2023-07-24_Agenda Packet--Dossier de l'ordre du jour
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Committee of the Whole
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Si vous avez besoin des services en français pour une réunion 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:
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ЍʹЉЉ Ʀ͵ƒ͵Ͳ Ћ CƌƚƚƩ .ƚğƩķƩƚƚƒͲ /źƷǤ Iğƌƌ
1.1 Approval of Minutes 68(1)
1.2 Financial Matter 68(1)(c)
1.3 Employment Matter 68(1)(j)
1.4 Financial Matter 68(1)(c)
1.5 Legal Matter 68(1)(f)
1.6 Financial Matter 68(1)(c,d)
1.7 Financial Matter 68(1)(c)
1.8 Financial Matter 68(1)(c)
1.9 Legal Matter 68(1)(f)
1.10 Employment Matter 68(1)(j)
1.11 Legal Opinion 68(1)(f)
Ville de Saint John
Séance du conseil communal
Lundi 24 juillet 2023
18 h
e
2 étage de la salle du Conseil commun, Hôtel de Ville
Un moyen de communication électronique sera mis à disposition lors de cette
réunion. Le public peut assister à la réunion en personne dans la salle du Conseil ou
virtuellement sur le site Internet de la ville (www.saintjohn.ca) ou sur Rogers TV
Comité plénier
1. Ouverture de la séance
Si vous souhaitez obtenir des services en français pour une séance du conseil communal,
veuillez communiquer avec le bureau du greffier communal au 658-2862.
privé en vertu des dispositions prévues au paragraphe 68 (1) de la \[ƚź ƭǒƩ ƌğ ŭƚǒǝĻƩƓğƓĭĻ
ƌƚĭğƌĻ. Le conseil/comité prendra une ou des décisions à cet égard au cours de la séance
publique :
16 h Comité plénier à huis clos Salle de conférence du 2e étage
1.1 Approbation du procès-verbal 68 (1)
1.2 Question financière 68(1)(c)
1.3 Question emploi 68(1)(j)
1.4 Question juridique 68(1)(f)
1.5 Question financière 68(1)(c, d)
1.6 Question financière 68(1)(c)
1.7 Question financière 68(1)(c)
1.8 Question financière 68(1)(c)
1.9 Question juridique 68(1)(f)
1.10 Question emploi 68(1)(j)
1.11 Avis juridique 68(1)(f)
Séance ordinaire
1. Ouverture de la séance
1.1 Reconnaissance du territoire traditionnel
1.2 Hymne national
2. Approbation du procès-verbal
2.1 Procès-verbal du 10 juillet 2023
5.1 : 50 avenue MacAuley, 90 rue
Wilton et 351 chemin du lac Latimore (Recommandation dans le rapport)
5.2 Sentier transcanadien Entente de contribution (Recommandation dans
le rapport)
5.3 Augmentation de la valeur du contrat pour les services :
Quay (Recommandation dans le rapport)
5.4 Contrat de 2022-17 : Rue Sydney (de Broad Street à Tin Can Beach)
Reconstruction de la rue et agrandissement du passage portuaire
(Recommandation dans le rapport)
5.5 384 Lancaster
Avenue (Recommandation dans le rapport)
5.6
(Recommandation dans le rapport)
5.7 20232024 (Recommandation dans le
rapport)
5.8 Réseau environnemental du N.-B. Soutien public pour des solutions
climatiques fondées sur la nature (Recommandation : Dépôt pour
information)
5.9 P.R.O. Jeunesse : Demande de présentation (Recommandation :
Consulter le greffier pour programmer la présentation)
5.10 : Lettre de remerciement
(Recommandation : Dépôt pour information)
5.11 Interconnexion thermique entre le Centre aquatique Jeux du Canada et la
place Market (Recommandation dans le rapport)
6. Commentaires présentés par les membres
7. Proclamation
8. Délégations et présentations
8.1 Opération Feed Saint John
8.2 Commission des services régionaux de Fundy : Stratégie régionale
9. Audiences publiques
9.1 59 avec la recommandation du
comité consultatif de planification et la présentation du personnel
Terrains adjacents au 2100 Sandy Point Road
10. Étude des arrêtés municipaux
10.1 59
e
460 Milford Road (3 séance de lecture)
10.2 59
e
10 Crane Mountain Road (3 séance de lecture)
10.3 Modification du règlement de zonage 21, rue Canon/348 Rockland
e
Road (3 séance de lecture)
11. Interventions des membres du conseil
12. Affaires municipales évoquées par les fonctionnaires municipaux
13. Rapports déposés par les comités
13.1 Comité de croissance : Plan stratégique pour le marché de Saint John
15. Correspondance générale
15.1 K. Harris : Défis relatifs aux planchodromes (Recommandation : Consulter
15.2 Saint John Kings Adult Learning Inc : Prestation de programmes de
formation générale et de littératie numérique pour adultes
(Recommandation principal pour le suivi)
15.3 A. Pottle: Extension possible et entretien tardif du Sentier Ligne Côtière
(Recommandation
16. Ordre du jour supplémentaire
17. Comité plénier
17.1 Programme de responsabilité élargie des producteurs Fournisseur de services de
collecte de recyclage
17.2 Entente CMHC
18. Levée de la séance
COMMON COUNCIL / CONSEIL COMMUNAL
July 10, 2023 / le 10 juillet 2023
MINUTES REGULAR MEETING
COMMON COUNCIL OF THE CITY OF SAINT JOHN
JULY 10, 2023 AT 6:00 PM
ND
2 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
Website (www.saintjohn.ca) or on Rogers TV͵
Present: Mayor Donna Noade Reardon
Deputy Mayor John MacKenzie
Councillor-at-Large Gary Sullivan
Councillor Ward 1 Greg Norton
Councillor Ward 1 Joanna Killen
Councillor Ward 2 Barry Ogden
Councillor Ward 3 Gerry Lowe
Councillor Ward 4 Greg Stewart
Councillor Ward 4 Paula Radwan
Absent: Councillor-at-Large Brent Harris
Councillor Ward 3 David Hickey
Also Present:
Acting Chief Administrative Officer (CAO) M. Hugenholtz
Chief Financial Officer K. Fudge
Director Legal Services J. Boucher
Commissioner Human Resources S. Hossack
Fire Chief K. Clifford
Director Engineering & Chief City Engineer M. Baker
Director Growth D. Dobbelsteyn
Director Communications L. Caissie
Director Legislative Services / City Clerk J. Taylor
Deputy Clerk P. Anglin
Administrative Assistant A. MacLean
1
COMMON COUNCIL / CONSEIL COMMUNAL
July 10, 2023 / le 10 juillet 2023
1. Call to Order
1.1 Land Acknowledgement
Councillor Ogden read aloud the Land Acknowledgement and called for a moment of
reflection.
the
Wolastoqiyik/Maliseet.The Wolastoqiyik/Maliseet along with their Indigenous Neighbours,
and
Friendship Treaties with the British Crown in the 1700s that protected their rights to lands
1.2 National Anthem
The Saint John High School Choir performed O Canada by video.
2. Approval of Minutes
2.1 Minutes of June 26, 2023
Moved by Councillor Killen, seconded by Deputy Mayor MacKenzie:
RESOLVED that the minutes of June 26, 2023, be approved.
MOTION CARRIED.
3. Approval of Agenda
Moved by Councillor Sullivan, seconded by Councillor Stewart:
RESOLVED that the agenda of June 26, 2023, be approved with the addition of items:
16.1 Request by the Proponent to withdraw the Application - 49 Quinton Avenue
17.1 Committee of the Whole: Housing Accelerator Fund 2024-2026 Action Plan
13.2 Request by staff to move ahead on agenda to follow the Consent Agenda as
courtesy to the auditors
MOTION CARRIED.
4. Disclosures of Conflict of Interest
5. Consent Agenda
5.1 RESOLVED that as recommended in the submitted report M&C 2023-175:
Appointment of a Heritage Officer Pursuant to the Heritage Conservation Act, Common
Council appoint Mr. Rodrigo Mendes Campos as a Heritage Officer for the City of Saint
John pursuant to Section 54 of the New Brunswick Heritage Conservation Act.
5.2 RESOLVED that as recommended in the submitted report M&C 2023-172:
Guidelines for Posting on the City of Saint John Events Calendar, Common Council:
2
COMMON COUNCIL / CONSEIL COMMUNAL
July 10, 2023 / le 10 juillet 2023
1. Adopt the following Events Calendar Policy Statement:
The City of Saint John recognizes the benefit to residents of providing a listing of
The City of Saint John will provide residents with a moderated Events Calendar as
a feature on the City of Saint John website, which allows the City, and
organizations whose events meet posting criteria, to post events in a common
location.
the vibrancy of the city, and be held in the boundaries of the City of Saint John.
The Ci
Calendar using the criteria outlined in section 3 (Criteria for Posting);
2. Direct the CAO to facilitate the launch of the on- line Events Calendar and booking
platform for applicants to submit events to the calendar.
5.3 RESOLVED that as recommended in the submitted report M&C 2023-170: Trans
Canada Trail Contribution Agreement, the City enter into an Agreement with the Trans
Canada Trail for funding under the Trail Funding Program Connection and Maintenance
- Saint John -
presented to Council at its July 10, 2023 meeting; and that the Mayor and City Clerk be
authorized to execute the said Agreement.
5.4 RESOLVED that as recommended in the submitted report M&C 2023-176: IRCC
Contribution Agreement - Amendment LIP 2023, the City enter into the Contribution
Agreement Amendment Number 2 in the form as attached to M&C No-176 with His
Majesty the King in Right of Canada, as represented by the Minister of Immigration,
Refugees and Citizenship, for the purpose of increasing the contribution by $4,945 for the
2023-2024 fiscal year and that the Mayor and Clerk be authorized to execute the said
Contribution Agreement Amendment Number 2 and any documents ancillary thereto.
5.5 RESOLVED that as recommended in the submitted report M&C 2023-171: Canada
New Brunswick Integrated Bilateral Agreement for the Investing in Canada Infrastructure
Program Contribution Agreement, the City enter into an Integrated Bilateral Agreement
Contribution Agreement for the Lancaster Lagoon Aeration System Renewal Project
with His Majesty the King in Right of the Province of New Brunswick in the form attached
to M&C No. 2023-171; and that the Mayor and City Clerk be authorized to execute said
Agreement and any documents ancillary thereto.
5.6 RESOLVED that as recommended in the submitted report M&C 2023-174: Boars
Head Road Sidewalk Funding Agreement, the City enter into the Active Transportation
Fund Contribution Agreement in the form as attached to M&C No. 2023-174 with His
Majesty the King in Right of Canada, as represented by the Minister of Infrastructure and
Communities for funding under the Permanent Public Transit Program Active
Mayor and Common Clerk be authorized to execute the said Agreement.
Moved by Deputy Mayor MacKenzie, seconded by Councillor Killen:
3
COMMON COUNCIL / CONSEIL COMMUNAL
July 10, 2023 / le 10 juillet 2023
RESOLVED that the recommendation set out in each consent agenda item respectively
be adopted.
MOTION CARRIED UNANIMOUSLY.
6. Members Comments
Council Members commented on various community events.
7. Proclamation
7.1 The Mayor declared the month of July as Lung Cancer Awareness Month in the
City of Saint John.
8. Delegations/Presentations
9. Public Hearings - 6:30pm
9.1 Proposed Zoning By-Law Amendment with Planning Advisory Committee
stnd
recommendation and Staff Presentation - 21 Canon Street and 348 Rockland (1 and 2
Reading)
Director Dobbelsteyn presented an overview of the application to rezone a parcel of land
having an area of approximately 2,847.26 square metres, located at 21 Canon Street and
348 Rockland Road, also identified as PID Numbers 00025791 and 55086128 from
General Commercial (CG) to Mid-Rise Residential (RM).
Mayor Noade Reardon called the Public Hearing to Order.
The Mayor called for members of the public to speak against the proposed amendment
with no one presenting.
The Mayor called for members of the public to speak in favour of the proposed amendment
with no one presenting.
Mayor Noade Reardon closed the Public Hearing.
Moved by Deputy Mayor MacKenzie, seconded by Councillor Killen:
RESOLVED that the by-law entitled A Law to Amend the Zoning By-Law of the City of
Saint John, rezoning a parcel of land having an area of approximately 2,847.26 square
metres, located at 21 Canon Street and 348 Rockland Road, also identified as PID
Numbers 00025791 and 55086128 from General Commercial (CG) to Mid-Rise
Residential (RM), be read a first time.
MOTION CARRIED.
Read a first time by title, the by-A Law to Amend the Zoning By-Law of the
City of Saint John.
Moved by Deputy Mayor Mackenzie, seconded by Councillor Radwan:
4
COMMON COUNCIL / CONSEIL COMMUNAL
July 10, 2023 / le 10 juillet 2023
RESOLVED that the by-A Law to Amend the Zoning By-Law of the City of
, rezoning a parcel of land having an area of approximately 2,847.26 square
metres, located at 21 Canon Street and 348 Rockland Road, also identified as PID
Numbers 00025791 and 55086128 from General Commercial (CG) to Mid-Rise
Residential (RM), be read a second time.
MOTION CARRIED.
Read a second time by title, the by-A Law to Amend the Zoning By-Law of
the City of Saint John
MOTION CARRIED.
9.2 Proposed Zoning By-Law Amendment with Planning Advisory Committee
stnd
recommendation and Staff Presentation - 460 Milford Road (1 and 2 Reading)
Director Dobbelsteyn provided an overview of a proposed amendment to the Zoning By-
law which rezones a parcel of land having an area of approximately 1.76 hectares, located
at 460 Milford Road, also identified as PID Number 00405381, from Two-Unit Residential
(R2) to Mid-Rise Residential (RM).
Mayor Noade Reardon called the Public Hearing to Order.
The Mayor called for members of the public to speak against the proposed amendment
with no one presenting.
The Mayor called for members of the public to speak in favour of the proposed amendment
with Peter MacKenzie, Architect, Comeau MacKenzie Architecture presenting for the
project developer.
Mayor Noade Reardon closed the Public Hearing.
Moved by Councillor Lowe, seconded by Councillor Killen:
RESOLVED that the by-law entitled A Law to Amend the Zoning By-Law of the City of
, amending Schedule "A", the Zoning Map of The City of Saint John, by
rezoning a parcel of land having an area of approximately 1.76 hectares, located at 460
Milford Road, also identified as PID Number 00405381, from Two-Unit Residential (R2) to
Mid-Rise Residential (RM), be read a first time.
MOTION CARRIED.
Read a first time by title, the by-law entitled, A Law to Amend the Zoning By-Law of the
City of Saint John.
Moved by Councillor Lowe, seconded by Councillor Norton:
RESOLVED that the by-law A Law to Amend the Zoning By-Law of the City of
, amending Schedule "A", the Zoning Map of The City of Saint John, by
rezoning a parcel of land having an area of approximately 1.76 hectares, located at 460
Milford Road, also identified as PID Number 00405381, from Two-Unit Residential (R2) to
Mid-Rise Residential (RM), be read a second time.
5
COMMON COUNCIL / CONSEIL COMMUNAL
July 10, 2023 / le 10 juillet 2023
MOTION CARRIED.
Read a second time by title, the by-law entitled, A Law to Amend the Zoning By-Law of
the City of .
9.3 Proposed Zoning By-Law Amendment with Planning Advisory Committee
recommendation and Staff Presentation - 10 Crane Mountain Road (1st and 2nd Reading)
Director Dobbelsteyn provided an overview of the proposed amendment to the Zoning By-
law which rezones a parcel of land having an area of approximately 11.3 hectares, also
identified as a portion of PIDs 00289587 and 55043277 from Rural (RU) to Pit and Quarry
(PQ) located at 10 Crane Mountain Road.
Mayor Noade Reardon called the Public Hearing to Order.
The Mayor called for members of the public to speak against the proposed amendment
with John Doubt, resident Morna Heights and board member Crane Mountain
Enhancements Inc., stating his concern for blasting on the bedrock.
The Mayor called for members of the public to speak in favour of the proposed amendment
with Rick Turner Hughes Surveys on behalf of the applicant and developer.
Mayor Noade Reardon closed the Public Hearing.
Moved by Councillor Lowe, seconded by Councillor Stewart:
RESOLVED that the by-A Law to Amend the Zoning By-Law of the City of
, amending Schedule "A", the Zoning Map of The City of Saint John, by
rezoning a parcel of land having an area of approximately 11.3 hectares, located at 10
Crane Mountain Road also identified as a portion of PIDs 00289587 and 55043277 from
Rural (RU) to Pit and Quarry (PQ), be read a first time.
MOTION CARRIED.
Read a first time by title, the by-A Law to Amend the Zoning By-Law of the
City of Saint John.
Moved by Councillor Stewart, seconded by Councillor Norton:
RESOLVED that the by-A Law to Amend the Zoning By-Law of the City of
, amending Schedule "A", the Zoning Map of The City of Saint John, by
rezoning a parcel of land having an area of approximately 11.3 hectares, located at 10
Crane Mountain Road also identified as a portion of PIDs 00289587 and 55043277 from
Rural (RU) to Pit and Quarry (PQ), be read a second time.
MOTION CARRIED.
Read a second time by title, the by-law entitled, A Law to Amend the Zoning By-Law of
the City of .
9.4 Refer to Item 16.1 Request by Staff to Cancel Public Hearing - 49 Quinton Avenue
10. Consideration of By-laws
6
COMMON COUNCIL / CONSEIL COMMUNAL
July 10, 2023 / le 10 juillet 2023
11. Submissions by Council Members
11.1 Request for Presentation by Saint John Energy (Councillor Sullivan)
Moved by Councillor Sullivan, seconded by Councillor Killen:
RESOLVED that notwithstanding the two-week wait period for council member motions,
Common Council refer to the Clerk to invite and schedule a presentation from Saint John
Energy on their recent annual report.
MOTION CARRIED.
12. Business Matters Municipal Officers
12.1 Chief Administrative Officer Update on Select Catalytic Projects and Advocacy
(Verbal)
Acting CAO M. Hugenholtz provided and update on the following catalytic and advocacy
projects:
Central Peninsula School Provincial Funding Announcement for a Community Hub
North End School to be developed to enable a hub at a future date
Fundy Quay construction progress
Arena progress
Affordable Housing Funding applications and Provincial Housing Strategy.
Moved by Councillor Sullivan, seconded by Councillor Lowe:
RESOLVED that the Chief Administrative Officer Update on Select Catalytic Projects and
Advocacy (verbal update) be received for information.
MOTION CARRIED.
12.2 CMHC Housing Accelerator Fund - City of Saint John Application
Housing Manager A. Reid pro
proposed application opportunity.
Moved by Councillor Killen, seconded by Deputy Mayor MacKenzie:
RESOLVED that the CMHC Housing Accelerator Fund City of Saint John Application
presentation be received for information.
MOTION CARRIED.
13. Committee Reports
13.1 Finance Committee: 2023-2032 General Fund Long Term Financial Plan
7
COMMON COUNCIL / CONSEIL COMMUNAL
July 10, 2023 / le 10 juillet 2023
The Commissioner of Finance introduced the 2023-2032 General Fund Long Term
Financial Plan.
Moved by Councillor Sullivan, seconded by Deputy Mayor MacKenzie:
RESOLVED that Common Council approve the City of Saint John 2023-2032 General
Fund Long-Term Financial Plan.
MOTION CARRIED.
13.2 Finance Committee: 2022 Audited Financial Statements
Chair of Finance Committee Councillor Sullivan introduced the Finance Committee
recommendation.
Moved by Councillor Sullivan, seconded by Councillor Radwan:
RESOLVED that:
Common Council approve the audited 2022 Consolidated Financial Statements,
Common Council approve the 2022 statement of revenue and expenses of the
Saint John Trade & Convention Centre,
Common Council approve the 2022 City of Saint John Trust Funds financial
statements.
MOTION CARRIED.
14. Consideration of Issues Separate from Consent Agenda
15. General Correspondence
15.1 D. Darling: Request to Present re: Parking Pass
Moved by Deputy Mayor MacKenzie, seconded by Councillor Radwan:
RESOLVED that the request to present from D. Darling: re: Parking Pass be referred to
Chief Administrative Officer.
MOTION CARRIED.
15.2 C. Stevenson - Request to Present SPCA
Moved by Councillor Sullivan, seconded by Deputy Mayor MacKenzie:
RESOLVED that the request to present from C. Stevenson - SPCA be received for
information.
MOTION CARRIED.
15.3 Neighbourhood Watch Request re: Signage
Moved by Deputy Mayor MacKenzie, seconded by Councillor Lowe:
RESOLVED that the Neighbourhood Watch Request re: Signage be referred to the Chief
Administrative Officer.
8
COMMON COUNCIL / CONSEIL COMMUNAL
July 10, 2023 / le 10 juillet 2023
MOTION CARRIED.
16. Supplemental Agenda
16.1 Proposed Zoning By-Law Amendment with Planning Advisory Committee
recommendation and Staff Presentation - 49 Quinton Avenue - Request by Applicant to
Withdraw Application and recommendation from staff to cancel the Public Hearing
scheduled for July 10, 2023
Moved by Councillor Ogden, seconded by Councillor Radwan:
RESOLVED that as requested by the Applicant, Julie and Gavin McCrodan KL Concepts
Ltd. in the submitted correspondence, Common Council accept the request from the
Applicant to withdraw the rezoning application and cancel the associated Public Hearing
scheduled for Monday July 10, 2023, for 49 Quinton Avenue.
MOTION CARRIED.
17. Committee of the Whole
17.1 Housing Accelerator Fund
Moved by Councillor Killen, seconded by Deputy Mayor MacKenzie:
RESOLVED that as recommended by the Committee of the Whole, having met on July
10, 2023, Common Council direct staff to submit a City of Saint John Housing Accelerator
Fund application to Canada Mortgage Housing Corporation (CMHC) generally in the form
as presented to the Committee of the Whole and subject to attestation by the Chief
Financial Officer.
MOTION CARRIED.
18. Adjournment
Moved by Councillor Lowe, seconded by Councillor Ogden:
RESOLVED that the meeting of Common Council held on July 10, 2023, be adjourned.
MOTION CARRIED.
The Mayor declared the meeting adjourned at 8:00 p.m.
_________________________
City Clerk
9
COMMON COUNCILREPORT
M&C No.2023-189
Report DateJuly 18, 2023
Meeting DateJuly 24, 2023
Service AreaGrowth and Community Services
HerWorship Mayor Donna Noade ReardonandMembers of Common Council
SUBJECT: Proposed Public Hearing Date: 50 MacAuley Avenue, 90 Wilton
Street and 351 Latimore Lake Road
AUTHORIZATION
Primary AuthorActing DirectorChief Administrative Officer
Jennifer KirchnerDavid DobbelsteynJ. Brent McGovern
RECOMMENDATION
RESOLVED That Common Councilschedule the public hearing for the Zoning By-
law rezoningapplicationssubmitted by James Chedorefor 50 MacAuley Avenue
(PID:55176341), an applicationsubmitted by for 90 Wilton
Street(PID: 55218192),and an application submitted by Bill Cook for 351 Latimore
Lake Road (PID: 00334631 and part of 00421727)for Tuesday, September 5, 2023
nd
at 6:30 p.m. at the Council Chamber, City Hall 2floor, 15 Market Square, Saint
John, NB.
EXECUTIVE SUMMARY
The purpose of this report is to advise Common Council of theZoning By-law
Rezoningapplicationsreceived and to recommendan appropriate public hearing
datefor theseapplications. The next available public hearing dateisTuesday,
September 5, 2023.
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 theCommunity Planning Act.
REPORT
In response to the motion above, this report indicates the applicationsreceived
andrecommends an appropriate public hearing date. Details of the applications
- 2 -
are documentation
at the public hearing.
Name of Location Existing Proposed Reason
Applicant Zone Zone
James 50 MacAuley One-Unit Two-Unit To convert the
Chedore Avenue (PID: Residential (R1) Residential (R2) One-Unit
55176341) Dwelling into a
Two-Unit
Dwelling.
Peter David 90 Wilton Two-Unit Mid-Rise To legalize a
Street (PID: Residential (R2) Residential long-standing
55218192) (RM) 7-unit
residential
building.
Bill Cook 351 Latimore Rural Integrated To place a mini-
Lake Road (PID: Residential (RR) Development home and to
00334631) and and Rural (RU) (ID) allow the
part of PID: operation of a
00421727 manufactured
home
transportation
business.
While the holding of public hearings for proposed Zoning By-law amendments and
rezonings 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:
Facilitate a mix of affordable housing in all our neighbourhoods;
Achieve 3% annual property tax base growth and ongoing work to increase
the target.
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
- 3 -
ATTACHMENTS
None
COMMON COUNCIL REPORT
M&C No.2023-181
Report DateJuly 12, 2023
Meeting DateJuly 24, 2023
Service AreaPublic Works and
Transportation Services
HerWorship Mayor Donna Noade ReardonandMembers of Common Council
SUBJECT: Trans Canada Trail Contribution Agreement
AUTHORIZATION
Primary AuthorCommissioner/Dept. HeadChief Administrative Officer
Barb CrawfordMichael HugenholtzJ. Brent McGovern
RECOMMENDATION
Itis recommended that the City enter into the Contribution Agreement in the
form as attached to M&C No. 2023-181 with the Trans Canada Trail for funding
related to the Harbour Passage -Accessibility RampProject and that the Mayor
and Clerk be authorized to execute the said Contribution Agreement and any
other documents ancillary thereto.
EXECUTIVE SUMMARY
The City put forward a successful application for funds forrepairs to the Harbour
Passage accessibility ramp at the intersection of Chesley Drive and Bentley
Street.The purpose of this report is to approve the contribution agreement from
the Trans Canada Trail.
PREVIOUS RESOLUTION
N/A
REPORT
The Trans Canada Trail (TCT) isnearly 27,000 kilometersof trailacross Canada
with 4 out of 5 Canadiansliving within 30 minutes of the Trail. Within the City,
the Trans Canada Trail connects withthe town ofGrand Bay-Westfield on
Westfield Road and the Town of Rothesayon Rothesay Road. The trail sections
wind through the City connectingHarbour Passage and Rockwood Parkthrough
multi modal trailsections.
The TCT has severalfunding opportunities for Trail development intended to
support Trail operators in developing,enhancing,and maintaining various
sections of the Trail.
-2-
The City put forward an application Accessibility and Inclusion in
Trails funding program for repairs to the existing accessibility rampat the
intersection of Chesley Drive and Bentley Street.
Theproject aims to promote inclusion
and enhance accessibility on our trail
system within the City of Saint John. By
repairingthe existing accessibility ramp,
the project intends to ensureequal
participation and enjoyment of Harbour
Passageand the overall Trans Canada
Trail system.
The ramp is located at a popular
intersection and drop in point to the
Harbour Passage / Trans Canada Trail
system. This ramp has been closed due to
safety concerns since 2020. Regaining
access to the ramp will provide safe and
convenient entry to the trail network for
individuals using mobility aids such as
wheelchairs, walkers, or strollers. By
Figure 1-Harbour Passage Accessible Ramp
eliminating the current physical barrier,
the project creates a more inclusive trail
experience for all users.
th
The City received notification on June 28that the application for funds was
successful. The Trans Canada Trail Accessibility and Inclusion in Trails funding
program will contribute $50,000toward these repairs.
The financial contribution outlined in the attached Contribution Agreement is
conditional on a number of stipulations including start dateand updated Trans
Canada Trail signage.
Public Works is currently working with TCT on an application to update the trail
signage to include the new TCT branding as well as Trans Canada Trail in French,
English, Wolastoqey and Mi'kmaq (L'nui'suti).
STRATEGIC ALIGNMENT
& PERFORM.
MOVE: We value sustainable transportation choices.
The proposed project will improve accessible active transportation
choices.
PERFORM: We value the best use of our resources.
- 3 -
The attached contribution agreement generates funds to support our
operational program.
SERVICE AND FINANCIAL OUTCOMES
The approved budget for overall capital project is $385,000. This includes the
Harbour Passage Accessible Ramp as well as upgrades at Robertson Square and
stairs adjacent to Union Street on Harbour Passage.
At this time, Harbour Passage Accessible Ramp project
will be completed with Capital funds by staff from the Utilities and Infrastructure
group.
capital cost for completing the project described above is
$211,741.22. The $50,000.00 contribution from Trans Canada Trail funding
program is approximately 24% of the overall budget.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
The General Counsel Office has reviewed the attached contribution agreement.
ATTACHMENTS
Notification of Successful Application - Harbour Passage - Accessibility Ramp,
105072
Trans Canada Trail - Contribution Agreement, 105072
TransCanadaTrail
ContributionAgreement
ProjectCode:105072
Contribution Agreement
Name of Organization: City of Saint John (the "Recipient")
Organization Representative:Barb Crawford
Project Name: Harbour Passage -Accessibility Ramp (the "Project")
Province: New Brunswick
Project Code:105072
TCT Representative: Mathieu Roy
SUMMARY
1.This project is being funded, in part, by Trans Canada Trail ("TCT"), under the Trail Funding Program -
Accessibility and Inclusion in Trails stream, (TFP).
2.TCT will fund 23.61% of actual eligible expenditures for the Project, up to the maximum contribution
amount set out below.
3.The maximum contribution amount from TCT to the Recipient, to be put towards the completion of
this Project, is $50,000.
4.The term of this contribution agreement ("this Agreement") commences from the date of signature
by TCT to 2023/10/31, unless extended by TCT, in writing to the Recipient.
5.The Scope of the Project(including the purpose of the contribution, a brief summaryof the Project,
the eligible costs, Project schedule, Project budget, and expected results) is set out in Appendix A.
6.The Scope of the Project will not change without advance written approval from TCT.
7.The Appendices to this Agreement form part of this Agreement.
DEFINITIONS
TCT -Is the organization managing The Trans Canada Trail network.
The Trans Canada Trail Network-consists of more than 28,000 kilometres of multi-use trails, linking
Canada and Canadians.
Page 1 of 10
Trans Canada Trail
Contribution Agreement
Project Code: 105072
Trail Operator - Is the individual, entity, trail organization or government organization that is leading the
planning, design, construction, maintenance, trail experience and general operation of a Trail Section.
Trail Section - is a defined type of infrastructure that is designed and used to enable one or more trail-
based recreation activities. To be recognized as a trail, the infrastructure must meet the following
criteria:
Be approved by the public and/or private land manager
Be mapped
Marked with proper signage, and
Be actively managed and maintained by a trail operator, or combination of operators, that has
accepted the responsibility for the management and maintenance of the trail and associated
infrastructure.
For this Agreement, Trail Section refers to those operated by the Trail Operator.
Trail Code - TCT number of reference to identify the trail section.
THE RECIPIENT AND THE TRAIL OPERATOR ACKNOWLEDGE AND CONFIRM:
(1) That before signing this Agreement, they concluded an agreement to clearly identify their roles and
responsibilities in regard to this Project and the operation of the trail.
(2) That, by submitting this project, they have read, understood and agreed to the latest guidelines
related to the TFP program (including stream guidelines) which are incorporated by reference into
this Agreement.
(3) That, the Project is located on the Trans Canada Trail network, on a local trail system defined as a
GREENWAY and PAVED, with permitted activities on this section established by TCT's trail definitions
and types at the time of the Project being submitted to TCT.
(4) That:
o A maintenance plan has been/will be implemented
o Safety rules and trail etiquette are clearly set out in trail signage to users, and are enforced
by local law enforcement or trail wardens.
o Trail conditions are suitable for cyclists, paddlers or walkers/hikers to enjoy the best possible
experience on the Trail.
(5) That, the Trail is only being used for lawfully permitted activities, and as otherwise permitted by the
major category and primary type under which the Trail section was built and registered with TCT -
defined above in point (2). Prior to any change in the major category and primary type of a registered
Trail section, the Recipient must first notify TCT and receive written advance approval for the
proposed change. In the event of non-compliance with this provision, TCT may, at any time, require
reimbursement by the Recipient for any contribution that has been provided by TCT. Within 14 days
of any such reimbursement request sent to the Recipient by TCT, the Recipient will reimburse TCT the
full amount of the request, up to the total amount indicated in the signed contribution agreement.
Page 2 of 10
Trans Canada Trail
Contribution Agreement
Project Code: 105072
(6) That, as Recipient, they have the full authority and permission from all the land owners, trail operators
and trail managers to sign this Agreement, and conduct and manage the Project.
THE RECIPIENT AND THE TRAIL OPERATOR AGREE TO:
(1) Complete each stage of the Project, as well as the entire Project, on time, as set out in Appendix A.
(2) Comply with the requirements set out in Appendix B.
(3) Comply with TCT's acknowledgement guidelines.
(4) Comply with TCT's signage guidelines with regards to wayfinders and other signage, for the area
covered by the project. Contact project@tctrail.ca if a wayfinding project is being planned.
(5) Post the following phrase on trailheads and signs of significance (rules of trail, etc.):
Recreational Trail | Sentier Récréatif
Use at Own Risk | À utiliser à vos propres risques
(6) Comply with the reporting schedule set out in this Agreement.
(7) Comply with all applicable federal, provincial/territorial and local legislation, bylaws, codes,
regulations, and current best practices in relation to the Project and the area covered by the Project,
including but not limited to these in relation to construction, health and safety, accessibility and
environmental practices.
(8) Obtain all approvals and permits required for the Project and local trail system.
(9) Take full responsibility for the ownership, maintenance and repair of the Trail, infrastructure and
signage, for the area covered by the Project, subject to this Agreement.
(10) Take full responsibility when defining a Trail section as being accessible or universally accessible.
Where a trail is defined as accessible or universally accessible, ensure an accessible or universally
accessible standard is maintained, with appropriate signage, whenever the trail and all related
infrastructure is open to users.
(11) Comply with and respect TCT's guidelines and policies. The Recipient should contact its TCT
representative to obtain the latest version of TCT's guidelines and policies.
(12) Consent to the publication by TCT of any and all information related to the Project, including but not
limited to, the amount and details of TCT's financial contribution, the name of the Recipient
organization, the Project description and any other related information.
REPORTING AND PAYMENT CONDITIONS
(1) The Recipient must use TCT's online template to deliver all written progress reports for the Project to
TCT in accordance with this Agreement, including Appendix A. Progress reports must include the
following information:
Page 3 of 10
Trans Canada Trail
Contribution Agreement
Project Code: 105072
Confirmation that each aspect of the Scope of the Project has not changed (an explanation,
as well as advance approval from TCT, is required for any changes);
The previous month's expenses and total cost to date;
Any other information or documentation required by this Agreement;
Supporting documentation for any expenses incurred for the Project, as required by TCT, in
its sole discretion.
(2) The Recipient must use TCT's online template to deliver a final report for the Project to TCT within 30
days of the substantial completion of the Project. The final report must include the following
information:
Pictures (before and after the Project);
Proof of insurance, with TCT identified as one of the insured entities;
Signage report, including final GIS locations and trail alignment;
Description of how TCT's contribution has been or will be recognized;
The previous month's expenses and total costs to date;
Matching funds sources;
In the case of a study, the final design, report or any other documentation produced during
the study;
Any other information or documentation required by this Agreement
Maintenance plan;
Supporting documentation, as required by TCT, in its sole discretion.
(3) If TCT does not receive progress reports, or a final report, in accordance with this Agreement, it may
withhold payments until the reports are received and determined by TCT to be in accordance with
this Agreement. Aside from all other available remedies, TCT may terminate this Agreement if any
such report, otherwise in accordance with this Agreement, is not received by TCT within sixty (60)
days of the date on which the report was due.
(4) In addition to the scheduled reports, TCT, in its sole discretion, may require the Recipient to submit
additional reports, verbally or in writing, on such timing as required by TCT.
(5) During the term of this Agreement, the Recipient must demonstrate that it is overseeing the Project
in accordance with this Agreement, including but not limited to, the Scope of the Project, and that it
has the ability to complete the Project in accordance with this Agreement. The Recipient may be
subject to work inspections and validation of financial data by TCT, in its sole discretion, which must
be kept up to date throughout the Project.
(6) The Recipient must maintain all records associated with the Project, and retain them for at least six
(6) years after the expiry of this Agreement. If requested by TCT, the Recipient will provide any
requested records to TCT for inspection, verification or copying, and must allow access to work sites
for inspection. Staff, volunteers or subcontractors involved in the Project must be made available to
TCT for interview purposes as required by TCT in its sole discretion.
(7) The Recipient may be asked to participate in an evaluation or audit of the Project or contribution
under this Agreement. In such case, the Recipient will make available any records required for such
evaluations or audits.
Page 4 of 10
Trans Canada Trail
Contribution Agreement
Project Code: 105072
PAYMENTS
(1) Each payment will be made within 60 days of the signing of the contribution agreement and/or
approval of a project report by Trans Canada Trail. Payments will be made according to the schedule
in Appendix A.
(2) Spending on the Project by the Recipient must be within the agreed upon budget allocation included
in the Scope of the Project (Appendix A). The Recipient must report any budget reallocation within
the budget categories in the next progress report, as well as in the final report.
(3) Any unspent funds must be returned to TCT, unless TCT has provided the Recipient with prior written
approval for such funds to be spent on other items or activities that are consistent with the Project's
purpose, in TCT's sole discretion.
(4) All payments under this Agreement are conditional upon TCT receiving sufficient funding from its
funding sources. The Recipient understands and agrees that if TCT determines, in its sole discretion,
that it does not have sufficient funding for the amounts payable to the Recipient under this
Agreement, TCT may reduce the payments or terminate this Agreement, without any further
obligation or liability by TCT. In such case, the Recipient will have no recourse or rights against TCT.
DEFAULTS
(1) Each of the following actions constitutes a default under this Agreement:
Any named default in this Agreement;
False statements to TCT by the Recipient;
Failure of the Recipient to meet any term condition, requirement or obligation contained in
this Agreement;
TCT determines, in its sole discretion, that the Recipient will be unable to complete the Project
in an acceptable manner or otherwise in accordance with this Agreement.
(2) TCT will deliver notice to the Recipient and the Trail Operator, in writing, of any such defaults (the
"Default Notice"). The Recipient will be required to comply with the conditions set out in the Default
Notice. Upon receipt of the Default Notice, the Recipient will have 30 days to remedy the default. If
the Recipient does not remedy the default, or otherwise comply with the Default Notice to TCT's
satisfaction, in its sole discretion, TCT may:
Suspend or terminate this Agreement, including any payments required under this
Agreement;
Suspend or terminate any other agreements between the Recipient and/or the Trail Operator
and TCT, including any payments required under those agreements;
Refuse to support any future projects of the Recipient;
Page 5 of 10
Trans Canada Trail
Contribution Agreement
Project Code: 105072
Recover some or all of TCT's contribution for the Project;
Remove Trans Canada Trail designation from any area associated with the Recipient and/or
the Trail Operator;
Take any other action or remedy permitted under this Agreement or at law.
(3) The failure by TCT to take any action in response to a default under this Agreement does not constitute
a waiver of TCT's right to take future action with respect to said default.
CLAIMS, TRANSFER, TERMINATION AND RECOURSE
(1) The Recipient and/or the Trail Operator will not make any claim against TCT for any delay or deficiency
in the completion of the Project, nor for any inaccuracies in information provided to the Recipient
and/or the Trail Operator under this Agreement or otherwise.
(2) The Recipient and/or Trail Operator must provide proof they are a member in good standing of the
Nova Scotia Trails Federation or Snowmobilers Association of Nova Scotia and a named insured under
the Nova Scotia Trails Federation/Snowmobilers Association of Nova Scotia joint general liability
insurance policy. If the proponent is not a member in good standing of either the Nova Scotia Trails
Federation or Snowmobilers Association of Nova Scotia, a certificate providing evidence of 2 million
dollars of general liability insurance coverage, with Trans Canada Trail as an additional insured under
the policy, must be provided prior to any payments being distributed.
(3) TCT is not liable for any borrowings, leases or other obligations that the Recipient and/or the Trail
Operator may have incurred with respect to any obligations or expenses towards which contribution
under this Agreement is made.
(4) In addition to any other available remedies, this Agreement may be terminated immediately by TCT
if the Recipient and/or Trail Operator ceases operations, liquidates its business, is placed in
receivership, becomes insolvent or declares bankruptcy.
(5) In the event of a dispute arising from or in connection with this Agreement, the parties agree to
engage in good faith discussions for 30 days, or such further period as may be agreed by the parties
in writing, in an attempt to resolve the dispute. If the dispute is not resolved within the aforesaid
period, either party may refer the matter to an arbitration.
(6) This Agreement is not transferable by the Recipient and/or the Trail Operator.
(7) This Agreement shall be governed solely by the laws of Ontario.
AUTHORIZED SIGNATURES
The undersigned hereby certify the following:
I am duly authorized to bind our organization;
The information included in this Agreement, including in the appendices, is accurate.
Page 6 of 10
Trans Canada Trail
Contribution Agreement
Project Code: 105072
_______________________________ _____________________________
Name of Recipient Signing Authority Name of TCT Signing Authority
_______________________________ _____________________________
Signature (Recipient) Signature (TCT)
_______________________________ _____________________________
Date Signed Date Signed
If different than the Recipient:
_______________________________
Name of Trail Operator Signing Authority
_______________________________
Signature (Operator)
_______________________________
Date Signed
Page 7 of 10
Trans Canada Trail
Contribution Agreement
Project Code: 105072
APPENDIX A SCOPE OF PROJECT
Information
Project Name Harbour Passage - Accessibility Ramp
Total Cost (budget) $211,741
TCT max Contribution $50,000
% of total cost (contribution) 23.61%
Schedule
Start date 2023/07/17
Completion date 2023/09/30
Expiration date 2023/10/31
Project Deliverables
Deliverable Due Date
Progress Report 1 2023/09/07
Final Report 2023/10/07
Payment schedule
Deliverable % of the contribution
Progress report (50% completion stage) 50% of 100%
Final Report 50% of 100%
Description
The City of Saint John is improving accessibility on their local trails. Tender 2023-17, "Harbour Passage
and Robertson Square Decking Replacement and Repairs" includes necessary repairs and replacement to
the existing accessibility ramp. The ramp allows accessible connection from Bentley Street / Douglas
Avenue to Harbour Passage. The ramp is currently closed to traffic and this project will renew
connectivity to the trail for people with accessibility challenges.
Page 8 of 10
Trans Canada Trail
Contribution Agreement
Project Code: 105072
APPENDIX B Promotion and Recognition
Appendix B is provided to ensure that TCT (national) and the Recipient (local) benefit as much as possible
from the unique and valuable relationship we share.
TCT recognizes that the Recipient commonly engages in a variety of fundraising activities, in addition to
receiving financial support from TCT.
The Recipient recognizes that TCT also fundraises for local Trail projects in their provincial/territorial
jurisdiction, in addition to providing fundraising advice and limited support to recipients requiring
assistance.
Guiding Principles
Collaboration: TCT and the Recipient recognize their shared responsibility to collaborate on achieving
their goals and priorities, and are committed to a multi-sector approach.
Stewardship: The Recipient recognizes that donors have entrusted TCT to invest their support in order to
ensure the greatest impact. The Recipient will work with TCT to meet their commitment to donors.
This appendix is a commitment by the Recipient to TCT. The contribution provided through this agreement
has been supplied, in part, through donations to Trans Canada Trail and TCT is committed to recognizing
these donors for their support.
Trans Canada Trail agrees to:
(1) Give a contribution to the Recipient for the completion of the Project, as set out in this Agreement.
(2) At its sole discretion, promote trail sections, funded programs and initiatives within the
Province/Territory through a variety of channels, including but not limited to: TCT's website, social
media channels, as well as campaign and promotional materials.
(3) When feasible, consult and provide guidance with respect to fundraising upon request in order to,
among other things, reduce donor confusion.
(4) Ensure regular and timely communications with the Recipient on any matter that may affect their
relationship with TCT or the terms of this Agreement.
The Recipient and Trail Operator agree to:
(1) Follow the acknowledgement requirement See TCT's acknowledgement guidelines.
(2) Prepare or collaborate, as required, on the development of an event to acknowledge the Project (i.e.
announcement of contribution, trail opening, etc.) and provide a speaking opportunity for a TCT
representative.
(3) Portray Trans Canada Trail positively in all verbal and written communication to the public.
(4) Protect TCT's brand identity by following brand and logo usage guidelines.
Page 9 of 10
Trans Canada Trail
Contribution Agreement
Project Code: 105072
(5) Display signage that is provided, recognizing Trans Canada Trail as a funder. This signage should be
placed in a high-traffic area or at the construction site.
(6) Collaborate with TCT throughout the term of this Agreement to support marketing and content
materials such as blogs, newsletters and other engagement programs that help to demonstrate our
work together in the Province/Territory.
(7) Refrain from fundraising from national corporations who may have already given to TCT. TCT will, in
turn, refrain from fundraising from local and provincial branches of similar national corporations. If
there are questions about who these national corporate donors are, and/or if advice is required to
coordinate a stronger approach to ensure success of your organization.
(8) Participate in donor recognition initiatives, such as thanking donors, when appropriate, thereby
making a tangible connection between donations to TCT and improvements to the Trans Canada Trail.
(9) Provide, for TCT's review, any publication, printed recognition, or signage featuring the TCT logo, prior
to publication, which will not occur without TCT's advance approval.
(10) Notify TCT in advance of any public events related to the Project, and provide an opportunity for TCT
representation and recognition at the event. Demonstrating tangible recognition of local donors who
have contributed to the success of the Project, including notifying TCT, will reflect positively on the
Recipient and will be considered in future funding requests submitted to TCT.
TCT also requires recipients to follow Trans Canada Trail on social media and share its content when
possible, for the duration of the agreement.
Page 10 of 10
Sent by e-mail: barb.crawford@saintjohn.ca
June 23, 2023
Barb Crawford
City of Saint John
15 Market Square, PO Box 1971
Saint John, New Brunswick E2L 4L1
Object: Harbour Passage -Accessibility Ramp, 105072
Dear Barb,
I am pleased to inform you that the Harbour Passage -Accessibility Rampproject led by the City of Saint John(the
"Recipient")has been selected to receive a financial contribution from Trans Canada Trail (TCT) through the Trail
Funding Program -Accessibility and Inclusion in Trails, subject to the conditions detailed below.
Your project will be funded to a maximum of $50,000,which is based on 23.61%of your estimated total project
costs and was calculated based on a percentage of eligible expenses, according to your detailed project budget and
current national funding allocations. Please note that invoices detailing the eligible project expenses may be
required, at the sole discretion of TCT, before payments are made.
