2011-11-28_Agenda Packet--Dossier de l'ordre du jour1. Call to Order
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City of Saint John
Common Council Meeting
Monday, November 28, 2011
Committee of the Whole
Regular Meeting
1. Call to Order — Prayer
5:00 p.m. Council Chamber
2. Approval of Minutes
3. Adoption of Agenda
4. Disclosures of Conflict of Interest
5. Consent Agenda
5.1 Commissioner of Finance: Gas Tax Fund (GTF) - 2010 -2013 Capital
Investment Plan (Recommendation in Report)
6. Members Comments
7. Proclamation
8. Delegations/ Presentations
8.1 Cherry Brook Zoo Inc. 2012 Budget Request
8.2 River Road Community Alliance, Inc.
8.3 Saint John Community Arts Board "State of the Arts" Report to Saint John
Common Council
9. Public Hearings
10. Consideration of By -laws
11. Submissions by Council Members
12. Business Matters — Municipal Officers
12.1 Common Clerk: Committee System form of Governance (Tabled on
September 19, 2011)
13. Committee Reports
14. Consideration of Issues Separated from Consent Agenda
15. General Correspondence
16. Adjournment
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1. Ouverture de la seance
The City of Saint John
Seance du conseil communal
Le lundi 28 novembre 2011
Comite pl&nier
Seance ordinaire
1. Ouverture de la seance, suivie de la priere
17 It — Salle du conseil
2. Approbation du proces- verbal
3. Adoption de l'ordre du jour
4. Divulgations de conflits d'interets
5. Questions soumises a 1'approbation du conseil
5.1 Commissaire aux finances : Fonds de la taxe sur l'essence (FTE) — Regime
d'investissement de 2010 -2013 (recommandation figurant au rapport)
6. Commentaires presentes par les membres
7. Proclamation
8. Delegations et presentations
8.1 Demande de credits budg&taires de Cherry Brook Zoo Inc. pour 2012
8.2 River Road Community Alliance Inc.
8.3 Conseil d'administration des arts de la communaut& de
Saint John: Presentation du rapport sur « Ntat des arts » an conseil communal
9. Audiences publiques
10. Etude des arretes municipaux
11. Interventions des membres du conseil
12. Affaires municipales evoquees par les fonctionnaires municipaux
12.1 Greffi &re communale : Mode de gestion du syst &me des comfit &s (point
report& a la reunion du 19 septembre 2011)
13. Rapports deposes par les comites
14. Etude des sujets &cartes des questions soumises a 1'approbation du Conseil
15. Correspondance generale
16. Levee de la seance
November 23, 2011
His Worship Mayor Ivan Court and
Member of Common Council
Your Worship and Councillors:
SUBJECT: Gas Tax Fund (GTF) — 2010 -2013 Capital Investment Plan (Ref. No.
6932.078.000)
At a meeting of Common Council held on August 29th, 2011, Council adopted a Four -Year
Capital Investment Plan respecting the Gas Tax Fund Agreement for the years 2010 to 2013.
The Capital Investment Plan includes a listing of projects totalling $28,365,528 of which
$21,151,528 in funding is being sought under the Gas Tax Fund. Upon Council's approval, Staff
has submitted the GTF Capital Investment Plan to the Province of New Brunswick.
We have received a letter from Bruce Fitch, Minister of Local Government, Province of New
Brunswick advising that our submission has been accepted. In order to receive the funds under
this program, it is necessary for the Mayor and Common Clerk to sign the Agreement Contract
(copy attached).
RECOMMENDATION:
RESOLVED that the Mayor and Common Clerk be authorized to execute the Agreement
Contract (Reference No. 6932.0780.000) under the Canada -New Brunswick Agreement on the
Transfer of Federal Gas Tax Revenues for Cities and Communities, which Agreement Contract
is attached to November 23, 2011 correspondence in this regard from the City's Commissioner
of Finance, the latter having been received by Common Council in open session of November
28, 2011.
Respectfully Submitt d"
regory J e ns, CGA, MBA
Commis io r f Finance
SAINT JOHN P.O. Box 1971 Saint John, NB Canada E2L 41 I wwwsaintjohn.ca I C.P. 1971 Saint John, N. -B. Canada E2L 41
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AGREEMENT CONTRACT
CONTRACT RE: City of Saint John (Reference No. 6932.078.000)
Allocation of Funds to Municipalities
With respect to your allocation of funds under the Canada - New Brunswick Agreement on the
Transfer of Federal Gas Tax Revenues for Cities and Communities, hereinafter referred to as the
"Gas Tax Fund (GTF) ", the Department of Local Government, hereinafter referred to as the
"Department" agree to transfer to the City of Saint John, hereinafter referred to as the
"Municipality" its allocation of the Funds, not exceeding the total allocation of the Funds as
follow:
Fiscal Year
Allocation of Funds
2010 -11
$5,287,882
2011 -12
$5,287,882
2012 -13
$5,287,882
2013 -14
$5,287,882
Total
$21,151,528
The Municipality hereby acknowledges that the transfer of Funds to the Municipality is conditional
on the Municipality meeting all terms and conditions of the GTF.
Use of Funds
The Municipality agrees that Funds shall be used only for Eligible Projects as identified in the
Municipality's Capital Investment Plan (CIP) and solely in respect of Eligible Costs as identified in
Schedule "A" and in respect of Ineligible Costs identified in Schedule "B ".
The Municipality agrees that the Funds provided under the GTF are to be incremental to the Base
Amount of infrastructure expenditures by the Municipality.
The Funds may be used to pay up to 100% of Eligible Costs of an Eligible Project.
Adjustments and Termination
The Municipality shall not alter the scope of their CIP without the prior written consent of the
Department.
The Municipality shall inform the Department promptly in writing of any reduction in approved
CIP costs or of any additional federal, provincial or municipal assistance to be received with respect
to an approved CIP, and the Department shall have the right to adjust the amount of the Funds
applicable to that CIP to take into account the amount of any such additional assistance that is to be
received.
In the event that the Municipality decides to terminate a project included in a CIP, the Municipality
shall advise the Department, in writing, within 30 days of the termination.
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Conditions
Payments to the Municipality shall not be made unless:
a) the Department is in receipt of Funds from the Government of Canada;
b) the Municipality has submitted a CIP, including any subsequent revisions to the CIP, that meets
the requirements of the GTF, including all environmental requirements;
c) the Municipality is in compliance with all terms and conditions of the GTF, including all
environmental and reporting requirements.
Municipal Reporting
The Municipality shall submit an annual report to the Department consistent with the
requirements of the GTF, which may include without limitation the following:
a) any information necessary for the Department to report to the Government of Canada as
required under the GTF, including the information described in Schedule "C" (Audit and
Reporting);
b) information respecting the environmental outcomes, related to cleaner air, cleaner water and
greenhouse gas emission reduction and measurable benefits achieved through the use of
Funds as indicated in the Municipality's CIP; and
c) a separate accounting for the Funds received by the Municipality.
In addition to the foregoing, this offer is subject to the following terms and conditions:
This offer is governed by the laws of the Province of New Brunswick. All applicable labour,
environmental and human rights legislation and standards shall be respected.
2. With respect to environmental legislation, the project may be subject to, among others, the
Environmental Impact Assessment Regulation (New Brunswick Regulation 87 -83) under the
Clean Environment Act. This Regulation contains a list of undertakings found in Schedule A
of the Regulation, which are required to be registered and screened to determine whether a
full Environmental Impact Assessment is warranted. If the project requires registration, a
determination on the project must be obtained from the Minister of Environment prior to any
work on the actual project beginning.
3. No public announcement of an activity under this Agreement shall be made by the
Municipality without the prior consent of the Department.
4. The Municipality shall not change the scope of any project in the CIP without the prior
consent of the Department.
5. If costs have been incurred prior to January 1St 2009 with respect to the development of the
project(s) presented in the CIP, these costs are not eligible under the GTF Agreement.
6. The applicant shall allow any authorized representative of the Province of New Brunswick or
any member of the Oversight Committee or his or her representative reasonable access to the
project site to inspect and assess project progress, to review all records and accounts
maintained and to carry out the evaluation process of the GTF.
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7. Keep proper and accurate accounts and records, including invoices, statements, receipts and
vouchers in respect of all Eligible Projects for which Funds are received, for at least three (3)
years after termination of the GTF and, upon reasonable notice, provide access to the
Government of Canada or the Department to the accounts and records.
