2011-01-24_Agenda Packet--Dossier de l'ordre du jourCity of Saint John
Common Council Meeting
Monday, January 24, 2011
Committee of the Whole
1. Call to Order
5:00 p.m. 8th Floor Boardroom City Hall
1.1 Property Matter 10.2(4)(c)(d)
Regular Meeting
1. Call to Order — Prayer
5:30 p.m. Council Chamber
2. Approval of Minutes
3. Adoption of Agenda
3.1 2011 General Fund Operating Budget
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City of Saint John
Seance du conseil communal
Le lundi 24 Janvier 2011
Comitte plenier
1. Ouverture de la seance
17 h — Salle de conference, 8e etage, hotel de ville
1.1 Questions relatives aux biens -fonds - alinea 10.2(4)(c)(d)
Seance ordinaire
Ouverture de la seance, suivie de la priere
17 h 30— Salle du conseil
2. Approbation du proces- verbal
3. Adoption de Pordre du jour
3.1 Budget d'exploitation propose pour 2011
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REPORT TO COMMON COUNCIL
January 21, 2011
His Worship Mayor Ivan Court and
Members of Common Council
Your Worship and Councillors,
Re: 2011 GENERAL FUND OPERATING BUDGET
INTRODUCTION:
The annual operating budget should be a reflection of the collective will of Common Council. Invariably
however, the overall demands for services in any community exceed the resources available. Councils
must therefore make sometimes difficult choices between competing priorities and objectives. The
reference point in this decision making process must of necessity be the best interests of the community
as a whole.
Common Council has been clear in its direction to staff that the 2011 tax rate remain at the current
$1.785 per $100 of assessment. This decision effectively establishes the revenues available to provide
services at $138,523,059 for 2011.
The Community Vision Statement also speaks of the future of Saint John as a City responsive to change,
a livable City designed for people, a City with diverse cultural opportunities and life -long learning
opportunities, a City with an array of affordable housing choices, one with a shared commitment to
environmental stewardship, a community that serves the mobility needs of all people and a City that
fosters civic engagement and fiscally responsible government. These are not merely lofty ideals but
goals that will help establish Saint John as the choice place to live, work and invest. Simply put building
for the future is not just about infrastructure, it is also about balance and creating a vibrant livable
community.
The City continues to make progress in each of these areas with the re- development of the Canada
Games Stadium, the planned renewal of the Crescent Valley neighbourhood, major investments in
improvements to Rockwood Park, private sector investments in the commercial and residential sectors,
success in securing the 2010 Acadian Games and the Cultural Capital designation, continued
commitments to ward meetings and citizen surveys, adoption of a plan to reform the City pension plan,
success in implementing over $20M in infrastructure stimulus projects, new investments at UNBSJ and
the Community College and completing a major step forward in the PlanSJ process.
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January 17, 2011 CITY OF SAINT JOHN 2010 GENERAL FUND OPERATING BUDGET
The current Council has in turn established a series of service priorities for the community that fall into
various program areas. Some are the sole responsibility of the City (recreation) while others are
dependent on cooperation from the other levels of government (pension funding). These priorities are
intended to respond to community concerns and contribute directly to the achievement of our long-
term vision and goals.
While the City has made significant progress in recent years with a number of the identified priorities,
some of the commitments will require more time and effort to be completed. PlanSJ, increased road
maintenance, upgrading recreation infrastructure, a new Police HQ, reducing localized flooding,
implementing the pension funding solution, and continued priority neighbourhood renewal are but a
few of the ongoing projects.
Council also recognizes that the City of Saint John is not immune from the economic realities that are
challenging our federal and provincial counterparts as well as the private sector. There currently exists
considerable uncertainty about the levels of future transfer payments to the City from the province, the
impact of proposed tax base caps, provincial intentions regarding local governance and the level of new
growth that can be anticipated in the next two to three years. This economic uncertainty necessitates
caution when considering future commitments such as program enhancements, collective agreements
and long -term debt obligations.
The 2011 Operating Budget seeks to address the Council priorities and existing commitments while at
the same time acknowledging the current economic uncertainty particularly with regard to future
revenue streams.
BUDGET IN BRIEF:
The 2011 General Fund Operating Budget is set at $138,523,059 with a stable tax rate of $1.785 per
$100 of assessment. Program expenditures in 2011 will focus on the Council identified priorities, the
feedback received in the Citizen Survey and the issues raised in the various ward and neighbourhood
meetings.
Spending caps in the protective services area and public transit service and the desire to maintain a
stable tax rate have led to the need to look for new revenue sources particularly for services provided to
third parties (911 Dispatch, HazMat Response, GIS Mapping, Training etc.).
Administrative service costs have been reduced by $261,000 by making reductions in the submitted
budgets of the City Manager, Common Clerk, Information Technology, Finance Department, Mayor's
office, Human Resources and Facilities Management.
All departments have also been challenged to look at new and /or more effective ways of delivering the
core services that we now offer and to reduce expenditures for goods and services if not deemed
essential (travel, training, advertising, vehicles, technology, furniture etc).
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CITY OF SAINT JOHN 2010 GENERAL FUND OPERATING BUDGET
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Finally the budget attempts to balance the many competing service demands to ensure that the broader
needs of the community are addressed and that we continue to work towards achieving our long -term
vision and goals.
Highlights of the 2011 service initiatives include;
Increased funding ($10,000) for neighbourhood development for satellite community centres
Asphalt for road maintenance increased by $480,000 - second year of three year plan
Sidewalk maintenance will focus on installation of accessible ramps at crosswalks
Curb renewal budget increased by $100,000 to support the enhanced paving program
Establishes the Intergovernmental Affairs position to advance the City's legislative, policy and
financial interests
Provides for enhanced number of Ward meetings to be held in each ward
Value for Money Fleet Review to determine optimal size of municipal fleet
An updated Purchasing Policy to ensure best value for expenditures
Implementation of comprehensive organizational reforms to improve effectiveness
Funding provided to complete PIanSJ ($135,000) process for 2012 adoption
Implement revised suite of development incentives to complement land use planning goals
Finalize Customer Service process Review and implement improvements
Heritage Program Review to maximize relevance and ensure return on investment
Fairville Blvd Planning Study to be undertaken to foster high quality development
Facility Condition Assessment of buildings to prioritize maintenance and improvements
Energy management projects targeted to reduce expenditures by $260,000
Target 625 Unsightly Premises and Dangerous Buildings Bylaw Inspections
Review of the Mobile Home Parks Bylaw to be completed
Introduce new Taxi Bylaw to promote safe, quality and competitive service
Heritage Grants - $200,000 for 2011, review funding level once program review completed
Funding commitments to various arts and cultural initiatives set at $814,000
Various storm water systems will be assessed to assist with flood reduction measures
Storm water management bylaw will be developed to help limit /control drainage problems
Fire Services will develop fee for service options linked to sustaining specialty programs /services
Video conferencing capabilities will be improved to enhance training and reduce costs
City will undertake first phase of emergency evacuation signage and a public education program
Update and revise the City's Emergency Management Plan
Prepare a multi -year operational plan for Rockwood Park to maximize use and enjoyment
Negotiate new service agreements for Community Centres better respond to community needs
Funding included to host a volunteer recognition night
Continue production of Insight publication to residents to improve communication
Move to full implementation of Service Based Budgeting to improve decision making
Implement Public Sector Accounting Standards
Institute Service Level Agreements with economic development agencies
Develop policies and procedures to comply with Right to Information Legislation
Increase funding to pension plan by $2.5M and secure needed Pension Plan reforms
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January 17, 2011 CITY OF SAINT JOHN 2010 GENERAL FUND OPERATING BUDGET
Funding retained for Jazz and Blues Festival, Fundy Bay Festival and Festival de la Baie Francaise
Council's priorities have one overarching theme — citizens needs first. Improvements to roads and
sidewalks, stable or lower tax rates, improved service delivery, rebuilding neighbourhoods, new
investments in recreation services and green spaces, and better control of derelict properties are all
reflections of the desires of their constituents. Each of the noted service initiatives is intended to
contribute to achieving Council's established priorities (attached).
EXPENDITURE ADJUSTMENTS
Responsible budget control means that it is necessary to make sometimes difficult choices in the face of
competing requests. In order to continue to make progress on the priority projects and operate within
the available revenues the following program adjustments are contemplated in the operating budget;
Mispec Park — ($25,000) — closure, poor condition, requires substantial investment, has limited usage
EnterpriseSJ — ($43,000) — contribute to Inter - Governmental, await results of InvestNB review
Municipal Operations — ($300,000) — general reduction vehicles, maintenance, overtime
Saint John Industrial Parks — ($14,000) — recognizes increased revenue from own sources
Zoo, Opera NB, Symphony — ($98,000) — no increase - funding levels to remain at 2010 levels
SJ River Society, VIVO, Strong Kids, Regional Hospital — ($70,000) — no funding recommended
PSCC - $260,000 — new revenue from sale of services will offset increased wage cost and reduce net cost
Rental Fee Discount - $18,000 — eliminate the discount for ball field rentals to help recoup costs
Pension Reform — The issue of pension reform cannot be overlooked. The proposed legislative and
regulatory changes will provide significant financial relief ($6.1M) to the City. The current budget
submission is predicated on successfully securing the needed changes. Council has also directed that
staff develop a back -up plan should the City not obtain the plan amendments.
Spending Caps — Common Council adopted resolutions as part of the 2010 operating budget imposing
spending caps on the Fire, Police and Transit services in the face of escalating annual costs. The Transit
Commission has responded by rationalizing its routes, concentrating services on high traffic routes and
instituting a 25 cent increase in fares.
The Police Commission and Fire Department are in active negotiations with their respective employee
groups. Wage settlements that result in increased costs beyond the planned spending caps will have to
be offset by expenditure reductions or new revenue sources. This budget anticipates the spending caps
will be respected regardless of the outcome of contract negotiations.
Staff are also proposing that the City contribution to a full range of Agencies, Boards and Commissions
be capped at the 2011 level unless otherwise provided by contract or legislation.
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January 17, 2011 CITY OF SAINT JOHN 2010 GENERAL FUND OPERATING BUDGET
PIanSJ — The efforts in 2010 focused on developing various growth options for the City. A preferred
growth option is anticipated to be adopted in early 2011. This in turn will lead to the development of a
full range of policies to be incorporated in the new Municipal Plan during 2011. Formal approval and
adoption of the new Community Plan is scheduled for early 2012. These policies will directly influence
service levels, capital budget commitments and program priorities in coming years.
Leisure Services — the overall budget for recreation and parks services will increase 3.0% in 2011 as part
of a deliberate effort to rebuild these essential services after years of budget restraint. The funding will
avoid the necessity to make service reductions in these areas and retain key programs such as Prokids,
the Minor Hockey subsidies, the Neighbourhood Development grants, as well as provide an enhanced
level of service at Rockwood Park and to operate the two new Splash Pads.
Municipal Operations — this department provides many front door services such as garbage collection,
sidewalk and road maintenance and storm drainage control. The budget for this area has been increased
by $830K or 3.4% and includes additional funding for asphalt maintenance and improvements to the
sidewalks and curb maintenance programs. A detailed review of solid waste collection services will also
be undertaken early in 2011 to determine if a more cost efficient method of service delivery can be
identified.
Value for Money — it is necessary that the City continually seek out new and innovative ways to deliver
services in order to ensure that we are receiving the best value for our expenditures. Five key initiatives
are provided for in 2011 as part of our ongoing assessments — a Heritage Program Review to ensure a
maximum return on investment, a detailed review of our Purchasing Policies to ensure competitive
pricing for goods and services, introduction of a new Development Incentive Program to support the
PlanSJ policy framework, a Facility Condition Index analysis to guide building maintenance expenditures
and priorities and finally an in -depth Fleet Review to optimize our fleet requirements.
Unsightly /Dilapidated /Vacant Buildings — Council has expressed a strong desire to increase the
resource commitment to enforcement activities in order to aggressively address the inventory of
dangerous or vacant buildings in the City. Efforts are ongoing with the Province of NB to obtain
increased bylaw authority to reduce the number of these types of properties. It is unlikely that the
needed legislative provisions will be introduced before the fall sitting of the legislature. Staff have
presented Council with a range of service level options with associated resource requirements for
consideration in the 2011 budget. The 2011 budget provides an increase of $185,000 (Schedule A,
Option B, , 4 year cycle) in funding to allow the City to move to a 4 year cycle with an increase in the
current case load from 8 per year to 15. Supplemental funding can be considered for the 2012 budget
year once the proposed legislative amendments are known with certainty. Funding to offset this
increase has been derived from elimination of a new position in Leisure Services and a $100,000
reduction in the annual grant to UNBSJ by extending the term of the payment an additional 5 years.
Intergovernmental Affairs — the 2011 budget contemplates creation of a full time position with key
responsibilities to advocate for the financial, policy and legislative interests of the City. The need for this
new position cannot be overstated even in times of economic uncertainty given the limited capital
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CITY OF SAINT JOHN 2010 GENERAL FUND OPERATING BUDGET
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funding, the need for cost sharing agreements, provincial discussion of local governance reforms, a
pension solution that depends on Provincial support and active efforts to secure more local control over
abandoned properties to name but a few initiatives.
EnterpriseSJ — there has been some concern expressed about the value for money achieved by the City's
annual contribution to EnterpriseSJ. Council has considered a move in whole or in part to an in -house
delivery model. The City must have an active economic development presence and we are unable to
convert to a full in -house model in the short term and still offer an effective service.
The Province of NB is currently undertaking an assessment of the Enterprise model. This budget
provides for a continued albeit reduced commitment ($400,000) to EnterpriseSJ for 2011 until the
results of the provincial review are known. The City will then have to review what is proposed and
determine if the new model fully addresses our needs or if converting to an in -house model would
better respond our desired outcomes. The possibility also exists for the creation of a hybrid model in
which in -house economic development staff work in cooperation with a regional development staff.
In the interim staff will work with the agency to conclude a Service Accountability Agreement in order to
specify the services to be delivered for the City contribution. Once the results of the Provincial review
are known then a more detailed assessment of the various options will be undertaken.
Even with the proposed expenditure adjustments, increased revenues and departmental spending caps
additional expense reductions and /or new revenues are required to balance the budget. The following
service adjustments are proposed;
Equipment purchases /maintenance ($400,000) — limited fleet acquisitions until review is
completed
Facility Maintenance — reduced capital budget — reallocate administrative resources to support
unsightly building enforcement
Fire Service Revenue - $114,000 in new or increased service fees
UNBSJ — ($100,000) — extend remaining term of commitment to reduce annual payment
PSCC — ($50,000) — reduce salary budget to recognize ongoing staff turnover
Transit— $178,500 — recognize gain on disposition of old transit garage over a 10 year period
TOWARDS SUSTAINABILITY
Sustainability refers to the ability to maintain something over the long -term. The word is often heard in
the context of environmental issues but it also has relevance from a financial and economic perspective.
For our purposes it refers to the ability of the City of Saint John to continue to offer a range of needed
services at an affordable cost.
History has shown that simply freezing the tax rate for an extended period of time inevitably leads to a
sudden and substantial increase in the tax rate. In 1999 the rate increased 14.5 cents after a nine year
period of no increases. Likewise, the rate jumped an additional 7 cents in 2005 after a six year period of
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CITY OF SAINT JOHN 2010 GENERAL FUND OPERATING BUDGET
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stability. It is not immediately evident that taxpayers have received better value for their tax dollar
during these times of restraint.
During each of these periods the refrain has essentially been the same — do more with less. Various
approaches were employed to maintain costs and services including early retirements, elimination of
the capital from operating funding, reducing funding for equipment purchases, borrowing for recurring
operating expenditures, relying on third party funding contributions and reducing line item expenditures
often in a piecemeal fashion. While the efforts were well intended the cumulative impact is now
compromising the City's ability to deliver needed services in a cost effective manner with the available
resources.
A fundamental shift in decision making is required. The focus must move from positions, activities and
line item expenditures to deliberate decisions about needed services and desired service levels. As part
of this decision making approach services must first be prioritized. Various service level options should
then be developed in the context of the actual resources (staff, equipment, materials, training,
telephones etc) required to provide a particular level of service. The combined cost of services for the
organization cannot then exceed the available revenues. In this manner staffing levels, equipment
needs, facility requirements and ultimately the tax rate will be driven by the desired service levels and
the ability to pay for them. At the same time, some of the short term decision making used to resolve
the ongoing budget challenges in previous years can be resolved in a more effective manner.
Staff are proposing the following approach to more sustainable service delivery for the 2012 budget;
Immediate implementation of the proposed organizational realignment — will create a flatter
more streamlined structure with a limited number of departments
Finalize implementation of the Service Based Budget process — will provide a base line tool for
assessing various service delivery options
Begin the 2012 budget process no later than mid -year 2011— will provide more time for analysis
and decision making
Develop revenue projections for the next three year period — decision making has to be in a
multi -year context with a solid understanding of the economic prospects for the City
Work with Council to identify service level objectives and priorities — the organization must be
responsive to community needs and priorities, lower priorities have to give way to higher
priorities when resources are limited
Develop service level alternatives for Council's consideration — links the resources required to
the desired outcomes
Identify services to be funded by the tax rate and those to be funded by user fees
Build a 2012 budget with stated service level objectives and the commensurate level of
resources
The budget process is not an exact science and the service approach to decision making cannot be fully
implemented in one year. Council has to have the latitude to exercise discretion over the budget
process in order to meet community expectations, respond to unanticipated challenges or opportunities
and to exercise its collective judgment for the well being of the community. The proposed budget
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January 17, 2011 CITY OF SAINT JOHN 2010 GENERAL FUND OPERATING BUDGET
process should also trigger some healthy debate about just what business the City is, or ought to be in,
and just what level of services it should be offering.
It should also be recognized that Council is restricted somewhat in its ability to implement needed
changes. The City has numerous contractual, legislative and outstanding funding obligations that it must
honour. For example certain aspects of the collective bargaining process (e.g. the freeze periods) can
also constrain the City's ability to adjust its operations. These restrictions point to the need for a long-
term perspective in decision making.
This new budget process will necessitate a greater time commitment from Council and staff however,
with this new process, Council will be able to make more informed decisions about service levels and
citizens will also have a better understanding and clearer expectations about the services they can
expect to receive for their tax dollars.
CONCLUSION:
The 2011 Operating Budget provides for a stable tax rate of $1.785 and allows for Council to honour its
priority objectives. A limited number of service reductions and some fee increases are proposed in
order to maintain the tax rate. A favourable decision on needed pension reforms is also assumed.
Services to roads and sidewalks, recreation services and bylaw enforcement services will be enhanced.
The long -term financial and economic sustainability of the City points to the need for a better approach
to decision making around the entire budget process. Staff are proposing a service based framework
that directly links resource requirements to specific levels of service. Council will in time have a better
understanding of the consequences of providing increased or decreased funding on service levels and
citizens will have a better understanding of what level of services they can expect.
RECOMMENDATIONS:
It is recommended that Common Council approve the 2011 Operating Budget for the General
Operating Fund and adopt the following resolutions;
Therefore be it resolved:
1. That the sum of $138,523,059 be the total Operating Fund Budget of the City of Saint John for
2011 as detailed in the attached Appendix A, and,
2. That the Warrant for the City of Saint John for the year 2011 be approved in the amount of
$108,815,058 and;
3. That the tax rate for the City of Saint John be set at $1.7850 per hundred dollars of assessment
on real property liable to taxation within the City of Saint John under the provisions of the
Assessment Act, and;
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CITY OF SAINT JOHN 2010 GENERAL FUND OPERATING BUDGET
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4. That Common Council orders and directs the levying by the Minister of Local Government of
said amount on real property liable to taxation under the Assessment Act within the City of Saint
John.
5. That Common Council authorizes the Commissioner of Finance to disburse, at a time acceptable
to him, to the named Commissions, Agencies and Committees, the approved funds as contained
in Appendix B, and;
6. That Common Council approves the 2011 Establishment of Permanent Positions as detailed in
Appendix C, and;
7. That Common Council approves an increase in the 2011 Management Professional Pay Scale of
2.9 percent effective January 1, 2011 as set out in Appendix D, and;
8. That the City contributions to all Agencies, Boards and Commissions for 2012 and 2013 shall not
exceed that approved for 2011 unless otherwise provided by contract or legislation with the
exception of the Fire Department, the Saint John Board of Police Commissioners and the Saint
John Transit Commission whose budget submissions for 2012 shall not exceed 101% of the
immediately preceding year.
Respectfully submitted,
J. Patrick Woods, CGA
City Manager
Attachments
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A
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The City of Saint john
City of Saint John
Council Priority Areas 2012
In September of 2009 Saint John Common Council met to review the progress that had been
made with regards to the priorities they had set in 2008 and to focus on priorities for the
remaining three years of their term. As a result of this discussion Council identified I1priority
areas and a number of desirable outcomes associated with each.
Council's priorities help guide City Staff in day -to -day operations and future planning.
- Water /Wastewater
- Roads /Sidewalks /Active Transportation
- Recreation /Green Space
- Municipal Planning
- Flooding
- Municipal Growth
- Revenue Generation
- Pension Funding Solution
- Tax Rate
- Service Delivery /Accountability
- Rebuilding Neighbourhoods /Priority Neighbourhood Focus
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The City of Saim )ohm
Water /Wastewater
- By 2012 a complete comprehensive wastewater treatment system will be fully
operational.
- By 2012 all six clean water projects will be completed and we will be at least 50%
complete on the upgrading of the potable water system.
- By no later than 2012, agreements will be reached with other levels of government
for the funding required to complete construction of one water treatment plant for
the system.
Affordability of water rates will be carefully considered as construction plans evolve
with a goal of keeping rates at National average levels.
- Work will continue on separation of wastewater and stormwater collection systems
Continue /increase the lining program being used to upgrade existing potable water
lines
Roads /Sidewalks /Active Transportation
- Implement recommendations for improvements to the City's roads using PCI
measures and increase funding to enable a more aggressive maintenance program.
Incorporate bike lanes on main arterials roads where possible.
- Complete multi -year renewal program for all identified sub - standard sidewalks
using concrete sidewalks wherever possible. Priority should be given to sidewalks in
heavy traffic areas used by disabled people, children and seniors.
Increase the number of secure pedestrian friendly crosswalks. Problem areas noted
include: Metcalfe /Landsdowne; Union /St. Patrick St; Viaduct
Stronger enforcement of designated truck traffic routes
Consider chip- sealing as an alternative road surface in rural parts of the City
Continue phased upgrades of Westfield Road and Lorneville Road
- Where possible narrow streets to increase pedestrian safety and promote
active transportation and incorporate traffic calming measures as needed.
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The City of Saint John
Recreation/ Green Space
- Increased opportunities for participation in all age groups.
Restore /replace existing recreation infrastructure (Parks & Playgrounds).
Benchmark programming (Level of Service /Program Standards).
Complete current projects.
Analyze current green space /add to & enhance current green space in line with
what children want.
Annually celebrate recreation volunteers in the City.
Coordinate development /maintenance of a database of all recreation programs in
the City.
- Improve accessibility for the disabled at all City facilities.
Continue efforts to develop a new multi - purpose recreation facility to be
constructed by 2012.
Flooding
- To have action being taken to control and minimize flooding issues in areas where
flooding has not occurred regularly in the past. Financial investment will be focused
in areas that are identified as flooding "hot spots ".
- To develop a longer -term solution for on -going flooding issues in east Saint John
Municipal Growth
- Aggressively pursue development opportunities that will grow the City's
tax base, generate wealth and /or increase population within our community.
Development of vacant lots /infilling, especially in existing serviced areas
and priority neighbourhoods, to be the focus of City's Development and
Incentive Plans.
the chy or5atnt john
14
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Municipal Planning
Allocate resources necessary to continue to enhance /build upon development of a
comprehensive Municipal Plan that will be adopted by 2012. Process to develop the
Plan should include:
o significant opportunity for public consultation throughout the process.
Opportunities for all stakeholder groups (residents, business owners,
employees, neighbourhood associations, non -profit groups, housing, etc.) to
have input.
• incorporation of proven best practices for urban policy in Plan. eg. Jane
Jacobs school of urban, healthy neighbourhoods and cities.
• incorporation of climate change and peak oil considerations.
• consideration of appropriate policies to control development in designated
floodplain areas.
• taking bold, necessary steps in policy formulation. Be a leader not a follower.
o consideration of policies related to a broad range of community issues
including but not limited to: Affordable housing, high density development,
green space allocations in high density areas, higher standards for green
space allocations in subdivisions, cultural components, inclusion of
individuals with special needs.
- Develop an Action Plan to move forward with implementing recommendations
arising from the review of processes involved in planning /development approval
(Ircha Report).
Pension Funding Solution
By the end of 2010 make fundamental changes to the Employee Pension Plan that
will reduce the liabilities of the Plan.
Get City employees more involved with developing changes to the
Pension Plan
Be open minded to all possible suggestions /alternatives for dealing with
the Pension Plan funding issue. Consult /Cooperate /Consent
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The City of Saint John
Revenue Generation
Investigate and implement revenue generating strategies separate from assessment
generated funds to increase our general revenues by $1.5 million per year by 2012.
Work with Provincial Officials to ensure consistent application of assessment
practices resulting in all properties being properly assessed by 2011.
To conclusively determine the ownership relationship between the City and Saint
John Energy in order to assess viable opportunities to leverage assets.
Aggressively pursue all possible internal and external revenue generation/ cost
cutting opportunities including fee increases and exemption from paying provincial
property taxes on municipally owned buildings.
Tax Rate
- No increase in the tax rate for next three years (2010, 2011, 2012).
Seek to achieve sustainable reduction in the tax rate based on assessment base
increases and expenditure control.
Service Delivery /Accountability
Implement a Customer Service Model with appropriate resources that will result
in responses to public enquiries within 24 hours and follow -up action within two
weeks of initial call.
Continue focus of delivering services based on best value for money
practices. This should include consideration of alternate service delivery
options (public /private sector).
Continue utilization of value engineering reviews for major capital
projects.
the cry or saw John
ill
Rebuilding Neighbourhoods /Priority Neighbourhood Focus
- Allocate monies in the City's Capital budget for acquiring vacant, derelict,
dilapidated properties and cleaning up the properties to allow for future
development. Particular emphasis to be placed on Priority Neighbourhoods.
- Work with the Province to have new legislation approved to restrict the amount
of time a property can remain vacant /boarded up and /or in derelict condition and
assign resources to enforce legislation once enacted.
