPP is to be paid into a special account, and the money in that account is to be expended by the council for acquiring or developing land for public purposes and for no other purpose. am Staff recommends that the City divest the land from LPP, deem the land surplus to its needs and sell it to Barsa Ventures Ltd., as detailed in the within recommendation. STRATEGIC ALIGNMENT It is a priority of Council to GROW by aiding development opportunities as they arise. SERVICE AND FINANCIAL OUTCOMES The sale of the City land would result in a $5,000.00 benefit, a minimal property tax levy relief per annum and includes economic spinoffs for the future construction of new residential development. All costs related to the divesting from Land for Public Purposes and fees associated with the subsequent land transfer and registration fees are the responsibility of the Purchaser. No services will be impacted by this land sale. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Growth and Community Services (Planning and Building Inspection), Public Works and Transportation and Infrastructure Development and GCO provided input into the preparation of this report. ATTACHMENTS 1. Location Map; 2. Site Plan; and 3. Letter from Proponent. 97 Service New Brunswick Service Nouveau -Brunswick N A LPP off Cambridge Drive Scaletchelle 1:4300 Date: 2022/07/18 11:56:22 metres 0 1000 200.0 300.0 metres While this map may not be free from error or omission, care has been taken to ensure the best possible quality. This map is a graphical representation of property boundaries which approximates the size, configuration and location of properties. It is not a survey and is not intended to be used for legal description or to calculate exact dimensions or area. Mgme si cette carte n'est peut-Atre pas libre de touts erreur ou omission, toutes les pr8qutions ont 61:8 prises pour on assurer Is meilieure quality possible. Cette carte est une repr6sentation graphique approximative des terrains (limites, dimensions, configuration et emplacement). Elle n'a aucun carectibre official et no doit donc pas servir A Is r6daction de Is description officielle d'un terrain ni au calcul de ses dimensions exactas ou de sa superficie. 001 HUGHES HUGHES SURVEYS & CONSULTANTS INC. NB LAND SURVEYORS, CONSULTING ENGINEERS July 18, 2022 File: YO-537-R Curtis Langille Real Estate Services Planning and Development City of Saint John, NB email: curtis.langille@saintjohn.ca Delivered Via Email attachment Re: Offer to Purchase Land for Public Purposes. PID number 55166813. Dear Curtis, We are writing on behalf of Barsa Ventures Ltd, developers of the Cambridge Estates subdivision. The purpose of this correspondence is to offer to purchase a parcel of Land for Public Purposes, PID number 55166813. As you are aware we have gone through a pre -application process regarding the potential of an extension to the subdivision. To assure feasibility of carrying out the next phase acquisition of the above noted parcel will help assure the feasibility. Since the parcel does not abut a public street and is not serviced, we are authorized to make an offer of $5000 plus HST. The purchaser will cover any surveying or legal cost required to carry out the transfer. Regarding a closing date the purchaser is prepared to close as soon as Common Council has processed a request through the Planning Advisory Committee and a Council Resolution is passed to allow the transfer. In the essence of time to move their development forward Barsa Ventures Ltd. request Common Council give permission to Barsa Ventures Ltd. or their representative to include the city owned parcel into any application for rezoning that they may deem necessary. The purchase of the property is not contingent on whether the rezoning is successful. In any event the land will be used in conjunction with a development that will incorporate it into the project. For your convenience a copy of the plan of the parcel is attached. We trust this is sufficient information for you to approach Common Council and Planning Advisory Committee for approval. If there is other information required, please contact me at (506)333-8700 anytime. Thank you. HUGHES SURVEYS & CONSULTANTS INC. Rick Turner Encl. 575 CROWN STREET, SAINT JOHN, NB EM 5E9 (506) 634-1717 FAX (506) 634-0759 100 k yDl COMMON COUNCIL REPORT M&C No. 2022-241 Report Date July 19, 2022 Meeting Date July 25, 2022 Service Area Fire and Emergency Management Services Her Worship Mayor Donna Noade Reardon and Members of Common Council SUBJECT: Saint John Fire Records Management Software AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Leah Robichaud Kevin Clifford John Collin RECOMMENDATION RESOLVED that the City enter into an Agreement for Services with Locality Media, Inc. dba First Due for software -as -a -service platforms and solutions identified therein, in the form attached to M&C No. 2022-241; and that the Mayor and City Clerk be authorized to execute said Agreement and any documents ancillary thereto EXECUTIVE SUMMARY Saint John Fire Department conducted a full Request for Proposal for a software solution that would provide records management to support the department in managing performance and evidence -based decision making. First Due provides a single platform software solution that encompasses mobile response platform with full GIS integration, pre -incident planning, training and inventory management. A fire prevention module is fully integrated including inspection, permits and a community engagement platform to allow citizens to share critical life safety information on their homes and business that can be accessed during an incident response. The software will replace a number of current solutions and provide a user-friendly platform that can be accessed from anywhere giving our first responders the information they need to respond effectively and efficiently, and our leaders essential data to support decision making and demonstrate the services provided to our community. PREVIOUS RESOLUTION 101 Ira N/A REPORT Saint John Fire is a dynamic and professional team with expertise in fire suppression, medical first response, hazardous materials, fire prevention and inspection, training, emergency management and a variety of technical rescue skills. Each service requires a unique and often interconnected set of data and information to respond, analyze and prepare. Ensuring the information and data is available and displayed in a easy to understand visualization to all stakeholders is a necessary step in our move towards data -driven decision making. First Due is a comprehensive public safety platform working with agencies across North America. Fully integrated modules include pre -incident planning, community engagement, fire prevention, mobile response, scheduling, training and inventory management. With a platform designed for collaboration the RMS will bridge the gap between segregated information and provide essential information to prevent, plan, prepare and respond. Efficiencies in reporting will ensure our resources are appropriately assigned and managed. Prior to 2020, the SJFD used a combination of Infocenter, an in-house RMS system developed and supported by city staff, and a module within the ERP system called FIRES Naviline. InfoCenter provided a platform for tracking information including scheduling, fire prevention inspections, training, vacation, fleet, equipment, and clothing. Unfortunately, this in-house system cannot be supported with the upgrades to Microsoft systems, increased security measures and internal resources therefore the need for a new solution is essential. FIRES Naviline does have integration with our current CAD system however it is a legacy platform circa 1992 and it is likely that it would require significant updates to work with a CAD system as is being explored through the provincial NG911 review. Information and records that had been previously stored in Infocenter and FIRES are currently being stored in various spreadsheets and databases that are not connected and require extensive manual manipulation to input and analyze data. The First Due software is a flat rate subscription model with full access to all modules and no limit on the number of licenses. They provide a dedicated Client Success Manager to assist with implementation, ongoing support and assistance with reporting as necessary. They have a detailed knowledge base including online training and user communities. STRATEGIC ALIGNMENT Implementation of a full public safety and emergency service suite supports the council priority of Perform and Belong. Ensuring Saint John Fire and Saint John EMO is positioned to deliver services efficiently and effectively is the primary goal of this initiative. First Due provides a user friendly, portable solution that delivers 102 Sim the essential information our emergency personnel need. Through the community connect module the citizens and businesses will have access to an online portal to input critical occupant and property data that can be made available to Emergency Response Agencies during an incident. SERVICE AND FINANCIAL OUTCOMES The City of Saint John's investment in a new RMS system for Public Safety demonstrates the commitment to modernizing operations and improving service delivery to citizens through data driven decision making. The City is looking to implement an RMS solution that is affordable, reliable, scalable, and secure to meet the needs of the Department. The final solution is expected to support the Fire Department in leading industry best practices in managing performance and evidence -based decision -making. The financial investment for Year 1 (2022) is $41,600 CAD as outlined in Appendix B - Quote. First Due has offered a discount of the implementation fee of $2,355. Ongoing annual costs will be as follows: Year 2 $43,864 Year 3 $45,864 Year 4 $48,157 Year 5 $50,565 The implementation cost of this project has been included in the Fire Department budget for 2022. Annual costs will be offset by elimination of three software subscriptions: Fires Naviline with an annual fee of $3,028, $3900 USD for CodePal, the Fire Prevention tool and $2,530 for the dispatch software Who's Responding. Elimination of one FTE in 2020, Systems Specialist position with an annual salary of $85,000 plus fringe coincided with the elimination of InfoCenter. This solution will provide Saint John Fire the records management and data components to be incorporated with the future ERP system. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Members of the evaluation team consisted of members from Procurement, Information Technology, and all service areas within Saint John Fire. General Counsel has also provided review of the contract. ATTACHMENTS Appendix A — Agreement for Services with Locality Media, Inc. dba First Due Appendix B — First Due Quote 103 Fr_3 AGREEMENT FOR SERVICES This Agreement for Services (this "Agreement") dated as of August 1, 2022 (the "Effective Date") is made by and between Locality Media, Inc dba First Due a Delaware corporation, having offices at 107 7th St, Garden City, NY, 11530 ("Locality Media") and the Saint John, NB City of Fire Department located at PO Box 1971, Saint John, NB E2J 264, Canada (the "Customer"). 