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2008-06-07_Agenda Packet--Dossier de l'ordre du jour�1 �i 0 City of Saint John Common Council Meeting Saturday, June 07, 2008 Committee of the Whole 1. Call to Order 9:00 A.M. Council Chamber Council Orientation Session Letter from the City Manager - Common Council Priorities 1.1 Municipalities Act (available on -line) 1.2 Council's Procedural By -law (Available on City's Website) 13 Conflict of Interest 1.4 Pertinent Reports from the City Solicitor 1.5 Proposed Committee Form of Governance By -Law 2.1 The Community's Vision 2.2 Planning Framework- Vision Information & Action 2.3 Service Profiles 3. I City Manager's Notes & Comments to Council 3.2 Assignment of Responsibility for Services (2009 -2010) 3.3 Proposed New Governance Model 4.12008 Operating & Capital Budget 4.2 2008 Water & Sewer Utility Budget 5.1 Travel Policy 1 May 30, 2008 M &C #2008 -138 m His Worship Mayor Ivan Court and Members of Common Council The city of saint John Your Worship and Members of Council: SUBJECT: COMMON COUNCIL'S PRIORITIES Just prior to the Swearing in Ceremony, I recall you mentioning to Councillors that you wish to convene, at some point, what you described as a Priority Setting Session. Coincidentally, Andrew Beckett and I have been reviewing best practices across the country and Andrew, in particular, has reviewed a number of "Priority Documents" from other municipalities. At the same time, we have recognized that Council's priorities should compliment the Community's Vision and support progress towards its implementation. Typically, Council in Saint John has tended to focus on the construction of infrastructure, i.e. build a Police Station, a Sewerage Treatment Facility, a Multiplex, and expand Harbour Passage. In other words, it might be suggested that Council has tended to jump to actions as opposed to priorities. I am attaching a copy of "Council's Priorities, Looking Ahead Moving Forward, City of Calgary. " From staff's perspective, this is one of the best documents we have seen. We would simply ask that Councillors read it and keep it in mind as each contemplates what they think should be Council's priorities. Finally, I noted that reference was made to engaging someone to facilitate a Council's Priority Setting Session at some point. An alternative would be to utilize your own trained facilitators, in particular, Andrew Beckett, Deputy City Manager, Programs and Priorities. Andrew has been doing a lot of facilitation for other organizations and municipalities and I intend on using him and others to help us finalize the Administration's Corporate Plan in support of Council's Priorities and the Community's Vision. In any ev t, simply food for th ht and staff would be extremely pleased and willing to play a role in Wping Council formu a its priorities. Terrence L. Tofteii. CITY MANAGER Attachment: Met IT Oil ill 11t 1. low,. U? If r Fa o"t _0 IL ca 3: 0 -7-3 '-4— cp (a) > O-)o 0 0 1 ry < co i �_ C) 4 I i „` Ft ' l fj va Oil ill 11t 1. low,. U? If r Fa o"t _0 IL ca 3: 0 -7-3 '-4— cp (a) > O-)o 0 0 1 ry < co CD C) va O 0 7CD C.- C) CD-)O E IS v W'w�,V, Im ca C7, co 03 Ell 11 13 0 0 0 4 9 o ■ ail F I co CD S. ■ 00 � } � \ \ } \ \ CQ k \ \ \ / ƒ / co 0 .2 CO CD) 8..E- 0 0 a _0 .L n cu ® 0) Ln Z— E > .7) > u c C: u C C) . ■ 2 C. _r_ E 0 3 co 0 E 0 0 w :3 0 o u 0 0 u z 0 J: ■ ail F I co CD S. ■ C CL. 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'-P C C 2 E C i O CL In C O N D C D O A sp O O A f O C > O O o � � r 3C tO O O C � > Y d W R t Ln N d a din T U O L) O x O O) f t� 9 X+ D Vl C N 'C D_ rn N � N 15 7 m 0 0 N I CD N N N r C c.> E # ' k' ✓may k+h s k f .: '1 � ' P t �'.� +s �- Sys ��• _ �i kwE.- a 17 � \ k _ ». e\ /\ — • : y r. e [[ � _ �l - 6a f§ \ \ \2 \\ ) d co M f\ ({ . � 7( /( \� , \ a . \ Cl) — ) I k ° u C z % \ u u g \ \ 5 § 3 2 ! 2 \ & ` 5 & _ )6 _c %( U \� \ \/ 2) ]\ / cn U Ln 3 0- 2 \ = .c c -t % e �\c / k \\ /^ «® _ @ I=n o \ \ \ \ j \ G = z E j E E \ \ \ \ u \ \ = e @ o § § § / & 2 # o \ E = e y 03\ � ■ E / u G \ ] ` .2 § E 7%\ \0/ \\ \\ U+ n, t � m ( \\ /\ m �§ '2` !\ �2� 2\ k) ]} © 17 co 0 0 N I co O O N N �L O CL N U 3 O 70 S.__ CIO 0 W L �o O .> �p Q V U iK CONFLICT OF INTEREST INFORMATION FROM THE MUNICIPALITIES ACT 90.4(1) Upon the coming into force of this section, and thereafter upon assuming office, each member shall file with the clerk in the form prescribed by regulation a statement disclosing any conflict of interest of which he has knowledge or should reasonably have knowledge; but a member need not disclose particulars of his financial interest or the extent of any interest in any matter giving rise to a conflict of interest. 90.4(2) A disclosure similar to that described in subsection (1) shall forthwith be made by each member where a conflict of interest arises while he is in office. 90.4(3) Where a member has a conflict of interest with respect to any matter in which the council or local board is concerned and he is present at a meeting of council or the local board, a meeting of a committee of council or the local board, or any other meeting at which business of council or the local board is conducted, at which the matter is a subject of consideration he shall, (a) as soon as the matter is introduced, disclose that he has a conflict of interest in the matter; and (b) forthwith withdraw from the meeting room while the matter is under consideration or vote. 9181 DISCLOSURE OF INTEREST (Municipalities Act, R.S.N.B. 1973, c.M -22) Under the Municipalities Act, I, being of (office) (name of municipality or local board) hereby disclose a conflict of interest in that I, my nominee or a family associate has an interest in or is in the employment of the following person, firm, union or association, namely, (Name of person, firm, union or association contracting with or likely to be financially benefitted by a decision of council or local board) This disclosure relates to the following matter, (describe contract or other matter in which the council or local board is concerned) and any other similar matters which come before the council or local board in the future, in which the above named person, firm, union or association is contracting or likely to be financially benefitted by a decision of the council or a local board, until my conflict of interest ceases to exist. DATED at , this day of 19 Signature of Member or Senior Appointed Official Received and filed this day of 19 Clerk DIVULGATION WINTERET (Loi sur les municipalitis, L.R.N.-B. 1973, c.M -22) En vertu de la Loi sur les municipalites, moi, du de , (bureau) (nom de la municipalite ou de la commission locale) divulgue par la presente 1'existence d'un conflit d'interet du fait que j'ai, ou que la personne que j designe ou un membre de ma proche famille a un interet relativement A la personne, la societe, l'as- sociation ou le syndicat suivant ou est 1'employe de l'un d'eux, A savoir, (Nom de la personne, de la societ6, du syndicat ou de 1'asso- ciation traitant des affaires avec le conseil ou la commission locale ou qui est susceptible de tirer des b6nefices de leurs de- cisions) La presente divulgation concerne Faffaire ci -des- sous designee (preciser le contrat ou autre affaire touchant le Con- seil ou la commission locale) et toutes autres affaires semblables dont le conseil ou la commission locale sera saisie A Pavenir et A 1'egard desquelles la personne, la societe, Fasso- ciation ou le syndicat nommes ci- dessus ont passe des contrats, ou bien, seront susceptibles de tirer, relativement A ces affaires, des benefices d'une de- cision du conseil ou d'une commission locale, jusqu'A la fin du conflit d'interet oA je me trouve. 21 Fait A , le jour de 19 Signature du membre ou du dirigeant Requ et depose le 19 Secretaire City Solicitor's Office Bureau de 1'avocat municipal www.saintjohn.ca COMMITTEE OF THE WHOLE May 30, 2008 Committee of the Whole of Common Council of The City of Saint John P.O. Box/C.P. 1971 Saint John, NB /N. -B. Canada E2L 4L1 Mayor Court and Committee Members: Re: The Government of The City of Saint John — 3 Minute Version The City of Saint John The topics dealt with here are treated more extensively in material attached which you can peruse at your convenience. I. Status and Power of The City of Saint John and of Common Council The Corporation of the City of Saint John is comprised of the inhabitants within its geographic boundaries. The Provincial Legislature is the source of a municipality's powers and capacities. In other words, the only authority or power possessed by a municipality is that which the Legislature has conferred either expressly or by necessary implication. The Municipality acts through the Common Council as its agent. All powers of the Municipality are to be exercised by the Common Council. Members of Council have no power to act for the Municipality other than when they meet collectively at a duly constituted meeting of the Common Council. ... /2 WA Committee of the Whole May 30, 2008 Re: The Government of The City of Saint John — 3 Minute Version City Solicitor Page 2 All meetings of a council and of a committee of council must be open to the public unless a topic is being discussed which is specifically enumerated in the Municipalities Act, in which case the public may be excluded pursuant to a council resolution to that effect. Even if a discussion takes place in private, a decision (except one relating to procedure, or giving direction to an officer of the municipality) on that topic must be made at a public meeting. There is no legitimacy to an informal meeting of council or a "caucus" of council members and such should be diligently avoided. Council cannot delegate to any body or person, incorporated or otherwise, any of its powers unless such is clearly provided for in legislation. The legitimate exercise of some powers of the municipality is conditional upon satisfying certain procedural requirements. Failure to do so will likely result in a nullification of the resulting council decisions or actions should the failure be challenged before a Court. II. Administrative Structure of the City of Saint John It is currently provided by the City Government Act that the City Manager is, with certain exceptions, supervising Director of all departments of the Municipality and exercises control of and supervision over the several Directors thereof. In all such matters he is responsible directly to Common Council for the efficient administration of those departments. Those exceptions, also established by the City Government Act, are comprised of the offices of Common Clerk, Commissioner of Finance, City Solicitor, and of the employees in the Common Clerk and City Solicitor's Offices, the latter of whom report to the Common Clerk and City Solicitor respectively. While the four positions in question must honour their mutual independence, that certainly does not preclude a collaborative and cooperative working relationship. The arrangement described is designed to assure that Common Council has available independent advice from policy, financial and legal perspectives. This is not a common feature of municipal administrations, but is one of which Council and the Administration should take full advantage. ... /3 991 Committee of the Whole May 30, 2008 Re: The Government of The City of Saint John — 3 Minute Version III. Personal Liability City Solicitor Page 3 The conduct of members of Council may attract personal liability in that role in basically four ways: liability arising from breach of the conflict provisions of the Municipalities Act; liability arising from breach of the Criminal Code provisions respecting the behaviour of municipal officials; liability arising from the unlawful dealing with municipal property or funds; and liability arising from defaming someone in what is broadly termed "bad faith ". IV. Desire, Power and Money Each time Council is faced with a significant decision it would do well to ask three questions: 1. Do we have the desire to pursue this initiative? 2. Do we have the power to do so? 3. Do we have the money? The foregoing is a simplified though not, I think, simplistic statement of fundamental principles respecting the nature and operation of the Municipality and in particular the City of Saint John. It has been stated that "... it is not the principal that is difficult but its application. " That observation is apropos the principles set out in this correspondence. There are exceptions, limitations and refinements to most and as actual circumstances are encountered, we will assist from a legal perspective with their application. I trust that the foregoing will serve to highlight some of the important principles at play in the operation of the Government of The City of Saint John and as a springboard to the more extensive treatment found in the attached materials. Respectfully Submitted, L John L. Nugent City Solicitor Attach. fez! w City Solicitor's Office Bureau de l'avocat municipal www.saintjohn.ca COMMITTEE OF THE WHOLE May 30, 2008 Committee of the Whole of Common Council of The City of Saint John P.O. Box/C.P. 1971 Saint John, NB /N. -B. Canada E21, 4L1 Mayor Court and Committee Members: Re: The Government of The City of Saint John This material' has been prepared as an introduction to 5 topics which are fundamental to an appreciation of the operation of the government of The City of Saint John. It reflects my opinion as to the meaning and application of various pieces of legislation and relevant case law. The topics to be dealt with are: 1. The City of Saint John — the nature and extent of its legal status; 2. The Common Council of The City of Saint John and its Members — roles and relationships; 3. Public access to the government of the City; 4. Liability of Members of Common Council; and 5. The relationship between Common Council and the civic administration. ... /2 t It draws liberally upon material I have previously presented to Council, dated May 20, 1998, November 17, 2000, February 1, 2002 and May 28, 2004. The latter have here been emended and updated. 911.1 n n; Committee of the Whole City Solicitor May 30, 2008 Page 2 Re: The Government of The City of Saint John 1. The City of Saint John — the nature and extent of its legal status The corporation of The City of Saint John was brought into existence by Royal Charter granted to the inhabitants in 1785 by the first Governor of New Brunswick, Thomas Carleton. The Charter states that it was granted upon the petition of His Majesty's subjects living in this area. Presumably they sought incorporation in order to achieve a unified singular identity. There was some question as to the legal effectiveness of certain provisions of the Charter dealing with the harbour and in order to eliminate any doubt in this respect, the Legislature confirmed the Charter by statute. This is the reason for the language "The City of Saint John created by Royal Charter and confirmed by statute ". The Corporation was initially and continues to be comprised of the inhabitants within geographic defined boundaries. The Royal Charter created a unique form of corporation which has been preserved to the current time — one known as a common law corporation. Its distinctiveness lies in its possessing the power and capacity of a natural person. By contrast, a municipality created pursuant to the Municipalities Act has only those powers and authorities expressly granted, clearly implied or necessary and not merely convenient for the effectuation of the purposes for which it was created. Thus described the City's status as a common law corporation might seem dully technical and impractical but not so — it clothes the City with the potential to engage in absolutely any endeavour the Council believes to be of benefit to the community. For example, at one time this City owned and operated a railway and we could, if Council felt it had merit, operate an airline, establish and operate a manufacturing plant or develop a film production facility. Those are the sorts of activities which would not be within the capacity of a municipality created under the Municipalities Act. In short, the scope of enterprise which lies within the power of The City of Saint John is, from a legal perspective, limitless. Obviously, in practice there are constraints, perhaps the greatest being access to capital. However, if Council were interested in entering into revenue generating activity (not of a taxing nature) the City as a result of its common law status is positioned favourably to do so. In short, the nature and range of activity able to be undertaken by the City of Saint John is limited only by its imagination and access to capital. ... /3 WA Committee of the Whole City Solicitor May 30, 2008 Page 3 Re: The Government of The City of Saint John In addition to conferring upon the City the powers of a natural person, the Charter also granted specific governmental or law- making capacity to the City. Much of this was reflective of the state of development of the community two centuries ago. In the interim the Legislature has given municipalities law making powers in several critical areas. The Municipalities Act is the prime contemporary source of that power. It is noteworthy that the Municipalities Act and the Charter work hand in hand, though in the case of conflict or inconsistency, the Municipalities Act prevails. I would note parenthetically that it is a neat legal question whether in any particular circumstance a conflict exists between pieces of legislation. The Municipalities Act provides every municipality in the Province with the authority to enact by -laws with respect to the "services" which the Act enables a municipality to provide — these include fire protection, roads and streets, regulation of traffic, water, sidewalks, sewerage, garbage and refuse collection and disposal, industrial development and promotion, housing, recreational and sports facilities and programs, etc. As broad as the powers enjoyed by the City are, it must be recognized that they can be altered or even abolished altogether by the Legislature. The existence of municipal government is not guaranteed by the Constitution and as a result municipalities exist at the pleasure of their respective legislatures. Please excuse my departing from the strict format of this correspondence, as I comment that achieving constitutional recognition of local government would undoubtedly be among the most effective means of assuring long term viability of municipalities in this country. The Corporation of The City of Saint John like every corporation has an existence at law which is distinct from that of its members. A corporation is an artificial construct and being intangible it must operate and express its will through human actors. This is where the Common Council enters the picture. ... /4 NQ Committee of the Whole May 30, 2008 Re: The Government of The City of Saint John City Solicitor Page 4 2. The Common Council of The City of Saint John and its Members — roles and relationships The Charter provides that all the powers of the corporation are vested in and exercisable by the Common Council, meaning in effect that the Council is the agent of the Corporation. The same provision is repeated in Section 9(1) of the Municipalities Act: "The powers of a municipality are vested in and shall be exercised by its council.' For the sake of consistency and a common understanding, I point out that the Municipalities Act defines "council" as " ... the mayor and councillors" and the term "member of council" to mean " ... any person elected to a council. " The Municipalities Act specifically stipulates that: "10.2(2) All decisions of a council shall be a) made at a regular or special meeting of the council, and b) adopted by a by -law or resolution of the council. " The Act differentiates between "council " and a "committee of council', the latter including a Committee of the Whole of Council. Individually, members of Common Council have no authority to bind the corporation of the City or to establish the Corporation's position on any matter. Similarly, members of Council collectively have no such authority except when they act at a duly convened meeting of the Council. On occasion in the past Council members have made reference to or sought to promote what they have referred to as "caucus " meetings where the business of the Corporation would be discussed in a forum which was neither a Council meeting nor a Committee of the Whole meeting. This notion is inconsistent with local government in New Brunswick. Such a gathering for purposes of discussing and debating topics which would normally be the subject of Council deliberation is improper. The spring of 2003 saw amendments to the Municipalities Act which addressed the duties of a mayor and those of a councillor. They warrant reproduction here: ... /5 001 Committee of the Whole May 30, 2008 Re: The Government of The City of Saint John "36(1) The mayor of a municipality shall City Solicitor Page 5 (a) preside at all meetings of council, except as provided for otherwise in a procedural by -law enacted pursuant to section 10.3 or in a municipal charter or a private or special Act, (b) provide leadership to council, (c) communicate information and recommend actions to council for the improvement of the municipality's finances, administration and government, (d) speak on issues of concern to the municipality on behalf of council, and (e) perform any other duties conferred upon him or her by this or any other Act or by council. 36(2.1)A councillor of a municipality shall (a) consider the welfare and interests of the entire municipality when making decisions, (b) bring to the attention of council matters that may promote the welfare or interests of the municipality, (c) participate in developing and evaluating the policies and programs of the municipality, (d) participate in meetings of council, council committees and any other body to which he or she is appointed by council, and (e) perform any other duties conferred upon him or her by this or any other Act or by council. " It is also noteworthy that those amendments repealed a long standing provision which had established the mayor as the chief executive officer of a municipality. That status, and there was some difference of opinion as to its significance, no longer exists. As well the most recent changes to the Act stipulate that: ... /6 081 Committee of the Whole May 30, 2008 Re: The Government of The City of Saint John City Solicitor Page 6 "36(1.1) Notwithstanding subsection (1), the mayor of a municipality is subject to the direction and control of council and shall abide by the decisions of council. " It has sometimes been said that the mayor is "the first among equals" and that in my opinion continues to be the case. There is one other matter I would draw to Council's attention respecting the role of Common Council and it has to do with the manner in which that role is performed. There are instances when the legitimate exercise of power demands adherence to certain procedural formalities or requirements. The most common example is probably the processing of an application for the rezoning or redesignation of a property. If the process required by statute or common law is not clearly adhered to, a decision which would otherwise be within the City's authority, will be subject to a declaration of invalidity issued by the court. 3. Public Access to the local government of the City One of the most significant legislative initiatives respecting the operation of municipal government in the Province, in my view, received Royal Assent in April of 2003. It was one which materially enhanced the right of public access to the process of local government. It is worthwhile to briefly review the legislative history of this topic in New Brunswick. In 1973 when the New Brunswick Statutes were last revised, the Municipalities Act made no mention of access to meetings of Common Council. The common law prevailed at that time and as a result there was very limited access as of right, to the process of local government. A provision was added to the Act in 1981 requiring that: "10.2 All decisions of municipal council must be made or ratified in open public council meetings. " Under this arrangement a complex, controversial and critical issue could be disposed of in an open public council meeting with no more than a motion made, seconded and adopted, ratifying a decision taken at a private council meeting. /7 31 Committee of the Whole City Solicitor May 30, 2008 Page 7 Re: The Govemment of The City of Saint John The next year, in 1982, that provision was repealed and replaced with a more extensive arrangement: "10.2(1) All regular and special meetings of a council shall be open to the public. 10.2(2) All decisions of a council shall be made in a regular or special meeting of the council. 10.2(3) Except where otherwise directed by council, a meeting of a committee of council may be open or closed to the public as determined by the committee. " It is noteworthy that the revised s. 10.2 would permit the substance of any issue to be dealt with in a private meeting of committee of council and then brought to an open session for a formal decision. There would be no assurance of public access to council deliberations. In 2003, the Legislature opened the door wide, perhaps as wide as reasonably possible. As a result the overarching principle respecting access to the process of local government is that all meetings of Council or a Committee of Council are open to the public unless it is necessary to discuss a subject, the open discussion of which would prejudice the financial or legal interests of the municipality or the privacy or financial interests of other persons. I have attached a copy of the relevant provisions of the Act for ease of reference. As is often the case, while it is not too difficult to state the operative principle animating the legislation, its application in particular circumstances can be more challenging. In such cases I will provide advice to assist Council or the Committee in determining whether excluding the public is appropriate. In those instances where the public is to be excluded from a meeting, a resolution to that effect must be adopted which must identify clearly by reference to the legislation, the type of matter to be discussed. Vigilance must also be exercised in such meetings to avoid straying into discussion of related matters which do not warrant exclusion of the public. ... /8 K3► Committee of the Whole City Solicitor May 30, 2008 Page 8 Re: The Government of The City of Saint John In short, it is my view that the current legislation opens to the public the deliberation of the Council or Council Committee together with the supporting information made available to them, except in those cases where direct provision has been made for exclusion of the public. 