8. No member of the House of Commons, the Senate of Canada or the Legislative Assembly,
their staff, or their immediate family members will be admitted to any share or part of any
Contract made pursuant to this Agreement or to any benefit arising therefrom.
9. All operating costs are to be borne by the Municipality and satisfactory financial
arrangements must be in place to do so.
10. The Municipality shall indemnify and save harmless the parties to this agreement and their
Ministers, officers and employees from and against all claims, demands, losses, damages,
costs of any kind based upon any injury or death of a person or damage to or loss of property
arising from any willful or negligent act, omission or delay on the part of the third party or its
servants or agents in carrying out the contract.
11. Title to all land required for the project will be held in the Municipality's name, and
ownership for all other assets required for the project shall be vested in the Municipality for a
period of 10 years from the project completion date. In the event that, at any time within ten
(10) years from the date of completion of the project, the Municipal Infrastructure resulting
from an Eligible Project, any asset constructed, rehabilitated or improved, in whole or in part
with Funds contributed under the terms of the GTF, is sold, leased, encumbered or otherwise
disposed of other than to the Government of Canada, the Department, a Crown corporation of
New Brunswick, another Municipality or Municipalities, or a corporation controlled by
Municipality or Municipalities, the Municipality in receipt of Funds hereby undertakes to repay
the New Brunswick Regional Development Corporation, on demand by the Department, a
proportionate amount of the Funds contributed by the Department on behalf of the Government
of Canada as follows:
a) Infrastructure disposed of within 2 years of eligible project completion: Municipality repays
100% of the Funds;
b) Infrastructure disposed of between 2 and 5 years of eligible project completion:
Municipality repays 55% of the Funds; and
c) Infrastructure disposed of between 5 and 10 years of eligible project completion:
Municipality repays 10% of the Funds.
The Municipality agrees to notify the Department in writing as soon as practicable of any
transaction triggering the above - mentioned repayment.
The Department may redirect Funds returned to the New Brunswick Regional Development
Corporation by a Municipality to an alternate use by Municipalities that meets the eligibility
requirements of the GTF.
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12. The Municipality will be responsible for arranging the engineering design, calling of public
tenders and awarding of the contract to the successful bidder, and overall management of the
contract. The Municipality will adhere to the Public Purchasing Act and the spirit and
principles of the Crown Construction Contracts Act and Regulations.
13. In the event of a breach of any of the terms and conditions of the Agreement Contract by the
Municipality, no further contributions shall be made by the Department towards the
Municipality's CIP.
14. The Municipality will ensure permanent signage is installed at the location of Eligible
Projects receiving investments under the GTF, at its own cost, prominently identifying the
Government of Canada's investment and including the Government of Canada's word mark
as per Schedule "D ". Where there is no fixed location for such signage, such as a transit
vehicle, a prominent marker will recognize the Government of Canada's contribution. All
signs /plaques will be located in such a way as to be clearly visible to users, visitors and /or
passersby.
15. This offer is made pursuant to the Canada - New Brunswick Agreement on the Transfer of
Federal Gas Tax Revenues for Cities and Communities and therefore all relevant provisions
of the program shall apply.
This offer will remain open for acceptance for 60 days from its cover letter date. Please indicate
agreement with the contents of this Agreement Contract, together with Schedule "A ", "B", "C ",
and "D" by signing the enclosed copy and returning it to us. Please retain the duplicate copy for
your files. No funds will be advanced to the Municipality until we receive the signed document.
Sylvie vesque- nn
Deputy-Minister
Department of Local Government
This offer for agreement #6932.078.000 accepted this day of 2011.
Witness
Mayor
Clerk
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(Corporate Seal)
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Return to:
Andre Chenard
Director
Community Infrastructure Branch
Department of Local Government
PO Box 6000
Fredericton, NB E313 51-11
SCHEDULE "A"
Eligible Costs
1 Project Costs
Eligible costs, as specified in each contribution agreement, will be all direct costs which are, in
the Government of Canada's opinion, properly and reasonably incurred and paid by an Eligible
Recipient (the Municipality) under a contract for goods and services necessary for the
implementation of an Eligible Project. Eligible costs may include only the following:
a) the capital costs of acquiring, constructing or renovating a tangible capital asset and any
debt financing charges related thereto except for buildings acquired with the purchase of
land;
b) reasonable fees paid to professionals, technical personnel, consultants and contractors
specifically engaged to undertake the surveying, design, engineering, manufacturing or
construction of a project infrastructure asset and related facilities and structures;
c) the costs of environmental assessments, monitoring, and follow -up programs as required
by the Canadian Environmental Assessment Act; or a provincial/ territorial equivalent;
and
d) the costs related to strengthening the ability of New Brunswick Communities to develop
Integrated Community Sustainability Plans.
1.1 Administrative costs
That portion of funds representing interest earned may be used to pay for administrative costs.
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D
SCHEDULE "B"
Ineligible Costs
Costs related to the following items are ineligible costs:
a) Eligible Project costs incurred before January 1, 2009;
b) services or works that, in the opinion of the Department, are normally provided by the
Eligible Recipient or a related party;
c) salaries and other employment benefits of any regular employees of the community
applicant;
d) a Eligible Recipient's overhead costs, its direct or indirect operating or administrative
costs, and more specifically its costs related to planning, engineering, architecture,
supervision, management and other activities normally carried out by its applicant's staff,
e) costs of feasibility and planning studies for individual Eligible Projects except for
capacity building projects;
fj taxes for which the Eligible Recipient is eligible for a tax rebate and all other costs
eligible for rebates;
g) costs of land or any interest therein, and related costs;
h) cost of leasing of equipment by the New Brunswick Community;
i) routine repair and maintenance costs;
j) legal fees;
k) administrative costs incurred as a result of implementing this Agreement, subject to
Schedule "A ", 1.1 above; and
1) audit and evaluation costs.
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SCHEDULE "C"
Audit and Reporting
Annual Expenditure Report
The Annual Expenditure Report will report on:
• the amounts received from the Department under the GTF;
• the Base Amount of the Municipality for the year in question;
• amounts paid by the Municipality in aggregate for Eligible Projects; and
• amounts held at year end by the Municipality in aggregate to be paid for Eligible
Projects.
The Annual Expenditure Report will also include the following information:
A listing of all Eligible Projects carried out under the Capital Investment Plans that has been
accepted, indicating the location, investment category, amount and identity of all sources of
funding, the nature of the investment and the cumulative investments made for each Eligible
Project.
Annual Outcomes Report
The Annual Outcomes Report will report on, including information on the degree to which the
investments have actually contributed to the objectives of cleaner air, cleaner water and reduced
GHG emissions.
The Annual Outcome Report will also, at a minimum, include the following information:
• Project descriptions
• Expected outcome(s)
• An update on the progress of each project
• Results or progress identified through the monitoring program (Using the appropriate data or
parameters to demonstrate how the projects are contributing to the overall objectives of the
GTF Agreement -- cleaner air, cleaner water and lower greenhouse gas emissions)
• Expected completion dates
The outcome reports will be summarized and included in a provincial report required by the
federal government regarding the use of the funds made available to New Brunswick through the
GTF Agreement.
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SCHEDULE "D"
Signage & Tender Call
In an effort to have uniform standards applied to all matters concerning the Canada -
New Brunswick Agreement on the Transfer of Federal Gas Tax Revenues and the Provincial Gas
Tax Transfer Top -up Fund, we ask you to adhere to the following example for any permanent
signage or tender calls issued for projects funded under the agreement.
Your cooperation is greatly appreciated.