1. Locality Media maintains a website through which Customer members may access Locality Media's First Due Size -Up'" Community ConnectTM, Mobile ResponderTm and/or other software -as -a -service platforms and solutions identified in Exhibit A (collectively, the "Service") in connection with the performance of their Customer duties. Locality Media agrees to grant the Customer access to the Service pursuant to the terms and conditions set forth below and in Exhibit A, and the Customer agrees to use the Service only in strict conformity with and subject to such terms and conditions. Locality Media may provide the Customer with one or more user ID's, initial passwords, digital certificates and/or other devices (collectively, "Credentials") and/or application programming interfaces ("APIs") to access the Service. The Customer shall access the Service only by using such Credentials and APIs. The Customer authorizes Locality Media to act on any instructions Locality Media receives from users of the Service who present valid Credentials and such individuals shall be deemed authorized to act on behalf of the Customer, including, without limitation, to change such Credentials. It is the Customer's sole responsibility to keep all Credentials and other means of access within the Customer's direct or indirect possession or control both confidential and secure from unauthorized use. The Customer understands the utility of the First Due Size Up Service depends on the availability of data and information relating to Locations and structures in the Customer's jurisdiction, including but not limited to building system and structural information, building inspection codes and incident report data (collectively, "Location Data"). Locality Media also may process and furnish through the Service, in addition to Location Data, other data regarding residents and roadways within the Customer's jurisdiction ("Community Data"). Location Data and Community Data are referred to collectively herein as "Data". Locality Media may acquire Data from third party public and/or private sources in Locality Media's discretion. In addition, the Customer will upload to the Service or otherwise provide to Locality Media in such form and using such methods as Locality Media reasonably may require from time to time, any and all Data from the Customer's records and systems which the parties mutually designate for inclusion in the Service database. The Customer agrees not to filter or alter such records except to conform such Data to the formats reasonably required by Locality Media. Subject to any third -party license restrictions identified expressly in writing by the Customer, the Customer grants to Locality Media a perpetual, non-exclusive, worldwide, royalty -free right and license to process, use and disclose the Data furnished to Locality Media by the Customer in connection with the development, operation and performance of Locality Media's business, including but not limited to the Service. As between the parties, the Customer and its employees, contractors, members, users, agents and representatives (collectively, "Customer Users") are solely responsible for determining whether and how to use Data accessed through the Service. The Customer acknowledges that Locality Media, through the Service, provides an interface for viewing Data compiled from the Customer and other sources over which Locality Media has no control and for which Locality Media assumes no responsibility. Locality Media makes no representations or warranties regarding any Location or structure (including but not limited to a Location's safety, construction, occupancy, materials, hazards, water supply, contents, location, surrounding structures, exposures, size, layout, compliance, condition or history) ), residents, roadways, or any actual or expected outcome from use of the Data, nor does Locality Media make any representation or warranty regarding the accuracy or reliability of the Data received by Locality Media. Locality Media provides administrative and information technology services only and does not advise, recommend, or render an opinion with respect to any information communicated through the Service and shall not be responsible for the Customer's or any third party's use of any information obtained through the Service. Locality Media, Inc. Agreement Apr 2022 104 Page 1 of 10 4. The Customer shall obtain and maintain, at its own expense, computers, operating systems, Internet browsers, tablets, phones, telecommunications equipment, third -party application services and other equipment and software ("Equipment") required for the Customer to access and use the Service (the Service being accessible to users through standard Internet browsers subject to third party network availability and signal strength). Locality Media shall not be responsible for any problem, error or malfunction relating to the Service resulting from Customer error, data entry errors or malfeasance by the Customer or any third party, or the performance or failure of Equipment or any telecommunications service, cellular or wifi network, Internet connection, Internet service provider, or any other third - party communications provider, or any other failure or problem not attributable to Locality Media ("Technical Problems"). 5. This Agreement will be effective for an initial term of 12 months (the "Initial Term") commencing on the Effective Date. After the Initial Term, this Agreement will automatically renew for successive terms of 12 months each (a "Renewal Term"), subject to the right of either party to cancel renewal at any time upon at least 60 days' written notice. Locality Media reserves the right to increase Customer's renewal Service fees by no more than 5% per annum, applied to the Service fees set forth in the previous term. A renewal estimate will be provided to the Customer no less than 90 days before term expiration. Either party also may terminate this Agreement immediately upon written notice if the other party: (i) becomes insolvent; (ii) becomes the subject of a petition in bankruptcy which is not withdrawn or dismissed within 60 days thereafter; (iii) makes an assignment for the benefit of creditors; or (iv) materially breaches its obligations under this Agreement and fails to cure such breach within 30 days after the non -breaching party provides written notice thereof. 6. Upon termination, the Customer shall cease use of the Service and all Credentials then in the Customer's possession or control. This Section 6 and Sections 8 through 11 and 15 through 25 hereof shall survive any termination or expiration of this Agreement. 7. The Customer agrees to pay the fees set forth in Exhibit A for use of those Service features described in Exhibit A (as available as of the Effective Date). Locality Media may charge separately for services offered from time to time that are not included in the scope of Exhibit A (such as new Service features, systems integration services and applications of the Service for new purposes), subject to the Customer's acceptance of the terms of use and fees associated with such services. The Customer shall be responsible for the payment of all taxes associated with provision and use of the Service (other than taxes on Locality Media's income). The Customer represents it has not received and agrees that it shall not collect any fee, payment or remuneration of any kind from any Data provider, other municipal agency or other third party in connection with the Customer's purchase or use of the Service under this Agreement. 8. Locality Media owns and shall retain all right, title, and interest in and to the Service, all components thereof, including without limitation all related applications, APIs, user interface designs, software and source code (which shall further include without limitation any and all source code furnished by Locality Media to the Customer in connection with the delivery or performance of any services hereunder) and any and all future enhancements or modifications thereto howsoever made and all intellectual property rights therein but not Data furnished by the Customer. Except as expressly provided in this Agreement or as otherwise authorized in advance in writing by Locality Media, the Customer and Customer Users shall not copy, distribute, license, reproduce, decompile, disassemble, reverse engineer, publish, modify, or create derivative works from, the Service; provided, however, that nothing herein shall restrict the Customer's use of the Data that the Customer has provided. 9. "Confidential Information" means any and all information disclosed by either party to the other which is marked "confidential" or "proprietary," including oral information that is designated confidential at the time of disclosure. Without limiting the foregoing, all information relating to the Service and associated software and the terms of this Agreement shall be deemed Locality Media's Confidential Information. Notwithstanding the foregoing, "Confidential Information" does not include any information that the receiving party can demonstrate (i) was known to it prior to its disclosure hereunder; (ii) is or becomes publicly known through no wrongful act of the receiving party; (iii) has been rightfully received from a third party authorized to make such disclosure without restriction; (iv) is independently developed by the receiving party, without the use of any Confidential Information of the other party; (v) has been approved for release by the disclosing party's prior written authorization; or (vi) is required to be Locality Media, Inc. Agreement Apr 2022 105 Page 2 of 10 disclosed by court order or applicable law, provided that the party required to disclose the information provides prompt advance notice thereof to the other party (except to the extent such notice is prohibited by law). 10. Each party hereby agrees that it shall not use any Confidential Information belonging to the other party other than as expressly permitted under the terms of this Agreement or as expressly authorized in writing by the other party. Each party shall use the same degree of care to protect the other party's Confidential Information as it uses to protect its own confidential information of like nature, but in no circumstances with less than reasonable care. Neither party shall disclose the other party's Confidential Information to any person or entity other than its employees, agents or consultants who need access thereto in order to effect the intent of this Agreement and in each case who have been advised of the confidentiality provisions of this Agreement, have been instructed to abide by such confidentiality provisions, entered into written confidentiality agreements consistent with Sections 9-11 or otherwise are bound under substantially similar confidentiality restrictions. 11. Each party acknowledges and agrees that it has been advised that the use or disclosure of the other's Confidential Information inconsistent with this Agreement may cause special, unique, unusual, extraordinary, and irreparable harm to the other party, the extent of which may be difficult to ascertain. Accordingly, each party agrees that, in addition to any other remedies to which the nonbreaching party may be legally entitled, the nonbreaching party shall have the right to seek to obtain immediate injunctive relief, without the necessity of posting a bond, in the event of a breach of Section 9 or 10 by the other party, any of its employees, agents or consultants. 12. LOCALITY MEDIA REPRESENTS AND WARRANTS THAT IT SHALL USE COMMERCIALLY REASONABLE EFFORTS TO PROVIDE THE SERVICE WITHOUT INTRODUCING ERRORS OR OTHERWISE CORRUPTING DATA AS SUBMITTED BY THE CUSTOMER. OTHER THAN THE FOREGOING, THE SERVICE, INCLUDING ALL DATA, IS PROVIDED ON AN "AS IS" AND "AS AVAILABLE" BASIS WITHOUT WARRANTY OF ANY KIND. WITHOUT LIMITING THE FOREGOING, LOCALITY MEDIA MAKES NO WARRANTY THAT THE SERVICE WILL BE UNINTERRUPTED, ERROR FREE OR AVAILABLE AT ALL TIMES, NOR DOES LOCALITY MEDIA WARRANT THAT THE SERVICE WILL REMAIN COMPATIBLE WITH, OR OPERATE WITHOUT INTERRUPTION ON, ANY EQUIPMENT OF THE CUSTOMER OR CUSTOMER USERS. Locality Media will provide the service on a 24X7X365 basis with an uptime guarantee of 99.9% availability excluding scheduled maintenance. Locality Media will respond to customer and provide Initial Responses, Temporary Resolutions and Final Resolutions in accordance with the time requirements set forth in the table below. Severity Level: 1: Mission Critical — Software is down /undiagnosed but feared critical; situation may require a restore and Software use is suspended until a diagnosis is given 2: Critical Issue — Software is not down, but operations are negatively Vendor's Initial Response will be provided within: 60 minutes from receipt of initial notice from the Customer, or discovery, of the error Vendor's Temporary Resolution will be provided within: 24 hours from receipt of initial notice from the Customer, or discovery, of the error Vendor's Final Resolution will be provided within: 2 days from receipt of initial notice from the Customer, or error discovery 60 minutes from receipt 24 hours from receipt of 2 days from receipt of of initial notice from the initial notice from the initial notice from the impacted Customer, or discovery, Customer, or discovery, Customer, or error of the error of the error discovery 3: Non -Critical Issue — resolution 4 hours from receipt of 3 days from receipt of 15 days from receipt period to be mutually agreed upon initial notice from the initial notice from the of initial notice from Customer, or discovery, Customer, or discovery, the Customer, or error of the error of the error I discovery Locality Media, Inc. Agreement Apr 2022 106 Page 3 of 10 13. EXCEPT AS SET FORTH ABOVE IN SECTION 12, LOCALITY MEDIA MAKES AND THE CUSTOMER RECEIVES NO WARRANTIES, WHETHER EXPRESS, IMPLIED, OR STATUTORY REGARDING OR RELATING TO THE SUBJECT MATTER HEREOF. LOCALITY MEDIA SPECIFICALLY DISCLAIMS, TO THE FULLEST EXTENT PERMITTED BY LAW, ALL IMPLIED WARRANTIES OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT WITH RESPECT TO THE SUBJECT MATTER HEREOF, INCLUDING WITHOUT LIMITATION THE SERVICE. 