4. Liability of Members of Common Council Members of Council may attract personal liability in that role in basically four ways: civil liability for breach of the conflict provisions of the Municipalities Act; criminal liability for breach of the Criminal Code provisions respecting the behaviour of municipal officials; illegally dealing with municipal property or funds; and defaming someone in bad faith. A. Criminal Code The Criminal Code makes it an indictable offence for a municipal official to demand, accept or offer or agree to accept a loan, reward, advantage or benefit of any kind as consideration for: abstaining from voting in a meeting of a municipal council or committee, ii. voting in favour of or against a measure, a motion or a resolution, iii. aiding in procuring or preventing the adoption of a measure, a motion or a resolution, iv. performing or failing to perform an official act. A person convicted of such an offence is liable to imprisonment for a term of up to five years. B. Conflict provisions of the Municipalities Act Members of Council have a fiduciary duty to the City similar to that owed to a private or public corporation by its directors. Consequently, the common law would characterize as a breach of trust any instance where personal interests conflict with the interests of the corporation. ... /9 01 Committee of the Whole May 30, 2008 Re: The Government of The City of Saint John City Solicitor Page 9 The Municipalities Act has codified a portion of the common law treatment of the "trust" relationship between members and the corporation by identifying circumstances which constitute conflict and providing for a mandatory disclosure process as well as penalties for breach of the statutory requirements. The Municipalities Act identifies four circumstances in which a member would have a conflict of interest: 1. Where the member or a family associate has or proposes to have an interest in any contract in which the Council has an interest, or has an interest in any other matter in which the Council is concerned that would of financial benefit to him or the family associate; 2. Where the member, his nominee or a family associate is a shareholder in or a director or senior officer of a private company that has or proposes to have an interest in any contract with the City; or has an interest in any other matter in which the Council is concerned that would be a benefit to the private company; 3. Where the member, his nominee or a family associate has a controlling interest in or is a director or senior officer of a public company that has or proposes to have a contract with the City; or has an interest in any other matter in which the Council is concerned that would be of financial benefit to the public company; 4. Or the member or a family associate would otherwise benefit financially by a decision of Council in any contract, proposed contract or other matter in which the Council is concerned. The term "family associate" is defined to include a spouse, parent, child, brother or sister. The conflict provisions of the Municipalities Act also apply to any body whose entire membership is appointed under the authority of Council. ... /10 011! Committee of the Whole May 30, 2008 Re: The Government of The City of Saint John City Solicitor Page 10 The latter would include for example, the Planning Advisory Committee, Heritage Preservation Review Board, Rockwood Park Advisory Board, Harbour Station Commission, Aquatic Centre Commission, Power Commission of the City of Saint John, Transit Commission and the Saint John Industrial Parks Ltd. It would not apply to the Saint John Development Corporation, the Harbour Bridge Authority, or the Greater Saint John Economic Development Commission Inc. (Enterprise Saint John). A member who has a conflict is obliged upon taking office and thereafter whenever a conflict arises, to file with the Common Clerk a disclosure of conflict in the prescribed form. This need not, however, identify the details of any financial interest which creates the conflict. This disclosure information is available for examination by the public at the Clerk's Office. When a matter with respect to which a member has a conflict arises at a meeting of Council or of a Committee of Council, the member must declare the conflict at once and then leave the room in which the meeting is held until the meeting has concluded with the matter in question. The Act also prohibits a member from accepting any fees, gifts, gratuities or other benefits that could be reasonably seen to influence a decision made by him in his capacity as a member or to make use in any way of his position or privileged information of which he has knowledge by virtue of his position, for the purpose of personal gain or the personal gain of a family associate. Failure to file a disclosure of conflict or to declare a conflict and absent oneself from a meeting in accordance with the terms of the legislation is an offence the prosecution of which may be instituted at any time within three years following the offence. The penalties provided include a fine of between $120 and $10,000, removal from office upon terms prescribed by a court, prohibition from holding office for a specified period, return of any financial gain realized as a result of the conflict or any other order the court considers appropriate in the circumstances. Notwithstanding these penalty provisions, the court may grant an absolute discharge where it is the view that the violation was one of mere inadvertence and did not result in any personal gain to the person accused. ... /11 K &I Committee of the Whole City Solicitor May 30, 2008 Page 11 Re: The Government of The City of Saint John C. Fiduciary Responsibilities The courts have held that members of Council expose themselves to personal liability in the event of the illegal treatment of public funds or other assets. It has been held to be an illegal expenditure of public funds to deliver them to other than those who have a legitimate claim upon them or to concur in the wrongful diversion of public property. The law is not static, statutes change and the courts' application of fundamental principles evolve. The current atmosphere relating to increased scrutiny of those who owe fiduciary duty with respect to the management of the assets of others whether they be directors of publicly traded companies or senior levels of government should, I believe, elicit caution in the municipal government sphere with respect to public property. The general rule is that a member of Council will not be personally liable for the consequences of a decision provided his position was reasonable and held in good faith. When a decision involves the expenditure of public funds or the disposal of public property, I would suggest that members of Council are best served if they presume that the standard to be applied will be a high one. For example, in the past there have been occasions when groups supporting clearly worthy causes have asked that City land be conveyed to them for a nominal sum. My advice had been that this is not an appropriate disposal of public property if it in fact has more than nominal value. However, as an example of the law's evolution, the Municipalities Act in Section 90.01 now enables a municipality to make a grant to defined categories of recipient when Council is of the opinion that "... the grant will assist in the development of the municipality". D. Defamation Members of Council enjoy a qualified privilege with respect to their comments made at a Council meeting with respect to a matter which is before the Council. That means that they will be protected from liability for a claim for defamation if they speak their mind honestly on matters of local concern. The reason for this protection is to encourage free and frank expression on any matter which the member believes affects the interests or welfare of the inhabitants of the municipality. However, if their expression was uttered with malicious intent, intent to harm or reckless disregard for its truthfulness, then the protection dissolves and the member is exposed to personal liability. ... /12 0.1 Committee of the Whole May 30, 2008 Re: The Government of The City of Saint John City Solicitor Page 12 5. The relationship between Common Council and the civic administration. Though this final topic is of foundational importance its essence can be described quickly and clearly — the applicable legislation has been designed to guarantee that Council receives truly independent advice from the City Manager, Commissioner of Finance and the City Solicitor from a policy, financial and legal perspective respectively. Private legislation commonly referred to as the City Government Act (an Act to Provide for the Government of the City of Saint John, 1936, Chapter 94, 1 Edward VIII, 1936) sets out amongst other things, the administrative framework for the municipal government of the City. Its provisions continue to apply unless in conflict or inconsistent with provisions of the Municipalities Act. With respect to the administrative framework established by the City Government Act, its provisions are not inconsistent or in conflict with those of the Municipalities Act. The City Government Act stipulates as follows in a provision adopted in 1961: "s.14(6) The Common Council may appoint a person having suitable qualifications as supervising director of all departments of the municipal government of the said City, to be known as the `City Manager' or as he may be otherwise called by the Council. Such person shall devote his whole time to the business of the city and be paid a salary to be determined by the Common Council. He shall exercise control of and supervision over the several directors of the said departments, including, but not to limit the generality of the foregoing, the appointment, promotion and dismissal of employees, and shall in all such matters be responsible to the Common Council for the efficient administration of the several departments; provided, however, that this section shall not be deemed to apply to or affect the Common Clerk and the City Solicitor of the City of Saint John who shall not be under the co- ordination and supervision of such City Manager, but shall be directly responsible to the Council, and the employees of these departments shall be under the control and supervision of the said Common Clerk and City Solicitor. " ... /13 0 Committee of the whole City Solicitor May 30, 2008 Page 13 Re: The Government of The City of Saint John An amendment to the Act in 1966 provides that the Commission of Finance as well shall be directly responsible to Common Council. As you can see from the foregoing excerpt the City Manager's role with respect to the control and supervision of the members of the administration of the City does not extend to the Common Clerk or to the Commissioner of Finance or to the City Solicitor. Each of these positions reports directly to Council and the Common Clerk and the City Solicitor are responsible for the control and supervision of employees within their respective departments. While independence in reporting to Council is the hallmark of this arrangement, collaboration and coordination should characterize the working relationship between these positions in order to best serve the Municipality's interests. The structure established by the City Government Act is uncommon and I would opine uncommonly prudent. As I have stated on several occasions to previous Councils and to the City Manager, the Commissioner of Finance and the Common Clerk, considerable comfort should be taken in this structure because it establishes a very robust system of ensuring that Council receives pertinent, independent advice from each of those important perspectives, prior to taking a decision. It is difficult to imagine a structure better balanced or more responsive to the effective functioning of Common Council. There is a simple felicity between the administrative structure established by the City Government Act and a Council's answering the three questions which it can always ask when considering a proposed course of action: (1) Do we want to do it? (a policy question); (2) Do we have the authority to do it? (a legal question); and (3) Do we have the money to do it? (a financial question). ... /14 0 *1 Committee of the Whole May 30, 2008 Re: The Government of The City of Saint John City Solicitor Page 14 At the outset I indicated that this correspondence was designed to be an introduction of a few topics which are fundamental to an appreciation of the operation of the government of The City of Saint John. If it serves only as a point of reference for future discussion and questions, then it will have served a worthwhile purpose. Respectfully Submitted, John I,. Nugent City Solicitor Attachs. Kos] CHAPTER M -22 Municipalities Act 10.1(1)Unless disqualified to vote by reason of interest or otherwise upon a by -law, resolution, motion or for any other purpose, each member present, including the mayor, shall announce his or her vote openly and individually, and the clerk shall record it, and no vote shall be taken by ballot or by any other method of secret voting, and every vote so taken is of no effect. 10.1(2)Notwithstanding subsection (1), a municipality may, in a procedural by -law enacted pursuant to section 10.3 or in a municipal charter or private or special Act of the municipality, provide that the mayor shall not vote except to have a casting vote in the event of a tie. 1975, c.40, s. 1; 2003, c.27, s.5. 10.2(1)Subject to subsection (4), all regular and special meetings of a council shall be open to the public. 10.2(2)All decisions of a council shall be (a)made in a regular or special meeting of the council, and (b)adopted by a by -law or resolution of the council. 10.2(2.1)No act or decision of a council is valid unless it is authorized or adopted by a by -law or resolution at a council meeting. 10.2(3)Subject to subsection (4), all meetings of a committee of council shall be open to the public. 10.2(4)If it is necessary at a meeting of a council or a committee of council to discuss any of the following matters, the public may be excluded from the meeting for the duration of the discussion: (a)information the confidentiality of which is protected by law; (b)personal information; (c)information that could cause financial loss or gain to a person or the municipality or could jeopardize negotiations leading to an agreement or contract; (d)the proposed or pending acquisition or disposition of land for a municipal purpose; (e) information that could violate the confidentiality of information obtained from the Government of Canada or from the Province; ()9information concerning legal opinions or advice provided to the municipality by a municipal solicitor, or privileged communications as between solicitor and client in a matter of municipal business; ![i7 (g)litigation or potential litigation affecting the municipality or any of its agencies, boards or commissions, including a matter before an administrative tribunal; (h)the access to or security of particular buildings, other structures or systems, including computer or communication systems, or the access to or security of methods employed to protect such buildings, other structures or systems; (i) information gathered by police, including the Royal Canadian Mounted Police, in the course of investigating any illegal activity or suspected illegal activity, or the source of such information; or (j)labour and employment matters, including the negotiation of collective agreements. 10.2(5)If a meeting of a committee of council is closed to the public pursuant to subsection (4), no decisions shall be made at the meeting except for decisions related to (a)procedural matters, (b)directions to an officer of the municipality, or (c)directions to a solicitor for the municipality. 10.2(6)If a meeting is closed to the public pursuant to subsection (4), a record shall be made containing only the following: (a)the type of matter under subsection (4) that was discussed during the meeting; and (b)the date of the meeting. 10.2(7)The record made under subsection (6) shall be available for examination by the public in the office of the clerk during regular office hours. 1981, c.52, s.l.l; 1982, c.43, s.2; 2003, c.27, s.6. EII BY -LAW NUMBER ARRETE N° A BY -LAW RESPECTING THE ESTABLISHMENT AND OPERATION OF THE COORDINATING COMMITTEE AND OF STANDING POLICY COMMITTEES OF THE CITY OF SAINT JOHN WHEREAS the City of Saint John operates with a modified form of city manager government as described in the City Government Act 1936 (Chapter(?) S.N.B. 1936); and WHEREAS the Municipalities Act (Chapter M- 22, R.S.N.B. 1973) provides that a municipality "... may provide for, create, alter and abolish committees, ... and delegate administrative powers and duties to them" (s. 4(3)); and WHEREAS it is the purpose of this by -law to establish certain Standing Policy Committees as well as a Coordinating Committee of the Common Council of the City of Saint John, to define their respective roles and mandates and to prescribe as well certain matters respecting their composition, administration and procedure all in a manner consistent with the city manager form of government referred to in the first recital hereof; THEREFORE BE IT ENACTED by the Common Council of the City of Saint John under the authority vested in it by the Municipalities Act, R.S.N.B. 1973, c. M -22 and the Municipal Elections Act, R.S.N.B. 1973, c. M- 21.01, as follows: 1 355 42 Definitions 1(1) In this By -Law, unless the context otherwise requires: a) Council means the Common Council of the City of Saint John; b) Councillor means a member of Council other than the Mayor; C) Goals are statements of what is to be achieved for the future of Saint John; d) Mandate means broadly expressed, statements that define the jurisdiction, purpose and authority of a Standing Policy Committee and which guide the formulating of its policy recommendations to Common Council; e) Member of Council means any person elected to a Council; I) Committee includes the Coordinating Committee and each Standing Policy Committee; 1 355 42 g) Person means an individual, corporation, unincorporated organization and member of the civic administration as well as agencies, boards and commissions established by the City or the Provincial Legislature; h) Policy means a governing principle, plan or course of action that guides or influences future decisions; i) Ward means a ward established by a By -Law Relating to the Composition and Election of the Common Council, enacted by the Common Council of the City of Saint John on the 5`h day of November, 2007; j) Calendar Year means a period of twelve (12) consecutive months beginning on January I" and ending on December 31� . 1(2) The headings in this By -Law are for reference purposes only. Establishment of Committees 2(1) The following Standing Policy Committees are hereby established: a) Social Development Committee b) Economic Development Committee C) Infrastructure Committee d) Community Development Committee 2(2) The Coordinating Committee is hereby established. Roles and Responsibilities of Standing Policies Committees 3(1) The role of a Standing Policy Committee is that of policy advisor to Common Council. Policy is intended to support the achievement of the stated goals of the Saint John Community and within that context a Standing Policy Committee shall advise Common Council with respect to policy development, review and performance evaluation. Each Standing Policy Committee shall operate in a manner consistent with the relevant governance provisions of An Act to Provide for the Government of The City of Saint John, 1936, 1 Edward VIII, (1936), (City Government Act). 3(2) The responsibilities of a Standing Policy Committee include: 2 4956 a) serving, subject to subsection (3) hereof and within its mandate, as a person's initial access point to the municipal decision making process with respect to matters of concern within the community; b) providing a form for substantial debate related to the development, review and performance evaluation of policy and strategic directions respecting topics lying within its mandate; C) providing a forum for open public participation and detailed discussion with citizens as part of the City's decision making process; d) making policy recommendations to Common Council including the prioritization of policies with respect to topics lying within its mandate; e) reviewing and evaluating the effectiveness of those policies adopted by Council and which deal with topics lying within the Committee's mandate; 0 considering reports from members of the civic administration dealing with the implementation of policies adopted by Common Council and dealing with topics lying within the Committee's mandate; g) discharging such other administrative powers and duties as delegated by Council from time to time, consistent with the relevant provisions of the City Government Act; h) consulting with the City Manager or a municipal official designated by the City Manager for that purpose, prior to presenting Common Council with any policy advice; i) consulting with the Commissioner of Finance prior to presenting Common Council with any financial advice; j) consulting with the City Solicitor or a person employed in the City Solicitor's Department and designated by the City Solicitor for that purpose, prior to presenting Common Council with policy advice respecting a matter involving the City's legal liability, rights, obligations or authority. 3 357 !EI ! k) consulting with the Common Clerk or a person employed in the Common Clerk's office and designated by the Common Clerk for that purpose, prior to presenting Common Council with policy advice respecting procedures, governance or related matters. 3(3) All matters of a policy nature are to be considered first by the appropriate Standing Policy Committee as determined by their mandate except in the event that consideration by Common Council is in the opinion of the City Manager or his designate, urgent, in which case such matter shall be considered by Common Council as soon as reasonably possible. 3(4) When the City Manager, Commissioner of Finance, City Solicitor or a person designated by one of them has provided advice to a Standing Policy Committee, a copy thereof shall be provided by the Standing Policy Committee to Common Council at the time of a Standing Policy Committee's submitting any related policy recommendation. 4(1) A Standing Policy Committee may establish, make appointment to and commission one or more subcommittees to assist with the development of a Standing Policy Committee's recommendation to Common Council respecting a proposed or existing policy relating to a topic lying within the Standing Policy Committee's mandate. 4(2) A Standing Policy Committee must adopt Terms of Reference for each proposed subcommittee outlining the latter's purpose, authority and intended deliverables. 4(3) Subcommittees shall be comprised primarily of non - elected members although a member of Common Council may be appointed if a request for such appointment is made. 4(4) Members of subcommittees are not compensated for their service. 4(5) If at a date twelve (12) months following the date of its establishment a subcommittee has not completed the work defined in its Terms of Reference then the Standing Policy Committee by which it was established must review the subcommittee's progress and make a recommendation to Council respecting the subcommittee's continued existence. 4(6) Subject to subsection 4(5) a subcommittee is deemed to be dissolved upon the Standing Policy Committee by which it was created determining that the work defined in the relevant Terms of Reference has been completed. Roles and Responsibilities of Coordinating Committee 4 358 45 5 The role of the Coordinating Committee is to ensure collaboration and consistency in decision making across all Standing Policy Committee mandates. Committee of the Whole Operatine and Capital Budeets 6 The Committee of the Whole of Common Council shall in addition to its ongoing deliberative and advisory role to Common Council be responsible for directing the development of the operating and capital budgets for the City and utilities. In discharging that responsibility the Committee of the Whole has the following responsibilities: a) providing direction to the civic administration through the City Manager with budget guidelines and considerations; b) considering the recommendation of the City Manager respecting proposed operating and capital budgets; C) considering recommendations from the Coordinating Committee and from Standing Policy Committees respecting long term strategic planning; d) receiving submissions from interested persons as deemed appropriate by the Committee of the Whole; e) making recommendation to Council with respect to the proposed operating and capital budgets. Membership 7(1) Each Standing Policy Committee shall be comprised of five (5) Councillors with at least one (1) member from each Ward. 7(2) Each Councillor shall be appointed to, and subject to Sections 18, 19 and 20 hereof, shall at all times be a member of two (2) Standing Policy Committees. 7(3) Each Councillor shall be appointed to not fewer than three (3) Standing Policy Committees during a Council's term of office. 7(4) The Coordinating Committee shall be comprised of the Mayor and the Chairperson of each Standing Policy Committee. The Mayor shall be the Chair of this Committee. 8 The Mayor is an ex- officio member of each 5 359 ![:1 Standing Policy Committee and may participate in debate at meetings thereof, however, at such meetings may not move nor vote upon a motion. 9 The City Manager is an ex- officio non - voting member of each Standing Policy Committee and of the Coordinating Committee. 10 Any Councillor may attend any meeting of any Standing Policy Committee and participate in debate but may not move or second a motion nor vote upon a motion. uorum 11(1) A quorum for a Standing Policy Committee or for the Coordinating Committee is a majority of the members thereof respectively. 12 If neither the Chairperson nor Vice - Chairperson is present at a meeting of a Standing Policy Committee or the Coordinating Committee then the Committee must elect a Chairperson from amongst its members present at that meeting. Public Access 13 Meetings of a Standing Policy Committee or of the Coordinating Committee shall be open to the public in accordance with the relevant provisions of the Municipalities Act unless the public is excluded therefrom pursuant to the applicable provisions of that legislation. Appointment 14(1) Following each quadrennial municipal election Council shall: a) on the recommendation of the Committee of the Whole of Council, appoint two (2) Councillors elected from different Wards to each Standing Policy Committee for a term ending with the expiration of the Council's tel of office; b) on the recommendation of the Mayor appoint a Councillor to each Standing Policy Committee for a term ending on June 30th of the third calendar year of the Council's term of office. Each such Councillor shall be the Chair of the Standing Policy Committee to which he/she has been appointed; C) on the recommendation of the Committee of the Whole of Council and subject to the provisions of subsection 7(1) hereof appoint two (2) Councillors 6 360 47 14 (2) elected from different Wards to each Standing Policy Committee for a term ending on June 30th of the third calendar year of the Council's term of office. a) Council shall on the recommendation of the Mayor appoint a Councillor to each Standing Policy Committee for a term commencing July 1st of the third calendar year of the Council's term of office and ending with the expiration thereof. Each such Councillor shall be the Chairperson of the Standing Policy Committee to which he/she has been appointed; b) Council shall on the recommendation of the Committee of the Whole of Council and subject to the provisions of subsection 7(1) hereof, appoint two (2) Councillors elected from different Wards to each Standing Policy Committee for a term commencing July 1st of the third calendar year of the Council's term of office for a term ending with the expiration thereof. 14 (3) A Councillor may not serve at any one time as Chairperson of more than one Standing Policy Committee. 15(1) Each Standing Policy Committee shall at its first meeting and thereafter at the first meeting following the appointment of a new Chairperson, so often as that shall happen, elect a Vice - Chairperson from amongst its members. 15 (2) If a Vice - Chairperson is not elected as stipulated in Subsection (1) hereof, then Council may appoint a Vice - Chairperson. 16 Each Standing Policy Committee and the Coordinating Committee shall exercise the roles and responsibilities delegated to them respectively in Sections 17 to 21 hereof. Committee Mandates 17 Social Development Committee: To provide leadership and support to advance social development in the City. Specifically the Committee will advocate for and recommend policies and strategies that: 1. provide for a diverse and seamless array of educational opportunities that promote individual self - sufficiency, innovation, creativity and life -long learning. 2. promote a flexible and adaptive housing market that meets the range of 7 361 !E3 needs within our community. 3. provide for a safe, livable community with vibrant neighbourhoods. 