agenda committees meeting 73 milltown blvd .• suite...

AGENDA COMMITTEES MEETING

WEDNESDAY, NOVEMBER 14, 2018 -IMMEDIATELY FOLLOWING SPECIAL COUNCIL MEETING@ 5:00P.M.

73 MILLTOWN BLVD .• SUITE 112 ST.STEPHEN.NB

OPEN COMMITTEES MEETING

1. RECORDING OF ATTENDANCE

2. APPROVAL OF AGENDA

3. CONFLICT OF INTEREST

4. DELEGATIONS/PRESENTATIONS

(i) Business Improvement Area - Presentation by Jeff McShane, President and Heather Donahue, Coordinator, of the BIA's 2019 Operating Budget as outlined in the information dated September 27, 2018 attached.

5. ITEMS

POLICE AND FIRE - Chaired by Councillor Harding

(i) Report of the NCO, RCMP (ii) Report of the Fire Department (iii) Report of the By-Laws Office

PROPERTY, BY-LAWS AND ENVIRONMENT- Chaired by Councillor Parker

(i) Report of Building Inspection Office (ii) Report of the Development I Property Management Office

FINANCE AND ADMINISTRATION - Chaired by Deputy Mayor Carr

(i) Report of the Chief Administrative Officer- Report: CAO 24-18 attached. (ii) Report of the Finance Department - Report: TR 01-18 from Treasurer

attached. (iii) Organizational Review and Workplace Evaluation- Report: CAO 25-18

from the Chief Administrative Officer attached. (iv) Change of Date: December 2018 Regular Town Council Meeting

Report: TC 01-18 from Town Clerk attached.

AGENDA COMMITTEES NOVEMBER 14, 2018

2

PARKS AND RECREATION- Chaired by Councillor Chisholm

(i) Report of the Parks and Recreation Office (ii) Garcelon Civic Center Report- Report from Director, Parks and

Recreation, attached.

PLANNING. PROMOTION AND TOURISM - Chaired by Councillor Wheaton

(i) Events and Community Relations - Report from Events Development Coordinator attached.

(ii) Christmas Season Noise By-law Allowances- Report: EC 01-18 from Events Development Coordinator attached.

(iii) Dialogue NB - Mayor MacEachern will speak to the PowerPoint slides attached.

PUBLIC WORKS - Chaired by Councillor Hyslop

(i) Report of the Public Works Department (ii) Truck Replacement- Report: PW 01-18 from Director of Operations

attached.

6. NEW BUSINESS

7. ADJOURNMENT

St. Stephen '13usiness ·Jmprovement Jlrea Inc.

Septernber27,2018

HAND DELIVERED

Jeff Renaud, CAO Town of St. Stephen 73 Milltown Blvd., Suite 112 St. Stephen, NB, E3L 1G5

Dear Jeff:

Re: tuslness Improvement Area (BIA) 2019 Operatins Budget Approval

Please find enclosed herewith the proposed BfA 2019 Operating Budget. This budget has been approved by the St. Stephen Business Improvement Area Inc. Board at our Annual .General Meeting and we· are now awa~ing the approval of the Munitipatity, as laid out in'the Business Improvement Area Act of 1985.

The Proposed Budget is based on a tevy rate of $0.20 per $100.00 of assessed va~ue and will be published in the St. Croix Courier for the required 2 weeks. Any objections to thjs budget by the SIA members, will be submitted in writing to the Town Oerk, by personal delivery, not later than 15 days after October 2, 2018, or by ordinary mail post-marked not-later than October 17, 2018.

·Any comments or concerns ~n be directed to the undersigned.

Sincerely,

91/JJJ :fl...._ Jeff McShane, President

En c.

'c.t.'Tim Tozer, Treasurer

---=--:-:releohone: 506-466-7407 ... R.x: 686..::-&3-155+ l2 0 t"h \ \--\ O~Y\ "1J v J .Offi'Ce': 9 Marks Street, St. Stephen. NB, E3L ·2:49 I C :5

Mailing Address: P.O. Box 384, St. Stephen. NB E3L 2X3

P-------~~~~~· -~~~-=-~--------~ St. Stephen Business Improvement AlBa Inc.

Proposed 2019 Operating Budget

SOURCt:S OF FUNDS BIA Tax Levy ........................................................................... .. lnte~t ... , ...... .,. ·~·················· ~ ··· ~· ... , .................... 4., ... · ••••.• , ... ¥ ... ~ •••••••• • ~~~ . Studenl Employment Funding .................................................. . GIC #1 .............................................................. .......... . Transfer of Excess Funds from Bank ................................ .. Fundraising Revenue ..................... .......... ....... ............... . .... ... ..................... . ....... . .......... . ..... . ....... .... ... ,. . .... .... ....... #.11'•••••"''"'" ....... . .. ,

. USES OF FUNDS Advertising ........................................ ......................................... . Bank Charges ........................................................................... .. BIA Annual Dues ........ ~ ............................................................... .

1 Rent ....... ..... .. ~ .......... .................................................... . OffiCe and Miscellaneous ............................................................ . PROMOTIONAL PROGRAMS AND PROJECTS

BIA. BJ"e8kta$t... .... .. . . . . . .. .. . .. . . . . .. .. .. . . .. .. . .. $ 300.00 Fa98<'Je Program ............. ...................... $5,000.00 Fundraising Expenses. .. . .. .. .. .. .. .. .. .. ... $ 500.00 Marketing ... .. ........................... ." ...... $3,780.00

Student Employment. ............................ ...................................... . Payroll ................... , ..... . . , .......... ... -~ ......................... , .... . ; ................ ... ... . ... ... .... ...... ..-••• • • 4 . ... ...... ................ ...... .......... ' •••••••• ft .. ..... .. .................. ... ..... . . .... • «•·

$27,000.00 $ 175.00 $ 7,500.00 $ 5,000.00 $ 6,500.00 I 50Q.OO $48,675.00

$ 200.00 $ 20.00 $ 300.00 $ 3.500.00 $ 1,500.00

$ 9,580.00 $ 7,500.QO S24,075.00 $46,675.00

EhCESSID.EFICIENCY ..................... .,.................................................. $ 0.00

Town Council is considering approval of the above~noted budget. Any objections shoufd be submitted in writing to the TOwn Clerk by personal delivery at the Town Hall, 73 MiDtown Blvd .• Suite 112, not ~ter than fifteen days after October 5, 2018. or by ordinary mail post-marked not later than October 20, 2018 .. This propo.Sed budget is based on a fevy of twenty cents for each one hundred dollars

l2'~~ssed value. ·

Council/ Mayor's Report:

Royal Canadian Mounted Police St. Stephen Municipal Post

RSC 1 0 West District

POLICE RE-PORT October 2018

This report for the Town of St. Stephen RCMP covers the period of October 1, 2018 to October 31, 2018 inclusive. During this time period, the RCMP responded to 311 calls for service within the Municipality of St. Stephen.

TRAFFIC

Check stops ........................................................................................................................... 28 Driving While Disqualified or License Suspension .................................................................... 3 Fail to Stop or Remain at Accident .Scene ................................................................................ 1 Motor Vehicle Act - Other Activities ......................................................................................... 3 Off Road Vehicle Act - Other Activities .................................................................................... 3 Traffic Collision - Non-Fatal Injury ........................................................................................... 1 Traffic Collision - Property Damage ......................................................................................... 4 Traffic Collision - Non-Reportable ........................................................................................... 6 Traffic Tickets~ ....................................................................................................................... 29 Traffic Warnings ....................................................................................................................... 7

PROVINCIAL STATUTES:

Intoxicated Persons Detention Act ........................................................................................... 1 False/Abandoned 911 ............ ... : .............................................................................................. 6 Mental Health Act .................................................................................... ................................ 7 Other Provincial Statutes- Other Activities .................................................................. : ........... 2

Royal Canadian Mounted Pollee RSC 10 West District- St. Stephen Municipal Post POLICE REPORT- October 2018 Continued from Page 1

CRIMINAL CODE:

Assault. ............................................................................................. .......... ....................... .. .... 6 Break and Enter - Business ................................... ................................................................ · .. 1 Disturbing the Peace/Causing a Disturbance ......... .. .......................... ...................................... 3 Fail to Comply with a Probation Order ..................................................................................... 3 Fail to Comply With Undertaking .............................................................................................. 1 Fraud - Less than/or equal to $5000 ............................... ........................................................ 1 Impaired Operation over 80 mgs of Motor Vehicle .... ....... .. ............................... ................ .. ..... 1 Mischief - Damage to, or obstruct enjoyment of property .. ................................................. ..... 3 Operation of Motor Vehicle while being pursued by Police .............................................. ...... ... 1 other theft under $5000 .................................... .. ........ ............................................................. 1 Theft from mail under $5000 ... ..................... ............. .. ...................... ... ... .............................. ... 1 Theft of car ........................................................................................... ................................... 1 Theft under or equal to $5000 - Shoplifting .............. ............................................................... 3 Uttering Threats against a Person .......... .. ... ....... .. ........ .. ........ ............................................. .. ... 2

OTHER FEDERAL STATUTES:

Possession - Schedule VIII - Cannabis ............. ..................................................................... 26 Possession for the Purpose of Trafficking - Schedule I - Other ............................................... 1

OTHER INVESTIGATIONS:

Assistance to Canadian Federal Agency .............. ......... ..................... .. .................................... a Assistance to Canadian Provincial/Territorial Agency ............................................................ 10 Assistance to General Public ................................................................................................. 12 Assistance to Non-Government Canadian Agency .................................................................. 1 Assistance to US Police Agency (except FBI) ............ ....... ...... .. .............. ................................. 1 False Alarms ........................... .. ................................... .... ..................... ................................. 11 Information File ......... ..................... .. ....................... .. .......................... .. ........................... .. ...... 4 Items Lost/Found .......................................................... .. ......................................................... 2 Person Report Missing ......... .. ........................ .. .... .. ... ................... ............................................ 5 Police Certificates/Letters ......... ............................................................................................. 89 Unfounded .............................. ........................... .................................................................... 10 Wellbeing Check ................... ................................................................................................... 2

Peter STUBBS, Sgt. Operations NCO i/c St. Stephen Post Royal Canadian Mounted Police

Page2of 2

St. Stephen Fire Department

Report for October 2018 Alarms were: Town Alarms

Out of Town Alarms

Mutual Aid -Calais

Total

Alarms

1. Alarm system activation

2. Motor Vehicle Accident

3. Smell of Smoke

4. Fire Pit Complaint

5. Vehicle Fire

6. Structure Fire

7. Gas Smell

Total SSFD

Other FD

St Stephen PW

St Andrews PW

Total calls dispatched

Fire Department Activities

1. Monthly Meeting of the fire department.

15

1

2

# FF

67

11 9

2

8

48

10

#Hours

67

11 9

2

8 .73

10

18 55

3

0

76

2. Fire Prevention Week (SSES, MES, LSES, CC Boys and Girls Club, Just for Kidz Daycare,

Anglican Church Daycare)

3. Church Parade October 14th Anglican Church

4. Chief and Officers toured Charlotte County Hospital with Maintenance re emergency

procedures

5. pt Annual Fundy Firefighters Association Truck Pull in St. Andrews.

6. A few firefighters attended an Ammonia Awareness information session in St. Andrews.

7. A hybrid vehicle awareness session was held at the St. Stephen station.

8. Sparky attended the Trunk or Treat at the Baptist Church on Union St on October 27th. 9. Firefighters were joined by some of the St. Stephen Aces on Halloween to hand out

candy in St. Stephen and Milltown.

Fire Chiefs Activities

1. All of the above mentioned Fire Department Activities except for items 6 and 8.

2. Toured Garcelon Civic Center with respect to emergency procedures

3. Finalized tender specs for% ton command vehicle

4. Presented fire prevention back pack to coloring contest winner Cody leslie.

5. Budget 2019 work

6. JHSC work with committee and Alison

7. Finalized applications and received Canadian Volunteer Fire Service Association

Awards for five members of SSFD with 30+ years of service.

8. Attended the Awards Ceremony for 40 Years if Service for Chief Dale Shaw (ECRFS).

Equipment

Installed a back-up camera on Unit 205 (Rescue Unit)

Placed the donated 20' container in its location on top of the training grounds containers.

Some materials have been purchased to continue development of the training ground.

Ten fire helmets were replaced at the 10 year limit for usage.

Five sets of firefighter bunker gear were ordered as part of the annual replacement

program (10 years).

Glove and hood inventory was replenished.

Boat was winterized.

Wildland fire skid unit was winterized.

Personnel

Firefighter level 2 Certification was achieved by one of our firefighters.

Respectfully

Chief Sean Morton

TOWN of ST. STEPHEN By-Law Enforcement

73 Milltown Blvd. St. Stephen NB. E3L-1GS October REPORT

2018

To: CAO- Town of St. Stephen

Please find enclosed my report for October By-LawEnforcement. We handled 30 calls.