Canada - New Brunswick Agreement on the Transfer of Federal Gas Tax Revenues for
Cities and Communities
Entente Canada — Nouveau - Brunswick sur le transfert des recettes tirees de la taxe
federale sur 1'essence aux villes et aux collectivites
(project name / nom du projet)
(name of recipient / nom du recipiendaire)
Cm11#1
a
BNew Nouveau
New
The permanent signage or tender documents should include the following statements:
"This project is being implemented pursuant to the Canada - New Brunswick Agreement on the
Transfer of Federal Gas Tax Revenues for Cities and Communities and is being financed in
accordance with the terms and conditions of this agreement."
o Ce projet est mis sur pied en vertu de 1'Entente Canada — Nouveau - Brunswick sur le transfert
des recettes tirees de la taxe federale sur Fessence aux villes et aux collectivites, et est finance
selon les modalites et conditions de la presente entente. »
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Cherry Brook Zoo
Fiscal 2012 Budget Request Documentation
Letter of Request
Budget Summary Sheet
Budget Rationale — [Pages 1 -71
2010 Audited Statement
9/9/2011
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His Worship the Mayor Ivan Court and Members of Common Council
PO Box 1971
Saint John, NB E2L 4V1
September 9, 2011
Dear Mayor Court and Councillors,
Vanished Kingdom The enclosed documents are submitted in support of a request from Cherry Brook Zoo
Park for municipal funding in the year 2012 to offset the projected deficit as shown in the
Golf Tiger Ciavvs Mini Golf
budget summary sheet and accompanying budget rationale.
Cherry Brook Zoo is a unique business within Greater Saint John being the only Zoo in
901 Foster Thurston Drive this area of the province — one of only two in the Atlantic region - and one of the few
Saint John, NB E2K 51-19 attractions in our area that is predominately kid - oriented, family - friendly and with strong
cross - generational appeal. This unique positioning will be especially important as the
506 .634 .1440 City welcomes the Disney cruise line. It is the intent of the Zoo's Board and Directors to
noahsark @rogers.com take advantage of this unique positioning as part of a significant redevelopment
www.cherrybrookzoo.com programme in 2012.
Cherry Brook Zoo is a well -loved community asset that for generations has been
BOARD OF supported by the area residents and visitors. It stands at a cross roads in 2012 — a year
of required national re- accreditation and a year when its ability to reduce deficit through
TREISTEFS re- allocation of capital funds will be severely diminished.
Lynn Smith
Chair
Sam
Vice Chair
John S. Mackay
Past Chair
J. (Rory) Grant
Stephen Justason,
DVM
Theresa Mullin
Brian D. Munro
Alice O'Neill
Mac Trueman
Maggie Zed
DIRECTORS
Leonard M. Collrin
Chief Administrative
Officer
Lynda M. Collrin
Ex Officio
These two closely - linked factors have led the Board of Trustees to embark on a process
of analysis and re- development that will clarify, focus and research key developments
and prospects for the future of Cherry Brook Zoo. This process will provide a framework
for business choices over the coming two years to maximize long -term benefit to the
Zoo and to the community.
Assurance of financial stability for this community asset that belongs to the people of
Greater Saint John is a key responsibility of the Board of Trustees. With this in mind,
work will be undertaken with respect to re- shaping the Zoo business plan to reflect a
greater emphasis on fundraising. At the same time, efforts will be undertaken to
measure community understanding of the Zoo's charitable status and to grow awareness
of this within the community.
The Board is conscious of the operational gap that will continue to grow in the short -term
even as the facilities and programs offered are improved. At the same time, it is
confident that linking new strategies and operation to produce sound business outcomes
will in the long term assure that future generations will continue to benefit from having
this unique Zoo in their community.
The Board of Trustees requests the opportunity to make a presentation to the Saint John
City Council that will clarify its budget request and rationale and elaborate on its future
plans to grow the best little Zoo in Canada!
Respectfully submitted,
Lynn Smith
Chair, Board of Trustees, Cherry Brook Zoo
A Registered 'ncorpd4ted Nola- Profit Charitable Organization (1977)
f Brook Zoo Inc. Summary Statement of Q
Budgets Years: 2010, 2011, 2012, 2013, 2014
Revenues & Disbursements
Budget
Operating Y/E
Budget
Operating Y/E
Budget
Budget
Budget
_
Revenues_ _
Submitted
Audited
Submitted
Forecast
Submitted
Forecast
Forecast
for 2010
2010
for 2011
2011
for 2012
2013
2014
Gate Income/ Friends of the Zo
Donations (excluding bequests)
Retail _Sales _
$151,794
$145,095
$152,000
$140,000
$152,000
$152,000
$152,000
$45,000
$56,471
$40,000
$48,000
$40,000
$40,000
$40,000
$30,000
$32,554
$35,000
$30,000
$35,000
$35,000
$.A5,000
Canteen/ Parties/ Seminars
$21,000
$30,936
$38,000
$18,000
$38,000
$38.000
$39,000
Spec. Event - Fund Raising
$45,000
$43, 775
$42,000
$54,000
$42,000
$42,000
$42.000
Miniature Golf
$13,000
$10,600
$13,500
$10,000
$13,500
$13,500
$13,500
Sub total revenue
$305,794
$319,431
$320,500
$300,000
$320,500
$320,500
$320,500
Disbursements_
Wages/Employee Benefits
$207,425
$227,099
$224,000
$225,250
$226,685
$226,685
$226,685
Workers Comp.
PropertyTaxes
Heat/Lights /Power
$3,000
$2,600
$2,600
$2,600
$2,600
$2,600
$2,600
$8,232
$8,490
$8,300
$8,300
$8,300
$8,300
$8,300
$24,500
$19,126
$22,000
$22,000
$22,000
$22,000
$22,000
Telephone _S_ e_ rvice_s
$5,500
$5,500
$5,100
$5,500
$5,100
$5,100
$5,100
Uniforms
$1,000
$1,500
$1,500
$1,500
$1,500
$1,500
$1,500
Animal Purchase
$20,000
$510
$20,000
$12,000
$20,000
$20,000
$20,000
Animal Care - medical
$10,000
$5,821
$10,000
$5,800
$10,000
$10,000
$10,000
Animal Feed
$18,500
$15,727
$18,500
$16,000
$18,500
$18,500
$18,500
Vehicle Costs (gas, repairs, ins )
$15,000
$15,248
$15,000
$15,500
$15,000
$15,004
$15,000
Professional Memberships
$3,758
$7,132
$3,600
$4,000
$3,600
$3,600
$3,600
Training & Development
$6,000
$3,391
$6,000
$4,000
$6,000
$6,000
$6,000
Repairs & Maintenance
Miniature Golf
$25,000
$30,340
$25,000
$27,000
$28,500
$28,500
$28,500
$3,500
$425
$2,500
$500
$2,500
$2,500
$2,500
Advertising & Promotion
$15,000
$10,071
$15,000
$5,250
$15,000
$15,000
$15,000
Bank Charges - all accounts
$3,788
$5,255
$4,200
$5,000
$4,200
$4,200
$4,200
Professional Fees
Insurance (property & liability)
$5,500
$5,695
$5,500
$7,003
$5,500
$5,500
$5,500
$11,000
$9,608
$11,000
$11,000
$11,000
$11:000
$11,000
Office & Administration
$15,000
$21,666
$15,000
$18,000
$15,000
$15,000
$15,000
Miscellaneous
Fundraising /Special Events
Canteen/ Birthday /Seminars
$1,000
$2,189
$1,000
$1,000
$1,000
$1,000
$1,000
$8,000
$4,055
$8,000
$8,500
$8,000
$8,000
$8,000
$10,500
$17,250
$13,500
$9,000
$13,500
$13,500
$13,500
Equipment
Retail purchases
$6,500
$2,272
$6,500
$3,000
$6,500
$6,500
$6,500
$16,000
$16,472
$15,000
$12,750
$15,000
$15,000
$15,000
Truck Bank Loan /interest
Security (non equpm_ ent)
Building Fixtures _
Sub total disbursements
$6,000
$5,730
$5,550
$5,700
$5,550
$5,550
$5.550
$6,185
$0
$6,185
$0
$6,345
$3,500
$455,888
$449,517
$470,535
$439,653
$470,535
$470,535
$470,535
Net Operational
($150,094)
($130,086)
($150,035)
($139,653)
($150,035)
($150,035)
($130.035)
City of Saint John Grant
Quispamsis - Donation
Rothesay - Donation_ _ _
Year End/ Deficit
$60,000
$60,000
$5,000
$5,000
$11,000
($150,094)
($65,086)
($1 035)
($63,653)
Cherry Brook Zoo 2012 Budget Rationale:���- fat:s�w
BUDGET LINE I NOTES
Summary statement/totals for Revenue does not include:
(a) Wage reimbursement amounts for summer students from Provincial,
Federal and Aboriginal programs plus Workability (2010 = $40,522).
This is essentially a "money in /money out "item.