- Give Saint John Non -Profit Housing power to develop vacant city owned lots for
the City.
- Develop a "mixed income" housing strategy in conjunction with the review of the
Municipal Plan.
- Advocate for "SCAN"' Task Force in City.
- Develop a program to enable a uniform waste collection program for all areas of the
City.
- Maintain commitment to community grant program.
- Encourage increased visibility of law enforcement function through such things as
community policing and increased use of "Beat Cops."
- Improve access to and investment in recreational opportunities at Community
Centres and Parks.
Safer Community And Neighbourhoods legislation
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j
Total Expenditures:
Less: Non -Tax Revenue:
Unconditional Grant
Net Budget
Tax Denominator
Tax Rate
The City of Saint John
2011
Budget Summary
2010
BUDGET
2011
PROPOSED
BUDGET
APPENDIX A
$ 134,203,729
$ 138,523,058
($10,082,189)
($10,403,176)
$ 124,121,540
$ 128,119,882
$ 19,499,823
$ 19,304,825
$ 104,621,717
$ 5,861,160,628
$ 1.7850
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$ 108,815,058
$ 6,096,081,660
$ 1.7850
21/01/2011
City of Saint John
2011 Budget Summary
Community Enrichment Program:
Neighborhood Improvement & Community Development Services:
Sport and Recreation Facilities Service:
Arts and Culture Service:
Heritage Conservation Service:
Affordable Housing Service:
Public Safety Program:
Street Lighting:
Emergency Management Service:
Public Safety Communication Service:
Fire and Rescue Service:
Police - Protective Services:
By -Law Enforcement Service:
Inspection and Enforcement Service:
Development and Growth Program:
Community Planning Service:
Tourism Destination Marketing Service:
Economic Development Service:
Urban Development Service:
Industrial Park Development Service:
Environment Program:
Environment Committee:
Solid Waste Management Service:
Parks and City Landscape Service:
Transportation Program:
Parking Service (Administration Support):
Roadway Maintenance Service:
Sidewalk Maintenance Service:
Pedestrian and Traffic Management Service:
Stormwater Management Service:
Transit Service:
Legislative and Corporate Administration Program:
Legislative Service:
Legal Service:
Corporate Management Service:
Financial Management Service:
Purchasing and Materials Management Service:
Risk Management Service:
Human Resource Management Service:
Customer and Employee Communication Service:
Information Technology and Systems Service:
Asset Management Service:
Fiscal Charges
Pension
Overall Total:
19
APPENDIX A 21/01/2011
2010 Budget
2011 Projected
Budget
7,532,228
7,412,296
2,833,707 2,840,906
3,476,540 3,304,656
972,028 814,649
224,953 427,085
25,000 25,000
51,631,815
52,282,189
1,000,000 1,070,000
320,000 320,000
2,231,000 2,246,900
23,568,242 23,680,651
22,672,700 22,899,426
163,000 153,033
1,676,874 1,912,179
7,887,0241
7,346,768
1,992,212 1,539,400
1,000,705 925,000
2,298,872 2,271,229
2,272,360 2,295,139
322,875 316,000
6,651,151
6,665,274
4,520 4,520
4,233,746 4,113,943
2,412,886 2,546,811
24, 879, 021
25, 478, 535
527,817 530,845
11,700,575 12, 642,999
1,750,792 1,599,000
1,567,917 1,646,000
3,321,432 3,203,000
6,010,489 5,855,691
17,832,126
17,802,471
1,617,411 1,656,945
791,307 808,450
1,254,789 1,235,219
2,883,735 3,009,767
1,237,789 1,237,525
737,000 603,300
1,456,474 1,450,169
527,989 527,426
2,250,523 2,384,188
5, 075,109 4.879.482
13, 067, 364
14, 281, 414
4,723,000
7,254,111
$ 134,203,729
$ 138,523,058
City of Saint John
2011 Operating Budget
Non -Tax Revenue
2011 Projected
2010 Budget Budget
Sale of Goods and Services:
Fire Service:
HAZMAT Funding
Point Lepreau
Clearance Letters
Mass Decon
Training
Police Service:
Lodge Prisoners
Accident Reports
Taxi Licenses
Other
Leisure Service:
Sports Fields
Seniors Programs
Carleton Community Center
North End Community Center
Rockwood Park
Administration
Pro Kids
Golf Course
Hurley Arena
Gorman Arena
Belyea Arena
Peter Murray Arena
Emergency Dispatch Service:
Administrative Services:
Saint John Non - Profit Housing
Saint John Transit
Saint John Pension Plan
Industrial Parks
Saint John Water
Other:
Tourism Partnership
Planning Department Services
GIS Sales
Sale of Used Equipment
Garbage Collection
Transportation Tenders
$ 70,000 $
110,000
40,000
60,000
4,000
4,000
80,000
9,000
2,300
87,000
3,000
3,000
11,000
11,000
80,000
80,000
56,000
56,000
54,000
74,700
4,000
4,000
7,500
7,500
4,000
4,000
2,300
-
40,000
15,000
18,000
18,000
30,000
30,000
196,350
206,168
163,800
171,990
147,000
154,350
141,750
148,838
436,925
717,113
46,000
47,000
45,000
48,000
150,000
150,000
7,500
9,000
1,611,000
1,700,000
75,500
37,500
53,000
25,000
25,000
5,000
5,000
5,000
5,000
500
500
20
APPENDIX A 21/01/2011
City of Saint John
2011 Operating Budget
Non -Tax Revenue
2011 Projected
2010 Budget Budget
Other Revenue From Own Sources:
Licenses and Permits:
Building Permits
Plumbing Permits
Demolition Permits
Mobile Home Permits
Gravel Pit Permits
Excavation Permits
Business Licenses
Rezoning Applications
Other Licenses and Permits
Gas Pipeline License
Fines and Parking:
Market Square Parking
Parking Meters
Meter Violations
Meter Summonses
Traffic By -Law Fines
Traffic By -Law Summonses
Rentals:
City Market Rentals
Land and Buildings
City Hall
Pipelines & Gas
Short Term Interest:
Conditional Grants From Government:
Provincial Highway Maintenance
Other Revenue:
Miscellaneous
Surplus 2nd Previous Year
Total Non -Tax Revenue:
1,400,000
1,050,000
96,500
96,500
13,500
7,500
1,250
1,500
22,000
27,500
500
500
40,000
50,000
15,000
12,500
16,500
16,500
1,135,201
1,102,000
1,007,500
1,085,000
340,000
360,000
66,000
75,000
320,000
350,000
40,000
50,000
485,625
500,000
146,500
156,000
58,000
67,530
23,400
200,000
135,000
300,000 300,000
398,000 258,000
382,488 664,587
$ 10,082,189 $ 10,403,176
21
APPENDIX A 21/01/2011
24/01/2011
Legislative and Corporate Administration Program:
2011 Projected
Legislative Service:
2010 Budget
Budget
2011 Projected
$
220,200
2010 Budget
Council
Budget
Legislative Service:
$
1,617,411
$
1,656,945
Legal Service:
$
791,307
$
808,450
Corporate Management Service:
$
1,254,789
$
1,235,219
Financial Management Service:
$
2,883,735
$
2,998,617
Purchasing and Materials Management Service:
$
1,237,789
$
1,237,525
Risk Management Service:
$
737,000
$
603,300
Human Resource Management Service:
$
1,456,474
$
1,460,169
Customer and Employee Communication Service:
$
527,989
$
527,426
Information Technology Systems Service:
$
2,250,523
$
2,384,188
Asset Management Service:
$
5,075,109
$
4,890,632
Total: Legislative and Corporate Administration Program:
$
17,832,126
$
17,802,471
2011 Projected
Legal Service: 2010 Budget Budget
Legal $ 791,307 $ 808,450
Total: Legal Service: $ 791,307 $ 808,450
12011 Projected
Corporate Management Service: 2010 Budget Budget
City Manager $ 717,824 $ 720,377
Corporate Planning $ 536,965 $ 514,842
Total: Corporate Management Service: $ 1,254,789 $ 1,235,219
2011 Projected
Financial Management Service: 2010 Budget Budget
Finance $ 1,711,503 $ 1,815,977
Property Assessment $ 1,172,232 $ 1,182,640
Total: Financial Management Service: $ 2,883,735 $ 2,998,617
2011 Projected
Purchasing and Materials Management Service: 2010 Budget Budget
Materials Management $ 1,237,789 $ 1,237,525
Total: Purchasing and Materials Management Service: $ 1,237,789 $ 1,237,525
2011 Projected
Risk Management Service: 2010 Budget Budget
Liability Insurance $ 737,000 $ 603,300
Total: Risk Management Service: $ 737,000 $ 603,300
2011 Projected
Human Resource Management Service: 2010 Budget Budget
Human Resources $ 1,456,474 $ 1,460,169
2011 Projected
Legislative Service:
2010 Budget
Budget
Mayor's Office
$
220,200
$ 201,630
Council
$
570,500
$ 485,500
Common Clerk
$
826,711
$ 969,815
Total: Legislative Service:
$
1,617,411
$ 1,656,945
2011 Projected
Legal Service: 2010 Budget Budget
Legal $ 791,307 $ 808,450
Total: Legal Service: $ 791,307 $ 808,450
12011 Projected
Corporate Management Service: 2010 Budget Budget
City Manager $ 717,824 $ 720,377
Corporate Planning $ 536,965 $ 514,842
Total: Corporate Management Service: $ 1,254,789 $ 1,235,219
2011 Projected
Financial Management Service: 2010 Budget Budget
Finance $ 1,711,503 $ 1,815,977
Property Assessment $ 1,172,232 $ 1,182,640
Total: Financial Management Service: $ 2,883,735 $ 2,998,617
2011 Projected
Purchasing and Materials Management Service: 2010 Budget Budget
Materials Management $ 1,237,789 $ 1,237,525
Total: Purchasing and Materials Management Service: $ 1,237,789 $ 1,237,525
2011 Projected
Risk Management Service: 2010 Budget Budget
Liability Insurance $ 737,000 $ 603,300
Total: Risk Management Service: $ 737,000 $ 603,300
2011 Projected
Human Resource Management Service: 2010 Budget Budget
Human Resources $ 1,456,474 $ 1,460,169
24/01/2011
Legislative and Corporate Administration Program:
2011 Projected
2010 Budget Budget
Total: Human Resource Management Service: $ 1,456,474 $ 1,460,169
2011 Projected
Customer and Employee Communication Service: 2010 Budget Budget
Communications $ 527,989 $ 527,426
Total: Customer and Employee Communication Service: $ 527,989 $ 527,426
2011 Projected
Information Technology and Systems Service: 2010 Budget Budget
Information Technology $ 1,958,191 $ 2,031,626
GIs $ 292,332 $ 352,563
Total: Information Technology and Systems Service: $ 2,250,523 $ 2,384,188
2011 Projected
Asset Management Service:
2010 Budget
Budget
Fleet Services
$
769,775
$
423,148
Facility Management
$
1,038,057
$
1,013,517
Carpentry Shop
$
453,297
$
466,895
City Hall Building
$
1,573,460
$
1,669,537
Infrastructure Management (Development)
$
235,277
$
464,000
Engineering and Growth - Municipal Engineering
$
599,260
$
452,000
Real Estate
$
405,983
$
401,535
Total: Asset Management Service:
$
5,075,109
$
4,890,632
City of Saint John APPENDIX B
Schedule of Third Party Payments
2011 Operating
Authority to Disburse: Commissioner of Finance Amount
Saint John Board of Police Commissioners
22,899,426
PSCC
2,296,900
Saint John Transit Commission
4,540,516
Saint John Transit Commission (Fiscal charges)
1,539,798
Saint John Regional Facilities Commission
Imperial Theatre
321,714
Canada Games Aquatic Cebtre
169,313
Arts Centre
74,976
Saint John Trade & Convention Centre
586,662
Harbour Station
375,774
Destination Marketing Organization
925,000
Saint John Development Corporation
175,000
Saint John Public Library
456,230
Parking Administration
530,845
Animal & Pest Control
153,033
Market Square Common Area Costs
2,015,139
Neighborhood Development
160,000
Saint John Industrial Parks
316,000
Saint John Horticultural Association
40,000
Waterfront Development
105,000
Regional Economic Development (ESJ)
400,567
Non - Profit Housing Assistance Program
35,000
Lord Beaverbrook Arena
149,400
Loch Lomond Community Center
45,000
Acadian Games
-
International Police Conference
-
Twin Cities Meeting
5,500
Ability Advisory Committee
3,000
Boys and Girls Club
Mindcare NB
5,000
South End Days
1,000
Pavilion Cup Challenge
5,000
Cherry Brook Zoo
60,035
Women's Wellness
-
UNBSJ Capital Campaign
100,000
Senior Citizens Center (Also Rent of $30,000)
31,000
Human Development Council (Also rent of $8,000)
48,000
Seafarer's Mission
1,500
Senior Resource Center
3,000
Key Industries
30,000
St. Joseph Hospital Foundation
25,000
Arts and Culture Board
90,000
Page 1 of 2
23
City of Saint John
APPENDIX B
Schedule of Third Party Payments
2011
Operating
Authority to Disburse: Commissioner of Finance
Amount
Shards of Time - 225 Legacy
30,000
Maintenance and Repair Budget
25,000
Symphony NB
5,000
NB Arts Board (Public Art Reserve)
25,000
Opera New Brunswick
3,000
Commitment to Cultural Capitals
-
Imperial Theatre Capital Campaign
25,000
Saint John Theatre Arts
90,000
Jazz and Blues Festival — Salty Jam
20,000
Festival de la Baie Francais
5,000
Fundy Bay Festival
95,000
New Year/ Canada Day Celebrations
17,500
Remembrance Day Ceremonies
2,000
225 Events
2010 Canadian Masters Curling Championship
-
International Francophone Day Festivities
NB Historical Society
14,000
St. John River Society
-
38,915,828
Page 2 of 2
24
APj�-e-nD,k C
2011 Establishment
Department
MG
Non
Union
Inside
Workers
Outside
Workers
Fire
2011
2010
Solicitor
5
1
0
0
0
6
6
Common Clerk
4
1
3
0
0
8
8
City Manager
2
1
1
0
0
4
4
Corporate Planning
2
0
1
0
0
3
3
Communications
2
0
1
0
0
3
3
Finance
4
0
22
0
0
26
26
Human Resources
4
6
2
0
0
12
12
Information
Technology
1
0
17
0
0
18
18
Materials & Fleet
Management
3
0
11
37
0
51
51
Leisure Services
6
0
10
35
0
51
49
Municipal Operations
10
0
12
120
0
142
146
Saint John Water
14
0
17
88
0
119
119
Fire
11
0
3
0
161
175
176
EMO
1
0
0
0
0
1
1
Buildings &
Inspections
7
0
20
13
0
40
40
Planning & Dev.
12
0
8
0
0
20
20
Tourism
1
1
1
2011
88
9
129
293
161
680
2010
88
9
129
295
162
683
The implementation of the Organizational Alignment Project will result
in a number of changes in the 2011establishment.
25
City of Saint John
Management / Professional Employees
Salary Grid - January 2011- 2.9%
Steps
Salary
Grouping A
B
C
D
E
F
1
49,513
50,503
51,261
52,029
52,550
53,076
2
55,773
56,888
57,742
58,608
59,194
59,786
3
66,678
68,012
69,033
70,068
70,768
71,476
4
70,768
72,184
73,267
74,366
75,109
75,859
5
75,109
76,611
77,771
78,927
79,717
80,513
6
81,318
82,945
84,190
85,451
86,306
87,170
7
91,601
93,433
94,834
96,257
97,219
98,190
8
108,900
111,078
113,257
115,434
117,613
119,790
9
119,790
124,147
126,324
128,503
130,681
132,858
26
The development of
Service Plans ...
The City of Saint John has made a commitment to accountability. In support of its accountability
organization —
objectives, the City has adopted a results- oriented approach to service delivery — adopting an
• Supports the City's
accountability framework that guides Council and the Administration in establishing clear outcomes
accountability
for all services; focusing on continuous improvement; and measuring and reporting on results.
objectives — ensuring
that services address
Service -based budgeting and related service planning is just one of many initiatives that will be
the needs of the
implemented to support the move to a results- oriented organization — focusing on the citizen and
public and are
community needs. Service -based budgeting consists of an integrated annual performance plan and
delivered in the most
annual budget that shows the relationship between funding levels and expected results on a service
efficient, sustainable
by service basis. It indicates what performance targets should be achieved at a given level of
manner possible.
spending. The service -based budget provides direct links between investments and results.
• Supports the move to
a citizen focused
Service plans supporting the budgeting process have been developed using a collaborative approach
organization —
— bringing together service providers at all levels of the organization to brainstorm and develop
planning and focusing
strategies for effective and efficient service delivery. The following narrative outlines the content
on results that matter
contained in each of the service plans.
to the community to
assure the public they
Community Outcomes: Defines the impact service delivery has in the community. Outcomes are
are receiving good
identified based on the benefit to citizens as a result of service delivery.
value for their tax
dollars.
Service Description: Provides a brief explanation of the service - describing what the service is and
what is involved in the delivery of service.
Service Drivers: Identifies anything that has influence (opportunities or constraints) over how service
is delivered. These drivers directly impact the level of service provided to the community. Typical
examples include legislation, standards, regional considerations, socio- economic conditions, internal
business processes, and environmental awareness.
Strategic Focus Areas: Identifies service initiatives that will be undertaken in the next three to five
years to enhance or improve service delivery and support the achievement of desired outcomes in
the community. Focus areas are high level in nature and will require the development of more
detailed action plans to implement.
Service Level Impacts: Provides a description of how service levels or ability to meet service
objectives are affected with various levels of funding.
Service -Based Budget: Presents budget information for the service. The goal of service -based
budgeting is to move towards full costing. For 2011, revenue is presented for each service with the
capital component of the service to be included in future budget presentations. For some services, a
breakdown of the budget by sub - service is provided.
Report on Performance: A performance report is included for each service and provides information
related to progress made on strategic focus areas and other service initiatives, service level
indicators, and performance indicators related to effectiveness and efficiency.
27
SAINT JOHN
A program is a collection of services that work together to support the achievement of one or more common
outcomes for the community. An outcome is a benefit or desired change in the community that is achieved as a
result of coordinated service delivery. Services have been organized into six different programs that address a
number of community outcomes including social well- being, public safety, economic vitality, a healthy
environment, mobility, and governance and administration.
ft
"T
Neighbourhood Improvement Service
Sports and Recreation Facilities Service
Arts & Culture Service
Heritage Conservation Service
Affordable Housing Service
Emergency Management Service
Public Safety Communication Service
Fire and Rescue Services
Fire Rescue and Suppression Service
Technical Rescue Service
Hazardous Materials Emergency Response Service
Fire Prevention Service
Fire Investigation Service
Medical First Responder Service
Police Services
Crime Prevention Service
Emergency Response Service
Law Enforcement Service
Victim Services
Public Order Service
By -Law Enforcement Service
Inspection & Enforcement Service
Community Planning and Development Service
Tourism Destination Marketing Service
Economic Development Service
Urban Redevelopment Service
Industrial Park Development Service
2011 Service -Based Budget Reader's Guide
28
Solid Waste Management Service
Parks & City Landscape Service
Industrial Water Service*
Drinking Water Service*
Wastewater Service *
Roadway Maintenance Service
Sidewalk / Walkway Maintenance Service
Pedestrian and Traffic Management Service
Stormwater Management Service
Transit Service
Parking Service
Legislative Service
Legal Service
Corporate Management Service
Financial Management Service
Purchasing and Materials Management Service
Risk Management Service
Human Resource Management Service
Customer and Employee Communication Service
Information Technology and Systems Service
Asset Management Service
* Denotes service is funded under the Water & Sewerage Utility Fund.
SAINT JOHN
raj
2011 Service Plans
01
T
Neighbourhood Improvement Service 1
Sports and Recreation Facilities Service 5
Arts & Culture Service 9
Heritage Conservation Service 13
Emergency Management Service
17
Public Safety Communications Service
21
Fire and Rescue Services
23
Police Services
29
By -Law Enforcement Service
33
Inspection and Enforcement Service
37
Community Planning and Development Service 43
Economic Development Service 49
Solid Waste Management Service 53
Parks & City Landscape Service 57
Roadway Maintenance Service
61
Sidewalk Maintenance Service
67
Pedestrian and Traffic Management Service
71
Stormwater Management Service
75
Transit Service
79
Parking Service
83
2011 Service -Based Budget Reader's Guide
29
.Mr
qV
SAINT JOHN
rA
Community Outcomes
The Neighbourhood
Improvement Service ... Description
• Leads to the The Neighbourhood Improvement Service is a public service that provides neighbourhood residents
development of with tools and support to build resilient, healthy communities. It promotes and delivers community
physical and mental based projects and programs that contribute to sustainable neighbourhoods and healthy
well -being for all communities through facilitation, partnerships and use of City facilities. The service works with
citizens. neighbourhood residents and individuals to obtain the appropriate funding required to ensure a
variety of opportunities are accessible and inclusive for all citizens.
• Creates safer
communities that
provide opportunities
for individuals to
develop a sense of
belonging and caring
through on -going
interaction and
involvement.
• Encourages citizens to
be empowered to
meet their wants and
needs resulting in an
improved quality of
life.
• Provides life
experiences that
impact the body, soul,
and mind building
moral values and
character. This is an
investment for future
leadership.
• Level of funding available for service delivery
affects ability to meet public expectations.
• Recreation is recognized as a priority for the
community.
• Partnership opportunities available for service
delivery.
• Sustainability and positive impact of the PRO
Kids model.
• Geographical size of the City of Saint John.
• High rate of poverty in Saint John.
• Develop a Recreation Master Plan to enhance
recreation programming that meets the
diverse needs of the community.
• Maintain the number of playground and day
camp program sites to ensure playground
locations are accessible to neigbourhoods.
• Increase leisure opportunities for adults and
seniors based on the interests of these
demographic groups.
30
• Growth and resulting diversity in the
population (age, culture, accessibility) impacts
a variety of needs throughout the community.
• Diversity of needs among various
neighbourhoods, particularly the five priority
neighbourhoods.
• Changes in the family unit and the evolution of
technology are affecting youth participation
levels.
• Work with community partners to ensure at
least two community special events are held
each season; examples include Summer
Sounds and walking programs.
• Expand the PRO Kids Program to off -set the
need for City recreational programs.
1
SAINT JOHN
rA
3% Increase A guideline of a 3% increase will have no impact to the service provision. Programs and services should remain at
the same service level as long as current partnerships and funding through other sources (federal & provincial
grants) remain constant.
In 2010, Council adopted an Infrastructure, Facilities and Program report to address the facility inventory of the
city. It was demonstrated that the City has excessive recreational inventory and a strategy is needed to "right- size"
the city's inventory. This "right sizing" will have dramatic impacts on operational budgets.
0% Increase Maintaining 2010 budget allocations into 2011 would result in the following:
• Reduction in the number of playgrounds where the summer program is offered.
• Reduction in the hours of operation in the community centres.
• Possibility that PRO Kids may not be able to reach its target of placing 1,000 children in recreation
opportunities.
• The level of programming could be reduced for a number of other program areas (i.e., Rockwood Park,
seniors)
Budget
2010 2011 2012 2013
Operating Budget for Service Approved Proposed %Change Projected %Change Projected %Change
Budget Budget From 2010 Budget From 2011 Budget From 2012
Service Revenue 33,500
Other Funding Sources* 15,000
Total Revenue 48,500
Salaries and Benefits
815,620
Goods and Services
605,994
Grants to Others **
540,861
Total Expenditures
1,962,474
General Fund Requirement 1,962,474
Full Time Equivalents (FTE) Employees 21
*Playground grants (revenue) from the Province * *Community grants administered by the City
Neighbourhood Improvement Service
31
11
/r
SAINT JOHN
2010
2011 2012 2013
Budget by Sub- Service (or Grants)
Estimated
Estimated Estimated Estimated Net Net
Expenditure
Revenue Expenditure Revenue Projected Projected
Recreation Programming
1,343,292
33,500
PRO Kids
78,321
18,000 j
Grants to Others
Minor Hockey Subsidy
177,000
Aquatic Clubs
15,361
Contracted Services: Boys & Girls Club
117,500
Recreation community Groups
36,000
Neighbourhood Development
150,000
Loch Lomond Community Centre
45,000
Neighbourhood Improvement Service
31
11
/r
SAINT JOHN
2010 Progress on Strategic Focus Areas and Other Service Initiatives
• Develop a community centre master plan to enhance recreation programming that meets the diverse needs of the community.
- Formulating strategy of direct program delivery to complete facilitation through partnership model.
- Developing partnerships in program delivery for Community Centres.
- Completed 7 community engagement processes.
- Benefit - Through the development of the partnership / facilitation model for community centres the program variety, diversity
and delivery is enhanced to meet the overall needs and wants of the community. Communities are more engaged in the
planning and provision of recreational and leisure opportunities.
Increase the number of playground and day camp program sites to ensure every neighbourhood has access to programs.
- The City of Saint John playground supervised program increased from 12 sites in 2009 to 14 sites in 2010. In total, 15
playground and 2 day camp program sites were achieved in 2010 through Leisure Services programming and service
agreements with the YMCA and the Boys and Girls Club. Benefit - This increase provided more neighbourhoods with
recreational opportunities in 2010. By investing in our youth the playground program provides life experiences that impact
the body, soul, and mind building moral values and character.
- Through community partnerships the City of Saint John also facilitated 3 city wide day camp / instructional programs.
• Increase leisure opportunities for adults and seniors based on the interests of these demographic groups.
- Through community partnerships the City of Saint John organized 9 seniors programs consisting of special events and
recurring program opportunities in 2010. The level of opportunities for this demographic remained at the 2009 service
delivery level.
Work with community partners to ensure at least two community special events are held each season; examples include
Summer Sounds and walking programs.
- In 2010 Leisure Services worked with Community stakeholders in providing 19 special events throughout the city, an increase
of 2 events from 2009. By working with community stakeholders, the community is encouraged to be empowered to meet
their recreational wants and needs resulting in an improved quality of life.
• Expand the PRO Kids Program to include access to City recreational programs.
- Opportunities for youth through Pro Kids are anticipated to increase from 760 placements in 2009 to 900 placements in
2010, a 19% increase. The Pro Kids Program was expanded to include Community Centres Cheerleader Programs in 2010
which benefitted both social interaction and physical fitness needs of our priority neighbourhood youth. The projected
increase for 2011 for the Pro Kids Program is 10% for a total of 1000 youth placements.