The financial contribution outlined in this letter is conditional on the following:
1.Signed Contribution Agreement is received by July 01, 2023
2.Official confirmation of the anticipated start date of the project is received by July 01, 2023
3.Trail will be signed with TCT branded signage featuring logo released in 2021
Failure to meet the above conditions could result in a loss of funding for this project.
In addition to the recognition requirements defined in the Contribution Agreement, it is important to inform TCT of
any announcement(s) planned for this project and to offer TCT (including funders and supporters) the opportunity
to speak at these events. If you have any questions, please contact Raquel Healey at rhealey@tctrail.ca.
On behalf of Trans Canada Trail staff and Boards of Directors, I wish you the very best in the successful completion
of your project and thank you for your support as we continue to maintain, develop, improve and expand the
Trans Canada Trail from coast to coast to coast.
Sincerely,
Trisha Kaplan
Director, Trail Inclusion Initiatives
COUNCILREPORT
M&CNo.2023-155
ReportDateJuly 19,2023
MeetingDateJuly24,2023
ServiceAreaUtilitiesand
InfrastructureServices
HerWorshipMayorDonnaNoadeReardonandMembersof Council
SUBJECT:Contract ValueIncrease for Architectural Services: Loyalist Plaza & Fundy
Quay Harbour Passage ExtensionProject
AUTHORIZATION
PrimaryAuthorCommissioner/Dept.Head Chief Administrative
Officer
Gerald MattssonIan Fogan/Michael BakerJ.BrentMcGovern
RECOMMENDATION
It is recommended thatthe awardedamount of Contract 2021-094501P Architectural
Services:Loyalist Plaza and Fundy Quay Harbour Passage Extension previously
nd
awarded to Glenn GrouponFebruary22,2021,beincreasedfrom$1,401,925.00+
HSTto$1,841,748.00+HSTas outlined in this report.
EXECUTIVESUMMARY
The purpose of this report is to recommend that Council increase the contract value
of the architectural servicesfor the public space at Market Slipand Harbour Passage
extensionproject.
PREVIOUSRESOLUTIONS
July 26, 2021;(M&C2021-221)UtilityandGeneralFund2021 Capital Programs
Revision III, approved.
February22,2021;(M&C2021-045)ArchitecturalServices:Loyalist Plaza & Fundy
Quay Harbour Passage Extension, approved.
December 20, 2021; (M&C 2021-366) Contract 2021-083001T: Public Space at Market
Slip Site Demolition, approved.
August 22, 2022; (M&C2022-272) Final Contract Value 2021-083001T: Public Space at
Market Slip Site Demolition, approved.
August 22, 2022; (M&C 2022-273) Contract 2022-081201T: Public Space at Market Slip
& Harbour Passage Extension, approved.
REPORT
The estimated increased cost for the Architectural Services: Loyalist Plaza & Fundy
Quay Harbour Passage Extension contract, including change orders is estimated to be
$1,841,748.00 plus HST. The difference between the estimated final contract
value and the original contract value is $439,823.00 plus HST. The increased costs
were associated with project change orders to the Contract as well as additional time
for inspection and project management services. An overview of the change orders is
provided below:
Identification of unknown buried materials and infrastructure during
the excavation and backfill phase. This included underground
electrical, gas, storm, water, structural infrastructure (concrete), and
contaminated materials and required additional project management
services by the consultant.
Various change orders associated with finalizing design of key
components of the public space not included in the original contract.
This included dealing with supply chain concerns, temporary patios,
Zamboni storage planning, glazed structure for enclosed patios,
preliminary planning of HVAC for enclosed patios, review of Fire
Code requirements for enclosed patios, negotiating post tender
changes with the contractor and investigating suppliers for seawall
handrail supply.
The above estimate also includes forecasted inspection and
construction management costs to complete the project.
The architectural services for the Loyalist Plaza & Harbour Passage Extension project
are part of the larger initiative to construct a new public space at Market Slip and to
extend Harbour Passage around Fundy Quay. As a result, the overall funding
envelope includes all projects related to Market Slip, Fundy Quay, and the Sea Wall.
Based on a cost projection of the overall project envelope this requested additional
funding can be managed within the budget for the overall project.
Change Orders To date: $289,723.00
Projected Construction Management Shortfall $300,100.00
Minus contingency allowance -$150,000.00
Net Additional Cost $439,823.00
COST SUMMARY
Original Contract Value $1,401,925.00
Minus Contingency Allowance -$150,000.00
Summary of Change Orders +$289,723.00
Projected Construction Management
Shortfall Estimate
+$300,100.00
Final Contract Value $1,841,748.00
It should be noted that the cost increase requested is related to the Architectural
Services: Loyalist Plaza and Fundy Quay Harbour Passage Extension project only.
Design and construction costs related to the Patio HVAC, Seawall Handrail, and
Zamboni garage are covered within the 2023 capital budget and Glenn Group has
separate purchase orders for this work.
STRATEGIC ALIGNMENT
Market Slip revitalization & Harbour Passage Extension is a catalytic project that aligns
with many of priorities including Grow, Green, Belong and Move.
SERVICE AND FINANCIAL OUTCOMES
Engineering fees to cover the costs of design and construction management generally
do not exceed 15-20% of the total overall project cost, depending on the nature of
the project and the engineering services required. This increased fee is approximately
10.6% of the total estimated project cost, which would reflect the current market
value for this type of work.
Funding for the Market Slip revitalization & Harbour Passage Extension project is
provided by the Provincial and Federal Governments through the Investing in Canada
Infrastructure Program (ICIP) and the Disaster Mitigation and Adaptation Fund
(DMAF). The full project (including the seawall) has received more than $18 Million
(67%) of funding with the remainder funds provided by the City of Saint John General
Fund Capital program.
As indicated above, the projected final net cost of the Market Slip & Harbour Passage
Extension project can be managed within the overall budget for the Fundy Quay
project.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS FINANCE
DEPARTMENT
The Finance Department reviewed the report recommendation and overall Fundy
Quay project budget to ensure there was sufficient funding available.
ATTACHMENTS
N/A
COUNCILREPORT
M&C No.2023-183
Report DateJuly 12, 2023
Meeting DateJuly 24, 2023
Service AreaUtilities and
Infrastructure Services
HerWorship Mayor DonnaNoade ReardonandMembers of Council
SUBJECT: Contract 2022-17: Sydney Street (Broad Street to Tin Can Beach)
Street Reconstruction and Harbour Passage Extension
AUTHORIZATION
Primary AuthorCommissioner/Dept. HeadChief Administrative
Officer
Kevin IanFogan / Michael BakerJ. Brent McGovern
RECOMMENDATION
It is recommended that :
(A)Contract No. 2022-17: Sydney Street (Broad Street to Tin Can Beach)
Street Reconstruction and Harbour Passage Extension be awarded to the
low Tenderer, Galbraith Construction Ltd., at their tendered price of
$1,584,749.45 (including HST) as calculated based upon estimated
quantities, and further that the Mayor and City Clerk be authorized to
execute the necessary contract documents; and
(B)that Council approve the issuance of a purchase order for Regional
Petroleum Products Recycling Ltd.in the amount of $125,250.00(plusHST)
for the disposal of contaminated soil related to Contract 2022-17.
EXECUTIVE SUMMARY
The purpose of this report is to recommend that Council awardContract 2022-17:
Sydney Street (Broad Street to Tin Can Beach) Street Reconstruction and
Harbour Passage Extensionto the low tenderer.
PREVIOUS RESOLUTIONS
May 30, 2022: M&C 2022-191; Utility Fund (Revision 1) and General Fund
(Revision II) 2022 Capital Programs, approved.
October 3, 2022: M&C 2022-308 2022 Bilateral Program Projects Reserve
Funding & Pre-Approval of 2023 Utility Program Funding, approved.
- 2 -
October 17, 2022: M&C 2022-317 2023 and 2024 General and Utility Fund
Capital Budget, approved.
November 14, 2022: M&C 2022-343 Traffic By-law Amendment Sydney Street
(Broadview Avenue to Vulcan Street) Removal of Alternate Side On-Street
stnd
Parking, 1 and 2 readings approved.
REPORT
BACKGROUND
The approved 2022 and 2023 General Fund and Water and Sewerage Utility Fund
Capital Programs include funding for various projects on Sydney Street from Broad
Street to Tin Can Beach. For the section of Sydney Street from Broad Street to
Broadview Avenue, full street reconstruction involving the replacement of the
existing watermain and sanitary sewer, new concrete curb and sidewalk, roadway
granular material, asphalt, landscaping and signage will be completed. From
Vulcan Street to Tin Can Beach, a section of watermain will be renewed and a new
storm sewer will be installed. Funding is also included for the extension of
Harbour Passage along Sydney Street from the existing Harbour Passage trail at
the Broad Street/Sydney Street intersection to Tin Can Beach, which involves a
new concrete walkway, fencing, trees/landscaping and site furnishings.
TENDER RESULTS
Tenders closed on July 11, 2023, with the following results, including HST:
1. Galbraith Construction Ltd. Saint John, NB $1,584,749.45
2. Fairville Construction Ltd. Saint John, NB $1,677,436.00
1,827,545.50 including HST.
ANALYSIS
The tenders were reviewed by staff and all were found to be formal in all respects.
Staff is of the opinion that the low tenderer has the necessary resources and
expertise to perform the work and recommend acceptance of their tender.
FINANCIAL IMPLICATIONS
The Contract includes work that is charged against the 2022 and 2023 General
Fund and Water and Sewerage Utility Fund Capital Programs. A portion of this
project (Sydney Street from Broad Street to Broadview Avenue) is partially funded
by the Integrated Bilateral Funding program. The extension of Harbour Passage is
partially funded by the Canada Community Building Fund. 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.
- 3 -
The analysis is as follows:
Budget $ 1,709,040
Project net cost $ 1,739,399
Variance (shortfall) -$ 30,359
The outstanding overall shortfall is based on projected shortfalls in the 2023 Utility
Fund Capital Program ($73,431.14), the 2023 General Fund Capital Program
($7,588.19) and the 2022 General Fund Capital Program ($249,842.78) as well as
a surplus of $300,502.48 in the 2022 Bilateral Fund Programs ($117,817.14 Utility
Share / $182,685.34 General Fund Share).
It is recommended that the 2023 General Fund & Utility Fund Capital Programs
shortfalls ($7,588.19 & $73,431.14) be reallocated from the 2023 deferred
projects within the 2023 General Fund & Utility Fund Capital programs. It is also
recommended that the 2022 General Fund Capital Program shortfall
($249,842.78) be addressed by reallocating uncommitted funding in the overall
Canada Community Building Fund. Although there is a surplus projected for the
2022 Bilateral Fund Programs, terms of the funding program prevent the use of
this surplus to offset other shortfalls on this project.
During the design phase of the project, investigation of the area determined there
was contaminated soil on Sydney Street from Vulcan Street to Tin Can Beach. Staff
had the soil analyzed to determine treatment options. Due to the nature of the
contamination, any material removed from site needs to be disposed of at a
licensed petroleum contaminated soil treatment facility. Fundy Regional Service
Commission was contacted but the facility was not able to accept the soil for use
as cover material. Staff also contacted Regional Petroleum Products Recycling Ltd.
for pricing for treatment of the soil. Regional Petroleum Products Recycling Ltd.
currently has a supply contract with the City for treatment of certain types of
contaminated soils. The contaminated soil on Sydney Street is not one that the
City has a current agreement for and staff received a price of $75/tonne plus HST.
This pricing was in line with other pricing on the supply contract. Based on the
estimated quantity of 1,670 tonnes of material, the cost for treatment of the
contaminated material is $125,250.00, plus HST. It is recommended that a
Purchase Order be issued in this amount in order to treat the contaminated soil
on Sydney Street. The costs for the treatment of the contaminated soil is included
in the above budget analysis. The costs for the trucking of the excavated
contaminated material from the site to the Regional Petroleum Products Recycling
Ltd. facility is included in the scope of work for Contract 2022-17.
POLICY TENDERING OF CONSTRUCTION CONTRACTS
The recommendation in this report is made in accordance with the provisions of
Specifications, and the specific project specifications.
- 4 -
STRATEGIC ALIGNMENT
ies for GROW, MOVE, GREEN, BELONG AND
PERFORM as the project includes reconstructing a section of a city street that is
currently in poor condition while leveraging Other Share funding. In addition, the
project involves the extension of the Harbour Passage multi-use trail from its
current terminus at the Broad Street/Sydney Street intersection along Sydney
Street to Tin Can Beach.
During the design phase of the work for this project, a review of the Central
Peninsula Secondary Plan (The Secondary Plan) was completed. The Secondary
Plan contains several Policies and Proposals relating to the Central
Peninsula. Throughout the engagement process in developing the Plan, more
street trees and greening was identified as a community priority. With respect to
Sydney Street (Broad Street to Tin Can Beach), the Secondary Plan included the
priorities for more street trees and greening. There was also a noted desire to
improve pedestrian infrastructure as well as public access to the water.
The reconstruction of Sydney Street (Broad Street to Broadview Avenue) includes
the renewal of the water and sanitary sewer infrastructure. The street
reconstruction design, along with the extension of Harbour Passage from Broad
Street to Tin Can Beach, achieves a more livable environment in the Southern
Peninsula. A few noteworthy improvements include:
Road narrowing - The existing street cross-section (asphalt width) on
Sydney Street from Broadview Avenue to Vulcan Street will be reduced
from approximately 10 m at the Broadview Avenue intersection to 9 m and
the remaining section will be reduced from approximately 7.5 m to 7 m.
To accommodate the addition of the Harbour Passage multi-use trail on
this section of Sydney Street, it was necessary to reduce the asphalt width
and remove on-street parking between Broadview Avenue and Tin Can
Beach. Sydney Street from Vulcan Street to Tin Can Beach will be reduced
in width from approximately 10 m to 9 m. This will maintain sufficient
travel lane width and alternate side on-street parking while enhancing
safety through traffic calming.
Pedestrian Access Ramps the addition of access ramps installed in the
sidewalks at pedestrian crossings flush with the asphalt roadway surface.
This will remove any barriers to access by all users of the pedestrian
transportation infrastructure. Tactile warning surface indicators will also
be added at any crosswalks on the Harbour Passage multi-use trail.
New Sidewalks - Replacement of asphalt sidewalk with new concrete curb
and sidewalk on Sydney Street from Broad Street to Broadview Avenue. A
new section of the Harbour Passage multi-use trail will be added on Sydney
Street down to Tin Can Beach, thereby improving public access to the
water.
Landscape Improvements - The extension of Harbour Passage also
involves enhanced landscape features including more street trees,
- 5 -
planting beds, benches, bike rack and trash receptacles. Street trees, once
fully grown, can act as another traffic (speed) calming measure as these
-line with the Central
Based on the Secondary Plan and MoveSJ, Sydney Street from Broad Street to Tin
Can Beach has not been designated in the overall Plan as being a preferred route
for bike lanes and therefore no specific cycling infrastructure is planned for this
section of Sydney Street. The traffic calming measures described are expected to
encourage slower speeds for the benefit of cyclists. As is the case on every City
SERVICE AND FINANCIAL OUTCOMES
The municipal infrastructure on Sydney Street from Broad Street to Tin Can Beach
is in poor condition and requires replacement. The renewal of the infrastructure
will reduce the likelihood of future service disruptions to the residents and
businesses due to infrastructure failures. The extension of Harbour Passage down
to Tin Can Beach will also improve public access to the water.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
This report was reviewed with Public Works and Transportation Services. The
procurement policy and Supply Chain Management supports the
recommendations being put forth.
Staff consulted with the Saint John Ability Advisory Committee on the planned
work for Sydney Street (Broad Street to Tin Can Beach).
ATTACHMENTS
N/A
COMMON COUNCILREPORT
M&C No.2023-191
Report DateJuly 20, 2023
Meeting DateJuly 24, 2023
Service AreaGrowth and Community
Services
HerWorship Mayor Donna Noade ReardonandMembers of Common Council
SUBJECT: Proposed Rescheduling of a Public Hearing Date 384 Lancaster
Avenue
AUTHORIZATION
Primary AuthorCommissioner/Dept. HeadChief Administrative Officer
Mark ReadeJacqueline Hamilton / J. Brent McGovern
David Dobbelsteyn
RECOMMENDATION
RESOLVED That Common Councilreschedule the public hearing for the Zoning By-
lawrezoning application submitted by Paul Chiu for 384 Lancaster Ave (PID:
00386466) forMonday,August 21, 2023,at 6:30 p.m.at the Council Chamber, City
nd
Hall 2floor, 15 Market Square, Saint John, NB.
RESOLVED That Common Council authorize the refunding of the $2650application
fee for the Zoning By-law rezoning application.
EXECUTIVE SUMMARY
The purpose of this report is to advise Common Council of the necessity to
reschedule the proposed public hearing for the Zoning By-law application
previously received and to recommendarescheduled public hearing date. The
next available public hearing date isMonday, August 21, 2023.
PREVIOUS RESOLUTIONAND DECISION HISTORY
At its meeting of May 23, 2023, Common Council scheduled a Public Hearing date
of July 24, 2023,for the Zoning By-lawrezoning application submitted by Paul Chiu
for 384 Lancaster Ave (PID: 00386466)
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
- 2 -
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 that an error was identified
in regard to the posting of the English version of the Public Notice, which is a
legislative requirement established in the Community Planning Act. Due to this
error, the previously scheduled Public Hearing for July 24, 2023, cannot occur.
Upon the identification of the error, staff established an updated timeline for the
application and reached out to the applicant to inform them of the situation.
A new public hearing date must be scheduled, to enable the required public
notification to be undertaken as per the Community Planning Act. Details of the
application is
documentation at the public hearing. The following application have been
received for the Monday, August 21, 2023 Public Hearing date:
Name of Location Existing Proposed Zone Reason
Applicant Zone
Paul Chiu 384 Lancaster Business Park General To support
Avenue (PID: Commercial (CBP) Commercial
t he
00386466) (CG)
conversion
of the
building into
general retail.
As the requirement for the scheduling of a new public hearing is the result of an
administrative error, we are recommending the refunding of the application fee.
Refunding of applications fees are typically associated with applications that
have been withdrawn prior to work commencing and can largely be approved by
City staff. Refunds for Zoning By-law amendment applications must be
considered and authorized by Common Council. Staff recommend the refunding
of the applicable fees due to the error impacting our provision of excellent
customer service, resulting in an impact to the previously outlined processing
timelines. In 2022, a refund was granted for a Municipal Plan Amendment and
Rezoning application when an issue with the required advertising was identified.
Staff are currently undertaking an After Action Review to identify process
improvements to eliminate the risk of similar errors arising related to the
legislative requirements associated with public notification.
STRATEGIC ALIGNMENT
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
- 3 -
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:
Facilitate a mix of affordable housing in all our neighbourhoods;
Grow our population at a rate of
Achieve 3% annual property tax base growth and ongoing work to increase
the target.
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.
The proposed refund of the application fee will result in any expenditures for the
application to be allocated from Operating Budget rather than through
the cost recovery associated with the application fee. This includes the cost of the
required mailout to properties located within 100 metres of the subject site.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
N/A
ATTACHMENTS
None
/haahb /h b/L\[ w9thw
M&C No.2023-193
Report DateJuly 17, 2023
Meeting DateJuly 24, 2023
Service AreaGrowth and Community
Services
Her Worship Mayor Donna Noade Reardonand Members of Common Council
SUBJECT: {ƷƩĻĻƷ ğƓķ tǒĬƌźĭ {ƦğĭĻbğƒźƓŭ tƚƌźĭǤ
AUTHORIZATION
Primary AuthorCommissionerChief Administrative Officer
Kate WilcottJacqueline HamiltonJ. Brent McGovern
RECOMMENDATION
Staff recommends:
1.That Common Council adopt the following Street and Public Space
Naming PolicyStatement:
The City of Saint John recognizes that the names of streets and
public spaces are critical for municipal addressing and emergency
response purposes.
The City acknowledges that the names of streets and public spaces
reflect community values by demonstrating how the city chooses to
collectively recognize and honorthe past.
The City may use commemorative street and place naming as a tool
to create an inclusive and diverse culture.
The City will streamline the operational guidelines to address
requests from residents, staff, and developers who request to name
a new or pre-existing street or public spaces.
The City will empower staff and the Civic Commemoration
Committee to guide and advise Council through the naming of
public streets, assets, and spaces including but not limited to roads,
parks, buildings, rinks, fields, beaches, and plazas.
2. That Common Council direct the CAOto implementtheuse of the
{ƷƩĻĻƷ ğƓķ tǒĬƌźĭ {ƦğĭĻ bğƒźƓŭ tƚƌźĭǤ by staff and relevant committees.
- 2 -
EXECUTIVE SUMMARY
Many Canadian municipalities, including the City of Saint John, have recently
developed procedures for addressing the naming and renaming of streets and
public spaces within city boundaries. The City of Saint John established a Council
appointed Civic Commemoration Committee in 2021, with a Terms of Reference
including a process for the naming of public spaces.
The committee used this process to select a list of recommendations to Common
Council for the naming of the new public space adjacent to Market Square.
Because the City did not have a policy for the naming of streets or public spaces,
staff placed the recommendation on hold until this policy could be drafted and
adopted by Council.
As many municipalities are addressing issues with their current naming policies,
staff conducted extensive research of policies and guidelines, and have
developed a policy that is technical while being empathetic and proactive in the
representation of our diversity, history, and our growing community.
PREVIOUS RESOLUTION
RESOLVED March 7th, 2022, Adopt the Terms of Reference for the Civic
Commemoration Committee.
RESOLVED February 8th, 2021, that, as recommended by the City Manager in the
submitted report M&C 2021- 022, Council will direct staff to establish a Civic
Commemoration Committee by early 2022 that, through the implementation of
a consultation and communications plan, would prepare a policy, application,
and guidelines addressing public street and place names, street name changes,
and commemorations in Saint John with the intent to promote inclusion and
diversity.
RESOLVED June 22nd, 2020, that the E. Muir letter re Change of Street Names
for Winslow & Ludlow Streets be referred to the City Manager.
REPORT
In the past 2 years, many municipalities have revised their policies for the
naming of public spaces and streets considering public outcry regarding historical
context. In 2020, staff received two inquiries from residents on this matter (E.
Muir in 2020: Change of Street Names for Winslow & Ludlow Streets and P. Little
in 2020: Recognition of A.B. Walker) which prompted a report to council
recommending the adoption of a committee, and subsequent policy and process
to address public street and place names, street name changes, and
commemorations in Saint John with the intent to promote inclusion and
diversity.
- 3 -
Currently, the City of Saint John has no formal policy covering the process of
naming public streets and other civic spaces. While Council has naming
authority, which it partially delegates to the Planning Advisory Committee (PAC)
through the subdivision by-law, and staff vets names through the NB911 system,
the current procedures have no formal set of guidelines for the name itself.
The adoption of the Street and Public Space Naming Policy would provide a
proactive approach in naming. Simple naming of new streets and spaces would
remain at the staff level in conjunction with the PAC or Council where applicable,
while the renaming or commemorative naming of new streets and spaces would
be directed to the Civic Commemoration Committee for recommendations.
The Specific Guidelines and Process for Naming may include extensive technical
reviews, engagement of knowledge keepers, subject matter experts, and the
public. Additionally, a master list of street and public spaces names will be
established, including all names approved by the committee from public
requests.
This policy applies to City owned assets only, including but not limited to streets
and public spaces. Requests to honor individuals, groups, or organizations on
private land are out of scope and should be organized by the neighborhood
association or community organization. The sponsorship process and naming of
assets by way of sponsorship by third parties is outside the purview of the
committee.
STRATEGIC ALIGNMENT
DƩƚǞ
Aligning with the principles of smart growth and PlanSJ
.ĻƌƚƓŭ
Enhance the quality of life and social well-being in a safe place to live.
aƚǝĻ
Safe, accessible movement of people and goods aligning with MoveSJ
tĻƩŅƚƩƒ
Plans, policies, procedures, and best practices.
SERVICE AND FINANCIAL OUTCOMES
Technical reviews by GIS staff will continue, and staff will provide reports to PAC
or Council as required.
Commemorative naming will be vetted through the Civic Commemoration
Committee with staff preparing reports and organizing engagement as needed.
The Committee will follow current by-laws pertaining to private streets.
- 4 -
Council has approved a modest operating budget of $15,000 to allow the Civic
Commemoration Committee to conduct proper reviews, research, and due
diligence on names.
A communication strategy for the roll out of this new policy will be developed
with the Communications Team and IT, allowing the facilitation of the on-line
application form and master list of names.
There may be minimal costs to the City associated with renaming a street or
public space, such as replacing signage. As per the {ƷƩĻĻƷ ğƓķ tǒĬƌźĭ {ƦğĭĻ
bğƒźƓŭ tƚƌźĭǤͲ Council will be given recommendations on the renaming of
streets by the Civic Commemoration Committee and Council will be the decision
maker on whether a street or public space is to be renamed or given a
commemorative name.
There are costs to residents and businesses if their street is renamed, such as
updating addresses, passports, licenses, bills and other identification. As such,
75% of a would need to
confirm their support of renaming their street through a petition, letter, or
email, before the Civic Commemoration would make a recommendation to
Council.
the {ƷƩĻĻƷ ğƓķ tǒĬƌźĭ {ƦğĭĻ bğƒźƓŭ
tƚƌźĭǤ, while naming rights for the purposes of economic benefit for this City is
not. The sponsorship process and naming of assets by way of sponsorship by
third parties is outside the purview of the committee.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
This policy was written by staff in consultation with policies from other
jurisdictions; staff input was provided from Public Works and Transportation,
Planning, Growth & Community Services, GIS, General Counsel's Office;
Communications; the Civic Commemoration Committee.
ATTACHMENTS
{ƷƩĻĻƷ ğƓķ tǒĬƌźĭ {ƦğĭĻ bğƒźƓŭ tƚƌźĭǤ
źƷƌĻʹ /źƷǤ ƚŅ {ğźƓƷ WƚŷƓ {ƷƩĻĻƷ ğƓķ tǒĬƌźĭ {ƦğĭĻ bğƒźƓŭ tƚƌźĭǤ
Subject: Street and Public Space Naming Category: Policy
Policy No.: M&C Report No.:
Effective Date: Next Review Date: (3 years)
Area(s) this policy applies to: Growth and Office Responsible for review of this Policy:
Growth and Community Services
Related Instruments: Policy Sponsor:
Document Pages: This document consists of 13
pages.
Revision History:
Common Clerk's Annotation for Official Record
I certify that the __________Policy was adopted by resolution of Common
Council on ______________.
_________________________ _________________________
Common Clerk Date
Contact:
Telephone:
Email:
TABLE OF CONTENTS
PREAMBLE: NAMING PUBLIC STREETS AND SPACES
DEFINITIONS
1. POLICY STATEMENT ..................................................................................................................... 4
2. PURPOSE ...................................................................................................................................... 5
3. SCOPE ........................................................................................................................................... 5
4. GENERAL GUIDELINES .................................................................................................................. 5
5. SPECIFIC GUIDELINES FOR NAMING STREETS .............................................................................. 6
7. SPECIFIC GUIDELINES FOR NAMING PUBLIC SPACES ................................................................... 7
8. CITY STREET AND PUBLIC SPACE NAMING PROCESS ................................................................... 7
9. ROLES AND RESPONSIBILITIES ................................................................................................... 10
"Cities have the capability of providing something for everybody, only because, and only when,
they are created by everybody."
-Jane Jacobs
The names of streets and public spaces help to define the identity of a city and how citizens
interact with it. Practically, they serve as a mailing address for deliveries, a location for emergency
services, or a navigational tool. Culturally, they are the vernacular of a city: a beloved corner, a
park dedicated with pride and reflection, a street name that tells a story. As a City rich in diverse
histories, cultural identities, and natural resources, the names placed on street and public spaces
can help build social cohesion, and influence experiences and perceptions of the city.
2
5ĻŅźƓźƷźƚƓƭ
/ĻƩĻƒƚƓźğƌ bğƒĻ refer to an honorary name assigned to a space in honour of an
individual, event, or an organization that has made a significant contribution to that
community or neighborhood.
/źƷǤ refers to the City of Saint John
/źǝźĭ /ƚƒƒĻƒƚƩğƷźƚƓ /ƚƒƒźƷƷĻĻ is the Council appointed committee that adjudicates
city asset naming applications based on the approved policy.
/ƚƌƌĻĭƷƚƩ wƚğķ is a low to moderate capacity road which serves to move traffic from local
roads to arterial roads and which is designed to provide access to residential properties.
/ƚƒƒĻƒƚƩğƷźǝĻ bğƒĻ is a name assigned as the primary name to a Street or Public
Space to commemorate one or more individuals, communities, organizations, events, or
ideas of significance to Saint John, New Brunswick, or Canada.
/ƚƓƭǒƌƷğƷźƚƓ refers to the process in which staff engages subject matter experts and/or
the public for information and feedback for decision-making. This may include online
consultation, in person meetings, surveys, or polls.
5źƩĻĭƷźƚƓğƌƭ are words that incorporate a cardinal or ordinal direction (i.e., North, South,
Northwest, etc.)
5ǒƦƌźĭğƷĻ bğƒĻƭ are names that are spelled identically, even if pronunciation differs.
DǒźķźƓŭ tƩźƓĭźƦƌĻƭ refers to the Terms of Reference of the Civic Commemoration
Committee
YƓƚǞƌĻķŭĻ YĻĻƦĻƩΉ9ƌķĻƩ is a person recognized by a First Nations community as having
knowledge and understanding of traditional culture of the community. Individuals
possess knowledge and wisdom of spiritual and social traditions, coupled with the
contemporary English word for these individuals, although many First Nations utilize
different traditional terms to describe these individuals.
ağƭƷĻƩ \[źƭƷ ƚŅ {ƷƩĻĻƷ ğƓķ tǒĬƌźĭ {ƦğĭĻ bğƒĻƭ is a City dataset that includes all names
approved by the Civic Commemoration Committee for use as a street or public space
name. Names may be reserved for a specific development or available for general use.
bğƒźƓŭ ğ ƭƷƩĻĻƷ ƚƩ ƦǒĬƌźĭ ƭƦğĭĻ means assigning a legal name. This is the name used for
addressing and emergency response identification.
3
tǒĬƌźĭ {ƦğĭĻ refers to any City owned real property or significant related assets including,
but not limited to, community centres, plazas, beaches, parks, playgrounds, sports fields,
gazebos, trails, multipurpose rooms, gymnasiums, and ice rinks. Additionally, unless
otherwise stated in this Policy, any reference to City Property in this Policy includes
Property Features.
{ƚǒƓķğƌźƉĻ bğƒĻƭ are names that sound alike when the name is spoken aloud but that
may be spelled differently, or that sound sufficiently similar that a person in distress may
mispronounce the name in such a way to cause confusion for way finding (i.e., Hutchison,
Hutchinson; Smith, Smyth; Johnson, Johnsen)
{ƦƚƓƭƚƩƭŷźƦ is the contractual arrangement for a defined period of time where a third
party provides goods, services, or financial contribution in return for access to the
commercial/marketing potential associated with rights for the inclusion and public
{ǒĬķźǝźƭźƚƓ .ǤΏƌğǞ is the by-law governing the subdivision process of dividing a larger
parcel of land into individual lots and streets.
{ǒĬƆĻĭƷ ağƷƷĻƩ 9ǣƦĻƩƷ Λ{a9Μ acts as a repository of authoritative information. In relation
to this policy, the SME could be a historian, government staff, stakeholder in EDI,
community organizer, elder, or a person who has historical, analytical, or other
knowledge to guide staff and committee members.
ŷĻƒĻ bğƒźƓŭ means assigning names within a neighbourhood or subdivision that have
a commonality to create a sense of place or belonging.
ƚƦƚŭƩğƦŷźĭ CĻğƷǒƩĻ is a surface feature or geographical contours of the land, both
natural and manmade
9ƨǒźƷǤ 5ĻƭĻƩǝźƓŭ DƩƚǒƦ describes a subset of a population that holds a smaller
percentage within a significant subgroup than the subset holds in the general population.
ğǤŅğƩźƓŭ bğƒĻ is a non-Commemorative Name, often using topographic, flora, or fauna
names.
Њ͵ tƚƌźĭǤ {ƷğƷĻƒĻƓƷ
The City of Saint John recognizes that the names of streets and public spaces are critical
for municipal addressing and emergency response purposes.
4
The City acknowledges that the names of streets and public spaces reflect community
values by demonstrating how the city chooses to collectively recognize and honour the
past.
The City may use commemorative street and place naming as a tool to create an
inclusive and diverse culture.
The City will streamline the operational guidelines to address requests from residents,
staff, and developers who request to name a new or pre-existing street or public spaces.
The City will empower staff and the Civic Commemoration Committee to guide and
advise Council through the naming of public streets, assets, and spaces including but not
limited to roads, parks, buildings, rinks, fields, beaches, and plazas.
Ћ͵ tǒƩƦƚƭĻ
This policy is intended for the naming and renaming of streets and public spaces, This
policy is used to provide a framework for adjudicating applications submitted to the
Civic Commemoration Committee. This policy is also used to provide a framework for
departments and other committees as applicable.
Ќ͵ {ĭƚƦĻ
Ќ͵Њ This policy applies to the Civic Commemoration Committee, City departments and
other Committees appointed by Common Council as applicable. Naming for the
the scope of this policy, while naming rights for the purposes of economic benefit
for this City is not. The sponsorship process and naming of assets by way of
sponsorship by third parties is outside the purview of the committee.
Ќ͵Ћ This policy applies to City owned assets only, including but not limited to streets
and public spaces. Requests to honour individuals, groups, or organizations on
private land are out of scope and should be organized by the neighborhood
association or community organization.
Ќ͵Ќ such as found on benches, trees, paving stones, ceremonial markers,
planting beds are out of scope, and would be directed to the Parks Department,
Land for Public Purposes Program, or the Commemorative Bench Program.
Ќ͵Ѝ vide appreciation of persons,
places,
educate and to provide an understanding of the significance of the subject and
therefore are not included in this policy.
Ќ͵Ў - A separate policy and set of procedures will capture the
commissioning, donation, and placement of Public Art within the City of Saint
John.
5
Ѝ͵ DĻƓĻƩğƌ DǒźķĻƌźƓĻƭ ŅƚƩ {ƷƩĻĻƷ ğƓķ tǒĬƌźĭ {ƦğĭĻ bğƒźƓŭ
Ѝ͵Њ The City will consider proposals for street and public space naming but is under
no obligation to accept a proposal to name or rename a Street or Public Space.
Ѝ͵Ћ Streets and Public Spaces whose names have been reviewed within the previous
ten years will generally not be renamed or reviewed.
Ѝ͵Ќ All materials submitted to the Civic Commemoration Committee in conjunction
with street and public space applications will be considered public information.
Ѝ͵Ѝ All naming requests will be subject to the naming review process, including a
Technical Review and Commemorative Name Review.
Ѝ͵Ў All new commemorative park, street, and civic asset names within the City of Saint
John must be approved by the Civic Commemoration Committee in accordance
with these guidelines.
Ѝ͵Џ Proposed names must be in compliance with the New Brunswick Human Rights
Code.
Ѝ͵А Approved names for streets, parks, and other civic assets must not be problematic
for dispatching emergency services personnel (i.e., duplicate or soundalike names).
Names will be cross referenced with NB911 services to prevent this issue.
Ѝ͵Б Proposed names in an Indigenous language or a Commemorative Name
recognizing an Indigenous individual, organization, event, or concept will require
consultation with Indigenous communities and adherence to appropriate
Indigenous practices or protocols.
Ѝ͵В Theme naming for streets and parks within a neighbourhood or subdivision is
permitted so long as the theme is in accordance with these guidelines.
Ѝ͵ЊЉ Street and Public Space names shall not make a direct or indirect reference to
recent events or recently deceased individuals until two years has elapsed since
the event or death.
Ѝ͵ЊЊ All street and public space names, regardless of language of origin, must be
rendered in the modern Latin alphabet on the primary signage on the pole to
facilitate way finding and mail delivery. Additional signage featuring syllabics in
language groups or other cultural groups with a strong connection to the area may
be added as secondary signage.
Ѝ͵ЊЋ Directionals may not be incorporated into the prefix of a street or park name.
Ѝ͵ЊЌ The duration of the property name is at the sole discretion of the City and may be
revoked or the City Property may be renamed as per the process outlined in this
policy.
Ѝ͵ЊЍ Naming or renaming a street or public space on behalf of an individual, event, or
o
representative. In circumstances where consent has not been received, the City, in
the absence of any refusal to provide consent or legal concerns, may approve the
name if it is satisfied that reasonable efforts have been made to obtain consent.
Ѝ͵ЊЎ Suffixes for street names are assigned by GIS to ensure the appropriate suffix is
used to describe the type, function, length, and configuration of the street.
6
Ѝ͵ЊЏ New streets and subdivisions will follow the same guidelines for public streets and
spaces. The recommendation by the Civic Commemoration Committee will adhere
to the subdivision by-law of the City of Saint John.
Ў {ƦĻĭźŅźĭ DǒźķĻƌźƓĻƭ ŅƚƩ bğƒźƓŭ {ƷƩĻĻƷƭʹ
Ў͵Њ When a street name honours a person or persons, surnames alone will be approved
for use.
Ў͵Ћ The City of Saint John will work with the developer/owner to create more
meaningful address descriptions for structures located thereon and to align with
this policy criteria to ensure public safety and way finding.
Ў͵Ќ Whenever possible, the City of Saint John will work with regional partners
including First Nations and the Province of New Brunswick to conduct naming
procedures in the Saint John area in a manner that ensures public safety and way
finding. This may include, but is not limited to: consultation, name vetting on
behalf of the regional partner, reserving a name from the Master List of Street
and Public Space Names for a regional partner.
Ў͵Ѝ Private streets shall be required to conform to the General Guidelines of this policy
(Section 4).
Џ {ƦĻĭźŅźĭ DǒźķĻƌźƓĻƭ ŅƚƩ bğƒźƓŭ tǒĬƌźĭ {ƦğĭĻƭʹ
Џ͵Њ This policy does not apply to parks or features within a park where sponsorship
has been provided by third-party organizations.
Џ͵Ћ When a park name honours a person or persons, first and last names may be
approved for use.
Џ͵Ќ The City of Saint John shall consult with third party interest groups, including but
not limited to:
Џ͵Ќ͵Њ The local community association or board
Џ͵Ќ͵Ћ The developer of the park or subdivision
Џ͵Ќ͵Ќ User groups, organizations, or residents in the area
Џ͵Ѝ If the park is located on a joint use site involving the City of Saint John and a
school, or if the site is adjacent to a school, the City shall consult with the province
prior to naming the park.
Џ͵Ў In the case of a proposed renaming, the City shall arrange for a public consultation
process in cooperation with the respective community association, board, or user
group to consult those affected by the name change.
Џ͵Џ Elements within zone and municipal parks that are distinct and separate such as
athletic fields, pavilions, plazas and other public spaces may also be named in
accordance with these guidelines at the discretion of the City of Saint John.
А /źƷǤ {ƷƩĻĻƷƭ ğƓķ tǒĬƌźĭ {ƦğĭĻ bğƒźƓŭ tƩƚĭĻƭƭ
А͵Њ At any time, a proposal for naming City Streets and Public Spaces may be
submitted by staff, council, or the public.
А͵Ћ In the case of a staff referral, the proposal is sent directly to GIS staff.
7
А͵Ќ The public can propose a potential name to the City via a website form requesting
a name change or a submission to the master list.
А͵Ѝ Letters to council will be referred to staff and placed in the queue for
consideration and will be processed as a website submission.
А͵Ў Requests by staff or council regarding time-sensitive projects will be given
precedence.
А͵Џ All proposals to name a street or public space will go through a Technical Review;
if the proposed name is Commemorative, the proposal will also go through a
Guiding Principles Review.
А͵А ĻĭŷƓźĭğƌ wĻǝźĻǞ
А͵А͵Њ GIS staff will notify applicant when a proposal is received.
А͵А͵Ћ Staff (GIS) will review proposal for completeness. If the proposal is
incomplete, staff will provide recommended next steps.
А͵А͵Ќ For non-commemorative street names, if the proposal is complete and
complies with the Street Naming Policy, staff will make a positive
recommendation to Council for consideration on the proposed non-
commemorative name.
А͵А͵Ѝ If the proposal does not comply to the Street and Public Space Naming
Policy, the applicant will be notified.
А͵А͵Ў For Commemorative names, if the proposal is complete and complies
with the Street and Public Space Naming Policy, GIS will forward it to the
Civic Commemoration Committee Staff lead for the Guiding Principles
Review.
А͵Б /ƚƒƒĻƒƚƩğƷźǝĻ bğƒźƓŭ wĻǝźĻǞ
А͵Б͵Њ If a Commemorative name is recommended during the Property
Development and Capital Project Planning process, a request will be
made to the Civic Commemoration Committee.
А͵Б͵Ћ The Committee will begin the process to select a Commemorative name,
working with the City's Guiding Principles for Commemoration.
А͵Б͵Ќ The Committee may engage the public and stakeholders for naming or
choose from the Master List of Street and Public Space Names.
А͵Б͵Ѝ If the proposal does not meet the Guiding Principles, staff will notify the
applicant if further information is required for resubmission, or the
reasons that the proposal was declined. Staff may also suggest
alternative commemorative naming opportunities such as the City of
Saint John Memorial Tree and Bench program.
А͵Б͵Ў At the completion of the Civic Commemoration Committee process, and
a name that demonstrably meets all criteria has been chosen, the Civic
Commemoration Committee will submit a Commemorative Name Report
for approval by Common Council. If the request is for a new street in a
subdivision, the committee will adhere to the direction of the current
Subdivision By-law.
А͵В bğƒźƓŭ ğ bĻǞ {ƷƩĻĻƷ ƚƩ tǒĬƌźĭ {ƦğĭĻ
8
The staff lead responsible for a new City Street or Public Space will consult GIS
and Growth and Community Services prior to naming and follow the Technical
Review and/or Commemorative Naming Review.
А͵ЊЉ /źƷǤ \[Ļķ wĻƓğƒźƓŭ
The City may be required to update the existing Wayfinding name of an existing
City Street for safety or operational purposes following a Technical Review. The
City will follow the guidelines outlined in this policy.
А͵ЊЊ tǒĬƌźĭ wĻƨǒĻƭƷƭ ŅƚƩ wĻƓğƒźƓŭ
А͵ЊЊ͵Њ The City will only consider requests to review a name of a City street or
property when in:
a. The name poses a threat to health and safety and/or wayfinding;
b. The name honouring a person has been misspelled;
c. The historical legacy of the namesake has been found to be
unfitting of honour through consultation with the Civic
Commemoration Committee and subject matter experts;
d. The current name is inconsistent with City By-laws or policies;
А͵ЊЊ͵Ћ The public may submit a proposal to rename a City Street or Public Space
that currently has a Wayfinding name or Commemorative name with a
new Commemorative name.
А͵ЊЊ͵Ќ The City will consider such proposals but is under no obligation to accept
a proposed name.
А͵ЊЊ͵Ѝ
Public Space Naming Form and at minimum is to include:
a. The current name and/or address of the City Property;
b. The proposed Commemorative Name for the City Property or
street;
c. The rationale for the proposed Commemorative Name and how
the Commemorative Name fits the Guiding Principles for
Commemoration;
d. Documented support from the community, including but not
limited to petitions or support letters;
e. A public request to rename a street requires the applicant to
demonstrate that at least 75% of residents, property
owners, and businesses are in support through a petition, letter,
or email.
А͵ЊЊ͵Ў The information above is sent to Growth and Community Services, and
staff will prepare the information to be included in the Civic
use the Commemorative Naming Review.
А͵ЊЊ͵Џ The Committee will assess the proposal against the City of Saint John
Guiding Principles for Commemoration.
А͵ЊЊ͵А If the Committee decides there is ample cause for renaming, the
Committee will follow the process outlined in the Commemorative
Naming Review.
9
А͵ЊЋ ağƭƷĻƩ \[źƭƷ ƚŅ {ƷƩĻĻƷ ğƓķ tǒĬƌźĭ {ƦğĭĻ bğƒĻƭ
Twice a year, the City will provide an opportunity for the public to submit
commemorative names to be considered for the Master List of Street and Public
Information must include:
a. The proposed Commemorative Name;
b. The rationale for the proposed Commemorative Name and how
the Commemorative Name fits with the Guiding Principles for
Commemoration;
c. Any historic Documentation.
А͵ЊЌ The submitted commemorative names will be vetted using the Technical Review
and Commemorative Naming Review.
А͵ЊЍ Names that meet the criteria will be placed on the Master List of Street and
Public Space Names for future consideration. This list will be reviewed annually
for NB911 changes.
Б wƚƌĻƭ ε wĻƭƦƚƓƭźĬźƌźƷźĻƭ
The GIS staff has authority to recommend to the Common Council or a committee with
delegated authority as identified in the Subdivision By-Law, a wayfaring street name.
The GIS staff is responsible for providing committee support for the Civic
Commemoration Committee, including maintaining the list of street and park names
approved for use.
The Civic Commemoration Committee is responsible for adjudicating commemorative
names of street and public space applications in accordance with this policy.
The Common Council is responsible for final approval of names recommended by GIS
staff or the Civic Commemoration Committee unless otherwise delegated to a
committee.
City departments are responsible for ensuring that street and public space names
suggested for use in new neighbourhoods are in compliance with this policy.
10
COMMON COUNCIL REPORT
M&C No.
2023-182
Report DateJuly 20, 2022
Meeting DateJuly 24, 2023
Service AreaGrowth and Community
Services
HerWorship Mayor Donna Noade ReardonandMembers of Common Council
SUBJECT: 2023 -2024 Arena Ice Rates
AUTHORIZATION
Primary AuthorCommissioner/Dept. HeadChief Administrative Officer
Jen Reed Jacqueline HamiltonJ. Brent McGovern
RECOMMENDATION
Your Chief Administrative Officerrecommends Common Council:
1.Approvea3% rate increase as listed in table 1of M&C Report 2023-182
for the 2023-2024 Arena ice season.
EXECUTIVE SUMMARY
Sport and Recreation programming is an important priority for the City of Saint
-of-life offerings and broader value-
proposition. Staff are continuing to workon the review of the Recreation
Subsidization Policy,however rates still need to be set so user groups can have
reasonable notice to book space at City facilities.
Common Council approveda 3% rate increase for the 2023 Field, Arena Floor
th
and Tennis Court rates on February 27, 2023.Consideringthat prior decision,
staff recommend a 3% increase toarena ice rentalrates for the 2023-2024
seasonand staff will be reporting back as work on the Recreation Subsidization
Policy is completed.