(b) Dollar value of volunteers — approximately 5000 man hours are
donated annually in support of zoo activities especially in positions
related to revenue - generating special events, repairs and
maintenance, catering and animal enrichment.
Grants from the City of Saint John for 2010 and 2011 are placed at the
bottom of the budget sheet to show impact on the net operational deficit.
Similarly donations from the towns of Rothesay and Quispamsis are shown
for the years granted.
General Notations In the coming months, the Zoo Board will be undertaking a renewed revenue
analysis with a focus on deficit reduction, rebuilding and sustainability. The
intent is development of a new fundraising strategy with concentration on
raising the levels of donations and initiating new, sustainable fund raising
events. This thrust will see allocated human resources to support such
efforts.
Because new strategies will be in the developmental stages and ongoing in
2012, it is difficult to forecast any substantial increase in revenues at this
time. As a result the operational budget submission does not reflect a major
increase.
Budgets for years 2012 — 2014 are based on the projected revenues and
disbursements for 2011, plus or minus 2.5% and subject to adjustment due
to placement of the Zoo under the Regional Facilities Commission and the
impact of new fundraising initiatives.
Final visitation numbers and gate revenue is expected to be down
approximately 4% in 2011. Current figures available from the NB
Department of Tourism and Parks show a provincial decline for the category
of 5 %. (The same NB tourism figures in 2010 had a drop of 6% from 2009;
Cherry Brook Zoo had a 4.5 % drop.)
Gate Revenue & Like a majority of attractions and tourism operators in the province,
Visitation especially outdoor venues, the record number of rain days this year has
negatively impacted attendance at Cherry Brook Zoo. The forecast for a
very rainy fall means it is not likely the percentage figures will improve by
year end.
The drop in visitation would have had a more significant impact on gate
revenue except for the decision in early July to increase rates for certain
admittance fees, the first such increase in manv vears. Rates for Zoo C
16
and miniature golf were maintained.
Although the introduction of a City Transit Route to the Zoo has been
welcomed, the increase in very fast moving traffic along the Sandy Point
/Foster Thurston thoroughfare continues to pose a safety hazard for any who
might attempt to cross that road_ In the afternoon, because the bus route
switches direction, it is necessary for people using transit to make this
dangerous crossing. For safety reasons, we do not encourage seniors or
Continued... anyone with children coming to the Zoo to use this public transit in the
Gate Revenue & afternoon.
Visitation
Donations
While there has been some increase in visits by cruise ship passengers, it is
limited and not what was anticipated from advertising expenditures. 2012
will see the Board developing new strategies, especially utilizing the Disney
connection, in efforts to draw more of the cruise traffic to the Zoo. Also to be
examined are alternative transportation methods and how the Zoo might be
able to establish a presence in the uptown area during cruise days,
Declining visitation is also reflected in website traffic for 2011. Analysis of
figures for referring websites appears to indicate that lower prominence of
the Zoo web link on various sites results in fewer hits on
cherrybrookzoo.com. This has reduced our ability to promote the Zoo using
this cost effective measure and we intend to re- examine our web /social
media strategies for 2012.
YE 2010 audited figures indicate the amount for general donations (monthly
sponsor amounts and other cash donations) was $56,471. This represents
an increase of 35% over the previous year. Increased media coverage of
Zoo related matters appears to have been a primary stimulus for the
increase.
Recognizing the often unpredictable nature of donations, and the growing
competition in Greater Saint John for donation dollars, for the current fiscal
year a donation revenue line of $40,000 was submitted. We now anticipate
that this will be surpassed by roughly 25 %. For year 2012, we feel it is
reasonable to again predict $40,000 and feel the new fundraising initiatives
might significantly impact this figure.
There were no estate bequests in 2010 hence any increase in the Growth
and Enhancement Fund. While this Fund is intended for capital
expenditures, a Board resolution allows for its use when required to offset
annual operational deficits. Unfortunately, this has been the case for the
past decade — money intended to 'grow the Zoo' and replace aging
structures has be used to 'keep the gates open'.
In the past seven years approximately $490,000 has been taken from the
Growth & Enhancement Fund for purposes of deficit reduction, an amount
that would have been sufficient to build a much needed new primate house
...which would have had a significant impact on visitation numbers and
hence revenue.
17
Retail Sales
While an increase in retail sales had been anticipated last year, the lower
visitation numbers due to weather also negatively impacted this source of
revenue by a drop of approximately 17 %. There is a direct link between
visitation and sales.
As shown in the 2010 audit, there was dramatic growth in that year for this
category, resulting in more than a 40% increase in revenue for this line. This
increase was due primarily to growth in seminar bookings, with the City of
Saint John booking approximately 30 such events.
The Zoo forecast for year -end 2011 anticipates a dramatic drop, due mainly
Seminars,
to drastic cut in City bookings, from 30 seminars /meetings to 1 to date.
Canteen, &
Discussion with city staff over reasons for the decline indicate no
Parties
dissatisfaction with the Zoo services but rather an overall decline in the city
seminar /meeting schedules.
While an increase in the number of birthday parties has had some minor
mitigating effect on lost revenue, it is apparent that the Zoo will need in 2012
to greatly increase its profile among other businesses and organizations
needing affordable, enjoyable facilities. We anticipate these efforts should
restore the revenue line.
The budget line for 2011 forecasts a 30% increase in Y/E revenue for this
category over the budget submission. This in part is due to the success of
the first Safari Casino auction organized in partnership with Winterfest 2011.
Special
The Board is very cognizant of the challenges placed on local fundraising by
Event/Fundraising
the impact of much larger entities with great fundraising budgets. Because
all draw "from the same pool" of generosity in Greater Saint John, the
success of one may impact another. That being said, it is felt that the Zoo
must become more aggressive and focused on annual fundraising, and
begin structuring plans for a future capital campaign as well. This could
significantly alter future budget forecasts.
The Zoo Board continues with efforts to move forward on the 2008 City motion regarding
placing the Zoo under Regional Facilities Commission. Success in this endeavour will meet
the financial stability requirement required by CAZA for continued accreditation. The process
for re- accreditation, including application and site inspections, cannot be put off any longer and
must take place in 2012.
Financial support from the City of Saint John combined with that from Rothesay and
Quispamsis will serve to reduce the projected 2011 deficit by 55% or $76,000. This will leave
an outstanding deficit of approximately $63,650 is in the range of previous years in spite of
decreased revenue in 2011. This amount will need to be covered by withdrawl from the Growth
and Enhancement Fund placing it at a dangerously low level for any future deficit reduction let
alone allowing for even a minimum of infrastructure upgrade. Such a low fund will negatively
impact the Zoo application for re- accreditation by CAZA.
The Zoo Board recently has made a formal request to appear before the Regional Facilities
Commission.
in
Cherry Brook Zoo 2012 Budget Rationale:
BUDGET LINE
NOTES
This budget line reflects costs for full -time and part -time staff only and does
not include those summer students whose wage costs are reimbursed.
While the Board had hoped to reduce this budget line, cut backs in the
number of student employee hours granted required the Zoo itself to pay
directly to make up the staffing need. ($6080).
In order to make some reduction in costs, the decision was made to reduce
the employee benefits plan by eliminating vision care.
In addition, anticipated April increases in minimum wage make any reduction
unlikely. Minimum wage has risen approximately 35% in the past five years.
Wages, MERCs
& Benefits
Although it might appear that the percentage of wage - related costs to overall
expenditure (51%) is high, it is because everything possibly has been trimmed
from the remaining expenditures thus driving up the percentage.
The zoo staff continues to be at a minimum number of employees for safe
operation and adequate care of the animals. Staff levels are far less than
even a decade ago which is felt most strongly in the areas of maintenance
and security personnel. Staff is paid at rates below industry standards and no
overtime which is often required is paid.
The 2012 focus on new programs and fundraising will link any additional
staffing costs to amounts to be generated and an increase in volunteer
support where possible.
Due to being in a deficit position, the Zoo did not make any animal purchases
as budgeted in 2010. For 2011, a budget amount was set at $20,000 to
replace aging stock that had died and to provide mates for single animal
exhibits.