Service Level Indicators
Description of Neighbourhood Improvement Activity 2009
Number of community centres managed by the City
3
Number of community centres managed by others through City funded contract
3
Number of community centre partnerships (small)
7
Dollar amount of neighbourhood improvement grant initiatives
$150,000
Number of playground sites offering summer programming
15
Number of day camp program sites
2
Number of children placed through P.R.O. Kids
—900
Neighbourhood Improvement Service
32
SAINT JOHN
Service Performance: Citizen Satisfaction
Performance Indicator
Percentage of citizens satisfied with the the job the City is doing in providing recreation programs.
About this Indicator
The City of Saint John conducts an annual citizen survey through a third party, independent consultant to determine the satisfaction
of its residents in the services it delivers — including the community's satisfaction with recreation programs offered. Citizen
satisfaction provides an indication of how well the City is addressing the diverse needs of its residents and identifies if further
consultation with the community and changes to recreation programs is required to better meet their needs.
Service Level Standards
The goal of the Neighbourhood Improvement Service is to assess the community's recreation needs and to develop and deliver
programs that address those needs in an effort to improve citizen satisfaction with service delivery.
Performance Results
A 2009 baseline result of 76% of citizens who were either very or somewhat
satisfied with recreation programs offered by the City was determined. The results
for 2010 show a slight increase to 78 %. Several more years of data will be required
to determine a trend. However, these results are below the municipal norm of 88%
provided by Ipsos Reid, the consultant engaged to conduct the survey on the City's
behalf. Many things contribute to the public's perception on the delivery of
recreation programs — an understanding of what opportunities are available and
who is offering them (i.e., direct delivery through the City versus other sports and
recreation organizations), look and feel of recreation facilities, and accessibility of
different programs (transportation, costs, scheduling).
Percentage of Citizens Satisfied with
Recreation Programs
100%
so%
�w
v 60%
L
E 40%
6 p
20%
Continuous Improvement o%
The Neighbourhood Improvement Service is committed to improving service 2009 2010
delivery by evaluating the needs of the community and delivering programs that
address those needs. Part of the improvement efforts will focus on better Data from 20 s Reid
City of Saint John Citizen Survey
communication with the public on the diverse recreational opportunities that are
available. The City will also work with sports and recreation organizations to support
and promote their programs. Planned investments in recreation facilities in the City, particularly those located within
neighbourhoods will also help to promote and welcome the community to participate in the many recreation programs offered.
Neighbourhood Improvement Service
33
SAINT JOHN
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Community Outcomes
The Sport and
Recreation Facilities
Service...
• Leads to the
development of
physical and mental
well -being for all
citizens.
• Enhances quality of life
in the community by
supporting a variety of
sport and recreational
opportunities.
• Contributes to life
experiences that
impact the body, soul,
and mind building
moral values and
character. This is an
investment for future
leadership.
• Enhances financial
opportunities for the
City of Saint John by
attracting new
residents, visitors, and
business.
f
The Sports and Recreation Facilities Service is a public service that provides all citizens with access to
a wide range of indoor /outdoor sport and recreation opportunities. This service is delivered through
the scheduling, booking and maintenance of facilities that include sport fields, arenas, parks,
playgrounds, and beaches. The service also provides event management support and coordination
of special community events.
• Ability to access funding for capital
improvements.
• Recreation recognized as a priority for the
community.
• New legislation regulating the use of pesticides
will require more labour- intensive and
proactive turf management practices.
• Develop operational plans to enhance
scheduling and maintenance of sport and
recreation facilities.
• Conduct a gap analysis on sport and recreation
infrastructure needs and incorporate results
into the municipal planning process.
• Develop a comprehensive Turf Management
program including trained, dedicated staff.
34
• Growth and resulting diversity in the
population (age, culture, accessibility) impacts
recreation needs throughout the community.
• Service expectations are based on the
availability of facilities.
• New facilities commissioned will require
adequate ongoing maintenance.
• Review scheduling guidelines and fee structure
that maximizes facility usage.
• Invest in the development of four (4) mini
skateboard parks in strategic locations across
the City.
• Develop formal agreements with local School
Boards outlining maintenance responsibility
for fields and playgrounds on school property.
5
SAINT JOHN
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3% Increase The extra demands on our resources from the new pesticide regulations as well as the newly commissioned
facilities (splash pads at Fleming Court and Rainbow Park among others) will require a refocusing of efforts for
maintenance. This may result in less frequent maintenance for playgrounds and sportsfields, or working with
various user groups to agree to take on some maintenance responsibilities (i.e. sports associations taking
responsibility for field lining) in addition to any efficiency measures that are achievable.
0% Increase With the anticipated increase in costs for goods and services next year a 0% increase is effectively a funding cut.
There are three options available to address this shortfall: service reductions, an increase in user fees, or some
combination thereof. Council has already approved user fee increases for 2011 that will partially offset the impact
of a budget freeze. Options for service reductions include those mentioned above as well as deeper cuts such as a
reduction in the number of fields or playgrounds serviced. As a significant proportion of expenditures for this
service are fixed (i.e. outside workforce salaries) the impact of service cuts on the bottom line are limited.
Sports and Recreation Facilities Service
35
6
/r
SAINT JOHN
2010
2011
2012
2013
Operating Budget for Service
Approved
Proposed
%Change Projected %Change
Projected
%Change
Budget
Budget
From 2010 Budget From 2011
Budget
From 2012
Service Revenue
772,900
Other Funding Sources
0
Total Revenue
772,900
Salaries and Benefits
1,998,344
Goods and Services
1,105,059
Grants: Other Facilities
373,135
Total Expenditures
3,476,538
General Fund Requirement
2,703,638
Full Time Equivalents (FTE) Employees
29
2010
2011
2012
2013
Budget by Sub- Service
Estimated
Estimated
Estimated Estimated
Net
Net
Expenditure
Revenue
Expenditure Revenue
Projected
Projected
Arena Maintenance
1,311,355
648,900
Sports Fields / Other Maintenance
1,554,406
84,000
Sport Administration
237,642
40,000
Other Facilities:
Lord Beaverbrook
145,000
Aquatic Centre
228,135
Sports and Recreation Facilities Service
35
6
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SAINT JOHN
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2010 Progress on Strategic Focus Areas and Other Service Initiatives
• Infrastructure, Facilities & Programming (IFP) inventory study completed and referred to Plan SJ. Study included benchmarking
against national service -level standards (where available) to determine oversupply or undersupply of any given facility type. This
will allow us to adjust to changing demographics and recreation trends and ensure focused investments that most benefit the
community.
• Engaged a consultant to research best practices for arena scheduling and develop guidelines for rental policy and fee structure.
An updated rental policy and fee structure will guide us in allocating limited ice times to various user groups and maximize the
use of these facilities during off -peak times.
• Bikeways and Trails Master Plan completed in 2010 and referred to Plan SJ. This Master Plan will guide decision - making and
funding allocations that support Council's goal of increasing Active Transportation throughout the City.
• Currently working with the community to identify locations for neighbourhood skateboard parks. The skateboard park near
Harbour Station has been extremely well received by the community. This initiative seeks to 'repurpose' less used
neighbourhood facilities to engage youth who may not be involved in more traditional, structured recreational sports.
Service Level Indicators
Description of Sports and Recreation Facilities Activity 2009
Number of arenas 4
Hours of available ice time (approximate) 112,656
Number of special events supported (approximate) 20
Number of supervised beaches (lifeguards) 4
Number of unsupervised beaches 2
Number of playgrounds 71
Number of baseball / softball diamonds 28
Number of multipurpose sportsfields (not including School District fields) 7
Number of tennis courts 22
Number of regional skate parks 1
Sports and Recreation Facilities Service
36
SAINT JOHN
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Service Performance: Citizen Satisfaction
Performance Indicator
Percentage of citizens satisfied with the the job the City is doing in providing recreation facilities.
About this Indicator
The City of Saint John conducts an annual citizen survey through a third party, independent consultant to determine the satisfaction
of its residents in the services it delivers — including the community's satisfaction with recreation facilities owned or maintained by
the City. Citizen satisfaction provides an indication of how well the City is addressing the sport and recreation needs of its residents
and identifies if further consultation with the community and service improvements are required to better meet their needs.
Service Level Standards
The effectiveness of the Sports and Recreation Facilities Service can be measured ultimately by the level of satisfaction amongst the
community. The long -term objective of this service is to bring satisfaction levels up to par with the municipal norm across the
country.
Performance Results
A 2009 baseline result of 75% of citizens who were either very or somewhat satisfied
with recreation facilities maintained by the City was determined. The results for
2010 show a slight decrease to 73 %. While two data points alone are insufficient to
determine a trend, what is significant is that these results are below the municipal
norm of 89% from similar surveys conducted in different cities across the country.
Although it was beyond the scope of the survey to identify what factors in particular
contributed towards this relatively low level of satisfaction, possible issues include
the quality of facilities provided, gaps in programming, and accessibility issues (these
are highly varied but may include proximity to recreational facilities, affordability of
programs provided, and availability during preferred hours).
Serving the recreational needs of this community must take into account two
defining features of the City: its broad geography and the high rate of poverty. Both
of these factors make it difficult to provide a uniform level of service to
neighbourhoods with widely varying characteristics. Sustainability must also play a
central role in planning for the present and future needs of the community. As the
demographics of the community change the types of recreational infrastructure will
change as well. Investments in recreation must anticipate these changing needs and
ensure that appropriate funding is in place to care for and maintain new facilities.
Continuous Improvement
Percentage of Citizens Satisfied with
Recreation Facilities
100
a 80%
�w
>�
r
ve
ao%
d p
20
0%
2009 2010
Data from 20101psos Reid
City of Saint John Citizen Survey
Over the past several years there have been significant investments in our recreational infrastructure: arenas have been renewed
and several new facilities commissioned from new playgrounds to the new regional skateboard park. To chart the course for the
future, a Master Recreation Plan will be developed which will rely on two key documents: the recently completed Infrastructure,
Facilities and Programming Inventory Study which gives a snapshot of current facilities and programming in the City and the new
Municipal Plan (Plan SJ) which will guide future development. This Master Plan will guide decisions on building new facilities and
decommissioning or repurposing less used facilities to get the maximum benefit out of every dollar. It is critical that this plan be
developed through a process that engages the public and takes into account the various factors that will help shape the face of the
community for years to come.
Sports and Recreation Facilities Service
37
SAINT JOHN
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Community Outcomes
The Arts & Culture
Service...
• Enhances the quality
of life in the
community by
supporting arts,
culture and heritage
opportunities — an
important
consideration in
attracting residents
and visitors.
• Improves the social
well -being of the
community by helping
to educate and inspire
our citizens — building
greater capacity, self
confidence, and
creativity in our
residents.
• Helps to develop a
sense of who we are —
allowing citizens to
reflect on our history
and values.
• Contributes to the
economic vitality of
the community by
working with others to
support job creation
and ensure a good
return on investment
in arts and culture.
. 14L 17
The Arts & Culture Service is a public service that promotes broad community awareness of access
to, and education, in the arts and culture sector. The service provides assistance and information
services, as well as opportunities and support to artists and arts and cultural organizations; fosters
cross - cultural understanding; and supports economic development of tourism, especially in the
uptown core. It also works to increase awareness of the role and contribution arts, culture and
heritage make to the City's economy and quality of life.
• Designation of the City of Saint John as a 2010
Cultural Capital of Canada, providing funding
to deliver programs that promote and
celebrate arts, culture and heritage within the
community.
• One part of the City's Arts & Culture Policy —
One Percent for Public Art - provides
opportunities for artists to display their works
in public spaces. Maintenance is required in
2011.
• Funding levels need to reflect public
expectations related to arts and culture.
• Work with community partners to implement
the arts and culture projects identified in the
Integrated Community Sustainability Plan.
• Support the 2010 Cultural Capitals of Canada
initiative to celebrate the creativity, culture
and heritage of Saint John as part of the Saint
John 225: The Original City Program.
• Build the capacity of the City's arts and
cultural programs.
• Implement a public art maintenance policy.
38
• Socio- economic demographics highlight the
need for affordable arts and culture
opportunities that appeal to a diverse
population.
• Greater need for family- oriented arts and
culture opportunities.
• Immigration has an impact on the multi-
cultural nature of a community.
• How the PlanSJ process will integrate arts,
culture and heritage into planning the future
of Saint John.
• The arts, cultural and heritage opportunities
with the announcement of Stonehammer
Geopark as the first UNESCO geopark in North
America.
• Develop a public education program to raise
awareness and articulate the value of arts and
culture in the community.
• Identify new funding sources to support the
arts and culture community and it assets.
• Honour cultural and historic resources while
fostering cultural and heritage tourism.
• Engage and celebrate diverse communities
through arts and culture.
9
SAINT JOHN
Z 49W
3% Increase The Arts and Culture Service will maintain the current level of service within the budget guideline by continuing to
foster relationships with community stakeholders.
0% Increase
2010 2011 2012 2013
Operating Budget for Service Approved Proposed % Change Projected %Change Projected % Change
Budget Budget From 2010 Budget From 2011 Budget From 2012
Service Revenue
0
Other Funding Sources
0
Total Revenue
0
Saint John Arts Centre j
Salaries and Benefits
69,207
Goods and Services
40,793
Grants A &C Organizations
731,028
Grants: A & C Events
131,000
Total Expenditures
972,208
General Fund Requirement 972,208
Full Time Equivalents (FTE) Employees 1 1
2010 2011 2012 2013
Budget by Sub - Service Estimated Estimated Estimated Estimated Net Net
Expenditure Revenue Expenditure Revenue Projected Projected
Cultural Affairs office
11,000
Grants: A & C Organizations
313,869
Imperial Theatre j
Saint John Arts Centre j
104,159
Arts & Cultural Board j
80,000
Symphony
5,000
NB Arts Board
40,000
Opera NB !
3,000
Cultural Capitals
150,000
Imperial Theatre Campaign
25,000
Saint John Theatre Arts
10,000
Grants: A &C Events
Jazz and Blues Festival
20,000
Festival de la Baie Francais
5,000
Other
45,000
Fundy Bay Festival
7,500
New Years /Canada Day
15,000
Remembrance Day Ceremony j
2,000
225 Events j
25,000
Francophone Day Festival
2,500
NB Historical Society
14,000
St. John River Society
5,000
Arts and culture Service
39
10
SAINT JOHN
r,A
AL
2010 Progress on Strategic Focus Areas and Other Service Initiatives
• There is continued efforts to work with various partners to implement initiatives identified in the Integrated Community
Sustainability Plan (ICSP).
• Provides staff support to 225 Committee which will have residual efforts to promote arts and culture in 2011.
• Committee established to begin planning for first International Sculpture Symposium in Atlantic Canada, which will help to foster
arts, culture, heritage and tourism in the City.
• Regular and continued efforts to advocate public education of arts and culture by attending workshops, speaking at events and
working with community partners.
Service Level Indicators
Description of Arts and Culture Activity
Number of arts organizations the City liaises with
55
Number of cultural and multicultural organizations the City liaises with
24
Number of museums
7
Number of arts performances and cultural events posted to Cyber Events calendar (approximate)
5,500
Number of festivals and annual events
10
Number public works of art commissioned
15
Funding associated with 2010 Cultural Capitals of Canada designation
$750,000
Service Performance: Citizen Satisfaction
Performance Indicator
Percentage of citizens who believe the City is doing a good job supporting arts
and culture.
About this Indicator
The City of Saint John conducts an annual citizen survey through a third party,
independent consultant to determine the satisfaction of its residents in the
services it delivers — including satisfaction with the City's support of arts and
culture in the community. Citizen satisfaction provides an indication of how well
City programs and policies support arts and culture in creating a community
where people want to live and people feel a sense of belonging.
Service Level Standards
The objective of the Arts and Culture Service is to continue to carry out programs
and implement policy that supports arts and culture in an effort to maintain or
improve citizen satisfaction with service delivery.
Percentage of citizens that believe the City is
doing a good job supporting arts and culture.
100
o
80%
a0
�g
tl0 60%
c c0
t
u 3
40%
0
20%
of
2009 2010
Data from 20101psos Reid City of Saint John Citizen Survey
Performance Results
A 2009 baseline citizen satisfaction was determined for the service, where 77% of citizens felt the City was doing a good job at
supporting arts and culture in the community. The results for 2010 show a slight increase to 80 %. Several more years of data will be
required to determine a trend. The designation of Saint John as a 2010 Cultural Capitals of Canada and the funding associated with
this distinction have helped the community celebrate its arts, culture and heritage in promoting a good quality life where people
want to live, work and invest.
Arts and culture Service
40
11
SAINT JOHN
rAj
Continuous Improvement
The City will continue to work with community partners to implement the arts and culture policy and look for ways to communicate
the many arts, cultural and heritage opportunities and events that are available.
Arts and culture Service
41
12
SAINT JOHN
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Community Outcomes
The Heritage
Conservation Service ...
• Provides a unique
image for Saint John
as a place well
connected to
traditional values and
steeped in a proud
history. A sense of
place and pride is
developed by building
on our past while
developing for a
prosperous and
dynamic future.
• Contributes to a
prosperous future by
working to rehabilitate
heritage buildings and
integrate modern
development in
heritage conservation
areas to attract new
residents and support
the cultural -based
tourism industry.
• Enhances the quality
of life for citizens by
creating safe and
environmentally
conscious urban living
spacesthat
demonstrate pride of
ownership and respect
for traditional values.
_ .R ,1
Al
The Heritage Conservation Service is a public service provided to developers, property- owners,
merchants, citizens and the general public, offering a process to have an area designated a Heritage
Conservation Area under the Heritage Conservation Areas By -Law; regulates any changes or work
done to the exterior of properties in Heritage Conservation areas; provides architectural, technical
conservation and design advice on existing and proposed new construction; provides incentives
including grants and other financial assistance to encourage and assist in the rehabilitation and
development of heritage buildings; and provides information and education to promote and raise
awareness of the social and economic benefits of heritage conservation to Saint John.
• The City is preparing a municipal plan which
will provide a policy framework to guide Saint
John's physical development over the next 25
years. Heritage considerations will inform the
municipal plan and will set the stage for
improved heritage protection across the City.
• Improvements in customer service and more
strategic delivery of heritage resources will be
achieved from the implementation of a
heritage service review and a review of
development incentives programs delivered by
the city.
• Integrate heritage conservation issues into
building inspection and community planning
processes.
• Establish new directions for heritage
conservation emerging from the City's new
municipal plan process.
• Implement improvements to heritage
processes and the quality of service to the
Heritage Board as an outcome of a heritage
service review.
• Maintain high standards for service delivery by
communicating to property owners on site
and advising of appropriate conservation and
development of their building.
• Develop new methods to promote public
education and awareness of heritage
conservation and its value in the community.
42
• Need for better awareness and skills in the
development industry related to traditional
construction methods and adherence to
heritage conservation practices and
procedures.
• Opportunity to better align the National
Building Code and Minimum Standards
Building By -Law with the Standards &
Guidelines for the Conservation of Historic
Places designed for conservation of character
defining elements of heritage buildings.
• New Provincial heritage legislation enabling
new tools for heritage awareness and
conservation.
• Continue to develop expertise in artisan and
traditional trades related to heritage
conservation in Saint John.
• Encourage the retention of the existing
building stock to contribute to the overall
sustainability of Saint John.
• Promote the listing of additional buildings in
older neighbourhoods throughout the city
onto the National Register of Historic Places.
• Improve the relationship between National
Building Code, Standards & Guidelines for the
Conservation of Historic Places in Canada, and
the Saint John Conservation Areas By -law.
13
SAINT JOHN
z Ado?
3% Increase The proposed budget provides sufficient resources to meet service demands but it should be noted that there are
inadequate human and financial resources to consider any significant expansion and /or any major addition to the
City's heritage conservation areas.
0% Increase Funding equivalent to 2010 allocations may result in the need to undesignated heritage properties or areas.
budget
2010 2011 2012 2013
Operating Budget for Service Approved Proposed %Change Projected %Change Projected %Change
Budget Budget From 2010 Budget From 2011 Budget From 2012
Service Revenue 0 0 0 0 0 0 0
Other Funding Sources 0 0 0 0 0 0 0
Total Revenue 0 0 0 0 0 0 0
Salaries and Benefits 176,663 180,973 +2.4% 182,960 +1.1% 184,987 +1.1%
Goods and Services 48,290 295,990 +513% 294,386 -0.5% 297,809 +1.2%
Total Expenditures 224,953 476,963 +112% 477,346 0.0% 482,796 +1.1%
General Fund Requirement 224,953 476,963 +112% 477,346 0.0% 482,796 +1.1%
Full Time Equivalents (FTE) Employees 2 2
2010 Progress on Strategic Focus Areas and Other Service Initiatives
2
2
Over the next year a number of initiatives will enhance delivery of heritage services. An overall program review is underway to
more effectively deliver heritage services to meet the expectations of the community. This will result in enhanced heritage review
processes, more strategic allocation of heritage resources and improved clarity of roles and responsibilities of heritage service
providers. The City has also recently completed a review of its development incentives programs which include potential changes in
the administration of the heritage grants program. These are due to be considered by Common Council in the near future. The City,
through the efforts of its Heritage Development Board, has launched a new heritage webpage which enhances public awareness
related to heritage conservation. Through a joint provincial/ federal program, significant progress has also been made to research
and register significant heritage buildings on the federal registry of Historic Places.
Service Level Indicators
Description of Heritage Conservation Activity 2009
Number of applications for Certificates of Appropriateness and heritage grants 155
Number of Heritage Conservation Areas 11
Number of grant applications greater than $1,000 82
Number of grant applications requiring preparation of a Heritage Conservation Plan 35
Number of buildings listed on the National Register of Historic Places 336
Heritage Conservation Service
43
14
SAINT JOHN
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Service Performance: Citizen Satisfaction
�a
�w
._
�N
>"
L
u y
a E
a .°n
Percentage of Citizens Satisfied with
Heritage Conservation
100%
80%
60
40
20
0%
2009 2010
Data from 20101psos Reid
City of Saint John Citizen Survey
Service Performance: Economic Indicator
Citizen satisfaction is an indicator of how well service delivery is addressing the
community's needs. Satisfaction with service is determined through an independent
survey of Saint John citizens.
Over the last two years, citizens have indicated they are satisfied with the job the City is
doing at providing the Heritage Conservation Service. In looking at the importance of
heritage conservation (43 %) to the community with satisfaction, citizens have indicated
this service is a lower priority. In making decisions with respect to service delivery,
these survey results should be evaluated in conjunction with other service performance
indicators.
Performance Indicator
Total percentage increase in the property assessment among designated heritage buildings.
About this Indicator
Trends in property assessments in heritage areas provide an indication as to how the conservation of heritage properties contributes
to the economic vitality of the community. The City's commitment to working with the community to designate heritage areas,
regulating of work to heritage properties, providing conservation advice and administering incentives contributes to the overall
economic health of the community. For this indicator, the total property assessment value in each of the five traditional heritage
areas — Trinity Royal, Orange Street, King Street East, Red Rose Tea Building, and Douglas Avenue — has been determined through
Service New Brunswick Assessment data on an annual basis. The percentage increase in property assessment value from the
previous year have been calculated and displayed.
Service Level Standards
Continue delivery of service to support tax assessment growth in the designated heritage conservation areas.
Performance Results
Properties in the five traditional heritage conservation areas continue to
see an increase is property tax assessment. Although there are
numerous variables that contribute to the calculation of property tax
assessments, these results could indicate that the City's work in guiding
_ $200
the development of Heritage Conservation Areas contribute to the
positive impact on the assessed value of properties in these areas.
$180
v
Continuous Improvement
$100
The City will continue to guide development in accordance with the
a
E Sso
Conservation By -law for those areas that have already been designated
1s
Heritage Conservation Areas.
a"
$0
Heritage Conservation Service
44
Annual percent increase in property assessment
values in designated heritage conservation areas.
(Trinity Royal, Orange Street, King Street East,
Red Rose Tea Building, Douglas Avenue)
2007
2008
2008
1s
2010
SAINT JOHN
r'A
Community Outcomes �.� `[�) °• �"'�, `' i`�
The Emergency
Management Service ... Service Description
• Supports effective and
efficient emergency
operations.
• Provincial and municipal legislation
• Helps develop a (Emergency Measures Act E -7.1, By -law EM -7)
knowledgeable and which guide the establishment of municipal
prepared community. emergency measures organization and its
operations.
• Develop emergency management and
business continuity plans using an evidence -
based planning approach.
• Engaging the community at large to work
collaboratively to improve community
readiness as well as foster broad collaborative
partnerships with key stakeholders.
45
• Community readiness and resilience.
• Municipal government operational readiness.
• Industry standards (i.e., CSA Z1600 -08, EMAP)
guide the development, implementation, and
maintenance of an emergency management
and business continuity program.
• Refine the emergency management and
business continuity programs to support
effective and efficient mitigation,
preparedness, response, and recovery
activities.
• Achieve accreditation for the emergency
management and business continuity
programs in accordance with Emergency
Management Accreditation Program (EMAP)
Standard and CSA Z1600 -08.
17
SAINT JOHN
11
The Emergency Management Service is the municipal catalyst for public and private inter - agency
• Minimizes the impact
coordination of community -based emergency management and business continuity programs. It is
of emergencies on the
managed by an all- hazards approach to preventing or mitigating risks, ensuring preparedness
residents, property
through effective response and recovery mechanisms, and achieving continuous improvement
and environment of
through program evaluation and revision.
Saint John.
• Supports effective and
efficient emergency
operations.
• Provincial and municipal legislation
• Helps develop a (Emergency Measures Act E -7.1, By -law EM -7)
knowledgeable and which guide the establishment of municipal
prepared community. emergency measures organization and its
operations.
• Develop emergency management and
business continuity plans using an evidence -
based planning approach.
• Engaging the community at large to work
collaboratively to improve community
readiness as well as foster broad collaborative
partnerships with key stakeholders.
45
• Community readiness and resilience.
• Municipal government operational readiness.
• Industry standards (i.e., CSA Z1600 -08, EMAP)
guide the development, implementation, and
maintenance of an emergency management
and business continuity program.
• Refine the emergency management and
business continuity programs to support
effective and efficient mitigation,
preparedness, response, and recovery
activities.
• Achieve accreditation for the emergency
management and business continuity
programs in accordance with Emergency
Management Accreditation Program (EMAP)
Standard and CSA Z1600 -08.