14. The Customer represents and warrants that the Customer is authorized and has all rights necessary to enter into this Agreement, to provide the Data furnished by the Customer to Locality Media, and to use the Service and Data, and Customer will only use the Service and Data, as permitted under this Agreement and in accordance with the laws, regulations and any third -party agreements applicable to the Customer and Customer Users. Without limiting the generality of the foregoing, Customer shall not cause or permit any Data to be uploaded to the Service or used in connection with the Service in any manner that would violate any third -party intellectual property rights or license between Customer and any third party. Customer agrees not to use or permit the use of the Service and Data in connection with any public or private enterprise other than operation and performance of the Customer's functions and services. In addition, the Customer and the Customer Users shall not copy, distribute, license, reproduce, publish, modify or otherwise use any Personally Identifiable Information (PII) contained within the Data accessed through the Service for any purpose other than to lawfully carry out the services and duties of the Customer. The Customer shall remain responsible for the performance, acts and omissions of each Customer User as if such activities had been performed by the Customer. 15. Locality Media will indemnify, defend and hold harmless the Customer from and against any and all damages, liabilities, losses, costs and expenses (including, but not limited to, reasonable attorneys' fees) (collectively, "Losses") resulting from any third -party claim, suit, action, investigation or proceeding (each, an "Action") brought against the Customer based on the infringement by Locality Media of any third -party issued patent, copyright or registered trademark, except to the extent such Action is based on Data furnished from the Customer, the Customer's breach of any third party agreement, or any combination or integration of the Service with any Customer- or third -party property, method or system. 16. The Customer will indemnify, defend and hold Locality Media harmless from and against any and all Losses arising from or relating to: (i) any breach by the Customer of Section 8; or (ii) any Action by a Customer User or third party arising from or relating to the use of the Service or Data accessed through the Service, except to the extent such Losses are subject to Section 15 above or result from the gross negligence or willful misconduct of Locality Media. 17. Such indemnification under Sections 15 and 16 will be provided only on the conditions that: (a) the indemnifying party is given written notice reasonably promptly after the indemnified party receives notice of such Action; (b) the indemnifying party has sole control of the defense and all related settlement negotiations, provided any settlement that would impose any monetary or injunctive obligation upon the indemnified party shall be subject to such party's prior written approval; and (c) the indemnified party provides assistance, information and authority as reasonably required by the indemnifying party. 18. EXCEPT FOR ITS INDEMNIFICATION OBLIGATIONS IN SECTION 15, AND EXCEPT FOR CLAIMS OF GROSS NEGLIGENCE, WILLFUL MISCONDUCT OR FRAUD, LOCALITY MEDIA SHALL NOT BE LIABLE TO THE CUSTOMER OR CUSTOMER USERS FOR ANY INDIRECT, INCIDENTAL, CONSEQUENTIAL, SPECIAL OR EXEMPLARY DAMAGES ARISING FROM OR RELATING TO THIS AGREEMENT OR THE SERVICES OR DATA, EVEN IF THE CUSTOMER HAS BEEN ADVISED OF THE POSSIBILITY OF SUCH DAMAGES. EXCEPT FOR ITS INDEMNIFICATION OBLIGATIONS IN SECTION 15, AND EXCEPT FOR CLAIMS OF GROSS NEGLIGENCE, WILLFUL MISCONDUCT OR FRAUD, LOCALITY MEDIA SHALL NOT BE LIABLE TO THE CUSTOMER OR CUSTOMER USERS FOR ANY DAMAGES IN CONNECTION WITH THIS AGREEMENT IN EXCESS OF THE GREATER OF (A) THE AMOUNT OF FEES PAID OR PAYABLE BY THE CUSTOMER TO LOCALITY MEDIA WITHIN THE 12 MONTH PERIOD IMMEDIATELY PRIOR TO THE EVENT GIVING RISE TO SUCH LIABILITY, OR (B) $5,000. 19. All notices, requests, demands or consents under this Agreement must be in writing, and be delivered personally, by email or facsimile followed by written confirmation, or by internationally recognized courier service to the addresses of the parties set forth in this Agreement. Locality Media, Inc. Agreement Apr 2022 107 Page 4 of 10 20. Except as otherwise provided below, neither party may assign this Agreement or any rights or obligations hereunder without the prior written consent of the other party. Locality Media may assign this Agreement or any rights or obligations hereunder to any Locality Media affiliate or in connection with the merger or acquisition of Locality Media or the sale of all or substantially all of its assets related to this Agreement, without such consent. This Agreement shall be binding upon and inure to the benefit of the parties, their respective successors and permitted assigns. 21. This Agreement shall be governed by and construed in accordance with the laws of the Province of New Brunswick. 22. Any modification, amendment or waiver to this Agreement shall not be effective unless in writing and signed by the party to be charged. No failure or delay by either party in exercising any right, power, or remedy hereunder shall operate as a waiver of such right, power, or remedy. 23. The parties are independent contractors with respect to each other, and neither shall be deemed an employee, agent, partner or legal representative of the other for any purpose or shall have any authority to create any obligation on behalf of the other. Neither party intends to grant any third -party beneficiary rights as a result of this Agreement. 24. Any delay in or failure of performance by either party under this Agreement will not be considered a breach and will be excused to the extent caused by any event beyond the reasonable control of such party including, but not limited to, acts of God, acts of civil or military authorities, strikes or other labor disputes, fires, interruptions in telecommunications or Internet or network provider services, power outages, and governmental restrictions. 25. This Agreement supersedes all prior agreements, understandings, representations, warranties, requests for proposal and negotiations, if any. Each provision of this Agreement is severable from each other provision for the purpose of determining the enforceability of any specific provision. Locality Media, Inc. Agreement Apr 2022 Page 5 of 10 26. Agreement Billing Information a. Accounts Payable Contact Name: Email: Phone: b. Tax Exempt (Yes/No) If Yes, please email a copy of the Exempt Certificate to accounting@firstdue.com. C. Purchase Order Required (Yes/No) If Yes, return a copy of the Purchase Order with the signed agreement or email a copy to accounting@firstdue.com. LOCALITY MEDIA, INC. Saint John, NB City of Fire Department By: By: Name: Andreas Huber Name: Title: CEO Title: Date: Date: Locality Media, Inc. Agreement Apr 2022 109 Page b of 10 FF-3 first due Locality Media, Inc. dba First Due 107 Seventh St, Garden City New York, 11530, United States Phone: +1 (516) 874-2258 Website: https://www.firstdue.com/ BILL TO: Saint John, NB City of Fire Department PO Box 1971 Saint John, NB E2J 2134 Canada Account: Saint John, NB City of Fire Department Subscription Start: August 1, 2022 Initial Term: 12 months Annual Subscription: CAD $41,600.00 Exhibit A - Quote Prepared By: Joseph Robinson Valid Until: August 31, 2022 Quote Number: 1545132000078287024 Product Details Total Occupancy Management & Pre -Incident Planning Manage Occupancies, Hydrants, Pre -Incident Mapping, GIS data, Fire Systems, Hazardous Material, and Contacts. Responder Web Responder dashboard and Responder iOS/Android App with notifications, statusing and routing. Inspections Field Inspections, Configurable Checklists, Violation Management, Virtual Inspections, Inspections Scheduler, and Integrated Pre -Incident Planning. Invoicing Invoice Management, Bulk Mailing, Billing Report and Customizable Fee Schedules. Permitting Permit Management, Customizable Permit Types, Plan Review and Permit Fees. Incident Reporting - NB Fire Marshal (Incident Reporting - RMS) Fire Code Reporting Incident Documentation, Provincial Compliance Scheduling Manage staff schedules with an interactive shift board, configurable call shifts module, messaging, time -off and shift trades. Personnel Management Store, Manage and Access Employee Records including demographic data, certifications and employment information. Training Records Assign Training, Record Completions, View Training Logs, and Manage Certifications. Events & Activities Create Events, View Global Activity Log, and Access Global Calendar. Assets & Inventory Assets, equipment and inventory management, assets and equipment checks, and work order management. Locality Media, Inc. Agreement Apr 2022 110 Page 7 of 10 Community Connect Online portal for residents and businesses to input critical occupant and property data that can be made available to Emergency Response Agencies during an incident. CAD Integration Automated importing of CAD calls via XML, Database Connector or API. Implementation and Configuration Services Services related to configuring and customizing the First Due Platform as described in the Statement of Work. First Year Discount First Year Discount One -Time Fees Subtotal Subscription Fees Subtotal Discounts Grand Total CAD $ 2,355.00 CAD $ 41,600.00 CAD ($ 2,355.00) CAD $ 41,600.00 Statement of Work Please see attached Statement of Work detailing the Implementation, Training and Support for this Exhibit A - Quote. Terms and Conditions The above -listed Grand Total will be invoiced on or around the Subscription Start date. For subsequent annual periods, the Service fees are due and payable annually in advance. Payment Terms: Net 30 days For Bank Wires: JPMorgan Chase Bank I ABA Routing: 021000021 1 Account #: 803527972 1 SWIFT Code: CHASUS33 Locality Media, Inc. Agreement Apr 2022 111 Page 8 of 10 FF-3 first due Locality Media, Inc. dba First Due 107 Seventh St, Garden City New York, 11530, United States Phone: +1 (516) 874-2258 Website: httr)s://www.firstdue.com/ Statement of Work For Quote Number: 1545132000078287024 Statement of Work I Saint John, NB City of Fire Department Introduction The purpose of this Statement of Work (SoW) document is to clearly define the Implementation, Training and Support. 1. Implementation: First Due works very closely with you to ensure the application is ready for go -live. During the Implementation you will be assigned a Client Success Manager and Implementation Manager who will lead you through the process. Below is a description of each component of our implementation. a) Discovery & Planning: During a project kick-off meeting we will flesh out the key components of the configuration, customer stakeholders and project timelines. After this stage we will have a clear plan to when and how your agency will be live with First Due. b) Configuration: First Due is an out -of -the box system but can be configured for your Agency's needs. Our team will work with you to configure all the parts of the application necessary for go -live and beyond. These configuration sessions will generally occur weekly, and also act as administrator training. c) Optimization: Once the account is configured, we will arrange a small end -user testing group to begin to use the application out -in -the -field. This is an iterative process in which we listen to feedback and make adjustments to the product on the fly. d) Training: Once we have sign -off the product is ready for go -live we will build the necessary training plan together, which may include train -the -trainer sessions, end user training, custom training videos/content or even onsite sessions. The training section below provides more detail on included training. e) Roll Out: After training is complete, we are ready to roll -out the platform. We will work closely with you to ensure First Due is rolled out effectively across your agency. f) Support: Once we achieve sign -off that the system is live and stable, we will transition to support (as described in the support section below). However, you will continue to have a dedicated Client Success Manager moving forward. 