The Board felt it essential to bring in animals to maintain the Zoo collection. At
the same time, on the advice of its Directors, the Board supported a move
toward making Cherry Brook Zoo an expanded breeding facility. It is felt these
Animal
moves will lead the zoo to move forward as an attractive tourism /community
Purchases
asset in Greater Saint John,
Recognizing the financial restraints imposed by lower than expected
revenues, the Directors worked tirelessly to obtain the maximum benefit from
limited dollars. Through stringent negotiation, and trading on its excellent
reputation with other Canadian Zoos, Cherry Brook Zoo has been able to
acquire a significant number of animals, including transport, for $8000 less
than budgeted.
The animals to arrive in the fall of 2011 include:
19
• Breeding pair of Grant Zebras
• Breeding pair of Nilgai (Blue Bull — common to northern India and
Pakistan)
• Group of mouflon sheep, including breeding pair
• Female black - handed spider monkey ( a mate for Lucas)
• 2 male calimico monkeys (potential mates for April)
• The Calimico, Charlie, will be moved to another Zoo for breeding as
part of the Species Survival Plan.
Continued— The Zoo's male Debraza who has been alone since his mate died over
Animal a year ago will be moved to a Zoo that has a companion for him.
Purchases
• Although there was an offer to sell a breeding pair of ruffed lemurs that
might occupy this enclosure, the Zoo declined the offer due to financial
restrictions at this time.
g The acquisition budget for 2012 has been set at $20,000 as the need
to replace aging stock continues while costs of acquisition and
transportation increase. In 2012 the Board intends to launch a naming
program for new animals that may stimulate larger donations or
increase bequests.
The 2010 budget line for repairs and maintenance exceeded the $25,000
allocation by approximately 20% due mainly to the rising costs of replacing
aging infrastructure, especially fencing. With a majority of items now past a
30 -year life -span, the need for repairs and replacements continues to grow.
Such repairs are essential to maintaining accreditation
It should be stressed that this figure does not represent any "new" building"
but merely attempting to maintain adequate operational facilities. Stabilized
Repairs & funding would allow the Zoo to increase this budget line which would do much
Maintenance to enhance visitor experience and animal enrichment.
For 2011, the Zoo will come close to making its target for this budget line.
This is due in large measure to the generosity of volunteers who have
assisted with numerous projects. A major contribution was replacement of the
reindeer enclosure through volunteer funding and contribution of skilled
carpenters.
Because 2012 is an accreditation year, the Board will seek to generate funds
beyond the $20,000 budget line to address structural issues prior to inspection
in late 2012.
20
Memberships
Cherry Brook Zoo continues to promote its operation through paid
memberships in the following organizations (some prior memberships were
not renewed in order to trim budget) :
• Saint John Board of Trade
• Kennebecasis Valley Chamber of Commerce
• A La Carte (marketing network of local tourism partners)
• TIANB (Tourism Industry Association of New Brunswick)
Professional Membership Fees paid at the national /international level include
the following:
• CAZA, Canadian Association of Zoos and Aquariums
• AZA, American Association of Zoo and Aquariums
• WAZA, World Association of Zoos and Aquariums
• NARG, Nutrition Advisory& Research Group (for Canadian zoological
institutions)
• IUCN, International Union for Conservation of Nature
• IPPL, International Primate Protection League
• ARKS, Animal Record Keeping System, (Global )
• ZIMS, Zoological Information Management System, (Global)
The audited figures for Y/E 2010 show a line reduction of $500 from the
submitted budget. This cut was made when the cost for repairs and
maintenance rose by that amount.
For year 2011, another reduction (from $15,000 to $5000) in this line was
made for two reasons:
1. Continuous poor weather made short-term advertising less cost -
effective
2. Decreased gate revenue combined with increased costs in other
budget lines made it essential to cut discretionary dollars to avoid an
even larger deficit.
Advertising &
Promotion Some savings were possible due to receiving graphics support for events
such as the Safari Casino through in -kind donation and the use of more cost -
effective advertising. Unfortunately the advertising budget remains far below
adequate. For example, the Zoo has not been able to afford to advertise in
the provincial tourism guide for many years.
In spite of an increased emphasis on "cruise advertising" the expenditure has
not proven valuable. A majority of cruise visitors to the Zoo find it through
online travel review sites. It is hoped that renewed efforts to "connect" with the
cruise industry, especially the Disney cruises will prove effective. The Zoo is
working to establish a "cruise specific" program that may attract younger
cruisers through their parents.
21
Other
Cherry Brook Zoo continues to be a community partner, contributing both
financial sponsorship and in -kind support (passes and auction prizes) to a
wide range of organizations and to area fundraisers including:
• Pro Kids
• Hestia House
• Family Plus
• Saint John Police /Sea Dogs Charity Baseball
• Belfast Children's Vacation Fund
• Big Brothers — Big Sisters
• Multicultural Association
• St. Joseph's Hospital Foundation (Dragon Boat Races)
• Regional Hospital Foundation (various programs)
• Breast Cancer Research Fundraising
• 1WK Fund Raiser
• School Fund Raisers for various Districts 6 & 8 schools
• A large number of individual community fund raising events
The Cherry Brook Zoo gives out many passes to both the zoo and to the mini golf to support priority
Community services Please find enclosed just a few letters to show you that the zoo takes part in
sponsoring our communities to the best of our ability.
22
Cherry Brook Zoo of Saint Johan Inc.
Financial Statements
December 31, 2010
23
Mishaw & Associates Professional Corporation
P.O. Box 519, Main Post Office
Saint John, N.B. E21, 3Z8
Telephone: (506) 849 -3956
Fax: (506) 849 -3966
May 30, 2011
Auditors' Report
To the Trustees of
Cherry Brook Zoo of Saint John Inc.
I have audited the statement of financial position of Cherry Brook Zoo of Saint John Inc. as at
December 31, 2010 and the statements of revenue and expenditures, changes in net assets and cash
flows for the year then ended. These financial statements are the responsibility of the organization's
management. My responsibility is to express an opinion on these financial statements based on my
audit.
Except as explained in the following paragraph, I conducted my audit in accordance with Canadian
generally accepted auditing standards. Those standards require that I plan and perform an audit to
obtain reasonable assurance whether the financial statements are free of material misstatement. An
audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the
financial. statements. An audit also includes assessing the accounting principles used and significant
estimates made by management, as well as evaluating the overall financial statement presentation.
In common with many charitable organizations, the organization derives part of its revenue from the
general public in the form of donations, the completeness of which is not susceptible to satisfactory
audit verification. Accordingly, my verification of these revenues was limited to the amounts recorded
in the records of the organization and I was unable to determine whether any adjustments might be
necessary to donation revenues, excess revenue, assets and net assets.
In my opinion, except for the effect of adjustments, if any, which I might have determined to be
necessary had I been able to satisfy myself concerning the completeness of donations referred to in the
preceding paragraph, these financial statements present fairly, in all material respects, the financial
position of the organization as at December 31, 2010 and the results of its operations and the changes
in its cash flows for the year then ended in accordance with Canadian generally accepted accounting
principles.
Chartered Accountant
24
Cherry Brock 'goo of Saint John Inc.
Statement of Financial Position
As at December 31, 2010
Assets
Current assets
Cash and term deposits (note 5)
Accounts receivable
Interest receivable
Inventory
Property, plant and equipment
(note 4)
Liabilities
Current liabilities
Zola 2009
Operating Restricted
Fund Funds Total Total
11,459 141,193 152,652
201,276
9,581 - 9,581
19,350
- 586 586
184
10,919 - 10,919
9,503
31,959 141,779 173,738 230,313
39,090 - 39,090 38,830
71,049 141,779 212,828 269,143
Cheques in circulation 18,133 18,133
Accounts payable and accrued liabilities 13,173 - 13,173 13,717
Current portion of long -term debt 5,071 - 5,071 4,736
Interfund balance 103,636 103,636 - -
Long -term debt (note 5)
Net assets
Restricted
Unrestricted
Approved by the Board of Directors
140,013 (103,636) 36,377 18,453
6,846 - 6,846 11,917
146,859 (103,636) 43,223 30,370
245,415 245,415 244,521
(75,810 ) 75,810) 5,748
75,810 245,415 169,605 238,773
71,049 141,779 212,828 269,143
Director
Wilshaw & Associates Professional Corporation 25
Director
Cherry Brook Zoo of Saint John Inc.