18 Economic Development Committee: To provide leadership and support to promote economic growth within the City and ensure that our natural environment is protected, preserved and enhanced. Specifically the Committee will advocate for and recommend policies and strategies that: I . recognize the inherent responsibility of every individual and organization to embrace a shared commitment to environmental stewardship. 2. promotes a diverse, vibrant, resilient, environmentally sound economy that actively supports wealth creation, innovation, entrepreneurship and individual economic well - being. 3. promotes a variety of economic and employment opportunities. 19 Infrastructure Committee: To provide leadership and support to promote the effective and efficient provision of public infrastructure that supports and enhances public health and the movement of people, goods and services throughout the city. Specifically the Committee will advocate for and recommend policies and strategies that: 1. Enhance and protect the health of our citizens. 2. Promote an evolving array of convenient, comfortable, affordable and efficient modes of transportation. 3. Promote active transportation networks that connect the entire city. 20 Community Development Committee: To provide strategic leadership in the creation of a livable and culturally vibrant community where active lifestyles are promoted. Specifically the Committee will advocate for and recommend policies and strategies that: 1. Support active and healthy lifestyles through a diversity of waterfront access; parks and open spaces; sport and recreation facilities and programs; cultural and social venues and events and; public gathering places. 2. Promote the highest standards of quality in architecture, landscaping, infrastructure management and urban design. 3. Promote our natural and built heritage as a key component in developing new and renewed places to live, work, play and learn. 8 362 49 21 Coordinating Committee: To provide leadership and support by ensuring collaboration and consistency of decision - making across all Standing Policy Committees. Specifically the Committee will advocate for and recommend policies and strategies that: 1. foster civic engagement and pride through responsible, cooperative, inclusive and fiscally responsible government that is accountable for achieving results. 2. support a leadership role for the City with other local, provincial and national levels of government to address common challenges and opportunities for our community. 3. support the administration in efforts to recruit and retain the necessary human resources to meet the City's service level standards. 4. making recommendations to Council related to governance, policy and structure; financial planning and budgeting; fiscal policy including revenue, debt and tax policies; audits; appointment of auditors; intergovernmental matters; Council and its operation; human resources and labour relations; and other administrative policy functions related to the operations of the Corporation of the City of Saint John; 5. recommending appointments to Agencies, Boards and Commissions to Common Council; 6. discharging such other administrative powers and duties as delegated by Common Council from time to time, consistent with the relevant provisions of the City Government Act. 22(1) The Council shall revoke a Councillor's appointment to a Standing Policy Committee in the event of a Councillor's having missed three (3) successive meetings of the Standing Policy Committee without having obtained authorization for such absence. 22(2) The receipt by a Standing Policy Committee of a member's written advice that he/she will not be attending a Standing Policy Committee meeting, constitutes "authorization" for the purposes of Section 22(1) hereof. 22(3) Council shall as soon as reasonably possible appoint a Councillor to a Standing Policy Committee for the purpose of replacing a Councillor whose appointment to that Committee has been revoked pursuant to Section 22(1) hereof. 23(1) The Chair of a Standing Policy Committee may recommend to Council that it revoke the appointment of a Councillor to that Committee when the Chairperson is of the opinion that the Councillor in question has: 9 363 6781 a) neglected or refused to operate within the Standing Policy Committee's mandate; or b) neglected or refused to give proper attention to matters before the Standing Policy Committee. 23(2) Council shall as soon as reasonably possible appoint a Councillor to a Standing Policy Committee for the purpose of replacing a Councillor whose appointment to that Standing Policy Committee has been revoked pursuant to Section 23(1) hereof or whose membership therein has ended by reason of death or resignation. 24(1) The Mayor may recommend that Council revoke the appointment of a Chairperson of a Standing Policy Committee when the Mayor is of the opinion that the Chairperson in question has: a) refused or neglected to call meetings of that Committee as required to discharge its duties; b) refused or neglected to conduct the business of the Committee in accordance with its decisions; C) refused or neglected to attend the Committee meetings; or d) neglected or refused to operate within the Standing Policy Committees mandate. 24(2) Council shall as soon as reasonably possible and on the recommendation of the Mayor, appoint a Councillor to a Standing Policy Committee and designate him the Chairperson thereof, for the purpose of replacing a Councillor whose appointment has been revoked following a recommendation pursuant to Subsection 24(1) hereof. 25 Each Councillor as soon as possible following election to Council may submit to the Committee of the Whole a written indication of the Standing Policy Committees upon which he/she would prefer to serve. Similar written submission may be made prior to the appointments to Standing Policy Committees to be made as of July I' of the third year of a Council's term of office. Procedure 26(1) Unless otherwise stated the following rules apply to Standing Policy Committees: a) motions need not be seconded; b) there is no limit to the number of times a member may speak to a question; C) informal discussion of a subject is 10 364 51 permitted when no motion has been made; and d) the Chairperson may make motions, participate in debate and vote on all motions without leaving the Chair. 26(2) Unless specific rules for a Standing Policy Committee procedures exist, Standing Policy procedures must follow the Procedural Rules applicable to the Committee of the Whole of Common Council as set out in the Common Council's Procedural By -Law enacted on the 3.d day of January, 2006. 27 Any matter which a person wishes to be considered by a Standing Policy Committee must be submitted in writing to the Common Clerk who will in consultation with the Chair of the appropriate Committee refer the matter to the Committee's agenda. Minutes 28(1) Minutes must be prepared for all Standing Policy Committee meetings as well as for meetings of the Coordinating Committee. Such minutes will include: a) all decisions and recommendations; b) the names of the Committee members present at and absent from the meeting; C) any conflicts declared pursuant to the provisions of the Municipalities Act or otherwise; and d) the signatures of the Chair and Recording Secretary. 28(2) Minutes must be retained by the Common Clerk in a safe manner and must be made available upon request to the public unless the meeting was closed to the public pursuant to the relevant provisions of the Municipalities Act. 28(3) The Minutes of each Standing Policy Committee meeting and of each Coordinating Committee Meeting must be circulated prior to or at the meeting at which they are to be adopted: a) if there are errors or omissions, the Committee must pass a motion to amend the Minutes and adopt the Minutes as amended; or b) if there are no error or omissions adopt the Minutes as circulated. 28(4) The approved minutes of each Standing Committee meeting will be submitted as an information item to the next regularly scheduled meeting of Common Council. 11 365 61 Schedule 29(1) Unless otherwise directed by the Committee: "Social Development Committee" shall hold its regular meetings on the first Wednesday of each month; "Economic Development Committee" shall hold its regular meetings on the second Wednesday of each month; "Infrastructure Committee" shall hold its regular meetings on the third Wednesday of each month; "Community Development Committee" shall hold its regular meetings on the fourth Wednesday of each month; "The Coordinating Committee" shall hold its regular meetings on the Monday of every second regularly scheduled Committee of the Whole Meeting. 29(2) Unless otherwise determined by the Committee meetings shall be held between 11:30 a.m. and 1:30 p.m. in the Council Chambers, City Hall. 29(3) The Chair of a Standing Policy Committee or the Coordinating Committee may call a meeting of the Committee at any time and must do so if a majority of Committee members so request in writing including a statement of the purpose of the meeting. Notice 30(1) Notice of a meeting of a Standing Policy Committee or of the Coordinating Committee which is not contained in an annual schedule thereof adopted by the respective Committee, must be given in accordance with subsection (2) hereof. 30(2) The Notice referred to in subsection (1) hereof must: a) issue a minimum of 24 hours prior to the meeting date; b) be in writing and specify the time, date, location and purpose of the meeting; C) be posted on the City's website; d) be delivered or electronically transmitted to each Councillor and to the Mayor and the City Manager; e) be available in printed format in the office of the Common Clerk during regular business hours; and 12 366 53 0 provide any other notification as requested by the Committee. IN WITNESS WHEREOF the City of Saint John EN FOI DE QUOI, The City of Saint John a fait has caused the Common Seal of the said City to be apposer son sceau communal sur le present arretd le affixed to this by -law the day of A.D. 2008 avec les signatures suivantes 2008 and signed by: Mayor/Maire Common Clerk/ Greffiere communale First Reading Premiere lecture: Second Reading Deuxieme lecture: Third Reading Troisieme lecture: TABLE OF CONTENTS Title Section Definitions and Interpretation ........................ 1 Standing Policy Committees, Coordinating Committee ................ 2 Roles and Responsibilities of Standing Policy Committees ...........3-4 Roles and Responsibilities of Coordinating Committee ............... 5 Operating and Capital Budgets ........ 6 Membership ..............................7 13 367 54 Mayor Ex- Officio Member ............. 8 City Manager Ex- Officio Member ...................... 9 Quorum...... ............................... 11 Public Access to Meetings .............. 13 Appointment to Committees ............ 14 Chairperson and Vice - Chairperson ......................... 15 Administrative Powers and Duties .. ............................... 16 Mandate of Standing Policy Committees & Coordinating Committee ............. 17 -21 Revocation of Membership ........... 22 -25 Procedural Rules .......................... 26 Minutes...... ............................... 28 Schedule of Meetings ................... 29 Notice ...... ............................... 30 14 368 55 VISION 2015 OUR SAINT JOHN OF THE FUTURE CITY OF SAINT JOHN NOVEMBER 26, 2007 67.1 VII rr rll♦ 61FA VISION 2015 OUR SAINT JOHN OF THE FUTURE TABLE OF CONTENTS ACKNOWLEDGEMENTS............................................ ............................... THE CITIZENS ADVISORY GROUP ....................... ............................... INTRODUCTION........................................................ ............................... WHATIS VISION 2015? ........................................... ............................... WHY IS VISION 2015 IMPORTANT? ......................... ............................... PARTNERING FOR SUCCESS .................................... ............................... HOW WAS VISION 2015 DEVELOPED? ..................... ............................... TRANSLATING VISION INTO ACTION ...................... ............................... COMMUNITY VISION ........................................... ............................... INTEGRATED COMMUNITY SUSTAINABILITY PLAN .......................... COUNCIL PRIORITIES AND STRATEGIC POLICY PLANS .................... CORPORATE STRATEGIC PLAN ........................... ............................... SERVICE DELIVERY PLANS ................................. ............................... WHAT IS A SUSTAINABLE COMMUNITY? ................. ............................... CITIZENS ADVISORY GROUP ................................... ............................... ENGAGING THE COMMUNITY .................................. ............................... OUR SUSTAINABILITY PRINCIPLES ......................... ............................... SUSTAINABILITY PRINCIPLES FOR SAINT JOHN . ............................... Sustainability Principle One ........................... ............................... Sustainability Principle Two ........................... ............................... Sustainability Principle Three ........................ ............................... Sustainability Principle Four ......................... ............................... Sustainability Principle Five .......................... ............................... Sustainability Principle Six ............. ............................... Sustainability Principle Seven ......... ............................... Sustainability Principle Eight .......... ............................... Sustainability Principle Nine ........... ............................... Sustainability Principle Ten ............ ............................... OUR COMMUNITY VISION ........................ ............................... CITY OF SAINT JOHN COMMUNITY VISION STATEMENT... OUR COMMUNITY GOALS ........................ ............................... TWENTY YEAR COMMUNITY GOALS ... ............................... Social................................................ ............................... Economic.......................................... ............................... Environment..................................... ............................... Infrastructure................................... ............................... Governance....................................... ............................... VISION 2015 NEXT STEPS ......................... ............................... RECOMMENDATIONS ................................ ............................... i '. I, I 1-11 ♦ 611Q CITY OF SAINT JOHN NOVEMBER 2007 .............................. 1 .............................. 2 .............................. 3 .............................. 3 .............................. 3 .............................. 4 .............................. 4 .............................. 5 .............................. 5 .............................. 5 .............................. 6 .............................. 6 .............................. 6 .............................. 7 .............................. 7 .............................. 9 .............................. 9 .............................. 9 ............................ 10 ............................ 10 ............................ 11 ............................ 11 ............................ I 1 ............................ 12 .............. I............. 12 ............................ 13 ............................ 13 ..................... ............................... 14 ..................... ............................... 14 ..................... ............................... 14 ...................... I............................. 15 ..................... ............................... 15 ..................... ............................... 15 ..................... ............................... 15 ..................... ............................... 15 ..................... ............................... 16 ..................... ............................... 16 ..................... ............................... 17 VISION 2015 OUR SAINT JOHN OF THE FUTURE 6101 CITY OF SAINT JOHN NOVEMBER 2007 VISION 2015 OUR SAINT JOHN OF THE FUTURE ACKNOWLEDGEMENTS C11 OF SAINT JOHN NOVEMBER 2007 Thank you to the thousands of people who shared their hopes and dreams for the future of Saint John by participating in the public consultation process. Your thoughts and ideas formed the basis for a Community Vision and Goals. We look for your continued support and input as we work to translate your vision into action. Together we will build a stronger community. The City of Saint John Environment Committee is recognized for their time and effort in drafting a set of sustainability principles for the City of Saint John. The Vision 2015 Committee appreciates the contribution made by the Environment Committee. The Vision 2015 Committee would like to acknowledge the valuable role of the Citizens Advisory Group. The leadership and dedication of this group of community leaders was instrumental in the success of the public engagement. Special thanks to Mike Schulze, Susan Atkinson, and Frangois Beaulieu who shared chair person responsibilities throughout the project. THE CITIZENS ADVISORY GROUP Mike Schulze Susan Atkinson Frangois Beaulieu Stephanie Bell Ross Galbraith FiJ 1i7 Daniel Goodwin Sarah Jones Janet McLaughlin Jocelyn Stevens Ivy Wang VISION 2015 CITY OF SAINT JOHN OUR SAINT JOHN OF THE FUTURE NOVEMBER 2007 INTRODUCTION His Worship Mayor Norm McFarlane and Members of Common Council Your Worship and Members of Common Council: I am pleased to provide the final report - Vision 2015 Our Saint John of the Future — to Saint John Common Council. The report outlines the background, process, and results of the Vision 2015 eleven month public engagement lead by the Citizens Advisory Group. The Citizens Advisory Group was asked to accomplish three objectives. The first was to develop a community vision by consulting with the public. The second was to identify goals we can all work towards to achieve this vision, and the third objective was to develop a set of sustainability principles for Saint John. The public engagement process was a tremendous success. The Citizens Advisory Group received feedback from approximately 4.2% of the community, translating into well over fifteen thousand ideas on the future for Saint John. This information became the basis for a community owned and developed vision statement and goals to describe our Saint John of the future. With the support of the Saint John Environment Committee, sustainability principles were developed. Vision 2015 will build on the success of this public consultation. With a community developed vision and goals, we are well prepared to translate vision into action. 2 Aq I VISION 2015 CITY OF SAINT JOHN OUR SAINT JOHN OF THE FUTURE NOVEMBER 2007 WHAT IS VISION 2015? Vision 2015 is a shared plan for continuous improvement to make Saint John a national leader as a sustainable community. Starting with a long -term vision and goals developed and owned by the community, Vision 2015 is a multi -year program designed to translate vision into action while providing balance amongst community needs as we move to a sustainable future for Saint John. The project is using an integrated approach of planning, strategy, action, and performance measurement to align City services to the vision, goals and objectives identified by the citizens of Saint John. WHY IS VISION 2015 IMPORTANT? r� low "Change has to happen by design, not by default. You need a vision, and leadership to acknowledge the problem. And you need a mechanism for translating this vision into the detailed actions that happen on the ground" Elisa Campbell, SPADE I . Many people believe Saint John is on the verge of transformational change. With this change, we have both the opportunity and the responsibility to seek solutions for our community needs and to maximize the benefits on the horizon. We must do this in a way that moves us forward as a sustainable community. Specifically, we must ensure today's solutions do not jeopardize the ability of future generations to meet their needs. Vision 2015 will provide a framework for the City of Saint John to change how it operates in responding to community identified goals and opportunities, while improving accountability and transparency in local government. PARTNERING FOR SUCCESS Saint Johners have completed an important first step. The community has spoken and this voice resulted in the development of a long -term vision and goals for Saint John. Attainment of the community vision and goals will not be easy. Success will require partnerships. Community groups, institutions, businesses, volunteer agencies, individuals and government must work together to reach our common goals. The support of organizations and the people of Saint John is critical in moving towards sustainability. Every person or group can actively participate by examining what they are doing today to ensure success, and what changes they can make in decisions, plans, and actions to ' SPADE - Sustainability Planning and Design Essentials: Fundamentals for Implementing Sustainability into Practice By Elisa Campbell, Elisa Campbell Consulting / Design Centre for Sustainability, School of Architecture and Landscape Architecture at UBC. Page 3. AN VISION 2015 OUR SAINT JOHN OF THE FUTURE CITY OF SAINT JOHN NOVEMBER 2007 move us closer to reaching the community vision. As individuals, we represent many diverse sectors. Collectively, we are all stakeholders working to ensure Saint John moves forward. The City of Saint John has an integral role to play. Vision 2015 will work to ensure that city services are aligned to the desired outcomes for the community. These outcomes directly contribute to the achievement of the vision for Saint John. The City of Saint John will continue to make sure its operation provides value to Saint Johners and that the effectiveness and efficiency of every service will be measured and reported to the community. HOW WAS VISION 2015 DEVELOPED? In February 2005, Saint John Common Council retained Chartwell Inc., a consulting firm specializing in solutions for the public sector, to review operations of the City of Saint John and its Agencies, Boards, and Commissions. Chartwell worked with stakeholders to design, develop, and carry out the review. Close to two- hundred people from the City of Saint John and affiliated organizations, participated in the study that spanned a seven -month period. Chartwell reviewed and analyzed existing strategies, plans, and financial documents. They completed a preliminary inventory of municipal services using the Governments of Canada Strategic Reference Model, a methodology used by many Canadian cities and the Federal Government. The consultant noted that the City was fortunate it had not experienced service failure due to financial challenges and increased demand for quality services. 2 Vision 2015 was a direct recommendation of the Operational Review. Common Council received and approved the Operational Review report in September 2005 and shortly thereafter Vision 2015 was initiated. TRANSLATING VISION INTO ACTION "What is required is a bold step toward the future of Saint John; the wholehearted adoption and embracing of a comprehensive program that represents a significant investment but reaps even more significant rewards — a program that redresses 10 years of under - investment in the City's people and its physical infrastructure; and a program that turns all improvement opportunities into the delivery of superb programs and services that will make Saint John a model community in Atlantic Canada. Vision 2015 — Saint John's Program of Excellence is that program." Alan Mitchell, Chartwell Report, Page 8 Vision 2015 is using a long -term, integrated, planning framework to translate vision into action. The framework recognizes that the City of Saint John, like all municipalities, is a complex system, and it addresses environmental, economic, social, governance, and infrastructure needs.3 2 Chartwell Inc., Saint John Operational Review Program Final Report. 2005. Page 9. 3 City of Saint John Project Charter - Translating Vision Into Action: Defining The Planning Framework �rJ 4 1u 1 *] VISION 2015 CITY OF SAINT JOHN OUR SAINT JOHN OF THE FUTURE NOVEMBER 2007 ectations ies Strateoc POliay Pleas • swn*v poky Years I I I----------------- - - - - -- Figure 1: Translating Vision into Action from City of Saint John Project Charter - Translating Vision Into Action: Defining The Planning Framework ction COMMUNITY VISION The planning framework uses a top down approach that starts with a shared community vision and goals developed through widespread public engagement. The citizens of Saint John not only need to support a vision, it is essential they have an active role in defining it. Successful change happens when those involved in the transformation share and work toward a common purpose. Community participation is essential for Saint John to achieve its vision for the future. INTEGRATED COMMUNITY SUSTAINABILITY PLAN The Integrated Community Sustainability Plan (ICSP) looks twenty to thirty years in the future and is developed in consultation with the community. The strength of an ICSP is the whole systems approach to planning. Policies will be developed to balance the community needs and goals. Along with a community vision and sustainability principles, this plan includes an analysis of current issues, identification of community goals and outcomes, action plans with performance measurement, and an implementation and monitoring plan. COUNCIL PRIORITIES AND STRATEGIC POLICY PLANS Saint John Common Council operates on a four -year term and each new council will set priorities for their mandate from the outcomes and strategies contained in the ICSP. These priorities will be measurable and contribute to reaching the Vision for Saint John. Strategic 11 ' \IV IVH♦ �! VISION 2015 CITY OF SAINT JOHN OUR SAINT JOHN OF THE FUTURE NOVEMBER 2007 policy plans provide more detail on Council priorities. It is expected they will become the responsibility of the Standing Policy Committees under the proposed Council Policy- Committee form of governance. CORPORATE STRATEGIC PLAN Saint John Common Council sets priorities and establishes policy to provide direction to the City of Saint John administration. In doing so Common Council will ensure the services provided by the City are aligned with community outcomes. The corporate strategic plan translates the needs of the community into action plans. It provides the vision, values, principles, focus, and direction for the organization. SERVICE DELIVERY PLANS The final step in the planning framework is the development of Service Delivery Plans. These are detailed administrative plans describing how services will be delivered to successfully achieve the identified outcomes. These plans ensure the community's needs are met, achievement of Council priorities, and maximization of limited resources. WHAT IS A SUSTAINABLE COMMUNITY? In the future, Saint John will be nationally recognized as a sustainable community. The Brundtland definition describes sustainability as "Meeting the needs of the present generation without compromising the ability of future generations to meet their needs." 4But what does this really mean? We think there are three major differences between a sustainable community and a community that uses a traditional approach. A sustainable community recognizes the importance of long range planning and in doing so has a vision and goals to describe the future. This look forward allows communities to determine what needs to be done today to reach tomorrow. Sustainable communities understand that social, economic, and environmental needs are interrelated and take a whole systems approach to provide for balanced priorities. Jog The Brundtland Commission, convened by the United Nations in 1983, was created to address growing concern about the accelerating deterioration of the human environment and natural resources and the impact of that deterioration for economic and social development. In establishing the commission, the UN recognized environmental problems were global in nature and determined that it was in the common interest of all nations to establish policies for sustainable development. Sustainable communities know that community groups, institutions, businesses, volunteer agencies, government and individuals must work together to set goals, form plans, and implement solutions. 