2. Training: Training is an integral part of any successful implementation. First Due is focused on providing your agency adequate training to ensure effective user adoption of the platform. As part of this Statement of Work, the customer will receive training throughout the implementation process as outlined below: 1. Webinar Administrator training during configuration sessions as needed 2. Webinar formal Train -the -Trainer Session(s) during the training phase as needed 3. Access to online training videos, documents, content and interactive knowledgebase 3. Integrations: Any scoped integrations included in this document will be described below. Any additional integration scoped at a later date will be provided in a separate SoW at that time. Locality Media, Inc. Agreement Apr 2022 112 Page 9 of 10 4. Data Migration: First Due understands the importance of data migration to our customers and has extensive experience working to migrate historical records into the platform. First Due will use best efforts to migrate applicable data from Customer's existing systems utilizing data migration best practices. This includes: 1. Data Migration Planning Session 2. Assistance/Guidance in extracting data from existing system/s 3. Mapping extracted data to First Due import workbooks Importing of Data into First Due 5. Support: First Due provides Support as part of the base subscription. This includes: 1. Email, Phone, Ticketing System Support Channels and Live Chat 2. Dedicated Client Success Manager 3. Access to knowledge base including online training videos and FAQs Locality Media, Inc. Agreement Apr 2022 113 Page 10 of 10 1-D first du 107 Seventh St, Garden City New York, 11530, United States Saint John, NB City of Fire Department First Due Quote Prepared By: Joseph Robinson Valid Until: Feb 29, 2024 Quote Number: 1545132000078287024 We are excited to present pricing for the First Due Suite! Please see detailed breakdown below. It is important to note that First Due is a cloud -based system, and all Support, Maintenance, Hosting and Upgrades are ALWAYS INCLUDED. Occupancy Management & Pre -Incident Planning Manage Occupancies, Hydrants, Pre -Incident Mapping, GIS data, Fire Systems, Hazardous Material, and Contacts. Responder Web Responder dashboard and Responder iOS/Android App with notifications, statusing and routing. Community Connect Online portal for residents and businesses to input critical occupant and property data that can be made available to Emergency Response Agencies during an incident. Inspections Field Inspections, Configurable Checklists, Violation Management, Virtual Inspections, Inspections Scheduler, and Integrated Pre - Incident Planning. Incident Reporting - NB Fire Marshal (Incident Reporting - RMS) Training Records Assign Training, Record Completions, View Training Logs, and Manage Certifications. Events & Activities Create Events, View Global Activity Log, and Access Global Calendar. CAD Integration Automated importing of CAD calls via XML, Database Connector or API. Implementation and Configuration Services Services related to configuring and customizing the First Due Platform as described in the Statement of Work. Scheduling Manage staff schedules with an interactive shift board, configurable call shifts module, messaging, time -off and shift trades. Personnel Management Store, Manage and Access Employee Records including demographic data, certifications and employment information. Assets & Inventory Assets, equipment and inventory management, assets and equipment checks, and work order management. Invoicing Invoice Management, Bulk Mailing, Billing Report and Customizable Fee Schedules. Permitting Permit Management, Customizable Permit Types, Plan Review and Permit Fees. Total Year 1 $ 41,600.00 Annual Subscription $ 41,600.00 Terms and Conditions Quote is in Canadian Dollars CAD$ Web -based Implementation and Training Included. Onsite Training is Optional: Cost is inclusive with Travel, per -diem, and daily service fee of $1800 per day. Estimated 4 days is optimal suggestion. Annual Fees: Best and Final Discount of one-time web -based implementation and set up fees: (-$2,355.00) CAD$ or 5.6% reduction in year one costs. Adjusted Annual: Year 1: $41,600 CAD$ Year 2: $43,864 CAD$ Year 3: $45,864 CAD$ Year 4: $48,157 CAD$ Year 5: $50, 565 CAD$ Optional Add-Ons Incident Reporting - ePCR ePCR Incident Documentation, Provencial Compliance with automated submission $ 11,000.00 Onsite Training Training - Onsite $ 1,800.00 Qh' YDH�o COUNCIL REPORT M&C No. 2022-243 Report Date July 19, 2022 Meeting Date July 25, 2022 Service Area Utilities and Infrastructure Services Her Worship Mayor Donna Noade Reardon and Members of Council SUBJECT. Contract No. 2022-23 Crack Sealing 2022 AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Rod Mahaney Brent McGovern/Michael John Collin Hugenholtz/Michael Baker RECOMMENDATION It is recommended that Contract No. 2022-23: Crack Sealing 2022 be awarded to the low Tenderer, AVL Construction Group Inc., at the tendered price of $129,950.00 (including HST) as calculated based upon estimated quantities, and further that the Mayor and City Clerk be authorized to execute the necessary contract documents. EXECUTIVE SUMMARY The purpose of this report is to recommend that Council award Contract 2022-23: Crack Sealing 2022 to the low Tenderer. PREVIOUS RESOLUTIONS M&C 2021-349 — December 13, 2021; General Fund Operating Budget, approved. REPORT BACKGROUND The 2022 General Fund Operating Budget for Public Works and Transportation Services include provisions for the Crack Sealing of a number of streets in the City. Crack Sealing is an annual preventative maintenance activity applied to asphalt surfaces to preserve and extend their service life. The work consists generally of cleaning the asphalt pavement cracks with high velocity blowers and immediately filling the cracks with a hot rubberized joint sealing compound which adheres and seals cracks in the asphalt pavements. A sprinkle of cement or agricultural lime is 117 -2- then applied to prevent tracking of the sealant by vehicular traffic until the sealant cures. TENDER RESULTS The tender closed on July 19, 2022, with the following results, including HST: 1. AVL Construction Group Inc., Drummond, NB $129,950 The Engineer's estimate for the work was $104,075 including HST. ANALYSIS The tender was reviewed by staff and was 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 General Fund Operating Budget. Assuming award of the Contract to the low 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: Operating Budget $ 100,000 Project net cost $ 117,850 Variance (Shortfall) $ 17,850 The contract includes a $9,200 contingency allowance for unforeseen additional work requested by the Engineer to be carried out by the contractor to ensure a complete project. Staff will monitor project quantities and contingency items throughout the project and make any necessary adjustments to scope of work to ensure the project is completed within the approved budget envelope. The original contract scope called for 15,000 meters of cracks to be sealed. It is anticipated that the contractor will be able to seal approximately 13,500 meters of cracks and stay within the approved budget envelope for this project. When reviewing the tender submission staff noted that the unit rate to seal cracks in the asphalt has doubled when compared to pricing the City received in 2021. The increase in price is similar to what the city is seeing on many of their tender closings in 2022. 118 -3- STRATEGIC ALIGNMENT This report aligns with City's Priorities of GROW by investing in key infrastructure upgrades and PERFORM by adhering to plans, policies, procedures, and best practices with respect to managing the City's roadway assets. SERVICE AND FINANCIAL OUTCOMES Asphalt pavements are essential infrastructure which directly impacts the quality of life in our community. Roadway and active transportation infrastructure is important to the economic health of the community and citizens expect these assets to be maintained to an acceptable standard. Proper and timely maintenance of all roadway and active transportation assets will ensure public safety, extend the service life of the asset, and achieve best value for the investment. This project will be completed within the original approved financial budget. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS The Tendering process for this project was completed in accordance with the City's Procurement Policy and Supply Chain Management supports the recommendation being put forth. Growth and Community Services, and Public Works and Transportation Services have reviewed and provided input to the design. ATTACHMENTS N/A 119 COUNCIL REPORT M&C No. 2022-244 Report Date July 19, 2022 Meeting Date July 25, 2022 Service Area Growth and Community Services Her Worship Mayor Donna Noade Reardon and Members of Common Council SUBJECT: Assent to Money -in -lieu of Land for Public Purposes, 40 Waterview Place OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Peter Johnston Jacqueline Hamilton I John Collin RECOMMENDATION That Common Council assent to money -in -lieu of Land for Public Purposes for the proposed subdivision at 40 Waterview Place. EXECUTIVE SUMMARY Padma and Subbarao Nagaraj are seeking to subdivide one lot, shown as Lot 2022-1 on the attached tentative plan of survey, from their approximately 25,341 square -metre property at 40 Waterview Place (PID 00049924). The lot will create a new lot of approximately 1.6 hectares in area for residential use. The application requires Common Council consent to the provision of money -in - lieu of Land for Public Purposes. Approval of the subdivision is under the authority of the Development Officer. PREVIOUS RESOLUTION At the June 27th, 2022 meeting of Common Council, staff introduced a new streamlined approach for approving subdivisions involving money -in -lieu of Land for Public Purpose. This new process reduces approval times by one to two months and is an improvement to the operations of the One Stop Development Shop. REPORT The subject property is zoned Rural Residential (RR) and is also designated Rural Residential in the Municipal Plan. The Municipal Plan and Zoning By-law provide opportunities for limited subdivision in these areas, as long as the requirements are met. Due to the large size of the parcel, staff deems this subdivision appropriate as it meets minimum lot standards found in the By-law. The proposed subdivision meets the requirement of the Municipal Plan, Zoning By- 120 sa Law, and Subdivision By -Law. This is a Tier 1 subdivision which does not require the construction of a new Public Street. Money -in -lieu requirements are calculated based on the assessed value of the land prior to its development where funds collected are placed in a trust account in accordance with the Community Planning Act. These funds are only to be used for acquiring or developing lands for public use for future needs of citizens as the city grows. STRATEGIC ALIGNMENT The proposed development aligns with Common Council's priorities of Grow, Green, Belong, Move and Perform. SERVICE AND FINANCIAL OUTCOMES This proposal aligns with the City's Subdivision By-law. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS The current subdivision proposal has been reviewed by the City's Infrastructure Development department. No concerns were raised. ATTACHMENTS Tentative Plan of Waterview Heights Subdivision 121 Title Data PID 49924 Owner: Padma Nagaraj Owner: Subbabao Nagaraj Document 357110, Volume 1374, Page 369 Registered: 1989-09-27 Signature of Owners B. Padma Nagaraj rNo.