Statement of Changes in Net Assets
For the year ended December 31, 2010
Net assets — 13eginning of year
Excess revenue (expenditures) for the
year
Net assets -- End of year
2010
Operating Restricted
Fund Funds Total
2009
Total
(5,748) ' 244,521 238,773 205,464
(70,062) 894 (69,168) 33,309
(75,810) 245,415 169,605 238,773
Wilshaw & Associates Professional Corporation 26
Cherry Fsl oGk Zoo of Saint john Inc.
Statement of Revenue & Expenditures
For the year ended December 31, 2010
Revenue
Gate
Donations
Special events
Retail sales
Building rental and food services
Canteen revenue
Mini Golf
Friends of the Zoo
Grant - City of Saint John
Grant - Town of Quispamsis
Grant - Provincial Government
Grant - Federal Government
Grant - Aboriginal Garden
Workability
Environmental Damages Fund
Gain on disposal of properly, plant and
equipment
Other income
Interest
Expenditures
Wages and benefits
Heat, light and power
Vehicles
Feed
Retail purchases
Mini Golf
Insurance
Advertising and promotion
Office and postage
Animal purchases
Bank charges and interest
Interest on long-term debt
Dues and memberships
Special events
Animal care
Miscellaneous
Professional fees
Repairs and maintenance
Property tax
Telephone
Travel and training
Uniforms
Canteen expenses
Equipment purchase
Seminars
Building fixtures
Amortization
Excess revenue (expenditures) for the
year
2010
Operating Restricted
Fund Funds Total
2009
Total
$
$ $
1
128,440
128,440
129,279
56,471
56,471
138,257
43,775
- 43,775
41,995
32,554
- 32,554
29,467
17,819
17,819
18,983
13,117
- 13,117
14,493
10,599
- 10,599
13,428
16,655
- 16,655
18,083
60,000
- 60,000
50,000
5,000
5,000
-
6,774
- 6,774
9,698
18,817
- 18,817
17,578
8,960
- 8,960
9,677
5,971
- 5,971
-
-
- -
6,345
- - - 12,500
987 - 987 -
- 894 894 1,035
425,939 894 426,833 510,818
271,099
- 271,099
250,790
19,126
- 19,126
20,809
15,248
- 15,248
12,285
15,727
- 15,727
16,515
16,472
- 16,472
15,194
425
- 425
1,221
9,608
- 9,608
9,875
10,071
10,071
4,576
21,666
- 21,666
20,907
510
510
5,081
5,255
- 5,255
4,124
994
- 994
960
7,132
7,132
3,182
4,005
- 4,005
8,052
5,821
- 5,821
8,995
2,189
- 2,189
1,855
5,695
- 5,695
5,195
30,340
- 30,340
22,587
8,490
8,490
8,232
5,500
- 5,500
5,177
3,391
3,391
3,517
1,500
- 1,500
1,906
7,019
7,019
9,179
2,272
- 2,272
5,542
10,231
- 10,231
9,661
6,345
6,345
13,992
9,870
- 9,870
8,100
496,001
- 496,001
477,509
(70,062) 894 (69,168) 33,309
Wilshaw & Associates Professional Corporation 27
Che =y Brook Zoo of Saint John Inc.
Statement of Cash Flows
For the year ended December 31, 2010
Cash provided by (used in)
Operating activities
Excess revenue (expenditures) for the year
Item not affecting cash
Gain on disposal of property, plant
and equipment
Amortization
Changes in non -cash working capital
balances
Accounts receivable
Interest receivable
Inventory
Accounts payable and accrued
liabilities
Deferred contributions
Investing activities
Proceeds on disposal
Purchase of property, plant and
equipment
Financing activities
Proceeds of long term debt
Repayment of long term debt
Cheques in circulation
Interfund loan
Increase (decrease) in cash and term
deposits
(12,500)
9,870 - 9,870 8,100
(60,192) 894 (59,298) 28,909
9,769 - 9,769
(16,740)
2010
2009
(1,416) - (1,416)
(1,393)
(544) - (544)
Operating
Restricted
5,545
Fund
Funds
Total
Total
$
$
$
$
(70,062)
894
(69,168)
33,309
(12,500)
9,870 - 9,870 8,100
(60,192) 894 (59,298) 28,909
9,769 - 9,769
(16,740)
(402) (402)
1,264
(1,416) - (1,416)
(1,393)
(544) - (544)
7,466
- - -
5,545
(52,383) 492 51,891 13,961
12,500
(10,130) - 10,130 17,699
10130 - 10130 5,199
- 20,000
(4,736) - (4,736) (3,347)
18,133 18,133
55,753 55,753) -
69,150 55,753 13,397 16,653
6,637 (55,261) (48,624) 25,415
Cash and term deposits - Beginning
of year 4,822 196,454 201,276 175,861
Cash and term deposits - End of
year
11,459 141,193 152,652 201,276
Wilshaw & Associates Professional Corporation 28
l`he: ry Brook ZOG. of Saiaii- Doha Inc.
Statement of Cash Flows
For the year ended December 31, 2010
1 Purpose of organization
The Cherry Brook Zoo of Saint John Inc. is a non - profit organization committed to maintaining accreditation
standards of the Canadian Association of Zoological Parks and Aquariums and to maintaining the mandates of
conservation, research, education and recreation.
The Cherry Brook Zoo of Saint John Inc. is incorporated under the laws of New Brunswick as a not - for - profit
organization.
The organization is a registered as a charitable organization under the Income Tax Act of Canada and, as such,
is exempt from income taxes.
2 Significant accounting policies
Fund accounting
Revenues and expenses related to operations and zoological park and administrative activities are reported in
the Operating Fund.
The restricted fund was initially set up in 2005 when the Board of Trustees internally restricted $415,000 of
bequests received during the year. These restricted funds have been designated as a contingency fund that may
be used under certain circumstances for operational items as determined by the Board of Trustees
Revenue recognition
The organization follows the deferral method of accounting for contributions.
Restricted contributions are recognized as revenue of the appropriate fund in the year in which the related
expenses are incurred. Unrestricted contributions are recognized as revenue of the appropriate fund when
received or receivable if the amount to be received can be reasonably estimated and collection is reasonably
assured.
Investment income is recognized as revenue of the appropriate fund when earned.
Grant revenue, gate fees and retail sales are recognized as revenue of the Operating Fund when received or
receivable.
Volunteers' time contributions are not recognized in the financial statements due to difficulty of determining
their fair value.
Donated materials and services
Donated materials and services are recorded at fair market value where the value can be reasonably determined.
Wilshaw & Associates Professional Corporation 29
Ciieny Rraok Zoo of Saint Jobn t ;l .
Notes to Financial Statements
December 31, 2010
2 Significant accounting policies (continued)
Inventory
Inventory is stated at the lower of cost and net realizable value.
Use of estimates
The preparation of financial statements in conformity with Canadian general accepted accounting principles
requires management to make estimates and assumptions that affect the reported amount of assets, liabilities,
revenues and expenses. Estimates are used for, but not limited to, accounting for doubtful accounts and
amortization. Actual results could vary from those estimates.
Property, plant and equipment
Asset additions fully financed by current revenue are expensed in the year of purchase. Other property, plant
and equipment are stated at cost less applicable government assistance and capital donations applied.
The cost of assets purchased and expensed to date is $1,938,301 (2009 — $1,938,301).
Amortization is provided for on property, plant and equipment using the following annual rates:
Building, enclosures and site improvements 5% straight -line
Equipment 20% declining balance
Vehicles, Mini Golf and displays 20% straight -line
Zoo animals
Zoo animals are expensed in the year of acquisition.
3 Financial Instruments and Risk Management
The organization's financial instruments consist of cash and term deposits, receivables, accounts payable and
long -term debt. Unless otherwise noted, it is management's opinion that the organization is not exposed to
significant interest, currency or credit risks arising from these financial instruments. The fair value of
receivables and accounts payable approximates their carrying values, due to their short -term nature.
Wilshaw & Associates Professional Corporation 30 (2)
Cherry R-rook Zoo of Saint John Inc.
Notes to Financial Statements
December 31, 2010
4 Property, plant and equipment
5
Tenn deposits in the amount of $25,000 are pledged as security on the loan.