4 http: / /en. wikipedia .org /wiki /Sustainability 1% P 1 6 AN VISION 2015 CITY OF SAINT JOHN OUR SAINT JOHN OF THE FUTURE NOVEMBER 2007 CITIZENS ADVISORY GROUP One of the first initiatives in the Vision 2015 public engagement was to establish a Citizens Advisory Group. The citizens of Saint John not only needed to support a vision for the future, it was essential they had an active role in defining this vision. The Citizens Advisory Group led the public engagement. This group was a working committee that researched, planned and implemented the community consultation. The Citizens Advisory Group is a team of community leaders committed to ensuring the success of this project. The group is comprised of, Susan Atkinson, Frangois Beaulieu, Stephanie Bell, Ross Galbraith, Daniel Goodwin, Sarah Jones, Janet McLaughlin, Michael Schulze, Jocelyn Stevens and Ivy Wang. The group prepared the Community Vision Statement and Goals based on the hopes and dreams people of Saint John shared through the consultation. ENGAGING THE COMMUNITY On November 6, 2006, Common Council initiated a wide spread public engagement by adopting the following resolution: "RESOLVED that Common Council endorse and support the initiation of a community consultation process regarding the long -term vision for our community as detailed in the submitted report Vision 2015 — Community Consultation." Engaging the community was accomplished through a Community Visioning project, which was lead by the Citizens Advisory Group. The project had three goals. The first goal was to develop a shared community vision for Saint John through public engagement. The second was to identify outcomes or community needs, because without understanding the needs it will be difficult for the City of Saint John and the community to position Saint John a national leader in sustainability. The last goal of the project was to develop a set of sustainability principles for Saint John. These principles were used to help guide the development of the vision and the goals. One of the first assignments for the Citizens Advisory Group was to prepare a strategy to gather input from as many people in the community as possible. The strategy considered the different stakeholder groups and the best way to engage them in the process. During the public consultation, a great deal of effort was made to identify and engage various stakeholder groups. Reflecting the diversity in the community was a priority in this project. Communication with the public was important and a communications plan was prepared. Both the public engagement and communication strategies were evaluated throughout the process to assess effectiveness and to make adjustments as necessary. Here are some highlights of the public engagement. Q VISION 2015 OUR SAINT JOHN OF THE FUTURE CITY OF SAINT JOHN NOVEMBER 2007 ► Public launch of the community consultation held at the New Brunswick Museum on April 13, 2007. Close to two hundred people attended the well- received event. ► Collaborated with Fusion Saint John on the theme and activities of the "Faces of Fusion Dinner — What's Your Vision for Saint John." ► Release of "My Saint John" video, highlighting opinions about the future of our city and what individuals can do to make this future a reality. ► City of Saint John website hosts the Vision 2015 questionnaire and video. ► Email Campaign, "What are your Hopes and Dreams for Saint John? " involving over fifty stakeholder groups. ► Establishment of a feedback line, 633 -2015, for people wishing to respond verbally to the five questions. ► One - hundred percent participation from middle and high schools in Vision 2015 contest. ► Community barbeques held at the South End, Somerset, North End, Carleton, and Forest Glen Community Centres. Volunteers were on hand to capture the opinions of people requiring assistance. ► Attendance at local events and venues with the questionnaire. ► Solicited group response to the questions. ► Meetings with the local business community. 1. Vision 2015 Facebook set up on the networking web site to exchange ideas about the future of Saint John. ► Collaborated with Saint John Energy to have Vision 2015 messaging on energy bills. ► Support from Harbour Station for promotion of the public consultation on the out door digital billboard. ► Promotional give away sponsored by McDonalds Restaurants for returned surveys. The public consultation concluded in July, 2007. The advisory group received feedback from approximately 4.2 % of the community. This translates into well over fifteen thousand ideas on the future of Saint John. This is a tremendous response and the opinions and comments once again show the commitment the people of Saint John have to our city. The Citizens Advisory Group analyzed, debated, reviewed and understood this information. It became the basis for our Community Vision Statement. 0 Yl VISION 2015 CITY OF SAINT JOHN OUR SAINT JOHN OF THE FUTURE NOVEMBER 2007 The second objective of the project was to identify goals to ensure a clear picture of the needs of the community. The public consultation process was enhanced by hosting an open workshop to assist the Citizens Advisory Group to define community needs. Stakeholder groups and interested individuals from the community were invited to participate in this workshop by public advertisement and direct mailing. Shaping the Vision, A Community Conversation was held on September 25 and 26, 2007 with close to one hundred and fifty individuals attending the two -day workshop. Facilitators from Jacques Whitford expertly guided the participants through a series of sessions to collaboratively develop community goals and to provide feedback on a draft vision statement. At the end of the workshop, substantial progress was made. A set of draft community needs was prepared and ready for the next stage of the engagement. Additional input from a number of stakeholder groups on the draft goals was provided to the Citizens Advisory Group before the final version was prepared. OUR SUSTAINABILITY PRINCIPLES An important goal of the Community Vision project was the development of sustainability principles. The City of Saint John Environment Committee was requested to review and modify the Melbourne Principles to make them applicable to Saint John. The Melbourne Principles were developed to assist cities that wanted to achieve sustainable development. They provide a set of statements on how a sustainable city would function and were intended to guide thinking, and provide a strategic framework for decision making. The Principles are not prescriptive. They allow cities to develop sustainable solutions that are relevant to their particular circumstances and this was the approach taken by the Environment Committee. The Environment Committee completed this initiative and presented the sustainability principles to Common Council in June, 2007. The principles guided the development of the vision and the goals, and are an important component of the whole systems approach to the project. SUSTAINABILITY PRINCIPLES FOR SAINT JOHN Sustainability Principle One Provide a long -term vision for Saint John based on the pillars of sustainability: social / cultural, environmental and economic. Elaboration ► Sustainable development is the process of balancing the need of humans for economic and social development with the need to protect the natural and built environment. Balancing these three areas is commonly referred to as the "Triple Bottom Line ". These needs must be met not only in the present, but in the indefinite future. Sustainable development is defined 9 I VISION 2015 OUR SAINT JOHN OF THE FUTURE CITY OF SAINT JOHN NOVEMBER 2007 as development that meets the needs of the present without compromising the ability of future generations to meet their own needs (Brundtland Commission). ► Saint John is a city experiencing substantial changes to its social, cultural, economic and environmental characteristics. A long -term vision, which is developed with the community, will ensure the informed governance and management of its resources. ► A vision founded on the principles of sustainability will incorporate the needs of all sectors of society. Promoting a legacy of human and natural resource conservation and reflecting the individuality of Saint John are prerequisites. Sustainability Principle Two Recognize and incorporate the valued and distinctive characteristics of Saint John - including its human, cultural, historical and natural attributes - in our vision and planning for a sustainable city. Elaboration 1► Saint John has distinct human, cultural, historic and natural characteristics. It is important to incorporate these characteristics into a plan because this will motivate people in Saint John to achieve sustainable development and regeneration. ► Our local leaders should understand the human and natural characteristics that define our community. Because these characteristics change over time, our local leaders should participate in ongoing community engagement to ensure they remain in touch with the changes in Saint John. ► Understanding these characteristics and their historical context will assist local leaders to gauge the long -term consequences of the decisions made about growth, urban form and the natural environment. Sustainability Principle Three Engage the entire community of Saint John in the planning and implementation of sustainable solutions. Elaboration ► The journey towards sustainability requires strong support from within the community. It is critical to have the active participation of the community in all stages of the process, from long -term planning to implementation of solutions. ► People have a right to be involved in the decisions that affect them. Attention needs to be given to empowering those whose voices are not always heard. Everyone in the community should have the capacity to participate in their local government processes. G. - 10 'UN, 11111\ A1611 VISION 2015 OUR SAINT JOHN OF THE FUTURE Sustainability Principle Four CITY OF SAINT JOHN NOVEMBER 2007 Respect Saint John's natural ecosystems. Act as a custodian for the biodiversity and natural ecosystems of Saint John, and protect and restore them. Elaboration ► Nature is more than a commodity for the benefit of humans. We share the Earth with many other life -forms that have their own intrinsic value. They warrant our respect, whether or not they are of immediate benefit to us. ► It is through people's direct experience with nature that they understand its value and gain a better appreciation of the importance of healthy habitats and ecosystems. This connection provides them with an appreciation of this need to manage our interactions with nature respectfully. ► Just as humans have the ability to alter the habitat and even to extinguish other species, we can also protect and restore biodiversity. Therefore, we have a responsibility to act as custodians for nature. ► Saint John is a coastal city where the Saint John and Kennebecasis Rivers join and meet the ocean. These freshwater, estuarine and seashore ecosystems are critical to the character and future of Saint John. Sustainability Principle Five Model the development of Saint John on the characteristics of natural systems. Elaboration ► Saint John can become more sustainable by modeling urban processes on the ecological principles by which natural ecosystems operate. ► The characteristics of ecosystems include diversity, adaptiveness, interconnectedness, resilience, and regenerative capacity. Incorporating these characteristics into the development of Saint John will make the city more sustainable, resulting in environmental, social and economic benefits. ► For example, in nature there is no such thing as waste, just a resource for a new product. By striving for this in Saint John, we can increase our efficiency and minimize our ecological footprint. Sustainability Principle Six Strive to minimize Saint John's ecological footprint. 11 4411\ 1 Il rlt♦ rill VISION 2015 CITY OF SAINT JOHN OUR SAINT JOHN OF THE FUTURE NOVEMBER 2007 Elaboration ► Cities consume significant quantities of resources and have impacts that extend well beyond their borders. ► One way of describing the impact of a city is to measure its ecological footprint. The ecological footprint measures the `load' on nature imposed by meeting the needs of its population. It represents the land, water and air necessary to sustain current levels of resource consumption and deal with waste discharged by that population. Reducing the ecological footprint of a city is a positive contribution towards sustainability. ► Like any living system, Saint John consumes material, land, water, air and energy, and generates wastes. This is the `metabolism' of the city and it can be made more efficient to reduce our ecological footprint. Reducing the footprint involves solving problems locally, rather than shifting them to other geographic locations or to future generations. ► Using tools such as Life Cycle Assessment in decision making helps to identify and implement sustainable habits and practices. Sustainability Principle Seven Achieve long -term economic stability and social security in Saint John. Elaboration No Long -term economic and social stability and security are prerequisites for beneficial change and are dependent upon environmentally sound, sustainable development. ► To achieve "triple bottom line" sustainability, economic strategies need to increase the value and vitality of human and natural systems. Economic strategies should seek to meet basic human needs in a just and equitable manner through fair allocation of resources, and should enable access to potable water, clean air, food, security, shelter and safe sanitation. ► Cities support and nurture human diversity; their policies, structures and institutions can significantly contribute to fostering cohesive, stimulating, safe and fulfilling communities. Sustainability Principle Eight Foster communication among community groups and organizations to emphasize sustainability as a common shared goal. Elaboration ► Develop and strengthen new and existing networks within Saint John. Promote multi- disciplinary partnerships to facilitate the transfer of knowledge, build capacity and support continual environmental, economic and social improvement. 01 12 >vNi u.ii, 71 VISION 2015 CITY OF SAINT JOHN OUR SAINT JOHN OF THE FUTURE NOVEMBER 2007 ► The people of Saint John are the key to making our city sustainable. It is critical that the people of Saint John be well - informed and that they can easily access and share knowledge. The energy and talents of people are maximized by working together through such networks. ► There is also value in Saint John sharing its experience with other communities, pooling resources to develop sustainability tools, and supporting and mentoring one another through regional networks and collective efforts. Sustainability Principle Nine Promote sustainable production and consumption through the use of environmentally sound technologies and effective demand management. Elaboration ► A range of approaches and tools can be used to promote sustainable production and consumption in Saint John. Increasing public awareness about these approaches is a valuable strategy to achieving sustainability. i Demand management means conservation of resources and reduction in consumption. This approach can also provide significant savings in infrastructure investment. ► Sustainable production is achieved by using environmentally -sound technologies. These technologies are less polluting, use resources in a more sustainable manner, recycle wastes and bi- products, and handle all remaining wastes in an environmentally acceptable way. ► Environmentally sound technologies can create economic growth, reduce environmental impacts, enhance value along a supply chain, and support responsible product stewardship. Sustainability Principle Ten Establish a systematic process of continual improvement, based on action planning, accountability, transparency and good governance. Elaboration ► Good governance requires processes that achieve sustainability through continual improvement. While in some areas, gains may be incremental, there are also opportunities to make much more substantial improvements through innovative strategies, programs and technologies. ► The continual improvement cycle requires relevant indicators, targets based on benchmarks and monitoring of progress against milestones to achieve these targets. This facilitates progress and accountability and ensures effective implementation. ► Transparency and openness are a requirement of good governance. e13 N VISION 2015 OUR SAINT JOHN OF THE FUTURE OUR COMMUNITY VISION In April 2007, the Citizens Advisory Group launched a public consultation by asking, "What are your hopes and dreams for Saint John ?" The response to the five questions was tremendous. The Citizens Advisory Group received and analyzed well over fifteen thousand ideas on the future of Saint John. It was evident that Saint Johners care deeply about the future of our city and the Citizens Advisory Group considered it a privilege to review and understand the community's response. A vision statement is a shared description that will provide purpose, direction, and inspiration as we define what we want Saint John to be in the future. The Citizens Advisory Group is proud to share a Community Vision for Saint John — a vision that has been developed through ideas and opinions expressed by the citizens of Saint John. CITY OF SAINT JOHN COMMUNITY VISION STATEMENT OUR SAINT JOHN OF THE FUTURE CITY OF SAINT JOHN NOVEMBER 2007 What do you value about Saint John? What is it like for you to live here? What changes would you most like to see in the community? What are your hopes and dreams for Saint John in 100 years? What could you do to make these hopes and dreams happen? Our Saint John, Canada's first city, leads the nation as an example of a sustainable community. Our Saint John was born of the water. Like the tides we live by, we are responsive to the constant changes in our environment, economy, and society. Our Saint John is a livable city designed for people where everyone can feel at home. We are diverse in cultures, rich in arts, full of exciting entertainment and recreational activities. Our Saint John provides educational excellence and life long learning opportunities to help people reach their full potential. Our dynamic economy is built on creativity, innovation and entrepreneurial spirit. Our Saint John is a population of problem solvers where each individual and organization has a vital role to play. It is a place where leadership is based on transparency, integrity, and trust. Our Saint John is a place where we overcome our challenges and live our dreams. This is our Saint John. OUR COMMUNITY GOALS The Citizens Advisory Group was asked to identify community goals to clarify and fulfill the vision for Saint John. The goals provide a further description of Saint John in the future and can be used to focus community attention and actions. The goals developed in this project are at a 14 MCI VISION 2015 CITY OF SAINT JOHN OUR SAINT JOHN OF THE FUTURE NOVEMBER 2007 high level and reflect the intent of the vision. They state what we want to achieve for the future of Saint John. TWENTY YEAR COMMUNITY GOALS Social Our City has a strong sense of community and belonging. We live active and healthy lifestyles supported by a diversity of parks and open spaces, recreation facilities and programs, cultural and social events and public gathering places. Our City provides a diverse and seamless array of educational opportunities that promote individual self - sufficiency, innovation, creativity and life -long learning. Educational programs are supportive of our community and economic environment. Our City has a flexible and adaptive housing market that meets the range of needs within our community. Affordable and suitable our housing market contributes to beautiful and diverse neighbourhoods that evoke and encourage a strong sense of place. Economic Our City has a diverse, vibrant, resilient, environmentally sound economy that actively supports wealth creation, innovation, entrepreneurship and individual economic well - being. Our City offers a variety of economic and employment opportunities where individuals thrive with exciting employment options that reward them for their service. Environment Our City recognizes the inherent responsibility of every individual and organization to embrace a shared commitment to environmental stewardship. We are dedicated to living in balance with our natural settings and decreasing our demands on finite natural resources. Our City has magnificent waterfronts with public access and bicycle and pedestrian trails that connect the entire city. Life without a car is perfectly possible and enjoyable. Infrastructure Our City serves the access and mobility needs of all people through an evolving array of convenient, comfortable, affordable and efficient modes of transportation. Our City insists on the highest standards of quality in architecture, landscaping, infrastructure management and urban design. Our natural and built heritage is a key component in developing new and renewed places to live, work, play and learn. 15 hL! VISION 2015 OUR SAINT JOHN OF THE FUTURE Governance CITY OF SAINT JOHN NOVEMBER 2007 Our City fosters civic engagement and pride through responsible, cooperative, inclusive and fiscally responsible government that is accountable for achieving results that matter most to our community. Our City plays a leadership role with other local, provincial and national elected officials to address common challenges and opportunities for our community. VISION 2015 NEXT STEPS The future is exciting for Saint John and Vision 2015 will build on the success of the public engagement process. Now that we have a community developed vision and goals we can begin to translate vision into action by specifying measurable outcomes, strategy, action plans, and performance measurement. Next steps for Vision 2015 include, ► Implementation of a new governance model for the City of Saint John, ► Collaboration with the Province of New Brunswick on Sustainable Communities, ► Development of an Integrated Community Sustainability Plan, ► Development of a Council Priorities and Strategic Policy Plans, ► Development of a Corporate Strategic Plan, and ► Development of a Service Delivery Plan. 16 M VISION 2015 CITY OF SAINT JOHN OUR SAINT JOHN OF THE FUTURE NOVEMBER 2007 RECOMMENDATIONS The following recommendations are proposed. That this report, termed Vision 2015 Our Saint John of the Future, dated November 26, 2007, be received and approved. That Common Council endorse the Community Vision Statement, Twenty Year Goals and Sustainability Principles for Saint John. That Common Council extends appreciation to the thousands of people who participated in the public consultation process. That Common Council recognizes the commitment and effort of the Saint John Environment Committee in developing Sustainability Principles for Saint John. That Common Council commends the leadership and commitment from the Vision 2015 Citizens Advisory Group throughout the public engagement and that their role be deemed completed with the approval of this report. Respectfully submitted, Councillor Glen Tait Chair Vision 2015 Committee 17 WQ MA PROJECT CHARTER City of Saint John TRANSLATING VISION INTO ACTION: DEFINING THE PLANNING FRAMEWORK VERSION: DATE: Approval of the Project Charter indicates an understanding of the purpose and content described in this document. By signing this document, each individual agrees work should be initiated on this project and necessary resources should be committed as described herein. Sponsor Name Title Signature Date SAINT JOHN 78 SAINT JOHN - 79 -. CITY OF SAINT JOHN PLANNING FRAMEWORK TABLE OF CONTENTS PROJECT CHARTER DRAFT: UPDATED MAY 2007 Project Overview Business Reasons for Project ......................................... ..............................1 Strategic Reference Model ............................................ ............................... l Role of Services in Vision 2015 .................................... ..............................2 ProjectDescription ......................................................... ..............................3 PlanningFramework ................................................. ..............................3 CommunityVision .................................................... ..............................5 Integrated Community Sustainability Plan ............... ..............................5 CouncilPriorities ...................................................... ..............................7 Corporate Strategic Plan ........................................... ..............................7 Service Delivery Plans .............................................. ..............................9 Accountability and Continuous Improvement ......... .............................11 Project Goals and Objectives ........................................ .............................13 ProjectScope ................................................................ .............................14 Critical Success Factors ................................................ .............................14 Assumptions.................................................................. .............................15 Constraints.................................................................... .............................15 Project Authority & Milestones FundingAuthority ......................................................... .............................16 Project Oversight Authority .......................................... .............................16 Major Project Milestones .............................................. .............................16 SAINT JOHN 80 CITY OF SAINT JOHN PLANNING FRAMEWORK PROJECT CHARTER DRAFT: UPDATED MAY 2007 81 SAINT JOHN , CITY OF SAINT JOHN PLANNING FRAMEWORK SECTION 1: PROJECT OVERVIEW 1.1 Business Reasons for the Project PROJECT CHARTER DRAFT: UPDATED MAY 2007 In February of 2005, Chartwell Inc. was contracted by Saint John Common Council to undertake a review of the City's operations - including its agencies, boards and commissions (ABCs). During the review, the consultant concluded that the City had been rather fortunate not to have experienced any service failures in recent years considering its financial challenges, combined with an increasing demand for quality services. Service failure is the inability of an organization to deliver intended results of planned service offerings. Recognizing that these challenges will continue to exist, increasing the potential for service failure in the future, the consultant recommended Council adopt Vision 2015 - Program of Excellence. Adopted by Council in the fall of 2005, Vision 2015 is a plan for continuous improvement for both the community and the organization. It is designed on the principles of change and performance management that will allow the City to transform how it operates in effectively and efficiently responding to public needs, while improving accountability and transparency in local government'. Using an integrated project approach that will span a number of years, the program's goal is to ensure that the services delivered by the City of Saint John are aligned to achieve desired outcomes or goals for the community; outcomes that directly contribute to the achievement of a vision for Saint John. Achieving effective and efficient service delivery will depend on disciplined and focused planning practices and responsible management of those plans. Planning identifies what the community wants to achieve and how the City together with community stakeholders will work together to realize these goals. Strategic Reference Model An outcome of the Operational Review was the delivery of a portfolio of services offered (at that time) by the City and its ABCs. The significance of this work was the introduction of a standardized methodology for service definition that makes the connection between the City's day -to -day activities and the impact they have on the community. Services were defined using the Governments of Canada Strategic Reference Model (GSRM), adapted to meet the City's operational review requirements. Since the operational review, refinement of the GSRM and service profiles has continued. The model has evolved into the Strategic Reference Model for the City of Saint John shown in Figure 1. This new reference model provides the basis for the development of a planning framework - one that translates vision into action. ' Chartwell Inc., Saint John Operational Review Program Final Report. 