###### \CK LAND Steven R. Saunders z No.352 Fo�FjRE DU NOv��P Key Plan Scale = 1:25,000 Legend O SMF - Standard survey marker found O SMS - Standard survey marker set • RIBF - Round iron bar found ■ IBF - Square iron bar found O IPF - Iron pipe found O CALC - Calculated point A NBCM - N.B. Co-ordinate Monument sq.m. - Square metres PID - Parcel identifier number HPN - High Precision Network ,00 - Tabulated co-ordinate reference A.N.B.L.S. - Association of New Brunswick Land Surveyors A A-G N-B - L'Association des arpenteurs-geometres du Nouveau -Brunswick GNSS - Global Navigation Satellite System ACS - Active Control Station. NBLS - New Brunswick Land Surveyor Lands dealt with by this plan are bounded thus NBHPN - New Brunswick High Precision Network station NAD83(CSRS) - North American Datum of 1983 (Canadian Spatial Reference System) Notes 1. All computations performed and coordinates shown are based on the New Brunswick stereographic double projection and the NAD83(CSRS) ellipsoid as realized by Service New Brunswick's Active Control System. 2. All distances shown are in metres and are grid distances calculated using a combined scale factor utilizing geoid model HT2.0. 3. All directions are New Brunswick 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 Service New Brunswick records. Purpose of Plan • To create Lot 2022-1. Tentative Plan Waterview Heights Subdivision Lot 2022=1 Batten Terrace City of Saint John Saint John County, NB 0 5 10 15 20 25 100 Scale = 1:500 Subbabao Nagaraj 122 Qh, YDH�o COMMON COUNCIL REPORT M&C No. 2022-248 Report Date July 19, 2022 Meeting Date July 25, 2022 Service Area Growth and Community Services Her Worship Mayor Donna Noade Reardon and Members of Common Council SUBJECT: Discover Saint John Reserve Fund Criteria AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Phil Ouellette Jacqueline Hamilton I John Collin RECOMMENDATION Your City Manager recommends Common Council: 1. Adopt the following evaluation criteria to support the Discover Saint John legacy reserve fund: a. Proposal must demonstrate strong alignment with key City of Saint John strategic plans, including: Council Priorities 2021-2026, Secondary Plan for the Central Peninsula, Plan SJ, City of Saint John 10-Year Strategic Plan (currently only in draft form). b. Proposal must outline how the outcomes of the initiative will deliver a positive impact and contribute to additional or enhanced quality -of -life offerings to the Saint John community. This impact must highlight the nature of the new or enhanced service offering, the target audience, and the scale of the impact in the Saint John community. In addition, impact also encompasses how the new or enhanced offering integrates or supports marginalized residents who face additional barriers in accessing such offerings. Finally, impact also includes how a proposal contributes to our community's environmental sustainability and broader efforts to reduce Saint John's carbon footprint. c. Proposal must illustrate an economic impact, including total investment, employment, spin-off activity, among others. d. For projects larger than $50,000, the City will require a business plan to accompany the proposal. 123 -2- EXECUTIVE SUMMARY The City of Saint John recently received a funding proposal from the Saint John Theatre Company ("SJTC") to support their expansion into the Sydney Street Courthouse. Extensive evaluation of the proposal did occur at the staff level and within Committees. During these considerations support for the use of the Discover Saint John legacy reserve fund both in the staff's recommendation and in the Committees' deliberations. However, it also became clear that the City had never established formal evaluation criteria for use of the legacy reserve fund created within the dissolution of Discover Saint John. To ensure full transparency, staff is now recommending a set of criteria on which the current application from SJTC, and other future requests if applicable, be established. PREVIOUS RESOLUTION N/A REPORT Several resolutions have been passed at both Growth and Finance Committee on the application request by SJTC. These will be recognized and discussed at a subsequent meeting of Council pending further analysis and consolidation by city staff. The purpose of this report is solely to codify the evaluation criteria that would be used for any consideration of withdrawals from the Discover Saint John legacy reserve fund. These formal criteria will subsequently be used in the city staff's consolidation of the Growth and Finance Committee recommendations on the application from SJTC. The Discover Saint John legacy reserve fund was created with the dissolution of the entity and the standup of Envision Saint John: The Regional Growth Agency. There is $418,000 available in the reserve with a general intent to support tourism and vibrancy within the city. Staff has assembled a more detailed breakdown of criteria to support the distribution of the Discover Saint John reserve fund for Council's consideration. STRATEGIC ALIGNMENT Use of this fund has strong linkages to three of the core categories from Council Priorities 2021-2026, including: 124 -3- 1. Grow — Expenditures from the fund will contribute to labor market, GDP growth and direct economic impact for local business and hotels, in addition to the City's broader efforts to attract and retain visitors and residents. 2. Green — One of the most effective ways of reducing our communities carbon footprint is to seek creative re -uses of unused buildings and repurposing them to offer new value to the community. This fund's proposed criteria will make this possible in certain circumstances and could act as a catalyst for other such projects. 3. Belong — Saint John can continue to expand on its quality -of -life offerings with the use of this fund. SERVICE AND FINANCIAL OUTCOMES Would be discussed as part of any application to this fund or any recommendation to draw from this fund. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS This report was supported by the City Manager's Office, Finance and Administrative Services, the General Counsel's Office, and the Growth and Community Services team. ATTACHMENTS N/A 125 Qh, YDH�o COMMON COUNCIL REPORT M&C No. 2022-250 Report Date July 19, 2022 Meeting Date July 25, 2022 Service Area Strategic Services Her Worship Mayor Donna Noade Reardon and Members of Common Council SUBJECT: Procurement Card Policy Update AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Jodie Forgie Kevin Fudge I John Collin RECOMMENDATION Finance Committee recommends the approval of the amendments to the Procurement Card Policy FAS-026 to Common Council. EXECUTIVE SUMMARY The purpose of this report is to seek Council's approval to amend the Procurement Card Policy, as described within this report. PREVIOUS RESOLUTION This recommendation is tied to the award of the contract for procurement card services - M&C 2021-228 REPORT The policy regarding the City's procurement card program were last updated as part of the Policy for the Procurement of. Goods, Services and Construction, as approved by Common Council on December 5, 2011. Given the advancements in security, digital tools and best practices and in conjunction with the award of the contract for procurement card services to Scotiabank, a separate policy relating to the City's procurement card use was created. This policy establishes guidelines, policies and procedures related to the appropriate use of the City's procurement card (P-Card). It defines authority, card limits, administrative requirements and process, responsibility and compliance. It will allow the finance team to efficiently and effectively manage this program while minimizing the City's risk. The following is a list of some of the benefits of the P-Card Policy: • Allow for a streamlined, digital process that will eliminate manual procedures; 126 -2- • Increase the overall annual spend on P-Card in order to maximize the annual rebate received from the Card provider; • Improve the governance of card spending and transaction approval; • Improve the time from transaction to General Ledger in order to improve the completeness of financial statements; • To provide clear and concise regulations around acceptable use of p-cards; • Reduce the overall financial and security risk to the City; In order to facilitate a more streamlined approach to approvals while maintain internal control it has been determined that the approvals of the procurement card should follow the approvals as outlined in the Procurement Policy FAS-011. The approvals will read as follows "Provided that all associated transactions are in accordance with the requirements of the Pcard policy and the Procurement policy, approval of credit card reports will be in accordance with the spending limits as outlined within the authorities listed in the Procurement policy." STRATEGIC ALIGNMENT The recommendation is a step in the redesign of the City's strategic procurement strategy, improvement of the various procurement and accounting processes and to minimize risk and costs. SERVICE AND FINANCIAL OUTCOMES More efficient process while maintain internal controls. IIPIl►jrd:Z�1�TL��C1�: 1:70-1ME ►TIRWr1CM:C011197-1:*1 N/A ATTACHMENTS N/A 127 Mon" 'for Al Mim.J6.Lam _P LAC' T H E A H S T9 N JO N 111111111111now— - —16. L P E G 10 N 4 r IR _-X.- IBM ill I I Ilm : ma Az EN ISIONN Saint John 0. CONTENTS 01. Overview 02. Research 03. Place Brand 04. Marketing Infrastructure THE SAINT JOHN REGION-)' ALWAYS MOVING FORWARD 01. OVERV E W THE SAINT JOHN REGION-+ ALWAYS MOVING FORWARD VISION To be a GROWING, VIBRANT, DYNAMIC region. 1 Includes: students, Includes: entrepreneurs, Regional, national and immigrants, repatriated investment attraction, real international visitors. residents, workers, etc. estate development, etc. B R A ND C 0 S Y S T E M E VISITORS WHO RELOCATE. INVESTORS WHO COMMIT. NEW RESIDENTS. PLACE BRAND Population & Business Growth Work — Live — Study— Invest DESTINATION BRAND Visitor Growth AGENCY BRAND ENVISION SAINT JOHN Growth Engine Services 133 2. RESEARCH THE SAINT JOHN REGION-+ ALWAYS MOVING FORWARD F- RESEARCH PLACE BRAND A distinct, authentic, memorable representation of the Saint John region. It is the aspirational "North Star" that captures hearts and minds, enlisting supporters, attracting investors, and motivating those who can activate growth. It is the paramount brand element in the Envision Saint John positioning ecosystem, living in balance with the agency and destination brands. RESEARCH METHODOLOGY 7" f o o ONLINE SURVEY 000 cdP 407 PARTICIPANTS MOOD BOARDS HISTORY OF LOOKING FORWARD The Saint John region has a proven track record of forward thinking, with Canada's first incorporated city at its core and many notable firsts to its name. Today, Saint John is much more than just a city; it's a unique region, united by history, pride of place, and a shared vision for future growth. Here, you will find the winning mentality that comes from years of being first. The region continues to write its next chapter of growth — and we invite you to be a part of it. 136 4V L VALUE - r �L PRO POSITI ON .-' ON -A HISTORY OF LOOKING FORWARD `-.'��'�'''= 1 • - was tested and had the strongest 1 * • 1 i 1 performance. Based on feedback r f +1 .. . , .r� . �; ; 'ice y� .� J� 1 t r • . o . _ ,,�, , r, '--,. __ received, it was updated to . . 1 i 11 r i 1 1 I •:JJL I - rA 'I Ir i q .• - ` _ r •_ r, , 1 ti , ■ •irr� r �■ y i� !'l1I iIdY:LrI�J��'l,' �. , Imo' i r -L -4 1 r 1 i! IFM I�■- 3� ' �� .