Repayments in each of the next three years are as follows:
Year ending December 31, 2011
2012
2013
6,846 11,917
5,071
5,430
1,416
Wilshaw & ,4ssociates Professional Corporation 31 (3 )
2010
2009
Accumulated
Cost
Amortization
Net
Net
$
$
$
$
Buildings, enclosures and
site improvements
163,247
163,246
1
1
Equipment
8,385
8,385
-
-
Vehicles
27,829
5,310
22,519
15,929
Mini Golf
26,061
11,727
14,334
19,546
Displays
5,590
3,354
2,236
3,354
231,112
192,022
39,090
38,830
Long term debt
2010
2009
S
$
Term loan of $20,000 with interest at 6.85% repayable in monthly
instalments of $478 including interest, due March 04, 2013.
11,917
16,653
Less: Current portion
5,071
4,736
Tenn deposits in the amount of $25,000 are pledged as security on the loan.
Repayments in each of the next three years are as follows:
Year ending December 31, 2011
2012
2013
6,846 11,917
5,071
5,430
1,416
Wilshaw & ,4ssociates Professional Corporation 31 (3 )
4
SAINT JOHN
berry Brook Zoo,
W,
r , 4
Mission Statement
To achieve and maintain M'
Accreditation Standards of the
Canadian Association of Zoos and =
Aquariums.
To achieve financial stability fo
the Cherry Brook Zoo.
.40
To adhere to the mandates,
standards, and the code of ethics
of accreditation.
To inspire a genuine concern for T` ��-
-_ A
all animal species.
33
Main Entrance Building
34
_ Retail Gift Shop
r
Junior Zookeeper Camp
Birthday Parties, Seminars & Meetings
00
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37
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The New Arrivals}
Black Spider
Monkeys
Spartan
Maggie
Nilgai - Ferris & Marie
1
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Mouf Ion Sheep
Damara Zebra — E
SSP Callimico —the rarest of the rare
Sponsored by
Royden Ferris Estate
Rosa London Estate Mai
Marie Barton Estate -
Rory Grant
Maggie Zed
Spartan Sports Ltd.
SSP Callimico Goldhi
4 �
For the young and the young at heart, for the support, for the
Volunteers and for the next generation ...
U F Lti • l
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39
They all care about their Zoo
Cherry Brook Zoo Inc. Summary Statement of Operating Revenues & Disbursements
Budgets Years: 2010, 2011, 2012, 2013, 2014
Revenues
Gate Income/ Friends of the Zoo
Donations (excluding bequests)
Retail Sales
Canteen/ Parties/ Seminars
Spec. Event - Fund Raising
Miniature Golf
Sub total revenue
Disbursements
Wages /Employee Benefits
Workers Comp.
PropertyTaxes
Heat /Lights /Power
Phone, internet, cell Sgrvices
Uniforms
Animal Purchase
Animal Care - medical
Animal Feed
Vehicle Costs (gas, repairs, ins)
Professional Memberships
Training & Development
Repairs & Maintenance
Miniature Golf
Advertising & Promotion
Bank Charges - all accounts
Professional Fees
Insurance (property & liability)
Office & Administration
Miscellaneous
n
Fundraising /Special Events •jl
Canteen/ Birthday /Seminars -
Equipment
Retail purchases
Truck Bank Loan /interest
Security (non equpment)
Accreditation /Bldg. Fixtures
Sub total disbursement,
Net Operational
City of Saint John Grant
Quispamsis - Donation 0 ,
Rothesay - Donation
Year End/ Deficit
Budget
Operating Y/E
Budget
Operating Y/E
Budget
Budget
Budget
Submitted
Audited
Submitted
Forecast
Submitted
Forecast
Forecast
for 2010
2010
for 2011
2011
for 2012
2013
2014
t
$151,794
$145,095
$152,000
$140,000
$152,000
$152,000
$152,000
$45,000
$56,471
$40,000
$48,000
$40,000
$40,0001
$40,000
$30,000
$32,554
$35,000
$30,000
$35,000
$35,000
$35,000
$21,000
$30,936
$38,000
$18,000
$38,000
$38,000
$38,000
$45,000
$43,775
$42,000
$54,000
$42,000
$42,000
$42,000
$13,000
$10,600
$13,500
$10,000
$13,500
$13,500
$13,500
$305,794
$319,431
$320,500
$300,0001
$320,500
$320,500
$320,500
$207,425
$227,099
$224,000
$225,250
$226,685
$226,685
$226,685
$3,000
$2,600
$2,600
$2,600
$2,600
$2,600
$2,600
$8,232
$8,490
$8,300
$8,300
$8,300
$8,300
$8,300
$24,500
$19,126
$22,000
$22,000
$22,000
$22,000
$22,000
$5,500
$5,500
$5,1001
$5,500
$5,100
$5,100
$5,100
$1,000
$1,500
$1,500
$1,500
$1,500
$1,5001
$1,500
$20,000
$510
$20,000
$12,000
$20,000
$20,000
$20,000
$10,000
$5,821
$10,000
$5,800
$10,000
$10,000
$10,000
$18,500
$15,727
$18,500
$16,000
$18,500
$18,500
$18,500
$15,000
$15,248
$15,000
$15,500
$15,000
$15,000
$15,000
$3,758
$7,132
$3,600
$4,000
$3,600
$3,600
$3,600
$6,000
$3,391
$6,000
$4,000
$6,000
$6,000
$6,000
$25,000
$30,340
$25,000
$27,000
$28,500
$28,500
$28,500
$3,500
$425
$2,500
$500
$2,500
$2,500
$2,500
$15,000
$10,071
$15,000
$5,250
$15,000
$15,000
$15,000
$3,788
$5,255
$4,200
$5,0001
$4,200
$4,200
$4,200
$5,500
$5,695
$5,500
$7,003
$5,500
$5,500
$5,500
$11,000
$9,608
$11,000
$11,000
$11,000
$11,000
$11,000
$15,000
$21,666
$15,000
$18,000
$15,000
$15,000
$15,000
$1,000
$2,189
$1,000
$1,000
$1,000
$1,000
$1,000
$8,000
$4,055
$8,000
$8,500
$8,000
$8,000
$8,000
$10,500
$17,250
$13,500
$9,000
$13,500
$13,500
$13,500
$6,500
$2,272
$6,500
$3,000
$6,500
$6,500
$6,500
$16,000
$16,472
$15,000
$12,750
$15,000
$15,000
$15,000
$6,000
$5,730
$5,550
$5,700
$5,550
$5,550
$5,550
$6,185
$0
$6,185
$0
$6,345
$3,500
$455,888
$449,517
$470,535
$439,653
$470,535
$470,535
$470,535
($150,094)
($130,086)
($150,035)
($139,653)
($150,035)
($150,035)
($150,035)
$60,000
$60,000
$5,000
$5,000
$11,000
($150,094)
($65,086)
($150,035)
($63,653)
I,
Working
Budget
2012 -2014
$ 150,000.00
$ 40,000.00
$ 34,000.00
$ 30,000.00
$ 45,000.00
$ 12,000.00
$ 311,000.00
$ 223,000.00
$ 2,500.00
$ 8,300.00
$ 22,000.00
$ 5,500.00
$ 1,500.00
$ 10,000.00
$ 7,000.00
$ 18,000.00
$ 15,000.00
$ 3,600.00
$ 5,000.00
$ 28,500.00 �
$
$ 8,000.00
$ 4,200.00
$ 6,000.00
$ 11,000.00
$ 15,000.00
$ 1,000.00
$ 5,000.00
$ 10,000.00
$
$ 15,000.00
$ 5,550.00
$ 430,650.00
$(119,650.00)
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R
SAINT JOHN COMMUNITY ARTS BOARD
"STATE OF THE ARTS" REPORT
to
SAINT JOHN COMMON COUNCIL
November 28, 2011
Every day citizens of Saint John are working hard to contribute to the life, vibrancy and economy
of our community. Your financial investment makes an important contribution to the wellness of
our cultural economy. In fact, it significantly helps artists leverage support from the private sector,
as well as other levels of government that serves to benefit our community, families, and people
who live here. The City's adoption of the Arts and Culture Policy in 2005, and it's commitment to
public art are keystone elements that contribute to growth in times where financial pressures
create difficult balancing acts. Arts and culture will weigh heavily with the implementation of
PlanSJ as it deals with the city's changing economies. Your Board is committed to realize the
potential that arts and culture can have for the city.