2005. Page 9. l `y 82 SAINI- IOHN CITY OF SAINT JOHN PLANNING FRAMEWORK �'Oit►rsrftaiu� �tir3�14 Vision -- Communities Needs t� . �itplt adarttii3es.. Strategies ;eve d Outcomes . identify contri Services deliver Service define Outputs Administration Function identify oontri Output Delivery Processes Process Outputs (Resources identify consumed in Figure 1: Strategic Reference Model for the City of Saint John PROJECT CHARTER DRAFT: UPDATED MAY 2007 to City Departments, Agencies, Boards Commissions The reference model provides a graphical representation of the `business' of local government. In describing government as a business, the complexity associated with the delivery of municipal services cannot be minimized. Unlike a business that focuses on one or two client or customer needs, an effective government focuses on many needs; requiring a tremendous balancing act in terms of managing limited resources across competing needs. Clearly illustrated in the reference model is a distinction between governance (blue) and administrative (red) functions. Simply stated, governance is Council's decision - making process. Council's role as a decision - making body is to focus on policy development; setting the strategic direction for the community that will also act as a guide for the corporation (and other civic partners) towards supporting the achievement of desired outcomes. While Council has the responsibility of setting priorities, the administration is responsible for the design and management of the many services required to fulfill those needs. Role of Services in Vision 2015 Understanding the role of services in municipal government is a central component to the proposed implementation of a planning methodology for Vision 2015; The ability to identify and define services against a standardized methodology not only supports the structural component of the transformation, but the cultural one as well. With respect to structure, the links between a vision for the community, strategic outcomes, and services demonstrates real value in the City's service offerings. The public is provided with the ability to gain a better understanding of the direct impact that service delivery has on the 2 SAINT JOHN 83 CITY OF SAINT JOHN PLANNING FRAMEWORK PROJECT CHARTER DRAFT: UPDATED MAY 2007 things that matter to Saint Johners. This structural component supports accountability goals in terms of ensuring services are effectively responding to public needs. In terms of culture, the model illustrates how daily activities directly relate to vision outcomes, inspiring all stakeholders toward achieving common goals. The model also supports the shift to a service based culture from one that focuses on organizational structure. This cultural shift supports efficiency in service delivery with the coordination of activities among service providers and collaboratively working toward a common purpose. While the vision represents the long -term plan for the community, services represent the actions required to achieve the vision. With a clear direction from Council on the priorities for the community, the administration has a greater ability to plan and deliver services that will make a valued impact. The goal of the planning framework is to make the necessary linkages or connections between the plans and strategies for the community and corporate planning requirements — supporting the need to align service offerings with desired outcomes for the community. Although the City as a corporation plays a significant role in addressing the needs of the public through service delivery, municipal jurisdiction for services is limited (i.e., health and education are provided provincially) meaning that other stakeholders in the community must step forward to contribute to a common purpose. Therefore, the planning framework must also extend to community stakeholders and other civic partners in order to successfully realize the community's vision. 1.2 Project Description Vision 2015's journey of continuous improvement towards effective and efficient service delivery, while improving accountability and transparency in decision - making requires a comprehensive approach to planning. This charter will outline a planning approach that will translate community vision into action; providing the framework that will help the City successfully manage service delivery in terms of performance and accountability. Given the scope of work included in planning initiatives of this nature, this charter will identify the projects (including project deliverables, dependencies and timing) that will support the completion of the proposed planning requirements. Planning Framework The proposed planning framework required to translate vision into action is based on the Strategic Reference Model for the City of Saint John. Similar to the reference model, the planning framework will support a top down approach to planning. All planning decisions will flow from the community's vision; working to identify outcomes that will address the needs of the community and strategies to achieve these goals. The administration and other civic partners will plan and deliver their services based on these strategic outcomes. 3 SAINT JOHN 84 CITY OF SAINT JOHN PLANNING FRAMEWORK PROJECT CHARTER DRAFT: UPDATED MAY 2007 Although a top down approach to planning is very solid in terms of ensuring services have the desired impact in the community, modifications to the framework will have to be made in the initial implementation of the proposed planning processes. Given the dependencies and the timing of planning deliverables (i.e., the need for a community vision and outcomes to define and plan services); the completion of the initial cycle of planning would be lengthy. Speeding up the process requires some of the planning processes be based on current service delivery mechanisms and revised and integrated as each of the planning components are completed. Modifications to the planning process will be identified through the identification of supporting planning projects in this charter. As illustrated in the reference model, the planning framework will also make a clear distinction between planning responsibilities for Council (the governance function, including the community's participation) and the Corporation (the administrative function, including City departments and ABCs). The interdependencies among the planning components will also be documented within the planning framework; clearly illustrating that Council's priorities for the community directly influence the corporate strategic direction. Figure 2 provides a graphical representation of the proposed planning framework. ectations ies Strategic Policy Plans C 9PokYCwnktm - -- 4 Yews I I I I -- — — — — — — — — — — — — — — — — — — — — - rlgure c. rlannmg rramework: Translating Vision into Action 4 S11N7 JOHN 85 !ctlon CITY OF SAINT JOHN PROJECT CHARTER PLANNING FRAMEWORK _ _ DRAFT: UPDATED MAY 2007 Community Vision The starting point in the planning framework, as illustrated in Figure 2, is the development of a community owned and developed vision. A vision is a description of what a community's success would look like at some point in the future (in our case seventy -five to one hundred years into the future). Public participation in the visioning process provides a basis for the development of a shared Visioning DWWerables vision that will guide a community as it identifies desired outcomes for Saint John and the strategies that will contribute to 'vision Statement (75.100 years) achieving these goals. Since the vision is an expression of the Shamd hopes and dreams of a community and addresses public needs, it vies fosters continuity in decision-making s ' �s for Nye Qommunfty g political and administrative changes occur. Deliverables for the visioning • TWp1s process include a vision statement, shared values, community goals, and targets. When looking seventy -five to one hundred years into the future, paramount to the success of a community will be its ability for future generations to thrive. This means that decisions made today should not compromise the ability of future generations to meet their own needs2. Therefore, community visions must be developed with a focus on sustainability; integrating social (cultural), economic and environmental considerations. Integrated Community Sustainability Plan (ICSP) and Municipal Policy Documents Once a community vision has been established and goals have been identified, work can begin on creating an Integrated Community Sustainability Plan (ICSP). Also referred to as a community plan or municipal sustainability plan, an ICSP "is a long -term plan, developed in consultation with community members, that provides direction for the community to realize sustainability objectives for the environmental, cultural, social, and economic dimensions of its identity "3. In terms of timeframe, the ICSP plans twenty (20) to thirty (30) years into the future. A good example of a community plan is Plan Winnipeg, the long range policy plan created for the City of Winnipeg. Traditionally, municipalities have developed a series of policy planning documents that look at individual issues within the community (e.g., transportation, land -use planning, economic development). Often developed in isolation, the impact that strategies within these plans have on other aspects of the community are rarely considered. Utilizing a whole systems approach to planning, the ICSP focuses on the integration of these traditional planning practices so that communities can better understand their future and work collectively towards achieving their sustainability goals. Benefits4 to developing an ICSP include: 2 http: / /en. wikipedia .org /wiki/Sustainability 3 http: / /www. infrastructure. gc. ca / communities - col lectivites /conf/documents /ics discussion e.shtml 4 ibid. p — 5 G� SAINT JOHN 86 CITY OF SAINT JOHN PROJECT CHARTER PLANNING FRAMEWORK i _ _ DRAFT: UPDATED MAY 2007 • Cost savings through policy integration and long -term planning (including infrastructure assets). • Enhanced capacity to meet community needs through dialog with the public to gain an understanding of what the community values, what they want for future generations, and how they will achieve their goals. • A strong and creative community fostered through the need to develop creative solutions to ensure a balance between economic, environmental, social and cultural needs. • Managing change more effectively, collaboratively working with the community to plan future needs with current realities. • More effective policy development with improved planning that focuses on sustainability, providing guidance in decision - making when balancing competing economic, social and cultural needs. • Greater community cohesion by involving people in collective decision - making, fostering a sense of common purpose and building social capital. • Staying relevant through continuous dialog with the community. The development of the ICSP is led by Common Council with input for community planning coming from the public. The process is supported by the administration. There is no single way to develop a sustainability plan and each community will take an approach that best fits its needs. Although the ICSP is considers a long -term planning policy document, it should be reviewed and updated at regular intervals to ensure it continues to be relevant with the needs of the community. Successful sustainability plans generally include the community's vision; a presentation of sustainability principles that will guide decision - making in terms of balancing competing needs; analysis of current trends (identifying opportunities and challenges); identification of community goals or outcomes that must be addressed to achieve the vision; an action plan that outlines strategies to achieve the goals with performance measures to monitor success and promote accountability; and the documentation of a process for implementation and monitoring the plan. Inteyrded Communky Sudshm6Nity Plan • Commu nky Vision • SustainabiI4 PMdples • Issue Analysis • Community Goals l Outcomes • Action Plan with Pwfoimanoe Measures • Implementation and Monitoing Plan Once the community plan or ICSP is developed and approved, targeted planning policy documents need to be created. These plans are the long -term traditional plans that include the municipal plan, transportation, and economic development. The ICSP will act as a guide in the planning process of these documents, ensuring an integrative and sustainable approach to planning. The purpose of the individual policy documents is twofold; providing more detail to the broadly focused community plan and a guide for decision - making in the delivery of service. The responsibility for guiding the development of these r 87 SAINT JOHN CITY OF SAINT JOHN PLANNING FRAMEWORK PROJECT CHARTER DRAFT: UPDATED MAY 2007 plans rests with the appropriate Standing Policy Committee of Council (under a Council - Committee form of governance). Planning is supported by the administration with public consultation. Council Priorities Given that Council operates on a four year mandate, each new Council must establish a clear agenda that identifies priorities from the ICSP. Priorities are articulated as measurable outcomes for the community that contribute to the achievement of the vision. In support of these priorities, Council will identify a number of strategies or actions that will support the achievement of the goals identified. Council's priorities provide direction to the administration, including the City's agencies, boards and commissions in developing the plans required to deliver the services that contribute to the outcomes identified. Working towards Council's priorities (as opposed to the community plan), represents a more manageable scope of work; allowing the City to better manage the effectiveness and efficiency of service delivery. A well defined scope of work increases the likelihood of success in making a meaningful impact in the community in terms of addressing public needs. Corporate Strategic Plan While Council's role is to set the strategic direction for the community, it is the administration's responsibility to plan and manage the delivery of services required to achieve those goals. It is the administration that essentially translates the strategies designed to address the needs of the community into actions that will result in successful achievement of the community vision. Like the community, the City as a corporation also has the responsibility of creating a vision and developing goals that will move the community forward in achieving its vision. These goals are documented in the corporate strategic plan. This plan provides direction to the organization on how the `business' of municipal government needs to be carried out in order to have the desired effect in the community. It is important to note that the corporate strategic plan focuses on the priorities and strategies of the City as an organization; the goals and strategies for the community are captured in the Integrated Community Sustainability Plan and other related documents. The corporate strategic plan is a management tool that is used to improve the performance of an organization. Simply stated, it is a roadmap that documents what the organization wants to achieve and how it intends to fulfill these goals. Led by the City Manager, the administrative leadership team is responsible for the creation of the corporate strategic plan. Participation by senior management or department heads in the development of the plan starts the process of building commitment among all stakeholders in working toward a common purpose. Corporate strategic planning is completed on a four year cycle, SAIN7 JOHN 88 CITY OF SAINT JOHN PLANNING FRAMEWORK PROJECT CHARTER DRAFT: UPDATED MAY 2007 consistent with Council's priorities, with annual review and adjustments to ensure that the plan continues to be relevant. Key to the development of a successful corporate strategic plan is a shared understanding of the purpose and goal of the organization. Relating back to the Strategic Reference Model for the City of Saint John, the City as a organization supports the community in the achievement of its vision, ensuring that services offered contribute to the outcomes designed to address the needs of the community. The City's overarching goal is to provide the best possible customer service to Saint Johners through the delivery of quality, cost - effective services. Alignment is key to achieving effective and efficient public service. Alignment ensures that all parts of the organization are connected to the organization's goals. The corporate strategic plan addresses both vertical and horizontal alignment. Alignment requirements5 are illustrated in Figure 3. • Vertical alignment requires that the direction from Council (i.e., Council's priorities) is consistently and completely reflected in service plans. In doing so, the corporate administration is responsible and accountable to Council and subsequently the public; ensuring that the delivery of service has the desired impact in the community. • Horizontal alignment focuses on coordinating processes and activities among all service areas and working collaboratively toward a common purpose. A more efficient use of resources ultimately results in cost savings. Figure 3: Vertical and horizontal alignment As with any planning initiative, there is no single process or format for creating the corporate strategic plan. The contents and focus of the plan must meet the needs of the organization; allowing the organization to work towards the achievement of their goal, while addressing alignment and accountability. The plan identifies actions required to develop and maintain a high performing organization, focused on effectively and efficiently delivering quality public service. The corporate plan provides the direction required for City department's to develop their service plans. The City of Calgary and the City of Sarnia have good examples of corporate strategic plans. Table 1 proposes a plan format for the corporate strategic plan. 5 Administrative Leadership Team's Corporate Direction, City of Calgary. Page 5. 89 \AIN'f IOHN J HaizonW AAgnmsnt Figure 3: Vertical and horizontal alignment As with any planning initiative, there is no single process or format for creating the corporate strategic plan. The contents and focus of the plan must meet the needs of the organization; allowing the organization to work towards the achievement of their goal, while addressing alignment and accountability. The plan identifies actions required to develop and maintain a high performing organization, focused on effectively and efficiently delivering quality public service. The corporate plan provides the direction required for City department's to develop their service plans. The City of Calgary and the City of Sarnia have good examples of corporate strategic plans. Table 1 proposes a plan format for the corporate strategic plan. 5 Administrative Leadership Team's Corporate Direction, City of Calgary. Page 5. 89 \AIN'f IOHN CITY OF SAINT JOHN PLANNING FRAMEWORK PROJECT CHARTER DRAFT: UPDATED MAY 2007 Table 1: Proposed co orate strate is lan format. Corporate Strategic Plan Component Corporate Vision A statement indicating what success for the organization will look like at some point in the future. Focused on the mission or purpose of the organization, the vision must relate back to the vision for the community. Operating Principles Identification of the principles (and values) that guide the daily activities of the organization. Corporate Alignment Presentation of an organizational structure that compliments the City's governance strategic decision - making model, including the alignment of City services with community outcomes. Corporate Focus Areas Identification of areas that the organization needs to focus on to ensure the effective and efficient delivery of services. These corporate focus areas must address both vertical and horizontal alignment issues; ensuring that the services offered by the City contribute to desired outcomes in the community and that resources are used collaboratively and efficiently to deliver these services. Corporate Themes and Directions Identification of some key themes within each of the focus areas that need to be addressed. A direction statement is provided for each of the themes identified, directing staff in their delivery of service. Each corporate theme should be expanded to provide a rationale for the direction, leadership's commitment supporting successful implementation of the directives, identification of organizational responsibilities, and specific actions. Budget Direction Presentation of budget guidelines adopted by Council. These guidelines will aid City departments in the development of service budgets. Performance Indicators Identification of indicators that can be used to measure the success related to implementing the initiatives and actions laid out in the corporate strategic plan. The goal is to measure corporate performance with respect to service delivery and its impact on the community. Service Delivery Plans Service delivery plans provide a detailed administrative overview of how services will be delivered to successfully achieve community goals. These plans identify the actions required to realize a vision for Saint John, focusing on effective and efficient delivery of service. Under the direction of the corporate strategic plan, service plans must encompass both vertical and horizontal alignment requirements — ensuring community needs and outcomes are addressed (vertical) while collaboratively working together to maximize the use of limited resources (horizontal). Focusing on alignment, service delivery plans are developed based on the priorities set by Council. In a Council- Committee form of governance, these priorities would ultimately reflect the mandates of each of the standing policy committees. Considering more than one service output may contribute to a community outcome, more than once service may be referenced in each of the plans. Vertical alignment of service offerings in this format will reinforce the governance function of Council and need to deliver services that contribute to community outcomes. Presentation of service plans in this format also supports the R�f 9Q SAINT JOHN 9O CITY OF SAINT JOHN PLANNING FRAMEWORK PROJECT CHARTER DRAFT: UPDATED MAY 2007 horizontal alignment of the organization. An example of this horizontal alignment or cultural shift - service focused from departmental silos — is illustrated in Figure 4. Service Outputs , . - _ _ -__ _. _--- L_ -____ _ ___.. , Departments & ABCs Public Works Ferl;ir.g Commission. rigure ,i: L3rapnicaj representation of service alignment with outcomes; focusing on service delivery rather than departmental responsibility. During Phase I of the Service Refinement Project undertaken in 2006, approximately thirty -nine (39) services were identified and profiled against a standardized methodology. Included within the scope of this phase of the project are public- facing services currently offered by the City and the Saint John Board of Police Commissioners. In the second phase of the project, the services for the remaining ABCs will be identified and profiled along with the City's supporting (internal) services. This baseline set of services will provide the foundation for the development of service delivery plans. Service plan development is an administrative responsibility. Each of the organizational units responsible for a particular service (inclusive of City departments and ABCs) will work collaboratively with the services providers working toward the same community outcome. Each plan is developed on a four year cycle, coinciding with the term of Council. While the focus of and contents of service delivery plans must meet the needs of the organization, key components of the plans are presented in Table 2. �< 10 SAINT JOHN 91 CITY OF SAINT JOHN PLANNING FRAMEWORK PROJECT CHARTER DRAFT: UPDATED MAY 2007 Table 2: Proposed service delivery plan format Sei vice D- Strategic Results Identification of planned strategic results for the service area. These results reflect Council's priorities and strategies set out in the corporate strategic plan. These results will guide decision - making in the planning and delivery of service offerings. Business and Service Drivers Identification of external factors (opportunities and constraints) that can impact service delivery. Consideration is given to these issues in shaping the delivery of service. Service drivers may include legislation, standards and agreements, managed growth, demographic changes and evolving citizen expectations, asset management, sustainability, systems analysis, civic partnerships, and the workplace. Customers & Stakeholders Identification of all customers and stakeholders that are either directly or indirectly impacted by service delivery. Further refinement of these stakeholders will identify the communities within Saint John that will benefit from service delivery and the needs that will be addressed. Service Identification Identification of the services that contribute to the priorities set by Council. Linkages are made between service value and its contribution towards achieving desired outcomes. Service Processes and Actions Closer analysis of community outcomes and consultation with the public will identify the service level standards required to achieve the desired impact in the community. For each service, processes related to the delivery of the intended service output are identified. With respect to these processes, service level standards and actions are also identified. The standards and actions are based on the strategies that Council has proposed as well as the directions set out in the corporate strategic plan. The service plan will also identify how service processes will be consolidated across the organization to support collaborative delivery of service. Performance Measures Identification of performance metrics related to each of the process actions and service areas identified. Metrics will focus predominately on efficiency at the service and process level, with relevant effectiveness metrics related to service value. Budget Direction and Service Budget(s) Identification of budget directions adopted by Council (i.e., priorities) and presentation of budgets for each service identified in the plan. Budgets are developed based on priorities, opportunities, and constraints. Service Dependencies Identification of services from other service delivery plans that contribute to the achievement of Council's strategic results. Identification of these dependencies reinforces the need to collaborative work across the organization to achieve results. Accountability and Continuous Improvement Although planning plays a significant role in ensuring the effective and efficient delivery of services, while improving accountability and transparency in decision making, it is only part of the equation. During the execution phase of service delivery, the public has to have the confidence that the plans are being carried out as intended and are having the desired results in the community. �j 11 SAINT JOHN 92 CITY OF SAINT JOHN PLANNING FRAMEWORK PROJECT CHARTER DRAFT: UPDATED MAY 2007 Regular performance reporting is required to improve accountability in the public sector. Performance is measured in terms of effectiveness (impact on the community) and efficiency (maximizing the use of limited resources). Throughout the planning framework, metrics are incorporated into each of the planning components. In designing performance indicators, it is important to select and report on metrics that provide context to what the community is trying to achieve; always relating back to the community's vision. Without this context, the municipality does not gain the credibility it needs to effectively manage the business of municipal government. In addition to reporting, services must be reviewed regularly to ensure that they are being delivered in the most effective and efficient manner possible. Performance metrics will also be used to identify areas of improvement in service delivery. As improvements to services are identified, service plans must be adjusted to reflect these changes. This information must also be reported back to the public. The proposed planning and reporting cycle shown in Figure 5 corresponds to the timeframe covered by Council's priorities, as well as the corporate strategic plan and service delivery plans. As stated previously, this is the most manageable timeframe when considering the ultimate goal is the community's vision which extends seventy -five to one hundred years into the future. in+u��� � ��e ortiiag .T1OURan e Fil S HzlefliS Four (4) Year ju�l� nil n Planning and Reporting Cycle c��,i iu�uti t, Str,�tEgic P�a� a" :ruice, Figure 5: Proposed four (4) year planning and reporting cycle. G Corporate Overview 2006 -2008, City of Calgary. Page 13. 