CATEGORY DETAIL FOLLOW UP

Assist Other Gentleman called regarding a property Passed onto the building

Dept. (6) he owns in Town and is wondering about inspector permit requirements.

Met with RCM Police regarding a passed onto them for warrant service

Attended court in Saint John regarding an ongoing file

Replied to them that the BIA messaged this office regarding issue has been dealt downtown parking with.

Message from the events coordinator After discussions the idea with regards to parking on the Blvd was withdrawn during the Santa Clause parade

Events coordinator called to discuss the Informed her that the possibility of having a open fire pit for Fire Chief would have to smores during the SC parade OK any fire pit in Town.

Assist General Fall clean up notices was sent to the Public {11) Courier

Winter parking notice was also sent to the Courier for posting

Received call from a business owner Spoke with the owner

inquiring about winter parking for their and gave her the options

staff available to them

Received correspondence from the CAO Patrol was made to all with regards to complaints of hedges too four locations and found close to the streets in different locations that , one was too close

to the street but in no way interfered with sight lines to the street. All others were fine

Received a call from a lady complaining Still under investigation about noise at night from a truck parked in neighbors yard

Follow up with the hedge complaint on Queen

Complaint of Marijuana smoke coming Informed the from an apartment complainant that

smoking marijuana is no legal.

Issue of a taxi license for a driver

Parking (13} Parking complaint from a business on Patrol made and vehicle King Street. was gone.

Parking complaint about vehicles parking Informed the overnight on·Mmtown Blvd. complainant that we will

keep an eye open for this.

It has come to this office attention that Spoke with the CAO on the parking for hockey games at the GCC this and we are working is out of control towards a solution.

Warnings given on King Street and Milltown Blvd. and Charlotte Mall and the GCC (10)

Dog Complaints Complaint of a dog running at large on (1) Church and being neglected

Respectfully Submitted, Brent MacDougall By-Law Enforcement Officer

REPORT OF THE ANIMAL CONTROL OFFICER

No report available at time of writing

Respectfully Submitted, Mike Shannon Animal Control Officer

Passed onto the animal control officer, and the SPCA for investigation

-- ---····------- ···------ .. --- -:l · -·- --·------- ----·-- --

BUILDING INSPECTION 2018 2018 2017 20181 2017 2018 2017 2018 2017 -------- -----------

-----------------·····

OCTOBER ---·------------ --··------ -- __ ., ____ ---- ---- - -------------- ---------· ------------------ ---------------- -----------·-··-"'" ----#of Per. #of Per. Value Value YTD.#Permits , YTD.#Permits YTD.Value YTD.Value

.. ... ~---- - ----------------------- -1----- ------- -- ~- --TYPE OF CONSTRUCTION Pres/mth Prev/yr/mth Pres. Mth i Prev.Yr Mth Present Year 1 Prevyear Present Year Previous Year

---·· ___ , __ ·-···. ----- ..... --- ---------------------- --------·. - 1 -· ------------1------ ----- ----- · ·--- ·-·--·····-------------------- --------- -- --------- -----------~

New Residential 1 0. $8,000.00 ~ $0.00 I 14 19 $576,249.00 $856,700.00 ------------------····-· . ---- -- --··------------------- ---~

Residential Renos/Additions 5 5 $25,000.00 $202,500.00 54 42 $1,175,803.00 $1,302,900.00

New Com/lndus/lnstit. 2 1 $2,042,000.00 $10,000.00 ___ 4. - 3 $2,079,400.00 $16,000.00 -------- ,-- -- -----·· -- -------------Com./lndus./lnst. Renos 0 2 $0.00 $3,500.00 14 ' 18 $390,500.00 $1,524,460.00

-- -- ~--------- -- -Institutional 2

~ ... s:::::~ i=I:::~:t-------0. 6 $1,247,900.00 $196,374.00

---·--- · ·--·-----· ----- -- --------·-· ·········------ -·--· ---· - -·- ·-·. ······--·-···----··

Demolition 0 11 $5,200.00 $126,700.00 - ------····--···· -··-- --- ·---··-···--.. ··- ... r------ ---·· ···

--- --r-------c-------- -----------~

TOTALS 10 99 $5,475,052.00 $4,023,134.00 ------··--· . --·· ·• •··.

-•··-···-----··---Cur. Mth

---~--- .. ...... _____ .

Demolition Permits 0 N/A ·········-··'"··-··-···--···-------·-····· ---Stop Work Orde__r_~J~~ued 1 N/A

~e-site lnspe~i-~~~ _ 16 N/A

Electrical waivers issued -~r~?~:--------···--~cti1J~_U.n_sig_h_!l~_!~l1'l~S,~s ~~j1--Sign Permits I

-.~~ ~IJf-

sTlsTEPHEN THE '1:1JCLE JF EVERYV!HERE

Report of Development I Property Management Office- October 2018

Planning Advisory Committee

Sign Permits

Variances

Approved Plans

Unsightly Premises

Turning the Corner Project

PROPERTIES

R.C.M.P. Building

Library

Airport

Train Station

No meeting held in October.

3 approved

0 approved

2 approved

The Office of the Building Inspector has six (6) active and

ongoing unsightly files open.

Phase 1 completed; ongoing public funding is being

received; sign age will be installed in the near future; and

some landscaping in the spring.

No activity to report.


2019 projects will be reviewed during the budget process.


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:-.·· \-'. I • .. ..

......-;-,-..

ST!STEP~N Hf ?.'10~.: OF fbiYW1W

Town of St. Stephen

Information Report to Council

Report: CAO 24-18

To:

From:

Resource Staff:

Date of Meeting:

Subject:

Mayor and Council

Jeff Renaud, Chief Administrative Officer

N/A

November 14, 2018

CAO INFORMATIONAL REPORT

Recommendation: That this report be received for informational purposes.

Activities of the CAO Office during the reporting period for October 2018 can be summarized as follows:

1. Organizational and Workplace Review:

Consulting work on this project has been completed. Final report appears on this

agenda for Council consideration.

2. Collective Bargaining

The Collective Agreement with CUPE 770 has been concluded and the parties have

ratified and signed the new agreement. Negot iations were very positive and all

representatives of both sides should be very proud of the work they did to reach

this outcome.

3. Town Hall Relocation:

Work on the investigation into the possibility of the Garcelon Civic Center housing

the Town administration services continues. An initial estimate for the construction

work proposed (Class "C") has been received and is currently being reviewed. An

additional estimate relating to furnishings is expected, but had not yet been

received at the time of writing this report.

Once all the estimates have been received and evaluated by staff, a

recommendation on this project will be shared with Council.

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4, Budget 2019

Work on the municipal budget was initiated during this reporting period. Administration is

appreciative of the time that members of Council took to meet with the CAO to discuss ideas

and objectives for the coming year.

s. Upcoming CAO Absence

Please be advised that the CAO will be out of the office from Nov. 28th to Nov. 30th, inclusive, to

attend a CAMA Board of Director's meeting in Ottawa. During this period the CAO will be

available via email and/or his mobile phone.

6. Two Community Requests:

For the information of Council, the CAO currently is reviewing two requests for assistance from

community groups seeking to hold events at the Garcelon Civic Center:

a. Operation Christmas Joy: Silent Auction to raise funds to assist Charlotte County families

experiencing economic hardship. (Request is for room rental-approx. $164}

b. "Project Holly Jolly": St. Stephen Middle School students hosting a community event for

kids. Event to include activities, craft sale, etc. Proceeds of the event to be donated to

charity. (Request is room rental-approx. $200).

Pursuant to the previous direction of Council, these requests will be evaluated by the CAO and

Financial Controller for the Garcelon Civic Center.

Respectfully submitted,

Jeff Renaud

Chief Administrative Officer

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-.- 1---,.:::-, I .. -t-.. . ·. \'

' ~ ~

ST!STEPHEN l it \'IL __ Of EE~·.v;·mE

Town of St. Stephen

Information Report to Council

Report: TR 01~18

To:

From:


Tim Tozer, Treasurer

Resource Staff: N/A

Date of Meeting: November 14, 2018

Subject: TREASURER INFORMATIONAL REPORT

Recommendation: That this report be received for informational purposes.

Staff Activity since last report:

1) Monthly accounting procedures:

A) Accounts Receivable processing (Daily payment processing, deposits, monthly and quarterly invoicing and collection for both the Utility and General Fund). -Accounts Receivable closed to July 31, 2018. -Processing utility bills for July-September, 2018-Complete.

B) Accounts Payable processing (Verification and daily input of invoices, and payment of amounts owed by the Town). -Accounts payable closed to September 30, 2018.

C) Payroll processing (Timesheet review, payroll entry, review of earnings and deductions, and processing requirements of new and former employees). -Bi-weekly 82 employees, Monthly 27 employees, Quarterly 1 employee, Bi-yearly 7

employees, Total117 employees.

D) General Ledger reconciliation's and analysis of accounts of all funds (Monthly closing of accounting records for nine funds). -Finalized Month end completed to November 30, 2017. -Council and Department Heads Statements of Revenue and Expenditures to July 31, 2018.

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1) Meetings:

A) Weekly Garcelon Civic Center Management Staff meetings. B) Monthly Committee Meeting-October 10, 2018. C) Organizational Review Meeting-October 29, 2018. D) CPA Conference, Saint John-October 30 to November 2, 2018.

2) Projects:

A) Capital Projects-Analysis, MCBB application and projection, monitoring, approval and processing of progress payments, grant remittance forms and debenture application:

1) 2012 Sidewalks and Streets Rehabilitation. 2) Civic Center. 3) Prince William Street Infrastructure Renewal. 4) Milltown Blvd (Church Street to Pleasant Street). 5) Elm Park, Pinewood, and Maple-Sewer Separation and Infrastructure

Renewal. 6) Milltown Boulevard (King Street to Hawthorne Street)-Water main and

Sanitary Sewer Renewal. 7) Thompson Avenue and Springwood Court-Sanitary Sewer Renewal and

Combined Sewer Separation. 8) Skateboard Park. 9) Old Town Hall. 10) Waterfront Revitalization. 11) Turning the Corner Community Space. 12) Combined Sewer Separation and Utility Renewal (Murchie Avenue and Cedar

Street). 13) Milltown Blvd (Pleasant Street to Riverside Drive}. 14) Water and Sanitary Sewer System Extension (Route 3)

B) Civic Center accounting reconciliations and various daily accounting issues-Month end completed to July 31, 2018.

C) Capital Budget-In Progress.

D) Multiple HST remittances-In Progress.

E) Various insurance issues-In Progress.

F) Municipal Asset Management Plan Project-In Progress.

G) 2017 year end actuary analysis preparation-Complete.

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H) Administering the Charles F Todd Trust Fund-In Progress.

I) Review of online banking packages-In Progress.

J) 2017 audit-In Progress.

K) Solid Waste Collection and Disposal Services tender-In Progress.

L) Staff posting-Administrative and Accounting Coordinator-In Progress.

M) Computer server maintenance.

Tim Tozer, CPA, CMA Treasurer Town of St. Stephen

To:

From:

Reso~rce Staff:

Date of Meet ing:

Subject:

Town of St. Stephen

REQUEST FOR DECISION

Report: CAO 25-18

Mayor and Council


N/A November 14th, 2018

Organizational Review and Workplace Evaluation

Recommendation: That Council receive the Town of St. Stephen Organizational Review, as prepared

by Gerald Walsh and Associates, for informational purposes; and

That Council direct the CAO to review the recommendations contained In the report and prepare an

implementation plan to be presented to Council.

BACKGROUND

Gerald Walsh and Associates was contracted to conduct an independent evaluation of the Town of St.

Stephen municipal governance and administration models. The results of their evaluation are provided

in the attached report.

The report as It currently stands contains a number of recommendations which would enhance the

administrative operations of the municipality. Implementation of these recommendations will take time and resources. In order to achieve the greatest benefit from these efforts, an implementation plan

should be developed to determine the extent of time and resources that should be devoted to these

efforts.

It should also be noted that this report represents a "snapshot in time" . The administration has been

undergoing a number of changes, and will continue to do so as we move forward . As such, some of

these recommendations may become irrelevant, or the suggested approach require modification, as we

move forward.

OPTIONS

Option 1-Approve the Recommendation: Council may determine that the proposed request is

appropriate and may approve the recommendation.

Option 2-Receive for Information with no direction: Council may determine t hat the information

contained In the report should be for informational purposes only, and therefore require no specific

action at this time.