-6�i r-ice �I�_ ti• �''} �• - - d, �• . ■ 3. PLACE BRAND THE SAINT JOHN REGION-+ ALWAYS MOVING FORWARD BRAND PROMISE ALWAYS MOVING FORWARD The Saint John region has a proven track record of forward -thinking, with Canada's first incorporated city at its core and many notable firsts to its name (Canada's first bank, newspaper, and museum — to name just a few). Today, ours is a region united by pride of place and a strong determination to ensure future growth. At its heart, a truly vibrant, modern city with a major port. Within driving distance, bountiful nature and characterful communities. Here, you will find a modernity grown organically and authentically from the roots of past success. You will find people who appreciate the region's many assets — people who visualize and invent, working to make plans a reality with a deep -held confidence that moves us ever forward. =-ate--- - - - - - -T- BRAND EXPERIENCE INSPIRED & EMPOWERED Every interaction with the Saint John region will leave you feeling like anything is possible — and this is the place to do it. You will feel inspired by the region's rich history of successes and invigorated by its fresh vision for the future. Anytime you see or hear our name, you will get the sense that more is possible — in your lifestyle, your business or job, your investment, or area of study. You will feel like you can pursue your ambitions here and that you will be supported every step of the way. You will feel empowered, you will feel like you belong, and you will be left with no doubt that you can grow here. BRAND °"`°`= AUTHENTICITY AUTHENTIC & MOMENT11M AMBITIOUS POSSIBILITY The Saint John region is a place in a constant state of evolution. There's something in the air here that gives people a quiet confidence that the future will be bright. It comes from a combination of those past successes and the special balance of locational advantages, abundant nature, and inspiring urban modernity. The region is built around the harbour and its natural resources, but it is progressed by the drive and ambition of its people. We are upbeat. Plain - speaking, hardworking, with no airs — just that relentless drive. We have a strong sense of identity and that's our north star. We want to consolidate the great things we've got going and we want to build on them for the future. We welcome visitors, returning residents, and businesses wishing to add themselves to our momentum. We cherish our friends, and we have each other's backs. We always find a way. 141 VIBRANCY BALANCL BRAND PERSONALITY CONFIDENT & E N C O URAGI NG How would you know the Saint John region if you met on a street corner? The first thing you would notice would be our openness and enthusiasm. We are that person who makes you feel better about yourself in every interaction. When a place is so comfortable in its own skin, it's easy to be inviting to others and open to new ideas. We are proud of our home and the lifestyle and opportunities it offers, and we are excited to have you be a part of it. In short, we are real. Natural. Authentic. We are true to ourselves and continually inspired by the wave of momentum we have created. We are ready to say, "Welcome; let's go!" to anyone who wants to come and be part of our growth — no matter where in the world you are coming from. BRAND PERSONA THE GRITTY G O- GET T ER Here in the Saint John region, we just love to roll up our sleeves and get things done. Our preferred timeline? Since "yesterday" isn't an option, we'll go with "right now". You see, not only are we strategic planners; we are also diligent doers. While preparation is paramount, execution is essential, and our legacy of entrepreneurial spirit demands that we keep things moving forward. We are inspired by breakthroughs of the past, we celebrate how far we've come, and we continually set our sights on a bigger, brighter future. WORDMARK THE SA N JOHN REGION 144 J�J� ! ALWAYS M 0� Pt FORWARD IN INDUSTRY A LWAY7 FORWARD IN TOURISM TII-If SAHN r r S H 0 P T HEADLINE HERE Larem ipsum dolor sit amet, larem con sectetuer adipiscing alit slt ALWAYS MOVING FORWARD L JSHORT HEADLINE iorem ipRun, !.nrar[ amot,lorem gypsum con eocMUe.r ;ttlilrisciir9 alit sit dolor A7xNT� A N 81010N SHORT HEADLINE vo. no: SE —A ..4 JOHoN � SHORT HEADLINE 04a MARKETING N F R A S T R U C T U R E THE SAINT JOHN REGION-+ ALWAYS MOVING FORWARD MARKETING THE SAINT JOHN REGION ALWAYS MOVING FORWARD PLACE BRAND PURPOSE -To set out the defining character of the region and attract attention from students, those looking for career opportunities, emigrating to Canada, seeking investment opportunities, or relocating/establishing a business enterprise. INFRASTRUCTURE DISCOVER SAINT JOHN & THE TOWNS BY THE BAY DESTINATION BRAND PURPOSE - To describe and appeal to people of all ages and backgrounds who are planning a first trip to New Brunswick, attending / organizing a conference or event, setting up tours to the area, returning for vacation, or just looking for something new and different to do on a day off. ENVISION SAINT JOHN: THE REGIONAL GROWTH AGENCY AGENCY BRAND PURPOSE - To set out the identity of the agency for all internal communication, stakeholder / alliance / partner communication, and government affairs activity. 147 THANK YOU r. JOHNS I n REGION Suicide Prevention Presentation City of Saint John, City Council C& � July 25, 2022 Gregory D. Zed, R.S.W., Forensic Suicidologist 149 Impact of Suicide Average 9.5 suicides monthly in NB Average 100 suicides annually in NB 350 suicides monthly in Canada 1 suicide every 142 minutes in Canada 150 Impact of Suicide Major public health concern that affects businesses, families, and communities 3,700 deaths and 450,000 suicide attempts and self - injuries annually 5% of Canadian adults have contemplated suicide 1 in 14 employees suffer from depression at any one time, representing more than 200 million lost workdays annually with an annual cost of $10 billion nationally Most individuals never seek counselling first 151 Business Costs Annual cost of workforce -related suicides calculated at approximately $750,000 per person 7.5 billion dollars in 2020 CIHI reports that suicide attempts result in up to 850,000 ER visits each year Long —term costs of treating non -fatal suicide attempts, including lifelong disability, are unknown Nearly 2/3 of all suicides occur among the nation's workforce 152 Prevention Strategy Greater chance of success with community involvement, including the workplace • Promote EAP availability to employees and family members Educate managers and supervisors — signs to look for and how to respond • Develop and communicate clear policies and procedures related to suicide, violence, and management referrals to EAP - Outreach communications 153 Prevention Goals Enable individuals who may be at risk to contact EAP Minimize suicide risk factors Reinforce suicide protective factors, thereby reducing suicide risk 154 Diverse Communications On -going EAP promotions: Newsletters E-mails ➢ Posters ➢ Brochures 155 Diverse Communications On -site seminars facilitated by EAP professionals: Depression Coping with loss ➢ Conflict resolution ➢ Building resilience Substance abuse (addictions 101) Mental health 101 Motivational interviewing 2 day Applied Suicide Intervention Skills Training (ASIST) 156 Diverse Communications Web -based resources: Articles and resources Interactive quizzes ➢ Manager's tools ➢ English and French ➢ Can be used in newsletter 157 Diverse Communications Tips sheets distributed throughout organization: Depression Suicide warning signs ➢ Invitations to help ➢ Overcoming stigma of mental illness 158 Requirements for Success Strong support of senior management to ensure visibility and attention Commitment from internal communications team(s) Participation at all levels of the organization Gate -keeper training for all HR Advisors (CPR for Suicide Intervention) 159 Requirements Distribute to every employee, a memo announcing the suicide prevention initiative and reiterating management support • Co-sponsor on -site seminars or brown -bag lunches with local suicide prevention committees Communicate and promote education through a series of materials, in print and/or online through Organizational Learning 160 Results Increased rate of referral to EAP Enhanced productivity by addressing underlying issues Minimized costs associated with attempted and completed suicide (employees an dependents) Improved employee perception of employer commitment 161 Crisis Line Video 162 Thank You GREGORY D. ZED, R.S.W., FORENSIC SUICIDOLOGIST 163 Adoringly Shire A New Safe Space in Saint John ir:A! OR "qw A L. ore �h IcirnLN.or Life Cal (I Q ao,�,ue S 9re��est blessM95, I�div�buQlS, banded b� blood ah� /or i,ove, there ;nr you l,-., 3� 172 5TARTERSET 1% r ® 4 f BY-LAW NUMBER HC-1- A LAW TO AMEND THE SAINT JOHN HERITAGE CONSERVATION AREAS BY-LAW ARRETE No HC-1-_ ARRETE MODIFIANT UARRETE SUR LES SECTEURS DE CONSERVATION DU PATRIMOINE DE SAINT JOHN Be it enacted by The City of Saint John in Common Lors d'une reunion du conseil communal, The City of Council convened, as follows: Saint John a decrete ce qui suit: The Saint John Heritage Conservation Areas By-law, enacted on the twenty-third day of September, A.D. 2019, is amended by: 1 Amending paragraph 6(8) by removing existing wording and replacing it with "A Heritage Permit may be renewed more than once". 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 X day of *****, A.D. 2022 and signed by: Uarrete sur les secteurs de conservation du patrimoine de Saint John, decrete le vingt-trois (23) septembre 2019, est modifie par: 1 Modification du paragraphe 6(8) par la suppression d'un mot et s'remplacer avec « un permis de patrimoine peut etre renouvele plus qu'une seule foil. EN FOI DE QUOI, The City of Saint John a fait apposer son sceau communal sur le present arrete le X **** 2022, avec les signatures suivantes : Mayor/Maire City Clerk/Greffier communal First Reading —July 11, 2022 Premiere lecture - le 11 juillet 2022 Second Reading —July 11, 2022 Deuxieme lecture - le 11 juillet 2022 Third Reading - Troisieme lecture - '_ f r tf' -H r 1 Received Date July 13, 2022 Meeting Date July 25, 2022 Open or Closed Open Session Mayor Donna Noade Reardon and Members of Common Council Subject: Vacant House Tax Background: A Vacant House Tax has been used in many jurisdictions to tackle a range of problems from property owners abandoning their assets to an over saturation of short term rentals like "Air BNB". In our case, with 70+ buildings abandoned in our city we need to close the gap on wasted housing assets that only continue to exist because of holes in this cities policies and bylaw enforcement which has allowed this to continue. In 2013, Camden UK adopted a "Ghost House Tax" which slashed vacant properties in multiple boroughs around the city. In Canada, Vancouver has had tremendous results with their version which was aimed at a different problem regarding foreign ownership that was leading to vacant properties being used for speculation. In our situation, it is clear that we have an issue with property owners failing to take action and this city needs a bigger stick to ensure they comply. In the middle of a housing crises around this country, the cities that are seen as "Housing First' will be the cities that grow and are viewed as the cities to live in. Implementing our version of a vacant house tax will help us achieve that. https://www.hamhigh.co.uk/news/camden-tax-on-ghost-homes-slashes-number-of-empty- properties-3450958 https:Hvancouversun.com/news/local-news/astonishing-drop-in-number-of-empty-homes-in- metro-vancouver-census Motion: Refer to City Manager to review the capacity of the city of Saint John to implement a "Vacant House Tax" and to focus that on our ability to impose it on residential properties in our Primary Development Area. Respectfully Submitted, (Received via email) Brent Harris Councillor at Large City of Saint John lr _ SAINT JOHN P.O. Box 1971 Saint John, NB Canada E2L 41_1 I vwvw.saintiohn.ca I C.P. 1971 Saint John, N.-B. Canada E2L 4L1 181 From: Andrew Johnson <andrewtisi@gmail.com> Sent: July 16, 2022 12:52 PM To: City of Saint John Mayor's Office <mayor@saintiohn.ca> Subject: Request to discuss [ External Email Alert] **Please note that this message is from an external sender. If it appears to be sent from a Saint John employee, please forward the email to spamsample@saintiohn.ca or contact IT Service Desk at 649-6047.