1Q2 SAINT JOHN 93 CITY OF SAINT JOHN PLANNING FRAMEWORK 1.3 Project Goals, Objectives & Deliverables PROJECT CHARTER DRAFT' I TPDATFn M AV ')00'7 The goal of the Planning Framework Project is to develop, adopt and implement a planning approach that supports the achievement of a vision for the community. This comprehensive and complex planning effort will result in the effective and efficient delivery of service, while improving accountability and transparency in decision - making. Several projects will be undertaken to achieve this goal, some of which are currently underway. The projects that support the overall planning approach must: • reflect the overall planning approach adopted within this project charter, recognizing that changes to the framework may occur as more information becomes available; • reflect the Strategic Reference Model for the City of Saint John, designed to guide the decision - making process — ensuring that service delivery contributes to desired outcomes in the community; • ensure there is a clear distraction and understanding of roles for those stakeholders involved in the planning process, more specifically the differentiation between the governance function that is focused on long -term policy planning for the community and the administrative function that is focused on the alignment and efficient delivery of public service; • ensure that sustainability principles are applied when making planning decisions in order to balance competing needs; • engage all stakeholders in the planning approach to ensure that everyone is working toward a common purpose; • ensure that public participation is encouraged through the planning lifecycle; and • provide a framework for effective performance reporting to improve accountability in decision - making; Deliverables for this project include: • the development and adoption of a comprehensive approach to planning — translating vision into action that ensures service delivery contributes to desired outcomes in the community, while improving accountability and transparency in decision - making; • project charters created for the development of each of the planning components outlined in the planning framework including Community Vision (addressed in the Community Sustainable Growth Vision Project currently underway), Integrated Community Sustainability Plan, Council Priorities (addressed through the 13 SAINT JOHN 94 , CITY OF SAINT JOHN PROJECT CHARTER PLANNING FRAMEWORK - _ DRAFT: UPDATED MAY 2007 SECTION 2: PROJECT AUTHORITY & MILESTONES 2.1 Funding Authority Since a number of stakeholders throughout the organization will be contributing to the completion of this project, funding is essentially provided through the 2007 and 2008 operating budgets for both the general fund and utility fund. Although no funds have been specifically allocated to the project, these funds represent the planning work that would normally be undertaken as part of the civic administration. Any funding support required beyond normal planning requirements will be managed within operating budget for the Vision 2015 Program. 2.2 Project Oversight Authority All recommendations related to policy planning must be adopted by Common Council. This includes the proposed framework for planning and performance management. Also included is the planning documents that will be generated throughout the project. The senior management team must also commitment to the planning process; fostering the need to work collaboratively in service delivery. 2.3 Major Project Milestones Milestone/Deliverable Target Date Planning Framework June 2007 Community Vision December 2007 Integrated Community Sustainability Plan June 2008 Council Priorities August 2008 Corporate Strategic Plan October 2008 Service Delivery Plans December 2008 Performance Management System December 2008 16 SAINT IOHN 95 VISION 2015 CITY OF SAINI JOHN OUR SAINT JOHN OF THE FUIURE NOVEMBER 2007 RECOMMENDATIONS The following recommendations are proposed. That this report, termed Vision 2015 Our Saint John of the Future, dated November 26, 2007, be received and approved. That Common Council endorse the Community Vision Statement, Twenty Year Goals and Sustainability Principles for Saint John. That Common Council extends appreciation to the thousands of people who participated in the public consultation process. That Common Council recognizes the commitment and effort of the Saint John Environment Committee in developing Sustainability Principles for Saint John. That Common Council commends the leadership and commitment from the Vision 2015 Citizens Advisory Group throughout the public engagement and that their role be deemed completed with the approval of this report. Respectfully submitted, Councillor Glen Tait Chair Vision 2015 Committee 17 96 ZDA U U U CO cn U y ' c v C a) E o W o a) U U Z'6CO m m U) V,U CO m � 'E 0 v m m a m= Cn E O N cn J O Vp) O a C m U N z m N c °? a v v' c� L> ° o '� o in m m a m m c Z O 0= w d a; E rn m N �N � �_ m m tyv c 3 v c Y m a,3i��-E E '� )� C m a) . -C O'a m C V y m O N m m O O m 0 o�cn� -a F- (na W 3: <3:w w -10 .... .. .. .. LO m m O ...... .. .... .... .. .... m O N ('7 et * CD tt CO 07 CL a CLa°q.aaaaaaaaa`_ a_a_ 4) U it w U N U U) it _U N (n Z C C Vi a) a) .0 C m E rn 'c W fn 7 d m E cc it U y E Z m U N 4? N N d U U) M N U c cn _U - y C m U-0 d a) . 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O a o cn cis` cn ❑ cn ! f f 161 Strategic Decision - Making Model Proposed New Governance Model together we WO build a sftnq r nky Principles of Good Governance Legitimacy &Voice Democratic Accessible and Representative Direction Strategic Vision Performance Responsive and Effective Efficient Accountability Accountable Transparent Fairness Equity Rule of Law toll0h a will builds rinrgcr community ' 1 Council - Policy Committee Model • Focused on policy development, review, interpretation and achievement in an open, public forum • Policy guides decision - making • Translating the community's vision into reality • Limited number of standing committees with broader mandates IgfigT ingather we will build a stronger co mushy Design Principles Foundation Principles •Democratic •Representative :-Rule of Law -Responsive •Accountable -Accessible -Transparent Governance Roles -Role of Council -Role of Councillors -Role of Committees -Role of CAO/ Staff -Role of ABCs together we wgl Wida stronger mmm Ity II W Practical Matters Structure Process - Standing NAgenda- Notices Committees ■Procedures -Ad Hoc ■Interaction Committees CAO -Sub- mOversight Committees authority- staff and -Number of departments Committees ■Reporting to •Mandate— Council Committees ■Interaction with -Appointment ABCs - Memberships -Tenn of Office -Chair 2 Desired Outcomes ■Value for money ■Service alignment ■Better decisions ■Citizen participation ■Better service ■Clear accountability ■Clear direction ■Efficient/effective ■ Common purpose Y+i7l together we will build a stronger -m U.lty t Design Principles • Embrace the principles of good governance • Realize desired governance outcomes • Refocus Council on policy and setting strategic direction • Support the achievement of a community vision & together we will build a stronger wrotnunity iIM,I 3 Model Features • Focused on policy and strategic direction • Meaningful roles for Councillors • More effective decision - making process • Improved effectiveness and efficiency in operations • Better Council decisions (more thorough analysis) • Enhanced public participation • Improved accountability and transparency together" M11 build a a nger mmmuntty Policy Focused System • Policy ... a governing principle, plan or course of action that guides or influences future decisions • Council makes public policy decisions; others implement policies PoliCy Administration Adopt a budget and set tax rate. Propose a budget. Spend within limits Adopt a vision and goals for the Deliver services in support of community and set strategic direction. Council's strategic direction. Adopt policy allowing or prohibiting off- Enforce terms of parking policy. street parking togetherwewlllbuflda strongermmmunhy ii M-1 4 4 Vision Context —� Community —� Council —� Standing Committees c Administration together we will build a sbcnge t miry f r Political Organization -------------- ---------- ---------- Govemance Roles Administrative Roles together we will build a rtrongw-UnitY I.. I 5 i[:11 Governance Example togethawewlll Wild astrorger communky Governance Example Resolution DECIDES ...... ............................... (Priorities) ax Budget Q RECOMMENDS ....... ............................... (Outcomes) Nominating IMPLEMENTS 0.1 (Strategies / Services) ` ` Affect service Employee Initiative to access meet goals ---------------------------------------------------- --- ------------- ----- --- ------- --- - ---- together we will build a smiger mm unhy i l^ ~I To support a —)P- Community safe and healthy community r —30' Council —0. Inclusion R ort f Committee Barrier free access Out ome to major facilities Perfoi mance Accou itability Administration _* e� signals -Building accessibilky r Staff + + •Dro ppe $150,000 over 4 years togethawewlll Wild astrorger communky Governance Example Resolution DECIDES ...... ............................... (Priorities) ax Budget Q RECOMMENDS ....... ............................... (Outcomes) Nominating IMPLEMENTS 0.1 (Strategies / Services) ` ` Affect service Employee Initiative to access meet goals ---------------------------------------------------- --- ------------- ----- --- ------- --- - ---- together we will build a smiger mm unhy i l^ ~I Roles & Responsibilities • Effective systems require: Common understanding of roles Mutual respect for roles • Achieved through the development of a comprehensive set of Terms of Reference togetharwe will build a strolyer community Political Roles IBPn%1 together — w111 build a stronger community Identify needs Raise matters of public concern Hold Council accountable Final decision -maker on policy Governance obligations in Act Leadership in policy development -� Deliberative body of Council iB.&I 7 Political Roles -4- Policy coordination among SPCs ■ Policy advisor — Consultative — Point of Access Leadership to Committee in policy development rf mgether we will build a monger community ` / Standing Committee Mandates • Standing committees make recommendations on policy within a specified mandate • Mandates define the purpose and authority (sphere of jurisdiction) of committees • Proposed Standing Committee mandates will be the subject of a separate report. Options include: Departmental Alignment ❑Sustainability Needs Service Based Alignment ❑Outcomes Based * togetherwe will builds stmngercommunhy I[:1'] 9 Administrative Roles * together we will build a stronger om unity ROLES — CAO * together we will build a Amnger w-ity Guide the Administration in the implementation of Council policy Implement and enforce policies through delivery of service Implement and enforce policies through delivery of service on behalf of the City • LEADERSHIP • COORDINATION • POLICY ADVICE COUNCIL • ANALYSIS of ISSUES • PROVIDES BROAD PERSPECTIVE • ACCOUNTABILITY • SUBMITS BUDGET • WORKS WITH COMMUNITY • INITIATES PROGRAMS iirLs7 0 Committee Composition • Only members of Council appointed to SPCs • Mayor is ex- officio member (no vote; no quorum) • Committee of the Whole:_ All Members_ of Council_ _ __ _ _ _ __ . _ _ • Policy & Priorities: Mayor (Chair), Chairs of SPCs • Standing Policy Committee: 5 Members of Council m a ffilda together we will build a sfmrger rnmmur�hy Chair Appointments • Chair nominated by Mayor • Vice Chair elected from Standing Committee Membership • Members appointed by Council • A Member of Council can only chair one committee at any given time • A Member of Council cannot chair same Committee in consecutive rotations togetherwev llbulldawcnercommunity 171 10 Committee Appointments Make an `Expression of Interest' to I Recommends appointments to Approves appointments tSCD' together —will b.Na M ngerm --Ity • Committee of the Whole recommends appointments • Council approves recommendation at the next scheduled Council meeting Termination of Appointments • Termination of appointments is considered when a Chair or Member neglects or refuses to: Call meetings * Conduct business without the knowledge or consent of the Members* Participate on the Policy & Priorities Committee* Work within the mandate ** Giver proper attention to matters before the Committee ** consecutive 11 172 Termination of Appointments • Chair Appointments Mayor recommends to Council termination and replacement Committee Members can make a unanimous recommendation to the Mayor • Committee Appointments Chair recommends to Council termination of Member Council appoints a new Member based on process & Wgetherwe will build a Monger community Committee Rotations • Chairs are rotated every two (2) years • Membership is rotated every two (2) years • Two (2) Members remain on the Committee with ------ three( 3) newMembersadded__ ------ .--------- ....... ..---------- • Rotation occurs midway through Mandate (June) • Appointments made according to established process together we wig build a Manger community 173 12 Decision - Making Process ■ Fundamental Change: Access to the Strategic Decision - Making Process is through Committees together we will build astronger community Decision - Making Process together we will build a stronger community 174 13 r------------------------------- t Common Clerk Manages referrals and recommendations according to mandate and author ty 1 -------- L - - - "' Council Committees Committee of the Whole Policy & Priorities Committee Standing Policy Committee Prepares recommendations approving or amending administrative recommendations and considers public Input Refers back to Common Council Makes final decisions with respect to recommendations Members of Council Citizens Administration City Manager Department Heads Prepares recommendations / reports approved / amended by the City Manager Other Stakeholders ABCs together we will build a stronger community 174 13 Budget Preparation & Adoption ONGOING PUBLIC CONSULTATION SPC: Service review P8tP: Long -term strategic CM / CF: Multi -year (levels, changes, priorities) plan recommendations outlook preparation COW: Budget direction (priorities, levels, targets) Administration Base Budget CM / CF Submissions Review -City Services :Priorities -ABCs •Targets -Directions I Aiz, mgetherwe M11bu1W r astMrk9 Qm Mky Meeting Schedules PUBLIC I ABC presentations City Manager recommended COW: Budget H Council operating / deliberations / Approval capital budgets recommendation • Standing Committees meet once a month Policy & Priorities: Mondays after every second Committee of the whole meeting Standing Policy 1: 1St Wednesday each month Standing Policy 2: 2nd Wednesday each month Standing Policy 3: 3rd Wednesday each month Standing Policy 4: 4t" Wedngium (p/y. ply Dageth&w Vll .t+�emh.1 _Ity 14 175 Agenda Preparation & Distribution • SC agendas are prepared by the Clerk and reviewed by the Chair during the agenda meeting • Agendas are distributed to All Members of Council Agenda Submissions - All meetings Wednesday prior to meeting Noon Agenda Meetings _._._. ......................... .............. - SPC ....................................................... Friday prior to meeting 10 AM ................................................................ Agenda Distribution - SPC Friday prior to meeting 4:30 PM - CC/ COW/ PP Thursday prior to meeting together"VIII btdw a Stronger community Reports & Minutes • The Clerk or designate prepares a report for each SC meeting • Reports include Committee recommendations for Council consideration and other Committee decisions • Reports are signed by the Committee Chair together — WU build a semiger community ir[1 15 Public Notification • All SC meetings are open to the public • Closed sessions for land, legal and labour • Posted on City's website or through local media Regular Meetings: Three (3) days prior to meeting Cancelled or Rescheduled Meetings: Twenty - four (24) hours prior to the meeting Special Meetings: Forty -eight (48) hours prior to meeting @l together we will build astronger community Public Presentations • Public presentations are made at Committee meetings • The public des not make presentations to Council unless: Required by legislation (i.e., public hearing) Recommended to Council by a Committee • Requests to make public presentations require a written submission to the Clerk togetherw wdl build astronger community 177 16 Public Presentations • Presentations requests include: Response to agenda items Public concerns or policy related to Committee mandate • Agenda responses may be called for by the Chair at the time the item is heard by the Committee • Other requests are schedule by the Clerk under the direction of the Committee • Presentations are limited to fifteen (15) minutes togetherwewlll build a strongermmr —Ity I Public Correspondence Members of Council ■ Public correspondence - discussed at COW meetings as information items Correspondence admin /operational matters City Manager Responses Clerk ABCs COW Info Items _ _____ _______ Actions Committee of Responses the Whole - - - - -- Public together we w ff bulld a stronger community iFS] 17 Administrative Inquiries • An administrative Inquiry - written request from Committee Member for the provision of information or report related to policy • Requests made through Committee to City Manager • City Manager answers verbally, in writing or commits to a written response • Only SC can give direction to City Manager by resolution of the Committee • No direction to the City Manager or employees of the City by Chairs or Committee members together we will build a amorr mmmunhy Agencies, Boards & Commissions • ABCs deliver services on behalf of the City • City ABCs are directly accountable to Council through one of the Standing Policy Committees (depending on Committee mandate) • Mandate, authority, membership and service outputs are defined in Terms of Reference • ABCs contribute to policy development with recommendations and information ecgettwr will bulldastmrgercommunhy HOG] m Common Council, Committees of Council, City Departments, and Agencies, Boards & Commissions of Saint ]ohn INT IORN Governance Model of the City of Saint John (Existing) ®®® ®IM3 W® ®® ® ®m® Vision 2015: Saint John Governance Project Agencies, Boards & Commissions • Required reporting to Council through SPCs on: Activities and performance How activities contribute to Council's policy, strategic direction and priorities • Budget allocations are dependent on reporting, performance, outcomes and alignment with strategic direction • Individual review to determine need • Reconsider need for appointment of Councillors {K .� together we will build a stmn9w-unity iU181 19 Ad Hoc & Sub - Committees • Ad hoc Created by Council to review and develop recommendations for special purposes (e.g., ward system) Report to Council • Sub - Committees Created by Standing Committees to review and help develop policy on matters that fall within the mandate Report to Standing Committees together we will build a stronger community Ad Hoc & Sub - Committees • Terms of Reference required outlining purpose, authority and intended deliverables • Membership comprised of non - elected participants — no compensation Sub - Committee appointments made by the Standing Committee (similar to ABC process) • Evaluation of progress annually through reporting • Committee dissolved when deliverables are completed together we will build a stronger canmunhy W-31 20 Practicalities of Implementation • Council Commitment Participation on two standing policy committees Chairs of SPC are also members of Policy & Priorities • Meeting Frequency Required meeting attendance will increase Effective time management and a reduction in Council appointments to ABCs will minimize time commitment 1•ia' together we.111 build a Mn. mtmnutdty Practicalities of Implementation • Public Access and Participation Timely access to meeting agendas Ability for public to reasonably attend meetings • Preparation Council and Committee Meetings Efficient decision - making requires understanding of issues prior to the meeting Strict adherence to agenda submission and distribution timelines (Council and Administration) gootogether we win bud s strormw coromunhy & 21 RYA Practicalities of Implementation • Successful Transition to New Model Learning curve requiring proper orientation of Council, the Administration (staff), ABCs and the public as well as practical experience Cooperation between Council and the Administration in determining how to deal with very complex and / or unique issues (gray areas) Depends on understanding and commitment of those responsible for making the system work - respect for roles and system jl NK� tagether we will build a stronger wm unny Practicalities of Implementation • System Evolution Recommendation that no changes are made to the proposed model in the first 18 months of operation Evaluation of system at regular intervals to recommend improvements Review of strategic plans and outcomes to consider appropriateness of Committee mandates together we will build a st ger -unity iF-341 22 Practicalities of Implementation • Relationships to ABCs and Existing Council Committees Future consideration for the need of existing ABCs and committees Future consideration for the appropriateness of appointments of Council to ABCs and committees {IiC J' together we will build a stronger mm fty f Practicalities of Implementation • Additional Funding Requirements Administrative staffing to support the preparation of agendas, minutes, reports and attendance at meetings Planning resources to guide Council and the Administration in completing planning requirements Public notice and education related to ensuring that the public understands the new model and that they have access to the system together e �, RenavatiQa of space for Com ' 23 iEYI Practicalities of Implementation • By -law and Legislation Changes Requires amendments to the City of Saint John's Procedural By -law Development of Terms of Reference for Standing Committees, ABCs, and Committees of Council Consideration of revisions to the City Government Act together we will build a stronger mmmunhy Alternatives • Appointment of Chairs • Chair of Committee of the Whole • Meeting Times • Frequency of Rotations * together we will build a Omoger community iF-361 24 PROS AND CONS PROS SPECIALIZE INTERESTS CITIZEN INPUT PUBLIC OPINION SPEED UP WORK INFORMAL ATMOSPHERE PARTICIPATION STAFF BETTER DECISIONS ACCOUNTABILITY RESPONSIVE/TRANSPARENT together we will build a sbotyer community Standing Committee Mandates CONS BUCK PASSING DUPLICATION EFFORT IGNORE VISION FRAGMENTATION NEGLECT COMMUNITY INTERFERENCE OPS STAFF BLOCK CAO CONFLICT JURISDICTION TIME LINES Standing committees make recommendations on policy within a specified mandate Mandates define the purpose and authority (sphere of jurisdiction) of committees Proposed Standing Committee mandates will be the subject of a separate report. Options include: Departmental Alignment ❑Sustainability Needs Service Based Alignment ❑Outcomes Based together we will build a stronger community iRIQ 25 NEXT STEPS • COUNCIL DIRECTION IS A COMMITTEE SYSTEM BETTER FOR THE CITY WHAT IMPROVEMENTS ARE PREFERRED TIMING OF IMPLEMENTATION • IMPLEMENTATION FINALIZE COMMITTEE MANDATES BYLAW AMENDMENTS mgether we will build a stronger com mlty iRYA 26 REPORT TO COMMON COUNCIL DOCUMENT VERBALLY PRESENTED M &C #2007 -401 December 17, 2007 His Worship Mayor McFarlane and Members of Common Council Your Worship and Members of Council SUBJECT: SAINT JOHN GENERAL FUND: SUMMARY OF PROPOSED 2008 CAPITAL AND OPERATING BUDGETS PURPOSE: The purpose of this report is to provide a summary for review and discussion by Common Council on the proposed 2008 Capital and Operating Budget of the City of Saint John's General Fund. If found acceptable to Common Council, approval is being sought for the necessary recommendations and resolutions that will allow the Administration to proceed with these documents, serving as guidelines for the Administration when delivering the various services to the community. REVIEWING THE CONTEXT: In considering these documents, it is appropriate that Common Council be provided with some appreciation of the context in which staff has compiled the information for both the Capital and Operating Budget. Understanding the context is extremely important in as much as if staff has misjudged or misunderstood both what we will call "Community and Council Realities ", then clearly the proposed resolutions will be found not to be acceptable and staff will need to be given further direction. First, these documents have been prepared on the basis, or assumption, that the City of Saint John is on the cusp of a significant growth period. Quoting from recent documentation provided by Enterprise Saint John, "Saint John, New Brunswick, is uniquely positioned as one of Eastern Canada's fastest growing economies, driven in large part by the tourism, information & communications technology, health sciences and energy sectors. iER I REPORT TO COMMON COUNCIL SUBJECT.' 