TOW OF T. ST _ HE

Organizational Review

Final Report

November 7, 2018

r- - - - - - .. -~

1 8 Gernld Walsh Associ.ates Inc: 1-

~ • .,_...., .. __.__, I . .. - - - - --- -- .. ~ ;;.. . - · - t

Contents

1. Introduction ...... ......... ......... ............... ...... ...... ............... ...... ...... ... 3

2. Scope of Work.............................................................................. 4

3. Town of St. Stephen Services ...... ...... ...... ...... ...... ...... ...... ............ 6

4. Local Government Reform Initiatives........................................ 9

5. Summary of Findings ...... ......... ...... ...... ............ ...... ...... ............... 12

5.1 Governance structure........................................................... 12

5.2 Staff organizational structure ... ... ... ... ... ......... ...... ... ... ... ... .... 14

5.3 Human resources .................. ...... ............ ...... ...... ............ ...... 20

5.4 Leadership and management............................................... 28

5.5 Financial management......................................................... 29

5.6 Accountability........................................................................ 31

5.7 Communication..................................................................... 33

5.8 Risk management ...... ...... ............... ...... ...... ...... ......... ...... ...... 36

5.9 Information management and technology........................... 37

5.10 Alternative service delivery................................................ 38

5.11 Municipal indicators............................................................ 39

5.12 Economic development..................................................... 40

5.13 Office ·space and civic centre facilities ............................. 41

6. Appendices................................................................................. 42

Town of St. Stephen -Organizational Review Final Report I

-jj Gern.rd Wnlsh A.ssodates Inc.

.,,__,.,....,f\1.11~

1. INTRODUCTION

The Town of St. Stephen, New Brunswick, incorporated in 1871, is located in Charlotte County in the south portion of the Province of New Brunswick Adjacent to the east side of the St. Croix River, the town has a population of 4,415 (Canada Census 2016).

The Town borders the northeast United States and has been referred to as the "Gateway to Atlantic Canada." St. Stephen's University, the smallest university in Canada, is located here.

The 75 year-old St. Stephen Area Chamber of Commerce is active in promoting commerce in the area. The Chamber has approximately 100 business members who require municipal services.

The Town is governed by an elected Council consisting of a Mayor and six Councillors. The Town provides the typical municipal services to residences and businesses including:

• Fire and police protection • Transportation - roads, streets, sidewalks •• Land use planning and development • Recreation and leisure services • Owner and operator of Garcelon Civic Center • Wastewater collection and treatment • Water service • Solid waste collection, recycling ,and disposal • General government services

A number of years ago, Town Council identified the need to move to the Council/Chief Administrative Officer (CAO) structure and appointed its first CAO. The current CAO joined the Town in November 2017. He and Town Council identified a need to review the current management model, as well as staff reporting relationships and overall organizational effectiveness. Those discussions resulted in the Request for Proposals to carry out an organizational review of the Town.

Town of St. Stephen - OrganizationCtl Review Finill Report I ---

. ' . .

;· e GeraldWPlshA~Iuc - II - ~IYQs- - -- - - - II

'' - - - - - -- - - - -- ~--. --""''ro._- . ,.. _,~ , - ..- - ...... ~~ • ~-

2. SCOPE OF WORK

The organizational review is being carried out under the direction of the Chief Administrative Officer.

As indicated in the original Request for Proposal (RFP), the Town wishes to undertake a review of municipal human resource practices, staffing levels, and workplace requirements. The scope of work is expected to include:

1. A review of the current organizational structure and alignment of departmental service responsibilities, and

2. An evaluation of current physical workplace locations/conditions, including recommendations for workplace improvements.

The specific Terms of Reference, as outlined in the RFP, are as follows:

1. Review current municipal organizational issues, legislation, and reform initiatives.

2. Examine current service delivery methods; identify strengths and opportunities.

3. Review all staff position descriptions with respect to completeness, and identify improvements.

4. Determine if the current staff level is appropriate and qualified for St. Stephen operations.

5. Examine the effectiveness of workflow processes among staff and between Council and staff.

6. Assess the strategies for information and communication among and between staff, Chief Administrative Officer, Town Council and the public.

7. Examine the efficiency of the Town's departmental structure and reporting processes.

8. Identify and assess alternative service delivery opportunities.

9. Determine human resources matters relating to management practices, leadership abilities of management staff, staff morale, performance assessment, policy and procedure documents, and succession planning details.

Town of St. Stephen -Organizational Review Final Report I __ __:

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10. Provide commentary on externai pressures and legislative requirements that may impact on the Town's capacity to deliver services in an effective manner.

11. Obtain comments from, and consult with, staff and Council members to receive feedback on the items included in this RFP.

12. Identify areas where introduction of technology would enhance the operational capacity of the Town.

13. Identify current and potential facilities that may enhance the coordination of work processes, effectiveness of customer service, and employee satisfaction, and safety.

The review was done transparently. All participants (employees and elected officials) were advised of our role, how their feedback and input would be used, and how they can impact the result. In particular, employees may have been anxious about the review and how it might impact them. An open and non-threatening approach has been used, encouraging input and attempting to relieve anxiety.

All 39 full-time permanent staff members received an on-line questionnaire (31 responded). In addition, 14 staff members were selected and interviewed one-on-one. All Councillors and Mayor received an interview.

A formal communications and reporting system was developed to provide adequate and consistent communication between the consultant and the Chief Administrative Officer to encourage opinions and ideas that may impact on the final report.

In addition to the Terms of Reference, we were asked to identify any issues that are not specific to the review but which would be of interest and concern to Town Council.

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3. TOWN OF ST. STEPHEN SERVICES

The Town has an annual operating budget (2018) of approximately $11.4 million and provides a range of public services to residents and businesses located in the Town.

·These services, listed below, are provided through a combination of municipal staff, inter-municipal agreements, contracting out, and the support of volunteers.

Protective services

Fire service - Provided by the St Stephen Volunteer Fire Department (approximately 30 volunteers and 4 full-time staft). The Town provides funds generally to cover the essential operating costs of the department and assists with certain capital acquisitions. The Town owns the fire station, rolling stock and equipment. Water is supplied to hydrants by the Town. The Town has a mutual aid agreement with the City of Calais, ME, that requires both parties to assist when called for fire service in either community.

Policing- Provided under the Provincial/Municipal Policing Agreement by the Royal Canadian Mounted Police. The Town is charged annually for its share of RCMP costs.

By-law enforcement- Services are provided, under contract, for bylaw enforcement, building inspection and unsightly premises. Animal control is also provided by contract

Emergency management- An Emergency Management Organization (EMO) is in place which provides the response protocol for an emergency within the Town. The CAO is the designated Emergency Measures Coordinator and the Fire Chief serves as a key member of the EMO Team.

Transportation services

Streets and sidewalks- Maintained by Town Public Works staff, including patching and paving, snow and ice control, and signage maintenance. There are approximately 50 km of paved streets in the Town.

Street lighting- The Town is serviced with about 738 street lights, owned by NB Power.

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Water service

The Town is responsible for providing water to residents and businesses. There are approximately 2,200 customers. The Town staff operates and maintains distribution reservoir tanks, a water treatment plant, and related transmission and distribution mains. Water rates and wastewater rates are set by Town Council and collected via direct customer quarterly bills. Accounting records for the service are kept and maintained by Town staff.

Environmental services

Wastewater collection and treatment -The Town collects wastewater within the Town, which is treated at the regional wastewater treatment plant, located on Old Bay Road. Town wastewater staff carries out the operation and maintenance of the sewage collection system. There are 4 7.8 km of sewage collection pipes and 3.4 km of force main. The annual cost of the wastewater management system is recovered via a sewer service charge, billed quarterly to approximately 2,200 customers.

Solid waste/resource management- Residential solid waste is collected weekly by a contracted company. Collected material is delivered by that company to the landfill, operated by the Regional Service Commission. No collection service is provided by the Town for commercial taxpayers. The Regional Services Board recently implemented collection of recyclable materials. No public composting facility is available, nor are materials collected by the Town or Region.

Environmental development services

Land use planning and development - The Town contracts to a private company for major planning, and subdivisions. The CAO manages these contracts and is the Development Officer. The Town has a municipal plan to govern the development of land in the Town. A new plan is now being drafted.

Community and economic development- Community economic development activities are provided by several community groups who receive financial assistance from the Town. Future St Stephen, established about three years ago, is an organization created by the private sector in the Town. It concentrates on the economic development of the downtown core-operating generally under an outdated agreement with the Town. The Town funds 100% ofthe operating cost through a grant. A new strategy for the organization is currently being developed for the future ofthe organization.

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Recreation, tourism, and culture

Tourism - Little formal effort is being placed on this service.

Recreation - A wide range of recreational and leisure services and pro.grams are provided by staff of the Town. Major infrastructure includes parks and open spaces, Garcelon Civic Center-the focal point of ice sports, water activities, fitness, and community recreational and leisure events. The Town also owns several sports fields and provides seasonal programs for citizens of the Town and surrounding areas. A Recreation Master Plan to guide area recreational services into the future has not been prepared.

Special events- Town-sponsored events and other special community events are delivered by staff and volunteers.

Cultural and heritage - Funding for hentage and cultural services is provided by the Town through a grant program.

Regional library service- The library building is owned by the Town. Library services are provided by the St Croix Public Library.

Funding for services- Town services are funded by a tax rate charged on all taxable assessment in the Town; by grants from other levels of government; from special service charges; from own source revenue; and user fees. Property taxes are paid by the taxpayer directly to the provincial government

Town of St. Stephen - Orgcmizational Review Final Report I

4. LOCAL GOVERNMENT REFORM INITIATIVES

Local government reform has been slow to gain traction across Canada-due to a mix of successful and unsuccessful initiatives in some provinces. Here is a summary of some of the reform initiatives that have taken place across Canada.

New Brunswick

No major amalgamations have occurred since the 1995 amalgamation of former towns and villages to form the City of Mirimichi.

In 2011, the government announced an Action Plan for Local Government intending to strengthen local government capacity, ensure fairer taxation, improve collaboration among communities, and improve legislation governing local government.

Since the announcement, legislation has been amended, regional service commissions have been created, the conditional grant system has been revamped, and certain areas have been amalgamated. (Five amalgamations have been attempted of which three received positive community support. Two did not succeed, after being voted down by constituents.) Recent amendments to the Local Governance Act allow increased bylaw powers, and no mention of other reform initiatives.

Newfoundland

The amalgamation of municipalities in the Avalon Peninsula received four major reports that recommend the amalgamation of the Cities of St. John's and Mount Pearl, the latest in 2010. No amalgamation has occurred or is planned. Municipal reform does not appear to be on the radar.

Prince Edward Island

There are discussions now taking place to encourage the joining of smaller towns, either through amalgamation or annexation. These discussions are being encouraged by the provincial government in order to create efficiencies and economic development opportunities with greater population bases. In December 2017, two small communities did amalgamate, under a formal restructuring process developed by the province.

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Nova Scotia

There were two forced amalgamations in the mid-1990s: The Town ofl;Jedford, City of Halifax, City of Dartmouth and Municipality of the County of Halifax came together to form Halifax Regional Municipality, and eight municipal units in Cape Breton County combined to become Cape Breton Regional Municipality.

The Town of Liverpool and District of Queens voluntarily amalgamated in 1996 to become the Region of Queens. Since then, there has been other attempts at structural reform in the province-some successful, some not:

• The Town of Canso and the Municipality of the District ofGuysborough amalgamated after a decade of feasibility studies and discussions among the parties.

• The Town of Springhill amalgamated with the Municipality of Cumberland.

• The Town of Bridgetown amalgamated with the Municipality of Annapolis.

• Six municipal units in Pictou County failed to convince the public to amalgamate.

• In 2017, the Municipality of West Hants and the Town ofWindsor agreed to amalgamate prior to December 31, 2020.

• The Towns of Lunenburg and Bridgewater and the Municipality ofthe Districtpf Lunenburg have formed a Municipal Joint Services Board, Lunenburg Region, to provide municipal services on a regional basis.

!II Several municipalities have joined forces to improve efficiencies by sharing services. For example, nine units combined to purchase, install and maintain a common approach to a financial system. Many other joint service agreements have been put in place, and there appears to be more concerted efforts to continue this trend, whether to stave off amalgamation or to realize true savings.

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Manitoba

The provincial government announced in May 2013 that it would allow municipalities to proceed with amalgamations "that reflect contemporary realities and their structures as they plan for the future."

The Municipal Amalgamations Act was subsequently enacted in 2013 requiring that municipalities with a population less than 1,000 amalgamate with one or more neighboring municipalities by 2015.

Two municipalities with populations less than 1,000 were exempted from the requirement to amalgamate due to their uniqueness as resort municipalities. In 2013 and 2014, the government passed legislation to amalgamate 107 municipalities (65 rural municipalities, 25 towns and 17 villages) into 47 units effective January 1, 2015. These amalgamations reduced the number of municipalities in the province from 197 to 137.

British Columbia

In 2012, the provincial government reviewed the taxation tools and powers, levels and sources of other revenues oflocaJ government, but did not make any structural changes.