PREVIOUS RESOLUTION
th
March 7, 2022-: RESOLVED that the matter be referred to the City Manager to
reconsider the youth rates on ballfields.
March 21, 2022-:RESOLVED that Common Council freeze the rates as they
investments be made in recreation and our parks to provide the best possible
service to residents and develop a new governing policy in 2023 that embodies
these values.
- 2 -
March 21, 2022-: RESOLVED that as recommended by the City Manager in the
submitted report M&C 2022-074: Referral Response - 2022 Field, Arena Floor
and Tennis Rates, Common Council:
1. Approve the updated Outdoor Facility Allocation Policy, as attached to
M&C Report 2022-
2. Direct the City Manager to develop recommendations for Finance
Recreation Subsidization Policies, including, among others, the
opportunity for additional P.R.O. Kids investment, additional affordability
and competitiveness adjustments in the calculation of field rates, and
further differentiation of field types in the assessment of rates.
th
February 27, 2023: RESOLVED that as recommended in the submitted report
M&C 2023-46: 2023: Field, Arena Floor and Tennis Court Rates, Common
Council: 1. Approve a 3% rate increase for the 2023 Field, Arena Floor and Tennis
Court rates as listed in table 1 of M&C Report 2023-46. This option will allow
time for a complete review of the Recreation Subsidization Policy
REPORT
Staff are in the process of reviewing the Recreation Subsidization Policy
th
(Attachment A of this report). A request for proposal was issued on May 17,
2023. No bids were received, and staff were directed to consult directly with
potential agencies. Currently, staff are reviewing two completed proposals for
the scope of work required. Staff anticipate selecting a consulting firm by mid-
summer to commence the full review. The review of the Recreation
Subsidization Policy involves analysis of the current policy which includes
research in leading practices, community demographics, community
engagement, analysis of existing approaches and recommendation of final
approach. Staff anticipate returning to council in 2024 with a recommendation
on the policy.
Please note, there are no recommendations for updates to the Ice Allocation
Policy currently.
STRATEGIC ALIGNMENT
by enhancing the quality of
life and social well-being by offering recreation, arts, and cultural opportunities
to align with PlaySJ and PERFORM by establishing a sustainability Recreation
Subsidization Policy.
- 3 -
SERVICE AND FINANCIAL OUTCOMES
Staff recommend considering an operational increase for the 2023-2024 arena
ice season. Proposed rates are listed in table 1 of the report. The proposed rate
increase will be reflected in the final 2024 Operating Budget. For reference the
2022-2023 rates are listed in table 2 of this report.
It is expected that a rate increase of 3% will generate $16,367 in additional
revenue to help offset operating expenditures that are increasing because of
inflation. As a reference the Consumer Price Index for May 2023 was 3.4% and
June 2023 was 2.8% year-over-year (Statistics Canada)
Table 1: Proposed 2023-2024 Arena Ice Rates.
2023-2024 Arena Rates (+HST)
Youth / Schools /
Seniors Adults For-Profit
Tournaments
Early Morning
$159.65 $154.50 $154.50 $301.79
(Mon-Fri: 6:30am-8am)
Pre-Prime
$123.60 $188.49 $228.66 $301.79
(Mon- Fri: 8am-4pm)
Prime Time
(Mon-Fri: 4pm-10pm) $183.34 $197.76 $273.98 $301.79
(Sat/Sun & Holidays 6:30am-10pm)
Post-Prime
(Mon-Fri & Sat/Sun 10pm-$125.66 $159.65 $230.72 $301.79
11:30pm)
Table 2: 2022-2023 Arena Ice Rates.
2022-2023 Arena Rates (+HST)
Youth / Schools /
Seniors Adults For-Profit
Tournaments
Early Morning
$155.00 $150.00 $150.00 $293.00
(Mon-Fri: 6:30am-8am)
Pre-Prime
$120.00 $183.00 $222.00 $293.00
(Mon- Fri: 8am-4pm)
Prime Time
(Mon-Fri: 4pm-10pm) $178.00 $192.00 $266.00 $293.00
(Sat/Sun & Holidays 6:30am-10pm)
Post-Prime
(Mon-Fri & Sat/Sun 10pm-$122.00 $155.00 $224.0 $293.00
11:30pm)
- 4 -
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
Staff from Growth and Community Services, Public Works and Transportation
Services and Finance have reviewed this report.
ATTACHMENTS
Attachment A- Recreation Subsidization Policy
Recreation Subsidization Policies Details
-332: Recreation Subsidization Policies -
December 16, 2019:
WHEREAS over-arching principles in development of policy is important, the following are
recommended for Parks & Recreation service subsidization,
Subsidize all City taxpayers to a degree because each already pay taxes toward the use
of Parks & Recreation facilities,
Ensure consistency in cost recovery between the various facilities,
Employ a commonly used practice of having differential cost recovery targets relative to
adults, youth, and seniors, given relative community benefits received, and
Consider taxpayer affordability, particularly in relation to contributing to Sustainability
for the years 2021 and 2022.
WHEREAS costs to operate and maintain some Parks & Recreation facilities are significantly
high and where significant negative impact on demand would result with application of the full
cost recovery value;
A modified cost recovery value may be calculated and used in the place of the full cost
recovery value;
WHEREAS a modified cost recovery value is justified for ball fields and floor use of arenas;
The modified cost recovery value for ball fields and floor use of arenas shall be 50% of
full cost recovery,
WHEREAS City taxpayer investment in Parks & Recreation Services as described in Appendix A
of this report represents approximately 10% of the residential tax base in the City of Saint John;
Generally, an Adult City of Saint John resident shall be subsidized by 10% and pay 90% of
the full or modified operating cost when a user fee is applied to a Parks & Recreation
Service,
WHEREAS Seniors have contributed to the quality of life we now enjoy, may benefit from social
interaction opportunities, and may face financial burdens, justifying their greater level of
subsidization;
Recreation Subsidization Policies Details
Generally, a Senior (65 years or older) City of Saint John resident shall pay 70% of the
full or modified operating cost when a user fee is applied to a Parks & Recreation
Service,
WHEREAS Youth are our future community leaders where access to recreation opportunities
can assist in learning teamwork, confidence, and other important life skills, justifying their
greater level of subsidization;
Generally, a Youth City of Saint John resident (18 years or younger) shall pay 60% of the
full or modified operating cost when a user fee is applied to a Parks & Recreation
Service,
WHEREAS education improves employment opportunities, develops a skilled workforce
contributing to the economy of the City of Saint John, and educational institutions add to the
cultural fabric of our community;
Generally, teams of City of Saint John based schools in the Anglophone and
Francophone School Districts, University of New Brunswick, and New Brunswick
Community College, where generally more than 75% of participants of teams of said
schools are Saint John residents, shall pay 60% of the full or modified operating cost
when a user fee is applied to a Parks & Recreation Service,
WHEREAS City of Saint John Parks & Recreation facilities can and do host tournaments that
draw significant numbers of visitors to the City from significant distances who overnight in City
hotels, motels, etc. and/or use City restaurants contributing to our economy;
Generally, tournaments held at City Parks & Recreation venues where more than 20% of
the participants are from outside the Greater Saint John Region shall pay 60% of the full
or modified operating costwhen a user fee is applied to a Parks & Recreation Service,
WHEREAS Non-Residents have the opportunity to receive subsidization from their fellow
taxpayers toward Parks & Recreation Services they choose to enjoy within the Greater Saint
John Region, including within the City of Saint John;
Generally, a Non-Resident shall pay 100% of the full or modified operating cost when a
user fee is applied to a Parks & Recreation Service,
WHEREAS for-profit businesses that may benefit financially by enjoying subsidized use of City
Parks & Recreation facilities;
Recreation Subsidization Policies Details
Generally, for-profit businesses renting space at City Parks & Recreation facilities shall
pay 100% of the full or modified operating cost when a user fee is applied to a Parks &
Recreation Service,
WHEREAS it is recognized third parties may and do operate City of Saint John owned Parks &
Recreation facilities where user fees are charged;
Third party operators of City of Saint John owned Parks & Recreation facilities are
requested to align with policies described in M&C 2019-332,
WHEREAS subsidization of a wider range of Parks & Recreation related activities and
infrastructure important to the community that do not necessarily align within defined scope of
specific City service areas is justified and needs to be transparent and limited within defined
resource levels;
primary sources to provide financial and in-kind support for community recreation
initiatives, events, and infrastructure improvements,
WHEREAS to reallocate subsidization of some activities that have in the past been subsidized by
City service areas that more appropriately align within scope of the Community Grants
Program, where there is community benefit in continuing to support these activities;
A $40,000 increase to the Community Grants Program budget shall be considered for
the 2020 General Fund Operating Budget by Common Council for the purposes
described in M&C 2019-332.
\[ External Email Alert\] **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 Thu, 07/13/2023 - 14:07
Submitted by: Anonymous
Submitted values are:
About Person/Group Submitting
First name
Lilian
Last name
Barraclough
Name of organization/group (where applicable)
New Brunswick Environmental Network
Mailing Address
232 Botsford Street
Moncton - but we serve all of New Brunswick. E1C4X7
Telephone
9024488664
Email
lily.barraclough@nben.ca
If you do not wish to have your personal information (address, phone number, email) become part of
the public record, please check this box.
No
About your Submission
Topic of submission
Public support for nature-based climate solutions in New Brunswick
Purpose for submission (what is the ask of council):
Review the results of a public survey of opinion of nature-based climate solutions that illustrates public
support and desire for their implementation.
Executive summary
A survey fielded by the New Brunswick E
understanding and perspectives on working with nature and natural areas to mitigate and adapt to
climate change.
Nature-based climate solutions are approaches that integrate elements of natural ecosystems in
including sea level rise, coastal and inland flooding, heatwaves, and decreased water and air quality.
Nature-based approaches serve as tools to not only reduce the risks of those climate change effects to
communities, but also serve a role in reducing greenhouse gas emissions, improving habitat availability
for species at risk, filtering water, and providing green spaces for recreation and physical activity.
The New Brunswick Environmental Network, along with their partner Nature NB, are leading a project
funded by Infrastructure Canada and the New Brunswick Environmental Trust Fund to support
municipalities with climate risk mitigation through the implementation of nature-based and natural
climate infrastructure. To understand public perception and support they surveyed over 660 residents of
all demographics in the province. Here are some highlights from the full results that illustrate the
knowledge and sentiments of residents in New Brunswick today.
Level of Concern
The survey began with respondents expressing their level of concern with several common issues. Each
issue presented resulted in at least half saying they were very or somewhat concerned.
Virtually all are concerned about the cost of groceries, with approximately three-quarters each being
concerned about housing affordability, poverty in their community, and the impacts of climate change in
their community. Just over one-half are concerned about the COVID-19 pandemic. So, while climate
change does not generate the same intensity of concern (fewer very concerned) as an issue like the cost
of groceries, it is nonetheless of concern to approximately three-quarters of New Brunswickers.
Impacts on Community
Specific types of climate change impacts were included in the question of whether their own community
had been impacted and then the intensity of that impact. Again, the cost of food is mentioned most
frequently and is attributed to the highest level of impact of all of the issues included. Overall, the
increased cost of food is mentioned by 95 percent for having impacted their community. However,
several of the climate-related issues are also noted by a majority - warmer winter temperatures, higher
winds than normal, and the increased frequency and severity of storms. Other climate-related issues are
also mentioned by a notably minority of respondents. In terms of the degree of impact, it is the cost of
food that is mentioned most often. For the climate-related issues, 19 to 35 percent give high ratings (8
or higher) for impact on their community with 10 meaning a great deal of impact and a majority give
ratings of 5 or higher on each issue. Again, this indicates that climate change issues are very much of
concern to New Brunswickers and they feel the impact of these issues in their communities.
Preparedness to Deal with Impacts of Climate Change
Participants were asked to rate, on a 1-10 scale where 1 is not prepared at all and 10 is very well
prepared, how prepared; they themselves, the NB provincial government, and their local municipal
government are to deal with the impacts of climate change. From the responses, it is evident that
residents do not think any of these three options are well-prepared to deal with the impacts of climate
change.
Awareness of Nature-Based Solutions to Climate Change and of Updated Climate Action Plan
-
action plan released by the NB government last fall, is low. Just two in ten have heard of this term prior
to being asked. Similarly, just two in ten were aware of the updated climate action plan prior to being
asked. Despite this low awareness, there is -
-
Nature-Based Solutions and Human-Made Solutions
When presented with a scenario whereby they had to choose between a nature-based solution to a
climate change problem versus a human-made solution, residents overwhelmingly preferred the nature-
based solution, with a larger proportion saying they would strongly favour it than just somewhat
favouring it. Notably, two in ten also expressed the opinion that both solutions would be equal. A
second scenario was presented to participants, whereby Solution One could be implemented more
quickly in response to a climate change problem but would be less effective in the long-run, while
Solution Two would have a longer implementation time but be more effective in the long--
implement is preferred over the faster solution as long as the one that takes more time is also more
effective in the long run.
Most Important Benefits of a Solution
When respondents were asked to rate the importance of various factors when deciding between
different solutions for climate issues, it is noteworthy that lower costs and faster construction time were
amongst the least important factors and other factors such as improvements in physical health, mental
health, and overall wellbeing, improved water and/or air quality and increased economic opportunities
such as jobs or reduction of greenhouse gas emissions were all more important.
Conclusion
The results of this survey have made it clear that there is public support for nature-based climate
solutions. Residents are feeling the need for more support as the risks of the climate crisis worsen, from
increased education to climate action and adaptation plans, to direct benefits and support in their
everyday lives.
From:City of Saint John, New Brunswick <webform-noreply@saintjohn.ca>
Sent: Tuesday, July 18, 2023 10:46 AM
To: Common Clerk <commonclerk@saintjohn.ca>
Subject: Webform submission from: Request to Present to Council Form
\[ External Email Alert\] **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, 07/18/2023 - 10:46
Submitted by: Anonymous
Submitted values are:
About Person/Group Presenting
First Name:
Lori
Last Name:
Lambert
Name of Organization/Group (where applicable):
PRO Kids
Address:
PO Box 1971
Saint w, New Brunswick. E2L 4L1
Canada
Day Time Phone Number:
506-721-2821
Email
lori.lambert@saintjohn.ca
If you do NOT wish to have your personal information (address, phone number, email) become part of
the public record, please check this box.
No
About your Request
Topic of Presentation:
PRO Kids Update
Purpose for Presentation (what is the ask of Council):
Approval of updated Terms of Reference
Approval to request towns additional funding to operating budget
Background Information:
Proposing a formula to slightly increase town contributions based on growth of program
Are you making a request for funding?
No
From:shirley mcalary <smcalary72@gmail.com>
Sent: Tuesday, July 11, 2023 1:53 PM
To: Taylor, Jonathan <jonathan.taylor@saintjohn.ca>; shirley mcalary <smcalary72@gmail.com>
Subject: Re: Thanks
\[ External Email Alert\] **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.**
Mayor Donna Reardon and Members of Common Council:
Just a short note to advise all of you how the following members of the Saint John Fire Department from
the Fire Prevention Unit performed at the Seniors Summer Fest held at the Saint John Exhibition Centre
on Thursday, July 6th. A barbecue, bingo and summer activities were held for over 460 seniors from
the Greater Saint John Region and the following Officers from the Fire Department assisted with the
cooking and gave valuable information on fire prevention.
The following members participated; Captain Joe Vautour;Fire Prevention Officer Dean Moriarty;Acting
Lieutenant Michael Paulin;Fire Fighter Al Campbell;Fire Fighter Serge Vautour;Fire Fighter David
Flewelling;Fire Fighter Pascal Frenette; Fire Fighter Jordan Weir all under the leadership of Captain Roy
Nolan.
They did an excellent job and were received very well by all of those in attendance. It is very nice to see
the members of the City of Saint John Fire Department volunteering with the public. Many thanks and
much appreciated.
Shirley McAlary
Organizer of the event,
Breakfast
Pancake
KVPD
2021Mitsubishi)
What We Do
Inspiring Collaborative Excellence, Resilient Communities, and Valuable Outcomes.
being outcomes through collaborative community development
Empowering communities, fostering inclusivity, and improving health and well-initiatives.
Expand upon the strong history of collaborative delivery of impactful and responsive programming and events in exceptional facilities through building a framework of trust and accountability
between communities, operators, partners, and residents.
Promote a region that embraces growth, aligns economic development and tourism services, and delivers meaningful impact.
To promote the further reduction of waste by promoting individual and corporate responsibility and developing the waste system as an integrated resource to the community.
Administration, Governance & Collaboration
Thank
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um2025HighHigh2025HighMedium2025
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StatusPriorityComplexityDeadline
Not startedNot startedNot startedNot startedNot startedNot startedNot startedNot startedNot startedNot startedIn progessIn progessNot startedNot startedNot startedNot startedIn progessNot
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o achieve the implementation of the
ncy and propose recommendations for an
ance
ough outreach programs and tailored services.
laboration and information sharing amongated to community development and its
of the FRSC work plan
cling, rolling, transit, and carpooling, and explore
executive level oversights.ervices for underserved populations and
the FRSC for existing Fundy regional facilities.
and create and report on annual work plans and
Subdivision By-law.
needs, challenges, and preferences, and based on
e existing regional facilities.rdable housing.
2024prove accessibility.
cial and federal governments for appropriate communities, and the region.
through a revised private access policy.
l associations, agencies, and employers in the Region.and guidance in managing increased rail volume and
nd gaps within the region
get development process.
acilitate the exchange of best practices, innovative
contribute to regional opportunities and enhance the
partnership opportunities
e it through effective communication and marketing
Action
Strategy
Establish a regional subcommittee consisting of local Emergency Management Organization (EMO) representatives to strengthen colEMOs, fostering effective coordination and regional preparedness.Develop
terms of reference for the scope and expectations of the FRSC Executive, in order to align with new demands and needed The FRSC will develop annual work plans that support the delivery
of the Regional Strategy, which will align with the FRSC budThe FRSC will report on the progress of the Regional Strategy annually through its annual report.Incrementally implement
the recommendations outlined in the Fundy Regional Strategy that outline minimum human resource needs tStrategy.Build and implement an awareness and education campaign to inform stakeholders
about the expanded FRSC mandate and its significIntroduce an FRSC scorecard for the implementation of the Fundy Regional Strategy, integrating annual targeting and measurementReport
back to FRSC Board by mid-2024 and mid-2026 on needed adjustments on the terms of reference of each committee.Develop a regional community development asset map in partnership with
key stakeholders that catalogs programs and services relmandate. Establish partnerships with data collection partners to tailor and obtain comprehensive data on housing needs, affordability,
aLaunch and implement a new Dial-A-Ride program by Fall 2023 to provide flexible and accessible transportation to programs and scommunities within the region. Partner with key stakeholders
to promote cultural awareness, diversity and inclusion with educational institutions, professionaEvaluate the Community Development Committee's membership structure and terms of reference
to ensure representation and efficieinclusive and effective committee composition by March 1st, 2024.The FRSC will seek financial support from federal and provincial sources to assist
with membersȤ added costs associated with thDefine clear criteria for distinguishing regional, subregional and local facilities, in order to inform planning, funding, and The FRSC will
work with local communities and partners to define the highest priority infrastructure and advocate to the provininvestment and contributions.Create modern and responsive planning regulations
for Fundy-St. Martins, including an updated Rural Plan, Building By-law, and In collaboration with the Regional Transportation Committee, establish a train traffic and safety committee
to provide support activity.Study Landfill Gas (LFG) Utilization alternatives to Electrical Generation and recommend a path forward to the Board by June 30Engage with partners to develop
a Sustainability Month to promote and grow sustainable transportation modes such as walking, cyideas which incentivize sustainable modes, raises awareness and celebrates efforts across
the region.Conduct a survey to identify underserved populations and communities within the region, collecting data on their transportationthe findings, develop actionable recommendations
for targeted transportation initiatives to address their specific needs and imConduct an audit of existing FRSC standard operating procedures and develop an action plan to enhance and
implement themThe FRSC will establish a platform and medium for greater inter-local government/rural district administrative interaction to fideas, opportunities for regional partnerships,
and professional growth. This space will allow for meaningful interactions thatdelivery of the FRSC mandate, providing value for each local government/rural districtIntroduce updated
procedural by-law to integrate facets of new mandate and expectations of strategic plan.Advocate for the reduction of legislative barriers and increased government support to improve
access to safe, secure and affoExplore and create opportunities to expand newcomer settlement agenciesȤ reach into rural areas and underserved communities thrFacilitate an annual Community
Development symposium to facilitate shared learning, avoid duplication of efforts and resources,outcomes related to community development and its mandate.In collaboration with the Regional
Facilities operators, articulate the value proposition of the five facilities and articulatstrategies to the region and beyond.Investigate best practices for mandate-related board
structure, and roles and responsibilities between boards, management, andCreate modern and responsive local planning regulations for the Fundy Rural District, including a local approach
to subdivisionInvestigate and pilot enhanced and collaborative planning and building inspection services for existing communities, additionalExplore opportunities for resource sharing
to improve capacity for planning and development across the Fundy Region
F-9F-5P-1T-4F-8F-2P-2P-5P-7
A-2A-3A-5A-8A-1A-6A-9
F-10T-10
PS-1PS-2
A-10A-13A-14
CD-1CD-2CD-7CD-4CD-8CD-3
SW-9
CD-10CD-12
StudyStudyStudyStudyStudy
StudyStudy
PartnerPartnerPartnerPartner
PartnerPartner
Advocate
AdvocateAdvocate
IntroduceIntroduceIntroduceIntroduceIntroduceIntroduceIntroduceIntroduceIntroduce
IntroduceIntroduceIntroduceIntroduceIntroduceIntroduceIntroduce
- Fundy Regional Strategy Action
MandateTheme
Appendix A
Regional Public SafetyAdministration, Governance and CollaborationAdministration, Governance and CollaborationAdministration, Governance and CollaborationAdministration, Governance and
CollaborationAdministration, Governance and CollaborationAdministration, Governance and CollaborationAdministration, Governance and CollaborationCommunity DevelopmentCommunity DevelopmentCommunity
DevelopmentCommunity DevelopmentCommunity DevelopmentRegional FacilitiesRegional FacilitiesRegional FacilitiesLand Use PlanningRegional Public SafetySolid WasteRegional Transportation
Regional Transportation Administration, Governance and CollaborationAdministration, Governance and CollaborationAdministration, Governance and CollaborationCommunity DevelopmentCommunity
DevelopmentCommunity DevelopmentRegional FacilitiesRegional FacilitiesLand Use PlanningLand Use PlanningLand Use Planning
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HighLow2025HighHigh2025HighLow2025HighMedium2026HighMedium2026HighHigh2026HighMedium2026
MediumHigh2025MediumMedium2025MediumLow2025MediumLow2025MediumMedium2025MediumMedium2025MediumMedium2026MediumMedium2026MediumMedium2026MediumHigh2026MediumMedium2026MediumLow2026MediumMedium2026Medi
umHigh2027MediumHigh2027MediumHigh2027MediumHigh2027MediumHigh2027MediumMedium2027MediumMedium2027MediumMedium2027
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fety infrastructure, equipment,
ms and initiatives that address their specific
nd efficiency across the region, and enable
ess.
s of the FRSC
ctions between different road users, ande resource optimization and improve efficiency
ple agencies through a Regional Procedural and
for transportation equity, leveraging collective al-time information sharing among agencies to
and investment.rgencies, identify improvement opportunities, and
te Management 2023-2030Ȩ that integrates the
of New Brunswick and the Government of
tive changes that remove barriers, streamlinemprovement outcomes
redness measures to enhance readiness and
ogramming and investments to maximize venue
erserved populations and communities within the
tunities to amend planning regulations to align with
gy in 2028.
port improved healthy community outcomes.
y needs and gaps with the Region.o enhance waste reduction efforts
d analysis, to identify areas for improvement and to
facilities while also respecting the financial investment
or expanded or new assets to enhance regional
hange knowledge, and promote collaboration.ities.
planning and decision-making processes for local
and criteria when establishing regional and subregional
.
initiatives such as the Great Trail and rural transit
g
ion, includin
g
Implement a collaborative platform for Planning Directors and staff in the Region to share current efforts, best practices, excAnnually advocate for enhanced funding from the Government
of New Brunswick and the Government of Canada for regional public saprogramming and training to enhance the safety and security of the Fundy RegionComplete a regional risk assessment
to define common risk areas and local risks with a regional impact to enable targeted preparesponse. Research opportunities for standardized guidelines and requirements for emergency
response planning, to encourage consistency aeffective response to emergencies and disasters.Review existing mutual aid agreements to identify areas for improvement to enhance consistency
and maximize response effectivenDevelop a solid waste strategy 2025-2030 consistent with the newly published New Brunswick ȧStrategic Action Plan for Solid Wasresults of the new landfill
capacity EIA, new collection study and new federal/ provincial regulations.Investigate and evaluate alternatives to trucking leachateDevelop and implement a regional "Share the Road"
campaign, focusing on raising awareness, promoting safe and respectful interaeducating the community on the importance of sharing the road to improve overall road safety and reduce
accidents.Engage in collaborative partnerships with Local Governments, the Fundy Rural District, and community organizations to advocate influence to secure funding for infrastructure
and service improvements that address the identified transportation needs of undreWork with all levels of government to enhance funding opportunities to facilitate regional transportation
initiatives and priorComplete a review of the Regional Strategy prior to 2026 and invite necessary adjustments prior to the completion of the strateIntroduce integrated communications
and processes to more effectively involve local government councils in the work and outcomeIn partnership with service providers, consult community members within the region to enhance
and support evidence-based prograneedsCollaborate with local governments and partners to share existing best practices and strategies that address housing suitabilitImplement a financial
oversight and performance evaluation system for existing regional facilities, including regular audits anoptimize revenue generation and cost savingsBuild on the established criteria
found in the Regional Facilities CommitteeȤs terms of reference to identify needs, locations,facilities.Facilitate the development of regional planning guidelines that outline common
standards, principles, planning rules, and opporforthcoming Statements of Provincial Interest.Create an inventory of regional public safety assets, identifying gaps and collaborative
opportunities, to determine the need fcollaboration.Compile an inventory of existing public safety training programs to amalgamate training implementation between agencies, enhancand
effectiveness of the training being providedSupport agencies in the implementation of a standardized joint incident command structure for major emergencies involving multiPolicy Manual
for all public safety agencies in the region.Research and develop a plan that tracks landfill odours and effectively communicates updates to stakeholders.Investigate the merits of a
regional travel survey that collects travel patterns and behaviour data that informs transportationpolicy, decision-makers, and developers. Collaborate with government agencies, policymakers,
and industry stakeholders to identify and subsequently advocate for legislaprocesses, and address cross-jurisdiction challenges hindering transportation service enhancements.The FRSC
will develop an annual inventory of regional "advocacy" and "partnership" priorities to be presented to the GovernmentCanada. This proactive approach aims to advance the highest priorities
for the Fundy Region and advocate for necessary support Collect and analyze data to understand the needs of communities, their social determinants of health, and identify gaps to supConduct
a Regional Sport, Culture and Recreation Master Plan to understand the diversifying demands and regional priorities, prutilization, cost-recovery, and regional economic and quality
of life impact.Create a sustainability program to support regional facilities in their effort to maximize the impact of their programming and from the Fundy region. Support agencies
in the implementation of a standardized communication system to ensure compatibility, interoperability, and reimprove collaboration and coordinated response capabilities.Support agencies
in implementing an after-incident review process to systematically evaluate and analyze major incidents or emedevelop targeted training outcomes to enhance ongoing skill development
and preparedness.Explore, develop, and champion ȧbag limitȨ initiatives for member communities.Develop and implement diversion strategies for non-residential properties, ensuring their
inclusion in the collection program tCreate an audit process to assess the diversion of materials, ensuring compliance with waste management goals and identifying i
F3
P-8T-2T-8T-9F-6P-3T-3T-6F-1F-7
A-4A-7
PS-3PS-4PS-6PS-5PS-7PS-8PS-9
A-12
CD-9CD-6
SW-1SW-4SW-3SW-8SW-5
PS-12PS-10
CD-11
SW-10
StudyStudyStudyStudyStudyStudyStudyStudyStudy
Study Study
Study
PartnerPartner
PartnerPartnerPartnerPartner
Advocate
AdvocateAdvocateAdvocate
IntroduceIntroduceIntroduceIntroduceIntroduceIntroduceIntroduceIntroduce
IntroduceIntroduce
Land Use PlanningRegional Public SafetyRegional Public SafetyRegional Public SafetyRegional Public SafetySolid WasteSolid WasteRegional Transportation Regional Transportation Regional
Transportation Administration, Governance and CollaborationAdministration, Governance and CollaborationCommunity DevelopmentCommunity DevelopmentRegional FacilitiesRegional FacilitiesLand
Use PlanningRegional Public SafetyRegional Public SafetyRegional Public SafetySolid WasteRegional Transportation Regional Transportation Administration, Governance and CollaborationCommunity
DevelopmentRegional FacilitiesRegional FacilitiesRegional Public SafetyRegional Public SafetySolid WasteSolid WasteSolid Waste
LowHigh2027LowLow2028LowHigh2028LowLow2028LowHigh2028LowHigh2028+LowHigh2028+
HighMedium2027HighMedium2028+
MediumMedium2028MediumMedium2028MediumMedium2028MediumHigh2028
Not startedNot startedNot startedNot startedNot startedNot startedNot startedNot startedNot startedNot startedNot startedNot startedNot started
.
t objectives.
erty Reduction Strategy to enhance initiatives
Ȥs operations
vice excellence and to contribute to the
billing allocation.
valuate transportation modes, enabling
-based approach and considers regional growth
have direct impact on local land development.
pment of a future-focused regional transportation
ication of other revenue integration or tactical cost
and cultureȨ policy to support the growth of the arts
et a recommendations to improve the impact on
ransportation systems that support the region's
rtation systems.
outcomes.
Create Multimodal Level of Service (MMLOS) guidelines for the Fundy Region, establishing performance measures and criteria to estandardized evaluation of transportation and traffic conditions
for informed decision-making and efficient, accessible transpoIn collaboration with the Public Safety committee, the Provincial Government, local governments, and rail operators develop
a slocal communities in terms of traffic delays and noise from increased rail activity.Develop a customer and partner satisfaction survery program, in order to collect feedback on the
CommissionȤs commitment to serCommissionȤs culture of continuous improvement.Work with local governments, the Province, and arts and culture partners from across the region in the development
of an ȧarts and culture community across the region.Explore opportunities and advocate for Local Governments to play an enhanced approvals role in select provincial approvals thatSupport
agencies in regular joint exercises and simulations to test and improve interoperability and develop targeted training Create an audit process to assess the contamination of diversion
materials for purposes of communication, education and proper Explore and propose new opportunities to mitigate the increasing costs of operating Crane Mountain Landfill through the
identifcontrol processes.Identify and monitor the gaps in diversion program access and develop a plan to address these gaps.Conduct an in-depth analysis of regional growth projections,
population shifts, and transportation demands to inform the develomaster plan that effectively addresses the anticipated growth needs, ensuring the implementation of efficient and sustainable
tdevelopment.Aligning with provincial and national frameworks and with input from data stakeholders, develop a comprehensive, measurable Povthat will effectively address poverty in
the Fundy Region. Engage planning professionals, stakeholders, and the public in the development of a Regional Land Use Plan that takes a systemspatterns, natural resource management,
Climate Change impacts and adaptation, transportation networks, and community developmenDevelop and implement a forest fire mitigation program to address potential risks and enhance
safety measures in Crane Mountain
T-1T-7F-4P-6T-5P-4
A-11
CD-5
SW-2SW-7SW-6
PS-11
SW-11
StudyStudyStudyStudy
Partner
AdvocateAdvocate
IntroduceIntroduceIntroduceIntroduceIntroduce
Introduce
Regional Transportation Regional Transportation Administration, Governance and CollaborationRegional FacilitiesLand Use PlanningRegional Public SafetySolid WasteSolid WasteSolid WasteRegional
Transportation Community DevelopmentLand Use PlanningSolid Waste
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STRATEGIC VISION 1
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Message from the CEO & Board Chair
Since our inception on January 1, 2021, Envision Saint a traditional economic growth strategy but a strategic
John: The Regional Growth Agency has embarked on an visioning tool that will guide our team and Board as we
ambitious mission to build a roadmap for growth for the embark on what could be the most important 10 years
Saint John region. From our Board of Directors to every in our region’s history - always asking “who will we be in
member of our team, collectively, we have been hard one generation?”
at work in laying the foundation and setting in motion a
framework that sets the strategic direction to accelerate Our strategic vision will be supported with annual
a new model for economic growth in New Brunswick that business plans and detailed workplans that outline
is being recognized as a game-changer.
linking meaningful Key Performance Indicators (KPIs) to
We have been moving swiftly and deliberately, setting validate and inform the growth opportunities, activities,
a pace for the work ahead. With clarity and focus we and outcomes.
will drive outcomes that are meaningful by growing
the population, increasing the municipal property tax Amid a global pandemic, New Brunswick has become
base, and enhancing our regional brand perception. highly desirable overnight. This global disruption has
Additionally, we will focus on the intangible outcomes created a new context for who we are. And this global
too, like the vitality of our community. Not only will we reset means we are all at the same starting line.
see the results, but we will feel them.
Our future is ours for the making – ours for the taking.
How we grow matters – environmental and social issues
will be part of the conversation. When we talk about Let’s continue to build on a better future, together.
growth – it’s growth where no one is left behind. We are
also not so naive to believe that we have all the answers
and are singularly tasked for growing the region. Make
no mistake – this will take a collective effort – as we build
on the momentum of current successes. Everyone has a
role to play and alignment with our partners is critical.
This strategic vision outlines how Envision Saint John will
Paulette HicksAl Walker
play that coordinating role for our region; how we serve
CEOBoard Chair
our community holistically and authentically. We will be
quarterbacking this work while our value proposition and
guiding principles will keep us focused. Our strategic
vision is a living document that we will evaluate and
evolve to meet the needs of the ecosystem. This is not
1 ENVISION SAINT JOHN: THE REGIONAL GROWTH AGENCY
Not only will we see the
results, but we will feel them.
Picture this 1,000,000 people now call New Brunswick home.
Our region has increased its population by 25,000.
The City of Saint John is the thriving core with a strong
A generation from now, the Saint John region’s
cluster of employment and culture in the heart of our
population has soared. People are drawn to the
region.
community for the great career opportunities
The skills of our workforce are harmonized with
and desired quality of life. We are known as
employment opportunities.
global leaders in key business sectors. The
Saint John region is recognized on the global
Robust provincial and national talent pipelines align
stage – our place brand is strong, and our
with employment opportunities and the quality of our
residents are proud ambassadors. The growth
talent pool is the envy of our neighbours.
has dramatically boosted municipal property tax
The growing working population is drawn to the
revenues, enabling more investment in programs
abundance of career opportunities and quality of life.
and infrastructure. This creates a virtuous cycle
We are recognized as global leaders in key business
of growth as more and more people want to get
sectors - in mature sectors like Energy and Logistics, as
in on the good thing we have going here. And
well as emerging sectors such as Digital Health.
ultimately, all of our children and grandchildren,
Our place brand is strong and distinct, and our
if they so wish, will have the opportunity to
residents are demonstrating pride of place.
choose New Brunswick to live and work.
New tourism product populates our coastline, from
the Fundy Trail to the Kennebecasis River, and attracts
Envision our potential.
visitors from around the world.
New Brunswick and the Saint John region are
recognized on the global stage for our innovation,
leadership, and generosity.
STRATEGIC VISION 2
Why the Saint John region
The Saint John region is a place for people who want
history to understand the importance of acceptance and
leading to a more authentic and fulsome life where they diversity to the fabric of life - a place where anyone can
feel they belong. establish real roots and grow.
The region, with a vibrant city at its core, is a place where Saint John is more than a city. It’s truly a unique region.
you can discover your personal balance with both urban Its bond, steeped in history, bolstered by pride of place,
experiences and natural wonders – allowing you to live a and strengthened in a shared vision for future growth.
life that inspires.We know if Saint John succeeds the region succeeds.
When the region succeeds, New Brunswick succeeds.
We know if Saint John
succeeds, the region succeeds.
When the region succeeds,
New Brunswick succeeds.
3 ENVISION SAINT JOHN: THE REGIONAL GROWTH AGENCY
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The Regional
Growth Agency
Envision Saint John was born from a desire to have
a single entity charged with fostering growth in our
community and realizing that vision.
Made up of the urban hub of the City of Saint John
Quispamsis, Rothesay, and St. Martins – each with their
own identity yet sharing a common desire for sustainable
growth. Now, we are working together collectively to
attract growth with a singular purpose.
Envision Saint John is strategically led by an independent
Board of Directors made up of business and academic
leaders along with municipal and provincial investor
representatives.
Put simply,
we attract
growth, we
don’t create it.
STRATEGIC VISION 4
Our success
will be
how well we
anticipate
and prepare
for our
region’s
growth.
A new type of growth agency
Envision Saint John is an agency of today and tomorrow. Put simply, we attract growth, we don’t create it.
We have a unique role to play. Envision Saint John will We leverage the power of our own momentum. We will
not directly create the jobs that will fuel the Saint John attract growth by delivering an authentic and substantive
region’s economic rebirth. Alignment with our partners place brand for those seeking to invest, to live, or to visit.
is our path forward. We will work collaboratively with a
range of local, national, and international partners to As an agency, we are united in our principles. These
create platforms for growth that will build an values animate and inspire us every day.
ecosystem that attracts and sustains the investment
our community desires.
5 ENVISION SAINT JOHN: THE REGIONAL GROWTH AGENCY
Our value proposition
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is accelerating regional growth by
connecting innovators, entrepreneurs,
and builders to get stuff done now.
Our guiding principles
Service to others
Create the conditions for success
In service
Atmosphere of trusted space
Attract change rather than force it
Looks at the larger picture – alignment
Whole-system view
Shared experimentation
Iterative learning and action
Agile
Appreciation of all the good in the region
Recognition and celebration of reaching goals
Gratitude
Highlights other’s contributions
Strength-based approach
Lean into natural assets
Authenticity
Growth mindset
STRATEGIC VISION 6
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7 ENVISION SAINT JOHN: THE REGIONAL GROWTH AGENCY
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Strategic priorities
platforms that will be the focus of Envision Saint John. These are both overlapping and reinforcing and are
foundational for our collective success.
GROWTH READINESS
to steward our region to support our growth agenda. We believe growth readiness is a strategic priority and
a call to action to all our partners. A strong city core will be critical as most growth will be centre-out.
Growth readiness includes future-back strategies to address labour force, housing, strategic real estate
development, access to healthcare, schools, and other community amenities. People and investment select
places that tick all those boxes.
TALENT ACQUISITION & PIPELINE
While our work will be within the context of achieving population growth for the entire region, Envision
Saint John recognizes that a more complex strategy is required to grow the working population including
challenge for our region. Envision Saint John will be a catalyst in ensuring we are graduating, upskilling, and
attracting the skills and expertise to provide the labour force that the global economy demands.
ENTREPRENEURSHIP & BUSINESS GROWTH
The City of Saint John is in the enviable position of being home to global headquarters and the birthplace
of transformational companies. Envision Saint John, with a view of the whole ecosystem, can foster
connections to ensure companies spanning sectors can start up and scale up, obtain access to capital, and
build relationships with established businesses.
Our role at Envision Saint John is to engage the ecosystem, listen to the entrepreneurs and leaders doing
and facilitating this work, and lead the process of designing a high-potential innovation play for our region.
By solidifying partnerships with industry, business, government, and academia, Envision Saint John is
ensuring that the experts are taking the lead in building and nurturing the entrepreneurial ecosystem.
STRATEGIC VISION 8
Core services
Envision Saint John will support these Strategic Priorities by providing four Core Services:
METRICS & MEASUREMENTINVESTOR RELATIONS
The Agency will curate data and metrics to support The full capabilities of the Saint John region
growth activities to:can best be realized when the municipal
!Inform decision makinginvestors and provincial and federal partners
!Report regional leading and trailing are appropriately informed and engaged on
indicators of growthopportunities, activities, developments, risks,
!Assess Agency performanceand results. All need to be bought into the
!Evaluate individual projects and platforms
!Populate a regional community of the region. Likewise, clear, and transparent
dashboard communications will build a working level of
trust among all partners.
MARKETING & SALES
COMMUNICATIONS &
Envision Saint John will institute a marketing and
STAKEHOLDER RELATIONS
sales strategy that delivers the right messaging
into the right hands to increase recognition of
Envision Saint John will have a lead role in
the region and its key assets. The Agency will
keeping stakeholders, partners, and the
also integrate with efforts performed by partner
public at large aware of the opportunities and
agencies such as Opportunities New Brunswick,
activities affecting the economic health and
Invest in Canada, Tourism New Brunswick, and
sustainability of the region. Envision Saint
Destination Canada.
John will coordinate knowledge sharing and
discussions on important topics of the day, the
Envision Saint John will be an ambassador to raise
results of which will help form the foundations
awareness of the region on a global stage by:
of future collaborative action.
!Articulating a clear and positive place
brand to differentiate and promote
our region
!Amplifying regional success stories
and opportunities
!Developing a set of turn-key materials
that will advance the measures-that-
matter for each of the key pillars of
attraction - people, visitor, business,
and investment
STRATEGIC VISION 9
Potential areas of opportunity
We will collaborate with our governmental and industry We have clear competitive advantages in these sectors
organizations, academia, and private sector partners to with many established companies, yet there is also an
anticipate and leverage potential areas of opportunity
while at the same time nurture current success. change is accelerating, and Envision Saint John needs
The sectors below represent areas of opportunity to be able to pivot to tackle new opportunities when
where the Saint John region has either existing industry they arise.
!Logistics and Trade
!Digital Health
!Energy
!Tourism
!Information and Communications Technology (ICT)
!Cybersecurity
!Oceans
!Forestry
!Advanced Manufacturing
10 ENVISION SAINT JOHN: THE REGIONAL GROWTH AGENCY
IPX!XF!EP!JU!
Platform Methodology
Envision Saint John will map ecosystems and convene Priority platforms will change and need varying levels
strategic platforms for each area of opportunity and help of Agency support at any given time. What will be
consistent is that each platform will begin with a
platform methodology will provide the framework for discovery process within the ecosystem to ensure clarity
everything we do. of purpose and the appropriate engagement from the
experts, the experienced, and the engaged.
This is where the magic happens. By bringing the right
people to the table and identifying clear objectives, we This model in action will demonstrate the power of a
act as a catalyst and convenor to accelerate the work collective approach to solving both complex and acute
needed to achieve growth – right now.problems and identifying growth opportunities.
We will work jointly with stakeholders throughout the
region and beyond to ensure we have the pieces in place
to deliver on our collective growth agenda.
Criteria for agency engagement
When evaluating areas of opportunity to determine allocation of resources
following criteria:
!Aligns with our Value Proposition
!Aligns with our Guiding Principles
!Supports our Strategic Priority platforms
!Leverages our Core Services
!Partners with ecosystem(s)
!
!Reinforced by meaningful data
11 ENVISION SAINT JOHN: THE REGIONAL GROWTH AGENCY
measurement and evaluation will include:
!Assessing the validity of the platform model and !
performance monitoring system that includes stage
advancing this model, creating the conditions for its
success, and testing alternatives.the following:
!Increasing the precision of 10-year outcome targets !Envision Saint John’s performance
and develop proximate and leading indicators that !Platform performance and outcomes
would signal progress or challenges in moving !Regional outcomes
towards these.
The collaborative efforts of the Agency and our partners is designed to achieve the following in 10 years:
INCREASE BY
Population
25,000
Growth
INCREASE BY
Municipal Property
Tax Revenue
30-35%
Regional Brand
Annual
Perception
increase
STRATEGIC VISION 12
UIF!
SFHJPOBM!
FOWJTJPO!
HSPXUI!
BHFODZ
Tbjou!Kpio
www.envisionsaintjohn.com
13 ENVISION SAINT JOHN: THE REGIONAL GROWTH AGENCY
Staff Recommendation for Council Resolution
Property: Lands adjacent to 2100 Sandy Point Road (PID 55238471)
Public Hearing: July 24, 2023
Item: Required: Recommendation
(Y/N)
Municipal Plan No
Amendment
Zoning By-Law No
Amendment
Recission of No That Common Council repeal the Section 59 conditions
Previous s. 39/s.
imposed on the April 6, 2021, rezoning of the property
59 Conditions
located adjacent to 2100 Sandy Point Road, also identified as
PID Number 55238471.
Section 59 Yes
That Common Council impose the following conditions on
Conditions
land having an area of approximately 8.5 hectares, located
adjacent to 2100 Sandy Point Road, also identified as PID No.
55238471 pursuant to section 59(1)(a)(ii) of the New
Brunswick Community Planning Act:
a) There shall be no vehicular access to the
development off Pelton Road. The entrance to
Pelton Road is to be gated and utilized only by
service vehicles required for limited inspection
and maintenance of the lift station and pad
mount transformer. All other vehicles are to enter
the site from Sandy Point Road.
b) The Sandy Point Road access driveway shall be
owned and maintained by the property owner. It
shall not be owned, maintained or serviced by the
City of Saint John.
c) The development shall be completed no later than
April 6, 2028, which is 7 years from when the
original rezoning came into effect. If it is not
completed within that time, Council may take
steps to cancel the resolution and agreement and
repeal the rezoning pursuant to Section 59(5) and
59(6) of the New Brunswick Community Planning
Act;
d) The development shall be restricted to the
Major Community Facility (CFM) Zone of the City
of Saint John Zoning By-Law with the
development limited to a maximum of 167 units,
e) The development and use of the parcel of land
shall be in accordance with a detailed site plan,
landscaping plan and elevation plans, prepared by
the developer and subject to the approval of the
Development Officer. These plans shall be
attached to the permit application for the
development of the parcel of land and shall
substantially conform to the landscape and site
plans submitted with the application for the 2023
Section 59 Amendment and contained in this
report.
f) That notwithstanding Section 13.2(2) k of the
Zoning By-Law, the parking area shall incorporate
a drop-off area as shown on the site plan
submitted with the application and also
incorporate a sidewalk along the front of the
building subject to the approval of the
Development Officer.
g) That the treed areas between the proposed
parking lot and the properties on Pelton Road be
maintained.