** To whom it may concern, I request permission as a citizen to attend and propose questions to the council. I understand that pathways of knowledge revealed by my questions are open to all. I understand that team work requires trust and understanding, that matters which I wish to address common council as a panel of public representatives is in the interest of society change and how information is managed as a viable means of combating inflation and enabling system wide progress, however it requires the assistance of the combination of people and their knowledge and understanding to assist in the reinforcing process that they are doing a good thing. This process can be shortcutted to a degree, however if all the ducks are in a row, it seems that it might work within my lifetime instead of the normal speed of progress, which might be considered downhill. So there are a number of topics I wish to discuss, however the key ones are as follows; Information and it's creation #1 A marketplace improvement that creates collectible upgraded tradegoods by hosting branding competition with narrowly defined competition rules to enable customization within the global marketplace. This concept is intended to link a real world craft good, with a digital twin of the content of the creation of the created good, such that the passive value can be minted out of the hybrid tradegood (digital[domain] and physical object). Longterm effect is that the knowledge behind crafting is dispersed behind a paywall medium, that allows for additional funding for the craft to be collected. This is an upgrade fundraising feature for all the existing guilds, but fund raising for their membership by upgrading the value of the craft goods created, both short-term and longterm. Restarting the Artisan Olympic Games as the branding of the items, and enabling local facilities to become longterm community tourist museums for the general public education and enjoyment, also as a means of connecting the micro businesses created to a group of people whom may invest further value into the content, and enable further value to be extracted longterm. #2 Legal and Insurance miscommunication issues by improving the 3rd party minimum performance objectives and providing tools to enable their accomplishment. Providing a 3rd party standardized accounting system of the timeline of an object or person or business provides less risk of miscommunication if the 3rd party is trained to work within the standardization accounting system. This can be applied within healthcare to reduce the costs by enabling the option of better accountability within dwelling units, as sometimes as a patient you DO NOT transfer the critical information over to the system to a practically useful standard. So therefore mistakes happen, to reduce those mistakes prevention of information degradation is very important. This may provide interesting problems when patients are expressing moral education deficiency, however sometimes nipping a 182 problem is a good mental healthcare solution. The insurance industry may not always enjoy the transparency provided by an improved timeline within the consumer market as the regulators may be able to use existing systems to maintain the profit margins of the insurance companies while reducing the cost to consumers by removing "Bad" costs from the general policy by enabling better transparency and less fog of reality. Useful in class action suits for mass data collaboration, which would also be useful for research and development where this may offset housing costs by providing an additional source of passive income generation to the dwelling occupants. #3 The concept of ownership with respect to authorship, given that if the construction industry as a whole were to transition to having the workflow document the workflow to improve operational efficiency, and to provide the workforce with a resume of the work that they do, while at the same time providing their employer with an enhanced work product. So the simple change in workflow is the use of a cellphone and a "personal resume email address", to the job specific sub contract portion of workflow process, and cc to their supervisor. Now the longterm combination effect of this process is a combination of information that has value, and is linked to the project. A digital timeline is built, with detail that has value. This value can be extracted a number of ways or lost a number of others. My request to consider, would be the implication of assigning 2% value of the project sale price (so when a property sells, or a work product), that the authorship of the project be given a % based on their % value input on the project, as paid out to them in $. Such that a longterm pension is formed, and an income source is generated that project owners can use as a means of accountability improvement. I have tried traditional locations however as you can check your reality, these ideas are still not completed in full. Thank you for your time, I await a date in which I may discuss this manner, I understand that anything discussed is not binding, I also understand that once genie is out of the bottle, well it's out. So these ideas are just an idea for a future, where I don't want to relive a preventable mistake of the past, unless it's a reasonable risk for the future. Andrew Johnson P.Eng M7512 183 From: City of Saint John, New Brunswick To: Common Clerk Subject: Webform submission from: Request to present to council form Date: July 12, 2022 12:56:56 AM [ External Email Alert] "Please note that this message is from an external sender. If it appears to be sent from a Saint John employee, please forward the email to spamsample@saintjohn.ca or contact IT Service Desk at 649-6047. * * Submitted on Tue, 07/12/2022 - 00:56 Submitted by: Anonymous Submitted values are: About Person/Group Presenting First Name: Andrew Last Name: Johnson Address: Pitt Street Saint John, New Brunswick. E2L 2V8 Canada Day Time Phone Number: 5067210361 Email andrewtj sj (cry gmail.com If you do NOT wish to have your personal information (address, phone number, email) become part of the public record, please check this box. No About your Request Topic of Presentation: Expropriation due collective economic impact. Im Purpose for Presentation (what is the ask of Council): Expropriation of land can be done by Council if it's serves the public need. The land in question in 111-119 King Street East Staff was asked a question within a debate, and an oversight to this interpretation was missed in their feedback to council. Using the Expropriation Act NB https://www.canlii.org/en/nb/laws/stat/rsnb-1973-c-e-14/latest/rsnb-1973-c-e- l4.html section 7 7 Any person, other than an expropriating authority, who requires an expropriation for commercial, industrial or utility purposes may file with the Officer an application for an expropriation by the Lieutenant -Governor in Council setting forth the information stipulated in paragraphs 6(b), (c), (d), (e), (g) and (h). Background Information: From the act filled in with the information needed, in a limited basic way to understand the intention. Notice of intention 6.Every expropriating authority seeking to expropriate shall file with the Officer a notice of intention to expropriate setting forth (a) the name of the expropriating authority, (City of Saint John) (b) a description of the land sufficient to identify it, 111-119 King Street East (c) a general description of the state of the land, Vacant and repairable (d) the nature of the interest intended to be expropriated and whether such interest is intended to be subject to any existing interest in the land, To maintain the tourist and cultural income potential for the surrounding residence, be it for educational, legal, pleasure, or economical value. (e) a statement of the purpose for which the expropriation is required, and To repair and maintain the property such that the building is not forced into a state of demolish by negate. As the owners have stated is their intention to key the property and lose the building. Staff provided a 2-0 option where reality was there is another way. This is a citizen's hail's mary for saving our common values, instead of feeling obligated to serve the foreign corporate master at the expense of our moral and ethical defenses. (f) a statement that it is intended that the land be expropriated by the expropriating authority, which shall be accompanied by (g) any document prescribed by regulation, and (Existing public record of owner's representatives behaviors and actions on the owners behalf, previous heritage request for demo, modification of local by-laws to avoid compliance. ) Additional documentation available by 3rd parties for alternative law conforming solutions to the property. (h) a statement setting out the names of all known owners of the land together with such evidence as is sufficient to satisfy the Officer that reasonable steps have been taken to 185 ascertain the owners of the land. (J.D.Ivring) through holding companies? From: City of Saint John, New Brunswick To: Common Clerk Subject: Webform submission from: Request to present to council form Date: July 7, 2022 3:46:31 PM [ External Email Alert] **Please note that this message is from an external sender. If it appears to be sent from a Saint John employee, please forward the email to spamsample@saintiohn.ca or contact IT Service Desk at 649-6047. * * Submitted on Thu, 07/07/2022 - 15:36 Submitted by: Anonymous Submitted values are: About Person/Group Presenting First Name: Dana Last Name: Brown Name of Organization/Group (where applicable): Fundy Tennis Association (FTA) Address: 2 Royal Lane Rothesay, New Brunswick. EMU Canada Day Time Phone Number: 5066473262 Email fundytennisl@gmail.com If you do NOT wish to have your personal information (address, phone number, email) become part of the public record, please check this box. No 187 About your Request Topic of Presentation: The UNBSJ / FTA Press Release re Indoor Tennis at UNBSJ Purpose for Presentation (what is the ask of Council): The purpose of the presentation is two -fold: 1- to inform city council about the work the FTA has been doing regarding the Fundy Region acquiring an Indoor tennis Facility 2 - To ask for the city's engagement on the project and ultimately their financial support on the project. Background Information: The Fundy Tennis Association, a not for profit incorporated business, was created in 2016 with its sole mission to facilitate the creation of an indoor tennis facility to serve the entire Fundy region. New Brunswick is the poorest province in Canada with publicly accessible indoor tennis courts per capita. FTA and UNBSJ have partnered, signed a letter of intend, completed a geotechnical survey of the proposed site and completed an architectural plan of the new proposed facility. All this information is available on our website. www.FundyTennis.ca Notable links: 1- UNBSJ / FTA joint press release (available as NEWS on our website) https://irp.cdn-website.com/a49aa96f/files/uploaded/FTA/`20-%20N R%20- %20Tennis%20Centre%20_FINAL_16.06.2022.pdf 2- FTA project Brochure (available as VIEW CAMPAIGN BROCHURE on our website) https://irp.cdn-website.com/a49aa96f/files/uploaded/FTA%20Brochure/`20-%20Digital.pdf 6 Key Success Factors for this project: 1- A formidable partner in UNBSJ and engaged support from TennisNB and Tennis Canada. 2- Our location is outstanding! Not stuck in some industrial park like Abony in Fredericton or the ATC in a Halifax industrial park. 3- Our project will not impact any existing local indoor businesses since there are none. And equally important we do not expect to impact the seasonal clubs but rather add a support option to the existing tennis clubs in the Fundy region. (8 tennis clubs in the Fundy region) 4- New Brunswick is the poorest province in terms of indoor facilities per capita in Canada according to a Tennis Canada report. (This will put us on a par with Nova Scotia) 5- The Fundy Tennis Association project team consists of a dozen talented and passionate volunteers who are determined to bring year round tennis to our region because it is such a worthwhile and impactful activity for both junior players and adults! (Actually from 3 years old until 83). Click Here for the real benefit! 