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5. SUMMARY OF FINDINGS

5.1 Governance structure

The Town is governed by a Town Council, consisting of a Mayor and six Councillors. Town Council governs in a Council/Standing Committee/Committee of Council structure. (See Figure 5.1)

Standing Committees consist of a Councillor and the respective department head. They discuss matters specifically related to their committee's mandate. Committee of Council (commonly referred to as Committee of the Whole) meets monthly to review reports and review and prepare recommendations for the regular monthly meeting of Town Council. Generally, Town Council and Committee of Council hold one meeting each per month. In addition, Town Councillors may also be appointed to other community agencies, boards and commissions.

Specific bylaws, approved by Council, are in place to guide all meetings and the decision making process. Agendas are prepared and circulated to all Council and Committee ofthe Council members, followed by transcription and circulation of appropriate minutes that are duly approved. The Mayor serves as Chair of Town Council meetings and Committee of Council meetings. Each Councillor chairs one of the standing committees. Generally, decisions made by Town Council will have already gone through Committee of Council where the majority of debate takes place.

In completing this review, individual confidential interviews were held with the Mayor and every Town Councillor. Several expressed concerns about the effectiveness of the governance and departmental structure, and the relationship between elected officials and staff under the CAO management system. Several also felt that communication between the CAO, Council, staff, and public needed improvement, including communication between staff at the Garcelon Civic Center and Town Hall. Others felt that human resources, in general, needed considerable attention. All these matters are addressed in our recommendations.

Standing committees

Council has several standing committees as shown in Figure 5.1. The use of Standing Committees creates a situation where one Councillor (the Chair of a standing committee) has access to information about a matter in advance of other Council members. In itself, early access to this information may not be a problem, however most municipalities are of the view that information should be shared equally (and at the same time) with all members of Council.


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Figure 5.1 Current Town of St. Stephen Governance Structure

Council

I I

Standing Committee Appointments to Committees of Council Boards & Agencies

- Police & Fire -Parks & Rec - Library Board

- Public Works - Business Improvement Area

_ - Finance & Admin -Chocolate Museum

- Property, Bylaws & - - Chocolate Fest

Environment - Charlotte County IVJuseum

- Planning, Promotion - International Festival

& Tourism - Charles Todd Scholarship

Recommendation Gt: That the Town eliminate the Standing Committees (noted in Figure 5.1). The tasks currently handled by the Standing Committees would become the responsibility of staff alone, who will make any necessary recommendations (motions) through to the Committee of Council-which consists of the entire Town Council. Motions that are approved by Committee of Council would be placed on the agenda for the following Town Council meeting.

{Optional recommendation) The Town may also consider changing the name of "Committee of Council" to "Committee of the Whole" which is more commonly understood and used by other municipalities.

Town of St . Stephen - Organizational Review Final Report I

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5.2 Staff organizational structure

The Town is managed by a Chief Administrative Officer (CAO), appointed by Town Council, whose responsibility and authority is designated in Bylaw-10 of the Town. The CAO manages the daily operations of the Town within the policies and bylaws approved by Town Council.

The CAO has the authority to expend funds and to receive all funds in accordance with the annual budget approved by Town Council. The CAO is responsible for hiring and management of all staff employed by the Town, and to manage all agreements and contracts on behalf of the Town.

The CAO provides advice to ·council on all matters within his responsibility to assist the Town Council in effective decision making. The CAO attends all meetings of Council and Committee of Council.

The Town employs 39 permanent full-time employees. In addition, the Town employs casual, part-time, and seasonal employees as required in departments across the organization.

The departmental organization chart (under the CAO) is consistent with other municipalities in that senior managers of departments report directly to the CAO and other staff report to the supervisors.

Under the current structure, the CAO has an excessively large number of direct reports, making it difficult for him to provide effective leadership to staff and guidance and advice to Council. It is important that the number of direct reports to the CAO be manageable.

There is also evidence that departments operate in a silo mentality, without coordination or communication among departments. An organizational structure must be carefully developed and operated in a way that encourages cross-departmental use of resources and facilitates effective communication to provide services efficiently.

The current staff organizational structure is shown in Figure 5.2.

A proposed staff organizational structure is shown in Figure 5.3.

Town of St. Stephen - Organiziltional Review Fin ill Report I

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Figure 5.2 Current Organizational Chart

Chief Administrative Officer I Municipal

Planning Officer

Town Clerk

I I I I I I I I

Aquatics Mgr Operations & Events HR & Office Parks & Director of

Maintenance FlreChlef Recreation Treasurer Civic Center Coordinator Manager Operations

Coordinator Director

I I I I I I Administrative Assistant Streets Maintenance & & Accounting Volunteers Horticulturist

Custodial Staff Clerk Treasurer Supervisor

I I I I I Reception and Manager Utility Hospitality Firefighters Seasonal Staff Accounts Attendants (2) Payable

Supervisor

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Staff of Fire Drivers Benefits/ .. Department Accounts

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Receivable


Figure 5.3 Proposed Organizational Chart

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Director of Protective Services/

Fire Chief

Are Driver

Fire Fighters

Volunteers

I

EMO SeNices

RCMP (liaison)

Bylaw Enforcement

Animal Control

Town Council

Chief Administrative Officer I Municipal

Planning Officer

Executive Assistant I _ Town Clerk

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Director of Corporate Services

I Manager of Finance

Accounts Receivable I Compensation I Benefits

Accounts Payable

Human Resources Assistant/Reception

Finance Clerk

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Director of Operations & Infrastructure

I Supervisor Water/Sewer

Treatment Plant Operator

Assistant Treatment Plant Operator

Supervisor Public Works

Operators

Labourers

Operator I Mechanic

SupeNisor


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Director of Culture & Community

Services

I Park Maintenance

Horticulturist

Operations Manager

Aquatics & Fitness Center Supervisor

Lifeguard

Maintenance & Custodial Staff

Reception/Hospitality

Events Coordinator

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Key Components of Organizational Framework

The key components of an organizational framework are shown in Figure 5.4. This framework illustrates the foundation for the recommendations we are making to the Town on governance and administration systems.

You can see from this chart the clear responsibilities of each component within the Town and the manner in which both components (governance and administrative) interact to ensure its success. As well, the importance of a shared vision and teamwork is illustrated so that the Town functions well in all areas.

Town Council delegates the level of responsibility and role to staff in some measure-.What measure that is depends on the capability and quantity of staff resources. What is clear, however, is that staff should be given the responsibility to not only manage the service delivery effectively, but provide quality information on which Council bases its decisions.

In order for staff to accomplish that goal, several management processes must be in place including:

• Management control processes • Financial management processes • Human resource management processes • Leadership and accountability processes • Administrative procedures • Management information systems • Strategic or business planning processes

Any structure for the Town should take into consideration its future-not just the present Council and staff and its short term needs. The structure should support the goals of the Town as stated in its vision, mission and values statements.

In some ways, professional public management practices and systems operate like the private sector. The Council can act as a Board of Directors, giving direction in the form of by-laws and policies to management who in-turn manage and implement the dayto-day affairs of the Town, on behalf of Council.

In return for this delegation of responsibility and authority, management must provide information to Council to demonstrate its accountability to the Council and to the public.

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Just as a Board of Directors and staff of a private sector business strive to attain the same goals, Council and staff of the Town strive to attain the same goals-although the drive for bottom~line profitability is replaced by human and public service.

Organizational relationships are vital for efficient delivery of services to the public. There must be an effective relationship among members of Council, between Council and management, between management and staff, and among staff. All of these people are vital to the success of the Town. Trust, motivation, and communication are all criteria that will enhance the service to the public, who funds these services.

Recommendation S1 That the Town's organizational structure be amended to reflect the relationships and responsibilities shown in Figure 5.4.

Comparative Staffing Levels

We were asked to determine if overall staffing levels were appropriate relative to other municipalities of comparable size population.

We received data from three other municipalities (Sussex, Dalhousie, Oromocto). Woodstock also agreed to submit their data but have yet to do so.

Here is a breakdown ofst.affing levels (by areas of responsibility) compared to St. Stephen:

Pop Admin/ Utilities/ Recreation/

Town (2016) Finance Works Fire Civic Center Total

St. Stephen 4,415 7 15 6 10 38

Woodstock 5,228 na na na na na

Sussex 4,282 7 14 2 4 27

Dalhousie 3,126 4 16 0 3 23

Oromocto 9,223 9 26 21 20 66

Recommendation S2 That the Town take no specific action at this time on overall staffing levels as there is insufficient comparative data available to draw firm conclusions.

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Figure 5.4 Key Components of Organizational Framework

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5.3 Human resources

As part of the organizational study, individual confidential interviews were held with 14 Town employees. A questionnaire was also used to gather information, and employees were given the opportunity to share any other information they felt was_ important to be considered as part of the study.

In some cases written submissions were provided. Many of the employees interviewed expressed their support for the study and their appreciation for the opportunity to participate.

Specific attention was given to understanding how the Town's human resources are managed in light of human resource best practices. Employees were surveyed to gain an understanding oftheir levels of satisfaction with their jobs, relationships with their supervisor, salaries, and the availability of training ~nd professional development opportunities.

As well, areas of performance management, job descriptions, employee morale and the level of teamwork were examined. The Town's human resource policy manual was also reviewed.

Our review found that overall management of the Town's human resources-and human resources practices in general-is weak. This directly impacts employee morale and productivity which, in turn, impacts the delivery of services to the publ~.c~

Some of the more serious deficiencies identified included little evidence of formal performance evaluations; very few employees have current job descriptions; and the majority of staff feel that morale and teamwork among employees needs to be improved.

The Town's HR Policy Manual is outdated and most employees are unaware of the policies that govern their workplace. This results in perceptions of unfair and inconsistent human resource management practices by supervisors.

Overall, the Town requires a human resource strategy to promote proper practices and ensure employees are motivated, productive, and accountable for the job duties and responsibilities assigned to them.

Further, a strategy will mitigate the risk to the Town of successful claims under Human Rights, Labour or Occupational Health & Safety legislation.


L .• ~W-~,.!!; . . ~- ----~ -·.-----~11 The importance of a human resource strategy cannot be overstated. Employees are the Town's main resource for delivering services. Strategic HR planning links the management of employees directly to the goals of Council and, as a result, employees are better able to understand how their roles link to the achievement of those goals.

The implementation of a well-planned strategy coordinates human resources, increases productivity, and ensures the Town is able to meet its current and future human resources needs. And, most important, employees feel supported and experience high levels of job satisfaction-which is critical to the success of any organization.

The key components of a human resources strategy are shown in Figure 5.5. Focus and attention to every component is important for positive and productive workplaces.

Figure 5.5 Components of a Human Resource Strategy

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Training, learning and development

All organizations-whether public sector or private-must ensure that employees have the necessary knowledge and skills required to complete their duties effectively, efficiently, and safely.

At the moment, the Town has no formal training and development programs in place. Steps should be taken soon to ensure employees have the necessary competency levels to perform their jobs. Learning can include a variety of approaches including structured training courses, mentoring, coaching, job shadowing, peer exchanges, and self-directed learning.

A systematic program of learning, training and development blends the needs of the Town with the needs and aspirations of individual employees. The aim is to improve organizational performance and to engage employees in their career development

While training does require an investment oftime and money, the real cost of a poorly trained staff is often considerably higher.

Recommendation HR1 That the Town adopt a Training and Professional Development Policy for staff that will identify criteria for training and development opportunities to be funded by the Town. This will ensure employees maintain required knowledge, skills and abilities (KSAs) to perform their jobs successfully. All job descriptions should also list the required KSAs.

Recommendation HR2 That the annual performance review process be revised so that it identifies employees who require formal certification or specific skills training to perform their jobs effectively, and that a process be put in place which ensures they receive this training.

Recommendation HR3 That the Town develop organizational training programs specifically in the areas of leadership and supervisory training for managers and supervisors; building teams and teamwork; and communication skills.

Recommendation HR4 That during the annual budgeting process the Town allocate funding to support the individual and organizational training needs.

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Recommendation HRS That a more robust operational human resources service be put in place to implement the recommendations related to human resources. It may be appropriate to share a human resources staff person with the Region.

Succession planning

The stability and sustainability of an organization requires effective succession planning that includes an established process to meet current and future staffing requirements. Council and residents rely on staff to provide services and achieve organizational goals. It is important to think about what would happen to those services or the Town's ability to fulfill its mission if a key staff member left or is absent for an extended period of time.

Another reason to focus on succession planning is the changing realities of workplaces. The fast pace of technology developments, increasing public demands and impending retirement of baby boomers all have a major impact on workforce capacity.

Recommendation HR6 That the Town identify critical positions in the organization and establish succession plans for each of these positions.