Section 59 No
That the City, pursuant to the provisions of Section 59(1)(b)
Agreement
of the Community Planning Act, enter into an agreement with
the developer of the parcel of land having an area of
approximately 8.5 hectares, located adjacent to 2100 Sandy
Point Road, also identified as PID No. 55238471, respecting
the following:
a) The provision of a revised traffic impact study by a
consultant engaged by the Developer, with the
scope of this study to be developed in
conjunction with City Staff and approved by the
City, and that any transportation impacts
attributable to the increased number of units
responsibility and cost to implement
commensurate with the amount of impact.
Section 131 No
Agreement
Other No
/haahb /h b/L\[ w9thw
M&C No.2023-184
Report DateJuly 20, 2023
Meeting DateJuly 24, 2023
Service AreaGrowth and Community
Services
HerWorship Mayor Donna Noade ReardonandMembers of Common Council
SUBJECT: Ethos Ridge Council Report 2023 July 13.docx
AUTHORIZATION
Primary AuthorCommissioner/Dept. HeadChief Administrative Officer
Mark ReadeJacqueline Hamilton / J. Brent McGovern
David Dobbelsteyn
RECOMMENDATION
1.That Common Council repeal the Section 59 conditions imposed on the
April 6, 2021, rezoning of the property located adjacent to 2100 Sandy
Point Road, also identified as PID Number 55238471.
2.That Common Council impose the following conditions on land having an
area of approximately 8.5 hectares, located adjacent to 2100 Sandy Point
Road, also identified as PID No. 55238471 pursuant to section 59(1)(a)(ii)
of the New Brunswick Community Planning Act:
a)There shall be no vehicular access to the development off Pelton
Road. The entrance to Pelton Road is to be gated and utilized only
by service vehicles required for limited inspection and
maintenance of the lift station and pad mount transformer. All
other vehicles are to enter the site from Sandy Point Road.
b)The Sandy Point Road access driveway shall be owned and
maintained by the property owner. It shall not be owned,
maintained or serviced by the City of Saint John.
c)The development shall be completed no later than April 6, 2028,
which is 7 years from when the original rezoning came into effect.
If it is not completed within that time, Council may take steps to
cancel the resolution and agreement and repeal the rezoning
pursuant to Section 59(5) and 59(6) of the New Brunswick
Community Planning Act;
d)
Zone of the City of Saint John Zoning By-Law with the
development limited to a maximum of 167 units,
- 2 -
e) The development and use of the parcel of land shall be in
accordance with a detailed site plan, landscaping plan and
elevation plans, prepared by the developer and subject to the
approval of the Development Officer. These plans shall be
attached to the permit application for the development of the
parcel of land and shall substantially conform to the landscape
and site plans submitted with the application for the 2023 Section
59 Amendment and contained in this report.
f) That notwithstanding Section 13.2(2) k of the Zoning By-Law, the
parking area shall incorporate a drop-off area as shown on the
site plan submitted with the application and also incorporate a
sidewalk along the front of the building subject to the approval of
the Development Officer.
g) That the treed areas between the proposed parking lot and the
properties on Pelton Road be maintained.
3. That the City, pursuant to the provisions of Section 59(1)(b) of the
Community Planning Act, enter into an agreement with the developer of
the parcel of land having an area of approximately 8.5 hectares, located
adjacent to 2100 Sandy Point Road, also identified as PID No. 55238471,
respecting the following:
a) The provision of a revised traffic impact study by a consultant
engaged by the Developer, with the scope of this study to be
developed in conjunction with City Staff and approved by the City,
and that any transportation impacts attributable to the increased
number of units proposed in
responsibility and cost to implement commensurate with the
amount of impact.
EXECUTIVE SUMMARY
The purpose of this report is to provide an alternate recommendation to
Common Council related to the Section 59 Amendment for the Ethos Ridge
development. The amendment relates to eliminating the additional Section 59
condition recommended by the Planning Advisory Committee limiting the size of
the surface parking lot to 122 parking spaces.
PREVIOUS RESOLUTION
On April 6, 2021, Common Council approved a Municipal Plan Amendment and
Rezoning for the Ethos Ridge development. Common Council also imposed
Section 59 conditions and authorized agreements with the developer in
accordance with Section 59 and Section 131 of the Community Planning Act. are
no previous
- 3 -
On May 23, 2023, Common Council referred an application for an amendment to
the Section 59 conditions imposed on the development to the Planning Advisory
Committee for a report and recommendation. ed to this matter.
REPORT
The purpose of this report is to recommend that Common Council not adopt the
additional Section 59 condition recommended by the Planning Advisory
Committee that limits the size of the surface parking lot for the proposed Ethos
Ridge Development to 122 parking spaces.
The original concept approved in 2021, incorporated underground parking.
Given geotechnical considerations, the underground parking was eliminated with
the revised development concept providing a surface parking lot.
Area residents expressed concern regarding stormwater runoff from the
proposed surface parking lot at the Planning Advisory Committee meeting. In
response to questions from Committee members, Staff noted any expansion to
the surface parking lot post construction would require a Development Permit
and additional stormwater assessment. Staff also noted if the Committee had a
concern with parking, they could limit the amount of surface parking spaces to
proposal
to provide flexibility to the developer to accommodate future parking needs.
recommendation to Common Council contains an additional Section 59
condition beyond the original Staff Recommendation and recommends limiting
the surface parking lot to a maximum of 122 spaces.
Further discussions with the proponent have identified a concern with the limit
on the size of the parking lot recommended by the Committee. The proponent
has expressed a concern with the limit given that a permitting process exists to
provide for a potential future expansion. This permitting process includes an
assessment of the stormwater management of the proposed parking area in
-Law. This process, and the associated
ed by
City staff, provides a process for managing the stormwater impacts of the
parking area.
The Drainage By-Law requires that the post-development stormwater runoff
from a site is equal to or reduced from the pre-development stormwater runoff.
To achieve this, the proponent is required to retain or detain post-development
stormwater flows on-site to achieve the controlled pre-development stormwater
run-off rate from the site. The design of these stormwater mitigation measures is
Service Area and stormwater cannot be directed to adjacent lands.
- 4 -
Imposition of a cap on the number of parking spaces through a Section 59
condition would mean that any future increase in parking supply for the
development would be subject to an additional Section 59 amendment. Not
imposing the additional condition related to the parking cap will provide
flexibility to the proponent in responding to parking demand from facility
residents, while still requiring a robust approval process that also protects
neighbouring residences.
The proponent also notes the provision of surface parking responds to the
shallow bedrock on site. Provision of surface parking eliminated the need for
rock breaking or blasting associated with the construction of underground
parking and minimized construction disruption to the surrounding
neighbourhood and environment.
Given this, Community Planning Staff recommend that a Section 59 condition
providing a limit on the number of parking spaces not be imposed.
STRATEGIC ALIGNMENT
The proposed approach aligns with the Grow and
Green.
SERVICE AND FINANCIAL OUTCOMES
It is in the interest of the City of Saint John to obtain easements for the
protection and maintenance of municipal services including underground piped
infrastructure.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
Infrastructure Development, Transportation and Public Works, and the General
CounselStaff Recommendation
which is provided in this report.
ATTACHMENTS
N/A
PLANNING ADVISORY COMMITTEE
July 6, 2023
HerWorship Mayor Donna Noade Reardonand
Members of Common Council
Your Worship and Councillors:
SUBJECT:Section 59 Amendment Application -Lands adjacent to 2100
Sandy Point Road
On May 23, 2023, Common Council referred the above matter to the Planning
Advisory Committeefor a report and recommendation. The Committee
considered the attached report at its July 4, 2023,meeting.
Mr. Scott Walton, theapplicant, appearedbefore the Committeeand expressed
agreement with thestaff recommendation. Mr. Walton noted increases in
construction pricing and interest rates since the initial approval has resulted in a
redesign of the projectto relocate parking to the surface andto findefficienciesin
building design resulting in a single vertical structure with more units.
Underground parking, the proposed hair salon,andpool have been removed
from the project design.He noted a construction loan and builder have been
secured and $4.5 millionhas been invested in the project with the intent of
starting construction this year.
Programming of the facility has moved to an a la cartemodel for food service,
provided by a private operator, which is a trend for these facilities. This
addresses the perceived reduction of staffing. Amenities such as the library,
walking trails, and health care servicesare still components of the development.
With respect to building design, the revised building design has shifted most of
the viewpoints away from the direction of Pelton Road and the building is
significantly smallerthan originally proposed.
Responding to questions from Committee members, Mr. Walton noted the a la
carte modelis different than apre-packaged meal plan andwill be moreof a
restaurant styledining experience. This feature is onlyfor building residents and
is not a restaurant for the Public.
Page 1of 6
Scott WaltonLands adjacent to 2100 Sandy Point Road July 5, 2023
Committee members also questioned staff regarding the possible risk to the City
from increasing the completion timeline from 5 years to 7 years, parking ratios,
stormwater drainage, traffic calming, and conformance of the proposal with the
definition
Mark Reade, Senior Planner with Growth and Community Services responded to
the questions noting the extended timeline poses more risk to the
Developer than the City as the City will not be investing in the cost of the
infrastructure. The only risk exposure to the City would be if we committed
capacity in downstream infrastructure that could prevent another Developer from
moving forward and using this available capacity. Mr. Reade confirmed the
parking ratio for a supportive facility is 0.3 parking spaces per unit and noted that
developments for seniors have different parking demands as some residents
might not have a license or a vehicle. The 0.3 parking spaces per unit for
supportive facilities is one-third of the 1 space per dwelling unit required for a
typical residential building.
Mr. Reade noted that a stormwater design -
Law is required with the Building Permit application and post-development
stormwater runoff from the site is limited to pre-development levels. It was also
noted that traffic calming measures were installed by the City consistent with the
original approval and that costs for this work will be recouped from the
proponent. Additionally it was noted that the Staff review of the Building Permit
application will involve a review of the conformance with the defined supportive
facility and should the project not be constructed as outlined in the approved
Building Permit; it would be an enforcement matter.
The Chair called for members of the Public to speak regarding the application
and six area residents spoke regarding the proposed development.
Jill Jollineau of 369 Pelton Road expressed concerns regarding the food service
and amenities being outsourced and not provided by facility staff. As a result, she
is of the opinion the development is an apartment building. Ms. Jollineau also
noted transit service for this area of the City has ended and that the area is not
part of the new Flex transit service. Concerns were also expressed regarding
construction traffic and proximity of the proposed parking lot to properties along
Pelton Road.
Roy Kinsella of 305 Pelton Road appeared before the Committee and expressed
concerns with stormwater runoff, noting the site drains onto his property. He
noted ditching work was recently completed in the area and questioned who paid
for this work and questioned ownership of the existing culvert under Pelton Road.
Page 2 of 6
Scott WaltonLands adjacent to 2100 Sandy Point Road July 5, 2023
Robert Bazaluk of 433 Pelton Road expressed concern that the proposed use no
longer meets the requirements of the CFM zone due to the change to transit
service in the area. He also expressed concern with drainage from the site onto
his property and light trespass and increased sound levels from the facility and
noted he is of the opinion the proposed development is not a supportive facility
but an apartment building. Concern was also expressed by Mr. Bazaluk
regarding the community consultation provided by the developer as it was
scheduled for an hour where people were at work and only 4 days notice was
provided regarding the community meeting.
Joan Pierce of 352 Pelton Road appeared before the Committee and expressed
concerns related to traffic noting the while traffic calming measures have been
implemented average speeds are still above 50 km/hr based on discussions with
City Staff. In addition, she noted the 4-way stop at Sandy Point Road/
Kennebecasis Drive/Westmount Road intersection has yet to be implemented
and that in her opinion the proposed development is not a supportive facility
given the proposed approach to food service.
Colin Forsythe of 2151 Sandy Point Road expressed concerns regarding the
environmental impacts of the development specifically potential wetlands on the
site, flooding, aquifer impacts, and the potential boat launch. He noted that an
apartment building does not fit the neighbourhood context. Responding to a
question from the Committee regarding what environmental studies he
considered necessary he noted a wetland assessment, species at risk study,
habitat assessment, bio-physical studies and a groundwater study were
necessary in his opinion.
John Mowatt of 470 Pelton Road expressed concerns with the change in height
from the addition of a fifth storey, the loss of the underground parking, the
adequacy of the proposed parking area and the food service model given the
supportive facility definition.
Reappearing before the Committee, Scott Walton responded to questions related
to the food service concept and amenities, environmental studies, and the initial
traffic impact study completed for the development. He noted food service on-site
is only for residents and each apartment will have a kitchen consistent with the
original design. The development will be focused on seniors and may also
provide a shuttle service for residents. Mr. Walton noted a Geological Study,
Hydrology Study, and a Phase 1 Environmental Site Assessment were
completed and noted insurance would cover any offsite impacts to wells and that
they will complete any other studies that are required. The Traffic Impact Study
was completed by professional engineers who followed best practices.
Page 3 of 6
Scott WaltonLands adjacent to 2100 Sandy Point Road July 5, 2023
Committee members posted questions to City Staff regarding the definition of a
supportive facility, parking, environmental considerations, transit, and lighting.
Jennifer Kirchner, Manager of Community Planning with Growth and Community
Services clarified the definition of a supporting facility noting in this case the
development must be devoted to retired residents by definition, which includes
residents 65 years and older.
Mark Reade noted the parking provided is between 0.7 and 0.8 spaces/unit.
which is more than is required by the Zoning By-Law and that needs of the
tenants might vary from the standards resulting in less parking demand. With
respect to environmental studies Mr. Reade noted the application was circulated
to the Provincial Department of Environment and Local Government who noted
the presence of a mapped watercourse and possibly two unmapped
watercourses on site and that an Environmental Impact Assessment is not
required given the development is served by municipal water and sanitary sewer.
He noted that Environmental Impact Assessments are within the jurisdiction of
the Province of New Brunswick and not the municipality and that consistent with
the Section 131 Agreement, which will remain in effect, the developer is required
to provide a study evaluating the impact of the proposed development on
groundwater in the area. Mr. Reade also noted is a requirement of the Building
Permit application that the developer must provide a copy of the Watercourse
and Wetland Alteration Permits issued by the province or confirmation from the
province that the alteration permits are not required. In addition, the proposed
boat launch may require the approval of both the Province and Federal
Department of Fisheries and Oceans.
Mr. Reade also noted the CFM zoning does not contain a specific requirement
for proximity of a development to transit and that transit in the area was
discontinued due to lack of ridership. He also confirmed that an expansion to the
parking lot, once it is constructed, would require a Development Permit and
stormwater assessment. If the Committee had a concern with parking, they could
limit the amount of surface parking spaces to what is being proposed or a
In
addition, he noted the Zoning By-Law has a requirement that lighting not be
directed onto adjacent properties. He noted that Staff recommend an amendment
to the condition requiring an additional traffic study to provide for City
involvement in the development of the scope for the required traffic study and
approval of the scope.
Councillor Sullivan noted that while he appreciated the amendments, he is voting
no on the application. He was in favour of the original design, and thought the
underground parking and amenities fit the neighbourhood but no longer feels it is
appropriate for this area. The changes to the application pose difficulty in seeing
how this is different than any other apartment building.
Page 4 of 6
Scott WaltonLands adjacent to 2100 Sandy Point Road July 5, 2023
Following consideration of the presentations, the Committee adopted an
amended Staff Recommendation with an additional condition limiting the parking
lot to 122 parking spaces. The Committee also recommended an amendment to
the condition related to the additional parking study to require the involvement
and approval of City Staff with respect to the scope of the traffic impact study.
The amended recommendation was adopted with one nay vote.
RECOMMENDATION:
1. That Common Council repeal the Section 59 conditions imposed on the
April 6, 2021, rezoning of the property located adjacent to 2100 Sandy
Point Road, also identified as PID Number 55238471.
2. That Common Council impose the following conditions on land having an
area of approximately 8.5 hectares, located adjacent to 2100 Sandy Point
Road, also identified as PID No. 55238471 pursuant to section 59(1)(a)(ii)
of the New Brunswick Community Planning Act:
a) There shall be no vehicular access to the development off Pelton
Road. The entrance to Pelton Road is to be gated and utilized only by
service vehicles required for limited inspection and maintenance of
the lift station and pad mount transformer. All other vehicles are to
enter the site from Sandy Point Road.
b) The Sandy Point Road access driveway shall be owned and
maintained by the property owner. It shall not be owned, maintained
or serviced by the City of Saint John.
c) The development shall be completed no later than April 6, 2028,
which is 7 years from when the original rezoning came into effect. If it
is not completed within that time, Council may take steps to cancel the
resolution and agreement and repeal the rezoning pursuant to Section
59(5) and 59(6) of the New Brunswick Community Planning Act;
d)
use as identified in the Major Community Facility (CFM) Zone of the
City of Saint John Zoning By-Law with the development limited to a
maximum of 167 units,
e) The development and use of the parcel of land shall be in accordance
with a detailed site plan, landscaping plan and elevation plans,
prepared by the developer and subject to the approval of the
Development Officer. These plans shall be attached to the permit
application for the development of the parcel of land and shall
substantially conform to the landscape and site plans submitted with
Page 5 of 6
Scott WaltonLands adjacent to 2100 Sandy Point Road July 5, 2023
the application for the 2023 Section 59 Amendment and contained in
this report.
f)That the surface parking lot be limited to a maximum of 122 spaces.
g)That notwithstanding Section 13.2(2) k of the Zoning By-Law, the
parking area shall incorporate a drop-off area as shown on the site
plan submitted with the application and also incorporate a sidewalk
along the front of the building subject to the approval of the
Development Officer.
h)That the treed areas between the proposed parking lot and the
properties on Pelton Road be maintained.
3.That the City, pursuant to the provisions of Section 59(1)(b) of the
Community Planning Act, enter into an agreement with the developer of
the parcel of land having an area of approximately 8.5 hectares, located
adjacent to 2100 Sandy Point Road, also identified as PID No. 55238471,
respecting the following:
a)The provision of a revised traffic impact study by a consultant
engaged by the Developer, with the scope of this study to be
developed in conjunction with City Staff and approved by the City,and
that any transportation impacts attributable to the increased number of
and cost to implement commensurate with the amount of impact.
Respectfully submitted,
Brad Mitchell
Vice Chair
Attachments
Page 6of 6
Date:June 29, 2023
To:PlanningAdvisory Committee
From:Growth &Community Services
Meeting:July 4, 2023
SUBJECT
Applicant:Scott Walton (Ethos Ridge)
Landowners:Ethos Ridge Ltd.
Location:Adjacent to 2100 Sandy Point Road
PID:55238471
Existing Plan Designation:Major Community Facility
Existing Zoning:Major Community Facility (CFM)
Application Type:Section 59Amendment
Jurisdiction:The Community Planning Act authorizes the Planning
Advisory Committee to give its views to Common Council
concerning proposed amendments to Section 59
recommendation at a public hearing on Monday,July 24,
2023.
Page 1of 13
Scott Walton (Ethos Ridge)Lands adjacent to 2100 Sandy Point RoadJune 29, 2023
EXECUTIVE SUMMARY
The proposal is to amend the Section 59 conditions imposed on the April 2021 rezoning of the
site located between Pelton Road and Westmount Drive. The Municipal Plan designation and
Zoning of the property were changed in 2021 to provide for the development of the property into
a nature-based retirement community. Amendments are being sought to the Section 59
conditions relating to the design of the proposed development and the time limit for completion
(sunset clause).
S
proposal still conforms with the vision, intent, and policies of the Municipal Plan. Amendments to
the Section 59 conditions are recommended by Community Planning.
The existing Section 59 Agreement and Section 131 agreement will remain in effect and are not
proposed for amendment. However, an additional Section 59 agreement is recommended
regarding a revised traffic impact review and attributable transportation network improvements.
RECOMMENDATION
1. That Common Council repeal the Section 59 conditions imposed on the April 6, 2021,
rezoning of the property located adjacent to 2100 Sandy Point Road, also identified as
PID Number 55238471.
2. That Common Council impose the following conditions on land having an area of
approximately 8.5 hectares, located adjacent to 2100 Sandy Point Road, also identified
as PID No. 55238471 pursuant to section 59(1)(a)(ii) of the New Brunswick Community
Planning Act:
a) There shall be no vehicular access to the development off Pelton Road. The
entrance to Pelton Road is to be gated and utilized only by service vehicles required
for limited inspection and maintenance of the lift station and pad mount transformer.
All other vehicles are to enter the site from Sandy Point Road.
b) The Sandy Point Road access driveway shall be owned and maintained by the
property owner. It shall not be owned, maintained or serviced by the City of Saint
John.
c) The development shall be completed no later than April 6, 2028, which is 7 years
from when the original rezoning came into effect. If it is not completed within that
time, Council may take steps to cancel the resolution and agreement and repeal the
rezoning pursuant to Section 59(5) and 59(6) of the New Brunswick Community
Planning Act;
Page 2 of 13
Scott Walton (Ethos Ridge)Lands adjacent to 2100 Sandy Point RoadJune 29, 2023
d) , Major
identified in the Major Community Facility (CFM) Zone of the City of Saint John
Zoning By-Law with the development limited to a maximum of 167 units,
e) The development and use of the parcel of land shall be in accordance with a detailed
site plan, landscaping plan and elevation plans, prepared by the developer and
subject to the approval of the Development Officer. These plans shall be attached to
the permit application for the development of the parcel of land and shall
substantially conform to the landscape and site plans submitted with the application
for the 2023 Section 59 Amendment and contained in this report.
f) That notwithstanding Section 13.2(2) k of the Zoning By-Law, the parking area shall
incorporate a drop-off area as shown on the site plan submitted with the application
and also incorporate a sidewalk along the front of the building subject to the approval
of the Development Officer.
g) That the treed areas between the proposed parking lot and the properties on Pelton
Road be maintained.
3. That the City, pursuant to the provisions of Section 59(1)(b) of the Community Planning
Act, enter into an agreement with the developer of the parcel of land having an area of
approximately 8.5 hectares, located adjacent to 2100 Sandy Point Road, also identified
as PID No. 55238471, respecting the following:
(a) The provision of a revised traffic impact study by a consultant engaged by the
Developer and that any transportation impacts attributable to the increased
number of units proposed in the development
and cost to implement commensurate with the amount of impact.
DECISION HISTORY
In April 2021, Common Council re-designated the property from Rural Resource and Park and
Natural Area to Major Community Facility and extended the Primary Development Areato
include the site. Common Council also rezoned the property from Rural (RU) to Major
Community Facility (CFM) subject to Section 59 conditions and entered into an agreement with
the developer under Section 131 of the Community Planning Act.
Section 59 conditions imposed on the rezoning were related to defining the specific
development proposal, establishing restrictions on site access, and including a timeline for
completion of the development. In addition to the Section 59 conditions imposed on the
development, the City entered into an agreement with the Developer subject to the provisions of
Section 59(1)(b) of the Community Planning Act, respecting the following:
Page 3 of 13
Scott Walton (Ethos Ridge)Lands adjacent to 2100 Sandy Point RoadJune 29, 2023
a) the D
infrastructure required to service the proposal, which comprise of the extension of water
and sewer, and the restoration of the street.
b)
property.
c) ion to the cost of implementing traffic calming measures at the
Foster Thurston/Sandy Point Road intersection with this contribution commensurate with
the amount of impact; and,
d)
to the Westmount Drive intersection to include an asphalted and delineated pedestrian
walking surface subsequent to extension of services on Sandy Point Road.
The Section 131 agreement between the City and Developer requires the developer to pay for
the costs associated with three property owners along Sandy Point Road connecting to the
extended water and sanitary sewer mains along Sandy Point Road. This agreement also
requires the Developer to commission and make available to the public an expert opinion
regarding the impact of the development on the groundwater recharge in the area.
The existing Section 59 Agreement and Section 131 agreement will remain in effect andare not
proposed for amendment.
Approvals were also given for the subdivision of the development site (PID 55238471) from the
parent property located at 2100 Sandy Point Road.
In 2017, Common Council approved money in lieu of Land for Public Purposes and approved
the vesting of a public street cul-de-sac located off Pelton Road.
ANALYSIS
Proposal
The applicant is seeking an amendment to the Section 59 conditions to accommodate a revised
site and building layout and an increase in the time limit for completing the development from
five to seven years. A retirement facility providing a mixture of independent and supportive living
is still proposed for the site, however as the design of the project has advanced, the applicant
has eliminated the underground parking garage and swimming pool to reduce project costs
related to rock excavation. Instead of the underground parking garage, parking will be provided
on a surface lot south if the proposed building. The applicant also has noted that the facility will
accommodate a maximum of 167 units, an increase over the 133 originally proposed. The
building layout has also been revised with an increase from four to five stories. Given floor to
ceiling heights in the initial proposal the impact on overall building height is minor with the
maximum height increasing from 24 metres in the original proposal to 25 metres in the current
proposal.
Page 4 of 13
Scott Walton (Ethos Ridge)Lands adjacent to 2100 Sandy Point RoadJune 29, 2023
The development will have the following distribution of units:
1 bedroom 97 units
1 bedroom plus den 12 units
2 bedroom 58 units
Total 167 units
As with the original proposal, outdoor amenity space and a connection to nature are
components of the overall project design and the access to the site is unchanged with a single
private driveway providing access from Sandy Point Road. Access to Pelton Road is proposed
to be gated and limited to servicing access to the proposed pumping station and transformer
pad. The proposal would be serviced via the extension of water and sanitary services from the
Westmount Drive/Sandy Point Road intersection at the cost of the developer. Requirements
established through the original approvals process for the developer to provide public
pedestrian access to a private trail system on the property, contribute towards traffic calming at
the Foster Thurston/Sandy Point Road intersection and provision of a pedestrian walking
surface along the east side of Sandy Point Road from the site to Westmount Drive will remain
as Developer responsibilities.
Site and Neighbourhood
The subject property consists of approximately 8.5 hectares of vacant land and woodlot,
situated between Pelton Road and Westmount Drive in Millidgeville. The site has two frontages,
one located off Sandy Point Road and the other on an unbuilt cul-de-sac located off Pelton
Road, which was vested to the City in 2017. The subject property is separated from Westmount
Drive by a second, 6.3-hectare, forested property, which is not part of the proposal and not
owned by the proponent. The property has notable topographic features. The entrance to the
site sits at 35 metres above sea level. At the entrance, an open field slopes up 200 metres to
the high point, a 65-metre ridge. The ridge is topped by a canopy of mature coniferous trees.
From the ridge, the forest descends sharply to an open field, formerly farmland. The former
farmland is even terrain, with half of the field now occupied by rows of coniferous plantings.
Because of the ridge, this means that the proposed building should not be visible from Sandy
Point Road, except for possibly a small portion through the access road alignment. The
remaining land is a mix of hardwood trees gradually leading to the river, where there is a final,
sharp descent to the water. There is a second clearing at the location of the cul-de-sac, which
was also former farmland. Due to the cliffside that runs along the river, the site is unimpacted by
flooding.
The subject property is in a transition area between rural residential development to the north
and serviced residential subdivisions to the south. The dividing point is the Westmount Drive
and Sandy Point Road intersection. North of the intersection consists of unserviced rural
residential dwellings located off Pelton Road, Beach Road, and Sandy Point Road. The
neighbourhood has a variety of houses and lot sizes, all predominantly single family. The
neighbourhood has changed over the years from one being comprised of small farms and
cottages perched on the riverside to year-round homes that capitalize on the water view. This
segment of Sandy Point Road is built to a rural standard, with open ditches and without
Page 5 of 13
Scott Walton (Ethos Ridge)Lands adjacent to 2100 Sandy Point RoadJune 29, 2023
sidewalks or curbs. Sandy Point Road is classified as a Local Street and serves to carry low
volumes of traffic south through the Kennebecasis neighbourhood or east towards the Foster
Thurston Road intersection. Foster Thurston Drive is an arterial street that carries traffic
eastward towards Highway Number 1. Here Sandy Point Road transitions to a collector street
that connects to Rockwood Park and the Hospital/University complex. The subject property is
centrally located at approximately 3.5 km from the Regional Hospital and 7 km from the city
centre.
South of the Westmount Drive intersection, the Kennebecasis Drive subdivision consists of a
network of local streets. Largely built out in the 1980s, the subdivision has sidewalks and is
serviced up to the point of the Westmount Drive intersection. The neighbourhood includes the
Summerville-Millidgeville ferry, which operates seasonally, with a capacity of 24 vehicles.
Municipal Plan Review
The Municipal Plan Designation of the site was amended as a result of the original planning
application in 2021, redesignating the site from Rural Resource and Park and Natural Area to
Major Community Facility. As a result of the 2021 application, the Primary Development Area
boundary was also amended to include the site wiAn analysis
of the amendments to the Section 59 conditions requested through the current application with
respect to the policies of the Municipal Plan has been attached to this report (Attachment 2).In
summary,
From a high-level perspective, the proposal still conforms to the development vision established
in the Municipal Plan through the following:
- The proposed location between two developed neighbourhoods, provides the
opportunity for infill to achieve a more complete community with housing to serve a
growing segment of the population.
- The proposal is compact and maximizes the use of land, without compromising quality of
life.
- The proposal takes environmentally sensitive approach and has a small
lot occupancy.
- The subject property makes use of existing roadways without proposing new streets and
the servicing extension can be accommodated without negative downstream effect by
the existing system as the existing infrastructure in the neighbourhood was designed for
more customers than are currently being serviced.
Character, Density, and Fit
PlanSJ intends for neighbourhoods to evolve over time to meet the needs of the community and
even low-density neighbourhoods must accept a degree of change. It is important to manage
that change through effective design to ensure new development is integrated into the existing
neighbourhood. The Plan does not intend for neighbourhoods to be static and homogenous.
At approximately 167 units within a 3,145 square metre footprint on a large 8.5-hectarelot, the
proposal preserves a good portion of the natural environment while focusing density within a
Page 6 of 13
Scott Walton (Ethos Ridge)Lands adjacent to 2100 Sandy Point RoadJune 29, 2023
compact, mid-rise building. With a lot occupancy of 4%, it is under the 50% maximum lot
occupancy of the Major Community Facility (CFM) zone.
Millidgeville contains a broad mixture of densities and demonstrates the principles of complete
communities. It includes high-rise residential and mid-rise residential buildings clustered around
single family neighbourhoods, with schools and retirement facilities integrated. The proposal
was approved as an opportunity to provide a contemporary housing form in a neighbourhood
that straddles the rural and suburban. The Municipal Plan introduces an urban design
framework to provide a more detailed level of guidance for Council in weighing a proposal
compatibility. The proposal is still
- The proposal is designed to incorporate existing natural features and topography;
- Although the proposed building represents a departure from the physical character of
the established neighbourhood, the building and parking areas are invisible to the
eye from Sandy Point Road and are proposed to be buffered through woodlots from
adjacent properties; and
- The proposal incorporates innovations in built form, aesthetics, and building function
to encourage high quality contemporary design and celebrate the view plain to the
water.
Given this, Community Planning is of the opinion that the proposal still conforms to the
Municipal Plan.
Zoning and Section 59 Amendment
The subject property is currently zoned Major Community Facility (CFM). The proposal has
been designed to generally meet all the standards of the CFM zone in terms of parking,
landscaping, amenity space, setbacks, and height.
- majorunder the Zoning By-law,
which is defined as the following:
(a) An establishment licensed or approved by a government agency that provides care
and or supervision to 10 or more residents on a 24-hour basis by professional staff;
or
(b) An establishment devoted to retired residents where common amenities and
services, including communal dining, are provided exclusively to such senior
residents.
Distinction between a supportive facility and an apartment complex would primarily be made
through the business operations of the facility, but also in the types of facilities offered (e.g.,
communal dining) and corresponding National Building Code requirements. No residential
dwellings (e.g., apartment complex) are permitted within the Major Community Facility zone.
Table 1.0 provides an overview of the compliance of the current proposal with the standards of
the Major Community Facility (CFM) Zone.
Page 7 of 13
Scott Walton (Ethos Ridge)Lands adjacent to 2100 Sandy Point RoadJune 29, 2023
Table 1.0 Compliance with CFM Zone Standards
Zone Requirement Current Proposal
Minimum Lot Area 0.185 ha (1,850 m²) 8.46 ha
Minimum Front Yard 5 m 390 m
Maximum Front Yard 22 m
Minimum Rear Yard 7.5 m 79 m
Minimum Side Yard 7.5 m 50 m (Pelton Road side)
8 m (Westmount Drive side)
Minimum Flankage Yard 7.5 m 32 m
Minimum Building Height 2 stories 5 stories
1
Maximum Building Height 24 m 25 m
Maximum Lot Occupancy 50% 4%
1. Note: Based on drawings submitted with the application the building height is 25 metres based
on average grade. Should the combination of building height and final site grading yield a height
of 25 metres on the final plans submitted with the Building Permit application, a variance through
the Development Officer variance process will be required.
The proposal meets the standards of the Major Community Facility Zone, except for the setback
from Sandy Point Road which will require a variance to increase the maximum setback from 22
metres to approximately 390 metres and height, dependent on final site grading. These
variances will be processed through the Development Officer variance process. The setback
variance is considered reasonable as the intent of this requirement is to have buildings built
closer to a street to promote a relationship between the buildings and Public Realm. This
promotes a sense of enclosure along a street through the creation of a street wall. While this is
desired from an urban design context in a more developed area of a municipality such as a
Central Business District like the Uptown, it would not be appropriate for the surrounding
neighbourhood context which is more suburban in nature and comprised of buildings having
smaller height, massing, and footprints such as the single unit dwellings along Sandy Point
Road. The height setback is also considered reasonable given the setbacks provided.
The proposed building would be 50 metres away from the shared property line with the adjacent
properties along Pelton Road at its closest point, exceeding the minimum required side yard
setback of 7.5 metres. As a comparison, the building proposed in the original concept was 40
metres away from the lot line with the adjacent properties along Pelton Road.
Along the southern boundary of the site, a minimum setback of 8 metres is provided which
exceeds the minimum required setback of 7.5 metres in the CFM zone. This 8-metre setback is
comparable to the 7.5-meter setback that would be required for a building of the same height in
the High Rise Residential (RH) zone.
The CFM zone also has the following standards related to building design:
(k) Buildings shall have a prominent entrance orientated toward a street.
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Scott Walton (Ethos Ridge)Lands adjacent to 2100 Sandy Point RoadJune 29, 2023
(l) Buildings that are more than four stories in height and orientated towards a street
shall include an offset at the fifth story having a minimum depth of 1.5 metres
away from the street.
These are standards for a more urban development context where a denser pattern of
development could be found The intent of these standards is to
promote a relationship between the building and the Public Street through the requirement for
an entrance along and oriented to the public realm and promoting a pedestrian scale along the
street and façade through the upper story setback. In this case, clause (l) would not applyas the
building is not orientated towards a street given the configuration of the lot.
Given the location of the building on the site because of the lot configuration and site
topography, the site access functions in the same way a Public Street would in a more urban
context. The proposed site design has a drop-off area located between the main parking area
and building, with the main building entrance oriented towards this drop-off area. Staff
recommend a new Section 59 condition requiring the design of the parking area to incorporate
the drop-off area as shown on the site plan submitted with the application and to incorporate a
sidewalk along the front of the building subject to the approval of the Development Officer.
Environmental Considerations
As part of the review, the application was circulated to the New Brunswick Department of
Environment and Local Government for comment. Surface Water Management (SSWM) Branch
reviewed proposal against the Watercourse and Wetland Alteration (WAWA) Reference Map,
aerial imagery, and other available desktop tools to assess the presence of wetlands and
watercourses in or near the proposed development. From this review, a watercourse and
potentially two unmapped watercourses are present on the property. Any alterations that are
in/within 30 metres of a watercourse as defined in the Clean Water Act will require a WAWA
permit. Portions of the site along the Kennebecasis River are located within the floodplains of a
watercourse or in areas prone to flooding/storm surge.
Requested Section 59 Amendments
The applicant has requested an amendment to the Section 59 conditions to allow for the revised
site layout which includes surface parking instead of underground parking and an extension of
the timeline for completion from 5 years to 7 years from the date of the original rezoning. The
current 5-year timeline requires completion by April 6, 2026, while the requested 7-year timeline
will require completion by April 6, 2028. Although not a specific Section 59 condition imposed on
the original rezoning, the developer is seeking an increase in the scale of the project to a
maximum of 167 dwelling units.
Revised Site Plan / Development Concept
The development proposal submitted with the original 2021 application included a 4,829 square
metre building footprint that would include 133 units. Most parking would be provided
underground, and a range of amenities would be provided for the residents including a
swimming pool. As the design of the project has progressed, the underground parking and pool
Page 9 of 13
Scott Walton (Ethos Ridge)Lands adjacent to 2100 Sandy Point RoadJune 29, 2023
components in the project have been removed to reduce construction costs associated with
excavation. Parking for the development instead will be provided in a 122-stall surface parking
lot located east of the building.
Condition d) of the Section 59 conditions imposed on the previous approval require that the
plans submitted for the building permit application substantially conform to the landscape and
site plans contained in 2021 PAC report for the original application. Given this, an amendment
to this condition is required as the current development proposal does not conform to the
original proposal as it now includes surface parking.
A supportive facility has a parking requirement of 0.5 spaces per resident. Using information
provided for the water and sanitary sewer flow assessment, gives an average estimate of 2.25
persons per unit which translates to 376 residents. This would require 188 parking spaces. It is
the opinion of Planning staff that the average of 2.25 persons per unit is a very conservative
estimate for estimating parking demand given that the building make up would be comprised
solely of two-person and one-person households. This factor, combined with the likelihood for a
1
relatively high number of single-occupant units (26% of all seniors in Canada live alone), and
the potential for some residents to no longer provide justification for
reasonableness of the 122-stall parking lot. The size of the parking lot proposed would be
appropriate under the Zoning By-law Standards for a population of between 210 and 250
residents (between 1.25 and 1.5 persons per unit on average).
The parking lot incorporates internal islands, and these will have to be landscaped in
accordance with the standards of the Zoning By-Law. The parking lot is also located a minimum
of 21 metres away from abutting Residentially zoned lots along Pelton Road. Staff note that the
Zoning By-law only requires the proponent to provide screening if the parking lot is located
within 15 metres of an abutting Residentially zoned property and the area provided between the
parking area and lots along Pelton Road incorporates mature trees. To mitigate the impact on
the surface parking area, Staff recommend a condition that the treed areas between the
proposed parking lot and the properties on Pelton Road be maintained.
Development Time Limit
Common Council imposed a time limit on the completion of the development of 5 yearsfrom the
date of the rezoning. The proponent has requested an additional two-year extension of this time
limit to seven years from the date of the rezoning.
Originally the time limit was imposed as the proposed development represented a departure
from the land use vision established in the Municipal Plan given that it required an amendment
to the Municipal Plan and the Primary Development Boundary. During the two years since the
original approval, the proponent and their consultants have been revising and refining the
1
stics Canada. Family characteristics of seniors by
housing indicators: Canada, provinces and territories, census metropolitan areas and census
agglomerations (statcan.gc.ca). June 19, 2023
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Scott Walton (Ethos Ridge)Lands adjacent to 2100 Sandy Point RoadJune 29, 2023
design as evidenced by the concept provided with the Section 59 Amendment application. This
has also included an examination of project costing given the revision to eliminate underground
parking.
Given the revised design and continued engagement of consultants related to the design, Staff
are of the opinion the Developer has been diligent in advancing the project and recommend a
revision to the Section 59 conditions to provide an additional two years for completion of the
project.
Unit Increase
The existing Section 59 conditions do not place an explicit limit on the number of units. The
design concept in the 2021 application included 133 units. The applicant is now seeking to
include a maximum of 167 units in the revised proposal. The site is of sufficient size to
accommodate the proposed building while conforming to the standards of the underlying zone.
The main considerations that would limit the number of units in the development are water and
sewer capacity and the capacity of the existing roadway network.
Saint John Water has modelled the impacts of the increase to 167 units, and this can be
Saint John Water will
video downstream areas of the sanitary sewer catchment to identify any sources of
inflow/infiltration as necessary to ensure capacity of the sewer system.
The traffic impact study submitted with the application assessed the impacts of a 115-unit
development. Weekday peak hour traffic volumes for the proposed development were forecast
as follows:
Weekday AM Peak 23 vehicles (8 entering, 15 exiting)
Weekday PM Peak 30 vehicles (16 entering, 14 exiting)
Staff have undertaken a cursory review of the additional traffic that would be generated by the
increase to 167 units and this increase in the unit count is estimated to have the following peak
hour traffic volumes:
Weekday AM Peak 33 vehicles (11 entering, 22 exiting)
Weekday PM Peak 44 vehicles (23 entering, 21 exiting)
Staff recommend an additional Section 59 agreement with the developer requiring that a revised
study be provided and any additional transportation system improvements that may be required
from the increase in the number of units be the responsibility of the Developer.
Staff also recommend the conditions to specifically limit the development to a maximum of 167
units.
As outlined in the original Section 59 agreement, all work to install municipal infrastructure to
service the development, including the watermain extension and new force main installation,
shall be at the full cost and responsibility of the property owner. Consistent with the
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Scott Walton (Ethos Ridge)Lands adjacent to 2100 Sandy Point RoadJune 29, 2023
requirements of the -Law It is a requirement that the engineered stormwater
management plan achieve a zero net increase from the site (i.e., limit post-development
discharge to the existing predevelopment discharge).
Original Section 59 Conditions
As part of the original rezoning a series of Section 59 conditions were imposed that will remain
in effect including those imposed on site access and those covered in the existing Section 59
and Section 131 Agreements.
Conclusion
Approval of the 2021 Municipal Plan Amendment and Rezoning established the suitability of the
policies of the Municipal Plan.
Amendments to the Section 59 conditions are recommended by Community Planning along with
a new Section 59 agreement related to a revised traffic impact study and the
responsibility for any attributable traffic impacts.
ALTERNATIVES AND OTHER CONSIDERATIONS
None were considered.
ENGAGEMENT
Developer
On May 10, 2023, a virtual public information session was held. Led by the project proponents,
a recording of this session was provided to City Staff. Questions largely focused on trafficand
environmental impacts.
Public
In accordof Procedure, notification of the proposal was sent to
landowners within 100 metres of the subject property on June 20, 2023. Notice of the Public
Hearing for the rezoning was posted on the City of Saint John website on or before June 29,
2023.
APPROVALS AND CONTACT
Author Manager Commissioner
Mark Reade, P.Eng., MCIP, Jennifer Kirchner, MCIP, RPP Jacqueline Hamilton, MCIP,
RPP RPP
Contact: Mark Reade
Telephone: (506) 721-0736
Email: Mark.Reade@saintjohn.ca
Application: 23-3014
APPENDIX
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Scott Walton (Ethos Ridge)Lands adjacent to 2100 Sandy Point RoadJune 29, 2023
Map 1: Aerial Photography
Map 2: Future Land Use
Map 3: Zoning
Map 4: Contours
Attachment 1: Site Photography
Attachment 2: Municipal Plan Policy Review
Submission 1: Site Plan
Submission 2: Drainage and Servicing Plans
Submission 3: Floor Plans
Submission 4: Elevation Plans
Page 13 of 13
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a Section 59
through
impact design to handle
-
at Lentook Avenue and
d
The use being a retirement
contemporary design
the maximum permitted front
formalize
quality
-
Saint John Water has confirmed the
high
, to be
the surrounding neighbourhood.
ortive living operation and is appropriate within
the width requirements of the Zoning By
ed buffers
Law with the exception of
-
The proposed site design also meets the standards of the
.
private shuttle service.
The proposed building and parking area are situated to
a
hile the proposal represents a departure from the height and
ondition. The developer is proposing a low
The proposed land use is desirable from the perspective of thMunicipal Plan and proposes to contribute several public benefits to the neighbourhood.Wappearance of the surrounding neighbourhood,
these are mitigated through design and building placement. community is a compatible residential use. The building should not be seen from Sandy Point Road owing to topography and treed
buffersZoning Byyard.minimize their impact on Necessary services can be provided. In terms of transit, the closest route is currently located 450 metres awayKennebecasis Drive. The
developer is proposing to augment transit with downstream water and sanitary sewer systems can accommodate the proposed 167 units.The access meetsminimum standards of the National Building
Code such as grades, widths, etc. for emergency services. The developer is proposing several landscapCstormwater.The proposed building is a tailored to the subject property and designed
to raise the standar
a.b.c.d.e.
The proposal consists of a retirement community that will have both an independent living and suppthis designation.
mmunity
design is provided that is
Lands adjacent to 2100 Sandy Point Road (Ethos Ridge)
-
Review
secondary educational facilities, major
-
post
iate transportation infrastructure including public
scale institutional uses including, but not limited
-
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The proposed land use is desirable and contributes positively to the neighbourhood; The proposal is compatible with surrounding land uses;The development is in a location where all necessary
water and wastewater services, protective services, and approprtransit can be provided;Site design features that address such matters as safe access, buffering and landscaping, site
grading and stormwater management are incorporated;A high quality exterior buildingconsistent with the Urban Design Principles in the Municipal Plan; andPublic transit and active transportation
links are provided to and from other key destinations.
a.b.c.d.e.f.
tƚƌźĭǤ \[ Councill shall create the Major Community Facilities designation on the Future Land Use map (Schedule B) to accommodate a range of largerto, high schools and care facilities,
recreation facilities, places of worship and assembly, and other government and community uses.tƚƌźĭǤ \[ Council shall ensure that new major community facilities that are used by residents
across the City and the Greater Saint John Region are located in areas designated Major CoFacilities and shall generally be permitted only subject to a rezoning process where compliance
is demonstrated with the following requirements:
Attachment 2: Municipal Plan
.
ng with
.
links will
property
, keepi
metres from
gned to provide
Much of the
390
here the ground is
The architect is proposing a
quality, attractive exterior appearance
public/private walking trails, and
-
high
a minimum of 50 metres from the
based accommodation for seniors.