17
SAINT JOHN
11
r'A
3 % Increase • Evacuation Sign / Route Project — Limited funding has resulted in staggering the installation of the proposed
evacuation route signs over a two to three year period. The staggering of installation reduces the initial public
impact of the project and extends the need for public awareness campaigns (i.e. overall cost will be higher).
• Municipal Preparedness. The next step toward enhanced corporate readiness is the delivery of training to all
identified personnel educated in emergency management responsibilities. This process will take both funding
and time. Limited or reduced funding will defer or delay this process.
• Community Engagement. The Sentinel Alert System was first used operationally in October 2010 and has
proven its value in informing the public. With limited or reduced funding, staff will be reluctant to utilize the
Sentinel Alert System early in the budget year (for things like boil orders) in fear of needing access to the
system later in the year.
• Community Preparedness — Based upon the current budget proposal, only a modest community
preparedness campaigns has been planned for 2011 to 2012.
—Based Service Budget
2010 2011 2012 2013
Operating Budget for Service Approved Proposed %Change Projected %Change Projected %Change
Budget Budget From 2010 Budget From 2011 Budget From 2012
Service Revenue 0
Other Funding Sources 0
Total Revenue 0
Salaries and Benefits 129,429
Goods and Services 190,571
Total Expenditures 320,000
General Fund Requirement 320,000
Full Time Equivalents (FTE) Employees 2*
*Includes one temporary administrative support position
2010 Progress on Strategic Focus Areas and Other Service Initiatives
• Emergency Management Planning. In 2010, a new Evacuation Plan Annex to the Municipal Emergency Plan was created and a
comprehensive revision of the existing Municipal Emergency Plan commenced to conform to current legislation, policies and
standards. As well, a region -wide emergency shelter database was created with key government agencies and five
municipalities. Using the new risk assessment tool developed by Sentinel, an updated Hazard, Risk and Vulnerability Assessment
is the next immediate requirement.
• Community Engagement. In 2010, the Sentinel Emergency Management Planning Software Suite was acquired, installed and
activated. A variety of public awareness and education tools have been designed, produced and distributed to enhance
community capacity building, while outreach and professional development initiatives are ongoing.
• Municipal Preparedness Programs. In 2010, emergency management roles and responsibilities for all municipal departments
/services were defined collaboratively. Municipal staff has been educated on the operation of the Sentinel System.
• Accreditation. The foregoing initiatives are all incremental steps toward the ultimate goal of applying for accreditation.
Emergency Management Service
46
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Service Level Indicators
Description of Emergency Management Activity
Municipal Emergency Plan
Community risk profile
Evacuation plan initiation
Sentinel Systems Implementation
Implementation of CSA Z1600 -08
Definition of emergency management roles and responsibilities for service areas
EMO website upgrade
Community outreach initiative
Professional development series
Emergency Management Service
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Community Outcomes
The Public Safety
communication (911)
Service ...
• Improves publicsafety
in the community that
contributes to an
enhanced quality of
life.
• Contributes to the
social well -being and
economic health of the
City.
• Helps to build safer
neighbourhoods that
contribute to an
enhanced sense of
community which
often attracts
business, immigration
and residential
development, all of
which support
economic investment
and business growth.
The Public Safety Communication Service is a public service that receives emergency (911) and non -
emergency requests for service from citizens and emergency personnel. It is responsible for
questioning callers to understand the nature of the call for service, the determination of required
resources in accordance with established standards and guidelines, contact with those resources to
set the appropriate response in motion, and to provide at scene support as required.
• Citizen expectations for efficient emergency
and non - emergency assistance.
• ESP requirements for operating support.
• To provide a single point of contact for the
public in need of assistance from emergency
service providers for emergency and non -
emergency requests.
48
• Agreements with the Province of New
Brunswick and other organizations.
• To provide continuous 24/7 operation 365
days a year.
• To be an effective link in the emergency
response continuum.
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3% Increase Human Resource costs consume about 87% of the PSCC budget with the balance allocated to Goods and Services.
Many of the Goods and Services costs — telephone, software maintenance, and computers — are fixed costs that are
required to allow the Centre to provide the required level of service. The 'Requested Budget' incorporates the
agreed to salary increases for the members of CUPE Local 486, an increase in funding available for training and an
increase in computer maintenance fees. In general it is 'status quo' budget — no new initiatives are proposed.
0% Increase An approved budget less than what has been requested, particularly at the 0% level, will require changes to staffing
practices and the opportunity to backfill positions due to sickness, vacations etc. Because a large percentage of the
Goods and Services Budget is for fixed costs, there are very limited opportunities to reduce expenditures, while
meeting contractual obligations and service level expectations.
2010 2011 2012 2013
Operating Budget for Service Approved Proposed %Change Projected %Change Projected %Change
Budget Budget From 2010 Budget From 2011 Budget From 2012
Service Revenue 436,925
Other Funding Sources 0
Total Revenue 436,295
Salaries and Benefits 1,966,574
Goods and Services 264,426
Total Expenditures 2,231,000
General Fund Requirement 1,794,075
Full Time Equivalents (FTE) Employees
24
2010 Progress on Strategic Focus Areas and Other Service Initiatives
• Quality Assurance and performance management initiatives were completed.
• Four recruitment processes with training programs resulting from each were completed.
• Established partnership with NBCC Dieppe to enhance recruitment results
• Reached agreement in principle to provide communications services for the Rothesay Regional Police Force and the Kennebecasis
Fire Departments beginning in 2011.
• Initiated discussions with PNB regarding Regional Fire Dispatching.
Service Level Indicators
Description of Public Safety Communication Activity 2009
Number of emergency (911) calls processed 44,000
(Percentage of calls processed in the Province of New Brunswick) 25%
Number of non - emergency and Police Force calls processed — 210,000
Public Safety Communications Service
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r
Community Outcomes''
Fire and Rescue
Services ... ... . .
• Improve public safety
Fire and Rescue Services involve the delivery of six public services to the community that focus on
by creating public
reducing the loss of life, personal injury, property damage or impact on the environment caused by
awareness of fire
fire, accident, medical emergency, or hazardous materials release (accidental or malicious).
safety and emergency
Fire Rescue and Suppression Service provides emergency mitigation and rescue response to
planning; providing for
residential, commercial and industrial fires and /or explosions.
safer places of
Technical Rescue Service carries out emergency rescue operations to those individuals trapped by
assembly, work and
their physical environment (i.e. water, ice, motor vehicle accident, structural collapse).
residential living by
ensuring compliance
Hazardous Materials Emergency Response Service provides a planned response to incidents where
with the National
the public is exposed to risks created from a release of, or fire involving hazardous materials.
Building Code,
Fire Prevention Service promotes a proactive approach to fire safety and prevention through public
National Fire Code and
education, training, inspection, and code enforcement.
the Fire Prevention
Fire Investigation Service determines the cause and origin of a structure or wild land fire. The cause
Act; and determining
and origin assessment may form the basis of a criminal investigation by the Saint John Police or lead
fire cause and origin
to changes in commercial, business or industrial processes, use of equipment, or product recalls.
for the purpose of
criminal prosecution or
Medical First Responder Service provides First Responder pre - ambulatory care in instances where
safety standards
acute medical assistance is required. The Fire Department delivers Medical First Responder CPR /
reporting.
AED care when it is first on the scene and /or assists Ambulance NB crews upon their arrival.
• Supports the economic
vitality of the
community by
protecting investments
and the achievement
of a Fire Underwriters
Survey rating that
result in favourable
insurance premiums
for property owners.
• Expanding and evolving energy sector.
• Diverse industrial and commercial facilities
disbursed throughout the community.
• Multiple areas of densely developed mixed
(old) residential /commercial properties.
• Rise in the number of dilapidated or vacant
buildings.
• Ability to train to evolving fire suppression and
rescue risks.
• Further develop response capabilities to better
support refining, processing, manufacturing
and energy related industries.
• Continue efforts to support a relevant and
effective asset management program (fleet,
facilities, equipment and technology).
• Construct a modern fire fighter training centre
linked to industrial fire suppression as well as
structural (residential) fire fighting and fire
rescue.
• Undertake a Fire Master Plan.
• Further develop community and industrial
partnerships.
50
• Evolving demand for services (i.e. land based
shipboard firefighting, high angle rescue. etc).
•Saint John covers an area of 315 sq. km.
•Ability to meet industry standards and best
practices.
•Community poverty level.
•Growth in the number of buildings that require
annual or bi- annual inspections as per the
Office of the Fire Marshal.
• Create a more robust capacity in fire
inspection services to address derelict
buildings, in addition to current legislative
responsibilities.
• Expand revenue generation opportunities
through the delivery of expanded or enhanced
services.
• Develop capacity to sustain or improve the
current Fire Underwriters Survey rating for
Saint John.
• Review of fire station locations and
replacement of fire station number 6.
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1% Increase • Identified service level /delivery gaps cannot be resolved within the proposed funding levels for 2011 and 2012.
• The proposed funding levels for 2011 and 2012 do not accommodate any cost of living increase for Fire
Personnel.
• Significant cost increases or funding reductions can only be addressed through personnel reductions.
• Under the current deployment model, the Fire Department is challenged to meet the demands of simultaneous
alarms (1/3 of all calls). A reduction in resources or personnel will negate the department's ability to
effectively mitigate simultaneous alarms.
• The lack of a modern fire fighting training centre reduces the department's ability to overcome the various
identified service level gaps.
• Under the current deployment model and funding level, the Fire Department cannot develop competencies in
technical rescue services such as high angle, confined space or provided rescue services related to deep ship
rummaging.
• The most recent Fire Service Review resulted in the Fire Underwriters Survey (FUS) lowering its rating of Saint
John from 2 to 3, causing slightly higher property insurance premiums. A decrease in fire service resources will
further impact the community's FUS rating.
• Under the current deployment model and funding level, the Fire Department cannot inspect, on an annual or
bi- annual basis, all the buildings prescribed by the Office of the Fire Marshal.
Service-Based Budget
2010 2011 2012 2013
Operating Budget for Services Approved Proposed %Change Projected %Change Projected %Change
Budget Budget From 2010 Budget From 2011 Budget From 2012
Service Revenue 194,000
Other Funding Sources 0
Total Revenue 194,000
Salaries and Benefits $19,294,625
Goods and Services $1,973,615
Other Expenditures
Total Expenditures $21,268,240
General Fund Requirement $21,074,240
Full Time Equivalents (FTE) Employees 204* 204* 204* 204*
*Includes casual employees
2010 2011 2012 2013
Budget by Service Estimated Estimated Estimated Estimated Net Net
Expenditure Revenue Expenditure Revenue Projected Projected
Fire Rescue and Suppression $20,033,554 $40,000
Technical Rescue i $80,359
HAZMAT Emergency Response $148,145 $150,000
Fire Prevention $830,140 $4,000
Fire Investigation $90,568
Medical First Responder j $85,473
* Revenues generated by the Hazardous Materials Emergency Response Service exceed funding requirements
Fire and Rescue Services
51
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2010 Progress on Strategic Focus Areas and Other Service Initiatives
• Undertook a capability based assessment of the six fire related services to identify gaps and achievable service levels.
• Participated in numerous emergency preparedness exercises with industry, enhancing the Fire Department's response capability
and cooperation with industry.
• Employed significant effort to maintain and improve customer interface through public education initiatives.
• The most recent Fire Service Review resulted in the Fire Underwriters Survey lowering its rating for Saint John from a 2 to a 3,
resulting in slightly higher property insurance premiums.
• Created and regularly update an inventory of vacant buildings of concern to the fire service.
Service Level Indicators
Description of Fire and Rescue Activity 2009
Number of structure fires
143
Number of vehicle fires
67
Number of grass or wild land fires
202
Number of refuse / other fires
199
Number of motor vehicle accidents
291
Number of victim extrications
16
Number water /ice rescues
7
Number of medical first responder calls
4,818
Number of hazardous materials responses
326
Number of regional hazardous material responses
1
Number of calls cancelled en route
403
Number of false alarms (unintentional)
791
Number of service calls
1,280
Number of fire code violations
1,253
Number of fire code re- inspections
235
Number of public education occurrences
169
Number of fire investigations
57
Number of different training programs
83
(Average hours of training per firefighter)
1,040
Service Performance: Citizen Satisfaction
Percentage of Citizens Satisfied with
Fire Services
—1
v
3
E
O
v
Fire and Rescue Services
Citizen satisfaction is an indicator of how well service delivery is addressing the
community's needs. Satisfaction with service is determined through an independent
survey of Saint John citizens. Over the last two years, it is clear that citizens are very
satisfied with the fire services provided by the City. Citizens also rated fires services as
being very important (93 %). In interpreting these results the public is indicating that fire
services should be maintained, however, citizen survey results should be viewed in
conjunction with other performance indicators when making decisions on service
delivery.
52
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Service Performance: Response Time
Performance Indicator
A key performance indicator for the Fire Rescue and Suppression Service is response time.
About this Indicator
Response time is one of several performance indicators designed to minimize the possibility and effects of fire and other risks, and
to provide an evaluation tool for the fire service. With low response times come the opportunity to confine the fire to its area of
origin, increase life safety for the public and firefighters, and reduce the threat of property loss and loss of property taxes. Response
time also provides the greatest opportunity to provide critical life saving medical intervention.
Service Level Standards
The Fire Department's current response time objective arose out of the April 1991 Ernst & Young Report on the City's Fire Protection
Service. The consultant recommended that "the initial apparatus shall arrive at the scene of the alarm within 6 minutes of receipt of
the alarm in at least 90% of all occurrences ". The 6 minutes or less response objective is comprised of 30 seconds for dispatch, 30
seconds for turnout and 300 seconds for travel time (for the first arriving fire truck).
The City's response time objective is generally in line with the current industry standard for response times. According to the
National Fire Protection Association Standard 1710, 2010 Edition - Standard for the Organization and Deployment of Fire Suppression
Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments, an "alarm" must be
dispatched within 60 seconds or less 90% of the time (dispatch time); fire fighters must gear -up and progress out of the fire station
within 80 seconds or less, 90% of the time (turn -out time); and the first responding fire truck must arrive on scene within 240
seconds or less, 90% of the time (travel time).
As noted above, the City's response time objective of 6 minutes or less, 90% of the time includes dispatch, turn -out and travel times,
(which starts when the fire call is received at the dispatch centre and ends when the first fire company arrives at the fire scene).
This metric was created at a time when the Fire Department dispatched its own calls. The Fire Department stopped dispatching in
1995, after the creation of the Public Safety Communication Centre. With dispatch time being a metric for the Public Safety
Communication Centre Service, the Fire Service component of the response time objective (as noted in the Ernst & Young Report)
becomes 5 minutes and 30 seconds or less, 90% of the time.
Performance Results
For 2009, the City of Saint John met its response time objective of 5
minutes and 30 seconds, 76% of the time. Just as a comparison, the
City of Saint John met the response time component of NFPA 1710 (5
minutes and 20 seconds), approximately 74% of the time.
100.0%
Even though fire call locations and total number of fire calls vary year
v
80.0%
over year, the response time patterns are comparable. This indicates
2
that the response objective of 5 minutes and 30 seconds or less, 90°% of
60.0%
the time cannot readily be achieved under the current deployment
model. In fact under the current deployment model, it takes just over 9
� ao.o%
minutes to reach the 90 percentile mark, well short of industry
20.0%
standards.
a
0.0%
Note: Service level gap is the difference between the response time
objective and the actual results in a given year.
Fire and Rescue Services
53
Percentage of Time the 5 minute 30 second
Response Time Objective was Achieved
� Standard Met — Target
Service
90%
2007 2008 2009
v?.
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Continuous Improvement
With the location of Fire Stations fixed (in the short and intermediate -
term), the Fire Rescue and Suppression Service will continually work
to improve turnout times, travel and on -scene set -up times (i.e. the
components of "response" that the Fire Department has the ability to
influence). in the longer term, the Fire Rescue and Suppression
Service will initiate a review of its fire station locations and
deployment model with the objective of minimizing emergency
response times.
Fire and Rescue Services
54
Fire Rescue and Suppression - 2007 to 2009
Charted as a line graph to illustrate the percentage of time the
City's response standards / objectives are achieved
100.0%
0 90.0%
80.0 x
70.0%
60.0%
a
.s so10%
p 4010%
e
0 3010%
m
0 2010%
y 1010%
010% -
0
1 2 3 4 5 6 7 8 9 10 11 12
Response time by minute range for the 1st arriving fire truck
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Community Outcomes �9"
39%4;0 . .. r.
Police Services ...
• Improve community '
public safety, The Core Businesses (services) of the Saint John Police Force are Crime Reduction, Emergency
contributing to an Response, Law Enforcement, Victim Services, and Public Order. These services are tightly integrated
enhanced quality of in order to deliver the most effective public safety outcomes.
life. Crime Reduction is a public service — provided in partnership with the community — that establishes a
• Contribute to the pattern of attitudes and behaviour directed at both reducing the threat of crime, and to help develop
social well -being and environments where crime cannot flourish. Crime reduction is achieved through Intelligence -Led
economic health of Policing, public relations, crime reduction strategies and problem solving (including environmental
the City. design), public education, community policing and partnerships that result in a safer community.
Help to build safer
Emergency Response is a public service which results in a Police resource being promptly dispatched
neighbourhoods;
in reaction to ongoing or very recent criminal activity, major accidents, death outside a health care
contributing to an
environment, suspicious activity or alarms. These are almost always cases where officers respond to
enhanced sense of
Calls- for - Service (911 calls.) The events may be violent or nonviolent, criminal or non - criminal in
community which
nature. Often they are potentially high -risk situations, although emergency response also includes
often attracts
suicides, accidents and disasters. Other examples of emergency response calls- for - service for crimes
business, immigration
in progress are crowd control, high -risk search warrants, domestic disputes, interpersonal disputes,
and residential
hostage rescue, and support for major operations.
development, all of
Law Enforcement is a public service provided to the community, in response to the Force's statutory
which support
mandate to enforce federal, provincial and municipal laws (by- laws). The Law enforcement process
economic investment
generally consists of determining that a crime took place, solving the crime, apprehending the
and business growth.
offender, and contributing to a successful prosecution. Law enforcement may also include related
functions such as drug enforcement, complaint investigation, by -law enforcement, and traffic
enforcement.
Victim Services — as point of entry — provides crisis intervention and support to primary victims and
secondary victims (such as witnesses, family, emergency service providers). Victim Services provides:
emotional and practical support at the time of crisis; resource and case specific information;
advocacy; referral to community agencies; court accompaniment; and short term, ongoing and long-
term follow -up support. The victim is the frame of reference — the centre piece — of interventions.
Public Order is a public service provided to the community to mitigate the impact and restore order
in what are often non - Criminal Code or non - violent events — such as vandalism, nuisance, disputes,
panhandling, traffic violations, prostitution and noise events that impact noticeably on the quality of
peoples' lives. Service is provided by way of direct consultation and intervention in public protests
and labour disputes, problem - solving non -crime complaints, and proactive monitoring and
intervention in crime patterns that may compromise quality of life or that may lead to more serious
crimes. Early intervention is intelligence- driven.
55
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• Intelligence driven / Intelligence -Led Policing business
model
• Community awareness (media / PIO / community
partners /advocacy groups)
• Community expectations
• Urban design and demographics
• Requests for service / information / public complaints
• Public policy (national, provincial, local)
• Legislation / case law / compliance costs
• Co- response (multi- agency) protocols
• Provincial Threat Assessment
• Calls for service ( CAD)
• Public service gaps: social safety net / mental health /
education / addiction services / inclusion
• Partnerships / links with community agencies
• Policing the region
• Proactive and self initiated calls, versus reactive and service
in progress calls
• Carry out effective law enforcement activities, implement
crime reduction strategies, and create partnerships between
the community and the Police Force to enhance safety,
security and quality of life in the community.
• Deliver policing services that are proactive in reducing the
effects and impact of crime.
• Seasonal/ weather
• Technology (internet / cell phones / fraud applications /
phishing / identify theft)
• Cruise ships/ tourism
• Past experience
• Collaboration with Sworn Members
• Patterns of behavior
• Community standards (Self identified)
• Community ownership of issues
• Interventions (e.g., methadone clinic, Mobile Mental
Health, Mental Health Court)
• Life cycle planning; policing and other costs; sustainability
framework; CPTED (design) input
• Repeat locations, offenders, and victimization
• Hot spots and products
• Deliver policing services as an organization in a professional,
respectful, well trained and fiscally responsible manner.
Police services will reflect value for money.
• Provide effective and timely response to community service
requests, with appropriate follow -up actions.
At its request, in June, 2010, the Chairman of the Board of Police Commissioners provided Common Council with a report discussing
the impact for the Police Force, of the growth in its Operating Budget in 2011 and 2012 being limited to 1 %.
The report included the following conclusion:
Citizens expect that they will enjoy a quality of life that includes feeling safe and secure in their communities. We have
been told that this is the case in Saint John. Contributing to this feeling is the availability of a policing service that is
effective and responsive to the changing needs and expectations of the community. Delivering of this service is expensive —
regardless of the community. Common Council historically has made the necessary investments in the Police Force to allow
it to deliver the quality of services expected from it.
It is anticipated that the City could face financial challenges over the next two years. As well, as identified, the Police Force
will also face specific challenges that could impact its ability to continue to deliver its services effectively. Limiting the
growth in its operating budget will require adjustments and adaptations, focus on the use of new business models and the
conscious implementation of new management practices and processes.
This is an opportunity — one which the Force will pursue with diligence while minimizing the impact of service delivery while
recognizing that the environment has a number of uncertainties.
Police Services
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2010 2011 2012 2013
Operating Budget for Service Approved Proposed %Change Projected %Change Projected %Change
Budget Budget From 2010 Budget From 2011 Budget From 2012
Service Revenue 150,000
Other Funding Sources 0
Total Revenue 150,000
Salaries and Benefits 18,510,522
Goods and Services 4,162,178
Total Expenditures 22,672,700
General Fund Requirement 22,522,700
Full Time Equivalents (FTE) Employees 193
2010 Progress on Strategic Focus Areas and Other Service Initiatives
• The Force continues the transition of its business model to Intelligence Led Policing with a focus on Crime Reduction. A
presentation on this model, as well Crime Reduction Economics, was provided to Council in July, 2010. Similar presentations
have been provided to a number of community organizations during the year.
• Crime reduction outcomes for the targeted crime types (Break and Enters down 27 %; Thefts of /from motor vehicles down 17 %)
validate the Intelligence -Led Policing business model.
• Approval was received and construction has begun on the new police headquarters facility as part of the Peel Plaza Project.
Service Level Indicators
Description of Police Activity
2009
Number of community policing offices
7
(Uptown, Lower West, Old North End, South End, Crescent Valley, The village, Glen Falls)
Number of standard patrol areas
4
(East, West, North and South)
Number of service calls responded to (all types)
72,356
Number of violent criminal code violations
2,008
Number of non - violent criminal code violations
7,049
Number of reported traffic accidents
3,277
Police Services
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Community Outcomes
The By -Law Enforcement
Service ...
• Supports a healthy
and safe community.
• Protects property
values.
• Supports an enhanced
quality of life.
• Promotes a sense of
community pride.
MIN
�5S ti•
i --
Service Description
The By -Law Enforcement Service is a public service offered to citizens, property owners, occupants
and neighbourhood residents involving the inspection and enforcement of City by -laws related to
the maintenance and usage of properties, animal control, and licensing requirements. Inspection of
properties and investigation of complaints are conducted to ensure standards established in related
by -laws are met. In cases where there is a violation of a by -law, the City works actively for voluntary
compliance with the appropriate by -law before more corrective actions are required.
• New legislation supports more effective
enforcement of minimum property standards,
dangerous conditions and unsightly premises
by -laws.
• Economic climate has an impact on the ability
of property owners to address by -law
violations.
• Develop and implement a public education
program that creates a better awareness of
municipal by -laws and demonstrates the value
of enforcement to the community.
• Continue to work with the Province of New
Brunswick to create legislation that will
encourage compliance with by -laws.
58
• Inadequate penalties available to encourage
compliance with other municipal by -laws.
• Level of staffing available affects ability to
meet public expectations with respect to
enforcement issues.
• Public expectations increasing with respect to
the enforcement of by -laws.
• Document policies and procedures to guide
fieldwork and office support to promote more
efficient delivery of service.
• Continue assessment of service requirements
and processes to deliver service that meets the
community's needs.
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3% Increase Community expectations are such that there are increasing demands on the by -law enforcement service area.
Maintaining existing fulltime staffing levels to the 2010 level does not allow the service area to provide a service
level that meets community expectations. At current staffing levels, the service area mainly focuses enforcement
action on life safety, dangerous and substandard housing conditions. Other enforcement cases, such as zoning
violations, unsightly premises and heritage violations are prioritized at a lower level, and often are not pursued to a
satisfactory conclusion to the community. This is due in part to limited legal resources available to the service area
when enforcement cases have to be pursued with legal action to gain compliance, particularly for "lower priority'
cases.
To maintain a 3% operating budget increase, By -Law Enforcement Service area would be unable to provide the
same level of service as 2010. A 12 month casual clerical position would be eliminated from the budget, resulting in
a service impact for the By -Law Enforcement service.
Casual administrative employees are crucial for the service to maintain an acceptable level of service to cover for
absences due to vacations, illness, training, etc. and to augment the workforce during peak times. Without this
casual position, turnaround times for violation notices, requests by citizens, research requests etc. would increase,
resulting in a lower service delivery level for customers. As casual administrative employees have been the driving
force in preparing the service area files for requests under "Right to Information ", there may be a delay in being
able to respond to these requests with accurate, succinct file and case information.
0% Increase A significant decrease in service delivery in the By -law Enforcement Service would be the result of a 0% budget
increase for 2011 operating budget. Services would be significantly affected, such as:
• Reduction in service delivery and response times for dangerous buildings and unsightly premises.
• Elimination of gravel pit enforcement.
• Elimination of inspections and enforcements of sidewalk cafes.
• Elimination or significant reduction in by -law enforcement for signs, boarders in single family dwellings,
dog bite investigations, illegal dumping, mobile home parks, section 39 agreements, zoning violations,
heritage violations.
• Increase in turnaround times for enforcement notifications to property owners and legal notices.
• Increased response times for research and other information requests.
• Increased response times due to insufficient record keeping, document storage and file maintenance.