Compensation and benefits

Compensation consists of more than the salary employees are paid. It includes all of the rewards earned by employees in return for their labour. These rewards include direct financial compensation (salaries or wages); indirect financial compensation (pension, health benefits, paid holidays, etc.); and non-financial compensation (training & professional development, recognition, work environment, etc.)

While employees tend to focus on direct financial compensation when contemplating their rewards, it is the non-financial rewards that tend to be more effective for achieving productivity and long-term employee engagement This is especially true for those employees who are relatively satisfied with their salary.

There are several key policies that ensure an organization's compensation and benefits are competitive to attract and retain a qualified workforce. The first is a salary administration plan policy that establishes levels of compensation that are internally equitable, externally competitive, and financially feasible.

Next, is an employee benefits policy that outlines entitlement to the Town's Pension Plan and Employee Benefit Program for full-time and part-time employees. Last are . policies for non-financial compensation such as an Employee Wellness Policy.

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Recommendation HR7 That the Town adopt a Salary Administration Plan Policy for non-unionized staff setting out the requirement for complete, accurate and up-to date job descriptions, annual performance evaluations for all employees, job evaluations to ensure internal equity and the requirement for regular salary reviews to ensure external equity for salaries paid to all Town employees.

Recommendation HRO That the Town develop salary scales based on the results of internal job evaluations and an external salary review. Placement on salary levels will be determined from the results of the job evaluation process and movement across steps will be based on an employee's job performance as reflected in their annual performance evaluation.

Recommendation HR9 That the Town undertake a complete review of all non-financial compensation policies and update where necessary to ensure legal compliance and current trends.

Managing people and their work

A fundamental proof of good management is that all employees know what to do, how well they are performing, and what they need to learn in order to do a better job. Setting clear targets and expectations, ensuring employees get objective feedback on their performance and having a personal development plan will drive more effective individual behaviour, increase productivity and enhance service delivery to the public. Strong and trusting workplace relationships are also important in building employee commitmentto their work and the Town as an organization.

Recommendation HR10 That the Town review and maintain a new formal performance evaluation system for all employees that documents the key aspects of an employee's performance, includes jointly developed work plans and performance objectives for the coming year, and identifies any training or professional development required to ensure the employee's job skills are kept current andjor to meet new job requirements.

Recommendation HR11 That training be provided to all directors and supervisors who have responsibility for managing the work and efforts of other employees. This training will develop their skills in planning the work for the employees they supervise and enhance their supervisory skills. Also, that the training includes best practices for conducting performance evaluation meetings and addressing employee performance that falls below job standards.

Town of St. Stephen -Organizational Review Fin~l Report I

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Getting the right people

Staffing is all about hiring the right people with the right skills who have the capacity to embrace the culture of a public sector organization. Hiring mistakes may become a huge financial burden. The cost is compounded when a hiring mistake erodes employee morale and disrupts the workplace. A proper and complete hiring process that is fairly conducted will avoid expensive and reputation damaging human rights claims.

Once hired, it is important that new employees receive the proper orientation, not just to learn their duties and responsibilities, but to be introduced to the organization and its policies and procedures. An effective orientation will also make the new employee feel comfortable, helping them to learn about their role and the organization's culture and values.

Recommendation HR12 That the Town undertake a complete review of all recruitment and selection policies and update where necessary to ensure legal compliance and reflect current trends.

Recommendation HR13 That the Town develop a New Employee Orientation Program for newly hired employees to ensure new employees feel welcome, are aware of organizational policies and practices, and have a complete understanding of their role, duties and responsibilities.

Keeping the right people

Following the investment to recruit, orient and train qualified employees, it is important to ensure the management and organizational practices support the retention of those employees.

Employee engagement is the commitment and energy that employees bring to their job and is a key indicator of employee dedication to the organization. Employees who feel satisfied and engaged are more loyal and productive.

Employee recognition must be a sincere and heartfelt acknowledgement of an individual or team's behavior, effort and accomplishments in the performance of not only their job duties and responsibilities, but also positive contributions to the workplace in general. The benefits to the organization are numerous, the most obvious being improved employee motivation, morale and loyalty. Other benefits include a greater sense of ownership of one's work and employee retention.


Recommendation HR14 That the Town develop an employee recognition policy where employees who achieve targets and performance goals, or significant milestones in their career (like 20 years employment] are recognized and celebrated by their peers and Council.

Recommendation HR15 That the Town develop a process for the progressive discipline of employees who are not meeting job standards or who exhibit poor performance in the workplace.

Workplaces that work

The management of an organization's human resources has a direct effect on an organization's culture and productivity. In addition to the responsibility of managing employees' work discussed previously, directors and supervisors also have a responsibility to motivate, coach, and mentor the employees reporting to them in a way that supports a positive and supportive work environment.

This in turn creates an organizational culture where employees feel recognized, valued and safe. As noted previously, it is recommended that directors and supervisors be given the necessary supervisory training to effectively manage all employees reporting to them.

The culture of an organization is directly influenced by its history, management philosophy and employee core beliefs about how the workplace operates. Key aspects of the workplace that impact organizational culture include support for employee work/life balance, how conflict in the workplace is resolved, tolerance for breaches in the professional conduct of employees, safety and the overall physical, emotional and spiritual wellness of employees.

Recommendation HR16 That the Town's human resource policy manual-once finalized-be easily accessible by directors, supervisors and all employees, preferably in an electronic format

Recommendation HR17 That, when new policies are developed or old ones revised, the Town provide training for all managers and supervisors to ensure a common understanding of the policy and that it be implemented and applied consistently across the organization.

Recommendation HR18 That a communication plan be developed for the release ofnew and updated policies and that employee meetings be conducted to advise and inform employees and provide a forum for discussion.


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Recommendation HR19 That the Town's human resource policies be reviewed at least every three years to ensure they are kept updated and current

Policy framework

Every employer must understand and comply with employment related legislation and regulations such as Labour Standards, Human Rights and Occupational Health and Safety. At a minimum, organizational policies must comply with employment legislation, however, it is not uncommon for certain human resource policies to exceed these minimum requirements.

Since policies communicate organizational values, it is important that they support the spirit and intentions of Council and management for how the workplace will be managed. Consistency in how policies are administered is critical to employee buy-in and the development of a positive, productive workplace culture.

Recommendation HR20 That the Town undertake a complete review of all human resource policies to ensure legal compliance and identify opportunities for improvements to ensure all policies are up-to-date and meet the current needs of the Town. Employees must be encouraged to participate in the review. Part of this review will be to identify emerging workplace issues, such as cannabis legalization, and develop appropriate policies.


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5.4 Leadership and management

There are signs that the role and responsibilities of the Chief Administrative Officer is not fully accepted nor fully understood. This is demonstrated when certain employees engage with Town Councillors, in effect, "going around" their supervisor. If not curtailed, Council decision making could be less effective, and the quality of public service may be negatively impacted.

Managers should not only be responsible for managing the operation, but should be required to provide strategic information and advice to Town Council on the future opportunities of the Town.

Staff suggests that they have insufficient time to devote to the future, as they are fully utilized in handling the day-to-day operating issues. The Town will not move forward with this work mode. It is incumbent that the managers be engaged to assist in creating a vision, an ultimate responsibility of the Town Council.

A formal "management team" does not exist. Although there may be dialogue among the CAD, Manager of Finance, Manager of Recreation, Fire Chief and the Director of Operations, there is no formal team concept that meets regularly to facilitate consistent management practices, share resources among departments, identify future challenges and opportunities, and prepare researched reports from the group of senior managers.

Recommendation LM1 That the Town Council provide support to the CAD in a manner that the entire organization recognizes and complies with the role, authority and responsibility of the Chief Administrative Officer.

Recommendation LM2 That the CAO role include the responsibility to assist Town Council in developing and maintaining a future vision, and that regular reports be provided on its status.

Recommendation LM3 That the CAO formalize, through policy, the formation of a senior leadership team consisting of the CAO and Directors. The committee will meet regularly to discuss items ofinterestwithin departments or among all departments; to provide formal advice to Town Council as requested or as deemed necessary by members of the committee; and to develop a consistent management philosophy across all departments in the Town; and other mandates as determined by the committee.


5.5 Financial management

The Town receives an audited statement of financial affairs annually from its appointed external auditor. In addition, the auditor .provides a management letter that relates any deficiencies and improvements that are required to ensure that internal controls are in place and financial management practices are appropriate.

It is the role of the CAO to ensure that these issues are addressed and a report is prepared to an Audit Committee in response to the management letter.

We have observed-and some Councillors have expressed concerns-that Town Council does not receive audited financial statements on a timely basis. These would typically be received within three months of fiscal year-end.

Timely financial statements would also be helpful in the preparation of the annual operating budget.

Recommendation Fl That three-year rolling operating and capital budgets are prepared annually prior to the start of each fisc a I year.

Recommendation F2 That Town Council consider a public consultation process to receive public input into preparation of the annual budgets.

Recommendation F3 That the CAO assign the responsibility for preparing these budgets to the Director of Corporate Services.

Recommendation F4 That department heads participate in the budget preparation process by preparing their own draft departmental and capital budgets.

Recommendation F5 That the Director of Corporate Services provide to management and Town Council regular monthly financial statements that include at a minimum a Statement of Income and Expenditures (compared to previous year and budget) and a Balance Sheet Explanation for any variances should be reported by the responsible manager.

Town of St. Stephen -Organizational Review Final Report j ---'

Recommendation F6 That each department head be accountable on a monthly basis for any expenditure and revenue variances from budget, reporting reasons for all major variances to the CAO and Director of Corporate Services.

Recommendation F7 That the Director of Corporate Services present to Town Council each month, beginning in September_ a forecast of revenues and expenditures to year-end, based on the best available information. This forecast may change each month but is intended to examine the projected surplusjde.ficit compared to the original budget

Recommendation F8 That the Director of Corporate Services draft the following financial policies for consideration of Town Council: budget preparation policy, debt management policy, and cash and investment policy. Although processes are in place, documentation is lacking in each of these areas.

Town of St. Stephen -Organizational Review Final Report J

5.6 Accountability

The Town does not have a current strategic plan.

A strategic plan provides long-term vision, focus, plans and actions that provide a sense of purpose for Council, staff, and public. The absence of a plan has created confusion and lack of an integrated focus in Town operations and Council future planning. Councillors indicated that little time and effort is spent by the Council-and management-on long-range thinking and planning.

A well-prepared plan will set a strategic direction for the future. It will improve Council's decision-making process, help plan for the use of financial resources, and give the public a sense of confidence that elected officials are moving forward in a strategic, rather than reactive, manner.

The strategic plan is intended to guide and coordinate Council and staff in serving the public over the next three to five years-subject to review and revision as necessary. A plan is not meant to cover everything the Town does. Rather, it sets out major priorities which will be addressed along with many other responsibilities.

Town Council is accountable to the public. Town operations are responsible to the Town Council, through a CAO. It is critical that a reporting system be in place to meet the obligation of reporting on the assigned responsibilities.

There is no evidence that Town Council, other than during budget deliberations, assesses the ongoing relevance of services and programs delivered by the Town. Evaluation of the relevance of public services is a role of decision makers and management to facilitate financial decisions, and to determine if the outcomes of programs meet key performance targets. Measuring results is a role of management and should be an expectation of Town Council.

Recommendation A1 That Town Council undertake a strategic planning process that will guide the Town into the future and provide a clearly stated vision for the public and staff

Recommendation A2 That the CAO, in concert with Council, develop a quarterly report to the public that, at a minimum, identifies progress being made in achieving the goals and objectives stated in the strategic plan. Any major deviations from the plan should be reported with an explanation for the variance.


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Recommendation A3 That the management committee (senior leadership team) develop key performance indicators that are reported to Council and department heads on a regular basis. These key indicators should be built into the employee performance review system.

Recommendation A4 That a reporting system be established whereby all agencies that receive financial support from the Town report on their activities and future issues on a quarterly basis. This would include agencies such as RCMP, Future St. Stephen, and others.


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5.7 Communication

Good communication among employees; between employees and their Supervisors; between the CAD and Managers; and between Council and the CAD is vital for efficient operations and the delivery of quality services to the public.

Equally important is communication with the public and external stakeholders. Communication with the public can be in various forms, ranging from information sharing as part of good customer service, to formal communications related to Council initiatives, services and programs, and emergency notifications. In all cases, information should be timely and flow consistently throughout the organization and into the community.

There are a number of media to facilitate internal communications.

Regular internal departmental and organizational staff meetings can provide the opportunity for management to keep employees informed about developments and decisions in the Town. Staff meetings also provide the opportunity for upward communication where staff share ideas and organizational issues with management.

In addition to face-to-face meetings, the Town can communicate with employees through electronic employee bulletin boards, e-mail, and information booklets.