-
property has been designed as a complete concept.
setback
ther amenities.
is also
transit/active transportation.
hectare
-
proposal should not impact the public realm.8.5
for design of supportive facilities. Conditions on the substantial conformity of the proposal to the site plan will ensure that this design is carried forward into the construction review
stageAs a retirement facility, the most important transportationbe nearby facilities such as the hospital and commercial areas. As is typical with this type of facility, a shuttle service
would operate in place ofThe development is unlike anything in its surroundings. This is acknowledged through the treatment of building placement and buffering. The building is setback
approximately Sandy Point Road and is buffered by a ridge and tree canopy. The building line with the adjacent properties along Pelton Road. existing natural woodlot is proposed to
be conservedthe rural character of the area. The building entrance faces Sandy Point Road; however, it is obscured from view because of the ridge.The site is designed to take advantage
of the natural topography. The building is situated on a lower plateau, wmost even with views to the water provided by upper storeys.The site is designed around having a connection
to the Kennebecasis River.The proposal has been submitted by professional architecture/landscape architecture firms and is desiinnovative, natureThe The Integrated functions includeseveral
oThe building has been comprehensively designed with what appear to be high quality, durable materials.hybrid cladding with composite panel cladding and architectural masonry, maintaining
aThe building has been designed for visual interest with a prominent
f.a.b.c.d.e.f.g.h.i.
s;
enhance
g, buildings entrances,
Lands adjacent to 2100 Sandy Point Road (Ethos Ridge)
-
Review
opriate and desirable, encouraging active
oriented uses and a high level of transparency
-
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That new development respect and reinforce the existing and planned context in which it is located through appropriate setbacks, landscapinbuilding massing, architectural style and building
materials. Locating building entrances facing the public street;Designing sites to incorporate existing natural features and topography;Designing sites to protect, create and/or important
view corridors to the water or landmark sites or buildings;Incorporating innovations in built form, aesthetics and building function to encourage high quality contemporary design that
will form the next generation of heritage;Where apprpedestrianat grade to reinforce and help animate the public realm;Designing sites, buildings and adjacent public spaces as complete
concepts with integrated functionUsing quality, durable building materials and a consistent level of design and detail for all elements of the building;
a.b.c.d.e.f.g.h.
tƚƌźĭǤ 5 Council shall ensure all development proposals generally conform to the following General Urban Design Principles:
Attachment 2: Municipal Plan
the
A Section 59 condition is recommended requiring that
act design, preserving much of the existing woodlots and
and contemporary design that celebrates the Kennebecasis River.
In terms of sustainable design, the proponent is committed to low impplanting native species where providing additional buffers, and is further exploring the use of solar energy.The
proposed surface parking area is buffered by existing wooded areas. treed areas between the proposed parking lot and the properties on Pelton Road be maintained.
k.m.
-
re
site
-
-
particularly
Lands adjacent to 2100 Sandy Point Road (Ethos Ridge)
-
re into sites and buildings;
the site and taking advantage of
Review
rise buildings to appropriate areas and
-
lding materials where possible;
Utilizing reused, recycled, renewable or local buiUsing green building or neighbourhood standards;Designing for energy efficiency and alternative sources of energy;Designing for water
conservation and onstormwater management;Promoting the conservation and adaptiveuse of existing buildings and designing sites to retain mature trees;Designing sites and buildings to
work with, rather than against, the natural environment by designing according to the topography, hydrology, ecology and natural drainage patterns ofpassive solar gain and natural light;
andUsing native vegetation for landscaping where appropriate.
i.ii.iii.iv.v.vi.vii.
Designing for visual interest by incorporating wellarticulated building façades, landscaping, local history, public art and/or cultuDirecting highensuring their design is sensitive to
the neighbourhood and/or heritage context;Encouraging sustainability in design by:Locating and screening parking and loading facilities so they are generally not visible from the street,
in Centres and Neighbourhood Intensification Areas
i.j.k.m.
Attachment 2: Municipal Plan
wing
proach
additional
ally, the proposal provides
of the proposal are significant, an
preserve a significant amount of woodlot and plant
metre riparian buffer and restricting
as all servicing costs are the responsibility of the
-
The proposal integrates within an existing residential neighbourhood and is ideally situated in proximity to major community facilities such as the Regional Hospital.The economic development
benefits estimated $1 million in new annual tax revenue, without need for major new capital or operating investments by the City, in addition to job creation and other spinoffs of creating
additional housing product to meet a gromarket. The overall impact of the development should be positive for the neighbourhood and City as a whole. Environmentally, the proposal celebrates
natural amenity and seeks to preserve much of the environmental integrity of the site. Socially/Culturadditional seniors housing. Fiscally, the proposal does not pose a risk or threat
to the Citydeveloper.preserving the 30stormwater flow into the river.The proposal is to additional naturalized buffers from native species.The development strikes a balance in preserving
existing woodlots and utilizing existing open space and seeks a low impact development apto stormwater management, including swales, rain gardens, and other means.
͵
ncluding
Lands adjacent to 2100 Sandy Point Road (Ethos Ridge)
-
Review
services.
encourage the provision of housing for people with
ЊЊЋЍЌЎ
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Encouraging the use of native species of vegetation for landscaping in private and public development, where appropriate; and Preserving representative vegetation, species and ecosystems
in major open spaces and City parks.
a.b.
tƚƌźĭǤ I{Council shallspecial needs, including senior citizens, group homes and shelters, to integrate into appropriate residential areas of the City, in close proximity to major transit
routes, community facilities and needed tƚƌźĭǤ 9t Council shall recognize that economic development is an important component of sustainable development but that land use planning decisions
must also be balanced against environmental, social, cultural and fiscal impacts.tƚƌźĭǤ b9 Council shall protect environmentally sensitive areas, iwatercourses and wetlands, riparian
areas, and floodplains and appropriately restrict development near these features tƚƌźĭǤ b9 Enhance biodiversity throughout the City by: tƚƌźĭǤ b9 Improve the natural stormwater storage
capacity of watercourses and wetlands in urban and suburban areas on a comprehensive watershed basisStorm Drainage Design Criteria Manual and by:
Attachment 2: Municipal Plan
.
rance. One
traffic
veloper
original the study
de
in the proposed
ed
updated
n
59 agreement.
application; includ
following the 2021
Section
and provision of an asphalt
Road between the Development
complete a
responsibility of the
Point
the
As the number of units
.
the increase to a maximum of 167 units and
eement entered into
59 agr
reviewing
Section
The development is served by a private access.The street hierarchy and adjacent areas have been considered. There are two access routes to the Sandy Point Road entthrough the Local Street
network of Kennebecasis Drive and the other through the Collector Street, via Sandy Point Road at Foster Thurston Drive. A traffic study was submitted with the Municipal Plan Amendment
and Rezoning advised that no transportation infrastructure improvements were required and Sandy Point Road would maintain a level of service acceptable for a local street.There are
no access points onto an arterial/collector from the siteThe Municipal Plan Amendment and Rezoning contribution to traffic calming infrastructure at the Sandy Point Road/Foster Thurston
intersectionwalking surface along Sandy site and Westmount Drivedevelopment has changed, Staff are recommending that the developer engage a consultant toassessmentthat any additional
costs be through amendments to the existing
a.b.c.i.
site
-
Lands adjacent to 2100 Sandy Point Road (Ethos Ridge)
-
circulation to public
stormwater management
Review
development;
Ѝ
Ώ
Restricting development in natural and rural areas; stormwater management wherever possible and encouraging innovative methods such as green roofs, permeable surfaces, and rainwater
collection;Designing stormwater management facilities as local amenities by locating them adjacent to parks, open spaces, or greenways and permitting public access where appropriate;
andIncreasing public awareness and engagement regarding stormwater management practices and site design.A street hierarchy should be identified and designed to accommodate traffic within
the development and provide connections to adjacent areas; The capacity of adjacent streets should be sufficient to accommodate the forecasted traffic generated by the new Vehicular
access points to arterial and collector streets should be minimized where possible by encouraging shared access driveways, appropriately controlling access from corner lots, or other
appropriate measures;Pedestrian connectivity and sidewalks and between adjoining neighbourhoods should be encouraged.
a.b.c.d.a.b.c.i.
tƚƌźĭǤ a Councill shall consider the following transportation matters when evaluating new development proposals:
Attachment 2: Municipal Plan
-
with
result
s
to the
conform
still
ing an update
the proposal
system improvements as a
and
been established as compatible and well
transportation
Staff are recommend
standards established in the
Section 59 Agreement.
.
with traffic calming improvements completed at
revised
onsidered by the City in the capital budget process. In the
Law (and the Storm Drainage Design Criteria Manual) have
Traffic Study recommends no new transportation infrastructure
-
lished by a
recommended
quire that any required
existing sui
le extension of services is required, these are to be provided by the
The is necessary to support the development; however, there are existing issues which will be cinterim, traffic improvements to slow down drivers and improve sightlines weredownstream
intersectionsprevious traffic study and amendments to the existing Section 59 agreement to reof the increased unit count be the responsibility of the developer to implement. All infrastructure
improvements will be the responsibility of the developer, as estabSaint John Water has modelled the proposed sanitary flows and does not see any issue with the development in relation
to the downstream sanitary sewer system. Law. The Byrequirements for maximum flow and speed to protect the property, neighbours and the environment. Theestablished through Common
CouPlan Amendment and Rezoning in 2021the vision, intent, and policies of the Municipal Plan. There are no significant costs to the City related to the delivery of services. Whideveloper.
The proposal is ideally situated in proximity to the Hospital, the road network has thoroughly been reviewed, there are no heritage buildings in the area, the type of use has
Lands adjacent to 2100 Sandy Point Road (Ethos Ridge)
-
approved and techniques such as
Review
Ў
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transportation improvements made necessary as a direct
Ώ
a{
The proposal is in conformity with the goals, policies and intent of the Municipal Plan and the requirements of all City bylaws;The proposal is not premature or inappropriate by reason
of:
position of terms and conditions, in addition to all other
a.b.
tƚƌźĭǤ a Council shall ensure developers contribute to the cost of on and off siteresult of a development proposal.tƚƌźĭǤ Council shall generally require that onsite and offsite infrastructure
costs associated with new subdivisions and development be the responsibility of the developer.tƚƌźĭǤ a{Council shall make the approval of new development contingent collection system
and treatment facilities.tƚƌźĭǤ a{Require that stormwater impacts are considered when development is reviewed andapproaches are used where appropriate.tƚƌźĭǤ L In considering amendments
to the Zoning Bylaw or the imcriteria set out in the various policies of the Municipal Plan, have regard for the following:
Attachment 2: Municipal Plan
two years for
pedestrian
additional
The developer has requested
on Pelton Road.
eted.
traffic generation has been
operties
and
pr
has been considered by the proponent in arriving
condition to provide for an
this
surface parking lot and
to require an updated traffic impact assessment,
amendment to
n
buffered from adjacent properties, addressed through the Traffic Impact Study. The developer has undertaken geological studies to confirm soil suitability. The topography of the siteat
the most suitable placement for the building in terms of the grade and proximity to watercourse. As part of the Section 59 agreement, a timeframe has been proposed whereby the development
must be complacompletion of the development. The proposal will be required to meet all considerations in conformity with the National Building Code. Additional Section 59 conditions
are recommended in relation to the revised proposal connectivity in the parking area and retention of the treed are between the proposed
5
-
8;
-
7 and I
-
nd conditions of Policy I
Lands adjacent to 2100 Sandy Point Road (Ethos Ridge)
-
Review
.
equacy of road networks leading to or adjacent to
ent land uses by reason of:
transit access to and from the site;
Financial inability of the City to absorb costs related to development and ensure efficient delivery of services, as determined through Policy IThe adequacy of central wastewater or
water services and storm drainage measures;Adequacy or proximity of school, recreation or other community facilities;Adthe development; andPotential for negative impacts to designated
heritage buildings or areas.
proposal satisfies the terms aproposal meets all necessary public health and safety
proposed building;
i. Type of use;ii. Height, bulk or appearance and lot coverage of any iii. Traffic generation, vehicular, pedestrian, bicycle or iv. Parking;v. Open storage;
vi. Signs; andvii. Any other relevant matter of urban planning.
Appropriate controls are placed on any proposeddevelopment where necessary to reduce any conflict with adjacThe proposed site is suitable in terms of steepness of grade, soil and geological
conditions, locations of watercourses, wetlands and susceptibility of flooding as well as any other relevant environmental consideration; The related to timeframes and phasing of development;
andTheconsiderations
i.ii.iii.iv.v.
c.d.e.f.
Attachment 2: Municipal Plan
.
a
all
quality,
-
fulfill
high
team to revise the
and construction
development.
for a
project finances.
has necessitated
design
year timeline established by
-
Originally planned for 2021,
consulting
proposed
year
-
indicated they will
5
the
original proposal
mitigate project
the
to
The proposed revision to the design to
s as construction material and labor costs
nearly 20% over two consecutive years. Additionally, a
liminate underground parking
The applicant is seeking an extension to the 5Council for completion of the development. Ethos Ridge faced challengeincreased bysignificant rise in interest rates further compounded
The proponent has been working with their design to manage costs associated with The design provided aligns with attractive seniors' residence. eredesign that has taken a portion
of the window imposed in 2021. The developer commitments, including the trail system, under the Section 59 agreement
o cancel
;
Lands adjacent to 2100 Sandy Point Road (Ethos Ridge)
-
ich the agreement pertains
development (or in the case
Review
heque in the amount of $1000 to
which may include provisions including,
No further development shall be permitted;Council shall immediately take steps tthe agreement and repeal the rezoning pursuant to section 39(5) and 39(6) of the New Brunswick Community
Planning Act
i.
ii.
That, in addition to any other securities or bonds Council considers appropriate under section 39(8) of the New Brunswick Community Planning Act, the applicant provide a certified ccover
expenses relating to the cancellation of the agreement and/or repeal of the rezoning. The $1000 security shall be repayable on completion of the development for which the rezoning is
granted;Should construction of theof a phased development, the first phase of the development) not be completed within five (5) years from the date the rezoning comes into effect;That
upon repeal of the rezoning pursuant to section 39(5) and 39(6) of the New Brunswick Community Planning Act, the land to whshall revert to its last previous zoning designation.
Ў
Ώ
a.b.c.
tƚƌźĭǤ L Councill may establish timeframes on the phasing and/or completion of development where it is determined that an application to rezone land is speculative in nature. In this
case, Council may require that the rezoning be subject to a Development Agreement but not limited to the following:
Attachment 2: Municipal Plan
50M
8M
40M
18600
8200
LOBBY
64007000700070001400070006600
82008200
63600
82008200
1800
18600
18600
10000
2625
64007000700070007000700070006600
82008200
18400
63600
8200
8200
1800
18600
From:Paul Desjardins
To:OneStop
Subject:Ethos ridge letter against
Date:June 25, 2023 10:24:24 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.**
Dear Sir or Madam
I live at 2121 Sandy Point Rd on a lot that had to be put before PAC and Council in 2007. At
that time 4 acres were developed in 4 single family lots. There were no neighbors against this
project because our homes would blend in with the neighborhood, which they did. My wife
and I have been very fortunate to move here. It is a house in the city, but a home in the
country. We have no sidewalks, no water or city sewer service however we have great well
water and our own septic systems. But most importantly we have neighbors who are friendly,
considerate and always there with a helping hand. We are a community. Those who have the
good fortune to be able to buy a home here are welcome into the neighborhood. We have a
very good quality of life here.
Several years ago Scott Walton and associates came to our neighborhood with a plan to build
the very best accommodation for active aging seniors. He claimed that he had canvas the
neighborhood and had a great deal of support. In reality he had no support. The clients that he
was targeting were those who had a great deal of money to rent an assisted living apartment at
this location 2100 Sandy Point Rd. This supposed ideal place for seniors who would have a
perfect view of the river. At least those who were on the river side of the building could have a
view. They said that they would have underground parking , an indoor pool, a canoe dock and
a beautiful restaurant. There was to be a staff on hand for activities and personal assistance.
Walton and Company were ready to start immediately.
Now we receive a letter stating that they wish to change the entire design and concept. I must
ask myself why. Could it be that no one with money and good sense would gamble on Scott
Walton.
So Walton now wants us to believe that a larger building with an acre of asphalt for a parking
lot , no swimming pool, no restaurant and 30% more apartments for people age 50 plus is a
better fit in our country setting. One hundred sixty-seven more homes in our neighborhood is
not a welcome addition to our neighborhood. The traffic will be more than double what we
have now. Because this location is where there will soon be no bus service and there are no
stores anywhere nearby, we will have 167 cars traveling in and out of the neighborhood every
day.
There were studies by allies of Walton who for their own benefit supported his ill-conceived
project and now will do an about face and say that this "New and Improved " version is the
way to go even though they said the original version which did not fly was the best for all
concerned.
We as a neighborhood believe that this is not in the best interest of our neighborhood or our
City. A group of concern residents put forth a number of issues like the environment, grou d
water run off, city sewer capacity, fire safety, noise and traffic problems that this project
would create. All of those issues are still there and now with the proposed changes even more
so.
Plan SJ was developed to utilize the infrastructure that is in place and to avoid urban sprawl.
We do not want to see this project get started and end up like the head of King St.
You have a second chance to correct the problem, please think about our neighborhood and
our city. If there is a shortage of apartments, then build them where they should be near
services and with transportation not on the wrong side of a steep hill.
Sincerely yours
Paul Desjardins
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July 19, 2023
Dear Councillors,
I am writing to you with my concerns regarding the amendments to section 59 that were imposed on
April 6, 2021. This involves the property located adjacent to 2100 Sandy Point Road (PID 55238471). This
amendment will be presented on July 24, 2023.
ŷĻ ƩĻǝźƭĻķ ĭƚƓĭĻƦƷʹ
This revised concept changes this property from Supportive Facility to an upscale apartment, and this is
why:
it ķƚĻƭ ƓƚƷ provide care and or supervision to residents on ğ ЋЍŷƚǒƩ Ĭğƭźƭ by professional
Staff (refer to the definition of a Supportive facility from Plan SJ). The Developer states
assistance such as physiotherapy, home care or laundry services would not be provided. This is
no different from any other home or apartment.
there is a gym like any other upscale apartment, but no physiotherapist available as one in a
would expect supportive facility
it does not provide amenities such as communal dining. Developer stated at PAC the residents
may order prepackaged food. This is not communal, there is an extra cost to the resident and
it is no different than take-out. Communal dining definition is the ƦƩğĭƷźĭĻ ƚŅ ķźƓźƓŭ
źƷŷ ƚƷŷĻƩƭ͵ According to the developer all units will have kitchens as well.
the café on site will not have the capacity to support any number of residents, therefore not
considered Communal dining.
as stated by the developer in PAC, it is not exclusively for senior residents. This contradicts
the definition of a Supportive care facility (found in Plan SJ)
transportation źƭ ƓƚƷ ƦƩƚǝźķĻķ nor on a transit route. Which contradicts LU-90.
No longer offering staff to assist/supervise residents. In 2021 the proposal had 50 staff. Now
the Developer states approx. 4-5 maintenance/administrative staff.
It represents an upscale apartment also because of the retail/commercial portion that is in the
building (café, bar). You pay extra for these
when you compare Shannex or Chateau Champlain (as had been in 2021) this revised
Concept is not comparable. In these examples, they have a shuttle, communal dining and 24hr
Care by professional staff. In 2021 the city felt that supportive facility was needed, not an up-
Scale apartment.
The addition to the number of units (167 from 125) does not blend this building into the community as it
requires an extra floor to accommodate those extra units, now a 5-storey building among single
residential homes. This increases the population again by another 33% (from the original approval). As a
result, obvious concerns regarding safety because of increase traffic.
9ƌźƒźƓğƷźƚƓ ƚŅ ǒƓķĻƩŭƩƚǒƓķ ƦğƩƉźƓŭ ğƓķ ƷŷĻ ğķķźƷźƚƓ ƚŅ ğ ЊΏğĭƩĻ ƦğƩƉźƓŭ ƌƚƷʹ
large parking lot has eliminated the concept of blending this building into the neighbourhood
Refer to Policy LU-90
the need for lighting eliminates the concept of blending this building into the neighbourhood
Refer to Policy LU-90
the need for lighting increases light pollution. These lights then reflect off snow and are
brighter on clear nights, increasing light pollution further. The increase in units = more light.
increases the noise pollution as well as eliminates the concept of blending this building into
the neighbourhood
increase in run off from this parking lot (flooding, environmental pollution)
winter (clearing windshield and moving cars for plowing).
here without vossible
accommodate the demand.
{ǒƓƭĻƷ /ƌğǒƭĻʹ LƓĭƩĻğƭźƓŭ ĬǒźƌķźƓŭ ƷźƒĻ ŅƩƚƒ Ў ǤĻğƩƭ Ʒƚ А
Developer states they are ready to build this year and finances are not a problem, yet states they want
an extension to 7 years. They are stating building time will be 20 months. So why need an extension?? If
viable, build now.
If the demand is there, why not build now?
Building costs continue to rise therefore what benefit will it be to extend to 7 years?
The risk of extension would be for the developer to start building and then be unable to complete due
to costs
In Closing,
There has been no mention of low-income senior housing with this apartment complex. This is a
significant issue within our city. If this amendment is passed through Council, I hope that a clause will be
added to the approval, that states there must be a portion of units for low-income seniors.
I thank you for your time to read my letter and for considering my concerns
Brenda Rolfe
470 Pelton Road
Saint John
360 Pelton Road
Saint John, NB
E2K5H7
July 14, 2023
Dear Councillors
The following list of questions and comments have been prepared for consideration
in your deliberations of the application to amend the Section 59 conditions imposed
on the April 6, 2021, rezoning of the property located adjacent to 2100 Sandy Point
Road (PID55238471).
Thank you for your kind attention to the concerns of our community.
1.A Supportive Facility in a Major Community Facility is defined as follows:
I. A) an establishment licensed or approved by a government agency that provides care
and or supervision to residents on a 24-hour basis by professional staff; or
II. B) an establishment devoted to retired residents where common amenities and service,
including communal dining, are provided exclusively to such senior residents.
Please describe the services and amenities that will be provided by this apartment
building to meet the criteria of a supportive facility. Will these supportive services
include communal dining? Health services? Cleaning services? Laundry services?
When the Ethos Ridge proposal was accepted the city suggested that two major
benefits were the tax revenue to be generated and the employment of 50 people
following completion of construction. The current proposal spoke of less than 5
employees following construction- who will provide the supportive services in the
apartment building that would qualify it for the zoning currently in place?
The current floor plan for the proposed apartment building includes a café and bar
however no dining facility is indicated. No employees are assigned to this venue as
the roles of employees described in the information session (May 10, 2023 9:00 am)
were maintenance and administration only. Further to this proposed venue, at the
PAC meeting of July 4, 2023, the developers have described the café and bar as an
does this qualify as communal
dining with respect to a supportive facility not to speak of the unlikely business plan
that could ensure the viability of such an establishment in a closed market of 167
apartments?
The motion presented by Councillor Hickey and seconded by Councillor Merrithew
RESOLVED that: 4. D). The development shall
Saint John Zoning by-law. The motion was carried. (Common Council minutes April
2021). .
2. Will the proposed apartment building include subsidized or low-income rental
units?
3. Can additional apartment buildings be constructed on this property within the
zoning if these amendments are allowed?
4. The number of units described in the Common Council minutes April 2021 is 125
units.
Considering a 33.6% increase in the number of apartments to 167 in the current
proposal and the increase in the number of parking spaces and therefore an increase
in the number of vehicles that will be on site as well as the decreased age
demographic suggested in the proposal, will there be a new traffic study to consider
the impact of the increases? Additionally, the transit services have announced that
regular bus service has been discontinued in this community, and this would mean
the apartment dwellers requiring a vehicle to access everyday needs.
5.Policy LU-90:
Ensure that new major community facilities that are used by residents across
the City and the Greater Saint John Region are in areas designated Major Community
Facilities and shall generally be permitted only subject to a rezoning process where
compliance is demonstrated with the following requirements:
a) The proposed land use is desirable and contributes positively to the
neighbourhood;
b) The proposal is compatible with surrounding land uses;
c) The development is in a location where all the necessary water and wastewater
services, protective services, and appropriate transportation infrastructure
including public transit can be provided;
d) Site design features that address such matters as safe access, buffering and
landscaping, site grading and stormwater management are incorporated;
e) A high quality exterior building design is provided that is consistent with the
Urban Design Principles in the Municipal Plan; and
f) Public transit and active transportation links are provided to and from other
key destinations.
a) Is this policy still in effect? LU-90 remains on the website as part of PlanSJ.
b) Parking spaces for the proposed apartment building have increased from 30 to 130+
above ground spaces and no underground parking as proposed initially. This would
require approximately 1 acre of flat top to accommodate the number of spaces as well
as the lighting required from dusk till dawn for safe access and a substantial increase in
noise generated by the number of vehicles. Is this consistent with LU-90? Is it consistent
landscape and site plans contained in this rep
2021). The new proposed apartment building with an extra storey and the clearcutting
to allow a large paved parking lot is not the enticing vision presented to council two
years ago as it is absent the communal dini
the swimming pool.
6. Is this 5 more years to a total of 7 years, 3
months or 7 more years to a total of 9 years, 3 months?
include all construction must be completed within the time frame of 5 years? How
effective is a sunset clause that can be extended with no evidence of a start date?
7. If the amendment were to be accepted and due to safety and infrastructure
concerns, we would like to request that the councillors further amend the clause in
Section 59 to ban all traffic, construction vehicles and other vehicles, related to the
proposed development from Pelton Road before, during and after construction and
to require completion of the driveway into the facility before any preparation for or
construction of the apartment building could begin. The existing traffic restrictions
would not protect the residents of our community from the use of the street since
without the driveway completed Pelton Road would be the only way into the
site. Bylaw MV 10.1 Section 19(3).
Sincerely
Jill Jollineau
From:John Mowatt <mowattjohn@hotmail.com>
Sent: Wednesday, July 19, 2023 10:21 PM
To: MacKenzie, John <john.mackenzie@saintjohn.ca>; Lowe, Gerry <gerry.lowe@saintjohn.ca>;
Radwan, Paula <paula.radwan@saintjohn.ca>; Norton, Greg <greg.norton@saintjohn.ca>; City of Saint
John Mayor's Office <mayor@saintjohn.ca>; Harris, Brent <brent.harris@saintjohn.ca>; Killen, Joanna
<joanna.killen@saintjohn.ca>; Ogden, Barry <barry.ogden@saintjohn.ca>; Hickey, David
<david.hickey@saintjohn.ca>; Stewart, Greg <greg.stewart@saintjohn.ca>; Sullivan, Gary
<gary.sullivan@saintjohn.ca>
Subject: Ethos Ridge application July 24th
\[ External Email Alert\] **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.**
Your Worship and Members of Common Council:
This letter will inform you of my concerns about amending the Section 59 conditions
related to the property located at 2100 Sandy Point Road as you consider the Ethos
Ridge application on the upcoming July 24, 2023, agenda.
The concept that was proposed by Ethos Ridge as developer on April 6, 2021, has
changed drastically. The developer has stated this is necessary for economic reasons
as the cost to build the proposed structure has increased dramatically, both in terms
of supplies and financing costs. The developer has eliminated many of the amenities
such as the swimming pool, in-ground parking, and cooking facilities within the
building. They propose to increase the number of units by one third.
What the developer is now building is an apartment building, situated on land that is
zoned for a Major Community Development. According to the most recent PlanSJ,
this development must fall within
An establishment devoted to retired residents where common
amenities and services, including communal dining, are provided to such senior
The new proposal no longer includes
which has not been well described but appears to consist of
ordering food from an outside agency and eating it in your apartment. This does not
fit within any reasonable definition of communal dining and the current design does
not have an area large enough for the 250 residents to eat together.
Granting approval of the application sets a significant precedent whereby a
developer can propose a certain type of facility and then pivot to a more cost-
effective apartment complex that does not fulfill previous commitments and
contradicts the stated uses of a Major Community Facility.
The original design of Ethos Ridge was to integrate with the topography and natural
features of the area. The Section 59 amendment requests a change to the
building from a 4-storey to 5-storey complex. This proposed building will be a meter
higher than permitted in a Major Community Zone. The building will now be visible
from Sandy Point Road.
The proposed elimination of underground parking is more worrisome. There will be
an additional 1-acre parking lot with potential for significant water runoff, which may
in turn result in contamination of the local household wells and potential
contamination of the Saint John River. Moreover, a large outdoor parking lot will add
both sound and light pollution to this rural area. Whatever demographic eventually
lives in the apartment building, there will need to be a parking lot large enough for
the residents and visitors or there will be on-street parking on Pelton Road because
walking the 500-meter steep driveway to Sandy Point Road is impractical. Pelton
Road does not have the infrastructure to tolerate more traffic or the width to have
off-street parking.
I would also note that Ethos Ridge has made no commitment for subsidized seniors
housing which certainly would be much needed by older people in Saint John. The
entire development serves as private apartments to be rented for financial gain.
There is nothing significant in the way of supportive amenities or services and no
charitable or community need being met. It is unclear at this time whether any
particular services or amenities would be provided to seniors.
Given the several changes in the amendment together with a lack of precision about
ana-8. The cost
of such a study would be the responsibility of the developer. Clearly Ethos Ridge is
having difficulties with the building and financial costs and has not been able to
move the project forward in a timely fashion. There is a risk of having an incomplete
project that would certainly constitute a significant liability for the neighborhood. An
independent analysis would put many minds at ease.
If there are any questions concerning this letter, I would be happy to discuss them.
Thank you for taking the time to read this letter.
John Mowatt (mowattjohn@hotmail.com)
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From:Joan Pearce <pearcer@nbnet.nb.ca>
Sent: Thursday, July 20, 2023 12:27 PM
To: Common Clerk <commonclerk@saintjohn.ca>
Subject: letter in opposition to 2100 Sandy Point Road section 59 conditions for Mayor and Councillors
Importance: Low
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Please include this letter in the common council packet of July 24, 2023
Thank you.
Joan Pearce 352 Pelton Road Saint John NB
Sunset Clause
-
whereby the city can r
years.
Already 2 and ½ years have passed and nothing has happened on the site. In 2021 Ethos Ridge
promised to start construction in a few months and implied that all financing was in place. Now
Ethos Ridge has asked for an extension. Look around the city to see how many developments
with great promise have not been constructed, especially the hole at the head of King Street.
Even if the sunset clause is extended for Ethos Ridge (2023), I feel that it will not come to
fruition. It will be very costly to construct the road into the site, to put in water and sewage, to re-
pave a portion of Sandy Point Road and Mr. Walton has promised that the development will be
started in a couple of months. It will take more than that long to get the traffic study done, to
check on a possible wetland where the building is supposed to be sited and to get the required
permits. He implied at the PAC meeting that there were a lot of applicants for CMHC funding so
funding may be delayed. I would recommend a performance bond of several millions of dollars.
50M
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8200
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63600
82008200
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Proposed Section 59 Amendment
RE: Lands adjacent to 2100 Sandy Point Rod
Public Notice is hereby given that the Common Council of The City of Saint John intends to
consider amending The City of Saint John Zoning By-law at its regular meeting to be held in the
Council Chambers on Monday, July 24, 2023, at 6:30 p.m., by:
1. Amending the Section 59 conditions imposed on the April 6, 2021, rezoning of the
property located adjacent to 2100 Sandy Point Road, also identified as PID Number
55238471, to permit a revised proposal.
REASON FOR CHANGE:
Amend the conditions imposed on the development, including changes to the site plan, number
of units and timeline for completion.
For details on how to inspect the amendment, or to register to participate, please contact the
Office of the Common Clerk at CommonClerk@saintjohn.ca. Written objections to the
amendment may be provided in writing and/or verbally at the Public Hearing to be held by
Office in advance at commonclerk@saintjohn.ca
If you require French services for a Common Council meeting, please contact the office of the
Common Clerk.
Jonathan Taylor, Common Clerk
(506) 658-2862
Projet de modification de l'article 59
Objet : Terrains adjacents au 2100, chemin Sandy Point
Par les présentes, un avis public est donné par lequel le conseil communal de The City of Saint
zonage de The City of Saint John, lors de la
réunion ordinaire qui se tiendra dans la salle du conseil le lundi 24 juillet 2023, à 18 h 30, en
apportant les modifications suivantes :
1. Modification des conditions imposées en vertu de l'article 59, le 6 avril 2021,
relativement au rezonage de la propriété située adjacent au 2100, chemin Sandy Point,
et portant le NID 55238471, pour permettre la présentation d'une proposition révisée.
RAISON DE LA MODIFICATION:
Modifier les conditions imposées au développement, y compris les changements au plan
d'implantation, au nombre d'unités et au délai d'achèvement.
Pour plus de détails sur la façon d'inspecter la modification ou pour vous inscrire pour participer,
veuillez contacter le Bureau du greffier commun à CommonClerk@saintjohn.ca. Les objections
écrites à la modification peuvent être fournies par écrit et/ou verbalement lors de l'audience
publique qui sera tenue par le conseil municipal. Pour vous inscrire à l'audience, veuillez
contacter le bureau du greffier municipal à l'avance à commonclerk@saintjohn.ca
Veuillez faire part de vos objections au projet de modifi
Si vous avez besoin des services en français pour une réunion de Conseil Communal, veuillez
contacter le bureau du greffier communal.
Jonathan Taylor, greffier communal
(506) 658-2862
Staff Recommendation for Council Resolution
Property: 460 Milford Road
stnd
Public Hearing, 1 Reading and 2 Reading: July 10, 2023
rd
3 Reading: scheduled for July 24, 2023
Item: Required: Recommendation
(Y/N)
Municipal Plan No
Amendment
rd
Zoning By-Law Yes That Common Council give 3 reading to an Amendment to
Amendment the Zoning By-law which rezones a parcel of land having an
area of approximately 1.76 hectares, located at 460 Milford
Road, also identified as PID Number 00405381, from Two-
Unit Residential (R2) to Mid-Rise Residential (RM).
Recission of No
Previous s. 39/s.
59 Conditions
Section 59 Yes a) That the development of the site be limited to three,
Conditions three-storey, multi-unit residential buildings, as identified
in the submitted site plan and associated renderings, and
development be in substantial conformity with the plans
submitted with the rezoning application;
b) The development and use of the parcel of land be in
accordance with detailed building elevation and site
plans, prepared by the proponent and subject to the
approval of the Development Officer, illustrating the
design and location of buildings and structures, garbage
enclosures, outdoor storage, driveway accesses, vehicle
and bicycle parking, loading areas, landscaping, amenity
spaces, signs, exterior lighting, and other such site
features;
i) That the proposed development incorporate
walkways connecting the multi-unit buildings with
the public sidewalk located on Milford Road.
c) The above elevation and site plans be attached to the
building permit application for the development of the
parcel of land;
d) That the parcel of land be developed and maintained in
accordance with an engineering storm water drainage
plan and design report, prepared by a professional
engineer on behalf of the proponent and subject to the
approval of the Chief City Engineer, and that such
approved plan and report be attached to any
development and/or building permit for the proposed
development;
e) Should any municipal infrastructure improvements be
required to service this proposal, it will be the
owner/developer's full responsibility and cost to
complete. Prior to determining the requirement for any
municipal infrastructure improvements, detailed
engineering plans and a design brief must be submitted
by the owner/developer's engineering consultant to the
City for review and approval;
i) Should the proposed unit count of 78 increase by
over 10%, an updated Traffic Study will be required
from the developer prior to the issuance of a
building permit.
f) The landscaping plan mentioned in condition (b) must
incorporate plantings and landscaping illustrated on the
site plan that accompanied the application, which
incorporates the following;
i) That the front and flankage yards of the site be
landscaped in accordance with the front yard
landscaping requirements for commercial
developments as required by Section 6.2 (c) of the
Zoning By-Law.
ii) That PID 55221428, which is to be developed by the
proponent as access to the property, contains a
landscape buffer between the proposed roadway
and adjacent residential properties.
Section 59 No
Agreement
Section 131 No
Agreement
Other Yes That Common Council assent to one or more subdivision
agreements, in one or more phases in general accordance
with the site design and Tentative Plan of Subdivision for the
proposed development with respect to any required Local
Government Services Easements and Municipal Drainage
Easements to be determined during detailed design for the
proposed subdivision.
Other Yes Council assent to money in lieu of Land for Public Purpose.
Other Yes Council authorize the City to enter into an agreement
pursuant to s. 59 of the CPA for the purpose of constructing
PID55221428.
BY-LAW NUMBER C.P. 111-152ARRÊTÉ NO C.P. 111-152
A LAW TO AMEND THE ZONING BY-
LAW OF THE CITY OF SAINT JOHN
ZONAGE DE THE CITY OF SAINT
JOHN
Be it enacted by The City of Saint John in
Lors d'une réunion du conseil
Common Council convened, as follows:
communal, The City of Saint John a décrété
ce qui suit :
L'arrêté sur le zonage de The City of
The Zoning By-law of The City of Saint
Saint John, décrété le quinze (15) décembre
John enacted on the fifteenth day of December,
2014, est modifié par :
A.D. 2014, is amended by:
Amending Schedule "A", the Zoning Map
of The City of Saint John, by rezoning a
de zonage de la ville de Saint John,
parcel of land having an area of
permettant de modifier la désignation
approximately 1.76 hectares, located at
pour une parcelle de terrain
460 Milford Road, also identified as PID
17 625 mètres,
Number 00405381, from Two-Unit
situé au 460 chemin Milford,
Residential (R2) to Mid-Rise Residential
(RM) pursuant to a resolution adopted by
également identifié comme le NID
Common Council under Section 59 of the
00405381, de zone résidentielle
Community Planning Act.
bifamiliale (R2) a zone résidentielle
immeubles d'habitation de hauteur
moyenne (RM) conformément à une
résolution adoptée par le conseil
urbanisme.
- toutes les modifications sont
- all as shown on the plan attached hereto
indiquées sur le plan ci-joint et font partie du
and forming part of this by-law.
présent arrêté.
IN WITNESS WHEREOF The City of Saint John
EN FOI DE QUOI, The City of Saint John a
has caused the Corporate Common Seal of the
fait apposer son sceau communal sur le
said City to be affixed to this by-law the X day of
présent arrêté le X juillet 2023, avec les
July, A.D. 2023 and signed by:
signatures suivantes:
____________________________________________
Mayor/Maire
___________________________________________
City Clerk/Greffier communal
First Reading - July 10, 2023 Première lecture - le 10 juillet 2023
Second Reading - July 10, 2023 Deuxième lecture - le 10 juillet 2023
Third Reading - Troisième lecture -
Staff Recommendation for Council Resolution
Property: 10 Crane Mountain Road
stnd
Public Hearing, 1 Reading and 2 Reading were held on July 10, 2023
rd
3 Reading: July 24, 2023
Item: Required: Recommendation
(Y/N)
Municipal Plan No
Amendment
rd
Zoning By-Law Yes That Common Council give 3 reading to an Amendment to
Amendment the Zoning By-law which rezones a parcel of land having an
area of approximately 11.3 hectares, also identified as a
portion of PIDs 00289587 and 55043277 from Rural (RU) to
Pit and Quarry (PQ).
Recission of No
Previous s. 39/s.
59 Conditions
Section 59 Yes That Common Council, pursuant to the provisions of Section
Conditions 59 of the Community Planning Act, impose the following
conditions on the parcel of land having an area of
approximately 11.3 hectares, also identified as a portion of
PIDs 00289587 and 55043277:
a. That the excavated material from the site only be used
by the regional landfill in their operations.
b. That access to the site be limited to the existing private
roadway as detailed on plans submitted with the
application and that the Acamac Backland Road is not
used to transport excavated material from the site.
c. No portion of the site shall be developed in accordance
receiving all other necessary Provincial approvals that
may be required including, but not limited to, a Wetland
and Watercourse Alteration Permit(s). Proof of these
approvals must be submitted to the Development Officer
with the required Excavation Permit Application(s).
Section 59 No
Agreement
Section 131 No
Agreement
Other No
BY-LAW NUMBER C.P. 111-153ARRÊTÉ NO C.P. 111-153
A LAW TO AMEND THE ZONING BY-
LAW OF THE CITY OF SAINT JOHN
ZONAGE DE THE CITY OF SAINT
JOHN
Be it enacted by The City of Saint John in
Lors d'une réunion du conseil
Common Council convened, as follows:
communal, The City of Saint John a décrété
ce qui suit :
L'arrêté sur le zonage de The
The Zoning By-law of The City
City of Saint John, décrété le quinze (15)
of Saint John enacted on the fifteenth day of
décembre 2014, est modifié par :
December, A.D. 2014, is amended by:
Amending Schedule "A", the Zoning Map
of The City of Saint John, by rezoning a
de zonage de la ville de Saint John,
parcel of land having an area of
permettant de modifier la désignation
approximately 11.3 hectares, located at
pour une parcelle de terrain d' une
10 Crane Mountain Road also identified
superficie d' environ 11,3 hectares,
as a portion of PIDs 00289587 and
situé au 10, chemin Crane Mountain,
55043277 from Rural (RU) to Pit and
également identifié comme une partie
Quarry (PQ) pursuant to a resolution
des NIDs 00289587 et 55043277, de
adopted by Common Council under
Zone rurale (RU) à Zone de carrières
Section 59 of the Community Planning
et de gravières (PQ) conformément à
Act.
une résolution adoptée par le conseil
- toutes les modifications sont
- all as shown on the plan attached hereto
indiquées sur le plan ci-joint et font partie du
and forming part of this by-law.
présent arrêté.
IN WITNESS WHEREOF The City of Saint John
EN FOI DE QUOI, The City of Saint John a
has caused the Corporate Common Seal of the
fait apposer son sceau communal sur le
said City to be affixed to this by-law the X day of
présent arrêté le X juillet 2023, avec les
July, A.D. 2023 and signed by:
signatures suivantes:
____________________________________________
Mayor/Maire
___________________________________________
City Clerk/Greffier communal
First Reading - July 10, 2023 Première lecture - le 10 juillet 2023
Second Reading - July 10, 2023 Deuxième lecture - le 10 juillet 2023
Third Reading - Troisième lecture -
Staff Recommendation for Council Resolution
Property: 21 Canon Street and 348 Rockland Road
stnd
Public Hearing, 1 Reading and 2 Reading was held on July 10, 2023
rd
3 Reading: July 24, 2023
Item: Required: Recommendation
(Y/N)
Municipal Plan No
Amendment
rd
Zoning By-Law Yes That Common Council give 3 reading to an Amendment to
Amendment the Zoning By-law which rezones a parcel of land having an
area of approximately 2,847.26 square metres, located at 21
Canon Street and 348 Rockland Road, also identified as PID
Numbers 00025791 and 55086128 from General
Commercial (CG) to Mid-Rise Residential (RM).
Repealing Yes That Common Council, pursuant to the provisions of Section
Previous s.39/59 59 of the Community Planning Act, rescind the conditions
Conditions imposed on the March 25, 2019, rezoning, for the parcel of
land having an area of approximately 2,847.26 square metres,
located at 21 Canon Street and 348 Rockland Road, also
identified as PID Numbers 00025791 and 55086128.
Section 59 No
Conditions
Section 59 No
Agreement
Section 131 No
Agreement
Other No
BY-LAW NUMBER C.P. 111-154ARRÊTÉ NO C.P. 111-154
A LAW TO AMEND THE ZONING BY-LAW
OF THE CITY OF SAINT JOHN
ZONAGE DE THE CITY OF SAINT
JOHN
Be it enacted by The City of Saint John in
Lors d'une réunion du conseil
Common Council convened, as follows:
communal, The City of Saint John a décrété
ce qui suit :
The Zoning By-law of The City
L'arrêté sur le zonage de The
of Saint John enacted on the fifteenth day of
City of Saint John, décrété le quinze (15)
December, A.D. 2014, is amended by:
décembre 2014, est modifié par :
Rezoning a parcel of land having an area of
approximately 2,847.26 square metres, located at
zonage de la ville de Saint John, permettant
21 Canon Street and 348 Rockland Road, also
de modifier la désignation pour une parcelle
identified as PID Numbers 00025791 and
55086128 from General Commercial (CG) to Mid-
mètres carré, situé au 21, rue Canon et 348,
Rise Residential (RM).
chemin Rockland, également identifié comme
les NID 00025791 and 55086128, de zone
commerciale générale (CG) à zone
hauteur moyenne (RM).
- toutes les modifications sont
- all as shown on the plan attached hereto
indiquées sur le plan ci-joint et font partie du
and forming part of this by-law.
présent arrêté.
IN WITNESS WHEREOF The City of Saint John
has caused the Corporate Common Seal of the
EN FOI DE QUOI, The City of Saint John a
said City to be affixed to this by-law the X day of fait apposer son sceau communal sur le
July, A.D. 2023 and signed by: présent arrêté le X juillet 2023, avec les
signatures suivantes:
____________________________________________
Mayor/Maire
___________________________________________
City Clerk/Greffier communal
First Reading - July 10, 2023 Première lecture - le 10 juillet 2023
Second Reading - July 10, 2023 Deuxième lecture - le 10 juillet 2023
Third Reading - Troisième lecture -
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M&C No.2023-187
Report DateJuly 17, 2023
Meeting DateJuly 24, 2023
Service AreaGrowth and Community Services
Her Worship Mayor Donna Noade Reardon and Members of Common Council
SUBJECT: City Market Strategic Plan
AUTHORIZATION
Primary AuthorCommissioner/Dept. Chief Administrative Growth Committee
HeadOfficerChair
5ğǝźķ 5ƚĬĬĻƌƭƷĻǤƓWğĭƨǒĻƌźƓĻ IğƒźƌƷƚƓW͵ .ƩĻƓƷ aĭDƚǝĻƩƓ/ƚǒƓĭźƌƌƚƩ YźƌƌĻƓ
RECOMMENDATION
That Common Council adopt the 10-year City Market StrategicPlan on the recommendation of
the Growth Committee and the City Market Strategic Plan Steering Committee, and direct the
Chief Administrative Officer to:
1.begin implementation of the plan; and
2.bring a resourcing plan to Common Council on an annual basis for the duration of the
strategic plan for their consideration as part of annual budget deliberations.
EXECUTIVE SUMMARY
This report provides a high-level overview of the City Market strategic plan development
process while highlighting key takeaways from public feedback received as a result of the most
recent community review period, culminating in the creation of the final strategic plan.
The plan has sixty-five (65) actions, and general resource considerations are included in the
plan. It should be noted that the plan provides direction for the City Market but is not
absolutely prescriptive. This means that there remains some flexibility in how each action is
implemented and plans for the delivery and resourcing of each action will be robustly
developed as eachone is delivered over the next ten years.
The plan was developed over a year and a half, and the public, vendors, and other stakeholders
were extensively consulted throughout the development of the plan and hundreds of residents
provided direct feedback on the plan in its draft form.
The City Market Steering Committee is pleased to present a new strategic plan that
incorporates and responds to this engagement, all while ensuring the character of the City
Market will be preserved for future generations, but also bringing in positive changes to guide
the development, operations, and public use of this incredible public market over the next
decade.
PREVIOUS RESOLUTION
DƩƚǞƷŷ /ƚƒƒźƷƷĻĻͲ WǒƌǤ ЍͲ ЋЉЋЌ
With the support of the City Market Strategic Plan Steering Committee, it is
recommended that Growth Committee endorse the 10-year City Market Strategic Plan
and recommend to Common Council that the Chief Administrative Officer be directed to:
1.begin implementation of the plan; and
2.bring a resourcing plan to Common Council on an annual basis for the duration of the
strategic plan for their consideration as part of annual budget deliberations.