• No new initiatives can be contemplated and /or implemented
2010 2011 2012 2013
Operating Budget for Service Approved Proposed %Change Projected %Change Projected %Change
Budget Budget From 2010 Budget From 2011 Budget From 2012
Service Revenue 94,000
Other Funding Sources 0
Total Revenue 94,000
Salaries and Benefits 541,453
Goods and Services 115,194
Other* 163,000
Total Expenditures 819,647
General Fund Requirement 725,647
Full Time Equivalents (FTE) Employees 6.8 6.8
*Animal and Pest Control
By -Law Enforcement Service
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2010 Progress on Strategic Focus Areas and Other Service Initiatives
• Have participated in various community meetings to build awareness of property standards by -law requirements and
enforcement tools available.
• To promote more efficient and effective service delivery, Minimum Property Standards by -law and Unsightly Premises and
Dangerous Buildings by -law processes are continuously evaluated and adjusted as required.
Staff reassignments took place to more effectively address workload during peak periods.
Service Level Indicators
Description of By -Law Enforcement Activity Annually
Number of inspections 1,380
Number of active enforcement cases 520
Number of court appearances 15
Number of enforcement orders issued 55
Service Performance: Compliance Effectiveness
Performance Indicator
Rate of by -law compliance with progressive enforcement actions.
About this indicator
The measure indicates how well the City and property owners work together to meet property standards. Enforcement actions are
the means undertaken by the City to force the implementation of corrective measures in order to comply with by -laws and
standards that help to ensure that properties are safe, healthy and accessible. Enforcement actions are recorded in the City's
information system. Effective service delivery should see a decreasing trend in the number of enforcement actions required.
Service level Standards
The City's goal in all enforcement cases is to gain voluntary compliance. However, if voluntary compliance is not forthcoming,
enforcement actions are required. These actions typically start with a first violation notice, followed by a second notice and final
notice. If the City is achieving its goal of compliance, ideally the number of violation notices would decrease, indicating that cases
are being resolved. If compliance has not been achieved after the violation notice stage, the case is reviewed and prioritized and a
formal Order may be issued, followed by a court appearance if necessary.
Performance Results
It is expected that most property owners will comply after receiving a first or second violation notice. On average for 2008 -2010,
there is a 60% decrease between the number of first notices and the number of second notices. This demonstrates that compliance
was gained after the issuance of a first violation notice 60% of the time. It is also to be expected that significant compliance rates
would happen after the second notice. On average for 2008 -2010, there is a further 35% decrease between the number of second
notices and the number of final notices. Again, this shows that most property owners comply with the by -laws after the first and
second notice has been sent. Very few violations persist to the final notice and legal action stage as can been seen in the graphs.
This continual and significant decrease between the progressive notices shows that enforcement efforts are working to get by -law
compliance.
By -Law Enforcement Service
•1
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Minimum Property Standards By -law
In 2008, a new by -law was in place, resulting in a higher number of
first notices as cases were updated for the new by -law provisions. In
2009, the number of second notices is higher than expected because
cases that were opened in 2008 had follow up inspections and
subsequent second notices in 2009. Generally the graph indicates
that compliance is being achieved as enforcement actions progress.
Unsightly Premises and Dangerous Buildings By -law
In 2007, a new by -law came into effect, increasing the enforcement
tools and provisions available to the service area. The graph depicts a
steady decline in the number of notices and enforcement actions,
indicating that compliance is being achieved. A decrease in legal
actions taken in 2010 indicates that owners are voluntarily complying
once a final notice or formal order is issued.
Minimum Property Standards By -Law Compliance Rate
with Enforcement Actions
2008 2009 2010 YTD
c
.V
160
a 140
u 120
E 100
0 80
�+ 60
° 40
v
20
z' o
First Notice Second Notice Legal Action
2010 YTD as of September 2010
Unsightly Premises and Dangerous Buildings By -law
Compliance Rate with Progressive Enforcement Actions
2008 2009 2010 YTD
Zoning By -law
r'
160
The Zoning by -law graph depicts what would be expected in terms of
owners' willingness to comply with by -laws and is somewhat out of
140
greater compliance as enforcement actions progress. The lower
a
120
volume of violation notices compared to that of Minimum Property
E
loo
Standards or Unsightly Premises and Dangerous Buildings indicates
o
�
60
60
that, according to Council direction, more enforcement emphasis and
o
40
resources is placed on substandard housing and dangerous buildings
ti
20
issues.
_
z
°
Continuous improvement
The success of an enforcement action depends largely on property
owners' willingness to comply with by -laws and is somewhat out of
the control of the service area. However, this measure indicates that
compliance is achieved through continued enforcement efforts,
35
including sending violation notices and making contact with the
° 30
people responsible to comply. Improvement has been made, and
a 25
C
continues to be made, by following up on cases in a timely fashion,
E 20
making personal contact with property owners using their preferred
o is
method of communication, and ensuring violation notices are clear
- to
LU
and concise. To have a more concise understanding of enforcement
o s
activity between unsightly premises and dangerous buildings, these
E o
cases will be coded separately in 2011 for reporting and analysis
z'
purposes.
By -Law Enforcement Service
61
First Notice Second Notice Third Notice Legal Action
2010 YTD as of September 2010
Zoning By -law Compliance Rate
with Progressive Enforcement Actions
2008 2009 2010 YTD
First Notice Second Notice Third Notice Legal Action
2010 YTD as of September 2010
36
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SAINT JOHN
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Community Outcomes '� F I L_
The Inspection and
Enforcement Service ... cprvirp 1kPcrriwti&w
• Provides protection to The Inspection and Enforcement Service is a public service offered to those engaging in a
the public in that
construction, renovation, demolition, or change of occupancy project within City limits. Permitting
buildings and
processes determine if the proposed design, construction and occupancy of new buildings; the
properties are safe,
renovation, demolition and occupancy of existing buildings; or other proposed activity meets
healthy, and
minimum acceptable standards as established by building and plumbing codes and related by -laws.
accessible.
Inspection processes determine if the work related to the design approved during the permitting
process is being completed in accordance with established standards. The City works with individuals
to achieve compliance with these standards before more corrective actions are required.
• A slight decrease in the number of permits
issued in recent years.
• Level of staffing available affects ability to meet
public expectations with respect to inspection
and enforcement issues.
• Increasing public expectations with respect to
enforcement of by -laws.
• Inadequate penalties available to encourage
compliance with by -laws.
• Develop and implement a public education
program that creates a better awareness of
municipal by -laws and demonstrates the value
of enforcement to the community.
• Continue assessment of service requirements
and processes to deliver service that meets the
community's needs.
62
• Decreasing public awareness regarding:
1. requirement for permits,
2. application and inspection processes, and
3. individual responsibility with respect to
property development.
• Public does not necessarily recognize the value
in delivery of the inspection service for the
permit fees required.
• Bill 75 — New Brunswick Building Code Act
awaiting proclamation.
• Document policies and procedures to guide
fieldwork and office support to promote more
efficient delivery of service.
• Continue efforts to ensure the standards
identified in codes and related by -laws are
applied consistently.
37
SAINT JOHN
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3% Increase To maintain a 3% operating budget increase, the Inspection and Enforcement Service area would be unable to
provide the same level of service as 2010. A 12 month casual clerical position would be eliminated from the
budget, resulting in a service impact for the Inspection and Enforcement service.
Casual administrative employees are crucial for the service to maintain an acceptable level of service to cover for
absences due to vacations, illness, training, etc. and to augment the workforce during the critical busy construction
season. Without this casual position, turnaround times for permits, notices, requests by citizens, builders, research
requests etc. would increase, resulting in a lower service delivery level for customers. As casual administrative
employees have been the driving force in preparing the service area files for requests under "Right to Information ",
there may be a delay in being able to respond to these requests with accurate, succinct file and case information.
0% Increase A significant decrease in service delivery in the Inspection and Enforcement Service would be the result of a 0%
budget increase for 2011 operating budget. Services would be significantly affected, such as:
• Elimination of inspections for single family dwelling decks, detached garages, siding installation, swimming
pools and fences.
• Elimination of electrical permit service and inspection.
• Increase in turnaround times for permit issuance.
• Increase in turnaround times for enforcement notifications to property owners and legal notices.
• Increased response times for research and other information requests.
• Increased response times due to insufficient record keeping, document storage and file maintenance.
• No new initiatives can be contemplated and /or implemented.
2010 2011 2012 2013
Operating Budget for Service Approved Proposed %Change Projected %Change Projected %Change
Budget Budget From 2010 Budget From 2011 Budget From 2012
Service Revenue
Other Funding Sources
Total Revenue
1,511,250
0
1,511,250
Salaries and Benefits 875,733
Goods and Services 144,493
Total Expenditures 1,020,226
General Fund Requirement (491,024)
Full Time Equivalents (FTE) Employees
Inspection and Enforcement Service
11.2
63
38
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SAINT JOHN
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2010 Progress on Strategic Focus Areas and Other Service Initiatives
• Development brochure has been prepared to bring awareness to clients in terms of requirements when applying for a permit.
• Parallel processing of permits and other efficiency modifications has been implemented to improve customer service by issuing
permits quicker.
• To improve consistency in enforcing the Building By -law and the National Building Code of Canada, monthly inspector technical
meetings are being held to discuss inspection and enforcement issues.
• Staff reassignments took place to more effectively address workload during peak periods.
Service Level Indicators
Description of Inspection and Enforcement Activity
2009
Number of housing starts
220
Number of building permits issued
1,560
Number of plumbing permits issued
390
Number of demolition permits issued
75
Number of other permits issued
55
Number of inspections
12,200
Number of active enforcement cased
450
Service Performance: Citizen Satisfaction
Inspection and Enforcement Service
Citizen satisfaction is an indicator of how well service delivery is addressing the community's
needs. Satisfaction with service is determined through an independent survey of Saint John
citizens.
Citizen satisfaction with building inspection improved slightly in 2010 from the previous
year. This measure indicates the satisfaction of the entire community, rather than just those
citizens that accessed the service. Several more years of data is required to establish a
trend, however, there appears to be moderate satisfaction with the service.
64
39
SAINT JOHN
Percentage of citizens satisfied
with Building Inspection
a
100%
80%
t
a
E
0
60%
40%
i'
a
20%
of
2009 2010
Inspection and Enforcement Service
Citizen satisfaction is an indicator of how well service delivery is addressing the community's
needs. Satisfaction with service is determined through an independent survey of Saint John
citizens.
Citizen satisfaction with building inspection improved slightly in 2010 from the previous
year. This measure indicates the satisfaction of the entire community, rather than just those
citizens that accessed the service. Several more years of data is required to establish a
trend, however, there appears to be moderate satisfaction with the service.
64
39
SAINT JOHN
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Service Performance: Customer Service Efficiency
Performance Indicator
Percentage of permits issued within ten (10) business days after receipt
of a permit application.
About this Indicator
Timely response in issuing building permits is an indicator of how
efficient permitting and inspection processes are in meeting the needs
of our customers. Data is recorded in the City's information systems to
support reporting on this performance indicator.
Service Level Standards
The goal is to provide quality customer service with the timely issuance
of permits. Given the various degrees of complexity associated with
permit applications, a reasonable target to meet the customer service
standard is eighty percent (80 %) of the time.
Percentage of permits issued within 10 business
days after a receipt of a permit application.
100
a
80%
T
60%
E 40%
20%
a
a%
Standard Met Target
2008 2009 2010 YTD
80%
2010 YTD as of September 2010.
Performance Results
In 2010, building permits were issued within ten business days 86% of the time. There are a number of reasons for achieving and
surpassing the goal including:
• A slight decrease in the number of permits compared to 2009 and 2008, resulting in a decrease in workload volume. That
being said, the difficulty and complexity of permits also plays a role in the length of time a permit is issued. Therefore, even
with a lower number of permits, this may not be a clear indicator of the workload.
• Improved internal processes such as parallel processing of a permit application while it is being reviewed by other internal
departments and various other process improvements.
• Improved processes in the Community Planning Department, and Municipal Operations and Engineering Department,
resulting in shorter response times.
The 2010 results are a marked improvement from 2008 and 2009, with efficiency rates of 63% and 75% respectively. The number
of permits in 2010 (estimated to yearend) is 20% less than that of 2009 and 30% less than that of 2008. This is a possible
explanation of why the service area was able to meet and surpass the target. However, volume alone may not be an indicator of
efficiency as the complexity of permit applications also has a significant impact on the length of time to issue a permit. Other factors
such as staff reassignments at peak times and ongoing process improvements played a large role as well.
Continuous Improvement
To improve results in this area, internal processes were reviewed and improved upon. Prior to this year, a permit application was
received by the service area then sent for review by other internal departments, one department at a time. This processing method
was contributing to a delay in permit issuance. With improved processing, a permit application is reviewed at the same time by
various internal departments. More improvement on this parallel processing is planned for the coming months and 2011. Staff
allocation at peak times was also reviewed, assessed and improved upon, contributing to more efficient processing of permits.
Inspection and Enforcement Service
65
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SAINT JOHN
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Service Performance: Compliance Effectiveness
Performance Indicator
Rate of by -law compliance with progressive enforcement actions.
About this indicator
The measure indicates how well the City and property owners work
450
together to meet property standards. Enforcement actions (building
400
permit code violations) are the means undertaken by the City to force
m o sso
L ._
the implementation of corrective measures in order to comply with
300
building codes and standards that help to ensure that buildings are
m a 250
safe, healthy and accessible. Enforcement actions are recorded in the
0 200
City's information system. Effective service delivery should see a
E ' E 1so
decreasing trend in the number of enforcement actions required.
Z a 100
so
Service level Standards
o
Rate of By -Law Compliance with
Progressive Enforcment Actions
2008 2009 2010 YTD
The City's goal in all enforcement cases is to gain voluntary compliance. First Second Third Final
However, if voluntary compliance is not forthcoming, enforcement 2010 YTD as ofSeptember 2010.
actions are required. These actions typically start with a first violation
notice, followed by a second notice, third notice and final notice. If the City is achieving its goal of compliance, ideally the number of
violation notices would decrease, indicating that cases are being resolved. If compliance has not been achieved after the violation
notice stage, the case is reviewed and prioritized and a formal Order may be issued, followed by a court appearance if necessary.
Performance Results
It is expected that most developers, builders or owners will comply after receiving a first or second violation notice. In 2010, there is
a 70% decrease between the number of first notices and the number of second notices. This demonstrates that compliance was
gained after the issuance of a first violation notice 70% of the time. It is also to be expected that significant compliance rates would
happen after the second notice. In 2010, there is a further 62% decrease between the number of second notices and the number of
third notices. Again, this shows that most developers, builders or owners comply with a violation notice after the first and second
notice has been sent. Very few violations persist to the third and final notice stage as can been seen in the graph. This continual
and significant decrease between the progressive notices shows that enforcement efforts are working to get by -law compliance.
Continuous improvement
The success of an enforcement action depends largely on the developers', builders', or owners' willingness to comply with by -laws
and is somewhat out of the control of the service area. However, this measure indicates that compliance is achieved through
continued enforcement efforts, including sending violation notices and making contact with the people responsible to comply.
Improvement has been made, and continues to be made, by following up on cases in a timely fashion, making personal contact with
developers, builders or owners when possible, and ensuring violation notices are clear and concise.
Inspection and Enforcement Service
••
41
SAINT JOHN
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Community Outcomes
a
The Community
Planning and
Development Service ...
• Enhances the quality
of life of its residents
by working to create a
place where people
want to live.
• Supports
development that is
economically, socially,
and environmentally
sustainable.
• Facilitates a
conversation with the
community to create
consensus about
future development.
• Provides a framework
to balance short -term
development with the
long -term aspirations
of the community.
The Community Planning and Development Service is a public service that supports development in
the City of Saint John that is economically, socially and environmentally sustainable in addition to
being responsive to community values. This involves using various means of public involvement to
prepare statutory plans, policies, studies and guidelines for the development and use of land in the
city. The service is responsible for providing advice and working with the developers and property
owners through various approval processes to ensure that development in the community is
consistent with the City's municipal plan and related by -laws. In conjunction with the approval
process, various assistance programs that provide incentives for future development are
administered.
• Legislative and statutory requirements that
guide community planning and development
processes.
• Recognized need to update the existing
Municipal Plan and related plans to support
managed growth, sustainable development
and community needs.
• Desire for growth in the community.
• Changing demographics and socio- economic
trends that influence the community's growth
and development.
• Recognition that the pace of change in the
community is increasing.
• Develop a comprehensive policy planning
framework for Saint John that will guide the
development and integration of community
planning policies.
• Develop a new Municipal Plan that supports
the evolving needs of the community.
• Conduct a comprehensive review of the Zoning
By -law and Subdivision By -law to support the
implementation of the new municipal plan.
• Develop a neighbourhood planning process
and initiate neighbourhood plans in specific
areas of the City.
• Establish a governance structure to implement
new planning policy and measure its
effectiveness in meeting the objectives set out
in the policy.
• Implement special planning studies as
supported by the Municipal Plan.
67
• Increased public awareness of environmental
issues.
• Increased demand for housing that meets the
diverse needs of the community.
• Demand for commercial, institutional and
industrial space.
• Increasing number of development related
applications and requests for information.
• Increased public expectations with respect to
and the need for more public engagement in
community planning and development
approval processes.
• Create linkages with the city's budget to
ensure municipal investment supports the long
term objectives of the City's new municipal
plan.
• Support the City's Planning Advisory
Committee in implementing continued
improvements to the City's planning approval
processes including the recommendations in
the IRCHA report.
• Establish a public education program that
creates an awareness of community planning
and development activities and the value they
create in the community.
• Build greater capacity in community planning
and development staff to ensure the effective
and efficient delivery of the service.
• Create a central records management system
to store research and historical information
related to community planning.
43
SAINT JOHN
z Ado�
3% Increase The proposed budget provides sufficient resources to meet service demands and to undertake new projects
including the Zoning Bylaw review and the neighbourhood planning process.
Plan SJ involved a significant infusion of short -term funding to undertake comprehensive data collection and public
engagement processes. Skills have also been transferred to the City's planning professionals that will allow for
increased use of in -house human resources for future policy planning projects. Decreased use of outside
consultants allows for a reduction in budgetary allocations.
The City will be collecting additional revenue from planning application fees provided that Common Council
approves the necessary by -law amendments in November 2010. The Service is regularly reviewed to ensure that all
processes are streamlined so that increases in development activity can be absorbed without requiring additional
financial or human resources
0% Increase Funding equivalent to 2010 allocations may result in a gap in the quality of mapping that is required to support a
number of development planning and application processes. Quality mapping is essential in making good
development decisions that are consistent with the municipal plan and related by -laws. Mapping also is a
statutory requirement for the adoption of development related by -laws.
2010 2011 2012 2013
Operating Budget for Service Approved Proposed %Change Projected %Change Projected %Change
Budget Budget From 2010 Budget From 2011 Budget From 2012
Service Revenue 77,500
Other Funding Sources 0
Total Revenue 77,500
Salaries and Benefits
1,051,133
Goods and Services
184,579
Other Expenditures*
756,500
Total Expenditures
1,992,212
General Fund Requirement 1,914,712
Full Time Equivalents (FTE) Employees 12 12 0 12 0 12 0
*Municipal Plan — Plan SJ
2010 2011 2012 2013
Budget by Sub- Service Estimated Estimated Estimated Estimated Net Net
C...._. 4; ,_ D .... .... C...._. 4; ,_ D .... .... D...io.- +oa D...io., +o.,l
Community Planning and Development 1,235,715 77,500
Municipal Plan ! 756,500
Zoning By -Law / Subdivision By -law
Community Planning and Development Service
•:
44
■ l�
SAINT JOHN
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AL
2010 Progress on Strategic Focus Areas and Other Service Initiatives
The focus for the Community Planning Service is the delivery of a new municipal plan to guide growth and change in the city for the
next 25 years. Over the course of the last year, the PlanSJ process has involved the completion of a series of background studies and
significant public engagement efforts involving public outreach at the PlanSJ storefront, public meetings and workshops, youth
engagement and a project video series. The project is on- schedule to deliver a strategy for the City's growth and change by 2010
which will set the course for the municipal plan to be adopted by the end of 2011. Significant progress has also been made in
advancing a number of special planning projects requested by Common Council including, an urban design study to improve the
design of buildings and public spaces in the core of the City, an area planning study for municipal lands along the Sandy Point Road
adjacent to Rockwood Park and the completion of an environment study on the carrying capacity of the Hillcrest aquifer.
Significant improvements have been made to the city's planning approval processes over the course of the last year stemming from
the completion of a study undertaken to streamline the city's planning approval process ( "The Ircha Report "). New procedures
have enhanced the quality of staff advice to the Planning Advisory Committee and allowed for more efficient approvals by
delegating responsibilities for minor applications previously considered by the Planning Advisory Committee to staff. A series of
housekeeping amendments to the zoning and subdivision bylaws is complete, setting the stage for improved administration of these
statutory documents. Going forward, a review of the city's development incentives programs and planning application fee structure
is due to be presented to Council in the near future and will better align the city's development program with national trends and
best practices.
Service Level Indicators
Description of Community Planning Activity
Studies The PlanSJ process has resulted in the completion of 10 background studies in 2010 addressing issues
related to population, employment, land use and municipal servicing.
Public Engagement Public engagement in the PlanSJ process is strong with 4 city wide public engagements planned for 2010,
3 editions of the PlanSJ newsletter and over 1000 visitors anticipated to the PlanSJ storefront.
Description of Development Approval Activitv 2009
Number of permit applications processed 2,083
Dollar value of development incentive programs $1.0 Million
Number of Variances considered by the Development Officer 30 Since July 2009 when D.O. power implemented
Number of variances considered by the Planning Advisory Committee (PAC) 58
Number of applications for planning approvals 186
Community Planning and Development Service
••
45
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SAINT JOHN
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Service Performance: Growth Indicator
Performance Indicator
Amount of new tax base resulting from new construction.
About this Indicator
Increases in tax base as a result of new construction is an indicator of how effective development processes are in supporting
growth in the community. Service New Brunswick provides assessment information.
Service Level Standards
The service objective is to work with developers to encourage development
that supports continued growth in the community.
Performance Results
At the time of reporting, results for 2009 and 2010 were not available. The
results from 2004 to 2008 show increases in the tax base from new
construction, indicating that development process could be positively
contributing to growth in the community.
Continuous Improvement
The City is carrying out PlanSJ, a two -year planning process to create a new
Municipal Plan that will guide the development of Saint John over the next 25
years. The implementation of this new plan and associated by -laws will
continue to help encourage growth in the community.
Community Planning and Development Service
70
r_ 140
0
U 120
2
100
c H
v° 0 80
Z g 60
+n
v 40
M
°0 20
M
0
Amount of New Tax Base
Resulting from New Construction
2004 2005 2006 2007 2008 2009 2010
46
I Mr
SAINT JOHN
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Service Performance: Development Processes
Performance Indicator
Ratio of development related applications to building permit activity in millions of dollars.
About this Indicator
The ratio of applications to construction value (dollars) is an indicator of how effective and straightforward the development process
is for the customer. Applications typically include Municipal Plan amendments, Zoning By -Law amendments, Section 39
amendments, subdivisions, variances, conditional uses, similar or compatible uses, changes of non - conforming uses, and temporary
approvals. Sound planning policies that are consistently applied should result in fewer planning applications while continuing to
support growth in the community.
Service Level Standards
The service objective is to work with developers throughout the
development process to reduce the number of development related
applications while increasing the value of construction activity in the
community.
Performance Results
Both the number of applications and the value of related building permits
have been steadily rising over the last several years. While development
applications continue to increase, 2008 and 2009 saw a significant jump in
the value of building permit activity. This would indicate that development
polices and processes are contributing to growth in the community. It is
important to note that the economic health and the appetite for
development in the community influence the number of development
applications and building permit value. This indicator also reflects the solid
growth that has occurred in the community in recent years.
Continuous Improvement
The City is carrying out PlanSJ, a two -year planning process to create a new
Municipal Plan that will guide the development of Saint John over the next
25 years. This new plan and associated by -laws will support the consistent
application of planning policies that will result in fewer applications while
continuing to support growth in the community.
Community Planning and Development Service
71
Ratio of development applications (excluding
subdivisions) per million dollars of building
permit activity
2.00
o�
0 1.50
a c
a 1.00
00
0.50
E
Z a 0.00
2005 2006 2007 2008 2009
Number of Development Applications (excluding
subdivisions) in relation to Building Permit Value
� Applications Building Permit Value (Millions)
200 250 w
0
sso 200
�
.
a 150 E
a loo v o
100 m =
50 5
50
E 3
= 0 o m
2005 2006 2007 2008 2009
47
■ M
SAINT JOHN
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Community Outcomes
The Economic Development
Service ...
• Supports prosperity and
economic vitality in the
Saint John Community by
inspiring and supporting
people, ideas and
investment.
• Fosters a culture of
entrepreneurship, creativity
and innovation, which leads
to more new business start
ups and increased business
investment.
• Advances client and
community goals by
encouraging collaboration
and facilitating bringing
together the right people at
the right time.
• Encourages regional
cooperation to gain greater
support for major public
and private sector
investment, with focus on
key strategic growth
sectors.
• Contributes to a vibrant
and culturally rich
community by promoting
job opportunities to youth,
past residents and potential
new residents, including
immigrants, leading to an
increased tax base and
lower unemployment rates.
• Promotes healthy
community growth by
celebrating our successes
and positioning Saint John
as a magnet for innovation,
creativity and business
investment where you can
live life on your terms.
• Collaborates with all levels
of government, local
unions, private/ public
training institutions and
industry to generate
business growth by
developing cohesive
workforce expansion
w --
rt tF k ,
The Economic Development Service is a public service that helps to create an environment for
prosperity in the Saint John community by inspiring and supporting people, ideas and investment.
The service is delivered through Enterprise Saint John, a not - for - profit agency funded by the City of
Saint John and the municipalities of Grand Bay - Westfield, Quispamsis, Rothesay, and St. Martins, the
Province of New Brunswick, and the Atlantic Canada Opportunities Agency (ACOA). The service is
coordinated through a regional economic development framework that focuses on business
expansion and attraction, entrepreneur development and workforce expansion.
• Increasing focus on the importance of people
and ideas.
• Increasing cooperation and collaboration
among regional public and private sector
partners.
• Growing awareness of social, cultural and
environmental priorities.
• Focus on growing local business by nurturing
ideas from current residents.
• Transitioning from finding jobs for people to
people for jobs - aging population and
shrinking workforce.
• Developing knowledge cluster strategy to
support growth and investment in priority
sectors including Health Sciences and ICT.
• Technological advancements are changing the
business environment — global competition,
opportunities for small business knowledge -
based work, competition for people.