Regular communication between Council and staff is facilitated by the CAD whose responsibility it is to ensure that directors are kept abreast of Council decisions and directives. Directors in turn are responsible to keep employees informed. Technology and social media offer opportunities for dynamic and instantaneous communication with the public and external stakeholders.

Recommendation C1 That the Town develop a communication strategy for how information sharing will be handled for both internal and external communications.

Recommendation C2 That the Town develop a staff meeting policy that will require, at a minimum, regular monthly departmental staff meetings and semi-annual CAO meetings with all Town staff.

Recommendation C3 That that the CAO and all directors and supervisors receive supervisory training in how to communicate effectively with employees.


Recommendation C4 That all employees who work with the public (Garcelon Civic Center. reception, finance, etc.) receive training in communication and customer service.

Citizen engagement

The lack of engagement and public participation in local government should be of concern to Town Council. Rarely, if ever, does a citizen attend public meetings, and rarely does the Town seek public involvement or feedback.

As is typical in most municipalities, the public will only provide a response when an issue directly affects them or their business. Town Council has an interest in improving this situation. There are recommendations and literature available about this subject. Prior to developing a policy or practice to improve public engagement, Town Council should research some successful practices followed in other municipalities.

A good source of research would be the Institute of Local Government in California who produced the 10 Principles of Local Government Public Engagement. These principles are summarized as follows:

• Inclusive Planning: The planning and design of a public engagement process includes input from appropriate local officials as well as from members of intended participant communities.

• Transparency: There is clarity and transparency about public engagement process sponsorship, purpose, design, and how decision makers will use the process results.

• Authentic Intent: A primary purpose of the public engagement process is to generate public views and ideas to help shape local government action or policy, rather than persuade residents to accept a decision that has already been made.

• Breadth of Participation: The public engagement process includes people and viewpoints that are broadly reflective of the local agency's population of affected residents.

• Informed Participation: Participants in the public engagement process have information and/ or access to expertise consistent with the work that sponsors and conveners ask them to do.


• Accessible Participation: Public engagement processes are broadly accessible in terms of location, time, and language, and support the engagement of residents with disabilities.

• Appropriate Process: The public engagement process utilizes one or more discussion formats that are responsive to the needs of identified participant groups, and encourages full, authentic, effective and equitable participation consistent with process purposes. This may include relationships with existing community forums.

• Authentic Use of Information Received: The ideas, preferences, and/or recommendations contributed by the public are documented and seriously considered by decision makers.

• Feedback to Participants: Local officials communicate ultimate decisions back to process participants and the broader public, with a description of how the public input was considered and used.

• Evaluation: Sponsors and participants evaluate each public engagement process with the collected feedback and learning shared broadly and applied to future engagement efforts.

Recommendation CS That Town Council develop a policy of public engagement and consultation which will

encourage public interaction between residents and businesses with Town Council.


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5.8 Risk management

Risk management has become a key requirement for organizations to protect the stakeholders (taxpayers, in this case) from a financial burden in the future. The financial risk can manifest itself in the form of increased insurance costs or damages caused by the risk.

With the exception of the Emergency Measures Organization, which is responsible for disaster planning and response, there does not appear to be a formal risk management policy and program to identify and mitigate current and future threats and risks in the operation of the Town.

Recommendation RM1 That the CAO prepare for consideration of Town Council a risk management policy with the assistance of the Town insurer to identify risks and mitigation practices.

Town of St. Stephen -Organizational Review Final Report I _j

5.9 Information management and technology

Information is abundant Whether it is hard copy records, electronic data or corporate memory, how well information is managed has a direct impact on the productivity of staff and efficiency of service delivery to the public.

Sound and informed decision-making by Council and staff is compromised when information is not accessible, timely or questionable. Of equal concern is the loss of valuable corporate memory when a key employee leaves the employ ofthe Town taking valuable information gained through experience that has not been documented.

Hand-in-hand with information management is technology and "e-government." These concepts have changed the way organizations operate and deliver services to the public. The expectations of taxpayers are also changing, placing an increased demand on organizations to provide timely, up-to-date, and accurate information and services.

The use of IT is fundamental for providing services to the public and facilitating both internal and external communications. The Town currently contracts network administration and some end user support, however, there was no evidence offormal planning to manage the Town's IT needs into the future. Development of an IT program is needed to ensure the proper management of the Town's IT infrastructure and resources.

In developing an IT program, it will be necessary to undertake a needs assessment to identify the critical business processes, data requirements, information needs and opportunities that exist for enhanced service delivery. Based on the information collected during the assessment, an IT program can be developed that will enable more efficient operations, enhanced service delivery and the timely replacement of technology in a financially responsible manner.

Recommendation IT1 That the Town develop an information management strategy for the management of all the Town's information including hard copy and electronic records, as well as corporate memory.

Recommendation IT2 That the Town engage the services of an external IT expert to undertake a needs assessment so as to develop an IT program that will enable proactive management of the Town's IT infrastructure and provide for the timely and affordable replacement of IT resources.

Town of St. Stephen -Organizational Review Final Report I ----'

5.10 Alternative service delivery

It is evident that there are services provided by the Town which could be shared with adjacent municipal units, or alternatively through the regional bodies. These services include information technology, solid waste management, recreation services (through shared facilities and programs), emergency services (through regional emergency management organizations), and planning and development.

Delivery of services is shared among special agencies, the Province ofNew Brunswick, among municipal units, and regional approaches to cooperation. These shared services, however, require a regional approach to decision making which at times can be slow. This is because most decisions require the approval of a majority ofthe partners in the service being shared.

These arrangements normally require Boards and staff expertise, which is time consuming. Despite these shortcomings, the outcome of cooperation generally results in a more organized approach to delivery as well as cost efficiencies.

In addition to services that are being shared now, the Town may wish to examine (at a future date) the merits of sharing additional services with neighbouring municipalities. These additional services could include accounting, tax and water billing and collections, accounts payable, accounts receivable, and human resources.

Recommendation SD1 That any further inter-municipal agreements be delayed until other human resources, accountability, and general management recommendations contained in this report have been implemented.


5.11 Municipal indicators

Municipal indicators provide valuable statistical data for determining how financial results compare with other municipal units similar in demographics, size and service to St. Stephen.

There are many types of indicators available that can identify the overall financial condition of the Town, including measures for revenue, budget, capital debt, demographics, and economic dimensions. Accumulating these indicators over a period of time also provides insight into the financial trends of the Town.

Th~re are key basic municipal statistics available which provide excellent comparative analysis for municipal units. For example, the New Brunswick Department of Environment and Local Government reports to municipal units on a number of important indicators on the overall financial condition of each municipal unit This enables individual municipalities to compare their results against others.

Within this system of reporting, municipalities in New Brunswick are grouped based on factors such as tax base, density, and population. Group C includes St. Stephen and the towns of Caraquet, Grand Falls, Oromocto, Sackville, Shediac, Shippigan, Sussex and Woodstock. Financial information from these municipalities is gathered and reported back to the municipalities. This information is used to determine the rate of equalization funding paid to each municipality.

Many data points are available that would assist the Town including:

• Municipal tax rates • Municipal sewer and water rates • Budget by service expenditure, including debt and property service • Comparative municipal data, including demographics and infrastructure

Each municipal unit in New Brunswick is included in a "Group" for further analyses and calculation of the equalization grant. It would be possible to determine a "best fit" to compare with the Town of St Stephen. Such a formal report to Town Council (by staff) would be useful in determining appropriate service and expenditure levels that aligns with what other municipalities are doing.

Recommendation MI1 That staff and Town Council develop and use key indicators when determining the financial goals and strategic direction for the Town's financial condition and service levels.


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5.12 Economic development

The definition of"economic development" and "community development" appear to be varied among the stakeholders providing the services. There are organizations having some involvement in marketing, business attraction, downtown improvement, promoting facilities, etc. -all in the name of "development" of some sort. These very worthwhile efforts require coordination and hence, financial and human resources provided by the Town.

Recommendation ED1 That the Town closely monitor the coordination, financial and human resources devoted to economic and communit;y development undertaken by the agencies providing those services. This will ensure that financial resources provided by the Town are utilized efficiently.

Town of St. St ephen -Organizational Review Final Report l

5.13 Physical office space and Garcelon Civic Center

We have been requested to examine the work space and office allocation to determine its efficiency.

The current office space at the Town Hall Ganong site consists of the Council Chambers, reception area and nine offices. Each staff person in the facility is located in their own office. The acoustics in the workplace allows most conversations to be overheard by everyone, even in their individual office.

There is little space for confidential client or staff conferences to be held. The office layout is not conducive to teamwork, collaboration, and staff interaction.

The space at the Garcelon Civic Center, while more plentiful, is not well-organized and appears to be allocated in a manner that is inefficient for staff interaction. There also seems to be unallocated space which could be developed into Town offices and departmental workspaces, should the Town decide to move into the civic center.

It was clear from our employee interviews that staff of the civic center see themselves as working for the civic center, not the Town of St. Stephen. Undoubtedly, their physical detachment from the rest of Town staff contributes significantly to this feeling.

Approximately $60,000 per year is incurred for rent for Town Hall facilities. There may be cost savings if all Town offices were located at the civic center. Being in one location would also contribute to a more cohesive and efficient operation, and result in improved public access to all services.

Co-locating all staff and services in one location would also increase public access to Town services.

Recommendation OS 1 That the Town consider carrying out a study to determine if it is feasible to co-locate all Town operations at the Gorce/on Civic Center in the near future.

Town of St. Stephen -Organizational Review Final Report I -----=

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APPENDICES

1. Summary of Recommendations

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Appendix 1 Summary of Recommendations

GOVERANCESTRUCTURE

Gl. That the Town eliminate the Standing Committees (noted in Figure 5.1). The tasks currently handled by the Standing Committees would become the responsibility of staff alone, who will make any necessary recommendations (motions) through to the Committee of Council-which consists of the entire Town Council. Motions that are approved by Committee of Council would be placed on the agenda for the following Town Council meeting.

(Optional recommendation) The Town may also consider changing the name of "Committee of Council" to "Committee of the Whole" which is more commonly understood and used by other municipalities .

STAFF ORGANIZATIONAL STRUCTURE

St. That the Town's organizational structure be amended to reflect the relationships and responsibilities shown in Figure 5.4.

S2. That the Town take no specific action at this time on overall staffing levels as there is insufficient comparative data available to draw firm conclusions.

HUMAN RESOURCES

HR1. That the Town adopt a Training and Professional Development Policy for all staff that will identify the criteria for training and development opportunities to be funded by the Town. This will ensure employees maintain the required knowledge, skills and abilities to perform their jobs.

HR2. That the annual performance review process be revised so that it identifies employees who require formal certification or specific skills training to perform their jobs effectively, and that a process be put in place which ensures they receive this training.

HR3. That the Town develop organizational training programs specifically in the areas ofleadership and supervisory training for managers and supervisors; building teams and teamwork; and communication skills.


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HR4. That during the annual budgeting process the Town allocate funding to support the individual and organizational training needs.

HRS. That a more robust operational human resources service be put in place to implement the recommendations related to human resources. It may be appropriate to share a human resources staff person with the Region.

HR6. That the Town identify critical positions in the organization and establish succession plans for each of these positions.

HR7. That the Town adopt a Salary Administration Plan Policy for non-unionized staff setting out the requirement for complete, accurate and up-to date job descriptions, annual performance evaluations for all employees, job evaluations to ensure internal equity and the requirement for regular salary reviews to ensure external equity for salaries paid to all Town employees.

HR8. That the Town develop salary scales based on the results of internal job evaluations and an external salary review. Placement on salary levels will be determined from the results of the job evaluation process and movement across steps will be based on an employee's job performance as reflected in their annual performance evaluation.

HR9. That the Town undertake a complete review of all non-financial compensation policies and update where necessary to ensure legal compliance and current trends.

HR10. That the Town review and maintain a new formal performance evaluation system for all employees that documents the key aspects of an employee's performance, includes jointly developed work plans and performance objectives for the coming year, and identifies any training or professional development required to ensure the employee's job skills are kept current and/or to meet new job requirements.

HR11. That training be provided to all directors and supervisors who have responsibility for managing the work and efforts of other employees. This training will develop their skills in planning the work for the employees they supervise and enhance their supervisory skills. Also, that the training includes best practices for conducting performance evaluation meetings and addressing employee performance that falls below job standards.

HR12. That the Town undertake a complete review of all recruitment and selection policies and update where necessary to ensure legal compliance and reflect current trends.

Town of St. Stephen -Organizational Review Final Report I ---:

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HR13. That the Town develop aNew Employee Orientation Program for newly hired employees to ensure new employees feel welcome, are aware of organizational policies and practices, and have a complete understanding of their role, duties and resp o nsi biliti es.

HR14. That the Town develop an employee recognition policy where employees who achieve targets and performance goals, or significant milestones in their career (like 20 years employment) are recognized and celebrated by their peers and Council.