DƩƚǞƷŷ /ƚƒƒźƷƷĻĻͲ WǒƓĻ ЏͲ ЋЉЋЌ
The Growth Committee received a briefing on the new draft of the City Market Strategic
Plan and received the report for information.
/ƚƒƒƚƓ /ƚǒƓĭźƌͲ 5ĻĭĻƒĬĻƩ ЊЌͲ ЋЉЋЊ
RESOLVED that Common Council accept the proposal by Fowler Bauld & Mitchell Ltd. in
collaboration with Quay North Urban Development for RFP 2021-092203P to provide
professional consulting services for the Saint John City Market Strategic Plan in the
amountof $85,850 plus HST.
/ƚƒƒƚƓ /ƚǒƓĭźƌͲ {ĻƦƷĻƒĬĻƩ ЋЉͲ ЋЉЋЊ
Growth Committee recommends that Common Council create and populate the City
Market Strategic Plan Steering Committee and adopt its terms of reference.
DƩƚǞƷŷ /ƚƒƒźƷƷĻĻͲ {ĻƦƷ ЊЍͲ ЋЉЋЊ
That theGrowth Committee endorse the project plan for the City Market Strategic Plan.
REPORT
The City Market Steering Committee was appointed by CommonCouncil in the Fall of 2021 with
the directive of returning to Council with a recommendation through Growth Committee on a
new strategic plan for the City Market.
The steering committee endorsed a draft strategic plan, previously presented and received by
Growth Committee on June 6, 2023, with the intention of presenting a final draft to be adopted
by Common Council after further public engagement. Following that presentation, the draft plan
was released to the public to garner additional public feedback
platform, Shape Your City, receiving 372 individual responses.
The majority of survey respondents demonstrated strong support for the plan, with 86.8 percent
agreeing that the vision, mission, and core values provide the right direction for the City Market.
Equally, 82.8 percent agreeing that the strategic direction and priority actions will position the
market for ongoing success.
Based on community input, the following observations were identified as key takeaways for
active consideration and discussion among steering committee members:
The City Market continues to be a treasured landmark in the Uptown;
Transparency and reinforcement around heritage protection policies and clear
communication before, during, and after changes are made will be crucial in continuing
to strengthen public trust and support for the Strategic Plan;
An opportunity exists for thecity to lean into this discussion and address the questions
that were raised as a result of this process through future communications concerning
the strategic plan.
Areas of consensus in which the steering committee and public agreed, and in which the plan
continues to support, are the need to enhance public washrooms, protect historic heritage,
address inconsistent hours of operation, placing a stronger focus on local goods, especially food,
the importance of affordable reasons for residents to shop at the market, and that the market
.
The final strategic plan for the City Market will chart a course over the next 10 years through
near, medium, and long-term actions. Staff will be creating an operational plan to ensure timely
implementation and transparency.
STRATEGIC ALIGNMENT
The City Market Strategic Plan aligns with all five (5) Council Priorities:
GROW, GREEN, BELONG, MOVE & PERFORM
SERVICE AND FINANCIAL OUTCOMES
The City Market Strategic Plan has 65 proposed actionsto be completed over the next decade,
ranging from moderate to significant financial commitments. Some changes will see a change in
layout to the Market to promote accessibility and better flow, improved governance and
operations of the City Market, enhanced seating, washroom improvements, plaza revitalization,
energy efficiencies, streetscaping, improved staffing capacity, and an added mezzanine level are
among the list of proposed changes.
Each action needs to be fully refined and developed as they beginto be implemented. Staff would
bring budget recommendations to the Finance Committee and ultimately Common Council on
an annual basis for their consideration.
It is also anticipated that the City would submit funding requests to senior levels of government
th
to implement the plan, especially in light of the upcoming 150anniversary of the opening of the
City Market in 2026.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
The Draft Strategic Plan has been endorsed by the City Market Steering Committee,
which includes representatives of Common Council, City Market Vendors, Uptown Saint
John, Envision Saint John and at-large members of the public;
Feedback on the plan was provided by hundreds of stakeholders;
Each vendor in the market has been met with collectively and individually for their
feedback on multiple occasions, and to address concerns;
The Senior Leadership team has conducted a review of the plan and staff will conduct
more due diligence and create specific plans for the execution of each action as they are
implemented over the next decade;
Consultants Quay North and FBM conducted a rigorous background study on
comparable markets in preparation for drafting the plan.
ATTACHMENTS
SJCM Strategic Plan Common Council Presentation
SJCM Engagement Summary and Background Report July 2023
SJCM Final Strategic Plan July 2023
is a companion document that contains an in-depth overview of engagement
Cindy Christie, Melanie Colpitts, Michael Forestell, Becky Knox, Councillor Gerry Lowe,
2023-2033 Strategic Plan
Kieron Hunt, Taylor Mathiesen, Brianna Maxwell, David Paterson, Christina Wheeler.
Greg Cutler, David Dobbelsteyn, Tahlia Ferlatte, Andrew MacDonald.
Strategic Plan Background Report
The City of Saint John/Menaquesk is located 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.The City of Saint John’s
Truth and Reconciliation Conceptual Framework (2021) recognizes the Truth and Reconciliation Commission’s Calls to Action directed at Municipalities, with a goal to advance efforts
directed toward Truth and Reconciliation with Indigenous people, with diligence, patience, consultation, respect, and care.FINALCity Market This document provides an updated and refreshed
10-year Strategic Plan for the Saint John City Market. The Strategic Plan was developed with oversight from a citizen and stakeholder Steering Committee, with a consultant team comprising
Fowler Bauld & Mitchell Ltd. (“FBM”) and Quay North Urban Development (“QNU”).The discussions, historical background and case studies. AcknowledgmentsSteering Committee: Andy McPherson,
Gilliane Nadeau, Mayor Donna Reardon, Ann Rickman, Nancy Tissington. City Staff: Consultant team:
35781522242554
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Strategic Plan Contents Cover Letter / Message from the Steering CommitteeThe City Market as the Heartbeat of Saint John’s UptownHeritage & History Sets the Stage for ProgressStrategic
Plan at a Glance: Vision, Mission, Core Values and DirectionsEngagement in Developing the PlanCase StudiesCore ValuesStrategic DirectionsDetailed Action Plan
3
2023
FINAL
Strategic Plan 2023-2033
Saint John City Market Strategic Plan
FINAL
City Market
4
2023
Saint John City Market Strategic Plan
5
2023
Identifying the best use of floor space in the Market;Improving the customer experience;Aligning a vision for the Market with the goals and objectives of individual vendors; Design of
exterior spaces on Charlotte Street, North and South Market Street, and Germain Street; Marketing and branding; Modernizing the Market while maintaining its historic and heritage character;
and Examining of case studies from other markets.
Saint John City Market Strategic Plan
•••••••
the Strategic Plan is to identify a path forward to effectively meet a set of shared aspirations. What the Plan covers The office tower is not within the scope of this plan.The Strategic
Plan is just the beginning. 2026 will mark the 150th birthday of the City Market. Now is the time to start planning for this milestone and think about how this cherished Market will
continue to serve generations of Saint Johners and visitors.
FINAL
is currently occupied by City departments). The City Market currently generates approximately $500,000 annually in revenue primarily from renting space to vendors. The City’s goals for
the Strategic Planning process include seeking recommendations on generating additional revenue (or reducing costs), towards being cost-neutral or profitable, while also fulfilling
its mandate to serve the community. How the Plan was developed The Strategic Plan development process ran from January 2022 to July 2023. It included community, vendor, stakeholder,
and staff engagement to inform the vision, mission, core values and key directions. The Steering Committee and consultant team considered community feedback in developing a set of Priority
Actions as well as a detailed Action Plan as a roadmap. This work included an Operations Audit to understand Market practices and provide options for operational improvements. The engagement
emphasized the Market’s rich history. Strong ties to the local community have allowed the City Market to be a valuable and well-regarded community asset. With some careful and thoughtful
planning, along with intentional capital investment, the City Market can maintain its reputation as the premier destination and gathering place for both locals and tourists in Saint
John. It is clear that the Market has great potential, but that there are key changes needed. The intent of
The City Market – The Heartbeat of Uptown Saint John Located at 47 Charlotte Street, the Saint John City Market is Canada’s oldest continuously-operated farmer’s market. The Royal Charter
establishing the City of Saint John in 1785 named the Mayor of the city as Clerk of the Market with power to grant licenses to farmers, crafters and others to peddle their wares. The
building, designated a National Historic Site of Canada in 1986, was designed by architects J.T.C. McKean and G.E. Fairweather in the Second Empire style, and completed in 1876. Some
of the businesses in the market have been operating continuously for over 100 years. The 2023-2033 Saint John City Market Strategic Plan charts a Vision for the City Market with achievable
Key Directions so that this institution continues to thrive in an evolving Uptown, maintaining a place in the hearts of residents and visitors alike. Why a new Strategic Plan?Strategic
planning is a process that is instrumental to the success of an organization. It requires the leaders and stakeholders to take time to develop goals and objectives, along with a detailed
plan for how to achieve them. It requires thinking about what an institution is, where it has been, and where it is going. The City Market is one of the most visited sites in New Brunswick
with over one million visitors annually. In recent years however (and including during the pandemic), visitation and patronage to the Market has declined. During the pandemic, the City
identified that the City Market may be too reliant on tourists and office workers for its success. Going forward, the Market will need to be a place not just for tourists and office
workers during the lunchtime rush. It must also be well supported by locals, especially the growing number of residents who choose to call Uptown home. The total cost to operate the
building is estimated at approximately $1.1m annually (this includes the four-story tower that hosts office space and which
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of Saint John’s goal for financial sustainability. Cultural heritage preservation is the future, where environmental, social, and public implications become an extension of the City
and City Market’s identity. It’s not just about what gets built, added or refreshed, but how, that matters in the Strategic Plan.Balancing the City Market’s rich history, surrounding
environment, and modern needs, the Strategic Plan seeks to rediscover and enhance the structure’s original vibrancy and character. In some instances, this can be reflected by removing
cluttered or obscured layers and restoring the building’s original openness for mobility and vendor access. In addition, interior seating and wayfinding have been thoughtfully included
and integrated to emulate the community gathering spirit of the building and to bolster its function as a historic Public Market with the recognition that a Public Market is NOT a shopping
mall, nor should it strive to be.This Strategic Plan recognizes that the City Market has many layers of history and meaning to many people, including both tangible and intangible forms
of heritage, and a deep-seated place in the Saint John community. The most important part of the Strategic Plan is storytelling, where the recommended actions and strategic directions
use the layers of history and meaning to plan with a sensitivity to the City Market’s cultural heritage, all while setting a compatible stage for growth, improved building efficiency,
social gathering for all and economic resilience as a valued destination.
Heritage & History Sets The Stage For Progress The overarching goal of the City Market Strategic Plan is to ensure that its history stays relevant while setting the stage for progress.
Preservation plays a key role in uncovering stories that may have been forgotten or ignored, revitalizing neighbourhoods, and celebrating the local community based on shared experiences.
The City Market has a story and often, as discovered through the engagement process, a multitude of stories and deep connections across generations.By drawing from the historic context
of the City Market building, its structure, and its site surroundings, this Strategic Plan opens the door for conversations for preserving and improving the market for the vendors,
customers, visitors and the municipality.The Strategic Plan recognizes and understands the historic context of the City Market building, its materiality, and how any changes must be
sympathetic to historic contexts, while respectful and accommodating of overlooked current and future needs. The Strategic Plan is much more than a one-time fix to an iconic building,
the improvements presented offer long-term solutions to address compliance, context, compatibility and financial sustainability.There are conversations to be had about how to adapt
the City Market in a way that minimizes negative environmental and socio-cultural impacts and avoids short-lived interventions through lack of a adequate feasibility analyses or context
sensitive heritage design considerations. Most often the term historic preservation is associated with restorative work to historic buildings, with strict guidelines, often requiring
deep pockets. While that’s certainly still the case, the City Market Strategic Plan strives to be responsive to contemporary values, adaptations that give the place new life, and a
lens of practicality when it comes to balancing design goals with the City
ca)
.
(Image Source: harbourlightssj
CBC Harbour Lights at the City Market 2018
There are numerous benefits to the local community that can be achieved with the City Market. The Market can increase access to fresh and healthy food, benefit the local economy, and
serve as a gathering place for people from different ethnic, cultural, and socioeconomic communities. Over the last 20 years, malls and supermarkets have recognized the appeal of markets
and often co-opt the aesthetic and experience of historic markets, capitalizing on grab-and-go foods in particular. This shows the success and appeal of what places like the City Market
genuinely can offer.
are the top reason why people love
(Source: PPS, “10 Qualities of
“Seeing other people, opportunities for impromtu conversations, the unexpected sensory delights. This is what draws people back, again and again, to their favourite markets. But these
qualities don’t just happen; a great market must be carefully planned as a public gathering place and managed within a sustainable business structure.”Successful Public Markets.”)
PPS provides key insights and research into Public Markets as destinations. Their research finds that experiences markets:PPS notes that public markets encourage community and economic
development by keeping money in the local neighborhood and offering business opportunities for new vendors with a comparably low barrier to entry.
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What Makes for a Great Public Market & Destination A destination for locals Saint John’s Uptown is experiencing a period of strong residential growth and commercial vitality. The City
Market has a key role to play in the neighbourhood. It can also serve as a magnet for bringing regional residents to the Uptown for one-of-a-kind vendors, events, and experiences.
The City Market serve as places of commerce, but – unlike a shopping centre – it is a public space and all residents of Saint John have a stake. Despite the value of Markets for cities,
the US-based non-profit organization that North American public markets face many of the same challenges. These include: irregularity of ongoing investment, lack of management capacity,
poor coordination with other organizations, and increased competition from supermarkets. (PPS, “Kickstarting Market City Strategies,” March 2020). 8
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are extroverted,
Saint John City Market Strategic Plan
“No-Hassle Travellers” flashy people who seek secure group travel, allowing them to be pampered in luxurious surroundings while seeing all the main sights of a destination. Values include:
Consumption, confidence in advertising, aversion to complexity, and the importance of brands. They tend to be less interested in gaining a deeper cultural and historical understanding
of a place. A No-Hassle Traveller will seek comfort and “checklist travel” by sampling the must-see spots in order to talk about them on social media or with friends when they get home.
They are likely to attend food-related tours and dine out. (Source: Destination Canada, 2015)
The Strategic Plan responds to these profiles through a focus on how important genuine experiences are for these target markets.
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are typically
The Benefits of Public Markets (PPS)
Challenge. They are less interested in big business and consumption of goods. A Cultural Explorer will seek out Living History, Culture, the Beauty of Nature, and Fun, Shared Experiences.
They are more likely than other travellers to visit exhibits and Historic Sites/Buildings, to go on Sightseeing Activities and partake in Hands-on Learning Activities, as well as Festivals
and Events. “Authentic Experiencers” understated travellers looking for authentic, tangible engagement with destinations they seek, with a particular interest in understanding the history
of the places they visit. Values include: Personal Control, Importance of Spontaneity, Culture Sampling, Everyday Ethics, Skepticism towards Advertising, and Ecological Concern. They
are less interested in the Joy of Consumption. An Authentic Experiencer will seek to understand about living history and culture. They are more likely than other travellers to visit
Exhibits, Architecture, Historic Sites/Buildings, and Museums.
seek opportunities to
What are 10 things to taste at the Market? 10 things to smell? 10 things to touch? 10 things to hear? 10 things to participate in?
“Cultural Explorers”embrace, discover and immerse themselves in the culture, people and settings of the places they visit. Values include: Importance of Spontaneity, Cultural Sampling,
Adaptability to Complexity, Pursuit of Novelty, Personal Control, Personal Escape, and Personal
•••••
A destination for visitors What visitors seek has also shifted over recent decades. Generally, there has been a shift in travel desires from collecting stuff to collecting experiences.
While souvenirs have a role, it is the interactions in the Market that will leave a lasting memory. The Canadian Tourism Commission developed an “Explorer Quotient (EQ) Case Study for
Tourism New Brunswick.” This study profiled a targeted approach to the three types of visitors profiled below. The Study describes the three EQ Profiles as follows:The challenge: Placemaking
for the City Market Project for Public Space coined the term “The Power of 10+” to define what makes places successful. The Power of 10+ is the idea that there should be at least 10
focal points or 10 potential experiences in a space. This principle leads to a depth of experience and meaning that makes places compelling, diverse, and experiential. As a concept,
it can guide the Market in its vendor mix, amenities, marketing, and events. We can think of this concept with questions like: These ought to be unique to the City Market and appealing
to a broad range of people.
Uptown Saint John Business Improvement Association branding
Marketing Developing a strong marketing and promotion program is vital to the long-term success of the Market. The City Market budgets approximately $60,000 annually on Marketing through
a contribution from vendors. The marketing strategy must reflect the brand of the Market to ensure it is attracting residents and visitors, while positively profiling vendors. Marketing
focus Digital and social media should be the focus of communications, especially through Instagram and Facebook. Social media approaches should provide followers a behind-the-scenes
peak, and opportunity for human interest stories centered on this place that everyone in Saint John has a fondness for. A highly curated and deliberate approach to authentic messaging
on social media will reinforce the loyalty of the City Market customer base and a renewed interest in patronizing the Market. This can include strategic partnerships with influencer’s
and online personalities for providing quality content, along with investment in geotargeted advertisement. Earned media - blog posts and articles written about the City Market but
which is not paid for or created by the Market - should be sought. This form of publicity is highly valuable and Market Management should constantly engage with local media contributors
and have an up-to-date list of local writers and including details on what topics they cover. Earned media content can include stories about new businesses, an anniversary of a long-time
tenant, a new product launch, or a community sponsorship. Market Management should be proactive in developing stories and generating organic media coverage to align with external media
trends and local stories.
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A strong and well-earned brand that is experiential;A strong first impression and a strong last impression;A critical mass or clustering of complementary businesses;Places to gather;Activities
and entertainment;Effective wayfinding; andEffective beautification and maintenance for appealing spaces and displays.
•••••••
Branding To be an outstanding destination, the City Market needs to maintain:(This list is adapted from the Destinations Development Association’s “Ingredients of an Outstanding Downtown.”)It
is recommended that the City Market consider a process of brand evolution, which can include distinguishing the identity and logo of the City Market from municipal assets to avoid confusion
and allow the Market to pursue a brand that is distinct from, but related to, that of the City. This brand evolution should include powerful and consistent social media templates and
design direction, signage templates, digital newsletter template, and website redesign. It is also recommended that a social media guide be developed based on principles of the brand
with detailed instructions for content and visual direction.
Programming The City Market has a well-developed and constantly evolving line-up of event programming. Events should be at the core of most communication about the Market to ensure constant
reinforcement of the message that “there is always something going on at the Market.” As such, it is recommended that Market Management create marketable events as much as possible
out of day-to-day operations. This can relate to establishing a critical mass and sense of quality and urgency for pop-up vendors. With pop-ups, it is important that customers see a
product as special, and that they might only be able to get it that day. Day vendors are most successful when surrounded by others of a similar quality standard. Monthly specialty days
can be promoted as a method of gaining exposure for new vendor groups. Examples could include “Mompreneur Monday,” with one Monday of every month, featuring small at-home, women-run
businesses; or “Maritime Knits Day,” featuring only knitted products; or “Thirsty Thursdays” featuring local breweries, distilleries, and non-alcoholic craft beverage makers. A focus
of special event programming should be to bring people inside the door and also to showcase tenants at events and see event visitors converted into customers for tenants. Marketing
and promotion must be strategic in who it is targeting to come to the property and efforts should be made to ensure they are educated in advance about the vendors. Food is and will
remain the core focus of the Market. Targeted events such as long table meals, sample Saturdays, food demonstrations, taste tours, and craft fairs are all examples of events that are
most applicable to the core business of the Market and opportunities to generate revenue. Additionally, some low-intervention, passive events such as buskers and live music are great
for ambiance, if positioned near a seating area, for example. Historical tours of the Market can also connect visitors with local stories and products.
Image: Feb 2022
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Final Strategic Plan Engagement Online Survey Results In June 2023, an online survey about the Draft City Market Strategic Plan was distributed to the public on the Shape Your City Saint
John and Façonnez Votre Ville Saint John web platforms. The survey response rate was exceptionally strong with 372 responses, highlighting sustained local interest in the Market’s future.May/June
2023 Survey Response Wordcloud: Key words reflecting feedback on the Draft Final Strategic Plan
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should be selling”
through and welcomed!”
“Get at it (respectfully)!”
athletic to the Maritime vibe”
through this strategic plan. The
shopping habits of regular Saint
a lovely market, its imperative to
“The city market is a gem, and it
with the space is very well thought
case. That’s the experience that you
reimagining of the circulation, the vendors, and the public interaction
is so exciting to see a revitalization
the survival of our market to keep it
a glimpse into the normal and daily Johners, even if that’s not exactly the
“We are so very fortunate to such have
“It should feel like tourists are getting
The Final City Market Strategic Plan has been updated to answer these questions Key Takeaways The City Market continues to be a treasured landmark in the Uptown. The majority of survey
respondents supported the direction of the City Market Strategic Plan, and many have provided feedback that can further strengthen the plan.However, there continue to be areas of disagreement
largely centered around market identity and the proposed layout. There is an opportunity for the City to lean into this discussion and address the questions that came up through this
process through future communications about the City Market and Strategic Plan. Transparency around heritage protection policies and clear communication before, during and after changes
are made will be crucial in continuing to strengthen public trust and support for the Strategic Plan. Sample survey quotes
What is the goal of the Strategic Plan?Why does the Market need to change?What is the purpose of the Mission, Vision and Values?How will the Strategic Plan be implemented?What does being
a City Market mean?What makes a great market?Who is the market for? How is Market heritage prioritized in the Plan? Why does the Plan recommend removing some vendor space?Have vendors
been consulted on this Plan?How will the Plan and new layout impact what vendors are in the Market? How will the Plan impact vendor relationships with Market management? Why are there
empty stalls at the Market? Why do we need meeting space?Why move seating into the main part of the Market?How will the Plan impact infrastructure repairs and investments? Where does
accessibility fit into the Plan? What is happening with the Market washrooms?Will this Plan impact how people get to the Market?
•••••••••••••••••••
Common Questions Throughout the survey responses there were common themes and questions that the Strategic Plan and supporting communication materials should seek to address. These included:
Strategic PlanningRole of the marketVendors Seating and entertainmentOperations
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– start with
changes
pride
to build the skills of
Market’s identity
and
fill the market with vendors
should be the foundation for all
grown food as a focus (including
Saint John City Market Strategic Plan
inclusion
programming
locally
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Clearly define the Define Sustainability developmentConsider using a different word instead of ‘premiere destination’ as it could be interpreted as lofty and unattainable goalAdd small
local agricultural operations). Food should always be central to the market experienceFlexibility and adaptability can be part of the markets valuesExplore flexibility in vendor arrangements
for turn overHave a goal to Consider reordering so ‘By Local, For Locals’ and ‘Gathering and Connection’ values are higher. Working full 7am-6pm days could be unrealistic for small
businesses owners. Consider shifting the market hours to focus on the late afternoon/evening crowdHave vendors for marketing and social media. Reduce barriers for vendors to getting
into the market including having a business launching coachPrioritize all entrances to the marketConsider having low-stimulation hours for accessibility Need improvements on sound quality
and acoustics before considering band standCreate clear connection between the main market and the Night MarketNeed to see improvements in current market before making massive what
you have and then build from there.Have story telling with local school groupsNeed bike racks outsideBuild in child-centered entertainment
•••••••••••••••••••
Survey respondents also provided feedback on what should be changed or added to the Plan:20
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Stories of the Market and Saint John are told through a holistic lens that showcases heritage, community, and creativity, with interactions making for a memorable experience for visitors.
Businesses are locally owned and operated, while local shoppers represent the foundation for the Market’s year-round success. (Visitors are drawn to the Market because it is a genuine
local experience.)
The Market is a welcoming meeting place and the heart of a vibrant Uptown community, with a unique atmosphere, as well as a compelling set of shopping experiences and events.
Vendors and management share a high standard of excellence and work together so the Market lives up to its reputation as the premier destination in Saint John for locally grown and/or
sourced foods, products, and services.
The Market reflects a diverse and evolving community, with people of all ages, abilities, economic circumstances, abilities and cultures having a role to play.
The Market is operated in a way that recognizes and minimizes environmental impact, while promoting its positive in social wellbeing, heritage preservation, local economic benefit, and
affordability.
WHAT IT MEANS...
Flexibility and adaptability means t Market is a testing ground for new businesses, products, and ideas: There is something new every day at the Market.
Storytelling and Visitor Experience
By locals, For Locals
Gathering and Connection
Vendor and Market Excellence
Inclusion
Sustainability
CORE VALUE
Growth and Experimentation
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Core Values for the City Market The following Core Values were identified and refined through stakeholder engagement. Core values are intended to guide decision making as the Strategic
Plan is implemented over time.24
for Plan implementation
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destination
Priority Moves
community engagement
.
STRATEGIC DIRECTIONThe following symbols are used in the Strategic Plan Directions:Committee-identifiedComments from
Saint John City Market Strategic Plan
Make the Market a place of storytelling and nostalgia where history is embraced.Work together to achieve excellence Embrace inclusion and make a positive community impact.Provide space
to shop, move, experience, and gather.Connect indoors and outdoors.Continuously improve sustainability and overall building efficiency.Implement the Strategic Plan and review governance,
leasing and operations.
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“...”
1234567
Strategic Plan Directions The seven Strategic Directions of the Plan work together with a goal to unlock and fulfil the City Market’s potential as a public market. Each Direction encompasses
a set of actions, with the Detailed Action Plan contained on pages 48 to 55 of the Strategic Plan. 25
Consider City Market opportunities for Indigenous reconciliation; options that could be discussed through consultation include: public art, storytelling events, the sale of authentic
Indigenous products, Indigenous owned and operated vendors, artist-in-residence programs, or opportunities in the Learning Corner. Thoughtfully relocate and integrate the John Hopper
Timepiece into the City Market interior, and meet with Arts Board to discuss integration of art and storytelling components. Introduce storytelling elements and/or relocated existing
market artifacts into the pedway connection to Brunswick Square.
6.7.8.
The Detailed Action Plan contains further information on these proposed actions.
Prepare to celebrate the Market’s 150th birthday in 2026, through events and capital funding opportunities. Conduct further analysis on heritage-defining features and storytelling opportunities
within the Market. Meet with the Heritage Development Board to receive feedback on storytelling approaches and physical changes to the City Market. Seek opportunities through events
and displays to highlight under-represented groups, incl. Indigenous communities, Black New Brunswickers and newcomers.Foster arts and culture, potentially with the programming of a
Learning Corner, which includes interactive arts, culture, and creation elements; and with potential for a flexible stage/bandstand.
1.2.3.4.5.
It is important to be deliberate about the important stories and how to tell them. Storytelling can happen through interactions with vendors and staff, building tours, themed tours (such
as tasting events), and interactive arts and culture events. As such, storytelling is highly connected to marketing and programming efforts. Vendor training and knowledge sharing also
plays a role. Pride of place comes through in the details and a critical consideration should look at whether existing signage is maintained, accurate, and relevant. This storytelling
approach, whether through signage or interaction, can and should include equitable representation of Saint John’s cultural makeup and it may contribute to Indigenous reconciliation
through vendor mix, murals, arts, and cultural creation. Further consultation is required to determine the Market’s potential role in reconciliation. Specific Actions to Support Placemaking
and Storytelling
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Strategic Direction 1: Make the Market a place of storytelling and nostalgia.As the oldest continuously-operated farmers’ market in Canada and a designated National Historic Site, The
City Market is a place to tell the stories of the building, the city and the community. The mainstay activity of the Market has always been buying, selling, and interacting with producers
– so vendors and Market staff should consider how they are making history and telling the story every day. The City Market will be 150 years old in 2026 and so the timing is right
for the Market to operate at its strongest, as it continues to provide new experiences and connections in a heritage building. There may also be an opportunity at this anniversary to
access funding from upper levels of government for capital improvements, restorations, and events.Storytelling can happen through fact-based interpretive signage or historical photos
within and near the Market. Interpretive signs illuminate the power of a place and its historic significance. Thoughtful and well-designed signage programs demonstrate community pride
in local heritage – they do more than just provide just information. They are also an opportunity to shed light on little known facts. The building itself is layered in history, with
character-defining elements inside and out. Many of these elements accrued over time and have become hidden, or they may be in plain sight but be somewhat inexplicable. Strategic signage
or uncovering can help to tell some of the stories. 26
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Placemaking and
“More pictures of history at SJCM. Honour history.”“Keep it unique with Saint John character (a bit rough/gritty around the edges)”“Highlight hidden historical features”
Saint John City Market Strategic Plan
Celebrate the 150th birthday of the Market in 2026Respect heritage continuity in any changes
Priority Moves for Storytelling••
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“Have the Market be a venue for gatherings, photo ops, private functions. (seating inside the market would be key to this)”
“A “learn-how-to” corner...(learn how to tie a bowline knot, etc.) - with things you can learn in 5 minutes that ideally are locally inspired and not just for tourists.”
“Special Events - This is one of the most important things that we can do to bring people in. We need to create excitement and interest to the market on a steady basis. Each week/weekend
there should be new entertainment or event that will draw different groups of people to the market. We need the community to support us not the tourists.”
Image: Nov 2022
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Further details on heritage and character-defining features are contained in the Engagement Summary and Background Report.
Historical imagery: (Right) City Market Interior (Provincial Archives of New Brunswick Portfolio P171-23)(Bottom left) City Market Post Card circa 1910-1913 (via eBay)(Bottom middle)
The City Market circa 1950 (Provincial Archives of New Brunswick, Saint John Heritage Resource Collection, Portfolio P338-693)(Bottom right) City Market Post Card, circa 1976-1983 (via
eBay)
Regularly meet with vendors / the vendor association to discuss mutual goals and proposals. Meet with business and newcomer groups to identify pop-up opportunities.Develop vendor or
product selection criteria and target new offerings wish-lists for various market categories (e.g. craft, merchandise, fresh foods, prepared foods).Increase diversity of offerings,
through pop-ups and smaller stall sizes where appropriate, and encourage efficient use of space for wider product range.As opportunities arise, relocate vendors for improved market
flow, organization, and co-tenanting. Introduce service vendors, potentially in main market hall, or alternatively in mezzanine, solarium areas or outdoor spaces.Ensure regular maintenance
and investments by vendors in fit-ups (i.e. interior improvements by vendors are aligned with lease renewals). Develop and maintain a marketing and communication plan, including updates
to social media and website. Introduce a “Market Outreach and Experience Manager” role. Develop an independent brand and logo for the City Market that is separate from the City’s.
Consider introducing volunteer roles (“Market Ambassadors,” “Hosts,” or “Honorary Clerks”) to assist customers and provide tours or interpretation, while providing a stronger sense
of community involvement.
5.6.7.8.9.10.11.12.13.14.15.
The Detailed Action Plan contains further information on these proposed actions.
Implement revised Monday to Saturday hours, enforce core hours, and advertise changes in hours. Explore and incrementally implement Sunday openings in the future.Encourage increased
spending by Uptown residents and workers (e.g. take-home suppers, evening events).Promote and maintain an optimal mix of vendor types.
1.2.3.4.
disappointed to find most vendors closed, despite advertised hours of operation. Engagement indicated that many local residents have a fondness for the Market but that they don’t necessarily
patronize it – most often for reasons of selection or hours. Research from the Destination Development Association indicates that 70% of all weekday consumer spending in North American
Cities takes place after 6 pm. When the Market is closed it is not productive for the community nor for businesses. Building customer demand and awareness may take time, so it is important
that a strong messaging strategy be employed prior to and while extending hours. The primary objective prior to a potential extension of the hours of operation is to ensure that tenants
will be successful during those hours. As such, the Market will need to provide the programming and communication to support the hours of operation and ensure that the public is well
informed. Programming to support extended hours will be important, including advertising evening bench vendors or pop-up tenants, scheduling buskers or performers in the evening, and/or
tenant tasting events.The increased level of programming suggested here may necessitate a role (in addition to the Market Manager) dedicated to marketing, community involvement, and
pop-ups.Specific Actions to Support Destination Excellence
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Strategic Direction 2: Work together to achieve destination excellence.The City Market’s key assets include significant public loyalty, a sense of history, an attractiveness to visitors,
quality vendors, and a prime location. Residents engaged tended to agree that the vendors at the Market provide an exceptional level of quality, service and selection. The tenant mix
includes fresh foods, prepared foods, and merchandise. The Market in essence, has always been about food at its core, and the Market is well positioned as a food hall, while also providing
services and retail products to a lesser but equally important extent. A focus on food should guide programming efforts and event plans, as the Market continues to provide an experience
that is a unique combination of Farmer’s Market, Public Market, Food Hall and Entertainment Festival.Pop-ups or Bench vendors are critical to the character and success of the Market,
however many residents want to see a greater variety or rotation of products available, with a focus on goods that are locally made or made on site. A Bench program can look to achieve
a variety of vendors on specific days to create a “critical mass” of like vendors which offer a highly curated and vetted product mix. This mix can be promoted as an event (i.e. theme
days for certain vendor types). This rotation can create a sense of uniqueness, with a “what’s here today, may not be here tomorrow” mentality. Being open for business is a key struggle
for the Market, as most vendors effectively close mid-afternoon. Through our engagement, the majority of stakeholders indicated that the hours of operation are a primary concern. Inconsistent
hours among tenants negatively impacts both customer experience and sales productivity. A review of Tripadvisor Comments notes that many of the negative reactions to the City Market
stem from arriving at 3 or 4 in the afternoon and being 30
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Destination Excellence
The following specific vendor type ideas were noted as desirable to bring into the market. Fresh foods: Sliced meats and cheese deli; olives and olive oil; Specialty products (eggs,
mushrooms, maple products).Prepared foods: Coffee; Japanese; Thai; dinner service; ice cream; specialty bakery (e.g. donuts or cupcakes). Merchandise and crafters: leather-worker; glass-worker;
wood-worker; metal-worker; knitting; pottery; jewelry; craft supplies.Service Providers: Visitor information/Tourism NB; Dry Cleaner Drop-off/Pick-up Booth; flowers; shoe repair/shoe
shiner; knife sharpening/key cutting; barber; seated chair massage booth; yoga studio; and bike rentals.
Saint John City Market Strategic Plan
Establish consistent hoursHave staffing dedicated to outreach and experienceDevelop a clear marketing plan
Priority Moves for •••
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“Longer hours, at least til 7pm, including food vendors. I live Uptown and would easily eat here 3-4 times every week if I could grab supper here. Currently it seems most food vendors
are done by 3pm, which misses out completely on the supper rush.”“I stopped going at 5PM as I knew vendors would be shutting down early.”
The motto “A New Experience Every Time” does not generally ring true for residents, who tend to feel that the market has an unchanging set of offerings.
“To appeal to local & tourists vendor offerings should be unique but not only touristy. ”“Saturdays need management presence, including a floor plan for pop ups and coordination of vendors.
We need someone looking after the overhead and live music (selection and volume) and collecting rent consistently. ”A relatively low number of survey respondents agreed with the statement
“I am aware of events happening at the City Market.”
Image: Nov 2022
pop-ups and/or introduce a culinary hub for community-based culinary, nutrition and food security programming. Embrace a role for promoting food security, through Second Harvest, or
programs with vendors and community groups or partnerships with farmer’s markets. Introduce small public amenities to improve usability in the City Market, such as microwaves and
water fountains. Introduce venue rental opportunities (e.g. weddings and corporate/community events). Investigate provision and utilization of accessible parking spaces, designating
additional parking spaces as accessible if needed. Improve bathrooms with a priority for safety, gender inclusion, accessibility, and supporting families. Support modernization of point-of-sale
technology with consideration for accessibility.When assessing market changes and vendors fit-ups, use an accessibility lens to meet the needs of persons of varying ability levels;
regularly seek feedback from the Abilities Advisory Committee. Provide regular community updates during Plan Implementation to spark knowledge and community interest in changes, and
to receive feedback.
5.6.7.8.9.10.11.12.
The Detailed Action Plan contains further information on these proposed actions.
live
physical
meaningful
rating system
disability or
and what are
level of
nationalEvaluating the City
Rick Hansen Foundation
for the community, customers, and
Maintain tradition of strong local presence and accessibility with community events and displays; and seek new opportunities to celebrate cultures and traditions that reflect all of
Saint John’s communities. Publicize opportunities for community members to become involved, through volunteering, and vendor or pop-up opportunities.Embrace a role for the City Market
to attract and support small business and social enterprises through partnerships with community and newcomer groups.Construct a professional incubator kitchen for short-term rental
by emerging businesses or
measures and certifies the
1.2.3.4.
permanent or temporary physicalwith someone who has.Accessibility Certification is athataccess of buildings and sites.Market against this program is an opportunity to systematically
understand the City Market’saccessibility, how it can improve,the barriersemployees. Design for accessibility also benefits parents with strollers, older populations, and those with
temporary injuries or disabilities. Improving the washrooms needs to be a focus for the Market, while there should be advocacy for additional public washroom options nearby to be
opened. Washroom improvements should be implemented using contemporary guidance that goes beyond building code minimums for inclusion and accessibility (For further resources, see p.
40). Specific Actions to Support Inclusion and Community Impact
2023
Saint John City Market Strategic Plan
FINAL
Strategic Direction 3: Embrace inclusion and have a positive community impact.As a core value, inclusion should be considered in all decisions, so the Market continues to be experienced
as an accessible and equitable space that represents diversity and a community focus. A family-friendly lens to seating and the space can help to ensure there are experiences for kids
that go beyond simply shopping. The local area sees a high level of poverty and child poverty. Opportunities to be in the space without spending money can be pursued in a way similar
to how libraries act as active public spaces. The Market can consider community partnerships and taking a leadership role or enabler role focusing on food security for those who have
challenges affording and accessing healthy food. This can include promoting social enterprises (also known as community interest companies). Social enterprises are community-level organizations
with characteristics of both businesses and non-profits, combining entrepreneurship with a social purpose, for example to give back to the community or employ members of marginalized
populations.The option to incorporate a community kitchen or an incubator kitchen into the Market should be explored. Such a facility can showcase products and chefs, support growing
businesses, and be a space for culinary, nutrition and food security programming.The Rick Hansen Foundation notes that, in Canada, almost 50% of adults have or have experienced a 32
33
2023
Inclusion
“Poverty rate: A big portion of the community can only walk on through the market, and that’s it.”
“Options for people to rent a spot at different price points - you are more likely to have different types of sellers who will attract different types of buyers.”“Don’t make everything
about buying items. Add services & activities.”
Saint John City Market Strategic Plan
Provide programming and space for community, culture, and learningImprove the bathroomsImprove mobility and accessibility inside and outside the market
Priority Moves for •••
FINAL
“The washrooms need a ‘re-do’ - should be accessible and inclusive. Modern. Need one at each end of the market. Maybe even so modern as to be a point of destination (see public toilets
in San Francisco!)”
The market doesn’t feel kid-friendly: “I would bring kids to the farmers market, but not the city market.”
Image: Feb 2022
2023
Saint John City Market Strategic Plan
FINAL
34
35
2023
Saint John City Market Strategic Plan
FINAL
Implement a two-aisle layout, with kiosk-style bench vendors, a central gathering and seating area, and public art – See Concept Illustration.Procure design and construction services
for a new style of benches/kiosks and seating. Introduce consistent and accurate wayfinding and provide Market Information Stands at main entrances with up-to-date market information.
Provide an updated vendor layout plan for the Market Information Stands and website.Improve bathroom design for quality, safety, capacity, inclusion, and accessibility, while advocating
for additional public washroom options to be provided in nearby locations, which may include Brunswick Square, temporary washrooms during the summer, or washrooms associated with Kings
Square. Scope design concept and costing estimate for a publicly accessible mezzanine as a raised level within the market hall. Review and require signage legibility standards for vendors,
potentially with graphic design assistance provided by the City.Improve solarium seating.Explore options for improving, replacing or modernizing the solarium. This can include improving
the connection between indoors and outdoors without reducing availability of indoor seating. (See also Action 3.1). Ensure the Market is operated with the goal of being a fun, animated,
safe place for people to shop and spend their time. This includes choosing music that is an appropriate volume (which may require updated audio systems) and managing the temperature
properly.
1.2.3.4.5.6.7.8.9.10.
Specific Actions to Support Providing Space The Detailed Action Plan contains further information on these proposed actions.
vitality to the Market, with a “see and be seen” objective. There is also the opportunity to include public art and performance space here. In the event that benches are redesigned or
replaced, it is recommended that they be designed such that empty Benches are movable, and flexible for configuration as long-tables or other event setups. When not occupied by vendors,
they should appear to be deliberately setup for eating at or gathering; whether with stools around them or just a foot rail at the base for standing. A thoughtful design can achieve
highly usable merchandising space for vendors as well as comfortable seating for customers. There is an opportunity to provide additional seating and access to new spaces in the Market,
by adding a publicly accessible mezzanine. Taken together these changes can contribute to rethinking the Market as an event rental venue. This also provides opportunity for additional
business to tenants in the property that might be set up to do catering or provide beverage service. The solarium space was felt by many to be a candidate for change. It provided critical
indoor seating, albeit climate control is a particular issue here and many felt the seating was dated. As an “out of the way” space, many visitors do not know that this seating exists.
With appealing seating options provided in the main market hall, the solarium becomes overflow seating – it may be rethought whether it is necessary in the future, or whether this space
can benefit from a redesign in its connection to outside alongside changes to South Market Street as a pedestrian priority street and extension to the Market experience (See also Strategic
Direction 3: Connect indoors and outdoors.) These changes would be complemented by improvements for consistent wayfinding and improvements to the public bathrooms (See also Strategic
Direction 5: Embrace inclusion.)
2023
Saint John City Market Strategic Plan
FINAL
Strategic Direction 4: Provide space to shop, move, experience, and gather.A major move proposed in this Plan is to transition from the current three-aisle layout to a more spacious
and accessible two-aisle layout (See illustrative plan, page 36 to 37). This change means that people entering the Market would walk along stalls on the north or south, with both aisles
comfortably wide to serve customers, including those with mobility devices, and parents with strollers. This change would substantially increase the walk-by customer traffic for stall
vendors along either side of the Market and would also maintain the exposure for bench or kiosk vendors along a central section. Revising the layout and design of benches will also
impact stall leases that include bench space, used either for display, fridges or sinks. Almost every vendor will be impacted by this change, but this move has been identified as fundamental
to unlocking the value and vitality of the Market. The Bench program can be rethought, both in terms of its leasing and design. Bench vendors that are operating permanently may be transitioned
to permanent side stalls locations. The key goal of Bench vendor leasing is to provide vending space to small businesses at an accessible cost, as well as to provide a wide variety
and limited-time offerings to customers. A well-managed Benches program will evoke feelings by customers that there is “always something going on at the Market” and “always new products
to explore.” This can also lead to a sense that a certain product may not be available in the future. Benches/kiosks shown in the layout plan may be rented to a single vendor or may
be subdivided. A social seating and eating area in the centre of the Market is included in the layout, which serves to benefit nearby prepared food vendors, and add 36
37
2023
Providing Space
“Accommodate more ethnically specialized and smaller food vendors (e.g., one-product offering food vendors, like say, a Jamaican Patty Bar) with smaller spaces that can be rented out
on a one-off basis.”“It would be nice to be able to have a center section where there would be more seating and a proper area for entertainment instead of shoving performers in a corner
somewhere.”
“Came here for two years before I knew there was seating in the solarium.”“See and be seen when eating.”
Saint John City Market Strategic Plan
Implement a two-aisle layout, along with a renewed Bench/Kiosk programProvide seating in the main market hallProvide Wayfinding and info kiosk improvementsIntegrate historic influences
in kiosk and bench redesigns/construction
Priority Moves for ••••
FINAL
“There is nothing more annoying from a customers point of view than having to search for a vendor that you want to buy something from. Tenants should be easily visible.”
“Since the majority of the center aisle is for visitors or tourists, there is a perception that there’s not a lot there I would normally shop for.”
“Right now, you can gallop from entrance to exit without stopping. Perhaps a layout that encourages a slower progress and more curiosity?”
Image: Feb 2022
Note: Further design exercises are required to substantiate these concepts and to localize the design look and feel so that the kiosks and spaces can be reflective of the market’s history
and heritage. The end result may vary from what provided below as a conceptual illustration
2023
Saint John City Market Strategic Plan
FINAL
Two aisle layout with cross-circulation and kiosk bench vendorsThe “Deck” accessible seating adjacent to prepared food vendors (potential bandstand location)“Timepiece” Public ArtProminent
market information stands and wayfinding at each main entranceBathroom improvements Flexible learning space for arts, culture and community involvement or short term leasable opportunities
(Location TBC)Culinary Hub/Incubator Kitchen (Location TBC)The “Bridge,” an accessible mezzanine above the Lower Market for additional rental revenue and sponsorship opportunities.Solarium
improvement, replacement or modernization to maintain structural integrity of building while supporting South Market Street as a pedestrian-priority street (Loading in am)The “Heart
of Saint John” Plaza (provisional name), with improvements to become a more appealing and usable first impression for the Market’s Germain Street entrance Street-to-Plaza / events for
Germain Street, between North Market and King Street Support for active transportation and patios on Charlotte Street and a “Scramble” intersection for connection to King’s Square“Graffiti
Alley” with public art and murals on North Market StreetHistorical and heritage artifacts and displays in the pedway connection
1.2.3.4.5.6.7.8.9.10.11.12.13.14.
Putting It Together: A Concept Overview of Strategic Design Objectives Legend 38
39
2023
Saint John City Market Strategic Plan
FINAL
2023
Saint John City Market Strategic Plan
FINAL
40
41
2023
Saint John City Market Strategic Plan
FINAL
view towards Germain Street
Current
2023
Saint John City Market Strategic Plan
FINAL
42
43
2023
needs of vendors and shoppers.