• Increasing sense of optimism and momentum
in the community.
• Decreasing global access to capital.
• Transitioning from growing the community to
managing growth in the community.
• Improving reputation of the community makes
Saint John an easier "product" to sell.
• The Saint John Multicultural and Newcomers
Resource Centre (SJMNRC) supports
immigration and retention of newcomers.
• Diversifying the economy drives employment
and reduces reliance on single industry.
• Infrastructure affects economic activity -
access to air and rail, transportation corridors
for the energy sector.
• PIanSJ provides opportunities for supportive
economic development strategies.
• Saint John Destination Marketing Inc.
positively supports tourism sector growth.
• Saint John's population decline is jeopardizing
the ability to fund service delivery and critical
infrastructure investments.
• Increasing focus on poverty reduction in
priority neighbourhoods.
strategies to strengthen the c, _ENTERPRISE
region's workforce value W 49 SAINT JOHN
proposition.
72
r,A
• Implement Enterprise Saint John's 2011 -2013 strategic
framework.
• Investment attraction — Attract investment by leveraging
existing relationships and community assets to proactively
target clients within key growth sectors; strategic focus on
health sciences and ICT knowledge cluster, energy, tourism,
advanced manufacturing, and the emerging sectors of mining
and financial services.
• Entrepreneur development — Encourage new business start-
ups and existing business investment and expansion by
providing entrepreneur support; strategic focus on business
immigrant and youth retention. Establish a governance
structure to implement new planning policy and measure its
effectiveness in meeting the objectives set out in the policy.
• Implement special planning studies as supported by the
Municipal Plan.
• Workforce expansion — Address workforce gaps by focusing
on key growth sectors, in coordination with employers,
federal and provincial partners; strategic focus on retention
and recruitment support services for HR professionals.
• Champion the strategic importance of regional cooperation,
brand positioning and integrated communications, and the
True Growth philosophy among community stakeholders.
• Work with community partners to support collaboration
between those with shared goals, such as convention and
cruise infrastructure.
• Develop and promote Enterprise Saint John's corporate brand
— inspiring and supporting people, ideas and investment — as
well as the Saint John Community brand.
• Create in the community.
• Build greater capacity in community planning and
development staff to ensure the effective and efficient
delivery of the service.
• Create a central records management system to store
research and historical information related to community
planning.
3% Increase • Through continuous improvement, we will continue to develop and implement an effective and efficient
regional economic development plan.
• Additional staff and funding resources would not be readily available to pursue new opportunities and projects
as they arise; this would require additional funding or a reprioritization of existing resources.
2010 2011 2012 2013
Operating Budget for Service Approved Proposed %Change Projected %Change Projected %Change
Budget Budget From 2010 Budget From 2011 Budget From 2012
Service Revenue
Other Funding Sources
Total Revenue
Salaries and Benefits
Goods and Services
Other Expenditures*
Total Expenditures
General Fund Requirement
Full Time Equivalents (FTE) Employees
11
�. _ENTERPRISE
Economic Development Service 50 SAINT
73
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AL
2010 Progress on Strategic Focus Areas and Other Service Initiatives
The following accomplishments of Enterprise Saint John have contributed to the economic health of the City of Saint John.
• Completed 2011 -2013 strategic framework, which included research and consultations with 40+ organizations, 200+ individuals
and 3 community outreach sessions which also complemented and informed PlanSJ.
• Increased investment and 1,000 new jobs over the past five years by strategically focusing on top investment expansion and
attraction clients such as: Canaport LNG, Aecon, E.S. Fox, NTI (formerly NY Thermal), Emera, Atlantic Wallboard, TD Insurance,
East Point, Costco, Indigo and Cadillac Fairview.
• Helped 30 entrepreneurs secure $537,500 in new business start up and expansion loans through consultations,
entrepreneurship workshops, seminars, business competitions and markets to over 200 adults and 1,700 high school students;
facilitated networking for 30 artists and 65 entrepreneurs; launched the Business Immigrant Mentorship Program.
• Advanced the establishment of a Barge facility in Lorneville Industrial Park by coordinating the efforts of Saint John Industrial
Parks (SJIP), Business New Brunswick (BNB) and private sector companies.
• Promoted community and corporate brand through advertising, City partnerships, community image bank and support for Saint
John 225.
• Partnered with Horizon Health Network in recruiting physicians, resulting in 27 placements over the past year.
• Additional 1,500+ potential jobs resulting from follow up with qualified leads in Toronto, Montreal, New York, Boston and
Houston by providing community presentations, meeting facilitation, community and real estate tours and market research.
• Played a lead role in the establishment of the Dalhousie Medical School at UNB Saint John by connecting community leaders and
decision makers, supporting lead volunteers, and facilitating research. We continue to lead the coordination of regional Health
Sciences.
• Compiled labour market information for Saint John's top 50 companies; delivered valuable workforce expansion services for HR
professional including bi- weekly newsletter to 250, and 5 free training sessions for 100 people; increased HR capacity for small &
medium -sized businesses; maintained the Life on Your Terms web site as a key attraction tool; supported priority neighbourhood
development with TIES 2 Work, a labour attachment initiatives; supported the Saint John Multicultural and Newcomers Resource
Centre (SJMNRC) for improved immigration and retention efforts.
• Coordinated the development of the Energy Asset Map study and evolved Benefits Blueprint to the interim Energy Hub Task
Force, whose mandate is to define and chart the course of New Brunswick's energy sector.
Service Level Indicators
Description of Economic Development Activitv
Works with dozens of investment clients at any given time.
Meets with 650 entrepreneurs and helps entrepreneurs secure $535,000+ in start -up loans.
Life on Your Terms web site receives visitors from 50 countries.
Hosts 400 potential immigrant investors.
Emerging Entrepreneurs reaches 1,000+ high school students.
Supports many community development projects.
�. _ENTERPRISE
Economic Development Service 51 SAINT
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Community Outcomes
The Solid Waste and
Compost Collection Sub -
Service ...
• Contributes to a
sustainable
environment.
• Improves quality of
life by creating a
healthy, clean place to
live, work and play.
W�,--Mc
Note that the service plan only details the solid waste collection part of the service.
The Solid Waste and Compost Collection Sub - Service provides effective and efficient collection and
disposal of refuse and compost waste to residential households. Working with the public, the goal is
to achieve optimal waste diversion and to reduce environmental degradation. Collection is carried
out in accordance to the Solid Waste By -law and the guidelines set out by the Fundy Region Solid
Waste Commission.
• Waste diversion levels need to be optimized.
• Increasing costs of collection and disposal
• Ever reducing the life span of the landfill.
• Changing service expectations, including
consideration of more frequent collection and
curbside recycling, neighbourhood clean -ups,
and priority neighbourhoods.
• Growing customer base.
• The community's large geographic area affects
efficiency of service delivery.
• Level of funding sets service levels; constrains
ability to meet public expectations.
• Plan and implement options for improving the
effective and efficient delivery of service
(including mechanized cart systems and
technological advancements).
• Work collaboratively with the Fundy Region
Solid Waste Commission to increase public
participation in waste diversion programs and
individual responsibility for the environment.
75
• By -law violations, including illegal dumping,
weight, types of refuse, and proper storage
and placement.
• Landfill operations limit flexibility in service
planning.
• Costs resulting from injuries associated with
labour intensive work, an aging workforce, and
the need for modern equipment.
• Ability to attract staff.
• Environmental awareness affects the need for
more waste diversion.
• Changing focus of solid waste management to
a regionalized approach and /or a system of
user -pay.
• Implement proposed changes to the Solid
Waste By -Law and invest additional resources
to effectively enforce the By -law.
• Demonstrate the effectiveness and efficiency
of solid waste and compost collection
operations by measuring and reporting
performance results.
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SAINT JOHN
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3% Increase The Solid Waste Management Service will strive to manage solid waste collection to ensure that service level
standards can continue to be met within budget guidelines. However, in order to meet the budget guideline of a
3% increase the City will need to continue to contract out two of its routes that if the City could take those over
there is a potential savings of approximately $67,000. This is a result of the City's commitment to provide
collection for 296 NB Housing Corporation's Crescent Valley units that are actually ineligible for service as outlined
in the City's By -Law for the Storage, Collection and Disposal of Solid Waste.
0% Increase Costs related to solid waste collection are predominately labour and tipping fees. An allocation of funds at the
2010 level will require the service to investigate options to reduce the amount of refuse collected, given that
compost tipping fees are substantially lower to reduce these costs. This can be achieved with amendments to the
Solid Waste By -law and its enforcement and / or promotion of composting and recycling.
2010 2011 2012 2013
Operating Budget for Service Approved Proposed %Change Projected %Change Projected %Change
Budget Budget From 2010 Budget From 2011 Budget From 2012
Service Revenue 5,000
Other Funding Sources 0
Total Revenue 5,000
Salaries and Benefits 1,103,445
Goods and Services 3,130,300
Total Expenditures 4,233,745
General Fund Requirement 4,228,745
Full Time Equivalents (FTE) Employees 14
2010 Progress on Strategic Focus Areas and Other Service Initiatives
The detailed recording of refuse and compost tonnage and collection effectiveness performance measures has been completed in
2010. This data will give a better understanding of the challenges for meeting service delivery targets.
Service Level Indicators
Description of Economic Development Activity 2008 2009
Number of residential household units
21,900
21,900
Tonnes of refuse collected
9,478
11,774
Tonnes of compost collected
2,774
3,403
Number of routes collected by the City
26
26
Number of routes collected by contractor
19
19
Number of neighbourhood clean -ups
22
26
Number of white goods diverted from the landfill
1,150
978
Number of bulky items collected
3,662
3,099
Number of illegal dumping reports
15
Solid Waste Management Service
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SAINT JOHN
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Service Performance: Collection Efficiency
Performance Indicator
Percentage of time that residential household refuse and compost collection routes are completed within an eight (8) hour shift.
About This indicator
The solid waste collection team is responsible for tracking
information related to the daily collection of refuse and
compost by route. Information is analyzed to determine how
well the City is planning and delivering service — ensuring
timely collection of compost and refuse while optimizing
resources allocated to the service.
Service Level Standards
Collection routes are designed to ensure timely and cost -
effective collection of residential refuse and solid waste. The
City of Saint collects residential refuse and compost from
17,891 households on a bi- weekly collection schedule.
Weekly collection of refuse and compost is provided to 3,858
residential households in the City's vulnerable
neighbourhoods. The City has set a service objective to
ensure all residential refuse and compost collection routes
are completed within an eight (8) hour shift not less than
95% of the time.
Performance Results
Changes to collection routes, contracting of various routes,
and working with employees within the service area have
shown improvements in 2010 over the previous year in
meeting the service objectives. This has resulted in more
timely collection of refuse and compost from residential
household and lower operating costs in terms of savings in
overtime. Completing collection routes within an eight (8)
hour shift at least 95% of the time remains a challenge. Two
factors contribute to the service's ability to meet this
objective: 1) large geographical area of Saint John and the
distance and time required to travel to the landfill and 2)
volume of residential refuse resulting in more trips to the
landfill to dispose of refuse required more time to complete
collection routes.
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Refuse Route Compost Route Target 95%
• Ref use Tonnage • Compost Tonna e
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80%
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Refuse Tonnage Compost Tonna e
1200
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600
400
200
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within an 8 hour shift in 2009
100% 1200
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Continuous Improvement
Review and redesign of several collection routes to optimize efficiency in the collection of residential refuse and compost will play a
role in working towards meeting a designated service standard. Investigation and implementation of new technology to collect solid
waste and continued effort to reduce the volume of refuse collected will contribute to more cost effective service delivery.
However, given the geography of Saint John in relation to the existing landfill site, reasonable service standards given current
funding allocations need to be addressed.
Solid Waste Management Service
77
55
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SAINT JOHN
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Continuous Improvement
Review and redesign of several collection routes to optimize efficiency in the collection of residential refuse and compost will play a
role in working towards meeting a designated service standard. Investigation and implementation of new technology to collect solid
waste and continued effort to reduce the volume of refuse collected will contribute to more cost effective service delivery.
However, given the geography of Saint John in relation to the existing landfill site, reasonable service standards given current
funding allocations need to be addressed.
Solid Waste Management Service
77
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SAINT JOHN
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Service Performance: Citizen Satisfaction
Percentage of Citizens Satisfied with
Garbage and Compost Collection
100%
80%
60%
Y L
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0%
2009 2010
Data from 20101psos Reid
City of Saint John Citizen Survey
Service Performance: Cost Efficiency
Citizen satisfaction is an indicator of how well service delivery is addressing the
community's needs. Satisfaction with service is determined through an independent
survey of Saint John citizens.
Citizens are statisfied with the service the City provides in the collection of garbage
and compost with 80% and 78% satisfaction in 2009 and 2010 respectively. Citizens
also continue to rate garbage and compost collection as being very important at 84%
in 2010. In looking at these survey results, citizens are indicatating that service
delivery should be reinforced or maintained. These results should be evalauted in
conjuction with other service performance indicators to make decisions reagarding
service delivery.
YTD
Efficiency Indicator 2007 2008 2009 2010
Total operating costs per tonne of refuse and compost collected. $240.35 $327.72 $255.87 $260.99
Efficiency metrics provide an indication of the costs associated with the collection of refuse and compost. Results are calculated on
an annual basis by dividing total service expenditures by tonnage collected. The data shows an increasing trend in collection costs
related to increasing labour costs and tipping fees. Efficiencies in solid waste collection can be achieved through the reduction of
refuse collected and investigating new collection methods.
Solid Waste Management Service
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SAINT JOHN
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Community Outcomes
The Parks & City
Landscape Service ...
• Improves the
environment by
contributing to better
air quality, reduction
of noise and pollution,
and increased water
retention, thereby
promoting a healthier
community.
• Allows people to
participate in
recreational and
leisure activities in a
safe, stress free
environment,
improving the health
and well -being of our
citizens.
• Encourages people to
gather outdoors for
recreation and leisure
activities; promoting
social interactions
among neighbours and
residents contributes
to a more caring and
safer community.
• Draw new citizens,
visitors and businesses
to the community
enhancing the
economic vitality of
the City.
�. 1'. 11, 1717 '0.
The Parks & City Landscape Service is a public service that provides citizens and visitors to the
community access to parks and open green spaces for their recreational and leisure needs. Service
delivery is achieved through the development, operation and maintenance of all community parks,
squares, trails, tourist sites, and City right of ways; the preservation and protection of our natural
areas; and urban forestry operations and initiatives.
• Level of funding affects the ability to maintain
expanding and existing green spaces or
associated infrastructure (e.g., Harbour
Passage and related park areas).
• Maintenance costs are affected by vandalism,
work that does not meet quality standards,
and the level of consultation with City staff and
the public in green space design.
• Funding for urban forestry operations needs to
reflect tree planting requirements
(replacement and new).
• Develop service level standards for greenspace
maintenance and urban forestry operations
and work with stakeholders to ensure
availability of resources to meet established
standards.
• Develop agreements with other community
stakeholders that outline service
responsibilities for shared greenspace and
related infrastructure (e.g., School District 8 for
playgrounds).
79
• Increased public demand for community parks
and trails and maintenance standards.
• Restrictions on pesticide use provide
challenges to green space maintenance.
• Climate change, weather patterns, and air
quality affects the health of trees and plants.
• Large geographic area including considerable
parkland area.
• Higher standards for the workforce have been
a challenge in hiring qualified people.
• An aging workforce has an impact on labour
intensive maintenance activities.
• Maintain a highly trained and qualified
workforce with appropriate training and
certifications to support an effective and
efficient delivery of services.
• Work with consultants and contractors to
ensure established construction and
maintenance standards are met on work
completed on behalf of the City.
• Construct strategically placed storage facilities
throughout the City to reduce travel time.
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SAINT JOHN
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3% Increase In the past, budgets did not meet service requirements. Since 2006 funds have started to recover in order to
adequately provide appropriate and expected services. However, increases in infrastructure will have an impact on
maintenance and budgets.
Due to changes in legislative regulations governing pesticide usage, the City was forced to implement an integrated
pest management (IPM) program which was started in 2010. This requires the City to be better stewards of their
sports fields and turf areas. There is an increased demand to have trained employees in turf grass management
and additional funding to better focus on turf grass management. The demand for community projects involving
green space must be managed properly so to meet expectations allow for continued maintenance (i.e. community
gardens).
In 2010, Council adopted an Infrastructure, Facilities and Program report to address the facility inventory of the
city. It was demonstrated that the City has excessive recreational inventory and a strategy is needed to "right- size"
the city's inventory. This "right sizing" will have dramatic impacts on operational budgets.
0% Increase A 0% increase for 2011 would mean a reduction of $133,927 from the Parks and City Landscape Service Budget.
Parks and Open Space Maintenance - $48,617
This reduction reflects the loss of 3 casual employees and supplies and materials from the service. This would
reduce our outside mowing crew in half which would result in Leisure Services mowing operations reduced by one -
half of the area; i.e. only half of Harbor Passage being maintained. Any reduction in labor will have an effect on
services. It has only been since 2009 that the budget has started to meet our needs.
Rockwood Park — $85,310
Additional funds were allocated for 2011 to enhance environmental sustainability initiatives including education
and programming. A reduction of $85,310 would result in a lay -off of the casual Rockwood Park Naturalist that is
filling a maternity leave (the salary for the maternity leave is provided through EI). This would result in a savings of
$29,500. The remaining $55,810 was allocated in 2011 for equipment, and materials to assist in new
environmental sustainability initiatives such as, interpretive displays and supplies for the Interpretation Centre.
Equipment and materials for park maintenance (summer and winter) would be eliminated such as planting
materials and trail grooming equipment.
Operating Budget for Service
Service Revenue
Other Funding Sources
Total Revenue
Salaries and Benefits
Goods and Services
Other Expenditures*
Total Expenditures
General Fund Requirement
Full Time Equivalents (FTE) Employees
* Horticultural Association
Parks and City Landscape Service
2010 2011 2012 2013
Approved Proposed % Change Projected % Change Projected % Change
Budget Budget From 2010 Budget From 2011 Budget From 2012
2,300
0
2,300
1,480,121
892,763
40,000
2,412,884
2,410,584
21
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SAINT JOHN
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2010 2011 2012 2013
Budget by Sub- Service Estimated Estimated Estimated Estimated Net Net
Expenditure Revenue Expenditure Revenue Projected Projected
Space Parks & Open Space Maint. 2,194,493 2,300
Rockwood Park i 178,391
Grants - Others Service Providers
Horticultural Association i 40,000
2010 Progress on Strategic Focus Areas and Other Service Initiatives
• The service is focusing on improving customer service by responding to each customer request within 24 hours. The service has
been very successful in 2010 in meeting this objective.
• In 2010, service standards will be reviewed to ensure they are up to date and meet the City's needs. There is a need to update
agreements with School District 8.
Service Level Indicators
Description of Parks and City Landscape Activity 2009
Area of community parks 8.5 hectares
Length of trails maintained 25 kilometres
Area of other green space maintained 907 hectares
Area of grass mowed 54 hectares
Number of tourist sites maintained 6
Average number of trees planted annually 100
Average number of trees removed annually 20
Number of annuals planted each year 70,000
Service Performance: Citizen Satisfaction
Percentage of Citizens Satisfied with
Parks and Trails
Data from 2010 Ipsos Reid
City of Saint John Citizen Survey
Parks and City Landscape Service
Citizen satisfaction is an indicator of how well service delivery is addressing the
community's needs. Satisfaction with service is determined through an independent
survey of Saint John citizens. Over the last two years, it is clear that citizens are very
satisfied with the park and trail systems in the city. Satisfaction results in Saint John are
consistent with municipal norms calculated by the consultant (Ipsos Reid) of 89 %.
Recent improvements to Rockwood Park, Robertson Square, Victoria Park and planned
work at Rainbow and Flemming Parks may contribute to this high level of satisfaction.
Other work that may have a positive influence on satisfaction include public
consultation on a number of park initiatives (including development of a municipal bike
trail and the inventory of parkland) and on -going maintenance of Harbour Passage.
The large amount of parkland and openspace available in to city to enjoy recreation and
leisure activities shown as part of the previous performance indicator can also influence
citizen satisfaction.
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Service Performance: Parks and Openspace
Performance Indicator
Hectares of parkland in the City of Saint John.
About this Indicator
Reporting on the amount of parkland and openspace in a municipality is a widely used performance indicator. Parks and open
spaces are important contributing factors to the quality of life in communities. They assist in conserving plants and trees; they help
control air, noise and water pollution; they link neighbourhoods and provide wildlife corridors; they offer opportunities for
recuperation and relaxation; and they provide a place to meet, play and socialize. An inventory of parkland (parks, playgrounds and
playing fields) was conducted in 2010. A conservative approach was used in determining the area of parkland due to the complexity
and lack of consensus associated with how to measure.
Service Level Standards
The service objective is to ensure that sufficient parkland is available to meet the recreation and leisure needs of the community.
The standard identified for parkland is the General Standards for Open Space contained in the Ontario Ministry of Culture and
Recreation's Guidelines for Developing Public Recreation Facility Standards 2004. Parks are classified into three categories
summarized in the table below.
Serve neighbourhood residents; within walking distance to local
residents
Serve community residents; accommodate many recreation
activities; accessible by transportation
Serve greater Saint John residents; accommodates unstructured
recreation activity; tourist sites
Performance Results
While the total results would suggest that Saint John has sufficient
parkland to meet the needs of its population, there are deficiencies
based on the categories used to compare to national standards.
The total area of local parks is approximately one - quarter what
provision standards suggest. This is most likely due to the
conservative estimates that arise from the methodology in which
park areas were calculated where only playground and playing field
area was included in the calculation and not adjacent lands. The
large geographic area of Saint John and the disbursement of
neighbourhoods throughout the community also contribute to
these results. The total area of community parks is 73 acres,
somewhat below the provision standard of 83 hectares. The total
area of regional parks is more than threefold what is required by
provision standards, due in large part to Rockwood Park and Irving
Nature Park. Some of these regional parks are accessible to
neighbourhood residents.
Continuous Improvement
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71 StandaA
1.6 ha / 1,000 residents — 64 Hectares
1.2 ha / 1,000 residents — 83 Hectares
5.3 ha / 1,000 residents — 358 Hectares
Total area of parks (parks, playgrounds and playing fields)
in Saint John classified by category
1200
1000
800
600
400
200
■ City Park Area ■ National Standard Area
Neighbourhood Park Community Park Regional Park
Park Categories (2010 Inventory)
The study related to the inventory of recreation infrastructure indicates that the City needs to 'right size' its infrastructure and
develop a Recreation Master Plan. If the City adopts these recommendations, results from these initiatives will determine if
parkland in Saint John is effectively addressing the needs of its residents. More accurate and consistent measurement of parkland
will help to determine if standards are being met.
Parks and City Landscape Service
82
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SAINT JOHN
1046
26
73
Neighbourhood Park Community Park Regional Park
Park Categories (2010 Inventory)
The study related to the inventory of recreation infrastructure indicates that the City needs to 'right size' its infrastructure and
develop a Recreation Master Plan. If the City adopts these recommendations, results from these initiatives will determine if
parkland in Saint John is effectively addressing the needs of its residents. More accurate and consistent measurement of parkland
will help to determine if standards are being met.
Parks and City Landscape Service
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SAINT JOHN
Community Outcomes
The Roadway
Maintenance Service
• Provides for the safe,
efficient movement of
people and goods in
support of the social,
economic and
environmental needs
of the community.
• Minimizes economic
and environmental
costs such as fuel
consumption, damage
to vehicles and private
property, and personal
injury are reduced.
• Improves community
image by creating
attractive
neighbourhoods and
streetscapes, with an
efficient network of
streets that support
tourism and economic
development.
• Provides the public
with assurance that
emergency service can
be delivered
effectively.
The Roadway Maintenance Service is a public service that provides roadway users with safe,
functional roads and maintains accessibility of these roads through all seasons. The service utilizes
various techniques and processes to maintain the integrity of the road surface and extend roadway
service life, including preventive maintenance activities (asphalt patching, crack - sealing) and
maintenance resurfacing of deteriorated roadway sections; mitigate the effects of snow and ice
during the winter months; maintain roadway structures (retaining walls, guiderails) and medians;
surface reinstate roadway excavations; and clean streets of sand and debris.
• Roadway users have a reasonable expectation
of a safe, user - friendly network of streets.
• Public expectations with respect to the quality
and timeliness of maintenance.
• Well maintained roadway infrastructure is
important to neighbourhood quality -of -life.
• Street surface cuts for utility maintenance or
new services reduce pavement service life.
• Utilities located in the street right -of -way must
contribute to maintenance of the street.
• Inspection and supervisory resources are
required to verify maintenance standards.
• Conduct regular cycle of pavement condition
surveys and update MicroPAVER data base.
• Organize maintenance /rehabilitation activities
for asphalt pavements around 'critical PCI'.
• Develop a comprehensive maintenance
management system for roadway network,
including manholes and other structures.
• Develop and implement an asset management
program to ensure the effective life -cycle
management of the roadway network.
• Provide snow and ice control in accordance
with the standards set out in the Winter
Management Plan for Streets and Sidewalks.
83
• Changing weather patterns impact roadway
infrastructure and maintenance operations.
• On- street parking seriously hinders efficiency
and effectiveness of maintenance operations.
• Adequate supplies of materials are essential
for maintenance of asphalt pavements and
winter snow control operations.
• Effective life -cycle pavement management and
pavement preservation activities maximize the
service life of roadways.
• Funding levels need to reflect the inventory of
roadway assets and associated public
expectations concerning that infrastructure.
• Work with stakeholders on an effective
management plan for on- street - parking to
support effective and efficient operations.
• Enhance service to the public by prompt
response to service requests, improved public
education and ongoing communication.
• Maintain a highly trained and qualified
workforce by supporting the appropriate
training and certification of employees.
• Develop a reinstatement policy identifying
permitting requirements, maintenance
standards, and enforcement needs.
• Develop and implement an asset management
program to ensure the effective life cycle
management of the roadway network
specifically focused on street cleaning and
retaining walls.
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SAINT JOHN
3 % Increase The Roadway Maintenance Service will strive to manage and organize asphalt and other roadway maintenance
programs to ensure that service level standards can continue to be met within budget guidelines. However, in
order to meet the budget guideline of a 3% increase the following new initiatives cannot be undertaken to help
improve service delivery.