HR15. That the Town develop a process for the progressive discipline of employees who are not meeting job standards or who exhibit poor performance in the workplace.

HR16. That the Town's human resource policy manual-once developed-be easily accessible by directors, supervisors and all employees, preferably in an electronic format.

HR17. That, when new policies are developed or old ones revised, the Town provide training for all managers and supervisors to ensure a common understanding of the policy and that it be implemented and applied consistently across the organization.

HR18. That a communication plan be developed for the release of new and updated policies and that employee meetings be conducted to advise and inform employees and provide a forum for discussion.

HR19. That the Town's human resource policies be reviewed at least every three years to ensure they are kept updated and current.

HR20. That the Town undertake a complete review of all human resource policies to ensure legal compliance and identify opportunities for improvements to ensure all policies are up-to-date and meet the current needs of the Town. Employees must be encouraged to participate in the review. Part of this review will be to identify emerging workplace issues, such as cannabis legalization, and develop appropriate policies.

LEADERSHIP AND MANAGEMENT

LM1. That the Town Council provide support to the CAO in a manner that the entire organization recognizes and complies with the role, authority and responsibility of the Chief Administrative Officer.

LM2. That the CAO role include the responsibility to assist Town Council in developing and maintaining a future vision, and that regular reports be provided on its status.

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LM3. That the CAO formalize, through policy, the formation of a senior leadership team consisting of the CAO and Directors. The committee will meet regularly to discuss items of interest within departments or among all departments; to provide formal advice to Town Council as requested or as deemed necessary by members of the committee; and to develop a consistent management philosophy across all departments in the Town; and other mandates as determined by the committee.

FINANCIAL MANAGEMENT

Fl. That three-year rolling operating and capital budgets are prepared annually prior to the start of each fiscal year.

F2. That Town Council consider a public consultation process to receive public input into preparation of the annual budgets.

F3. That the CAO assign the responsibility for preparing these budgets to the Treasurer.

F4. That department heads participate in the budget preparation process by preparing their own draft departmental and capital budgets.

F5. That the Treasurer provide to management and Town Council regular monthly financial statements that include at a minimum a Statement of Income and Expenditures (compared to previous year and budget) and a Balance Sheet. Explanation for any variances should be reported by the responsible manager.

F6. That each department head be accountable on a monthly basis for any expenditure and revenue variances from budget, reporting reasons for all major variances to the CAO and Director of Corporate Services.

F7. That the Treasurer present to Town Council each month, beginning in September, a forecast of revenues and expenditures to year-end, based on the best available information. This forecast may change each month but is intended to examine the projected surplus/deficit compared to the original budget.

F8. That the Treasurer draft the following financial policies for consideration of Town Council: budget preparation policy, debt management policy, and cash and investment policy. Although processes are in place, documentation is lacking in each of these areas.

Town of St. Stephen - Organiziltionill Review Fin ill Report I -------"

ACCOUNT ABILITY

A1. That Town Council undertake a strategic planning process that will guide the Town into the future and provide a clearly stated vision for the public and staff.

A2. That the CAO, in concert with Council, develop a semi-annual report to the public that, as a minimum, identifies progress being made in achieving the goals and objectives stated in the strategic plan. Any major deviations from the plan should be reported with an explanation for the variance.

A3. That the management committee (senior leadership team) develop key performance indicators that are reported to Council and department heads on a regular basis. These key indicators should be built into the employee performance review system.

A4. That a reporting system be established whereby all agencies that receive financial support from the Town report on their activities and future issues on a quarterly basis. This would include agencies such as RCMP, Future St. Stephen, and others.

COMMUNICATION

C1. That the Town develop a communication strategy for how information sharing will be handled for both internal and external communications.

C2. That the Town develop a staff meeting policy that will require, at a minimum, regular monthly departmental staff meetings and semi-annual CAO meetings with all Town staff.

C3. That that the CAO and all directors and supervisors receive supervisory training in how to communicate effectively with employees.

C4. That all employees who work with the public (Garcelon Civic Center, reception, finance, etc.) receive training in communication and customer service.

CS. That Town Council develop a policy of public engagement and consultation which will encourage public interaction between residents and businesses with Town Council.

Town of St. Stephen -Organizational Review Final Report I --~

RISK MANAGEMENT

RMt. That the CAO prepare for consideration of Town Council a risk management policy with the assistance of the Town insurer to identify risks and mitigation practices.

INFORMATION MANAGEMENT AND TECHNOLOGY

ITt. That the Town develop an information management strategy for the management of all the Town's information including hard copy and electronic records, as well as corporate memory.

IT2. That the Town engage the services of an external IT expert to undertake a needs assessment so as to develop an IT program that will enable proactive management of the Town's IT infrastructure and provide for the timely and affordable replacement of IT resources.

ALTERNATIVE SERVICE DELIVERY

SDl. That any further inter-municipal agreements be delayed until other human resources, accountability, and general management recommendations contained in this report have been implemented.

MUNICIPAL INDICATORS

Mil. That staff and Town Council develop and use key indicators when determining the financial goals and strategic direction for the Town's financial condition and service levels.

ECONOMIC DEVELOPMENT

EDt. That the Town closely monitor the coordination, financial and human resources devoted to economic and community development undertaken by the agencies providing those services. This will ensure that financial resources provided by the Town are utilized efficiently.

PHYSICAL OFFICE SPACE AND GARCELON CIVIC CENTER

OSl: That the Town consider carrying out a study to determine if it is feasible to colocate all Town operations at the Garcelon Civic Center in the near future.

Town of St. Stephen - Organizational Review Final Report I

To:

From:

Resource Staff:

Date of Meeting:

Subject:

Town of St. Stephen


Report: TC 01-18

Mayor and Council

Joan Flewelling, Town Clerk

N/A

November 14, 2018

CHANGE OF DATE: DECEMBER 2018 REGULAR TOWN COUNCIL MEETING

Recommendation: That Council consider a motion at the next Regular Session on Monday,

November 26, 2018 to change the date of the Reg~lar Session of Council in December to the

third (3rd) Monday.

BACKGROUND

Due to the holidays, I suggest the December Regular Council meeting scheduled for Monday,

December 24th @ 7:00 p.m. (4th Monday), be rescheduled to the third (3rd) Monday, December

17th @ 7:00 p.m.

The Committees meeting would also change from Wednesday, December 12, 2018 @ 5:00 p.m.

to Wednesday, December 5, 2018 @ 5:00 p.m.

Report of Parks & Recreation Dept. October 20 18

Parks • We have finished all sport field maintenance for the season.

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• Playteck Enterprise will be down this Fall to correct the issues with the tennis courts. • All garbage cans, benches and picnic tables have been put away for season. • Splash Pad and fountains have been winterized. • Rotary Club House has been shut down for the winter. • Hanging baskets and planters have all been brought in for the winter. • Fall clean-up and bulb planting is ongoing.

Recreation • Jenna has begun working on the mural wall. • Fall/Winter brochure has been sent out. • Working on 3rd Annual Wall ofFame Induction Ceremony. • Attended Recreation NB AGM meetings. • Continue work on Jumpstart

Pool • Heat pumps worked extremely well this summer. • Building is cleaned up and has been winterized. • Will continue to work on maintenance and repair issues next Spring.

Meetings

• FRPA • CC Mtg • SportNB • Jumpstart • RNB • U17's

Michael O'Connell Director, Parks and Recreation

Garcelon Civic Center

Pool • Fall lessons end November 1 ~ • National Lifeguard Exam November 12th (3 candidates + 1 recert) • Friday afternoon aquafit and aqua jog classes have become a hit. We are planning to add more afternoon

classes throughout the week, doing a trial of it in December. • Winter Swimming Lesson registration will begin December 1Oth. Winter session set to begin the week of

January~.

Facility • Very successful World U17 game, thanks to all who helped out. • Two new casuals added to Maintenance staff. • Working on eire. pump and electrical issues from power outage. • Exploring UPS systems or possibly generator for building.

Michael 0' Connell Director, Parks and Recreation

Christmas Parade/Promotion

Activities:

Events and Community Relations Monthly Report- October 2018

o Met with the joint Promotional committee (BIA, Chamber and Town) twice in October, in

addition to multiple calls and emails

o Worked in cooperation with the Chamber/BIA/Christmas Promotion committee to finalize the

Christmas season and activities and brochure (see attached)

o Began organizing and receiving parade applications. Hand delivered to 96 locations by a

volunteer, link posted on website, extra copies provided to GCC and Town Office

. o Confirmed with GCC management and BIA that the painted Christmas tree will be on the

window at GCC again this year.

o Created a Christmas sub-committee dedicated to the 3 Town sponsored events (Tree Lighting,

Christmas Parade, Santa's Arrival/Holiday Movie), organized volunteers for costumes for the holiday season

o Please see attached the yet unpublished Community Christmas Brochure

Description of Town-Owned Activities:

November 16th- Tree Lighting 5:30pm

The Town of St. Stephen is inviting children of all ages to make decorations based on the theme, "Christmas Around the World," to hang on the tree in Town Square during the Tree Lighting event on Friday, November 16th, at 5:30PM. Afterwards, ornaments will be moved to the Garcelon Civic Center and placed on a community tree for everyone to enjoy during the holiday season.

December 7th- Christqtas Parade 7:00 PM

On Friday, December 7th at 7:00PM, the Town of St. Stephen will be hosting the Christmas Parade. As usual, the parade will make its way down King Street and along on Milltown Blvd with a gentle zone from the starting point to Border Arena. Canada Post will be collecting letters along throughout the parade, and kids, remember to include your full return address so Santa can write you back!

December Sth- Santa's Arrival11:30AM-1:30PM (Movie@ 2PM)

The Town of St. Stephen is hosting Santa's Arrival again this year at the Garcelon Civic Center on Saturday, December 8th, from 11:30 AM to 1:30PM. This is an event for the entire family! Santa photos are hosted by St. Stephen-Milltown Rotary Club.

New this year, stop by the Garcelon Civic Center beginning November 19th from 8am-4pm Monday to Friday (only) to get your photo fast pass timeslot! The tickets will be offered in

fifteen minute time slots and will give head of the line privileges to those individuals during the time range indicated on your ticket. Walk-ins are, of course, still welcome.

Following Santa's Arrival there will be a Christmas film showing at the Garcelon Civic Center beginning at 2pm. The movie is open to the public and admission is free. The choice of the film is TBA at a later date.

Garcelon Civic Center

Activities:

o Continued to train and work with staff {10) in the lower and upper canteens.

• Complete inventories and ordered stock as required

o Hockey games (x 7)- supervise and train new staff during 6 Aces hockey games and 1 W-U17

• W-U17 game was record breaking for the upper Canteen.

• Jeff and Jason volunteered for portable bar and $100 in gratuities raised and

donated to foodbank.

o Event bookings- continue to supervise the room reservations for incoming requests at the GCC

o Oversaw the Chamber Gala night at the Garcelon Center. Well attended, and a good sales night

for the bar.

Website and Facebook Pages

o Continued to perform, or supervise, the addition of the Christmas events to the Town Website and Facebook page

o Become an admin on the St. Stephen Community Spirit Page

o Updated and shared events from other organizations as applicable and requested (i.e. Shelley Scott from Ganong Nature Park events)

Community Relations

o Assisted the Canada pt committee with set-up the day before their event, including delivery and

set-up of Town owned art display board.

o Attended the event on October 17th. Afterwards, showed the documentary crew around town

for the afternoon, and arranged interviews with local individuals to be included in the documentary.

Respectfully submitted,

Michelle Vest

Events Development Coordinator

FRIDAY, NOVEMBER 16 • 4 pm-7 pm Christmas in the ::hocolate Park, hosted by Downtown St. Stephen (BIA) • 5:30 pm Tree lighting in Town Square • 7 pm St. Stephen ACES vs Summers ide Western Capitals • 7 pm-9 pm 98.1 Charlotte FM Annual Operation Christmas Joy Toy Drive and Operation Christmas Joy Silent

Auction, Garcelon Civic Center • 7 pm-1 0 pm Pre-Christmas Coffee House and Open Mic, presented by Quoddy Sound, Oak Hill Community Hall,

in support of hall

SATURDAY,NOVEMBER17 • 9:30 am-2 pm 20th Annual CCSPCA Christmas Craft Sale, St. Stephen Royal Canada legion, 43 Queen St. W. • 10 am-2 pm 4th Annual MES Christmas Extravaganza, 432 Milltown Blvd. • 2 pm Premiere of "St. Stephen Community Memories•, Garcelon Civic Center

SUNDAY,NOVEMBER18 • 2 pm Annual Tree of Memories, Upper Mills United Church, 270 Upper Mills Rd., Upper Mills

FRIDAY, NOVEMBER 23 • 5 pm-Midnight 2nd Annual Black Friday Gift Gala, Garcelon Civic Center

SATURDAY, NOVEMBER 24 - SHOP SMAll ST. STEPHEN • 12 Noon-3 pm The Chocolate Museum Annual Holiday Open House, Free Admission

SUNDAY, NOVEMBER 25 • 1 0 am-4 pm St. Stephen Christmas Farmers' Market, Garcelon Civic Center • 2 pm-7 pm 48th Annual Santa's Helpers, St. Stephen Middle School. 11 School St. • 4 pm-6 pm Multicultural Association of Charlotte County presents International Holiday Celebration at the

St. Stephen Royal Canadian Legion, 43 Queen St. W.