2008 GENERAL FUND OPERATING AND CAPITAL B UDGETS PAGE 2 Our tourism numbers are showing significant growth, due in large part to a well established special events and convention business, close proximity to the U.S. northeast, and our rapidly emerging cruise industry (200, 000 passengers are forecast to arrive in Saint John in 2007, up 54% from 2006). We also have 3 billion in major energy projects currently underway, and well over $20 billion in planned or potential incremental capital investments anticipated over the next decade. Local employment numbers are up almost 30% over the past decade (since 1996); the highest increase of any urban centre in New Brunswick over this same time period. In addition, a staggering 61 % of all new jobs created in New Brunswick over the past 12 months have been created right here in Saint John. " Specifically, as this growth applies to the municipality, the City has been informed that its tax base has grown by 7.57% in the past year•, the most significant increase the City has witnessed in more than a decade. Given the economic outlook, staff would have no reason not to suspect that 2008 is the first year of a period during which the municipality will experience considerable annual tax rate growth. It is in this context that the 2008 Capital Budget is both aggressive and bold. It proposes significant investments in long awaited necessary municipal infrastructure projects. Secondly, the documents have been prepared within a month of Common Council having accepted and endorsed Sustainability Principles, A Vision and most important to the Administration, 20 -Year Community Goals in the areas of Social, Economic, Environment, Infrastructure and Governance. These Goals have guided staff in preparing the documents that Council is considering this evening. The importance of the work undertaken by the Citizens Advisory Committee, the Vision 2015 Committee and finally Common Council cannot be overstated. As we move forward, these Principles, this Vision and these Goals must become integral to every decision that is made and serve as the guide rails for all civic services. Thirdly, these documents have been prepared knowing that this is the fourth and final Budget to be considered by this particular Council. Reflecting on Council's term and the decisions that Council has made, staff has interpreted this Council as having been generally: • Pro Growth and development, while not wanting to see parts of our community being left behind. Concerned with what has been described as "door step services ", i.e. waste collection, sidewalk maintenance, a visible police presence and appropriate green space. iBUD REPORT TO COMMON COUNCIL SUBJECT: 2008 GENERAL FUND OPERATING AND CAPITAL BUDGETS PAGE 3 • Appreciative of the importance of Arts, Culture, and our Heritage to the city's future growth prospects. Sensitive to the increasing costs of municipal services to property owners of this community. It is with these points in mind, that both the proposed Capital and Operating budgets have been compiled. Staff would hope that Council will be able to see where staff has attempted to be entirely consistent with the views of Council as has been expressed during its term. Fourth, the documents have also been prepared on the basis of knowing that some in our community hold a very strong view that less government is better, that the private sector is more efficient and that citizens are overburdened by high costs, particularly in the area of police and fire. The City Manager is on record as having brought these views and concerns to Council's attention on many occasions. Yet, through the town hall meetings, the Visioning process and weekly meetings of Council these concerns have seldom been raised. As a result, the Administration can only conclude that while a small sector of the community might hold such opinions and have a platform to expound upon them, the wider community does not at all share this same view. The broader community will always need to be assured and demand that municipal services are being delivered both efficiently and effectively. Having said this, a review of decisions of this and previous Councils would indicate that if anything, the majority of citizens want to maintain the current level of fire protection, witness an increasing police presence in their neighbourhoods and see an enhanced level of service being delivered to their doorstep. The dichotomy of views on such matters is one of the great debates in municipal circles and will no doubt continue for years. As for the Administration, its role is to bring these concerns to the attention of elected officials who in turn have the responsibility of listening to the community and assessing the pulse of citizens on theses issues. If a majority of the Community share these views, the Administration would fully expect that Council would give clear direction and that a complete and radical overhaul to the methods and levels of service provided by Police, Fire, and Municipal Operations would have to begin. To date, it would appear that in the City of Saint John such views are not being embraced by the majority. It is in this context that the proposed Capital and Operating Budget have been compiled. Finally, the documents have been prepared in a context of knowing that municipal governance and financing is currently being reviewed by the Government of New Brunswick. Council is reminded that the current arrangements between the Province and iRis] REPORT TO COMMON COUNCIL SUBJECT.' 2008 GENERAL FUND OPERATING AND CAPITAL B UDGETS PAGE 4 all municipalities with respect to the level of Unconditional Grant funding, expires at the end of 2008. If this review is anything at all like the most recent review in the area of post secondary education, Council should not expect to see some tweaking of the existing system, but rather sweeping reforms in all areas where municipalities and the Provincial governments interact. THE 2008 CAPITAL BUDGET: With this as the context, the 2008 Capital Budget has been compiled. As indicated, it is both aggressive and bold and proposes a total investment of $54.8 million with anticipated municipal borrowings of approximately $37.5 million. Previously, it was indicated that Saint John is on the "cusp" of a period of growth. It is for this reason that proposed investment and borrowings are at an unprecedented level. In essence, Council is being asked to approve significant investments now in anticipation that tax base growth in the future, coupled with new provincial /municipal finance arrangements, will be sufficient to cover the debt payments without undue hardship on taxpayers. Many of the proposed investments in the Capital budget can be, and should be, tied directly to the 20 -Year Community Goals. For example, GOAL: Our City has a strong sense of community and belonging. We have active and healthy lifestyles supported by diversity of parks and open spaces, recreation facilities and programs, cultural and social events and public gathering places. In response, the Capital budget proposes a number of initiatives. • Rockwood Park Re- development Project 191 REPORT TO COMMON COUNCIL SUBJECT.' 2008 GENERAL FUND OPERATING AND CAPITAL BUDGETS PAGE 5 Through a recent partnership between the City of Saint John, Emera Brunswick Pipeline, the Saint John Horticultural Association and the Lily Lake Pavilion Restoration Committee, a Redevelopment Plan for the area around Lily Lake is being proposed. At this point, a contribution from the Municipality is not being considered. Contemplated as requiring a total of $8 million over the next two years, of which $2.5 million from other partners is already in hand, the plan calls for a major road realignment, the rebuilding of the entrance and road into the Park. The intent is to make this area one in which every citizen will take pride. It is to be of Harbour Passage or Loyalist Burial Ground quality. It is intended to be a quality recreation space, a public space and a gathering location for both visitors and citizens. If supported by Council, the Administration would intend on pursuing other funding partners and report back to Common Council with a more detailed implementation plan and it is likely that the City will become one of those partners, and as yet at an unidentified level. REDEVELOPMENT OF THE CANADA GAMES STADIUM: That Capital Budget calls for a direct investment by the municipality of $1,000,000 along with fifty percent ($600,000) of the monies supplied by Emera Brunswick for improved recreation facilities, in a redevelopment plan for the Canada Games Stadium. The current plans involve the placement of artificial turf, a new synthetic track, grandstand renovations and lighting. This project would proceed only with the support of the University of New Brunswick and the Province of New Brunswick. ENHANCING EXISTING RECREATION FACILITIES: Also included in the proposed Capital budget are investments totally over a million dollars aimed at raising the quality and functionality of existing facilities. In addition to the City's ongoing capital improvements to Community Arenas, the Shamrock Tennis Courts will be totally rebuilt, further improvements will be made to Memorial Field and $100,000 has been set aside for an improved playground or some other appropriate facility in the Crescent Valley Area. GOAL: Our City has a flexible and adaptive housing market that meets the needs within our community. Affordable and suitable our housing contributes to beautiful and diverse neighbourhoods that evokes and encourage a strong sense of place. Although the Capital Budget does not propose any direct investment by the municipality in housing, it does include a number of initiatives aimed at "contributing to our beautiful and diverse neighbourhoods and encouraging a strong sense of place." For example, it is proposed that; i&GY' REPORT TO COMMON COUNCIL SUBJECT: 2008 GENERAL FUND OPERATING AND CAPITAL BUDGETS PAGE 6 • $3,865,000 be invested in eight projects to rebuilding streets the primarily purpose of which is to improve neighbourhoods. The most notable being Princess Street from Prince William to Charlotte at a total of $1,735,000. • Investments be made of $200,000 for Heritage Grants and $60,000 for Upper floor grants, the aim of which is to support diverse neighbourhoods. GOAL: Our City has magnificent waterfronts with public access and bicycle trails and pedestrian trails that connect the entire City. A number of investments are proposed in response to this goal. For example, Acquisition by the Municipality of the Coast Guard site to be $3,000,000 developed with due sensitivity to public access and green space. Rebuilding of the Three Sister's Park, and St. Andrew's Park and the $1,300,000 Broad Street Park all near or adjacent to the waterfront, (a portion of the investment to be recovered from others) Phase I of a Reversing Falls redevelopment plan aimed at re- instating $750,000 this location as a primary meeting place for citizens and visitors alike. GOAL: Our City serves the access and mobility needs of all people through an evolving array of convenient, comfortable and efficient modes of transportation. E iRm REPORT TO COMMON COUNCIL SUBJECT: 2008 GENERAL FUND OPERATING AND CAPITAL B UDGETs PAGE 7 Clearly the most significant response to this goal is the investment proposed to construct a new Transit Facility, the life span of which is expected to be fifty years. However, also proposed is the acquisition of four more new low rider buses along with one Para Transit Vehicle for a total investment of $1,875,000. Finally, included in the Capital Budget is an amount of $100,000 identified as a Mobility Transportation Study. Staff would anticipate that this would be a major initiative and would require funding support from other partners if it is to proceed. This is in fact a regional study and should deal with all modes of transportation. GOAL: Our City insists on the highest standard of quality in architectural landscaping, infrastructure management and urban design. Our natural built heritage is a key component in developing new and renewed places to live, work, play and learn. The so called "North of Union Development" while intended to deal with a much needed police facility, was always thought to provide an opportunity to do more than meet just this need. E SAINT JOHN POLICE NEADQUAMRS ctiolsulJoh rauwraiox En6moe Pelspecsue WRJ" tWKWM pz9nD, iBZ! DFS ,2 REPORT TO COMMON COUNCIL SUBJECT.' 2008 GENERAL FUND OPERATING AND CAPITAL BUDGETS PAGE 8 It is anticipated that this development will in fact be of the highest quality, that it will help ensure the complete restoration of the Carnegie Building, that it will have appropriate public gathering spaces and be in total compliance with Council's approved Arts and Cultural Policy. Staff remains confident that through the upcoming consultative process, Council's priorities can all be met in this regard. This concludes the overview of the proposed Capital Budget. As indicated, staff would hope that it is not only seen as meeting major infrastructure needs, but is very response to the 20 Year Community Goals. THE 2008 OPERATING BUDGET. If supported by Common Council, the 2008 Operating Budget will result in a tax rate of $1.795 per $100 dollars of assessment. As indicated, both total revenues and expenditures are expected to increase by 6.36% resulting in a Net Municipal Budget of slightly more than $110 million. Once again, staff has referenced the Community 20 Years Goals in arriving at the proposed recommendations. In addition, staff has considered certain challenges and expectations of this particular Council as it nears the end of its mandate. Staff is able to state that the proposed Operating Budget will result in the same general level of services that the community has experienced in 2007. In order to make this commitment and at the same time be responsive to the community goals and Council's expectations and challenges, certain operational effectiveness in program delivery are to be implemented as well as expenditures are going to have to be aggressively managed. Even more specific, to be successful in meeting these 2008 Operating Budget targets, Council and the Police Commission are going to have to be successful in negotiating contracts (particularly with Fire and Police) with wage settlements less than what are being experienced in other communities and more in line with that being proposed for management staff (2 %). Information regarding recent settlements would indicate that this is a significant risk, particularly when both Bargaining Units have the option of proceeding to binding arbitration. At the same time, the Operating Budget reflects the City's legal obligation to ensure that the Current Service Cost of the Employee Pension Plan is being funded. This is the single largest factor for having to increase the total of all employee benefits (Health, Dental, WCB, UIC, CPP and Pension from 21 % to 24 %). Finally, the 2008 Operating Budget has made provision for shortcomings that have been identified in the 2007 Approved Budget. In other words, staff has made the necessary adjustments based on the experience of the last twelve months. 101+' REPORT TO COMMON COUNCIL SUBJECT: 2008 GENERAL FUND OPERATING AND CAPITAL BUDGETS PAGE 9 Now, to touch on a few of the highlights or provisions within this budget that deserves specific mention. SUPPORTING NEIGHBOURHOOD DEVELOPMENT: As the City's enters a period of economic growth, it would appear to be coming more important that consideration be given to developing plans, programs and other initiatives to ensure that certain neighbourhoods are not being left behind. At the same time, there are other neighbourhoods that are not necessarily vulnerable, but for whatever reason, feel disconnected from City Hall or the decisions of Common Council An envelope of $150,000 is proposed in the Operating Budget to deal with this issue. This envelope will fall under the responsibility of the Deputy City Manager, who will in turn work with Vibrant Communities, Human Development Council, Community Development Officers in Leisure Services, Neighbourhood Police Officers and the Provincial Department of Community Services in an effort to ensure appropriate processes and programs can be developed. This is not about providing grants to any third party organization. It is about showing leadership and awareness of the issue that may become magnified in the next decade. Finally, it is not about the City going it "alone ". This envelope should only be made available by Council, if in fact an amount equal or more than $150,000 is forthcoming from other stakeholders and levels of government and Council is satisfied that positive and measurable results can be achieved. IMPROVING COMMUNICATIONS: It has been clear to staff that this Council has embraced the concept of improved communications both internally and externally by the City of Saint John. As evidence of this fact, one only needs to refer to the Communications Audit that was commissioned by Council in the fall of 2006. City staff is totally supportive of this initiative and have been for many years. However, financial restrictions have always prevented this initiative from rising to the top of the pile. The Operating Budget has identified the necessary resources for a two person Communications Unit. In future years, staff would envisage the annual commitment to this program might amount to $400,000 to $500,000 if the City is going to effectively provide taxpayers, ratepayers, employees and stakeholders real and factual information on a timely basis. iRI1 REPORT TO COMMON COUNCIL SUBJECT: 2008 GENERAL FUND OPERATING AND CAPITAL BUDGETS ENHANCING AND DEVELOPING INDUSTRIAL PARKS: The Operating Budget contemplates a higher level of marketing, promoting and managing of the City's Industrial Parks. PAGE 10 Council had appointed a Review Committee to review the activities of Saint John Industrial parks, which in turn made a number of recommendations. These recommendations were subsequently endorsed by Saint John Industrial Parks and the City Manager. The next step is to move towards implementation and therefore the funding to the company ahs been increased from $82,500 in 2007 to $275,000 in 2008. MAINTAINING APPROPRIATE SERVICE LEVELS: - BUILDING INSPECTION AND BYLAW ENFORCEMENT: In anticipation of a rapid period of growth, there are certain sectors of our community that will demand an enhanced level of service. Most notably, additional resources are going to have to be provided in the area of Building Inspection and By -law Enforcement. This issue has been brought to the attention of elected officials and the City Manager by contractors, builders and citizens as the department has recently struggled to keep up with the increased volume of activity. As a simple example, the number of building permits issued in 2006 amounted to approximately 1,200 and are anticipated to rise to 2,000 in 2007. As Council is aware, the issuance of a Building Permit is just the start of the process and each permit issued than initiates a series of inspections through the construction period, all of which are time sensitive. The same increase in volume is also being experienced in the area of Bylaw Enforcement. As a result, an additional staff resource, coupled with the necessary tools to perform this function, is being proposed in the 2008 Operating Budget. Finally, staff would be remiss if we did not draw to Councils attention, certain initiatives contemplated as we near 2008. Within the existing Fleet Replacement Program and approved program, a focus will be on acquiring additional appropriate equipment to enhance the Sidewalk Snow Plowing Program. In addition, the Budget recommends an increase to Community Arts Board to allow the Board to deal with some of the workload challenges it faces. Unspecified Grants and Public Celebration budgets have also been increased to reflect the requests being made of Council. Finally, the Common Clerk's budget has been increased to recognize the additional workload to be generated should Council decide to implement a Standing Committee form of Government and to recognize the increased role the City will play with the Cities of New Brunswick Association in 2008. i M N REPORT TO COMMON COUNCIL SUBJECT: 2008 GENERAL FUND OPERATING AND CAPITAL B UDGETS CONCLUSION: PAGE I I In concluding, staff wishes to reiterate that we have endeavoured to be responsive to the wishes of the Community as stated in the 20 Year Community Goals and as heard from Common Council throughout its terms. As a result, we would request that Common Council give consideration to adopting the following resolutions. RESOLVED that the sum of $19,166,653 be the total Operating Fund Budget of the City of Saint John for 2008 as detailed in the attached Appendix A, and, RESOLVED that the estimate required to be raised by levy on real property assessment liable to taxation under the Assessment Act within the City for the year 2008 be adopted in the amount of $90,624,562 and, RESOLVED that Common Council orders and directs the levying of $1.795 per hundred dollars of assessment by the Minister of Local Government on real property liable to taxation under the Assessment Act within the City. RESOLVED that Common Council approve a 2008 Capital Budget amounting to $60,166,703 of which not more than $40,371,703 shall be financed by the issuance of debentures, as detailed in the attached Appendix B. RESOLVED that Common Council approve an addition of five permanent positions to the Establishment. RESOLVED that Common Council approve a cost of living adjustment to the 2008 Management Professional Pay Scale in the amount of two percent. Terrence L. Totten, FCA CITY MANAGER Attachments iR %3 i' a Z OW Z Q N (� O LL Z O O N } Q Uw wa L =O r w a Z o Q U Y O C) O O J O N O w Z o Q U w � /IS N M� W H w 00 00 N m O O O O O e O O (O T N O (C) R O LO O T CO O CO 4 LO LO ce) 00 LO 00 LO Lo LO CO LO � ,Od. O 0) IT V N ( Af N T T T T T O O e O O (O T -It O C7 N LO O CO 4 CO N 00 ce) LO CO N M 00 (D t N ( T O T O O O O) T T T T ��T^ VT (D 0 CO N O O N 00 T W U) z W W CC > Z) W a: X W F- IL z X O w z J O J IRue n (� T T M O) O r- T N M T�T V/ 03 O N (O LO V N O O CD rn O) (O ,It N' 4 O' H z Q O J Q z O W 1- O O z D O m z W D z O O O O LO N LO r- N O LO T T O C7 1^ L I O I,- O Ln O ti o dM 0) O r T C ql O eeL��n �T rn 0 N O 4 rl� Kt T C6 O co d' Cl O H Q z_ 2 O w Q 0 Ir a a 12/17/2007 CITY OF SAINT JOHN 2008 OPERATING BUDGET NON -TAX REVENUE SALE OF GOODS AND SERVICES FIRE SERVICES HAZMAT FUNDING POINT LEPREAU CLEARANCE LETTERS POLICE SERVICES LODGE PRISONERS ACCIDENT REPORTS TAXI LICENCES OTHER RECREATION AND CULTURAL SPORTSFIELDS SENIORS PROGRAMS CARLETON COMMUNITY CENTER NORTH END COMMUNITY CENTER ROCKWOOD PARK FOREST HILLS COMMUNITY CENTER Other (26 -49) Other (26 -50) HURLEY ARENA GORMAN ARENA BELYEA ARENA PETER MURRAY ARENA EMERGENCY DISPATCH ADMINISTRATIVE SERVICES HOUSING OPERATIONS Saint John Transit PENSION PLAN WATER AND SEWERAGE UTILITY OTHER TOURISM PARTNERSHIP OTHER TOURISM PLANNING DEPT SERVICES SALE OF USED EQUIPMENT GARBAGE COLLECTION TRANSPORTATION TENDERS 2007 BUDGET 918181 70,000 40,000 4,000 3,000 11,000 50,000 35,000 50,000 4,300 7,900 6,500 0 20,000 16,000 30,000 110,000 125,000 170,000 110,000 580,000 APPENDIX A 2008 2009 BUDGET OUTLOOK 42,000 70,000 70,000 40,000 40,000 4,000 4,000 3,000 11,000 50,000 35,000 60,000 4,000 9,000 4,500 8,000 18,000 30,000 180,000 140,000 134,000 125,000 390,000 3,000 11,000 50,000 35,000 63,000 4,000 9,000 2,500 9,000 18,000 30,000 185,000 144,000 138,000 128,000 390,000 44,000 45,000 46,000 42,000 42,000 45,000 100,000 200,000 200,000 1,391,000 1,464,000 1,552,000 0 75,500 75,500 3,000 3,000 3,000 50,000 50,000 50,000 5,000 5,000 5,000 5,000 5,000 5,000 500 500 500 Page 2 of 6 12/17/2007 CITY OF SAINT JOHN 2008 OPERATING BUDGET NON -TAX REVENUE OTHER REVENUE FROM OWN SOURCES LICENSES AND PERMITS BUILDING PERMITS PLUMBING PERMITS DEMOLITION PERMITS MOBILE HOME PERMITS GRAVEL PIT PERMITS EXCAVATION PERMITS BUSINESS LICENCES REZONING APPLICATIONS OTHER GAS PIPELINE LICENCE FINES AND PARKING MARKET SQUARE PARKING PARKING METERS METER VIOLATIONS METER SUMMONSES TRAFFIC BY LAW FINES TRAFFIC BY LAW SUMMONSES COURT FINES RENTALS MARKET RENTALS LAND AND BUILDINGS CITY HALL SHORT TERM INTEREST CONDITIONAL GRANTS FROM OTHER GOVMNTS PROVINCIAL HIGHWAY MAINT OTHER REVENUE MISCELLANEOUS PIPELINE EASEMENT SALES SURPLUS 2ND PREVIOUS YEAR TOTAL NON TAX REVENUE 2007 2008 BUDGET BUDGET APPENDIX A 2009 OUTLOOK 1,665,000 1,000,000 1,006,000 65,000 70,000 74,200 5,000 5,000 5,300 1,250 1,250 1,250 19,000 22,000 22,000 250 250 250 500 500 500 20,000 20,000 20,000 9,000 12,000 12,720 16,500 16,500 16,500 733,000 1,022,531 1,022,531 724,500 775,000 775,000 240,000 210,000 210,000 44,000 46,000 46,000 220,000 250,000 250,000 28,000 30,000 30,000 65,000 60,000 60,000 435,000 435,000 440,000 135,000 135,000 135,000 58,000 58,000 58,000 250,000 250,000 250,000 360,000 250,000 250,000 50,000 109,839 50,000 450,000 0 0 0 1,057,898 0 8,677,200 9,042,268 8,050,751 918111 Page 3 of 6 12/17/2007 Page 4 of 6 918YA CITY OF SAINT JOHN APPENDIX A 2008 OPERATING BUDGET EXPENDITURES 2007 2008 2009 DEPARTMENT NAME BUDGET BUDGET OUTLOOK MAYOR'S OFFICE 194,275 220,196 226,842 COUNCIL 385,170 395,159 395,159 LEGISLATIVE 579,445 615,355 622,001 CITY MANAGER 487,220 520,960 535,120 VISION 2015 600,646 577,652 596,118 COMMUNICATIONS SUPPORT 0 250,000 262,500 COMMON CLERK 754,991 788,352 767,418 FINANCE 1,317,441 1,546,829 1,606,401 LEGAL 697,120 721,173 692,435 GENERAL ADMINISTRATION 3,857,418 4,404,966 4,459,992 MATERIALS MANAGEMENT 928,707 1,057,159 1,089,281 HUMAN RESOURCES 1,298,130 1,384,437 1,430,362 PUBLIC SAFETY COMMUNICATIONS CENTRE 1,871,028 2,062,840 2,010,671 INFORMATION SYSTEMS & SUPPORT 1,923,905 2,018,794 2,059,264 FLEET SERVICES 496,019 702,722 786,773 CORPORATE SERVICES 6,517,789 7,225,952 7,376,351 FIRE 17,810,788 19,440,419 20,400,642 BUILDING & INSPECTION SERVICES 1,266,095 1,543,400 1,609,200 FACILITY MANAGEMENT 899,322 978,846 1,020,593 CARPENTRYSHOP 460,063 470,314 486,762 CITY MARKET 748,250 864,307 893,048 CITY HALL BUILDING 1,521,025 1,716,459 1,760,817 BUILDINGS AND INSPECTION SERVICES 4,894,755 5,573,326 5,770,420 EMERGENCY MEASURES ORGANIZATION 171,351 232,320 218,533 MUNICIPAL OPERATIONS MUNICIPAL OPERATIONS ADMIN 1,412,208 1,575,612 1,664,334 SERVICE & PROG DEVELOPMENT 555,623 288,136 296,485 ENGINEERING & GROWTH 376,171 414,810 429,303 TRAFFIC ENG & SYSTEMS 986,887 1,260,516 1,297,648 SNOW CONTROL STREETS 4,254,632 4,784,657 4,973,879 SNOW CONTROL SIDEWALKS 383,731 634,448 660,924 STORM DRAINAGE 2,198,468 2,125,659 2,254,988 STREET CLEANING 1,319,414 1,393,271 1,477,054 SANITATION 3,169,262 3,624,979 3,746,759 STREET SERVICES 4,358,874 4,703,861 5,146,914 MUNICIPAL OPERATIONS 19,015,270 20,805,949 21,948,288 COMMUNITY PLANNING 819,382 877,807 908,631 REAL ESTATE 437,730 424,787 433,397 G I S 267,007 279,728 291,072 HERITAGE 206,951 224,702 233,802 PLANNING ADVISORY COMM 11,500 12,400 12,500 ENVIRONMENT COMMITTEE 4,400 4,400 4,400 PLANNING AND DEVELOPMENT 1,746,969 1,823,824 1,883,802 Page 4 of 6 918YA 12/17/2007 CITY OF SAINT JOHN 2008 OPERATING BUDGET EXPENDITURES APPENDIX A NON DEPARTMENTAL SAINT JOHN TRANSIT OPERATING 2007 2008 2009 DEPARTMENT NAME BUDGET BUDGET OUTLOOK LEISURE SERVICES 2,046,380 2,078,407 2,150,867 ADMINISTRATION 717,901 728,075 748,827 FACILITIES 1,038,981 1,482,937 1,534,274 ARENAS 1,347,161 1,121,503 1,165,407 LANDSCAPE 1,429,932 1,539,927 1,597,829 WEST DISTRICT 307,995 323,697 335,651 CENTRAL DISTRICT 489,813 520,071 539,245 EAST DISTRICT 378,006 392,234 405,817 PRO KIDS 72,229 76,147 79,092 CONTRACTED SERVICES 92,000 140,000 140,000 SUBSIDIES: FACILITY USAGE 183,000 183,000 183,000 RECREATION COMMUNITY GROUPS 18,000 18,000 18,000 LEISURE SERVICES 6,075,018 6,525,591 6,747,142 TOURISM 915,000 1,035,218 1,075,313 POLICE COMMISSION 18,880,220 20,063,849 20,745,300 NON DEPARTMENTAL SAINT JOHN TRANSIT OPERATING 3,080,000 3,519,925 3,785,625 SAINT JOHN TRANSIT DEBT 639,506 693,320 932,225 MARKET SO. - COMMON AREA COSTS 2,046,380 2,078,407 2,150,867 WATER SUPPLY & HYDRANTS 1,708,119 1,882,000 2,010,000 REGIONAL FACILITIES COMM 1,839,757 1,577,543 1,684,748 STREET LIGHTING 925,000 925,000 944,000 PROPERTY ASSESSMENT 938,685 1,009,743 1,060,230 REGIONAL ECONOMIC DEVELOPMENT 408,420 437,616 455,121 LIABILITY INSURANCE 435,000 456,750 468,169 ARTS AND CULTURE INITIATIVES 225,570 263,697 268,880 LIBRARY 369,280 378,600 391,686 PARKING ADMIN. SUPPORT 431,410 465,385 484,105 SAINT JOHN DEV CORP 147,446 196,028 201,900 WATERFRONT DEVELOPMENT 165,000 100,000 100,000 ANIMAL & PEST CONTROL 130,000 137,000 144,000 LORD BEAVERBROOK 132,600 136,600 140,700 S.J. HORICULTURAL ASSOC. 