• Unable to purchase an Automated Brine Producing System. The impact will be an inability to reduce the
amount of salt that is spread through the winter season, resulting in increased material costs. A
commitment made in the Winter Management Plan adopted by Common Council in 2009 is unachievable
without the purchase of the Brine System. (Estimated @ $65,000)
• Will not be able to increase the amount of asphalt stop gap maintenance scheduled for 2011 that may have
a negative impact on the overall PCI. (Estimated @ $20,000)
• Retaining wall and guiderail maintenance will be delayed. (Estimated @ $60,000)
0% Increase A 2011 budget consistent with 2010 allocations would have an impact on the amount of materials that could be
purchased (i.e., asphalt, salt, sand, guiderails) and overtime related to winter maintenance operations.
• A reduction in asphalt would have a negative impact on the pavement condition (PCI) of the street network.
• A reduction in resources for plowing and salting operations would make it difficult to meet service level
standards that are designed to ensure streets are safe and functional during winter weather conditions.
2010 2011 2012 2013
Operating Budget for Service Approved Proposed %Change Projected %Change Projected %Change
Budget Budget From 2010 Budget From 2011 Budget From 2012
Service Revenue* 275,000
Other Funding Sources 0
Total Revenue 275,000
Salaries and Benefits 5,402,466
Goods and Services 6,298,112
Total Expenditures 11,700,578
General Fund Requirement 11,425,578
Full Time Equivalents (FTE) Employees 82
* Conditional grants from government — Provincial Highway Maintenance
2010 2011 2012 2013
Budget by Sub- Service Estimated Estimated Estimated Estimated Net Net
Expenditure Revenue Expenditure Revenue Projected Projected
Street Cleaning 1,836,291
Snow and Ice Control 4,223,600
Surface Maintenance 5,640,687
Roadway Maintenance Service
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SAINT JOHN
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2010 Progress on Strategic Focus Areas and Other Service Initiatives
• Asphalt maintenance programs have been planned around maintaining a 70 PCI. As a resut, 31.135 square metres (8.4 lane km)
of stop gap asphalt maintenance, utilizing the asphalt spreader, has extended the life of 20 streets. 60 lane km of asphalt
resurfacing has been completed utilizing the existing asphalt maintenance and stimulus funding programs.
• Continued focus on life -cycle management of roadway infrastructure. The current PCI is 70.1. This PCI for 2010 will be reassessed
once the construction season is completed in late 2010.
• Inventory and condition assessment of retaining walls and guiderail has been completed that will allow for the development of a
formal maintenance program and continuous improvement of this infrastructure.
• Enhanced excavation By -Law has been adopted by Council to ensure the integrity of and prolong the life of roadway
infrastructure.
Service Level Indicators
Description of Roadway Maintenance Activity
2009
Length of roadways
1,359 lane kilometres
Length of asphalt roadways
1,248 lane kilometres (92 %)
Length of chipseal roadways
58 lane kilometers (4 %)
Length of gravel roadways
58 lane kilometers (4 %)
Average number of winter storms annually
10
Number of retaining walls
124
Length of guiderail
21 kilometres
Service Performance: Citizen Satisfaction
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Percentage of Citizens Satisfied
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100%
80%
60%
40%
20%
0%
2009
2010
Percentage of Citizens Satisfied
with Snow Removal
100%
80%
60%
40%
20%
0%
2009 2010
Data from 20101psos Reid
City of Saint John Citizen Survey
Roadway Maintenance Service
Citizen satisfaction is an indicator of how well service delivery is addressing the
community's needs. Satisfaction with service is determined through an independent survey
of Saint John citizens.
Over the last two years, it is clear that citizens are not satisfied with road maintenance. In
2010, citizens also indicated that road maintenance is very important at 89 %. When
satisfaction is plotted against importance, citizens are indicating that the service delivery
needs to be strengthened. Citizen satisfaction should be considered in conjunction with
pavement condition information when making decisions on investments into the
maintenance of the City's street network.
Citizen satisfaction with snow removal has improved significantly in 2010 from the previous
year. The City's performance in meeting service level standards in 2010 as a result of
improvements introduced in the winter management plan and weather conditions may
have contributed to citizen satisfaction. When satisfaction is plotted against importance
(87 %), citizens are indicating that the service delivery needs to be strengthened.
85
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Service Performance: Condition of Asphalt Roadways
Performance Indicator
Total average pavement condition (PCI) for all City of Saint John streets.
About this Indicator
The PCI describes the condition of asphalt pavements on City streets. MicroPAVER, an automated preventive maintenance program,
helps the City understand and manage pavements from a life -cycle asset management perspective. The City completes annual
street inspections and updates MicroPAVER to produce a PCI from 0 to 100. This information describes the structural integrity and
surface condition, helping to predict maintenance and rehabilitation needs into the future. The City uses this information to assist
with making priority decisions for maintenance and rehabilitation of streets with available funding. A functional, well- maintained
network of streets is important for the safe, efficient movement of people and goods. The PCI demonstrates the City's commitment
to providing quality streets in support of the community's social, economic and financial well- being.
Service Level Standards
The City of Saint John is committed to maintaining an average
PCI of 70 for its network of streets. Research shows that
maintenance and rehabilitation costs increase significantly
when the PCI falls below 70.
Performance Results
Recent investments in asphalt material (potholes and street
section repairs to address safety and functionality), asphalt
resurfacing programs, and reconstruction projects have helped
the City increase its average PCI for the street network. The
City inspected a large portion of the street network in 2009,
making sure that PCI results are accurate. The results show
that the network is meeting the City's service objective of a PCI
of at least 70 in 2009 and 2010.
Although the overall pavement condition of City streets is
improving, the portion of the street network with a PCI of 55 or
less is steadily increasing. As streets fall below this critical PCI,
the costs associated with rehabilitating or reconstruction the
streets become more expensive. In 2010, approximately 17.5%
of the City's street network falls into the critical range at an
estimated cost of $55.5 Million to improve pavement condition
This would require an annual investment of approximately $3
Million over the next seven years.
Continuous Improvement
The goal is to continue making investments in asphalt
maintenance and rehabilitation programs to maintain or
improve the PCI. Common Council has made safe, functional
streets a priority by committing to increase funding to asphalt
programs in support of service objectives — maintaining an
average network PCI of 70.
Roadway Maintenance Service
I
100
85
C3 70
CL
W
ho
55
v
a 40
25
10
225
U 200
175
u
150
t
•3 1zs
100
a
£ 75
0
Y 50
a
25
J
0
Total Average Pavement Condition (PCI)
for all City of Saint John Streets (asphalt surface only)
� PCI Target
Satisfactory
Number of lane kilometres with PCI below 55 (Critial) and
costs assocaited with improving pavement condition.
� Lane KM Cost (Millions)
2005 2006 2007 2008 2009 2010
64
M
u
c
u
CL
T 60.0
50.0
40.0
0
30.0 g
20.0 u
10.0
0.0
SAINT JOHN
rA
Service Performance: Winter Roadway Maintenance
Performance Indicator
Percent kilometres of streets plowed to service level standards by storm event.
About this Indicator
Service standards for plowing operations are designed to maintain safe passage and usability of public streets during and after
winter storm events. Immediately following storm events, streets are visually inspected to check if service standards are met.
Inspection results are recorded by storm event to determine trends and look for areas to improve service. Timing, intensity, type
and duration of winter storms have an impact on how well the City can clear streets of snow and ice. The severity of each storm is
calculated to describe the storm and its potential impact on plowing and snow removal operations. Higher numbers indicate more
severe storms and tend to require more time and money to meet service standards. Tracking performance results against
designated service standards provide an indication of how well the City is carrying out winter operations.
Service Level Standards
The goal is to make sure streets are plowed to bare pavement or accessible and snow packed within a certain period of time after
the end of a storm. City streets are prioritized (1 to 4) with winter maintenance service standards defined for each street priority —
see table below.
Table: Winter Maintenance Priorities and Service Standards
1 - main streets, highway connections, emergency routes
2 - major bus routes, schools, business areas
3 - collector streets, minor bus routes, industrial parks
4 - local or subdivision streets
Performance Results
In 2009 -2010, storm events with snowfall amounts greater
than 10 centimetres are included in the analysis.
The City met primary service standards for all but two
storms. In these two cases, the storm severity was higher
(greater than 60) based on the amount of snowfall, type of
precipitation, wind conditions, and temperature
fluctuations. Performance results correlate with the storm
severity, meaning that higher storm severities resulted in a
lower percentage of street kilometres meeting the service
standard (particularly for the primary objective). The City
successfully met secondary service standard for all of the
storm events that took place over the 2009 -2010 winter
season. The implementation of anew Winter Management
Plan and fewer, less severe storms contributed to these
service results. The Winter Parking Ban also helped to
improve service delivery by reducing the number of times a
plow had to return to meet service standards.
8 hours -
bare travel lanes
2 days
— bare curb to curb
8 hours -
bare centre line
2 days
— bare travel lanes
12 hours
- bare centre line
3 days
— bare travel lanes
12 hours
- accessible snow packed
4 days
— bare centre line
100%
a
r
- 80%
60%
a
40%
E
Y
Y
20%
a
a 0%
Percent kilometres of streets plowed
to service level standards by storm event.
2009 -2010 Winter Storm Season
■ Primary Standard Secondary Standard ♦ Storm Severity Index
0
Oec; OQC; Oec Oec; sac �a� 'ad
Continuous Improvement
Review of existing plow routes on an annual basis will support continuous improvement efforts — making sure that routes are 'just
the right size' to successfully meet service standards. Another key challenge to meeting service objectives is equipment availability.
Appropriateness, age and maintenance of equipment are key components of an effective winter management plan. Ensuring
equipment is available will require continued collaboration with the City's fleet management team.
Roadway Maintenance Service
87
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SAINT JOHN
80
70
X
60
v
r
50
>
Y
40
_
d
30
E
20
.2
61
10
0
Oec; OQC; Oec Oec; sac �a� 'ad
Continuous Improvement
Review of existing plow routes on an annual basis will support continuous improvement efforts — making sure that routes are 'just
the right size' to successfully meet service standards. Another key challenge to meeting service objectives is equipment availability.
Appropriateness, age and maintenance of equipment are key components of an effective winter management plan. Ensuring
equipment is available will require continued collaboration with the City's fleet management team.
Roadway Maintenance Service
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Service Performance: Cost Efficiency
Efficiencv Indicator
2007 2008 2009 2010
Total winter maintenance operating costs per lane kilometer. $3,091.25 $3,735.19 $4,572.00 N -A
Efficiency metrics provide an indication of the costs associated with the maintenance of roadways during the winter season.
Activities consist of salting, sanding, plowing and snow removal. Results are calculated on an annual basis by dividing total
operating expenditures (excluding a small amount of administrative costs) for winter maintenance activities by the total number of
lane kilometers. Costs are affected by many factors which include, but are not limited to, amount of snowfall, frequency and
severity of events, winter temperatures, freeze -thaw cycles and the price of fuel and other materials (primarily salt and sand).
Roadway Maintenance Service
I
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7
i'
Community Outcomes .ter f
The Sidewalk
Maintenance Service ... Service Description
• Enhances public safety; The Sidewalk Maintenance Service is a public service that involves the provision of safe, functional
ensuring there is a sidewalks, walkways and access ramps. The service consists of maintenance of concrete, asphalt and
clean, clear place for brick infrastructure; installation and maintenance of access ramps; maintenance of grass medians
pedestrian traffic. and other greenspaces; mitigation of the effects of snow and ice during winter months; and effective
lifecycle management of sidewalk assets.
• Supports a vital
component of an
active and healthy Service Drivers
community by • Locating sidewalks to best permit continuity of • Effective life -cycle management and
providing a safe space system and accommodate pedestrian demand. preservation activities maximize the service
for people to exercise • Overcoming safety and mobility challenges as a life of the pedestrian system.
and socialize. result of adverse winter weather conditions • Use resources effectively through systemic
• Promotes a sense of • Pedestrians, including those with disabilities, identification and prioritization of
community by have a reasonable expectation of an maintenance needs.
transforming accessible, safe and user - friendly system of • Effective construction, maintenance and
neighbourhoods into sidewalks. material (concrete) standards have a positive
friendlier, more • Well maintained sidewalk infrastructure is impact on overall lifecycle sidewalk costs.
attractive places to important to neighbourhood quality -of -life • Public expectations with respect to the quality
live. • Full and regular maintenance of grass medians and timeliness of maintenance.
and other greenspaces beautifies streetscapes • Funding levels need to reflect the inventory of
• Supports the economic and helps protect infrastructure. sidewalk assets and associated public
well -being of the expectations concerning that infrastructure.
community with better
access to business and
increased property Areas
values. • Continuously enhance Safe Sidewalk Program. • Reduce trip hazards to levels that can be
• Improved mobility for • Compile a detailed inventory of sidewalk assets corrected during a maintenance routine.
everyone, especially and carry out a regular cycle of condition • Coordinate planning, construction and
those with disabilities inspections; update sidewalk data base. maintenance processes with other municipal
or limited access to • Develop a comprehensive maintenance services, contractors, developers, and utilities.
other forms of management system and maintenance policy • Enhance service to the public by prompt
transportation, as for sidewalks. response to service requests, improved public
sidewalks connect • Develop and implement an asset management education and ongoing communication.
pedestrians to the program to ensure the effective life -cycle • Maintain a highly trained and qualified
transit system, trails, management of the sidewalk system. workforce by supporting the appropriate
parks, schools, • Provide snow and ice control in accordance training and certification of employees.
residences, places of with the standards set out in the Winter • Ensure appropriate resources are allocated to
employment and Management Plan for Streets and Sidewalks. effectively enforce municipal by -laws that
business. • Ensure access ramps are installed at all support the delivery of service.
crosswalk /sidewalk junction points.
• Implement full landscaping maintenance to
grass medians and other greenspaces.
:•
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3% Increase Sidewalk Maintenance Service will strive to manage and organize asphalt, concrete and brick sidewalk maintenance
programs to ensure that service level standards can continue to be met within budget guidelines. However, in
order to meet the budget guideline of a 3% increase the following new initiatives cannot be undertaken to help
improve service delivery.
• Unable to purchase grinding equipment that permits sidewalk Trip Hazards to be removed more efficiently
and cost effectively. The use of grinding equipment should result in a reduction in the amount of concrete
material required to be purchased and the ability to more closely meet expected service level standards
(timely removal of Trip Hazards). (Estimated @ $10,000)
• Unable to implement a sidewalk and curb renewal program in coordination with the pavement preservation
program to renew infrastructure that has reached the end of its useful life and is beyond the scope of stop-
gap maintenance. (Estimated @ $2,000,000)
0% Increase A 2011 budget consistent with 2010 allocations would have an impact on the amount of materials that could be
purchased (i.e., concrete, bricks, salt, sand), overtime related to winter maintenance operations, and work can
contracted out.
• A reduction in sidewalk materials would only allow the service to focus on trip hazards and not preventive
maintenance activities.
• A reduction in resources for plowing and salting operations would make it difficult to meet service level
standards that are designed to ensure streets are safe and functional during winter weather conditions.
• Less mowing would be completed as part of the contract for mowing medians and other greenspaces
adjacent to sidewalks.
—Based Service Budget
2010 2011 2012 2013
Operating Budget for Service Approved Proposed %Change Projected %Change Projected %Change
Budget Budget From 2010 Budget From 2011 Budget From 2012
Service Revenue 0
Other Funding Sources 0
Total Revenue 0
Salaries and Benefits 911,896
Goods and Services 838,894
Total Expenditures 1,750,790
General Fund Requirement 1,750,790
Full Time Equivalents (FTE) Employees 12
2010 2011 2012 2013
Budget by Sub- Service Estimated Estimated Estimated Estimated Net Net
Fxnenditure Revenue Fxnenditure Revenue Proiected Prniected
Sidewalk Maintenance j 831,047
Sidewalk Snow and Ice Control 919,743
Sidewalk Maintenance Service
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AL
2010 Progress on Strategic Focus Areas and Other Service Initiatives
• The detailed inventory of sidewalk assets, conditions, and prioritized maintenance requirements has been completed in 2010.
This data will be used to develop and implement a Curb & Sidewalk Replacement program and will define the scope and
sequence of sidewalk maintenance activities in 2011.
• Grinding equipment has been identified for procurement to more effectively and efficiently eliminate Trip Hazards. Trip
Hazards, being defects in sidewalks that impact safety of pedestrians, are traditionally removed by concrete panel replacement,
which is a more costly and time consuming method.
Service Level Indicators
Description of Sidewalk Maintenance Activity 2009
Length of ashphalt sidewalk 111 kilometres
Length of concrete sidewalks 263 kilometres
Length of brick sidewalk
Length of sidewalks maintained in winter
Service Performance: Citizen Satisfaction
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s
a�i 3
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Percentage of Citizens Satisfied with
Sidewalk Maintenance
(including snow removal)
Data from 20101psos Reid
City of Saint John Citizen Survey
Service Performance: Cost Efficiency
2 kilometres
241 kilometres
Citizen satisfaction is an indicator of how well service delivery is addressing the
community's needs. Satisfaction with service is determined through an independent
survey of Saint John citizens.
Citizens surveyed have indicated a significant improvement in service delivery from the
previous year. The main priorities for the service are accessibility improvements
(access ramp installations) and removal of severe trip hazards. Through a renewed
focus on maintenance this year, a completed inventory of sidewalk maintenance
requirements, and plans to implement new technology next year, older requests for
service are being addressed. These maintenance activities and the City's ability to
better meet service level standards for winter maintenance may have contributed to
the improvement in citizen satisfaction.
Efficiency Indicator 2009 2010
Total sidewalk maintenance costs per kilometre - -- $1,852
Total winter maintenance costs per kilometer $3,512
Efficiency metrics provide an indication of the costs associated with sidewalk maintenance. Results for 2010 have been calculated
using the projected year end expenditures and will be updated in the new year. Summer maintenance costs will vary annually
depending on the work planned for preventive maintenance programs. Winter maintenance costs can vary by year and are
significantly impacted by weather conditions and the number of winter events.
Sidewalk Maintenance Service
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Service Performance: Winter Sidewalk Maintenance
Performance Indicator
Percent kilometres of winter sidewalk maintenance meeting service level standards.
About this Indicator
Service standards for winter sidewalk maintenance are designed to maintain safe, functional sidewalks during the winter.
Immediately following winter storm events, sidewalks are visually inspected to determine if service standards have been met.
Inspection results are recorded by storm to determine trends and look for areas to improve service. Timing, intensity, type and
duration of winter storms have an impact on how well the City can clear sidewalks of snow and ice. The severity of each storm is
calculated to describe the storm and its potential impact on winter maintenance operations. Higher numbers indicate more severe
storms and tend to require more time and resources to meet service standards. Tracking performance results against designated
service standards provide an indication of how well the City is carrying out winter operations.
Service Level Standards
The 391.4 kilometres of municipal sidewalks are organized by priority (1 to 4) for clearance of snow and ice to maintain safe
pedestrian access. However, only sidewalks designated for service (list at available at www.saintiohn.ca) in each priority grouping
will be serviced in accordance with the following standards.
Table: Winter Sidewalk Maintenance Priorities and Service Standards
1 12 hours after end of storm
- pedestrian passage
2 24 hours after end of storm
- pedestrian passage
3 24 hours after end of storm
- pedestrian passage
4 72 hours after end of storm
- pedestrian passage
Performance Results
In 2009 -2010, storm events with snowfall amounts greater than
10 centimetres are included in the analysis. The City met
primary service standards at least 94% of the time for less
severe storms. Equipment availability was the main reason for
missing primary service standards. In more severe storms
(index greater than 60), primary service standards were met
75% of the time. Storm conditions such as snowfall, type of
precipitation, wind conditions and temperature fluctuations
have an impact on winter maintenance operations.
Continuous Improvement
Review of existing plow routes on an annual basis will support
continuous improvement efforts — making sure that routes are
'just the right size' to successfully meet service standards and
address pedestrian traffic needs. Another key challenge to
meeting service objectives is equipment availability.
Appropriateness, age and maintenance of equipment are key
components of an effective winter management plan. Ensuring
equipment is available will require continued collaboration with
the City's fleet management team.
Sidewalk Maintenance Service
92
2 days after end of storm
- bare walking surface
3 days after end of storm
- bare walking surface
3 days after end of storm
- surface with traction
4 days after end of storm
- surface with traction
Percent kilometres of winter sidewalk maintenance meeting
service level standards by storm event.
2009 -2010 Winter Storm Season
s 100%
a
80%
H
�o
60%
Z 40%
E
Y
20%
a
a 0%
■ Standard ♦ Storm Severity Index
Oe� Oec: Oec: Oec lac 'ac' ,ao'
70
80
70 y
60 S
50 !=
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20
10
SAINT JOHN
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Community Outcomes
The Pedestrian & Traffic
Management Service ...
• Improves the safety of
the community for
pedestrian, bicycle,
and vehicular traffic.
• Manages the flow of
traffic to create a more
livable City and
support the economic
development of the
community.
• Provides for
Informational signage
that helps create a
sense of pride in the
community by
identifying streets,
neighbourhoods, and
attractions for
residents, business and
visitors.
The Pedestrian & Traffic Management Service is a public service provided to public roadway and
walkway users to maintain safe, efficient, organized and synchronized use of the transportation
network and maximize the benefit of the system for all users. This service promotes use of best
practices and standards of the Transportation Association of Canada and consists of year round
maintenance of traffic control devices — traffic signals, pedestrian signals and marked /signed
crossings, stop signs, and other warning, directional, regulatory (e.g., parking), and informational
(e.g., street name) signage. The service is also responsible for painting lines and directional arrows
on municipal streets for vehicular traffic control.
• Technological advancements in traffic control
measures have proven effective at improving
the safe flow of traffic.
• Environmental concerns have had an impact
on the types of materials being used to control
traffic (e.g., LED lights, water based paint).
• Service level standards are defined by overall
roadway user safety, regulations of the Motor
Vehicle Act and the Traffic By -Law, and
industry guidelines such as the Transportation
Association of Canada (TAC).
• Commitment to ensuring the transportation
system is accessible for all roadway users,
including cyclists and pedestrians with various
physical disabilities.
• Customer expectations related to safe use and
sharing of the transportation network by
motorists, pedestrians and cyclists.
• Implement policy for traffic safety and flow
improvements to compliment legislation,
industry standards, Traffic Engineering
judgment and community priorities.
• Implement traffic control technology to
improve the safety and efficiency of the
transportation network, including vehicle
detection, intersection coordination and
signalized pedestrian crossings.
• Replace substandard signage to levels that can
be corrected during a maintenance routine.
• Install durable crosswalk and other traffic
markings that are visible year- round.
93
• Ability to attain service level standards are
achieved through adoption of new
technologies, defining required resource levels
via effective operations planning, resource
availability, prioritization of life -cycle
management decisions, and demand on the
traffic system that fluctuates with type and
amount of land development.
• Effectively optimizing the limited right -of -way
width to balance the various transportation
modes, buffers between modes, snow storage,
drainage facilities, underground utilities, on-
street parking, and enhanced streetscape
features ensures efficient movement and
safety of all traffic.
• Work in coordination with other service
providers to support the enforcement of the
Traffic By -Laws and the Motor Vehicle Act.
• Provide training opportunities to team
members to ensure they have the skills to
effectively and efficiently deliver service.
• Implement a coordinated cross - service
management system.
• Develop a City of Saint John Traffic Calming
Policy.
• Work with neighbourhoods to enhance traffic
calming in those areas of the city.
• Develop and implement preventative
maintenance programs for traffic signals and
signs.
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SAINT JOHN
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3 % Increase Pedestrian & Traffic Management Service will strive to manage and organize asphalt, concrete and brick sidewalk
maintenance programs to ensure that service level standards can continue to be met within budget guidelines.
However, in order to meet the budget guideline of a 3% increase the following new initiatives cannot be
undertaken to help improve service delivery.
• Unable to mark one -third of the City's crosswalks in 2011 with more durable materials. Gradual
implementation of durable markings over subsequent years is anticipated to more closely meet the
community's expectations, being year -round visibility of markings, and may decrease annual maintenance
costs. (Estimated @ $20,000)
• Unable to purchase grinding equipment that permits traffic markings to be placed below the surface level of
asphalt, which will contribute to more closely meeting the community's expectations, being year -round
visibility of markings, and may decrease annual maintenance costs. (Estimated @ $10,000)
• Unable to purchase resources required to commence updating substandard traffic control signage and to
commence a preventative maintenance program are unavailable. Quality signage that reflects regulations
leads to compliance by road users and assists enforcement officers in issuing tickets for violations.
(Estimated @ $60,000)
• Unable to purchase additional traffic signal equipment in 2011 that will permit a traffic signal preventative
maintenance program to be commenced. (Estimated @ $50,000)
• Unable to purchase technology required to obtain an inventory of traffic marking and signage assets
through video recognition and GPS technology. Identifying inventory of assets is the first step in a
sustainable asset management program. (Estimated @ $20,000)
• Unable to purchase portable traffic signals to improve the flow of traffic in 2011 at the intersection of
Chesley Drive and Douglas Avenue during the second phase of the Harbour Bridge maintenance project.
(Estimated @ $45,000)
• Unable to purchase three utility trailers that will permit traffic marking crews to carry all required work zone
signage and equipment and increase productivity of the traffic marking maintenance process. (Estimated @
$10,000)
0% Increase Budget allocations at the 2010 level would have an impact on the amount of materials that can be purchased. As a
result remarking of streets and replacement of signage that has deteriorated may be delayed.
Operating Budget for Service
2010 2011 2012 2013
Approved Proposed %Change Projected %Change Projected %Change
Budget Budget From 2010 Budget From 2011 Budget From 2012
Service Revenue
25,0000
Other Funding Sources
0
Total Revenue
25,000
Salaries and Benefits
932,750
Goods and Services
635,168
Total Expenditures
1,567,918
General Fund Requirement
1,542,918
Full Time Equivalents (FTE) Employees
11
Pedestrian & Traffic Management Service
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2010 Progress on Strategic Focus Areas and Other Service Initiatives
• The first wireless detection system and second Coordination traffic system was installed in 2010 at Rothesay Avenue's
intersections with Ashburn Lake Road and Retail Drive.
• Increased communications with Police's Traffic Division, Parking Commission and Transit Commission to improve traffic flow and
safety.
• Coordination with the Harbour Bridge Authority in mitigating impact due to Harbour Bridge lane closures in 2010 and 2011.
• Outside Workforce skill development including formal Traffic service training. Personnel with the appropriate skill set will receive
Traffic Signal Level I certification through the International Municipal Signal Association by the end of 2010.