6- We will have pickleball courts in our facility. Our current plan will provide a 'Sound Curtained' flex court which will provide 4 on demand pickleball courts. :: I From: City of Saint John, New Brunswick To: Common Clerk Subject: Webform submission from: Submission to Council Form Date: July 11, 2022 2:41:50 PM [ External Email Alert] "Please note that this message is from an external sender. If it appears to be sent from a Saint John employee, please forward the email to spamsample@saintjohn.ca or contact IT Service Desk at 649-6047. * * Submitted on Mon, 07/11/2022 - 14:41 Submitted by: Anonymous Submitted values are: About Person/Group Submitting First name Sally Last name Cummings Name of organization/group (where applicable) Rocmaura Foundation Mailing Address 10 Parks St. Saint John. E2K 4P1 Telephone 506 643 7090 Email foundationgrcmaura. com If you do not wish to have your personal information (address, phone number, email) become part of the public record, please check this box. No About your Submission Topic of submission 190 Rocmaura 50th Anniversary Gala Celebration - Request for Support. Purpose for submission (what is the ask of council): I am inviting all members of Council to purchase tickets to our major annual fundraising event. We are raising funds to build a new palliative care suite at Rocmaura Nursing Home. The event is Saturday October 29, 2022 at the Saint John Trade & Convention Centre. It will be a dinner, auctions and dance featuring Elvis (Thane Dunn & the Cadillac Kings). Executive summary Tickets cost $140 each and you get a $65 tax receipt. (meal cost $75 at SJTCC) We are hoping to put together a CITY TABLE of ten, for $1400. Or you can be an event sponsor - there are many levels available from $2500. You can also purchase an ad in our program. We also have VIP tables available for $1600 which includes a reception with our entertainer Elvis (Thane Dunn). We are also looking for gift -in -kind donations (gift cards, gift baskets etc.) for our auction valued at $50 and up. Or you can do a combination of all of the above. I am very flexible in working out a package that works for you best. In the past, the Mayor has played a big part in our event, by hosting the Heads n Tails. We would love to have the Mayor be involved this year. We would also love to have any PR Councillors may be able to provide to help promote and support our event in the community. This is our one big event of the year. As you may know, NB has the fastest aging population in Canada. Our seniors are arriving at Rocmaura in frailer condition than ever before. Our home was founded by the Sisters of Charity of the Immaculate Conception. We were the first nursing home in the city. The past two years during Covid have been very tough on Long Term Care. Families were not able to visit their loved ones. We have experienced staff shortages. We were not able to host in -person fundraising events. We appreciate your support so much. 191 Rocmaura Nursing Home Foundation 10 Parks Street 0�� Saint John, NB E2K 4P1 Telephone: (506) 643-7090 Ra community of caring people Fax: (506) 643-7053 foundation@rocmaura.com Friday, July 08, 2022 Making life better for Residents in their "home away from home" Dear Friend. I am writing to invite you to be part of Rocmaura's 50th Anniversary Gala FOUNDATION Celebration! This year we are going back to 1972 when Rocmaura opened, and we are throwing a BOARD BIG party with the King of Rock and Roll, Elvis! Thane Dunn & the Cadillac Kings will be OF shaking things up at our Dinner, Auction, and Dance at the Saint John Trade and DIRECTORS Convention Centre on Saturday October 29, 2022. Life has been challenging during this pandemic, with fundraising events on hold, and visitor restrictions in place. This will be a time to celebrate and raise funds to enhance our 150 resident's Jen Butler -Chair quality of life. Rocmaura Foundation provides the EXTRAS that the government is not able to provide. Your help is needed now more than ever, to provide rehab equipment and recreation programs. Denise Long —Vice Our BIG project this year, is to raise funds to build a new palliative care Chair suite. Our hope is to provide a private, comfortable place for families to share with their loved ones Emil Olsen at end of life. We believe this time should be as dignified and peaceful as possible, that each resident and their family deserve privacy and compassion. Enhancing our services will accomplish our mission. Brian Fitzpatrick- We are asking for your kind support to help create a tranquil space. We also have a long list of other WISHES to fill, including a new blanket warmer on Garden Court for $5000, and Therapy pets or Treasurer babies for $150. Rod Flood Tickets are $140 each and you get a $65 tax receipt for your donation. Tracy Scott • A table of ten is $1400 with a charitable gift receipt for $650. • We also have four special VIP tables which include a private reception Pat Hiller with Elvis before the show and souvenir photo op with friends. Joe O'Brien We are also putting together unique experiences, getaways, and big - ticket items for our LIVE AUCTION, and are in need of smaller items such Sr Anita Naves as gift certificates and gift baskets for our SILENT AUCTION. Don Leblanc You will receive a tax receipt for the value of your donation. Billy Tyler Our supporters are recognized on our Facebook page reaching over 2.6K followers, in our newsletter, on event signage. and in our building of course! Most importantly, you will be helping some Heather White of our most frail and vulnerable, and often overlooked members of our community, while making life Brittain better for residents in their "home away from home." Thank you for your ongoing support. We look forward to hearing from you soon! Kelly Thompson Rocmaura Foundation Sheana Mohra Executive Director Rocmaura Inc. Sally Cummings - Executive Director Sally Cummings For more information, please contact (506) 643-7090 or foundation(a)-rocmaura.com Director CELEBRATING ocmaMa �` a community of caring people ;i 0 1' Y E A R S 1IPage 192 Rocmaura Foundation 501" Anniversary Gala Sponsorship Sat. Oct. 29,2022 Purchase a table or sponsorship below, and your name will be displayed at Rocmaura as our BIG supporter! DON'T MISS THIS OPPORTUNITY TO BE RECOGNIZED! ALL SHOOK -UP Show Title Sponsor(s) $7500 or $375 • You get Event Naming Rights and lots of publicity for your company support! • This level can be split between two sponsors for $3750 each & can be a combination of donations & gifts -in -kind such as printing or donation of auction items. • You will receive a Facebook Live promotion with Thane Dunn (Elvis) leading up to Gala! • You will receive a full -page AD in our program 8.5x5.5" inside front cover or back cover • You have an option to place materials at each table or a display banner at the event • You will receive a table of 8 complimentary Dinner and Show tickets • Charitable gift receipt for your donation • 30-minute VIP Pre -Show Reception with Elvis for 8 people & Souvenir Photo Op! • VIP Table Front Row Seats to Elvis's show and dance — Elvis will mention you during the show! • 10 complimentary Dance Only Show Tickets. Invite your friends to the party! • Company logo displayed on signage during the event, at Rocmaura, in our newsletter, on Facebook and website • Announcement of sponsorship during the event • Announcement of sponsorship with the Media Media or Gift -in -Kind Sponsorships $10,000 Valu • Program sponsor (Largest size logo) • 4 complimentary Dinner and Show tickets • 30-minute VIP Pre -Show Reception with Elvis for 4 • Company logo displayed during the event • Sponsor logo on Rocmaura.com website • Announcement of sponsorship during the event and in Media MAJOR PROJECT DONOR $20,000 or $10,000 Donation I am interested to make a major donation toward Rocmaura's BIG 50th anniversary project to build a new palliative care suite. • You will receive recognition as a major funder of our BIG WISH! • You will receive 2 complimentary tickets to sit at our head table with other major donors and Host Cindy Day • You will be featured in our program, newsletter, website, Facebook, at the event, and in our home • You will be invited to the VIP Pre -show reception with Elvis and can invite 2 guests to the Dance show after! • AD in program • Company name displayed on signage during the event • Rocmaura Facebook promotion to 2.6K followers • 8 complimentary Dinner & Show tickets • Charitable gift receipt for your donation • 30-minute VIP pre -show reception with Elvis for 8 & Photo Op • 2 complimentary show -only Dance Tickets for friends! • Company logo displayed on signage during the event and at Rocmaura • Announcement of sponsorship during the event AIL HOUSE ROCK Silver Event Sponsorships $2500 • Company logo displayed on signage during the event, in our program, and website • 6 complimentary Dinner and Show tickets • 30-minute VIP Pre -Show Reception with Elvis for 4 • Charitable gift receipt for your donation • 4 complimentary Show -only Dance Tickets for friends Sally Cummings, Foundation Director 10 Parks St. Saint John NB 1Sa4P1 Tel 506 643-7090 foundation(o)rocmaura.com Rocmaura Foundation 501" Anniversary Gala Sponsorship Sat. Oct. 29,2022 THE KING VIP Tables only 4 available $1600 • Table of 10 tickets for $1400. Now THIS is a party! • $850 charitable gift receipt for your donation • 30-minute VIP Pre -Show Reception with Elvis for 10 • Front row VIP seats to Elvis's show and dance. You get the best seats in the house! • Souvenir Photo with Elvis • Table name & Recognition during event Table of 10 Tickets $1400 You receive ten tickets with a $650 tax receipt for your donation Individual Tickets $140 Individual Tickets are $140 each with a $65 tax receipt for your donation Staff Tickets $100 Employees of Rocmaura receive special discounted rate $100 with $25 tax receipt for donation dvance Dance Show Only Tickets $4 Skip the dinner and attend the Elvis Show and Dance ONLY from 9:00 p.m. until 12:00 a.m. $45 purchased in advance or $50 at the door! YES! I HAVE AUCTION ITEMS TO DONATE! Value $ Donate gift cards, or gifts -in -kind (artwork, jewellery, in -demand items & getaways) valued at $50 to $5000 for our Silent or Live Auction. You will receive a tax receipt for the appraised value. Please attach description and estimated value. TICKETS Please send tickets for dinner totaling $ (Table of 10 for $1400 with $650 tax receipt) Payment by Cheque Visa MC AMEX CV Code ($140 each with $65 tax receipt) or Expy Date MM YY or E-transfer to: foundation (a-)-rocmaura. com with Email and Tel in message box so we know who it is from! What is the company/name for the table? Would you like an invoice? Please make our charitable gift receipt out to: Company Name. Address City Post Code Tel Email Contact Please send your company logo in jpeg format to: foundation(a-)rocmaura.com Contact: Sally Cummings, Foundation Executive Director 10 Parks St. Saint John NB E2K 4P1 Tel 506 643-7090 foundation(a)rocmaura.com 194 4:081 .1 ^ ■O- ekol Heather McBriarty "' X 1h•© The Royal Kennebeccasis Yacht Club is pleased to announce the Inaugural Maiden Factor Open Fundraiser Race. Monday, August 8th, 6-9pm, followed by a reception in the clubhouse where you can meet the crew and hear their story firsthand. The race is open to boats from all clubs. Tickets for racing and reception are $20 per person. For a chance to have one of the Maiden crew join your boat during the race, tickets are an additional $10 each. Moorings and/or dock space may be available upon request. We will show the Maiden movie at 6:00pm for on -shore spectators. Racing can be viewed from the clubhouse, and the Maiden crew will arrive at approximately 7:30, post - race. The fee to attend the reception is $20. Spectator boats are welcome. https://maiden.rkyc.ca/ d Maiden Factor and Recept on V f< r TICKETS $20; FUNDS TO SUPPORT kttps:llmaiden.rkyc.ea! LOCAL CANADA GAMES SAILORS 4 5 shares r00 0 Y — Home Friends Watch Profile Notifications Menu 195 M&C No. 2022-252 Report Date July 20, 2022 Meeting Date July 25, 2022 Service Area General Counsel SUBJECT. Sale of 141 Victoria Street to the Saint John Land Bank Inc. EXECUTIVE SUMMARY OF COMMITTEE OF THE WHOLE REPORT FOR OPEN SESSION OF COUNCIL The Saint John Land Bank Inc. ("SJLB") is a key partner in the City's efforts to address its affordable housing challenge. The SJLB aims to acquire a small parcel of City owned land located at 141 Victoria Street (PID 379578) to complete a land assembly with adjoining parcels. Once assembled the site is intended to be developed with a 14-unit building. COUNCIL RESOLUTION That the City transfer to the Saint John Land Bank Inc. the parcel of land located at 141 Victoria Street, also identified as PID 379578, for $1.00, subject to the right of first refusal into the City, with any associated costs being born by the purchaser, on or before August 30, 2022, and that the Mayor and Clerk be authorized to execute any documents necessary to effect the transaction. 196