58,000 58,000 0 SAINT JOHN INDUSTRIAL PARKS LTD 82,200 275,000 283,300 FESTIVALS /PUBLIC CELEBRATIONS 43,000 83,000 83,000 SOCIAL DEVELOPMENT SUPPORT 310,000 462,000 461,500 NON DEPARTMENTAL 14,115,373 15,135,614 16,050,056 FUNDING OF THE GOING CONCERN PENSION LIABILITY FUNDING CHARGE 2004, 2005, & 2006 2,031,120 1,911,632 1,838,384 CURRENT YEAR SPECIAL PAYMENT 3,915,150 3,112,619 3,237,123 ADDITIONAL EMPLOYEE CONTRIBUTIONS (910,503) (880,086) (915,289) NET COST TO CITY SPECIAL PAYMENT 3,004,647 2,232,533 2,321,834 NET IMPACT PENSION FUNDING 5,035,767 4,144,165 4,160,218 FISCAL CHARGES DEBT PAYMENTS 11,625,571 11,140,105 11,990,248 CAPITAL FROM OPERATING 735,000 1,000,000 1,500,000 2nd PREVIOUS YEAR DEFICIT 65,935 0 500,000 FISCAL CHARGES 12,426,506 12,140,105 13,990,248 TOTALS 112,041,669 119,166,653 125,448,306 Page 5 of 6 MEIN 12A 7/2007 THE CITY OF SAINT JOHN SUBSIDIES AND GRANTS 2008 BUDGET ARTS AND CULTURE INITIATIVES ARTS AND CULTURE BOARD PUBLIC ART RESERVE FUND CULTURAL AFFAIRS OFFICE COMMITMENT TO CUTURAL CAPITALS FESTIVALS /PUBLIC CELEBRATIONS LOYALIST HERITAGE FESTIVAL JAZZ AND BLUES FESTIVAL FESTIVAL de la BAIE FRANCAIS OTHER SOCIAL DEVELOPMENT SUPPORT UNBSJ CAPITAL CAMPAIGN SENIOR CITIZENS CENTER ( free rent) HUMAN DEVELOPMENT COUNCIL (free rent - 8,000) P.R.U.D.E. (free rent) ABILITY ADVISORY COMMITTEE SEAFARER'S MISSION YOUTH CABINET OTHER NEIGHBOURHOOD DEVELOPMENT APPENDIX A onn7 onna onno 70,000 100,000 100,000 25,000 25,000 25,000 95,570 103,697 108,880 35,000 35,000 35,000 225,570 263,697 268,880 3,000 3,000 3,000 15,000 15,000 15,000 5,000 5,000 5,000 20,000 60,000 60,000 43,000 83,000 83,000 200,000 200,000 200,000 31,000 31,000 31,000 48,000 48,000 48,000 22,000 22,000 22,000 3,000 3,000 3,000 1,500 1,500 1,500 1,500 1,500 1,000 3,000 5,000 5,000 - 150,000 150,000 310,000 462,000 461,500 918011 Page 6 of 6 0 m 0000o 000 000 000 0 0 0 00 _X 00000 000 000 000 0 0 0 00 00000 0 0 0 (C)0(O 0NM O O O 00 N (5 L6 L66 L) (fl O N Ili O— L6 0 O) 1 .- il_ p Z r T C Y) It I:t O — O O O It N (O O N N N 1l- I- W O V ) O) T 00 y l- 00 M eT T T T 00 00 li 04 c T T T o r c'J 1 a 0 0 0 0 0 0 0 0) (0 0 0 0 0 (f) O 0 0 0 0 00000 O O M cn00 000 LO LO LO 00 00000 O O N Lf)OM 0LOLO N N N MM � Ln ti LC) Op PI N N N 44 0 � O O O O OD M (O t- O N LO Iq r- � t` O 0) o O O 0) M (O V .(.04_ T T M O) N N N (O (0 — O — l ([) T T O O O O O O O O 000 O O O O O O O O O O O O O O O T 000 0 0* O O O 00 0 0 0 0 0 000 d• 0— 0 LO C) O O O M M 0 O O O O O Ili O N C\iL6 LnOM M M M -- T M M (0 M M ICT 00 14 — r- t- N LO O (0 (0 (0 00 00 0 (O (0 N 0 N — LO ('M N O Cl) M M CO (O N O r- N r N N 1 T — — 00000 O 0 00 00000000 LO Lf) LO O O O O O O O O 00 0 0 0 0 0 0 M O O O 00 00000 OOT —000000 O O O N N 0 O O O O O _ n O N I� _ N N O n d_ 7 T T O O 0 f-00Lf)M N O M It — O)MONLO0 O O 0) 0)0) 0 I- r- LO LO 0 N N M M— It O M N N N M M N (0 N 0) Ln It d ct — r N N N -- O0000 00L00000000M 000 0 00 00000 O O 00 0 0 0 (O O O O ,t Ct LO 0) O 00 00000 O O MOOUDOOOM00 d fl- - — Lr)ln 0 Ln Lf) O Ln Lf) 0) O tf) O (O O) .- O L6 Oyi Oi (n M Oi (3i N N 0 — N V 1t 0) — U') f- to N r- M O N to "T N LO I- f- 00 00 N LO � N -- 0 000 — 0) N Cl) N 't O_ /N�•ttj� 't d• 00_ 00 (0_ (0 O T N M 0) L() — V/ T T T — T — T OOOOO O O W 000— 0LOItT 00000 OO 00000 O o OOOOOlt O— V L000')OLO 00 00000 O (O M000N 01-It Il_ OI- Of- 0)O) � O Ln Lf) O Lf) M 0) N In 00 CM O Lf) T QD N (5 N O N N N 0 f-Of-0)00 = OD N STINT 0)LO It OOOOO NN N CD(ONLO(wO M T — TMl!)AF N_ NON ON (D (C) N a) 4 T '` T T N T T — T /a/.)�� VI ^c L C� C T L N � c N O G a) 7 (A L a c E O U V 0. 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U �r '0 m +O+ O R CL cc N ❑ O� �H� = () 0 � O O LO O C\ O Cfl N N O N O O O O N N O O N O O O O O O 0 O N O O 0 o ° o ° N 0 _ a C a) E 0 0 .a a� _ ._ D V- 0 .0 r 0 z O O O O O O Lfj O O O O O O co C-] O O O O U*) O 00 00 LO O LO LO LO N NI O O 0 0 LO T I = I O a c d E a) o 5 > >-C 0 cn c m m ca a) -0 c 0 a N V Cc Y N A L V) 0 cd ~ O U a) O ic O > h- O d � J O OI° r- r- O O O O co 00 O T T ° O O O T T o O O O N vl T D 0 M• ,••PR O O O 0 0 0 006 O O O LO (c O O rn O T T N (O °O °O °O °0 °O °O O O U) c O o 0 O O O O O O 000 Ln(00 000 i °0 T T T N O T coo O O O O O O O O O O 0 0 C5 O O O LO (00 N 0 0 T T 0 0 0 0 0 0 0 0 O O O N o O N O O O t- 0 0 1- 0 0 0 _O &66 _ LO T- O d°' O N O 00 T M 000 0 0 0 0 0 O O o lt O O o� OOONt 000 lt to O O M 0 0 Ln O OOItI- T NO((0 T N °o °O °O °O °o 0 0 000 t` M T co 't T 1-73M 0 n O O O 000 O O 0 O LO LO T Mal 11-41 • 000 O C() c r) 0 0 O 0 0 LO 0 0 0 0 0 LO O O co fl- co co N LO v T AO 1 N O O N LO a0 N O (A m � 0) l } co O co O It O Ln 0 Ln TomT_ V/ N a� a� a _ a� ' c 3 O O U) c LL O L ++ cz i °0 cn � E coo ' c m o .0 C :5 ca 0 (n 0- � O CL E N a- o d :o cn A 0 N r 0 V > O Y c cz i (a N '� 0. U �r '0 m +O+ O R CL cc ❑ O� �H� = () 0 � L a) cl) O O cc ` a) !_ (a ` C CC d = ai d C O a) - a> 0 = z 0 a: ���20 : ca '> z ,. U W W z KIM cn I a� rn cc Cl. December 6 th , 2007 ��' r: 0 His Worship Mayor Norm McFarlane The City of sett Mho And Members of Common Council Your Worship and Members of Council, SUBJECT: SAINT JOHN WATER (UTILITY FUND) SUMMARY OF PROPOSED 2008 OPERATING AND CAPITAL BUDGETS PURPOSE OF REPORT This purpose of this report is to provide a summary for review and discussion on the proposed Water and Sewerage Utility Fund Operating and Capital Budgets for 2008, and associated recommendations for user rates. TIME FOR RENEWED STRATEGIC DIRECTION Wastewater (harbour) clean-up is well underway, but conversion to full drinking water treatment remains a substantial challenge. Along with these high profile service upgrades is a need to invest sufficiently in ongoing infrastructure renewal. Value for money over the lonp term will not be realized unless there is adequate commitment of renewal funding annually in every operating budget. BACKGROUND The utility serves over 60,000 citizens, plus thousands of visitors, students and people who work in Saint John, as well as the industry, businesses and public institutions that are the foundation of our socio- economic capacity. The rate - paying customer base of the utility is made up of (as of November 2007): cQ 13,645 flat -rate accounts, covering 16,845 water and 16,580 wastewater residential service connections; ca 2,919 industrial, commercial, and institutional (ICI) metered accounts; and ca The City of Saint John (General Fund) for fire hydrant protection and the storm drainage capacity provided by the utility's so- called combined sewers, sewers that carry both sanitary and storm water flows. Our Business is Your Water / Votre eau, c'est notre affaire 91861 e Saint John Water (Utility Fund) December 6"', 2007 Sunintary of Proposed 2008 Operating and Capital Budgets Page 3 FOCUS ON PREPARING THE FUTURE DIRECTION It is time for update of the strategic direction for Saint John Water, to set a course aligned fully with the community's vision for its future. The plan needs to explain realistically the service upgrade requirements that are before us, include an unwavering commitment to infrastructure sustainability, and chart a pragmatic, yet proactive financial picture. The issues listed below will need focused attention in 2008. The decisions flowing from the deliberations on these will set the future course for utility services and, as such, time must be taken to prepare the community for the challenges ahead: caa Safe, Clean Drinking Water CA Saint John Harbour Clean -Up caa Taking on the Infrastructure Deficit caa Report on Review of Rates and Rate Structure Options caa Establishing the Rate Structure for the Future caa Community /Customer Consultation ca Resolution of Outstanding Rate Agreements cza Refined Service Profiles and Management Plans PROPOSED 2008 OPERATING BUDGET The proposed Operating Budget, attached, outlines the utility's operating plan for 2008. Expenditure Budget Total proposed expenditures for 2008 are $29,733,124, essentially the same as 2007. These cover the costs projected for general operations, utility administration and the fiscal charges associated with the capital construction program. Revenue Budget The proposed revenue schedule reflects the fact that several important policy questions will come before Council in the coming months; matters ranging from an action plan for safe, clean drinking water to a report on a comprehensive review of rates and rate structure options to possible changes in the rates structure. The decisions of Common Council will set the course for the future; a direction that could be different in several respects from that presently in place. As such, we believe it prudent to hold the line for 2008 - to allow time for proposed policy directions to be presented publicly, discussed with stakeholders, thoroughly analyzed with recommendations prepared by staff, and a fair opportunity for Council to weigh the options available to it. Our Business is Your Water/ Votre eau, c'est notre affaire 9181611 12/6/2007 SAINT JOHN WATER OPERATING BUDGET 2008 & 2009 Fiscal Charges Debt servicing 2007 2008 2009 Capital from Operating BUDGET j I BUDGET OUTLOOK Watersheds 297,537 324,884 334,631 Water Treatment 1,581,494 2,246,678 2,314,078 Water Pumping & Storage 1,075,778 1,216,200 1,252,686 Water Systems 2,875,865 2,960,741 3,049,563 Hydrants & ICI Metering 937,886 847,765 873,198 Wastewater Collection 1,562,776 1,549,367 1,595,848 Wastewater Pumping 1,101,646 1,198,835 1,234,800 Wastewater Treatment 2,096,339 2,206,982 2,273,191 W & S Administration 3,340,763 2,826,561 2,911,358 Programs & Services 726,203 738,604 760,762 W & WW Engineering 904,267 772,756 795,938 Other Internal Charges 395,630 422,560 437,740 Net pension costs 500,950 182,677 189,989 17,397,134 17,494,608 18,023,782 Fiscal Charges Debt servicing 8,551,512 9,315,624 10,279,336 Capital from Operating 3,778,435 2,922,892 3,555,939 Total Fiscal Charges 12,329,947 12,238,516 13,835,275 Total Expenditures 29,727,081 29,733,124 31,859,057 Revenues Fire Protection Levy 1,708,119 1,882,000 1,974,000 Storm Sewer Levy 1,153,960 986,123 1,014,060 Flat rate residential customers 11,728,974 11,728,974 12,612,169 Other revenues 225,000 225,000 225,000 Special agreement customers By -law Metered Accounts 14,911,028 14,911,027 16,033,828 Total revenues 29,727,081 29,733,124 31,859,057 Page 1 of 1 Karl] P>Mlased Program Summary Far, - 2008 Category No. of Other Utility 9 ry Projects Share Share Total Infrastructure Renewal - Sanitary 10 $0 $1,990,000 $1,990,000 Infrastructure Renewal - Water 12 $0 $5,675,000 $5,675,000 Wastewater Treatment 4 $24,100,000 $12,050,000 $36,150,000 Water Service Needs 2 $0 $770,000 $770,000 Watershed Protection 3 $0 $550,000 $550,000 TOTALS: 31 $24,100,000 $21,035,000 $45,135,000 glolitta.ly p i�aE a� l�iitit hr�c } Water Service Needs Wat3rPAed Protection Infrastructure 2.6% Renewal - Sanitary 9.5% Infrastructure Renewal - Water 27.0% Wastewater Treatment 57.3% ii ,I,ll.;y 0 Page 1 of 7 MDH: MUNICIPAL DESIGNATED HIGHWAYS PDH: PROVINCIALLY DESIGNATED HIGHWAYS RDH: REGIONALLY DESIGNATED HIGHWAYS This is a tentative program listing of proposed capital projects. w&s: WATER AND SEWER RELATED PROJECTS This list has not been approved by Common Council. C -' ": PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR Priority assignments are sub)ect to change at any time. ': PROJECTS DEPENDANT ON FUNDING FROM OTHERS Infrastructure Renewal Sanitary Project Location Description Other Utility Share Share Cedar Point Subdivision At Cedar Point Park sanitary lift Upgrade sanitary lift station handling capacity 0 200,000 station in accordance with previous study, including construction management services Energy Efficiency Various Wastewater System Implementation of energy saving measures as 0 50,000 Improvements facilities recommended by the Energy Feasibility Study to improve energy efficiency - Phase I, including construction management services Gault Road At Gault Road sanitary lift Electrical upgrades to lift station, including 0 75,000 station design and construction man_ age_ment services Manawagonish Road Westgate Drive to Gault Road Install approx. 370m of new 200mm sanitary 0 320,000 sewer (to be done in conjunction with road reconstruction), including design and construction management services Mount Pleasant Avenue Civic #400 to Rocky Terrace Renew and relocate approx. 270m of 250mm 0 180,Uvti cone. with new 200mm sanitary sewer in conjunction with road realignment, including design and construction management services Parkhill Drive Easement between Parkhill Renew approx. 100m of 300mm sanitary sewer 0 95,000 Drive and Braemar Drive to relocate facilities from under existing house location, including design and construction management services Princess Street Prince William Street to Renew approx. 220m of 300mm T.C. (1878) 0 190,000 Charlotte Street sanitary sewer, including design and construction management services Rope Walk Road Somerset Street to Millidge Renew approx. 475 m of 225mm T.C. and 0 420,000 Avenue 300mm concrete with new 200mm sanitary sewer, including design and construction management services Wastewater Pumping Wastewater Pumping Stations at Design for upgrade of electrical and 0 35,000 Facilities Rothesay Avenue and Simpson mechanical systems to increase capacity of Drive wastewater pumping stations, including design and construction management services Westgate Park At Westgate Park sanitary lift Upgrade sanitary lift station and forcemain 0 425,000 station system in accordance with previous study and design, including design and construction management services TOTAL: L0 $1,990,000 Page 2 of 7 KIVA MDH: MUNICIPAL DESIGNATED HIGHWAYS PDH: PROVINCIALLY DESIGNATED HIGHWAYS RDH: REGIONALLY DESIGNATED HIGHWAYS This is a tentative program listing of proposed capital projects. w &s: WATER AND SEWER RELATED PROJECTS This list has not been approved by Common Council. C- PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR Priori assignments are sub 9 Y ': PROJECTS DEPENDANT ON FUNDING FROM OTHERS Priority g subject to change at an time. Infrastructure Renewal - Water Project Location Description Other Utility Share Share East Transmission Eastern Water Transmission Study for evaluation of the condition and 0 450,000 System Main System efficiency of the Saint John East Transmission Main System including inspection of 2 tunnels between Robertson Lake and Latimer Lake, including design services Energy Efficiency Various Water System facilities Implementation of energy saving measures as 0 50,000 Improvements recommended by the Energy Feasibility Study to improve energy efficiency - Phase 1, including construction management services Manawagonish Road Westgate Drive to Gault Road Install approx. 730m of new 200mm watermain 0 640,000 (to be done in conjunction with road reconstruction), including design and construction management services Mount Pleasant Avenue Civic #400 to Rocky Terrace, Renew and relocate approx. 270m of existing 0 340,000 including Arrow Walk Road to and install approx. 170m of new 250mm Hawthorne Avenue Extension watermain in conjunction with road realignment, including design and construction management services Parkhill Drive Easement between Parkhill Renew approx. 100m of 200mm watermain to 0 90,000 Drive and Braemar Drive relocate facilities from under existing house location, including design and construction management services Princess Street Prince William Street to Renew approx. 275m of 150mm, 200mm and 0 240,000 Charlotte Street 250mm C.I. with new 200mm and 250mm watermain, including design and construction management services Rope Walk Road Somerset Street to Miliidge Renew approx. 520m of 200mm with new 0 490,000 Avenue 250mm watermain, including design and construction_ management services Rothesay Avenue At Rothesay Avenue Installation of automatic electrical transfer 0 475,000 Complex switch, electrical panel, backup generator, and all necessary appurtenances as upgrade to the existing electrical system, including design services Saint John Police / Union Street / Hazen Avenue / Design for renewal of water and sewer 0 100,000 Justice Development Carleton Street area facilities in conjunction with street reconstruction as part of the proposed Police / Justice Development, including design services Marc] MDH: MUNICIPAL DESIGNATED HIGHWAYS PDH: PROVINCIALLY DESIGNATED HIGHWAYS RDH: REGIONALLY DESIGNATED HIGHWAYS This Is F. tentative program listing of proposed capital projects. w &s: WATER AND SEWER RELATED PROJECTS This list has not been approved by Common Council. C ": PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR Priority assignments are subject to change at any time. ': PROJECTS DEPENDANT ON FUNDING FROM OTHERS Infrastructure Renewal - Water Project Location Description Other Utility Share Share Watermain Cleaning and Phase IV - Old East Saint John Cleaning and lining of approx. 5.9 km of 0 1,100,000 Lining existing C.I. watermains to improve water quality and flows in the area, including design and construction management services (Pre - approved by Common Council on May 7, 2007; M & C No. 2007 -132) Watermain Cleaning and Phase V - To Be Determined Cleaning and lining of approx. 6 km of existing 0 1,200,000 Lining C.I. watermains to improve water quality and flows in the area, including design and construction management services (Pre - approved by Common Council on May 7, 2007; M & C No. 2007 -132) Water-main Flushing Various locations Removal of existing watermain flushing cross- 0 50C Removal connections between the water distribution and sanitary collection systems; installation of new fire hydrant for future flushing requirements. This project is in compliance with the provincially issued Certificate of Approval to Operate. TOTAL: L $5,675,000 I Page 4 of 7 KII[! MDH: MUNICIPAL DESIGNATED HIGHWAYS PDH: PROVINCIALLY DESIGNATED HIGHWAYS RDH: REGIONALLY DESIGNATED HIGHWAYS This is a; tentative program listing of proposed capital projects. w&s: WATER AND SEWER RELATED PROJECTS This list has not been approved by Common Council. C - * *: PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR Priority assignments are subject to change at any time. *: PROJECTS DEPENDANT ON FUNDING FROM OTHERS Wastewater Treatment Project Location Description Other Utility Share Share * Bayside Drive Bayside Drive area Construction of sanitary forcemain, easement / 2,320,000 1,160,000 land acquisition, including construction management services - Phase II * Eastern Wastewater At Hazen Creek Construction of new upgraded sewage 15,840,000 7,920,000 Treatment Facility treatment plant, outfail extension, including construction management services - 50% funding (Subphase A) * Spar Cove Road At Bridge Street Design and construction of Lift Station #22, 2,000,000 1,000,000 including design and construction management sery ices * Thorne Avenue At Thorne Avenue STP location Construction of Lift Station #4, easement / land 3,940,000 1,970,000 acquisition, including construction management services TOTAL: $24.100.000 $12.050,000 Page 5of7 MOH: MUNICIPAL DESIGNATED HIGHWAYS PDH: PROVINCIALLY DESIGNATED HIGHWAYS RDH: REGIONALLY DESIGNATED HIGHWAYS This is a tentative program listing of proposed capital projects. w &s: WATER AND SEWER RELATED PROJECTS This list has not been approved by Common Council. C - * *: PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR Pttority assignments are subject to change at any time *: PROJECTS DEPENDANT ON FUNDING FROM OTHERS Water Service Needs Project Location Description Other Utility Share Share Flow Monitoring Water Distribution System Installation of system meters for monitoring of 0 320,000 flows and data collection on the water distribution system in accordance with the Water Strategy, including design_ services_. Water Treatment To Be Determined Funding to supplement the 2006 Capital 0 450,000 Program for preliminary design, testing, and option considerations for new Water Treatment Facilities, including design services TOTAL: L0 $770,000 Page 6 of 7 MDH: MUNICIPAL DESIGNATED HIGHWAYS PDH: PROVINCIALLY DESIGNATED HIGHWAYS RDH: REGIONALLY DESIGNATED HIGHWAYS This is a tentative program listing of proposed capital projects. w &s: WATER AND SEWER RELATED PROJECTS This list has not been approved by Common Council. C- PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR Priority assignments are subject to change at any time. ': PROJECTS DEPENDANT ON FUNDING FROM OTHERS Watershed Protection Project Location Description Other Share Utility Share Watersheds Loch Lomond Watershed Land acquisition for watershed protection 0 200,000 Watersheds To Be Determined Structure evaluation and dam condition report, 0 100,000 including design services - Phase 2 of 3 Watersheds Various locations Construction of facilities to protect watersheds 0 250,000 from runoff from highway hazards, including design and construction management services TOTAL: L $550,000 6E 0.1 Page 7 of 7 QFQ CITY OF SAINT JOHN TRAVEL POLICY FOR ELECTED OFFICIALS The City of Saint John acknowledges that business travel is a necessary responsibility of elected officials. The objective of this policy is to address the requirements of business travel and the approval process required to incur the expenditure of public funds. A REQUIREMENT FOR BUSINESS TRAVEL: Individuals are elected to municipal office by citizens of the community for the purpose of governing the operations of the municipal entity. The entity expends well over one hundred million dollars annually in providing a wide array of services to citizens. The responsibility associated with governing an operation of this size brings with it the responsibility of keeping familiar with issues affecting all municipalities across this Province and this Country, a responsibility to liaison with representatives from the other levels of government and with other local municipal officials; and to educate oneself on issues and subjects that will enable the elected official to better meet the expectations of the community. Given this, it is acknowledged that elected officials shall incur travel expenditures while carrying out their responsibilities. Specifically, it is anticipated that elected officials shall incur expenditures. ■ While attending meetings of those organizations supported and funded by this municipality, i.e. THE CITIES OF NEW BRUNSWICK, THE CANADIAN FEDERATION OF MUNICIPALITIES. • In conjunction with fulfilling one's responsibilities stemming from an appointment by Common Council, or election to an office of either of the Cities of New Brunswick or the Canadian Federation of Municipalities. ■ As a result of fulfilling one's responsibilities stemming from a resolution of Common Council directing the elected official to pursue certain endeavors that are deemed by the Council to be in the best interest of this community. ■ With the consent of Council, expenditures incurred as a result of pursuing educational opportunities that an elected official feels appropriate and would assist that official in fulfilling his or her responsibilities. 91F'] REQUIRED APPROVALS NECESSARY TO INCUR BUSINESS TRAVEL EXPENDITURES: Prior to the start of the fiscal year, every reasonable effort will be made to provide within Council's operating budget a reasonable estimate of the level of travel expenditures necessary for elected officials to carry out their responsibilities. Once the Annual Operating Budget has been approved by Common Council, the approval required to incur business expenses shall be as follows; 1. PROVIDED SUFFICIENT FUNDS ARE AVAILABLE WITHIN THE BUDGET: 1.1. With respect to Cities of New Brunswick Meetings, elected officials shall submit to the City's Treasurer all claims for reimbursement of expenditures incurred. 1.2. The appointment or election of an elected official to a Committee of the Cities of New Brunswick Association, or to the Federation of Canadian Municipalities, shall in effect authorize that official to incur necessary business expenses while traveling within the Province of New Brunswick. 1.3. A resolution by Common Council authorizing an elected official to participate in any activity that is deemed beneficial to the community confers upon that individual the authority to incur business expenditures while traveling within the Province of New Brunswick. 1.4. Authority to travel outside the Province of New Brunswick and to incur business expenditures shall be authorized by a -esel tier e fGe i ffien Ceti eil theMayor. 2. IN THE EVENT SUFFICIENT FUNDS ARE NOT AVAILABLE WITHIN THE BUDGET: 2.1 In all such cases, either within or outside the Province, travel shall be authorized by a resolution of Council. W101 EXPENDITURES ELIGIBLE FOR REIMBURSEMENT: Elected officials shall be reimbursed for business related travel expenditures consistent with the guidelines in effect for employees of the organization. with the ene exeeptie beifig the per- diem eatWenwftt, All - ■ Responsibilities: ■ It is the responsibility of each elected official to familiarize himself or herself with the Travel Policy for Employees. ■ It is the responsibility of each elected official to ensure that his or her claim for reimbursement of business travel expenditures is in compliance with the approved guidelines. 4°cte== The City Treasurer shall review each submission for compliance against city policy and seek a resolution of Council if deviations from Council's policy are requested. ■ It shall be the responsibility of the Common Clerk to prepare and submit for Council's consideration an annual operating budget including an estimate of travel expenditures. • It shall be the responsibility of the City Treasurer to provide Council with quarterly updates as to the status of Council's Operating budget. 221 _ • Responsibilities: ■ It is the responsibility of each elected official to familiarize himself or herself with the Travel Policy for Employees. ■ It is the responsibility of each elected official to ensure that his or her claim for reimbursement of business travel expenditures is in compliance with the approved guidelines. 4°cte== The City Treasurer shall review each submission for compliance against city policy and seek a resolution of Council if deviations from Council's policy are requested. ■ It shall be the responsibility of the Common Clerk to prepare and submit for Council's consideration an annual operating budget including an estimate of travel expenditures. • It shall be the responsibility of the City Treasurer to provide Council with quarterly updates as to the status of Council's Operating budget. 221 Feb. 14/05 5.7 Travel Policy for Elected Officials On motion of Deputy Mayor Hooton Seconded by Councillor McGuire RESOLVED that as recommended by the City Manager, Common Council approve the revised Travel Policy for Elected Officials as submitted. Question being taken, the motion was carried. WIJI,' CITY OF SAINT JOHN TRAVEL REQUEST & EXPENSE REPORT NOTE: IF ADVANCE IS REQUIRED — REMIT TWO (2) COPIES PLEASE DATE: TO: THE COMMISSIONER OF FINANCE TRAVEL ADVANCE OF $ REQUESTED FOR: FOR THE PURPOSE OF: AMOUNT DATE OF PROPOSED TRIP LEAVE SAINT JOHN: RETURN SAINT JOHN: The employee named has been instructed to submit an account of necessary expenses on his return and to refund the unexpended balance of the advance to the Commissioner of Finance. Approval: Director & Date City Manager & Date Common Council Order (Where applicable) EXPENSE REPORT Instructions: An account of expense necessarily incurred in the course of duty is to be given below within seven (7) days of your return to Saint John. DATE PARTICULARS AMOUNT ELEM/OBJ Fare or Car 0ornete<s = AMOUNT 1 10 ObOS Accommodation — receipts—,;attached- A0 O" Mealy -. reodpts.att chi& '`': Other to be s TOTAL Expenses DEDUCT Advance Received Refunded — BALANCE claimed I certify that these expenses were necessarily insured in the performance of duties on behalf of the Oty of Saint John, New Brunswick FUND DEPT/DIV ACTV /SUB ELEM/OBJ I DESCRIPTION AMOUNT 1 10 ObOS 441 A0 O" EMPLOYEE SIGNATURE APPROVAL WWI DAILY EXPENSES (ATTACH RECEIPTS). $50.00 PER DAY FOR MEALS (RECEIPT'S REQUIRED) NUMBER OF DAYS SPENT ON CITY BUSINESS (INCLUDING TRAVEL DAYS) DATE BREAKFAST LUNCH DINNER TOTAL TIPS PORTERS /BELLMEN LIMOS/TAXIS (OTHER) TOTAL this date DATE BREAKFAST LUNCH DINNER TOTAL TIPS PORTERS /BELLMEN LIMOS/TAXIS (OTHER) TOTAL this date DATE BREAKFAST LUNCH DINNER TOTAL TIPS PORTERS /BELLMEN LIMOS/TAXIS (OTHER) TOTAL this date DATE BREAKFAST LUNCH DINNER TOTAL TIPS PORTERS /BELLMEN LIMOS/TAXIS (OTHER) TOTAL this date TOTAL of all Daily Expenses EXPLANATION (If Needed) DATE BREAKFAST LUNCH DINNER TOTAL TIPS PORTERS /BELLMEN LIMOS/TAXIS (OTHER) TOTAL this date DATE BREAKFAST LUNCH DINNER TOTAL TIPS PORTERS /BELLMEN LIMOS/TAXIS (OTHER) TOTAL this date WE $