• A comprehensive traffic calming plan for Simpson Drive was designed and implemented in 2010.
• A full Accessible Pedestrian System was installed at the intersection of Union Street and Coburg Street for pedestrians with Low
Vision.
Service Level Indicators
Description of Pedestrian and Traffic Management Activity
2009
Number of signalized intersections
66
Number of signalized crosswalks
9
Number of flashing light devices
23
Length of white and yellow lines painted
1,037 kilometres
Number of directional arrows painted
1,395
Number of lane crosswalks
1,268
Number of lane stop lines
680
Service Performance: Citizen Satisfaction
>M
> M
L
v
d E
a p
H
r
M
Percentage of Citizens Satisfied
with Traffic Flow
100%
80%
60%
40%
20%
0%
2009 2010
Data from 20101psos Reid
City of Saint John Citizen Survey
Pedestrian & Traffic Management Service
Citizen satisfaction is an indicator of how well service delivery is addressing the
community's needs. Satisfaction with service is determined through an independent
survey of Saint John citizens.
Citizen satisfaction with traffic flow decreased significantly in 2010 from the previous
year. The 2010 survey was conducted during a busy capital construction season
including major improvements being carried out on the Harbour Bridge. Traffic issues
related to construction may have impacted satisfaction results. However, at 62%
satisfaction with traffic flow, Saint John residents are more satisfied than the municipal
norm of 56% calculated by the consultant from surveys they have conducted with other
Canadian municipalities. Saint John citizens also rated the importance of the service as
moderate (67 %), indicating that it is traffic flow is a lower priority than other municipal
services. However these results need to be evaluated in conjunction with other
performance indicators for traffic management.
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Service Performance: Accident RAte
Performance Indicator
Number of motor vehicle accidents per year, including those
involving pedestrians.
About this Indicator
The number of motor vehicle accidents that occur within the City
can be an indicator of the safety of the traffic system for motorists,
pedestrians and cyclists. The City's Public Safety Communication
Centre logs motor vehicle accidents and associated data such as
time, location and description at the time of the incident. This
indicator can direct focus on traffic system improvements (e.g.,
solutions for locations with higher concentrations of accidents can
be given priority). The mode of transportation involved in
accidents (motorists versus pedestrians) can also assist in directing
focus.
Service Level Standards
The goal for the Pedestrian & Traffic Management Service is to continue to monitor and make improvements to the traffic system to
help reduce the number of motor vehicle accidents that occur each year. System improvements are evaluated and implemented in
accordance with Transportation Association of Canada (TAC) traffic standards.
Performance Results
The two graphs on the right present the total number of motor vehicle
accidents that have occurred in the City of Saint John over the past two years
and in 2010 year to date. Also presented is the number of motor vehicle
accidents involving pedestrians. The number of accidents appears to have
remained constant; however, an extrapolation of 2010 data would suggest a
decrease in the number of accidents (2896 with 21 involving pedestrians).
Several more years of data will be required to determine a trend. Analysis of
data will need to take into consideration that many factors contribute to motor
vehicle accidents beyond traffic control measures.
Continuous Improvement
Staff of the Pedestrian & Traffic Management Service and the Saint John Police
Force's Traffic Division have worked together to cooperatively improve the
flow and safety of traffic at individual locations, typically brought to attention
by citizen feedback. A combination of traffic system and control improvements
and enforcement is often used. Cooperation will continue into the future,
particularly by including motor vehicle accident history in the decision - making
process and by introducing Traffic Calming Plans to neighbourhoods. Public
education, specifically focused on rights and responsibilities of road users and
on safety of young pedestrians, will also be included in future initiatives in
working towards decreasing accident rates.
Pedestrian & Traffic Management Service
M
Motor Vehicle Accidents Per Year
3500
3000
c w 2500
a 2000
1500
E L
Z > 1000
500
2008 2009 2010 YTD
YTD data as of September 2010
Motor Vehicle Accidents Per Year
Involving Pedestrians
30
`o
o 25
o a 20
iu d
E 15
E S
Z > 10
5
0 ILLi
2008 2009 2010 YTD
YTD data as of September 2010
74
SAINT JOHN
Saint John Police Force
MV Accidents 2010
-
c.ro.�a.nan.w.a m
�'
-
ne
F.:.
Q
Service Level Standards
The goal for the Pedestrian & Traffic Management Service is to continue to monitor and make improvements to the traffic system to
help reduce the number of motor vehicle accidents that occur each year. System improvements are evaluated and implemented in
accordance with Transportation Association of Canada (TAC) traffic standards.
Performance Results
The two graphs on the right present the total number of motor vehicle
accidents that have occurred in the City of Saint John over the past two years
and in 2010 year to date. Also presented is the number of motor vehicle
accidents involving pedestrians. The number of accidents appears to have
remained constant; however, an extrapolation of 2010 data would suggest a
decrease in the number of accidents (2896 with 21 involving pedestrians).
Several more years of data will be required to determine a trend. Analysis of
data will need to take into consideration that many factors contribute to motor
vehicle accidents beyond traffic control measures.
Continuous Improvement
Staff of the Pedestrian & Traffic Management Service and the Saint John Police
Force's Traffic Division have worked together to cooperatively improve the
flow and safety of traffic at individual locations, typically brought to attention
by citizen feedback. A combination of traffic system and control improvements
and enforcement is often used. Cooperation will continue into the future,
particularly by including motor vehicle accident history in the decision - making
process and by introducing Traffic Calming Plans to neighbourhoods. Public
education, specifically focused on rights and responsibilities of road users and
on safety of young pedestrians, will also be included in future initiatives in
working towards decreasing accident rates.
Pedestrian & Traffic Management Service
M
Motor Vehicle Accidents Per Year
3500
3000
c w 2500
a 2000
1500
E L
Z > 1000
500
2008 2009 2010 YTD
YTD data as of September 2010
Motor Vehicle Accidents Per Year
Involving Pedestrians
30
`o
o 25
o a 20
iu d
E 15
E S
Z > 10
5
0 ILLi
2008 2009 2010 YTD
YTD data as of September 2010
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Community Outcomes
The Stormwater
Management Service ...
• Minimizes damage and
related insurance
claims to public and
private property by
reducing the
probability and
resulting effects of
flooding.
• Enhances public health
and safety with
drainage of standing
water from roadways
and public property by
decreasing the risk of
hydroplaning, ice
build -up, and health
hazards associated
with stagnant water.
• Reduces the effects of
erosion on roads and
adjacent properties
protecting the
community's
investment in its
infrastructure.
• Provides opportunities
for residential and
commercial
development with
effective and efficient
stormwater collection
systems.
The Stormwater Management Service is a public service that provides neighbourhoods, roadway
users and adjacent property owners with functional public drainage systems; the minor (piped)
component designed to convey runoff from a 1 in 5-year level storm and the major (overland)
system a 1 in 100 -year return period storm. The service utilizes various techniques and processes to
maintain the integrity of drainage courses, ditches, culverts, storm sewers, combined sewers
(through SJ Water), manholes and catch - basins. The service involves a comprehensive system of
inspection, preventive maintenance and repair of drainage systems, and reporting on infrastructure
condition.
• Continuous enhancement of the City of Saint
John Stormwater Management Strategy.
• Changing weather patterns have increased the
potential for and severity of flooding events.
• Property owners have a reasonable
expectation that they will not experience
storm water back -up or flooding of their
homes and businesses.
• Well maintained storm drainage infrastructure
is important to neighbourhood quality -of -life.
• Combined sewers (both sanitary and storm
water flows) present a major challenge.
• Inspection and supervisory resources are
required to verify maintenance standards.
• Implement Stormwater Management Strategy
and Storm Drainage Design Criteria Manual.
• Implement a regular schedule of inspection
and maintenance for stormwater systems.
• Conduct regular cycle of drainage system
inspections and prioritize maintenance
activities accordingly.
• Develop a comprehensive maintenance
management system for stormwater
infrastructure by stormwater drainage basin.
• Develop and implement an asset management
program to ensure the effective life -cycle
management of stormwater infrastructure.
97
• Greater awareness of environmental issues
has resulted in greater regulation around
stormwater retention and management.
• The increasing severity of storm events and
rainfall may exceed the capacity of open
(surface) and closed (piped) drainage systems.
• Effective life -cycle management of storm
drainage infrastructure and planned
maintenance maximize service life of assets.
• Funding levels need to reflect the inventory of
storm drainage assets and public expectations
concerning that infrastructure.
• Enhance service to the public by prompt
response to service requests, improved public
education and ongoing communication.
• Produce storm drainage brochure to outline
service levels, clarify responsibilities, and
provide tips to minimizing flooding.
• Maintain a highly trained and qualified
workforce by supporting the appropriate
training and certification of employees.
• Identify service level standards and work with
stakeholders to ensure availability of resources
to meet established standards.
• Develop a Stormwater Management By -law.
7S
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SAINT JOHN
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3% Increase Stormwater Management Service will continue to remain reactive in response to specific work orders, local
drainage issues and with continued regular maintenance of stormwater infrastructure in keeping within budget
guidelines. However, in order to meet the budget
• Unable to implement a culvert renewal program to renew infrastructure that has reached the end of its
useful life and is beyond the scope of stop -gap maintenance. (Estimated @ $35,000)
0% Increase Funding allocation at the 2010 level would have an impact on the amount of materials that could be purchased to
conduct preventative maintenance and implement local drainage issues. As a result this work will be delayed.
Delays in preventive maintenance in the short term will have an impact on the future costs to maintain storm
drainage infrastructure.
2010 2011 2012 2013
Operating Budget for Service Approved Proposed %Change Projected %Change Projected %Change
Budget Budget From 2010 Budget From 2011 Budget From 2012
Service Revenue 0
Other Funding Sources 0
Total Revenue 0
Salaries and Benefits 1,133,210
Goods and Services 2,188,222
Total Expenditures 3,321,432
General Fund Requirement 3,321,432
Full Time Equivalents (FTE) Employees 16
2010 Progress on Strategic Focus Areas and Other Service Initiatives
• Started to implement a regular schedule of inspection and maintenance for stormwater systems with the following service
resu Its.
• 950 catch basins cleaned
• 1,590 Ft. of Storm Water lines flushed
• 170 Storm Water maintenance projects completed (enclosed systems local drainage plans also improvements to culvert
drainage systems)
• 25 catch basins repaired
• 60 Stormwater manholes cleaned
• Started a detailed location inventory of drainage system inlet /outlets to support the development of an asset management
program to ensure the long -term viability of the stormwater system.
Stormwater Management Service
M
76
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SAINT JOHN
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Service Level Indicators
Description of Stormwater Management Activity
2009
2010 (YTD)
Length of surface drainage courses (ditches)
700 kilometres
700 kilometres
Length of stormwater mains
200 kilometres
200 kilometres
Length of combined sewers
150 kilometres
150 kilometres
Average number of major rain events annually
3
3
Number of catch basins
6,500
6,500
Number of catch basins cleaned
130
Number of structures repaired / adjusted
15
Number of local Drainage projects completed
1
Number of culverts replaced
20
Length of ditches cleaned
3.6 km
Number of flood responses
0
Length of pipe inspected
1,500 m
Length of stormwater pipe repaired
0
Service Performance: Citizen Satisfaction
Citizen satisfaction is an indicator of how well service delivery is addressing the community's needs. Satisfaction with service is
determined through an independent survey of Saint John citizens.
Percentage of Citizens Satisfied with
Stormwater Management
100
80%
j ., 60%
t
a3i 40%
a0 E
0
� 20%
0%
2009 2010
Data from 20101psos Reid
City of Saint John Citizen Survey
Stormwater Management Service
The City's stormwater management service focuses primarily on minimizing damage due
to flooding and other local drainage issues. Citizen satisfaction with stormwater
management has improved significantly in 2010 from the previous year. Public
perception in assessing satisfaction with the delivery of service is often affected by a
citizen's experience with the service. The fact that the community has not experienced
the type of flooding events that have occurred in previous years may contribute to
satisfaction with stormwater management. Public consultation that has been carried
out by the City to develop solutions to deal with stormwater in various locations,
specifically Glen Falls, may also influence citizens when assessing their satisfaction with
service delivery.
Saint John citizens also rated the importance of the service as moderate (65 %),
indicating that stormwater management is a lower priority than other municipal
services. However, these results need to be evaluated in conjunction with other
performance indicators for stormwater management. Consideration must also be given
to the fact that flooding and local drainage issues are localized in nature.
••
77
SAINT JOHN
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Service Performance: Cost Efficiency
Efficiency metrics provide an indication of the costs associated with
stormwater management. Ideally results should be calculated on an
annually basis and compared year over year to identify areas where
service can be improved for cost- effectiveness. Given that this is the
first year for measuring performance in the service -based format,
results are provided for each month for 2010.
Preventive maintenance is normally carried out during the spring,
summer and early fall. How early work is started depends on weather
Given the early spring in 2010, work started in March with a focus on
local drainage improvements. Stormwater maintenance activity is
outlined in the service level indicator section.
Stormwater Management Service
100
2010 operating costs for stormwater managment per
kilometre of drainage system effectively maintained.
450.00 0
Ui
400.00 v
o
350.00
y 300.00 v
E O N
O 250.00 N .n
� N
200.00 o N
150.00 —
N �
50.00
o 100.00
V ° N
o
0 —
o.00
141 Few Oat 1p O�_ 01 peg a\
Pc
78
.Mr
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SAINT JOHN
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Community Outcomes
The Transit Service ...
• Supports the
economic vitality of
the community by
providing effective
and efficient
movement of people
within and to and
from the City.
• Contributes to a
livable community by
providing affordable
public transportation
for people to access
employment
opportunities and
enjoy social activities
that enhance quality
of life.
• Improves the
environmental health
of the community by
reducing the amount
of traffic moving
within and to and
from the City.
la
J.
The Transit Service is a public service that provides the community with safe, accessible and
environmentally - friendly public transportation by way of bus. Service consists of scheduled routes,
some of which are guaranteed to be accessible, parallel service for the physically disabled, bus
charters and site seeing tours. Focused on the environment, the Transit Service offers a number of
environmentally friendly park and ride transportation programs within the community and the
region.
• Provide support for retail and small business
by extending evening service.
• Availability of parking in the downtown core is
not always considered to be convenient by
commuters.
• Future planning for higher density
development within the community will
require public transit, particularly in the
downtown core.
• Provide sustainable transportation alternatives
• Contribute to the development of an
integrated Transportation Master Plan that
defines the role of public transit within the
transportation system.
• Develop and update current service models
that meet the objectives identified in the
Transportation Master Plan.
• Identify new areas for In -City Park and Ride
locations and investigate possible express
routes to the uptown.
• Investigate cost benefit of improving fare
collection methods to increase customer
access
101
• Increasing vehicle trips to and from and within
the City.
• Increasing demand for public transit to the
hospital and the university, driven partially by
parking issues at these locations.
• Access to capital funding has improved for
transit related projects; however, operational
funding remains a challenge
• Creating access to employment for low income
resident and for those who are mobility
impaired.
• Develop an uptown transit mall to support the
efficient movement of people.
• Consider transit requirements in community
planning policies in support of long term
growth and land -use planning.
• Enhance the quality of service delivery by
improving customer responsiveness and
providing information using GIS technology.
• Investigate opportunities to utilize the capacity
of the transit facility.
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SAINT JOHN
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IF
1% Increase
0% Increase
2010 2011 2012 2013
Operating Budget for Service Approved Proposed %Change Projected %Change Projected %Change
Budget Budget From 2010 Budget From 2011 Budget From 2012
Service Revenue
4,914,000
Other Funding Sources
0
Total Revenue
4,914,000
Transit Debt
Salaries and Benefits
6,065,900
Goods and Services
3,299,150
Other *
1,559,439
Total Expenditures
10,924,489
General Fund Requirement
6,010,489
Full Time Equivalents (FTE) Employees
*Transit Debt
2010 2011 2012 2013
Budget by Sub - Service Estimated Estimated Estimated Estimated Net Net
Expenditure Revenue Expenditure Revenue Proiected Proiected
Transit Service
Transportation
6,276,100 4,914,000
Maintenance
2,445,300
Administration
643,650
Transit Debt
1,559,439
102
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SAINT JOHN
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2010 Progress on Strategic Focus Areas and Other Service Initiatives
• Key partner in the development in the new municipal plan by highlighting the need for a transportation master plan.
• Upgraded fleet with GPS technology to improve service delivery.
• Upgraded fleet to provide free WI A to provide value added service to customers
• Increase utilization of transit facility by providing training space for city departments.
• Working with key stakeholders in community to increase awareness of sustainable transportation alternatives to promote the
use of transit and increase ridership.
• Engaged students and faculty at UNBSJ to vote on the establishment of a Universal Bus Pass at the institution.
Service Level Indicators
Description of Transit Activity
Annually
Number of passengers
2.8 Million
Passenger capacity
3.2 Million
Number of routes
29
Number of buses in the fleet
61
Average age in the fleet
10.43 years
Number of In -City Park & Ride lots (Parcobus)
4
(Spruce Lake, Golden Grove, Latimore Lake, Loch Lomond)
Number of handi -buses
5
Number of passengers on handi -buses
2,000
Accessibility of transit to Saint John residents
90%
Service in urban core
Within 3 blocks
Service on main lines
6 AM to Midnight
Service on feeder lines
6 AM to 10 PM
Service for park and rides
Morning and Evening
Comex Service — Hampton, Rothesay, Quispamsis, Grand Bay - Westfield
(Service to surrounding communities on a full cost recover basis)
Service Performance: Citizen Satisfaction
a
y N
Y �
s
3
a
`w E
a c
Percentage of Citizens Satisfied with
Pulic Transit
100%
80%
60%
40%
20%
0%
Transit Service
2009 2010
Data from 20101psos Reid
City of Saint John Citizen Survey
Citizen satisfaction is an indicator of how well service delivery is addressing the
community's needs. Satisfaction with service is determined through an independent
survey of Saint John citizens.
Survey results indicate that citizens are satisfied with public transit at 82% in 2010. This
result is well above the municipal norm calculated by Ipsos Reid of 68% satisfaction. In
plotting the importance (62 %) of public transit against satisfaction, citizens are
indicating they would like to see the level of service maintained. In making decisions
with respect to service delivery, citizen satisfaction should be considered in conjunction
with other service performance indicators.
103
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SAINT JOHN
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Community Outcomes
The Parking Service ...
• Is a key component of
transportation
infrastructure and is
critical to the City's
core economy. It
enhances the viability
of the City core
through the support of
local business,
institutions, tourism,
and community -wide
participation in social
and cultural activities
while ensuring the
safety of our residents
and visitors.
• Helps to improve the
environment by
maintaining a
balanced system of
parking that includes
the increased use of
transit, ridesharing,
walking and biking
adding more green
space through a
decrease in the
The Parking Service is a public service that provides all citizens access to both on- street (meters,
permits, special events) and off - street (hourly and monthly parking locations) places to park within
the uptown area of the City. The service is managed through the Saint John Parking Commission and
is responsible for conducting research to maintain current data that supports the efficient operation
of both on- street and off - street parking facilities in meeting public needs; establishing a permanent
coordinating system of parking facilities; planning, designing, locating, acquiring, holding,
constructing, improving, maintaining and operating, owing, leasing, either in the capacity of lessor or
lessee, land, buildings and facilities to be devoted to the parking of vehicles of any kind.
• Building parking garages is expensive and
requires the need to explore alternatives for
providing parking spaces (such as public -
private partnerships) and /or reduce the need
for parking by investigating other forms of
transportation to and from the uptown core.
• Demand for parking is high in the uptown area,
further affected by recent changes to the
Traffic By -law and the Parking Meter By -law (in
support of development) that has eliminated
approximately 80 on- street parking spaces.
• Greater awareness of environment issues has
changed the way we promote more transit use
through park and ride and ridesharing as well
as biking and walking.
• Parking enforcement must be applied on a
clear consistent basis to ensure citizens are
aware of the various city policies.
• An amended Traffic By -law (November 2007)
to include winter parking restrictions for most
City streets requires more enforcement and
administrative resources to handle the
additional inquiries, tickets, complaints,
summons, and court matters associated with
the by -law change.
number of surface 2011 Strategic Focus Areas (3 to 5 Years)
parking lots. • Develop a Strategic Parking Plan that will be • Continue to review various residential parking
continually reviewed to incorporate current policies in the South Central Peninsula and
and future parking needs and requirements for other residential areas of the city to look at
the City of Saint John based on dialog with ways to get cars off the street as required and
businesses, retailers and citizens. improve our citizen's lifestyle.
• Contribute to the development of an
integrated Transportation Master Plan that
defines the role of parking within the
transportation system.
• Continue to upgrade on and off street parking
requirements through an on -going monitoring
program.
• Work to improve temporary on- street
commercial parking in metered, non - metered,
and residential areas.
104
• Work with the Provincial Department of Justice
and Service New Brunswick to look for new
ways to improve the method for payment for
parking tickets and fines.
• The Saint John Parking Commission, on behalf
of the City of Saint John, will continue its
ongoing efforts to work with other New
Brunswick municipalities, such as Moncton and
Fredericton, to find a more effective and
efficient method of issuing parking tickets, fine
collection to support court procedures.
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SAINT JOHN
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3% Increase The Saint John Parking Commission (SJPC) is preparing to go out to tender for enforcement services. A 3% increase
has been allowed for both 2012 and 2013; however, a 5% increase in the 2011 budget is necessary to cover
additional costs related to winter parking restrictions. If no increase in budget amount is approved, the SJPC would
have to reduce the number of enforcement officers on- street resulting in a reduction in the number of tickets
issued and fine revenue.
The City of Saint John — Municipal Operations (Pedestrian & Traffic Services) is responsible for maintenance of
street signage. In 2010, the Saint John Parking Commission took an inventory of missing street signage in the
South - Central Peninsula. There are approximately 60 signs that need to be replaced; however, due to budgetary
restrictions and human resource limitations, signage has not been able to be replaced. This has both customer
service and revenue implications for the City of Saint John. Staff is unable to perform appropriate enforcement
activities thereby affecting ticket revenue; and citizens make complaints when signage is missing as they are unsu re
of the parking regulations, or if they are issued a parking ticket.
0% Increase If no increase in budget amount was approved for staff salaries, then it would mean the elimination of 1/2 of staff
position. This additional staff member provides much needed administrative support for dealing with tickets, ticket
disputes, summonses and court matters, monthly parking permits, residential permits. The volume of work is far
too great for one staff person to perform quickly and accurately, and would significantly reduce customer service
levels. Cuts will have to be made in other areas in order to maintain the 0% increase.
Operating Budget for Service
Service Revenue
Other Funding Sources
Total Revenue
2010 2011 2012 2013
Approved Proposed % Change Projected % Change Projected % Change
Budget Budget From 2010 Budget From 2011 Budget From 2012
1,773,500
0
1,773,500
Salaries and Benefits 64,572
Goods and Services 463,245
Total Expenditures 527,817
General Fund Requirement (1,245,683)
Full Time Equivalents (FTE) Employees
Parking Service
105
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2010 Progress on Strategic Focus Areas and Other Service Initiatives
• The Saint John Parking Commission investigated the possibility of incorporating "green initiatives" into the design of parking
garages, which was determined to be cost - prohibitive at this time. However, the Saint John Parking Commission will continue to
explore "green initiatives" during future parking garage projects.
• An additional permanent administrative position has been added to establishment to assist with processing customer inquiries,
ticket complaints, residential permits, monthly parking rentals, bagged meter applications, court summons and trials. This has
improved customer service levels in response /processing time.
• The two administrative personnel in the Parking Commission office have been cross- trained in both on- street and off - street
parking functions, improving the effectiveness and efficiency of service delivery.
• Internal business processes have been implemented to improve the summons process. Improvements in this area will decrease
the amount of administrative work required to process the summonses for parking violations, as well as a potential cost savings
in summons delivery.
• Additional pay & display machines have been placed on- street — eliminating individual parking meters. This benefits the City of
Saint John as it improves money collection processes, ticket dispute processes, financial reporting, improves aesthetics to the
streetscape, allows for more efficient street cleaning and snow clearing; the person using the pay and display machine receives
a receipt for their parking fees and provides customers with the ability to pay by credit card.
• A new hand held ticket writing system has been purchased and implemented. The new system has photographic capabilities
which enable enforcement officers to document vehicles in violation of the Traffic By -law and /or Parking Meter By -law, which
decreases the ticket dispute response time, and assists in prosecution if the ticket ends up in Court.
Service Level Indicators
Description of Parking Activity Annually
Number of metered and pay and display on- street parking spaces in the uptown area 620
Number of surfaced parking lots uptown 37
Number of surfaced parking lot spaces in the uptown area (approximate)
2,200
Number of centrally located garages
3
Number of spaces in centrally located parking garages (approximate)
1,650
Average number of parking tickets issued
40,000
Average number of permanent parking permits issued
900
Average number of temporary parking permits issued
300
Service Performance: Citizen Satisfaction
Data from 20101psos Reid
City of Saint John Citizen Survey
Parking Service
Citizen satisfaction is an indicator of how well service delivery is addressing the
community's needs. Satisfaction with service is determined through an independent
survey of Saint John citizens.
Over the last two years, citizens have indicated that they are moderately satisfied with
the availability of parking. On- street parking restrictions (defined in the by -law),
availability and convenience of parking in the uptown core during business hours, and
cost can influence citizen satisfaction with parking.
When citizen satisfaction in plotted against the importance of parking availability (65 %),
Saint Johners are indicating that parking is a lower priority than other municipal
services. However, citizen satisfaction results should be evaluated in conjunction with
other service performance indicators.
106
85
SAINT JOHN
Percentage of Citizens Satisfied with
Parking Availabiity
100%
v
80%
`y
60%
r
40%
`w E
a C
Ln
20%
r
0
0%
2009 2010
Data from 20101psos Reid
City of Saint John Citizen Survey
Parking Service
Citizen satisfaction is an indicator of how well service delivery is addressing the
community's needs. Satisfaction with service is determined through an independent
survey of Saint John citizens.
Over the last two years, citizens have indicated that they are moderately satisfied with
the availability of parking. On- street parking restrictions (defined in the by -law),
availability and convenience of parking in the uptown core during business hours, and
cost can influence citizen satisfaction with parking.
When citizen satisfaction in plotted against the importance of parking availability (65 %),
Saint Johners are indicating that parking is a lower priority than other municipal
services. However, citizen satisfaction results should be evaluated in conjunction with
other service performance indicators.
106
85
SAINT JOHN