THURSDAY, NOVEMBER 29 • 7 pm Shrek Jr. ·· The Musical presented by SSHS Drama Club, SSHS Auditorium, 282 King St. • 7 pm Home Support Services Inc. Festival of Lights - Memorial Tree lighting, 252 King St.

FRIDAY, NOVEMBER 30 - MIDNIGHT MADNESS Passports available for pic:kup at most participating businesses and in The Saint Croix Courier. Draw date is Dec. 7. •1 pm-10 pm Ten Thousand Villages Fair-Trade Gift Sale, Kirk McColl United Church, 70 King St. with Loyal Tides

Music Collective • 5 pm-1 0 pm Christmas Extravaganza Event, Garcelon Civic Center • 6 pm-9 pm KIDS Midnight Madness, hosted by BGCCC. 54 Disher lane • 6 pm-Midnight Midnight Madness at St. Stephen Curling Club, 1 George St. • 7 pm Shrek Jr. - The Musical presented by SSHS Drama Club, SSHS Auditorium, 282 King St.

SATURDAY, DECEMBER 1 • 9 am-3 pm Ten Thousand Villages Fair-Trade Gift Sale, Kirk McColl United Church, 70 King St. • 6 pm-8 pm BGCCC Christmas Open House, 54 Disher lane • 7 pm-9 pm Annual Christmas Concert NEAR AND FAR, hosted by Anglican Parish of St. Stephen, 30 Prince

William St. • 2 pm Shrek Jr. - The Musical presented by SSHS Drama Club, SSHS Auditorium, 282 King St.

SUNDAY, DECEMBER 2 • 2 pm Shrek Jr. - The Musical presented by SSHS Drama Club, SSHS Auditorium, 282 King St. • 6 pm Journey to Bethlehem, starting at the St. Stephen's Roman Catholic Church, 407 Milltown Blvd. and ending

at the St. Croix Christian Centre, 444 Milltown Blvd.

TUESDAY, DECEMBER 4 • 6 pm Annual Roast Beef Supper and Christmas Jam, hosted by Running out of Time. St. Stephen Royal Canadian

Legion, 43 Queen St. W.

FRIDAY, DECEMBER 7- 1st COMMUNITY CHRISTMAS DRAW • 6 am-9 am 22nd Annual Harbour lights Campaign, hosted by Something's Brewing Cafe, 140 Milltown Blvd. • 7 pm St Stephen Christmas Parade

SATURDAY, DECEMBER 8 • 1 1:30 am-1 :30pm Santa's Arrival, hosted by Town of St. Stephen: Garcelon Civic Center.

Santa Photos are hosted by St. Stephen-Milltown Rotary Club. Cookies and hot chocolate donated by Arauco, and served by the Lionettes.

• 1 pm-5 pm Ginger Bread House Decorating, Ganong Nature Park • 2 pm-4 pm Family Christmas Movie TBA. Garcelon Civic Center • 2:30 pm Playing on the big screen, The Muppet Christmas Carol, St. Croix Public Library, 11 King St. • 7 pm HOCKEY NIGHT IN ST STEPHEN, St. Stephen ACES vs Edmundston Blizzard

SUNDAY, DECEMBER 9

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• 2 pm-5 pm O!cJ Time Countrt Christmas Concert. presented by the St. Stephen Area Chamber of Commerce in support of their 2019 scholarship fund. St. Croix Christian Centre, 444 Milltown Blvd.

• 3 pm St. Stephen ACES vs Miramichi Timberwolves

MONDAY, DECEMBER 10 • S pm-7 pm Sensitive Santa, The Chocolate Museum. Please pre-register by contacting Erin Jean@ 469-1995 or

[email protected] • 7 pm Hospice of Charlotte Memorial Tree Lighting, Humphreys' Funeral Home, 20 Marks St.

FRIDAY, DECEMBER 14 - 2nd COMMUNITY CHRISTMAS DRAW • 7:30 pm-1 0 pm Christmas Coffee House, presented by loyal Tides Music Collective, St. Croix Vineyard Church,

32 Victoria St.

SATURDAY, DECEMBER 15 - SHOP SMALL ST. STEPHEN • 6:15pm CHRISTMAS VARIETY SHOW, hosted by St. Croix Theatre Company, in support of the St. Stephen Middle

School Theatre Renovations, SSHS Auditorium, 282 King St. • 7 pm St. Stephen ACES vs Summerside Western Capitals

SUNDA~DECEMBER16 • 6 pm-8 pm Kiwanis Senior's Christmas Ught Tour. Please phone Guy R Day Insurance Group@ 466-3330 to register • 7 pm Christmas Cantata and Congregation Hymns, Kirk McColl United Church, 70 King St. Free will offering

THURSDAY, DECEMBER 20 • 7 pm The Coming Christmas Play and Cantata, Gateway Cathedral, 18 West St.

FRIDAY, DECEMBER 21 - 3rd COMMUNITY CHRISTMAS DRAW • 7 pm The Coming Christmas Play and Cantata, Gateway Cathedral. 18 West St.

SATURDAY, DECEMBER 22 • 12 Noon-4 pm Winter Solstice, Ganong Nature Park • 7 pm St. Stephen ACES vs Campbellton Tigers • 7 pm The Coming Christmas Play and Cantata, Gateway Cathedral, 18 West St.

MONDAY, DECEMBER 24 • 9 am-1 pm Christmas Community Blood Drive, St. Stephen Royal Canadian l egion, 43 Queen St. W. You have the power to give life this holiday season!

To:

From:

Resource Staff:

Date of Meeting:

Subject:

Town of St. Stephen


Report: EC 01-18


Michelle Vest, Events Development Coordinator

N/A November 14ttt, 2018

Christmas Season Noise By-law Allowances

Recommendation: That Town Council approves the request that noise by-laws for music during the

Christmas Season, Tree Lighting to Christmas Day, follow the same regulations as during Festival week

in August of each year. The Events Development Coordinator requests permission to have music,

either in the form of a live entertainer(s) or a speaker syst~m, at the various events as deemed

appropriate for the atmosphere, Including but not limited to the Christmas in the Park events, Tree

Lighting ceremony and Christmas Parade. Permission Is also requested to allow additional activities

planned by other organizations and provided to the joint Christmas Promotion Committee to be

added to the list as they are scheduled, and in coordination with the Event Development Coordinator

for the Town of St. Stephen.

BACKGROUND

Annually, during St. Stephen's "Festival Week" (First Saturday of August to the following Sunday),

activities are exempt from the standard noise by-laws when done as part of the festival. The Christmas

Promotion Joint Community (Chamber of Commerce, Downtown St. Stephen and Town of St. Stephen

Events Development Coordinator) are looking to have the same allowances for noise d.uring the

Christmas season, in relation to publicized Town events, to allow for a more enjoyable and festive

season around town.

OPTIONS

Option 1-Approve the Recommendation: The Town Council may determine that the proposed request

is appropriate and may approve the recommendation to allow the committee the same exemptions

during the Holiday Season as during Festival Week.

Option 2-Approve some of the recommendation: The Town Council may determine that events be

approved on a case by case basis in writing to the Town Council or their designate.

Option 3-Reject the recommendation: The Town Council may determine that the events during the

Christmas season be subject to standard noise by-laws, requiring presentation to Town Council for each

request.

Our Vision

A New Brunswick where every resident feels valued, heard and that they belong.

Our Mission

To champion and celebrate social cohesion through understanding, respect, and harmony among all New Brunswickers.

Dialogue NB does this by providing organizational, community and thought leadership.

Social cohesion can be described as the links, networks, and relationships that unite people and foster their willingness to cooperate with each other in order to survive and prosper.

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How do we measure Social Cohesion? Social cohesion can be measured by a variety of political, social, economic and cultural indicators.

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Voting lev-els Reomsentivity of elected offiaal;; and government oftictals Participation in mumcip~l meotinqs and local assemblies Levels of trust m the govemrnent and government dgenls

2. Soc1al lndecators:

Perceptions of belonging Levels of volunte{!rlsrn. membershipS In communit~· o rganuations. and charit.:~bte donlltlons Ac:cess to housing Access to ht!1JIU1cmc lnti!PQE!I'lE!fllUOn.al fillffiOS.S

Ac~s to oduc.aiion and professional trnining

3 Econom•c lndlr.alor~:

Social moblhty and equahty income J,ncaualfty SlJU~facllrn'l weth hvireg standards and altltud!!s towards tnc future Levels of acce>s to ba~ic s.erveces

<1 Cultural lndecators

Liwel of preconceptions and oreJudic::es about otilero; P1Jrc.cpteons of preJudice anc1 disc:remlnllhnn agdiMt s~:;lr El\isten~;e of means for resolving ccnfhcts between groups Access to arts anct cui lure Repr~ent;;~rion of various ldom1ties in culture and media

Our Experts in Residence

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Our experts in residence program is a 1 year residency.

They are our Think Tank that:

Identities common goals, values & fat tors;

Proposes a social cohesion ~trategy;

Develops performance indicators;

Proposes pilot projects aimed at fostenng social cohesion

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Social Cohesion Lab foli Youth

Young Promoters of Change.

We are looking for 7 young people (aged 15- 30 years old) that have an idea or project to be implemented in 7 communities in 7 months time. With the support of Jean-Marc Landry's innovation team at Atlantic Lottery.

With our partners:

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What does a Dialogue Community do?

• Establishes and achieves common objectives that benefit all members and constituent groups in the community

o Fights exclusion and marginalization

• Creates a sense of belonging

• Promotes trust

• Offers all of its members the opportunity of upward mobility (rising from a lower to a higher social class or status)

Support from Dialogue B

Your community leader will join others in Moncton for a Train the Trainer workshop on Nov 17th, 2018.

• Development of planning calendar • Community self assessment (Political,

Economic, Culture, and Social factors) • Identification of starting place for work in 90 day buckets to enable tangible and measurable results

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Public Works Report for October 2018

Lee Johnson, Director of Operations, Nov. 05,2018

1: Water system:

a) Finished reading Meters. b) Installed new #1 pump at Maxwell Crossing. c) Replaced 2 Meters. d) Repaired 1 water lateral. e) Two emergency purchases were required to replace 2 chlorinators and the #1 pump at Maxwell Crossing.

2: Streets:

a) Asphalt Patching. b) Cleaned Catch Basins. c) Starting to stockpile sand and gravel. d) Put up Legion Banners. e) Started equipment maintenance for winter.

3: Waste Water:

a) Videoed 7 sewer laterals. b) Rodded 1 sewer lateral. c) Repaired discharge piping at Lift Station #4. d) Installed Manhole on Sinclair St.

4. Project Update:

Street Improvements 2018 (Milltown Boulevard Pleasant Street to Riverside Drive)- Project No. 18~7514 All work except for a small section of concrete sidewalk and grass restoration is complete.

Water and Sanitary Sewer System Extension -Route 3 -Project No. 18~8036 Pipe has been installed to approximately Station 0+273. Currently, construction is slightly behind schedule due to weather and some unforeseen underground constraints. Dillon will discuss options with the Contractor to get back on schedule.

Combined Sewer Separation and Utility Renewal (Murchie Avenue)-ProjectNo.18~7576 Approximately 1/3 of the pipe has been installed on Murchie Avenue. The connection to existing services at Riverside Drive took longer than expected, but the Contractor expects to make up production on the linear work over the next two weeks to get back on schedule.

To:

From:

Resource Staff:

Date of Meeting:

Subject:

Town of St. Stephen


Report: PW 01-18


Lee Johnson, Director of Operations

David Beach, Don Merritt

November 14, 2018

Truck Replacement

Recommendation: That Council authorize the reallocation of projected remaining funds from

the 2018 Transportation Budget accounts Equipment Purchase, Une Painting and Street

Sweeping to purchase a used 1/4 ton truck at a purchase price not to exceed $15,000.

BACKGROUND

The 2002 Nissan 1/4 ton sidewalk sanding truck will no longer pass inspection and is beyond

repair. The Public Works Department is currently trying to locate a used truck as a replacement.

To this end, I have identified $15,000 from the 2018 Transportation Budget that could be used

to purchase a suitable replacement truck.

agenda committees meeting 73 milltown blvd .• suite...

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