Saint John City Market Strategic Plan
complement the historical character
A two-aisle layout, with benches that
of the market, while better serving the
FINAL
view towards Germain Street
Potential
view towards Charlotte Street
Current
2023
Saint John City Market Strategic Plan
FINAL
44
45
2023
vendors in the Market.
to most of the prepared food
A central meeting place adjacent
Saint John City Market Strategic Plan
FINAL
view towards Charlotte Street
Potential
Explore future design potential for the plaza at the intersection of Germain and South Market Street with the goal of being a vibrant and accessible space that relates to both the neighbourhood
and draws people into the market’s indoor and outdoor vendors. Research cost and design, and/or procurement for City Market branded bicycle racks, repair station or e-bike rentals.Explore
temporary, seasonal or permanent conversion of Germain Street between North Market Street and King Street to pedestrian space. Evaluate loading/unloading practices and provision of
loading spaces, adjusting as necessary to balance business needs and outdoor space goals.Explore public art murals for North Market Street to improve street character and establish
a connection to similar murals throughout the Uptown, with the potential for a mural tour or festival.Support “Complete Street” streetscaping plans on Charlotte Street for walking,
cycling, and patios. Consider a scramble intersection at Charlotte Street, King Square N Street and South Market Street.
2.3.4.5.6.7.
The Detailed Action Plan contains further information on these proposed actions.
Develop South Market Street as a pedestrian active transportation priority space that accommodates the outdoor market, public art, seating, weather protection, and green space.
1.
In the past, Germain Street between North Market and King Street has been closed to vehicle traffic to allow street festivals. This kind of event can be considered on a more permanent
or regular basis to strengthen the outdoor experience of the Market. The Market experience is an active one. When it comes to getting to the Market, safe, family-friendly, and tourist-friendly
connectivity via walking, cycling, transit, and mobility devices should be the priority. This is not to discount that many want or need to drive to Uptown and the Market – however this
can be an experience in which visitors stop and stroll throughout the area. While a lack of parking is perceived as an issue for some, there are at least three parking lots are located
within 150 mof the Market, while numerous nearby streets containing on-street parking. Improving the Market’s connection to accessible parking stalls may be an important consideration
however. The needs of deliveries and loading for the Market is another priority to maintain through public realm designs. North Market Street provides loading and access to the Market.
Beautification options here include murals. The pedway from Brunswick Square is another key connection to the Market, however it does not aesthetically relate to the Market – this
is another opportunity for storytelling, perhaps with event posters, historical displays or artifacts to introduce some of the stories and events in the Market and the local area.Specific
Actions to Support Connecting Indoors and Outdoors
2023
Saint John City Market Strategic Plan
FINAL
Strategic Direction 5: Connect indoors and outdoors.The outdoor spaces represent the entry sequence and first impression of the Market. They should not be neglected. Especially during
the summer, the connection between inside and outside should be strengthened. The building face along Charlotte Street maintains its historic facade, while building faces on Germain
Street, North Market Street and South Market Street present a mix of historic elements and newer additions. The Night Market and other events in the summer represent chances to connect
inside and outside, with a combination of indoor and outdoor vendors and performers. Upon completion of adjacent construction, there is an opportunity for South Market to be a walking
priority street for the outdoor market, public art, and seating. (Loading can be restricted to the morning hours.) The physical design and hardscaping of South Market Street should
support this new use. This design should also consider how the solarium on the south side of the building serves as a stronger connection between indoors and outdoors. For stall vendors
on the south side, there may be the ability to use windows for ordering and pass-through. The plaza space at the corner of Germain and South Market is currently problematic in its design,
for example with various cross slopes and angled staircases that present hazards for those with reduced vision. A renovation of this plaza space can make the area more attractive and
usable. This may come with a naming opportunity, opportunities for temporary vending, improved seating, performance space and/or public art. 46
47
2023
Connecting Indoors
plaza at Germain Street as
“The atrium is good for overflow seating but it takes people out of the market setting and also hides customers away. A result of this is losing the ambiance of a bustling market. It
can seem slow and empty even though it might not be.”“Love the outdoor lights at night.”“How about making South Market Street a patio? Planters, string lights, music, etc. And dress
up the solarium.”“Parking uptown is experienced as a problem for patrons – try promoting the parking that is there (King St, Brunswick Square, Hero’s Beacon, Charlotte St, King Square,
HotSpot etc.).”
Saint John City Market Strategic Plan
Redesign the an extension of the Market, connected to improvements along South Market StreetEnsure mobility and accessibility are top-of-mind
Priority Moves for and Outdoors••
FINAL
Those with visual impairments find the area’s slopes, stairs and angles unpredictable.
This can be an important gateway to the Market.
Image: May 2022
view of Plaza and South Market Street
Current
2023
Saint John City Market Strategic Plan
FINAL
48
49
2023
impression of the Market.
Attractively designed public
spaces for events and a great first
Saint John City Market Strategic Plan
FINAL
view of Plaza and South Market Street
Potential
.
Water bottle fill stations noting the impact from reducing single use bottles
Telling the sustainability story
Arlington’s Discovery Elementary School includes a building dashboard system to tell the story of the building’s sustainability features (image: VMDO Architects)
occupied patios.In response to planning federal legislation banning the use of single use plastic food service ware, introduce composting receptacles along with garbage and recycling,
and require vendors to use compostable plates and cutlery, and/or explore a reusable dishware system to reduce waste from single-use packaging waste and improve the dining experience.
Promote active transportation by improving the outdoor experience for the building, including canopies for weather protection, and bike parking (potential for bike-share or bike-rental
vendor or program could be considered as noted under 3.3). Promote or require the use of local, high-quality and low-carbon material and construction/vendor fit-ups. Provide educational
displays to explain City Market sustainability strategies and building upgrades, such as updates or a live dashboard for energy use, energy generation, and energy/water savings (This
can relate to reducing the use of single-use packaging.)
4.5.6.7.
The Detailed Action Plan contains further information on these proposed actions.
2023
Saint John City Market Strategic Plan
DRAFT
Continue to evaluate and implement building energy efficiency retrofits for heating, cooling, lighting and appliances, in collaboration with Saint John Energy. Continue to implement
water use efficiency upgrades. Consider solar and/or micro-wind turbine power generation options for the building’s rooftop, and/or options for green roof or
1.2.3.
Strategic Direction 6: Continuously improve sustainability and overall building efficiency.The Market must be guided by a commitment to a sustainable future and to improving the health,
economic and environmental well-being of the community. Supported by funding from Infrastructure Canada, the City Market has recently implemented building energy efficiency retrofits
in collaboration with Saint John Energy for heating, cooling, lighting and appliances. Such initiatives for building energy efficiency should continue. Sustainability initiatives can
extend into energy generation (for example, through installing solar panels). Waste reduction efforts should be explored, including composting and more sustainable food service materials.
One option is to explore a reusable dishware system, which would both reduce waste and improve the experience of dining in. To correspond with sustainability efforts, interpretive
signage or displays can be included that provide a tool for community education and advocacy on sustainability and waste reduction. Specific Actions to Support Sustainability 50
51
Sustainability
“Higher quality garbage and recycling containers and introduce a food waste recycling program.”“Need for consistent temperature in the solarium.”
Continue to implement building energy efficiency upgrades
Priority Moves for •
“Sustainability needs to be front and centre”
Image: May 2022
Establish a 10-year implementation body and framework to oversee Action Plan implementation. Explore changes in governance structure that would better enable efficient operations and
financial sustainability. Establish updated leasing procedures that could include: targeted new tenant outreach and merchandising; revised lease structure to incorporate percent-rent
leases; establish guidelines and criteria for overhold, month-to-month and temporary or flexible leases.Update tenant design and operations manual/handbook including updated and consistent
lease plansModernize point-of-sale technology and market money practices with consideration for convenience and accessibility. Establish transparent practices for preferential leasing
or lower barriers to entry for targeted business types (e.g. new small business start-ups, social enterprises, Indigenous-run businesses, and/or businesses run by newcomers or members
of marginalized groups.)
1.2.3.4.5.6.
Specific Actions to Support Implementation The Detailed Action Plan contains further information on these proposed actions.
2023
Saint John City Market Strategic Plan
FINAL
Strategic Direction 7: Implement the Strategic Plan and review governance, leasing and operations.The intent of the Action Plan is to see key changes implemented over the next 10 years.
This requires a dedicated body or committee to track progress, oversee implementation, and work with management, vendors, and stakeholders. While there should be general alignment in
the principles and core values between the Market and the City, there also needs to be consideration for the uniqueness of the mandate for the Market, when compared to other City department
and operations. The Market should be governed in such a way that it can determine and focus on its own Mission, Vision and long-term priorities, within a financially sustainable framework.The
Market Manager and the implementation body will be required to fully understand the core values of the Market with a focus on continuity and structured accountability. Core values are
instrumental so that decisions are consistent rather than made on an ad hoc or reactionary basis to issues or opportunities as they arise. Tracking Key Performance Indicators will be
important, as will be maintaining a targeted list of desirable vendor types. Data gathering and record-keeping is necessary for measuring the effectiveness of marketing campaigns and
events. Modernizing the ability to purchase and redeem Market Money is fundamental for the success of the program. Equally important is ease for tenants to redeem gift certificates
for cash to ensure their participation in the program. This could include the option for electronic gift cards, or the ability to buy Market Money within the Market. 52
53
2023
Implementation
“We had a thriving business in the City Market for a very long time... We hope for the generations of vendors to come to be able to see the Market restored to what it once was and maybe
even a little better. It is going to take more than just one person trying to look after everything that needs to be done to rebuild what has been lost over the years. We have done
a good job at restoring the physical building but now it is time to take hard look at what makes the inside of the market (the heart and soul) and figure out what to do and where to
start.”
Saint John City Market Strategic Plan
Pursue governance changes to enable implementation of the Plan and financial sustainability of the Market
Priority Moves for •
FINAL
Image: May 2022
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Saint John City Market Strategic Plan
Proposed hours: Stalls min hours: MoProposed mix for permanent vendors is 50% Prepared Foods (Quick
Core ValuesTiming: Strateg 1 to 9pm 2 predominantly craft
FINAL
Detailed Action Plan This section provides details on specific Actions recommended for implementation over the next 10 years. 54
55
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2023
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Saint John City Market Strategic Plan
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FINAL
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oved sound system public art; relationship to food vendors; connection to entries from North Market and South Market Streets; inclusion of waste, compost, and recyclingdishware is introduced
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defining features, and so the mezzanine design must be
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Sustainability
Capital improvementCapital improvementCapital improvement
Capital improvementCapital improvement
Capital improvement,
-
$ = less than $100,000; $$ = $100,000 to $1m; $$$ = $1m or greater
Inclusion
term
-term -term -term -term
-
term and
term
-
term to mid
-
ongoing
Mid
NearNearNearNear
Near
Cost Estimates:
Near
).
within
the an
Gathering & Connection
3.1
erly.
capacity,
ing
for a
n
7
.
Actio
reduc
safety, standards for
.
term” is 2029 to 2032
-
.
without
as a raised level
busiest of days and the City Market should advocate for additional public washroom options to be provided in nearby locations
legibility
, while advocating for
2023
.
graphic design assistance
seating. (See also
signage
(which may require updated audio
.
improving and modernizing
mezzanine
Storytelling & Visitor Experience
, which may include Brunswick Square,
8
.
quire
concept and costing estimate
indoor
defining features of the Market. The heavy timber structure and open volume of the Market are heritage
-
a metal structure above the Market hall toward the Germain Street end of the Market (“Lower Market”), as shown in the Concept
This includes choosing music that is
and managing the temperature prop
Term” is 2026 to 2028; “Long
-
. This can include improving the connection
, potentially with
sized events (100+ people) and has the potential to support destination service providers (e.g. barber, yoga studio, artist in residence). Design criteria for mezzanine: Seating
-
view and re
2025; “Mid
Provide an updated vendor layout plan for the Market Information Stands and websiteImprove bathroom design for quality, inclusion, and accessibilityadditional public washroom options
to be provided in nearby locationstemporary washrooms during the summer, or washrooms associated with Kings SquareScope designpublicly accessible Revendorsprovided by the CityImprove
solarium seatingExplore options for solariumbetween indoors and outdoors availability of Ensure the Market is operated with the goal of being afun, animated, safe place for people to
shop and spend their time.appropriate volume systems)
the market hall
-
Vendor & Market Excellence
5 6 7 8 9
term” is 2023
-
2.42.2.2.2.2.2.10
:
larger unisex public restroom with multiple stalls, prioritizing accessibility, inclusive of gender neutral and family washrooms. The Concept Illustration shows the washroom expanded
slightly,
“Near
on the City Market as one of the few public washrooms in the area
Saint John City Market Strategic Plan
Explore a The mezzanine design may be located as
Core ValuesTiming: 7 however it may not be feasible to accommodate crowds during theburden 8 incorporate the historic mezzanine and existing stairs on the south side of the Market,
and opportunities to bring the public into existing mezzanine spaces should be explored where possible. Mezzanine can include space for seating for midcapacity, accessibility, complements
heritagesensitively designed to not obscure it.
FINAL
56
57
)
2023
alues
(V
Why
Experimentation & Growth
$ $
—
$$
$$$
$ to $$
$ to $$$
Cost Estimate
By Locals, For Locals
Saint John City Market Strategic Plan
FINAL
Project type
Sustainability
Capital improvementCapital improvementCapital improvementCapital improvement
Capital improvementCapital improvementCapital improvement
$ = less than $100,000; $$ = $100,000 to $1m; $$$ = $1m or greater
-term -term -term -term -term
-term
Inclusion
-term
changes based on further analysis of its energy efficiency and building structural
longlong
to midto midto midto mid
Timing
- - - -
Near
season seating currently in the solarium must be offset by increased provision of seating within the
-
Cost Estimates:
Near to
NearNearNearNearNear to
for a more regular or permanent conversion to a plaza. This future use can be supported by a landscaping
City
with
bike
-
, King
Gathering & Connection
.
.
10
St
.
represented groups or figures in Saint John History.
-
can be considered
can be considered for improvements or
,
pedestrian active
term” is 2029 to 2032
11
-
.
Uptown, with the potential
that accommodates the
.
streetscaping plans on
the
pace
s
Energy Efficiency)
indoors and outdoors
Storytelling & Visitor Experience
9
.
public art, seating, weather protection,
,
character and establish a connection to
priority
and South Market St.
to pedestrian space
a scramble intersection at Charlotte
Term” is 2026 to 2028; “Long
e to the solarium should consider that any resulting reduction in 12
-
street
“Complete Street”
g
tion 6.1 (Building
branded bicycle racks, repair station or e
.
Connect
Ac
:
3
arket
xplore temporary, seasonal or permanent conversion
2025; “Mid
South Market Street adjacent to the City Market can support morning loading, then be closed to vehicle traffic most of the day. The design can support priority for people walking,
Action Develop South Market Street as atransportationoutdoor marketand green spaceExplore future design potential for the plaza at the intersection of Germain and South Market StreetResearch
cost and design, and/or procurement for MrentalsEof Germain Street between North Market Street and King StreetEvaluate loading/unloading practices and provision of loading spaces, adjusting
as necessary to balance business needs and outdoor space goals.Explore public art murals for North Market Street to improve for a mural tour or festival.Support Charlotte Street for
walking, cycling, and patiosConsiderSquare N St
the goal of being a vibrant and accessible space that relates to both the neighbourhood and draws people into the market’s indoor and outdoor vendorssimilar murals throughout
-
for any chan
esign
irection
e d
Vendor & Market Excellence
4 5 6 7
term” is 2023
-Th
connection to the interior of the City Market.
3.13.23.33.3.3.3.
c D
.
:
The redesign of
i
“Near
and using mobility devices through improved hardscaping, and introduction of seating, planters, public art, bike racks, and overhead lighting. Space should support outdoor vending and
contains a clear
This section of Germain Street has been closed in the past for street parties and
trateg
The current design, with angled benches and sloping surface make the space challenging to effectively use. An improved plaza design can be flattened and may contain flexible or movable
seating, public art,
quirements
The solarium, in coordination with
Core ValuesTiming: S 9 reMarket Hall.cycling, entrance and 10 vending space, and/or a bandstand. The plaza may be named in recognition of under 11 and hardscaping design efforts to
improve usability of the space
)
alues
(V
Why
ion.
Experimentation & Growth
$
$ $ $
— — —
$ to $$
to a wide range of local residents and
Cost Estimate
.
By Locals, For Locals
and
ResearchResearchResearch
Operations
to ensure that spaces and activities in the market are
sensitive relocation of artifacts. The study may also comment on the
Engagement
Project type
can encompass exterior and interior architectural elements, the history of
Engagement and EngagementEngagement and
Sustainability
Capital ImprovementCapital Improvement
Capital Improvement
study
would be
and potentially
$ = less than $100,000; $$ = $100,000 to $1m; $$$ = $1m or greater
-term
-term
Inclusion .
term
-term
term to
-
-
term and term and term and
---
2026
to midto mid
Timing
-
OngoingOngoingOngoing
Mid
r-
Near
Near
NearNearNear
Cost Estimates:
NearNea
and pride
.
.
to
14
Gathering & Connection
; and with
Corner.
Indigenous
.
birthday in
12
and newcomersand meet with
.residence
relocated existing
,
-
th
elementsdefining features
-
in
which includes
or
-the John Hopper
,
earning
L
term” is 2029 to 2032
-
and/
within the Market.
orner
a place of storytelling
C
the Arts Board, along with City staff and the Hooper Family, as the public art piece needs to be relocated to an indoor locat
integrate
2023
and creation
,
public art, storytelling events, the
:
earning
through events and displays
L
Storytelling & Visitor Experience
analysis on heritage
represented groups, incl
-
Black New Brunswickers
13
relocate and
,
.
into the City Market interior
Term” is 2026 to 2028; “Long
-
artefacts into the pedway connection to
Make the market
opportunities
:
4
2025; “Mid
Prepare to celebrate the Market’s 1502026, through events and capital funding opportunitiesSeekFoster arts and culture, potentially with the programming of a interactive arts, culturepotential
for a flexible stage/bandstandConsider City Market opportunities for Indigenous reconciliation; options that could be discussed through consultation includesale of authentic Indigenous
products, Indigenous owned and operated vendors, artistprograms, or opportunities in the Thoughtfully Timepiece Arts Board to discuss integration of art and storytelling componentsIntroduce
storytelling elements market Brunswick Square. Conduct further and storytelling opportunitiesMeet with the Heritage Development Board to receive feedback on storytelling approaches
and physical changes to the City Market.
Action highlight undercommunities
-
.
relocation recommendation is put forward by
Vendor & Market Excellence
Timepiece
Direction
2 3 4 5 6 7 8
term” is 2023
-
4.14.4.4.4.4.4.4.
:
ic
“Near
The establishment of new spaces or events at the market will only be effective if there is capacity to ensure they are properly programmed. Action 1.13 notes
Timepiece
Saint John City Market Strategic Plan
ocation of the
In coordination with design of seating area, consider potential for a small flexible bandstand area with power and improved sound system (ensure sound quality and appropriate volume
throughout the market
TheThis study would represent an update to heritage studies from the 1980s that led to registration as a National Historic Site. The
Core ValuesTiming: Strateg Note: the introduction of a “Market Outreach and Experience Manager” role. A central aspect of the role effectively and consistently programmed, and that opportunities
to participate are effectively advertised and fairly allocated 12 or focused only in the seating area, so as not to interfere with vendors)1314 use, entrepreneurship, food, and culture.
The goal of such work is to identify and evaluate any proposed changes, and to support a storytelling strategy that can appealvisitors through visitor experience initiatives, interpretative
signage, programming, events, restoration of building elements, rel
FINAL
58
59
)
2023
alues
(V
Why
Experimentation & Growth
$
$$
to
or $
$
— — — — —
$$
—
$ to —
focus on supporting community groups for
Cost Estimate Revenue generator
may be integrated with the incubator
(with a
By Locals, For Locals
Saint John City Market Strategic Plan
support community groups. In either case, the program will require
FINAL
Operations
Operations
EngagementEngagementEngagementEngagementEngagement
Project type
Operations and Operations and Operations and Operations and Operations and
better
.
Sustainability
Capital improvement
Capital improvementCapital Improvement
Capital Improvement
$ = less than $100,000; $$ = $100,000 to $1m; $$$ = $1m or greater
term
--term -term -term
Inclusion
-term
-term
to midto midto midto mid
Timing
- - - -
OngoingOngoingOngoingOngoingOngoing
Mid
Near
Cost Estimates:
NearNearNear
Near
,
focus on supporting small business) and a “community kitchen”
. or
-
with
ups,
-
; and
to
and/or
with a
Gathering & Connection
(
through
persons
short
gender
and
ies.
ups
-
for
water
15
.
used space. If a dishware system is implemented (See Action 6.4), dishwashing
based culinary
famil-
approach
-
vendors fit
and
with farmer’s
sale technology
for safety,
-
term” is 2029 to 2032
presence and
John’s communities
-
and have a positive community impact
of
-
meet the needs of
local
programming
point
ncubator kitchen
microwaves
for community
i
and supporting
for community members
opportunities (e.g. weddings and
amenities to improve usability in
, and ensure it is a well
l
as
partnershipsevents).
an “incubator kitchen”
or
ation of
Storytelling & Visitor Experience
both
or programs with vendors and
accessibility.
, designating additional parking spaces
emerging businesses or pop
professional
oderniz
a
small public
/community
Term” is 2026 to 2028; “Long
tradition of strong
-, accessibility
.
Embrace inclusion
rental by
for operating the space may be offset through sponsorship.
:
up opportunities.
an accessibility lens to
-
5
An incubator kitchen may better support small businesses, whereas a community kitchen approach may
discussed options of
)
2025; “Mid
Action Maintain accessibility with community events and displaysseek new opportunities to celebrate cultures and traditions that reflect all of Saint Publicize opportunities become involved,
through volunteering, and vendor popEmbrace a role for the City Market to attractsupport small business and social enterprisespartnerships with community and newcomer groups.Construct
term nutrition and food securityEmbrace a role for promoting food security, through Second Harvest,community groupsmarketsIntroduce Introduce venue rentacorporateInvestigate provision
and utilization of accessible parking spacesas accessible if needed. Improve bathrooms with a priority inclusionSupport mconsideration for When assessing market changes and use
introduce a culinary hubthe City Market, such fountains.
-
space. Costs
Vendor & Market Excellence
1 3 4 5 6 7 11
term” is 2023
-
5.5.25.5.5.5.5.5.85.95.105.
:
ic Direction
“Near
classes, for example.
/culinary hub
The Strategic Plan process
Core ValuesTiming: Strateg 15 cooking ongoing programming and maintenance to be a successkitchen
)
alues
(V
Why
Experimentation & Growth
$
to $$
— —
TBC TBCTBC
$ to $$
—
improvementimprovementimprovement
Operations cost Operations cost Operations cost
Cost Estimate
By Locals, For Locals
.
Operations
Engagement
Project type
Sustainability
efficiency
Capital ImprovementsCapital ImprovementsCapital ImprovementsCapital ImprovementsCapital ImprovementsCapital Improvements
-
$ = less than $100,000; $$ = $100,000 to $1m; $$$ = $1m or greater
-term -term
Inclusion
building
term
to long
-
-
term
to midto mid
Timing
- -
OngoingOngoingOngoing
Ongoing
Mid
Near
overall
Cost Estimates:
NearNear
-
e
.
.
relat
and
ups
outdoor
Gathering & Connection
-
lan
. )
the
ntroduce
, and/or
16
power
quality
-
This can
feedback from
potential for bike
compostable (
vendor fit
ooftop
/
(
sustainability and
use packaging
reusable dishware
-
, high
efficiency upgrades.
use
term” is 2029 to 2032
d patios.
-
.
to
)
by improving
local
use
use packaging.
wind turbine
-
-
xplore a
implement building energy
2023
e
regularly seek
water
;
vendors
heating, cooling, lighting and
vendor or program could be
, and to receive feedback
, and/or
Storytelling & Visitor Experience
for
dashboard for energy use, energy
levels
to spark knowledge and community
and/or micro
collaboration with Saint John Energy
rental
-
receptacles along with garbage and
in
the use of single
as noted under 3.3
options for the building’s r
cutlery
,
ability
Term” is 2026 to 2028; “Long
or require the use of
egular community updates during P
-
to reduce waste from single
and
Continuously improve
dered
:
carbon material and construction
-
varying
6
ng a dishwashing location and necessary staffing support.
mplementation
2025; “Mid
ofthe Abilities Advisory Committee. Provide rIinterest in changes Action Continue to evaluate and efficiency retrofitsappliancesContinue to implement Consider solar generation options
for green roof or occupieIn response to planning federal legislation banning the use of single use plastic foodservice ware, icomposting recycling, and require system waste and improve
the dining experience.Promote active transportation experience for the building, including canopies for weather protection, and bike parkingshare or bikeconsiPromote lowProvide educational
displays to explain City Market sustainability strategies and building upgrades, such asupdates or a live generation, and energy/water savingsto reducing
plates
-
Vendor & Market Excellence
12 5 6 7
term” is 2023
-
5.6.16.26.36.46.6.6.
:
ic Direction
“Near
Saint John City Market Strategic Plan
This would require establishi
Core ValuesTiming: Strateg 16
FINAL
60
61
)
2023
alues gement
(V
Why
Experimentation & Growth
$
— — — —
___
.
Cost Estimate
By Locals, For Locals
Saint John City Market Strategic Plan
FINAL
OperationsOperationsOperations
Operations
GovernanceGovernance
Project type
Sustainability
$ = less than $100,000; $$ = $100,000 to $1m; $$$ = $1m or greater. Goals of a governance change would include improving operations capacity, financial
-term
-term -term
Inclusion
-term
to midto midto mid
term (2023)
Timing
-
- - -
Near
Immediately
governance, leasing and operations
outside expertise
Cost Estimates:
Near
NearNearNear
17
.
Gathering & Connection
and review
that would
manual/handbook
referential leasing
term” is 2029 to 2032
-
ups, social enterprises,
-
Plan implementation
Strategic Plan
Action
the
month and temporary or flexible
sale technology and market money
-
-
Storytelling & Visitor Experience
in governance structure
to
of
-
-
s
year implementation body and
-
18
.
.
run businesses, and/or businesses run by
-
with consideration for convenience and
hange
Term” is 2026 to 2028; “Long
-
c
rent leases; establish guidelines and criteria for
-
Implement
:
7
sales, and to better ensure the Market’s ability to fulfil its Mission, Vision, Core Values, and Action Plan.
-
2025; “Mid
Action Establish a 10framework to overseeExplore Establish updated leasing procedures that could include: targeted new tenant outreach and merchandising; revised lease structure to incorporate
percentoverhold, monthleases.Update tenant design and operations including updated and consistent lease plansModernize pointpracticesaccessibilityEstablish transparent practices for
por lower barriers to entry for targeted business types (e.g. new small business startIndigenousnewcomers or members of marginalized groups.)
better enable efficient operations and financial sustainability
-
of
-
Vendor & Market Excellence
2 3 5 6
term” is 2023
-
7.17.7.7.47.7.
:
ic Direction
“Near
The roles of this body may also include leading fundraising, setting financial sustainability targets, reviewing and recommending governance structure/resourcing changes, and leading
ongoing enga
A governance review or change would include feedback from staff, elected officials, stakeholders, and
Core ValuesTiming: Strateg 17 with vendors, elected officials, advisory committees, stakeholders, and community members.18 sustainability, leasing, point
Cindy Christie, Melanie Colpitts, Michael Forestell,
Kieron Hunt, Taylor Mathiesen, Brianna Maxwell, David
Greg Cutler, David Dobbelsteyn, Tahlia Ferlatte, Andrew
AcknowledgmentsSteering Committee: Becky Knox, Councillor Gerry Lowe, Andy McPherson, Gilliane Nadeau, Mayor Donna Reardon, Ann Rickman, Nancy Tissington. City Staff: MacDonald.Consultant
team: Paterson, Christina Wheeler.
is a companion document to
2023-2033 Strategic Plan
The City of Saint John/Menaquesk is located 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.The City of Saint John’s
Truth and Reconciliation Conceptual Framework (2021) recognizes the Truth and Reconciliation Commission’s Calls to Action directed at Municipalities, with a goal to advance efforts
directed toward Truth and Reconciliation with Indigenous people, with diligence, patience, consultation, respect, and care.
Strategic Plan Background Report
ENGAGEMENT SUMMARY AND BACKGROUND REPORT City Market The the Strategic Plan, with an in-depth overview of engagement discussions, historical background and case studies. The Strategic
Plan was developed with oversight from a citizen and stakeholder Steering Committee, with a consultant team comprising Fowler Bauld & Mitchell Ltd. (“FBM”) and Quay North Urban Development
(“QNU”).
212263035
.....
.
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Background Report Contents
Engagement OverviewConversation Summary: Ideas Discussed During EngagementDraft Strategic Plan SurveyHistorical BackgroundCase Studies
2023
Engagement Summary and Background Report
ENGAGEMENT OVERVIEW
Saint John City Market Strategic Plan
1 2
3
2023
Engagement Summary and Background Report
Saint John City Market Strategic Plan
2023
Engagement Summary and Background Report
Saint John City Market Strategic Plan
4
5
2023
May 5, 2022 Pop-up at the Market
Engagement Summary and Background Report
Saint John City Market Strategic Plan
Shape Your City SJ Engagement Event
week.
day
reaching more
market closed.
Make it easier/
(shorter hours).
Hours – open the
Partnership with
regional farmer’s
Markets, allowing
the farmers market
occasional Sunday
vendors to sell year-
round, on weekdays,
on the same
accessible for pop-ups
customers through the
Tourists were unhappy
More pop-ups
to visit SJ on Sundays
or after 6pm to find the Longer hours
only)
customers.
down early.
basics.
The in-person
More pop-ups on
could not attend.
I live uptown and
as I knew vendors
would be shutting
on the supper rush. in more / different
for market If the right vendors
weekend (2-3 days are there, one or two
a week might bring
extended open hours
at a time that people
done by 3pm, which
would easily eat here
if I could grab supper
3-4 times every week
Better hours
outside of the Uptown
community input for most food vendors are
misses out completely
working a typical 9-5
the Strategic Plan was
I stopped going at 5PM
here. Currently it seems
Hours and Pop-Ups
you do.
High tide
around the edges)
(a bit rough/gritty
Keep it unique with
market history and
stories for residents,
Saint John character
Have someone to share
Keep the personality of
rafter height. not just for the visitors.
the place with anything
2023
sign)
story?
hidden
background.
features
historical
Not mall.
Germain. Tell its
presence as subtle
Highlight
clock (need bigger Saloon was across
Keep rustic
the mobiles
Cornelius Sparrow’s
small under market
Bring back
Historical. Maintain
market feel.
Saint John 1st sign too
history
Market.
continues.
of the building.
at SJCM. Honour
be consistent with
We love the special
every day - lunch,
Seek local Heritage
for supper. It is our Interior design and
tour of the Market -
the architecture and
Saint John. We have we have hosted to the vendor fit-up should Engagement Summary and Background Report
consider it iconic for
brought every visitor
colour, and lighting.
expectation to always
and whatever we need
that are hidden in the
family buy food there building’s heritage in
learned about all sorts
of interesting features
groceries and hope this
Many members of my
be able to buy food and
Designation for exterior
find interesting. Bring their signage, material, More pictures of history
building and appreciate
I’ve taken an after-hours
corners that many would
attention to those features
Heritage, Storytelling, and Character
Saint John City Market Strategic Plan
Ideas The Online Ideas Board asked residents for their Big Ideas on the Market’s vendor mix, physical design, and role in the community. Residents were able to view and comment on the
ideas of others. On May 5, 2022, approximately 70 people stopped by the In-Person Pop-Up Session to share their ideas about the City Market and what they hope the Strategic Plan will
help achieve. Comments from the Pop-up and the Ideas Board are included here, categorized by theme.6
7
2023
mingle.
Toronto.
days
busy days
during
more people in.
You don’t see this Adjust benches to
Utilize more of the
cruise ship
Better flow
– provide very little
Good for locals and
cruise passengers to
space for a business.
to be a walk-through
outdoor space. Invites
type of set-up in other
address congestion on
example in Montreal &
Don’t allow the market place as it is at present
Centre aisles are empty
markets in Canada, for
the City.
curiosity?
a walk-
through
Keep the
Having a outside to
ones and include
eat/drink
market as
progress and more
We want to regain
remove the repeated
encourages a slower The washrooms need a
access and usage of
Right now, you can
and inclusive, Modern. Need one at each end of
the market. Maybe even
South Market Street.
Perhaps a layout that others reflective of the
exit without stopping.
of destination (see public
Flags - could we please
so modern as to be a point
toilets in San Francisco!)
gallop from entrance to
re-do - should be accessible
ethnocultural groups in common area
Layout, Traffic Flow, and Design
Engagement Summary and Background Report
a library.
eating
action.
standing up.
Seating
Make space for
informal eating
seating for quick
where you
seen when not be relegated to
students to study
can see the
See and be
Lots of bar/counter
them placed inside.
of the building; have
Eating spaces should
outside the main part
More seating
outside of their home or
inside)
solarium.
might not be.
food customers.
and Sisters/Lords
More seating inside
tables next to Kim’s
Need a café
takes people out of the of a bustling market.
The atrium is good for
overflow seating but it
hides customers away. ... losing the ambiance
seating in the atrium.with seating
More outside tables for
the market (we love the before I knew there was
seating and redo of the
More comfortable lunch
Came here for two years Saint John City Market Strategic Plan
market setting and also
Instead, it can seem slow
and empty even though it
Seating
building
Better
destination.
physical
Bad fish smells
building Security
odd fishy smell.
strategy)
Not gonna lie, the
sometimes at side of
market does have an presence (or
time security guard.
Feels dirty for a food
maintenance
Would love to see a full-
Maintenance
chowder)
work.
Needs
Atrium
quality vendors
quality merch trinkets
No cheap
tastes of foodies.
Don’t like the poor-
needs some
vendors (e.g. seafood
Cater to sophisticated
More high quality food
(“trinkets from China”)
Quality
play
homes.
promoted.
great).
are great
(would be
Include a spot for
social media, with a
of the Old loyalist
Food tours
Promote live music on
program posted a week
in advance. Live music
an appropriate volume).
special draw, if it is well
A walking tour guide
only on the weekend as a
Minstrel Musicians to
Piped-in or live music (at
Entertainment
children\]
perfor-
Diverse
music & mances.
activities
Periode de Noël – Increased
plus d’activités et
musical shows for
Activités musique
Christmas period – musical activities\]
more activities and
show musicale pour
les fins de semaine.
traffic flow in mind
enfants \[translation: Organize events with
\[translation: weekend
local (celebrity chefs?)
Food events showcasing
multicultural
Events & Music
for tourists
A “learn-how-to”
corner...(learn how
want that to change.
to tie a bowline knot,
inspired and not just
etc.) - with things you
that ideally are locally
ringing and would not
can learn in 5 minutes
We love the bell and bell
2023
wall.
ambiance.photo
groceries.
of interest.
Small
Employ
Elevated
I can see the city climbing
platform.
market from my
use clause
Make a fantastic and
outside of Uptown. I
front door, but work
continuous
to the market’s historic
Community Corner -
uptown core to a large news and events, vendor
local events and areas
have to drive out of the unique media wall / spot
chain grocer to get my
for pictures - information
Small area dedicated to
platform for City facts and
events. Could work nicely as
food menus, market activity a contemporary counterpoint
schedules, live stream special
activities.
Love the
Add services &
at night
I love the
get there.
them successful.
arts, locals night
people watch, listen to make something, etc.
shows that successful
Placemaking research different reasons why
Market but
and see what makes
Engagement Summary and Background Report
about buying items. help someone, socialize,
anyone should go there.
music, learn something,
places provide at least 10
Look at other markets
take pictures, look at art,
in the market, such as
almost never
Don’t make everything
Monthly evening event
Eat a meal, drink a coffee,
special live music/wine,
outdoor lights
Liveliness, Activation and Experience
Saint John City Market Strategic Plan
8
9
2023
Toronto.
items
Baleman’s
(over gifts)
Ethnic
rentals
Bicycle Flowers
grocery
or seated Chair
massage school)
You don’t see this
Massage booth (10
– provide very little
partner with a local
fresh food and to-go
Speedy Mani booths
space for a business.
min increment slots,
type of set-up in other
example in Montreal &
replacement? Prioritize
Centre aisles are empty
markets in Canada, for
deli
back
Small
Pick-up Booth
A small
moose or
specialty
wine shop
Bring Java
flower shop
other coffee
Shoe repair
Full service
Dry Cleaner Drop-off/
Specific Vendor Ideas
Engagement Summary and Background Report
buyers.
Toronto.
circulate
samples.
and offer
different types of different types of
You don’t see this
more likely to have
– provide very little
Options for people to
space for a business.
price points - you are
type of set-up in other
sellers who will attract example in Montreal &
rent a spot at different
Food vendors
Centre aisles are empty
markets in Canada, for
basis.
shop for.
to tourist.
souvenirs.
If there are going
Accommodate more
same booths every
of bored seeing the
visitors or tourists, Target that 60% of
to be crafts and art
there is a perception from local farmers.
something new is a ethnically specialized
that there’s not a lot
- High Quality local the center aisle is for
smaller spaces that can
When I walk through Since the majority of
the market I get kind
More Shops for Saint
food vendors, like say, a
possibility of finding space is for local fresh produce in the market
time…Variety and the
it being 60%+ catered
available, let’s make it and smaller food vendors be rented out on a one-off
Johners - When I think there I would normally
food - More no-sprayed
Jamaican Patty Bar) with
(e.g., one-product offering
of the market I think of
Saint John City Market Strategic Plan
huge reason people shop.
local or at least regional
shops.
food)
COVID
Bit of a
something new?
Turn-over in the
grind for
Maintain
with grocery store
on specialty foods;
(as well as
Brunswick Square
vendors w/ market more on the
variety of bakeries &
vendors, with a focus
Would love to see city
other shops; coffee, tea
middle aisle – always
Should be a variety of
tourism/historical and Vendors very friendly.
Think it is welcoming.
retail offering
Vendors
drinks)
touristy.
locals
crowd.
actually for me.
Catch the
To appeal to local
& tourists vendor
(pre-show dinner/
and cruise crowds.
offerings should be
downtown; I love the
A quality attractive
unique but not only
end of work
Cater to theatre-goers
market would be open
of tourists &
I am a resident & work on weekends; not only
Gotta be mix
feel but there is so little
cater to business worker
Customers
local
artisans
Local
items
always
priority.
All N.B.
ARTISANS. :)
Provide space for
Need more
handmade
handcrafted
More hand made retail
handicrafts from local
Local and Hand-crafted
meals
shop :)
and-go
bake in Coffee!!
offerings
Take and
early AM.
More grab-
food & prepared food
Options for
Needs coffee
middle aisle
More alcohol
Maintain balance fresh
needed.
market.
bakery)
foods
Bakery
Organic
no more fresh food
The core of a public
Island, etc - is a food
product for cruise ship
essentials (meat, fish,
market - St. Laurence, Kensington, Granville
One produce is enough;
Make sure you have the
Food vendors offer more
2023
Food
side
vintage look
can’t see across)
with grocery store
Brunswick Square
market more on the
Hard to see
over them (now you
See things clearly –
the 90s you could see
better signage & with
Would love to see city
Height of benches – in
tourism/historical and
across side to
in store.
stores do.
Better
smaller
Promote
box supermarkets.
prep boxes
City Market website
market is a public
workforce, so that the
vendors on Market to the Uptown
and more diverse food
boxes/meal Marketing
The owners of Slocum & Ferris do great work
is official clerk, etc.
Media. The Saint John
can pick up an idea for Engagement Summary and Background Report
video tours and options Include the manager
thousands of employees asset, that the Mayor
that explains that the
options, compared to big
Market food
should be revamped with
supper on their way home
to buy online and pickup
– this would provide better name and contact info
promoting through Social
social media.
similar to what grocery
Include an info display
Marketing and Visibility
Saint John City Market Strategic Plan
10
11
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Engagement Summary and Background Report
Saint John City Market Strategic Plan
Most would consider opening late (past 6 pm) one or more nights per week, however there are some challenges. Spring, summer, Fall and Christmas may work better than winter for extended
hours. There needs to be strong marketing and a critical mass, with all vendors being open. Most vendors would consider opening on Sundays but there are some challenges, and it is
often seen as contingent on cruises and other notable events. Owner-operators also enjoy having at least one day off a week. Sundays could be a markedly different day, with vendor make-up
and set of activities to make going on a Sunday a special and different experience.
••
In November 2022, we held meetings with Vendors to share initially formulated recommendations of the Strategic Plan, including changes to hours and layout changes. While there was concern
expressed about how the layout change would impact vendors, an ongoing requirement of the Strategic Plan and its implementation will be to work with vendors to see how the individual
needs of vendors can align with the larger needs and vision of the Market. A number of additional inputs from vendors (relating to topics including vendor mix, security, maintenance,
Market money, marketing, and operations) are included in the Conversation Summary below.
50% of the vendors opened in the last 5 years.9% opened between 6 and 20 years ago.41% have operated for more than 20 years. Most estimate that between 60 and 80% of their business
is from locals, and 20% to 40% from visitors.Most consider the City Market to be the best possible location for their business in the Saint John region.33% are satisfied with the City
Market’s Marketing efforts; while 28% are neutral and 38% are dissatisfied with current marketing efforts. Most vendors are interested in marketing efforts giving individual profiles
of businesses and products. Most agree that hours in the Market should be consistent among vendors, however there are some challenges. It can be difficult to justify staffing if there
is not business coming in during early morning or late afternoon. Owner-operators also need time for production and time off, so longer hours can be a problem for work-life balance.
•••••••
Vendor Survey Results and Vendor Meetings In summer 2022, an online survey was distributed to current vendors, using contact information provided by the City. Twenty-three vendors completed
the survey, including 15 full-time vendors (which is 71% of full-time vendors). Based on the vendors who completed the survey, we found that:This illustrates how the Market is comprised
of a mix of old and new: about half of the vendors are very new, and about half are very well established and historic. Other findings from the survey include:
2023
Engagement Summary and Background Report
CONVERSATION SUMMARY: IDEAS DISCUSSED DURING PLAN DEVELOPMENT
Saint John City Market Strategic Plan
2 12
13
2023
was
should be
(one central
paint while others
flags,
aisles layout
colour of benches
Turnover of vendors, including a trend from the Market being predominantly a fresh food market (i.e. multiple fish vendors, multiple produce vendors, etc.) to a market that also features
prepared foods and merchandise; The emergence of Saint John as a tourist and cruise ship destination in the 1990s;Changes in sanitation and heating; Lighting improvements;Replacement/restoration
of some windows;White paint applied to structural beams and walls; Red paint applied to benches; Changing flags; The connection to the pedway system; and The introduction of the solarium
on South Market Street and storage extension on North Market Street in the late 1980s as an effort to increase space and provide structural reinforcement.
••••••••••
elements ought to be more clearly highlighted or elevated within the space. Many of our conversations had to do with this very question of what was felt to be historically significant.
Some thought that the removed from bricks and beams to bring out the original materials, whereas others opposed this idea. Some appreciated the suggested changing or removing the flags.
Some thought that the red unattractive and should change to a more neutral colour. Some felt that theaisle and two smaller side aisles) was historical and important to maintain, while
others believed that this layout should be open for reconsideration as a two-aisle layout, as is put forward in the Strategic Plan. Through engagement and research, we came to appreciate
some of the changes that occurred in the Market between its 100th birthday in 1976 and today. Some of this comes from photos from the 1970s (See the Historical Background Section).
This has included at least the following:
Engagement Summary and Background Report
is
corridor
, and
North
at the corner
, including
and along
of historical photos of
;
plaza space
photo bank
Saint John City Market Strategic Plan
less-often-told stories
South Market Street
tenant fit-up style requirements
lead tours and manage artifacts;
Developing athe City Market;Partnering with a museum or community group toPlace interpretations or artifacts in the to Brunswick Place Tell thethose of Indigenous peoples and under-represented
groups (One example is Cornelius Sparrow’s Saloon that existed nearby on Germain Street); and Consider the storytelling and public art opportunities in the of Germain Street and South
Market Street, along Market Street.
updated evaluation of character and
•••••
guides. Storytelling suggestions noted through engagement include:Those we spoke to liked the eclectic individuality of the stalls. The Market should put consideration towards how they
can both support businesses while also being compatible with the Market. A number of more contemporary styled vendors have been introduced in recent years. Some we heard from believed
that contemporary styles were out of place, while others considered them a respectful counterpoint to the heritage of the building. It is relevant to consider Standard 11 in the Standards
and Guidelines for the Conservation of Historic Places in Canada (2nd Edition) which notes that new additions to a historic place should be “physically and visually compatible with,
subordinate to and distinguishable from the historic place.” An heritage-defining features and artifacts beyond the scope of this Strategic Plan but such a study could be considered
when moving forward. There are countless artifacts in and around the City Market. While every element is potentially historically valuable, the layers of visual messages and conflicting
signage may be diminishing the overall coherence of the stories. Some important
it will be 150
locals to “rediscover”
. This is an opportunity to
. Night tours and events provide
Idea Development Throughout Spring and Summer 2022, many ideas informed the creation of the Strategic Plan.History and Storytelling The City Market, designated as a National Historic
Site in 1986, is recognized as a centrepiece of Uptown Saint John and a place to tell the stories of the building, the city and its people. The building is layered in history, with
heritage-defining elements inside and out. Heritage is also reflected in the Market’s social and economic role as a place of gathering and commerce. The governance structure of the
Market is also of historic importance.The City Market opened in 1876: years old in 2026 think about the role of the Market for the next 50 or 150 years, and how it continues to provide
new experiences and connections in a heritage building. There may also be an opportunity at this anniversary to access funding for capital improvements. The City Market is a primary
destination for tourists, including cruise passengers and out-of-town visitors. Many we spoke to felt that the storytelling approach is too tourist-focused and that there are opportunities
for the Market opportunities to capture the interest of locals. Some of the display panels and community notice boards seem to fade into the periphery and their location, content, or
design may be reconsidered going forward - so that they are always relevant, and attractively maintained. While some storytelling takes place passively through interpretive panels,
the most engaging opportunities for storytelling take place through experiences and person-to-person interactions with vendors, staff, residents, and tour
2023
Engagement Summary and Background Report
Saint John City Market Strategic Plan
14
Current physical features related to history and storytelling in the Saint John City Market
15
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Engagement Summary and Background Report
”
market ambassadors
can also be installed that
individual vendors and
on social media. Social media
Saint John City Market Strategic Plan
information display
There is a desire to see products profiled content could be improved with additional structure and planning, which might follow a weekly formula. For example, one day for specials for
food vendors for that week; one day for as a vendor Q&A; one day as a profile for non-food vendors and events.The City Market should be integrated into the experience of Uptown, and
it can be distinct and complementary to other key destinations nearby, including the Sunday Queen Square Farmers Market and the Area 506 Container Village. Some think about these destinations
as competition for the City Market, but this is not necessarily the case if each fostered a distinct appeal. Area 506 Container Village has a focus on live entertainment and may bring
people to the area to see events. The farmers market on Sunday can bring people to Uptown, and if the City Market was open, people may be drawn here to continue shopping and have lunch.
The City Market is distinct from the Farmers Market and the Container Village in that is open 12 months of the year and 6-7 days a week for day-to-day needs. On busy cruise ship days,
tour companies may brings thousands of people to the Market. While vendors near entrances find themselves providing visitor information, there can be consideration for providing more
formalized and appropriately located visitor information/customer assistance services at one of the entrances (“as staff or volunteers). Right now, Market staff are present, but people
might not be able to find them when they need them. A Market ambassador stand can provide wayfinding assistance, lost and found, a fridge to store purchases, and Market money. The ambassador
role can also help with those needing assistance or first aid. An explains the Market’s governance structure, the mission and core values of the Market, along with the Market manager’s
contact information. This may also be an opportunity for an information for Market activity schedules, and potentially an opportunity to have a comments wall or feedback chalk board.
and marketing/
dedicated staff-member
own brand
should be revamped with video tours and
Marketing and Branding Vendors, stakeholders, and residents alike commented on how marketing and branding could be improved. Based on the online survey responses, residents are not especially
aware of events at the Market (A relatively low number of survey respondents agreed with the statement “I am aware of events happening at the City Market”). It was commented that the
motto “A New Experience Every Time” does not generally ring true for residents, who tend to feel that the Market has an unchanging set of offerings. Residents ought to be advocates
for the quality and experience of the Market, and that this could be part of attracting friends-visiting-friends travellers. For this to be successful, it is important that the Market
remain front of mind for residents, and that they maintain an awareness and interest in the Market and its events and vendors. We received comments that the City Market website options
to buy online, along with a Market directory and additional information on parking, transit, and events. It is also important that a directory map and event information can be found
within the Market itself. There was a desire among vendors that the City Market have its communications distinct and independent from City’s communications and administration processes.
There is a suggestion that marketing be the responsibility of a rather than it being contracted out or part of the Market manager’s responsibility. The marketing manager could work
with Agents of Record, branding, social media, events, inbound marketing, website, marketing plan creation and execution, marketing return-on-investment reporting, working with City
and Provincial tourism groups, guest experience, working with tour companies, sponsorship, private events, and activations (such as murals, mobiles, demonstrations, and other community
initiatives).
incubator
2023
community
is another idea, where
learning and experiences,
which may be sponsored to
. Such a space would be available for rent
“learn-how-to” corner
purchasing and, but that it can also be a space where you can go for for which you can go and not necessarily spend money. For tourists, the unique experience (eating dulse or learning
about history for example) may be more popular than the physical souvenir. A you can learn something new in 5 minutes that appeal to residents and visitors alike (for example, learn
to tie a bow-line). Many we spoke t liked the idea of the City Market including a Market kitchen, offset rent. The Market kitchen could include regular cooking class. There is also
the option to engage cooking classes at the high schools. One concern about such a space is that it will need to be effectively programmed every day to ensure it is well used - some
analysis is required to ensure that there is demand and capacity for such a space to be well used. Another consideration is an kitchen by the day or by the hour for start-ups or pop-ups
in need of a professional kitchen for developing and showing off their product.
,
Engagement Summary and Background Report
stage
additional
seating within the
that make the City Market
to seating and the space can
so people can see and be seen.
Saint John City Market Strategic Plan
was desired, but it is important to manage
Saturdays and Sundays could represent
Events and Experience The City Market is well-known for events and community involvement, including artist-in-residence programs, and mobiles created by local students, Uptown Sparkles,
and Night Markets. People we spoke to would like to see options for community involvement and events including Uptown events such as Uptown Burger Week and events that celebrate multiculturalism,
(i.e. not only celebrating European holidays). It is key that vendors, partners, and promoters are aware and willing to participate so that there is a critical mass. The Night Market
on Thursday evenings on South Market Street is seen by some vendors as a success, but this has not been the case for all vendors, potentially due to wayfinding, marketing or critical
mass of complementary vendors. We heard many comments on ensuring liveliness and tidiness, with some commenting that the Market can feel like a “ghost town” on weekdays except during
the lunch hour rush. This in part had to do with vacancies, though some found the music is often not turned on, and that litter and clutter contributed to a lack of vitality. Bringing
in live music or performances and having a area this so that it does not impede communication between vendors and customers. It was noted that compelling experiences distinct from the
rest of the week to attract regional residents. This could involve a regular roster of performances and special events. Many wanted to see more Market Hall,Consideration should be given
to a central gathering and eating area that is family-friendly. A family-friendly lens help to ensure there are experiences for kids that go beyond simply shopping. Many we spoke to
noted that they would like to see a shift in focus whereby the Market is not just about 16
17
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Engagement Summary and Background Report
Saint John City Market Strategic Plan
Examples of events, experiences, storytelling and community connections at the City Market.
It can be especially difficult during special events and cruise ship days to get through the Market. Signage is varied in the Market and consistency in signage (above vendors or at eye
level) would help; and Some helpful options for navigation could include a directory map or stall numbers.Red colour of benches is highly visible;A straight path of travel means it
is easy to mental map the area for those with reduced or no vision;Charlotte Street entrance is easy to locate given it echoes;Charlotte St has audible crossing signal and bus stops;
andThe elevator at the pedway is a positive. Desirability for Market staff presence at a specific table or location so they can be found; Standardized and more highly visibility waste
stations is desirable - there is a specific company that specializes in accessible waste receptacles; andDesirability for more seating outdoors, with options for sun and shade.
•••••••••••
Considerations for individuals on the autism spectrum:What is working well:Additional comments:
2023
regular meetings with
are held. These check-ins can help
Those who have reduced vision have different considerations from those with no vision;Not a lot of contrast in the City Market; aisles are quite cluttered and lighting isn’t good. A
lot of times white canes get snagged on benches or debris;Signs are too high, color contrast and font important but not consistent; Lack of braille wayfinding;Audible signage is an
option;Digital board with audio (e.g., earbuds) could be a good way of increasing accessibility for (could be at an info Kiosk); Tactile markers, high visibility strips, and guidance
strips can also be installed on the concrete floor to aid navigation; and Germain Street entry and plaza hazardous (need for more visible and tactile distinction of steps, ramps and
benches).Bricks at Charlotte St are tripping hazard, especially in the spring when they shift;Sometimes push buttons for electric doors are not turned on;Counter tops and point of sale
machines may be too high to be accessible; and
•••••••••••
on the specific experiences of those with mobility challenges, those with vision loss, and those on the autism spectrum. It is recommended that as changes are contemplated within the
Market’s physical space and programming, stakeholder groups and the Abilities Advisory Committee identify partnerships or opportunities, and better ensure that contemplated changes
can improve the Market for all people, and avoid causing unintended negative consequences for some. Additional notes are provided below that relate to specific considerations for accessibility.Consi
derations for those with reduced or no vision:Considerations for wheelchair users:
.
Engagement Summary and Background Report
partnering with
“pay-it-forward” token
whereby customers can buy a meal for
Saint John City Market Strategic Plan
Inclusion and Accessibility All topic areas in this document relate to inclusion and accessibility. Our understanding of inclusion is informed by focus group meetings with a range of
agencies and service organizations in Uptown Saint John. The area has a growing population of new immigrants for whom the connection to the City Market is strong, especially as it relates
to food, cultural identity, and events. There is a desire to continue seeing foods at the Market representing cultures around the world. This can be supported through programs to incubate
small producers and smaller pop-up food vendors. Many who pass through the Market do not have the money available to make a purchase, and so opportunities to be in the space without
spending money can make the space more welcoming. Based on reports from Living SJ and the Human Development Council, Saint John has a level of poverty and child poverty rate that significantly
exceeds the New Brunswick average. The Market can consider taking a leadership role or facilitator role focusing on food security for those who have challenges affording and accessing
healthy food. This could take the form of agencies and vendors to fight food insecurity The City Market could look to organizations such as Second Harvest and coordinate the donation
of perishable foods that would otherwise become waste. This could be coordinated on a specific day of the week that is preferable for participating agencies and vendors (e.g. Sunday
night). Vendors may also consider systems, those in need. We also met with high school students, who have a distinct experience of the Market, and are seeking spaces to socialize and
feel welcomed. From an accessibility perspective, we discussed the experience of the Market with the City’s Abilities Advisory Committee. This conversation focused 18
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Engagement Summary and Background Report
258
Saint John City Market Strategic Plan
147
Evaluating accessibility at the City Market means looking at the details. 1. The plaza at Germain and South Market has angled stairs, slopes, and obstacles making it challenging for
those with vision loss to navigate.2. Clearly marked accessible parking spaces help visitors with mobility needs feel welcome.3. Charlotte Street entrance includes accessible parking
spaces, and transit. 4. Automatic door openers are located at key entrances.5. Most stalls contain ramping to improve accessibility in a challenging building.6. While the slope is a
challenge for some, the centre aisle and its connection to the pedway makes the Market a key link.7. Market aisles must be adequately wide to allow two-way wheelchair circulation. 8.
A variety of signage styles can make wayfinding challenging for some.9. Ensuring hallways are clear of clutter and other barriers to movement supports accessibility.
either year-round
Sundays
, with events, live music, and potentially a
distinct experience on weekends versus
Along with a desire to enforce current hours, there is a desire to extend hours. This may mean opening later for one or two nights a week,and being open onor during spring, summer, fall
and the lead-up to Christmas. This allows the Market to better serve locals as well as visitors, and to capture dinner and evening traffic. There is the option for the Market to be
a weekdays different layout or set of vendors. The experience of the Market at night is also something more people would like to experience.
2023
a draw unto itself and then the program can be promoted as an event (“Vendor Days at the Market”). Day vendors are typically most successful when surrounded by other day vendors of similar
quality standard. Monthly specialty days can also be promoted as a method of gaining exposure for the program to new vendor groups. For example: “Mompreneur Monday” one Monday a month,
featuring at-home, women-run businesses; or “Maritime Knits Day” once every month, featuring only knitted products; or “Thirsty Thursdays” featuring local breweries, distilleries, and
non-alcoholic craft beverage makers. Hot benching would require a consideration for storage and loading needs for pop-ups. An ever-changing mix of pop-ups allow for a variety of vendor
mix at different times, and they also will attract a variety of customers. This effort can contribute to “all day life” and “all week life” in the Market.
Closed or inactive Market stalls in the City Market
Engagement Summary and Background Report
with pop-ups
for vendors is one
overall marketing effort
hot benching,
Saint John City Market Strategic Plan
Hours Maintaining consistent hours of the key pieces of feedback we received from residents and vendors alike. Whereas the current lease structure requires vendors to be open during
set market hours, this has not traditionally been enforced, especially as the pandemic and staffing challenges have caused struggles for vendors. It is recognized that there is a staffing
challenge for vendors to commit to being open beyond the current practice, without knowing if business will improve as a result, or if business improvements take several months to materialize.
However, with awareness, attraction, and a critical mass of vendors open, staying open beyond typical office hours will allow vendors to capture customers leaving Uptown at the end
of the workday, as well as people who live Uptown but work outside of Uptown during the day. The current expectation from residents is that vendors generally close mid-afternoon. Any
change in practice will need to be consistently upheld, publicized, advertised, and maintained such that the expectation changes. Since customers are creatures of habit, it may take
time to see the benefits of the extended hours. This culture change can come alongside an that highlights a new commitment to vendor hours (along with events and other new reasons to
check out the Market).Pop-ups on the Benches are key to the vitality of the space, though these vendors also have other jobs and need time to produce their work. One option is to explore
that may be open only a few hours or a few days a week, but that the space may be filled by other vendors at other times (or the benches may be converted to high-top seating). For the
benches to be full it may be necessary to consider programming them Fridays and Saturdays only to start and increasing as demand merits. This will create a critical mass that will become
20
21
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Engagement Summary and Background Report
Saint John City Market Strategic Plan
information on
accessible parking
. There may be consideration
were often cited as an issue for the
near the Market.
also put forward. There are a number of parking lots near to the Market, and the website and print materials could be improved with parking options to increase the number of spaces Bathrooms
Market. This is one of the few public washrooms in the Uptown, and as such is can be very busy, especially during cruise ship days. Additional washrooms can be considered in or near
the City Market to accommodate increased demands. The bathroom also has a reputation a being a place where drug use occurs and so harm-reduction principles should be employed when considering
the design of washrooms in and around the Market. Washrooms can be improved to be accessible, gender neutral, and include a family restroom.
(such as
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given to a cross-flow between sides of the Market. There could be an important entry experience on the North and South sides, and there may be a hub in the middle that contains seating
or event space. Signage for key locations in the Market the solarium seating area and washrooms) appears inconsistent and could be improved with a more holistic approach to signage
and wayfinding more generally. The rustic or handmade nature of the signage is appreciated, but this should not be to the detriment of legibility for visitors, those whose first language
is not English, and those with reduced vision. Parking is considered a problem, especially for older generations and is often cited as a reason for some to prefer shopping at big box
retailers as opposed to coming to the Market. There is a struggle for some to carry purchases to their vehicle, and assistance could be offered. The opportunity for free parking for
pop-up vendors was
Engagement Summary and Background Report
, so that
Saint John City Market Strategic Plan
replacing the 3 aisles with 2 aisles
Mobility and Flow (Market layout)Many see and experience the Market as a space to pass through. This is emphasized by the straight shot from door to door. Many said that they pass through
the Market unaware of the vendors in the side stalls, and unaware that seating is available. Vendors along the sides of the Market would like to see this visibility improved. The design
and width of side aisles also means that there is some conflict between those who are stationary (mingling, browsing or waiting for food) with those who are going from point A to point
B. Narrow aisles presents a challenge for those with mobility devices, wheelchairs, and strollers. It is also challenging for bench vendor staff to have an appropriate location to sit
or to interact with customers. Historical photos show that the side aisles used to be significantly wider (See ”Historical Background”) Most people we spoke to were favourable of a
layout change that creates a meander. This can meanpeople entering the Market would choose to either walk along stalls on the north or south, with both aisles comfortably wide. This
would substantially increase the walk-by traffic for stall vendors and would also maintain the exposure for bench vendors along a central section. Some residents, vendors, and members
of the Heritage Development Board thought that status quo layout should be maintained for historic or business reasons. They commented that improvements to access and visibility could
be alternatively achieved by reducing the vertical blocking of sightlines by bench vendors, and/or by reducing the width of side vendors (i.e. reducing their footprint into the aisles).
We received some comments that locals will avoid the City Market on cruise-ship days because it is congested. Any improvements should consider how to manage flow during busy days and
allow for mingling and browsing, as well as faster moving shoppers to pass through. While the Market is traditionally considered as a long and linear experience, further thought can
be 22
23
2023
Engagement Summary and Background Report
Saint John City Market Strategic Plan
Seating currently in the market
was
to help create
to be a hybrid
mezzanine seating
more seating
removing or
outdoor seating options
updates to the seating, maintaining
Seating and Solarium Whereas the handful of seating options within the Main Market Hall are popular, the solarium seating is experienced as removed from the Market, and some visitors
are not aware that the seating exists. There is a desire to see introduced within the Market itself the ambiance of a bustling market. This could be central to the market hall and close
to prepared food vendors. There is also an option to consider benches or a small number of tables and chairs near entrances. These are important for those with reduced mobility. Seating
for bench vendors should also be considered in the design.Within the solarium, there were comments that seating seemed dated and uncomfortable. The seating area is also impacted by
temperature shifts and adjacent construction. Many would like to see accommodation for a variety of group sizes.Improvements can also be considered to waste receptacles and by providing
drinking fountains/water bottle refill, and microwaves. One consideration is to explore at the Germain Street end of the Market in order to allow additional options to sit, have events,
and experience the Market. This possibility should consider wheelchair accessibility and respecting the heritage of the Market’s roof structure. With seating brought into the main
market hall, the solarium becomes overflow seating. If sufficient seating is provided within the market hall, there is the opportunity to consider renovating the solarium structure
indoor/outdoor space. This would allow many more options for using South Market Street as a pedestrian priority public space. Further technical analysis will be required to understand
if this is a feasible option. Opinions on poor and picnic tables outdoors are awkwardly sloped. Some of this seating can be improved with investments in site furnishing.
2023
Current outdoor spaces at the Market
could
Engagement Summary and Background Report
has the potential to be a
is the location where loading
Saint John City Market Strategic Plan
plaza at Germain and South Market
Outdoor Spaces and Connections People we spoke with thought there needed to be a stronger connection between indoors and outdoors at the City Market. This can mean thinking about the
importance of entries at North Market Street and South Market Street towards a central “hub” within the Market. South Market Street pedestrian priority shared area, that is improved
with trees, planting, lighting, seating and murals to support night markets. The option to remove the solarium, if feasible, can widen and improve this space. In the future, South Market
Street may be used for loading in morning hours only, but become pedestrianized in the afternoons and evenings.North Market Street and unloading predominantly occurs and it can maintain
this utility. It can be improved murals. Thepresents design issues with sloping surfaces and angled stairs. It has the potential to be improved by considering public art, and improved
seating and circulation. It could be provided with an official name. Patios and Bike Racks on Charlotte Street be considered. Charlotte Street may be improved in the future for active
transportation and safety at the crossing. Some have proposed that the intersection of Charlotte can be a “Scramble” intersection. 24
25
2023
which, may
milestone in
to vendors, and regular
150th birthday
marketing effort for residents to
what’s new at the market: and
implementation “dashboard”;
updates
implementation approach,
An include an oversight body or committee and which engages vendors and stakeholders along the way;An online Regular meetings with vendors;Regular updates to members of the public; andA
concerted rediscover Working towards a 2026 date with goals reflecting the terms of improvements and events.
••••••
Implementation Implementing the Strategic Plan will take time, funding, and dedicated effort. Implementation tools to consider include:
Engagement Summary and Background Report
green
building
. There
It may also
and have a
further recycling,
, by looking at upgrades to
Saint John City Market Strategic Plan
Environmental Sustainability Sustainability goals can be front and centre for the City Market. These can mean improving energy efficiency lighting, heating, ventilation and building
envelope for the main building as well as the solarium structures. It could also mean introducing a roof or solar panels to the roof.mean looking into ways to composting and reducing
food waste is an anticipated federal ban on single-use plastic cutlery and foodservice ware. Typically, this would mean that vendors would switch to using compostable items and so composting
will need to be in place. However another option, which was piloted at the Forks in Winnipeg, was to introduce reusable cutlery and dishware market-wide system for dishwashing. At The
Forks Market in Winnipeg, a reusable dishware system was introduced in 2019, with centralized dishwashing.
. The
as well as rodent
business centre for
is desired, and security ought
cleanliness
pop-up vendor storage
to print and store records, as well as the
security presence
Maintenance and Security We received many comments on the overall sense of clutter, and that control could be improved. A to be separate from the duties of maintenance. Better maintenance
and utilization of storage spaces and mezzanine rooms is desired, including the option for upstairs areas could include a vendors potential to have a shared product photography light
box.
(June 2023)
Wordcloud of all
survey text responses
2023
Engagement Summary and Background Report
DRAFT STRATEGIC PLAN SURVEY FEEDBACK ON STRATEGIC PLAN DIRECTIONS
Saint John City Market Strategic Plan
3 26
27
2023
Engagement Summary and Background Report
Saint John City Market Strategic Plan
2023
Engagement Summary and Background Report
Saint John City Market Strategic Plan
28
29
2023
should be selling”
through and welcomed!”
“Get at it (respectfully)!”
athletic to the Maritime vibe”
through this strategic plan. The
shopping habits of regular Saint
a lovely market, its imperative to
“The city market is a gem, and it
with the space is very well thought
case. That’s the experience that you
reimagining of the circulation, the vendors, and the public interaction
is so exciting to see a revitalization
the survival of our market to keep it
a glimpse into the normal and daily Johners, even if that’s not exactly the
“We are so very fortunate to such have
“It should feel like tourists are getting
Key Takeaways The City Market continues to be a treasured landmark in the Uptown. The majority of survey respondents supported the direction of the City Market Strategic Plan, and many
have provided feedback that can further strengthen the plan.However, there continue to be areas of disagreement largely centered around market identity and the proposed layout. There
is an opportunity for the City to lean into this discussion and address the questions that came up through this process through future communications about the City Market and Strategic
Plan. Transparency around heritage protection policies and clear communication before, during and after changes are made will be crucial in continuing to strengthen public trust and
support for the Strategic Plan. Sample survey quotes
Engagement Summary and Background Report
Saint John City Market Strategic Plan
What is the goal of the Strategic Plan?Why does the Market need to change?What is the purpose of the Mission, Vision and Values?How will the Strategic Plan be implemented?What does being
a City Market mean?What makes a great market?Who is the market for? How is Market heritage prioritized in the Plan? Why does the Plan recommend removing some vendor space?Have vendors
been consulted on this Plan?How will the Plan and new layout impact what vendors are in the Market? How will the Plan impact vendor relationships with Market management? Why are there
empty stalls at the Market? Why do we need meeting space?Why move seating into the main part of the Market?How will the Plan impact infrastructure repairs and investments? Where does
accessibility fit into the Plan? What is happening with the Market washrooms?Will this Plan impact how people get to the Market?
•••••••••••••••••••
Common Questions Throughout the survey responses there were common themes and questions that the Strategic Plan and supporting communication materials should seek to address. These included:
Strategic PlanningRole of the marketVendors Seating and entertainmentOperations The Final City Market Strategic Plan has been updated to answer these questions
– start with
changes
pride
to build the skills of
Market’s identity
and
fill the market with vendors
should be the foundation for all
grown food as a focus (including
inclusion
programming
locally
Clearly define the Define Sustainability developmentConsider using a different word instead of ‘premiere destination’ as it could be interpreted as lofty and unattainable goalAdd small
local agricultural operations). Food should always be central to the market experienceFlexibility and adaptability can be part of the market’s valuesExplore flexibility in vendor arrangements
for turn overHave a goal to Consider reordering so ‘By Local, For Locals’ and ‘Gathering and Connection’ values are higher. Working full 7am-6pm days could be unrealistic for small
businesses owners. Consider shifting the market hours to focus on the late afternoon/evening crowdHave vendors for marketing and social media. Reduce barriers for vendors to getting
into the market including having a business launching coachPrioritize all entrances to the marketConsider having low-stimulation hours for accessibility Need improvements on sound quality
and acoustics before considering band standCreate clear connection between the main market and the Night MarketNeed to see improvements in current market before making massive what
you have and then build from there.Have story telling with local school groupsNeed bike racks outsideBuild in child-centered entertainment
•••••••••••••••••••
Survey respondents also provided feedback on what should be changed or added to the Plan:
2023
Engagement Summary and Background Report
HISTORICAL BACKGROUND
Saint John City Market Strategic Plan
4 30
31
2023
City Market Interior(Source: Provincial Archives of New Brunswick Portfolio P171-23)City Market Interior (Source: Provincial Archives of New Brunswick Portfolio P171-22)
Engagement Summary and Background Report
Saint John City Market Strategic Plan
On June 16, 1986 the Saint John City Market was designated a National Historic Site of Canada. Over the years, restoration work was made possible by funding from the City of Saint John,
Parks Canada, and the Government of New Brunswick. The following is the statement of Heritage Value provided by Parks Canada (Sourced to Historic Sites and Monuments Board of Canada,
Minutes, June 1986.):The Saint John City Market was designated a national historic site of Canada in 1986 because: of its market hall interior, its commercial Second Empire façade on
Water Street and its two side elevations on North and South Market Street; it is a rare and distinguished surviving example of a 19th century building designed as a market.The Saint
John City Market illustrates the development of buildings designed specifically as markets in 19th century Canada. The solid, fire-resistant Saint John Market building was constructed
between 1874-1876 to the designs of New Brunswick architects McKean and Fairweather. It survived the Great Fire of 1877 and was renovated over the years, allowing it to remain an important
civic structure that continues to fulfill its original function.
Historical Background The City Market, designated as a National Historic Site in 1986, is recognized as a centrepiece of Uptown Saint John and a place to tell the stories of the building,
the city and its people. The building is layered in history, with heritage-defining elements inside and out. Heritage is also reflected in the Market’s social and economic role as a
place of gathering and commerce. The governance structure of the Market is also of historic importance.Historical Recognition Built between 1874 and 1876, the Saint John City Market
was designed in the Second Empire Loyalist style by New Brunswick architects McKean and Fairweather. The Market’s distinctive design was selected in a competition among local architects.
At the time, Saint John was one of the world’s leading shipbuilding centers, so it is no surprise that the roof of the City Market resembles the inverted keel of a ship. Hand-hewn timbers
and dove-tailed joints that have stood fast for more than century attest to the skill and experience of the builders. It narrowly escaped the great Saint John fire that swept through
the City in 1877. As the oldest continuing farmer’s market in Canada, it forms the historic centerpiece of a vital Uptown. The Royal Charter establishing the City of Saint John in 1785
provided for the operation of public markets, naming the Mayor of the city as Clerk of the Market with power to grant licenses to farmers, craftsmen and others to peddle their wares.
The ringing of the Market Bell every morning and evening, a tradition at the City Market, signals opening and closing of the day’s business. Today the keeper of that tradition is the
Deputy Market Clerk who oversees day to day affairs. The Market Clerk and staff still preside over the daily operation of the Market and report through the Market Committee to the Saint
John City Council.
The prominent downtown location at the northwestern corner of King Square; The substantial, rectangular massing of the whole, and the three-and-a-half-storey massing of the front block;
The timber construction with brick facing; The Charlotte Street façade with its central entranceway flanked by two shallow pavilions crowned by pavilions, its classically detailed cornice,
the rhythm of alternating single and paired windows on the second and third floors, the large shop windows at ground level and decorated dormer windows, and the mansard roof; The elaborate
exposed timber truss work of the market hall with its decorative circular motifs in the spandrels of semi-circular arches that support twenty modified queen posts; The semi-circular
clerestory windows that run the length of the side elevations at the level of the tie beams, and the tall round-headed windows running along the side aisles; The wall brackets set between
the cast iron columns and tie beams that link the support structure to the walls; The decorative iron gates; and Its continuing use as a public market.
•••••••••
2023
Parks Canada notes the following as the key Character-Defining Elements of the City Market:
Engagement Summary and Background Report
Saint John City Market Strategic Plan
32
The City Market as a meeting place (circa 1950) (Source: Provincial Archives of New Brunswick, Saint John Heritage Resource Collection, P338-693)City Market Post Card, circa 1976-1983,
via eBay
33
2023
Engagement Summary and Background Report
Saint John City Market Strategic Plan
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10. Meat Scale – The overhead rail is used to ferry meat from the loading area to the walk-in cooler or to be hung in the main aisles. Before the imposition of a fixed rent system, merchants
were charged a fee for everything they brought into the market to sell. The scale enabled the Deputy Market Clerk and his assistants to weigh products for which a fee by weight was
charged.11. Roof Rafters – The roof support system is built entirely from hand-hewn timbers and assembled in the same manner as a ship’s hull, the difference being that it is upside
down to form a roof rather than a hull.12. Delivery Entrances – The market has eight entrances that lead to North and South Market Streets. These entrances originally served as receiving
doors. In the era of horse and wagon, it was not uncommon for wagons to be driven into the market to ease the task of loading and unloading.13. The Aisles – The centre and side aisles
are occupied by bench merchants. Traditionally benches were rented by the day or week, with merchants frequently changing with the seasons. Today the merchants occupying the benches
are still referred to as bench merchants and still rent by the day and week. However, today’s merchants occupy the same benches year round. Many bench merchants have been at their locations
for over 10 years.14. Stalls – The shops located along the outside walls are referred to as stalls and the merchants that occupy them stall merchants. These long term occupants rent
by the year. Some of these shops have operated continuously for over 100 years with Slocum & Ferris dating back to 1895.15. Charlotte Street Tower – As you exit the market at Charlotte
Street, you pass under one of the two office towers that were part of the original 1876 City Market Building. The tower at the Germain Street entrance was removed in 1955.
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5. Ice-room – Before the days of electricity and refrigeration, block ice was the only source of refrigeration. To the left of the McDonald office is a large room with insulated walls
that was kept filled with blocks of ice to cool the walk-in cooler located below the ice-room in the area occupied by Winegarden Estates Ltd. Some of the overhead rail system that was
used to ferry meat into the cooler can still be seen.6. The City Market Walls – the City Market walls are built entirely of brick with no additional reinforcement. The walls are 12
inches thick and thicken to 24 inches where they support the roof rafters.7. Official City Crest (Above the doorway) -Its 4 symbols tell the story of a proud history in fishing, forestry,
shipping and industry.8. Market Gates – In 1880 wrought iron gates were installed at the top and bottom of the City Market to assist the Deputy Market Clerk in securing the building.
The gates were designed and built by local craftsmen.9. Steel Supports – The steel columns supporting the roof structure vary in height from 20 feet to 30 feet. The City Market floor
slopes down from Charlotte Street to Germain Street, a vertical drop of 10 feet.
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Saint John City Market Strategic Plan
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Historical Tour of the Market The City of Saint John website offers a self-guided historical tour, presented here to provide further historical background informing the strategic plan
development. (Source: City Market Website)1. Deputy Market Clerk’s Office – The Royal Charter establishing the City of Saint John in 1785, granted the City the right to operate public
markets. The charter named the Mayor of the City, Clerk of the Market, with the right to appoint a Deputy Market Clerk. The Deputy Market Clerk looks after the day to day operations
of the market form his office overlooking the market hall. The appointment of a Deputy Market Clerk by the Mayor still continues, the appointee being a municipal employee.2. The City
Market Bell – The City Market Bell, located over the Deputy Market Clerk’s office, is rung every day to signal the opening and closing of the market. Traditionally this is the task
of the Deputy Market Clerk.3. Mounted Moosehead – It is claimed that this moose was killed by hunters near Musquash about 1910. Musquash is a community located south of Saint John.
The moose was brought to the market to be butchered with the butcher keeping the head to display over his shop.4. McDonald’s Stained Glass Window – During the early years of the market
some of the merchants had office and storage rooms constructed over their stalls. This stained glass window is an example of the extent to which some merchants went to leave their name
in the market.34
35
2023
Engagement Summary and Background Report
Saint John City Market Strategic Plan
CASE STUDIES
Indianapolis City Market
5
2023
Engagement Summary and Background Report
Saint John City Market Strategic Plan
36
37
2023
Engagement Summary and Background Report
CSJEHF
CSJEHF
CSJEHF
Saint John City Market Strategic Plan
2023
Buy 2 Give 1
Owned by Department of
4 options: Merchant stall, Merchant
SNAP (food stamps) benefits and
Street-level metered parking available
Guided tours of City Market Catacombs (below market) offeredAdded to National Register of Historic Places in 1974Undergoing a redevelopment plan to demolish east wing of the building
and replace it with an 11-story, 60-unit residential building.
•••
Operating Model: Metropolitan Development, City of Indianapolis. Managed by 11 person Board of Directors. Volunteers run: Original Market set-up/tear-down, events, landscaping, and group
opportunities. Lease Rates:cart, Pop-up shops, and Farmer’s market. Parking: throughout Market East District, plus several parking garages within walking distance. Inclusion: Fresh
Bucks matching program increase access to produce for at-risk populations. food program during “Original Market” encourages patrons to buy additional products that are donated to help
those experiencing food insecurity. Of Interest:
Engagement Summary and Background Report
Indianapolis City Market
Available for any size event
Indoor public seating in
1821
Brick building built in 1886 to house
Food Hall Kiosks range from 130-
26,700 sq. ft., incl. mezzanine but
22 permanent merchants offering
869,400 (2020)
Indianapolis, Indiana, United States
Mon to Fri 7am-4pm; Sat 8am-4pm;
Saint John City Market Strategic Plan
Location:Population:Year of Opening: Facility Size: excl. wings Common Area Usage:Mezzanine. Outdoor public seating in outdoor plazas, plus bicycle parking. Community Facilities: rental
for $1000-$2500 (weddings, birthdays, race starting points). Outdoor stage available in West Plaza. Bicycle Garage Indy in East Wing.Building Type: the booming market, which had opened
in 1821, with mezzanine and modern wings added later. Hours: Weekly “Original Farmer’s Market” runs Wed 10am-1:30pm Tenant Sizes:700 sq. ft.Retail Spaces range from 130-2500 sq. ft.Tenant
Mix: wide variety of food & beverage, specialty retail, barber, bicycle shop, and Indy Black Chamber of Commerce. Additional merchants at “Original Farmer’s Market” on Wednesdays.
38
39
2023
Engagement Summary and Background Report
Saint John City Market Strategic Plan
2023
initiative enhanced
Online ordering, curbside pickup, and delivery offered by participating vendors. Opened outdoor Dinky Rink in 2022, available during market hours by 90 minute reservation.Partner with
Public Library to sell used books for $1 each, generating approx. $25,000 since market opening.Brighten the Passage pedestrian experience.
••••
Of Interest:
Engagement Summary and Background Report
given
28,000 sq. ft.
Demonstration kitchen
Milwaukee Public Market
Owned & operated by Business
2005
Adaptive re-use of warehouse
Market stalls 200-400 sq. ft. while
38,500 sq. ft.
Permanent leases, plus 1 seasonal
Market on a Mission Grant
18 vendors primarily offering mix of
577,200 (2020)
Market partners with local schools to
Milwaukee, Wisconsin, United States
Mon to Sat 10am-8pm; Sun 10am-6pm
Saint John City Market Strategic Plan
Location:Population:Year of Opening: Facility Size: Vendor Leasable Space:Community Facilities: offers classes. Mezzanine available to rent for events (e.g., weddings)Building Type:
building Hours: Tenant Sizes:the restaurants, which have outdoor patio seating, are larger than 500 sq. ft.Tenant Mix: prepared food & beverage, some specialty retail and a seasonal
beer truck patio Operating Model: Improvement District; partners with Historic Third Ward Association.Lease Rates:beer truck patio Inclusion: offer students with special needs work
experiences with vendors. annually to local group providing services to youth or under-served individuals.40
41
2023
Engagement Summary and Background Report
Saint John City Market Strategic Plan
in
2023
allows vendors to
Bull Market
Festival Marketplace”
Owned by City of Boston.
15% of monthly sales for Push Carts;
18 restaurants, 35 colonnade eateries
Pushcart
Designated a National Historic Landmark, offering free tours. One of the first “the country used as a revitalization strategy for downtowns, with success leading to similar public market
initiatives in New York, Washington, Los Angeles, Miami and Baltimore.
••
Tenant Mix: in Food Fall, and over 40 specialty retail shops. Short term pushcarts. Operating Model: Leased to Boston Redevelopment Authority who leased it to Faneuil Hall Marketplace
Inc. for maintenance, tenancy, and custody. Lease Rates: $2500/month for Food Carts.Inclusion: test new products in low-cost, low-risk setting. Of Interest:
Engagement Summary and Background Report
200,000 sq. ft.
Faneuil Hall Marketplace (Quincy)
Faneuil Hall rented for
Indoor public seating in
1826
Faneuil Hall Marketplace (official
Quincy Market stores range from
359,800 sq. ft. (vendor, retail, and
675,600 (2020)
Boston, Massachusetts, United States
Mon to Thurs 10am-7pm; Fri to Sat 10am-
Saint John City Market Strategic Plan
Location:Population:Year of Opening: Facility Size: office space)Vendor Leasable Space:Common Area Usage:Quincy Market building on ground floor and 2nd floor mezzanine beneath dome.
Outdoor public seating in pavilion and streets between buildings. Community Facilities: events and classes. Buskers use pavilion and pedestrian mall open spaces. Building Type: name)
includes central Quincy Market (Greek revival), North and South Market Buildings (6-story brick buildings), and historic Faneuil Hall (former office of Mayor Quincy, after whom it is
still called). Open-air Pedestrian Malls occupy streets between the 3 parallel buildings.Hours: 9pm; Sun 12pm-6pm (may vary by store)Tenant Sizes:200-2000 sq. ft.North and South Market
stores from 300-4000 sq. ft.42
43
2023
Engagement Summary and Background Report
Saint John City Market Strategic Plan
2023
initiatives: solar panels,
food gleaning program
biking incentive program
5 free city-owned surface parking lots with
Reputed to offer affordable high-quality produceSNAP (food stamps) benefits convert to Market Tokens and SNAP recipients receive 40% bonus via NY State Fresh Connect Program as incentive
to use SNAP at the Market Flower City Pickers collects food every market day, donating to community organizations and farmers Bike to the Market(gain Tokens) Greening the Market electric
vehicle ports, railway bridge conversion to AT trail, perennial garden
•••••
Parking: Trolley transporting patrons from lots May through October. Inclusion:
Engagement Summary and Background Report
non-profit
Rochester Public Market
Nutrition Education Centre
Rented for events
Owned & run by City of
1905 on current site (1827 in
Four 1-level market sheds, with
72,600 sq. ft.
Daily, seasonal, or annual leases
Over 300 vending stalls selling local
211,300 (2020)
Friends of the Public Market
Rochester, New York State, United
Tues and Thurs 6am-1pm; Sat 5am-3pm;
Saint John City Market Strategic Plan
Location:States Population:Year of Opening: City)Facility Size: Common Area Usage:(weddings, concerts). Public outdoor seating between buildings and sometimes under covered sheds for
events. Outdoor standing and picnic tables. Community Facilities: has demonstration kitchen offering classes, demos, and workshops. Free admission Special Events held throughout the
year (e.g., concerts, art show, flower show, food trucks, garage sales).Building Type: 1 indoor (Shed B or “Wintershed”) and 3 covered open-air (Sheds A, C, D) Hours: year-round Tenant
Mix: produce, variety of food & beverage, and retail. Operating Model: Rochester. manages Market Tokens, branded merchandise, tours, the Trolley, some events, and more. Lease Rates:available.
Rates vary by length, season, and if serving prepared food.44
45
2023
Engagement Summary and Background Report
Saint John City Market Strategic Plan
and the
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market identity
policies and clear
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about the City Market and Strategic Plan.
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Seating & Entertainment
City Market continues to be a food court. Majority of survey respondents are Plan, and many have provided feedback that can further strengthen the plan.Continue to be areas of disagreement
largely centered around proposed layout. Opportunity for City to lean into this discussion and address the questions that came up through this process and future Transparency and reinforcement
around communication before, during and after changes are made will be crucial in continuing to strengthen public trust and support for the Strategic Plan
•••••
Common Questions & Key Takeaways
Challenges & Opportunities
Hours of operationStaffingGovernance & action implementationFinancial sustainabilityHeritage preservationVendor impacts, leasing & relocations Reconfiguring from 3 to 2 aislesNew internal
public seatingNorth & South Market StreetsBalancing resident & visitor needs
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ThattheStrategic 1.2.
From:Katherine Harris
To:Common Clerk
Subject:Webform submission from: Contact Form
Date:July 8, 2023 1:57:09 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 Sat, 07/08/2023 - 13:57
Submitted values are:
Department:
City Council & Records (3092)
Full Name:
Katherine Harris
Email Address:
Phone Number:
Address:
Saint John
Message:
Hello,
I’m writing with regards to the Planchodrome station 1 skate park, located beside TD station.
I strongly believe that the rules need to be modified to make it a more inclusive place and not to be monopolized by
adults skateboarding. I have many nieces and nephews who like to use their scooters at the park. We have been
pushed out several times by adults because scooters are listed on the board of unacceptable items. We do not abuse
the park and are respectful of other people but because the adults view the children as a nuisance they force them out
of the park.
In addition to the rules not being inclusive for children who want to use their scooters, there is no suitable place for
anyone to sit with a stroller while the kids use the park. Often, we walk harbour passage and sit there and let the kids
use the park. More often then not we are acosted by the adults because there is no “safe place” for us to sit around
the park, according to the skateboarders.
I am disappointed that the people that use this park are not more welcoming to people trying to use it. I don’t want
my tax dollars funding something that isn’t inclusive to all people when there is no reason for it. It would be greatly
appreciated if you would consider amending the rules to allow for more types of equipment to be used and more
signs posted for inclusivity.
I will continue to advocate for changes that make this park more welcoming for children and families and not allow
adults to bully children out of the park.
From:City of Saint John, New Brunswick <webform-noreply@saintjohn.ca>
Sent: Tuesday, July 11, 2023 3:09 PM
To: Common Clerk <commonclerk@saintjohn.ca>
Subject: Webform submission from: Submission to Council Form
\[ External Email Alert\] **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, 07/11/2023 - 15:09
Submitted by: Anonymous
Submitted values are:
About Person/Group Submitting
First name
Shilow
Last name
MacDonald
Name of organization/group (where applicable)
Saint John Kings Adult Learning Inc.
Mailing Address
400 Main St Suite 1010
Saint John. E2K 4N5
Telephone
15063335480
Email
edsjkal@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 Submission
Topic of submission
Adult academic and digital literacy skills program delivery
Purpose for submission (what is the ask of council):
I would like to talk to the city of Saint John about ways we can work together to better deliver our
programming so it will best meet the needs of both the citizens and local employers.
We are a not-for-profit and we rely on the local community for access to classroom space. Our programs
are funded by Working NB and free to the general public however we receive NO funding toward rent or
lease costs.
Executive summary
I would like to discuss a plan to be able to operate our programming and deliver our services directly in
priority neighborhoods.
From:City of Saint John, New Brunswick <webform-noreply@saintjohn.ca>
Sent: Monday, July 17, 2023 12:11 PM
To: Common Clerk <commonclerk@saintjohn.ca>
Subject: Webform submission from: Submission to Council Form
\[ External Email Alert\] **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, 07/17/2023 - 12:11
Submitted by: Anonymous
Submitted values are:
About Person/Group Submitting
First name
Adam
Last name
Pottle
Mailing Address
Telephone
Email
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
Possible extension and overdue maintenance of Shoreline Trail (West Side)
Purpose for submission (what is the ask of council):
Extend Shoreline Trail from its current terminus at the east end of McLaren's Beach along public right-
of-way, using abandoned rail road, to Holy Cross Cemetery.
Provide some maintenance to the existing trail between
Executive summary
Extend Shoreline Trail from itscurrent terminus at the east end of McLaren's Beach along public right-
of-way, using abandoned rail road, to Holy Cross Cemetery.
This extension would extend a popular West Side walking trail running from the Partridge Island
breakwater to McLarens Beachapproximately 530m closer to Sheldon Point and the Irving trail system.
Abandoned railroad PANs and names in PAOL:
05345803 'ABAND/RAIL R/O/W'
05345853 'VACANT PARCEL L'
05345837 'ABAND/RAIL R/O/W PL K'
04776352 'VACANT PARCEL J'
A Harbour Passage-level project is not requested or needed here: quarter-minus gravel and vegetation
management, along with some directional signage, is all that would be required for the new extension
as well as the existing trail.
The current trail is quite rutted and overgrown. While it has no trash cans, lighting, interpretive signage,
etc., it does not really need them. Any upgrades beyond improving the path itself are low priority. A
future extension could either run along Sand Cove or the disused waterfront perimeter of Holy Cross,
with their permission.
This is a cost efficient way to improve access to parks and waterfront, extend active transportation, and
increase all-season use of existing infrastructure. I hope council considers this for 2024.
Thanks,'
Adam
M&C No.2023-185
Report DateJuly 17, 2023
Meeting DateJuly 24, 2023
Service AreaTransportation and
Environment Services
SUBJECT: Extended Producer Responsibility Program Recycling Collection
Service Provider
EXECUTIVE SUMMARY OF COMMITTEE OF THE WHOLE REPORT FOR OPEN
SESSION OF COUNCIL
Changes and enhancements to the curbside recycling collection component of the
City’s modernized solid waste model, WasteWise, are pending in November 2023
and/or May 2024. Provincial Clean Water Act Regulation changes in 2021 require
producers of various paper and packaging materials to pay for collection and
recycling after use instead of City taxpayers. In addition to this net financial
benefit to the City, the pending changes will eventually increase the number of
residents that have access to curbside recycling and increase the number of waste
products that get diverted from the regional landfill; both these financial and
environmental benefits are in addition to those already realized through
WasteWise. The Province designated Recycle NB to oversee roll out of the
regulations. The consortium of producers of these paper and packaging materials
have formed a non-profit called Circular Materials to implement their
responsibilities.
Similar to all municipalities and local service districts in the province, the City is
being offered a first-right-of-refusal to continue to collect curbside recycling for a
3-year, on behalf of Circular Materials. The alternative is CircularMaterials will
find alternate means to undertake their obligations. Whether or not the City
continues to collect recycling, our community benefits financially and
environmentally.
COUNCIL RESOLUTION
As recommended by Committee of the Whole by resolution July 24, 2023, that
Common Council decline the offer from Circular Materials for the City to be the
Collection Contractor as per the proposed agreement documents presented to
Committee of the Whole at its July 24, 2023 meeting.
2023-186
M&C No.
Report DateJuly 17, 2023
Meeting DateJuly 24, 2023
Service AreaGrowth and Community
Development Services
SUBJECT: CMHC Agreement -#26,956,854
EXECUTIVE SUMMARY OF COMMITTEE OF THE WHOLE REPORT FOR OPEN
SESSION OF COUNCIL
The City of Saint John Housing Needs Assessment and Affordable Housing Action
Plan recognizesthe need for a higher level of government support to address the
identified housing gaps of supportive housing and those in most severe housing
need. To increase the chances of successfully obtaining CMHC funding under the
highly competitive “projects stream” of the Rapid Housing Initiative Round 3, a
local government application approach was submitted by theCity to the Canada
Mortgage Housing Corporation (CMHC) RapidHousing Initiative Round 3 –
ProjectsStream.
The City has just been informedby CMHCthat its application for Kaleidoscope
Social Impact was successful. Full details of theexciting project at 58 Broad
Street/ 67 Broadview Avenuewill be announced at a later date.
COUNCIL RESOLUTION
1.That the City of Saint John enter into a Rapid Housing Initiative agreement
with the Canada Mortgage and Housing Corporation, generally in the form
as presented to the Committee of the Whole at itsJuly 24, 2023,meeting,
andfurther,
2.Subject to the City receiving consent from CMHC for the registering of the
necessary mortgages against the project lands and subject to the terms of
the Provincial Funding for the Project matching those of the CMHC
funding, including the 40 year affordability period for the project, thatthe
City of Saint John enter into a contributionagreement with Kaleidoscope
Social Impact for a project located at 67 Broadview Street, Saint John, New
Brunswickgenerally in the form as presented to Committee of the Whole
at its July 24, 2023 meeting , and further,
3.That the Mayor and Clerk be authorized to execute the said agreements
and any documents ancillary thereto, including the City’s mortgage to be
registered against the project lands.