SAINT JOHN'S SUCCESSES:
- Cultural Capital of Canada designation for 2010
- Saint John 225 Celebrations
- `First ever' Saint John Arts Awards Gala - "The Originals," held at Imperial Theatre honouring
the value of arts and culture to our community in tune with the Sports and Board of Trade awards.
- Saint John Community Arts Funding Program — a small granting program that focuses on
emerging artist and projects that benefit the community. 31 Groups received funding this year.
- Winning CBC's Maritime's Cultureville contest and being named the top choice as the Maritime
region's cultural centre. Over 70 communities participated and only one other New Brunswick
municipality made the top ten list - Sackville at position # 8. The City was highlighted in a special
half hour broadcast leading up to Culture Days in Canada.
- Established the New Brunswick International Sculpture Symposium which we see six stone
sculptors create large scale granite artworks over a 6 -7 week period from August 2 to September
15, 2012 at the Coast Guard site.
- Participated in Plan SJ and Peel Plaza consultations.
- Hosted a strategic planning day gathering feedback from the community on the Boards
activities.
SAINT JOHN COMMUNITY ARTS BOARD'S 2012 BUDGET RECOMMENDATIONS:
- That the City maintains funding levels to the arts consistent with the previous three years at
$80,000 in fiscal year 2012.
- That the City seeks means to further integrate arts and culture in its policy initiatives, specifically
Plan SJ.
- That the City seeks to nurture our changing economies in so far as Saint John's creative
economy is already a major source of jobs, and an important avenue for the future growth of our
city's workforce. The recent investments in arts and culture have achieved their targets; ongoing
and future investments are part of Saint John's economic recovery and will help ensure our long-
term prosperity.
We make these requests understanding that the current economic situation continues to be
difficult and unstable. Your Saint John Community Arts Board is highly motivated to collaborate
with Council to ensure that Saint John is one of the best places to invest and innovate. Sustained
investment in arts and culture will ensure job stability, help to support the creation of new quality
jobs, and maintain Saint John's edge.
74
2012 - AN EXCITING YEAR AHEAD:
- Saint John International Sculpture Symposium — Sculpture Saint John will reflect so well on
Saint John with cruise ship visitors and tourists. The participating communities of St. George,
Quispamsis, Rothesay, Grand Bay - Westfield, and Saint John, as well as UNBSJ will receive a
sculpture from this event.
- 2nd Biennial Saint John Arts Awards Gala to be held in early June 2012 at the Imperial Theatre.
- Policy for monuments, plaques, and public art to be placed along Harbour Passage.
- Saint John Community Arts Funding Program
ONGOING
Your saint John Community Arts Board will continue to work towards providing input, support, and
realization of the following important objectives:
- Peel Plaza public plaza and public art developments.
- Arts Corridor concept - North of Union (Carleton Street and Wellington Row).
- Annual report to Common Council — State of the Arts.
- Public Art Maintenance Program (including Market Square responsibilities).
- Promotion of Maine -New Brunswick MOU on Culture.
- Promotion of Percent for Art — City, other governments and private developers.
- Post - Secondary Education Facility in arts /culture - related discipline — located uptown.
- Municipal Art Collection.
- Donations Policy for the City.
- Vision 2015 Implementation.
- Develop Public Art inventory and brochure.
- Board nominations.
- Companion brochure to Arts and Culture Policy
- King's Square developments (i.e. Paramount Theatre, County Court House, former Bargain
Shop)
CURRENT BOARD MEMBERS
David Adams, Chair
Saint John String Quartet / Symphony New Brunswick / University of New Brunswick - Saint John
Dr. Li -Hong Xu, 1St Vice Chair - Physics Department, UNB Saint John
Michael D. Wennberg, Immediate Past Chair - Counsel, Stewart McKelvey
Peter Asimakos - Uptown Saint John Inc.
Anne Bardou - Parks Canada
Stephen Carson - Enterprise Saint John
Signe Gurholt - NBCC Saint John
Councilor Patty Higgins — City of Saint John
Peter Magee - Chiropractor
John P. Rocca - Ellerdale Investments Ltd.
Stephen Tobias - Saint John Theatre Company
Heather White - Brittain - Arts Supporter
Kate Wilcott - InterAction Children's Theatre Company
75
September 19, 2011
His Worship Mayor Ivan Court, Deputy Mayor Chase
And Councillors
Subject: Committee System form of Governance
Your Worship, Deputy and Councillors,
Over the past several years Council has received presentations from staff and from the City of
Fredericton on the Committee System form of Governance. At the April 28th 2008 Council
meeting 1St and 2nd readings were given to a by -law respecting this governance system, and a
resolution was passed by Council at the November 17, 2008 meeting not to proceed at that time
with the committee system. On May 25, 2009 Council directed the Clerk to schedule another
presentation on the committee system, and on August 29, 2011 Council directed the Common
Clerk, the City Manage and, the City Solicitor to prepare a draft by -law with respect to a
committee system of governance.
This report and attached slides will review a proposed committee system form of governance for
the City of Saint John, and the draft by -law will be reported to Council at a later date.
A Standing Committee System for Municipal Government puts more focus on citizen
participation, permits Council to concern itself with policy issues, and would align with the
recently approved service based organization. Five Standing Committees are proposed, Growth
and Development, Urban Environment, Transportation and Environment, Saint John Water, and
a Coordinating Committee. Council members will comprise the membership on all the
committees, with the chairs of each committee being a member of the Coordinating Committee
to be chaired by the Mayor.
Some cities operating under a Standing Committee system are: Port Coquitlan, BC, Calgary and
Edmunton, AB, Winnipeg, MN, Barry, Kinston, Richmond, Guelph, Hamilton and London, ON,
St. John's, NF, Cape Breton Regional Municipality, NS, and Fredericton, NB.
Respectfully submitted,
Elizabeth Gormley
Common Clerk
l� -
SAINT JOHN P.O. Box 1971 Saint John, NB Canada E2L 40 I www saintjohn.ca I C.P. 1971 Saint John, N. -B. Canada E2L 4L1
76
COMMITTEE SYSTEM
Proposed New Governance Model
for The City of Saint John
77 � � \
Principles of Good Governance
Legitimacy & Voice
Direction
Performance
Accountability
Fairness
U:3
Democratic/ Accessible
& Representative
Strategic Vision
Reponsive/
Efficient
Effective &
Accountable /
Transparent
Equity /Rule of Law
Common Purpose
Clear Direction
Clear Accountability
Improved Decisions
Citizen Participation
Better Service
Effective /Efficient
79
Potential Benefits and Pitfalls
Potential Benefits
► Specialize
► Interests
Citizen Input
Public Opinion
Speed Up Work
Informal Atmosphere
Participation of Staff
Better Decisions
Accountability
Responsive / Transparent
Potential Pitfalls
► Ignore Vision
Duplication Effort
Fragmented Outlook
Buck Passing
Neglect Community
Interference in Operations
Conflict .jurisdiction
Time lines
Design Pr[ndiples
Embrace the principles of good governance
Realize desired governance outcomes
Focus Council on policy and setting strategic
direction
Achieve the Community's vision
Realize the benefits, avoid the pitfalls
81
Model Features
► Anchored in achieving Community's Vision
► Focused - policy and strategic direction
More active /involved roles for Councillors
Enhanced public participation
More effective decision - making process
Improved effectiveness and efficiency in
operations
Improved accountability and transparency
E:%
Policy Focused System
• Policy... a governing principle, plan or course of action that guides or
influences future decisions
• Council makes public policy decisions; others implement
Policy
Adopt budget / set tax rate
Adopt visions /goals for
community, set strategic
direction
Adopt policy allowing or
prohibiting off - street
parking
Administration
Propose budget, analyze
alternatives, spend<limits
Deliver services in support
of Council's strategic
direction
Enforce terms
policy
of parking
Political Organization
('0111nlittee of 4N11ole
i_:0111111i111 4_:Ie1 k
Growth Development
1': o 111111 itte e
4_.41111111i111 '_.411111cil
Transportation .+ Environment
Committee
Urban Environment
Committee
E:YI
City Manager
Treasurer
Saint Jahn Water
Committee
Coordinating
Committee
Committee Composition
► Only members of Council appointed to SPCs
► Mayor is ex- officio member (no vote; no
quorum)
City Mgr has right to attend all SPC meetings
Committee of Whole: All Members of Council
Coordinating Committee: Mayor (Chair),
Chairs of SPCs
Standing Policy Committee: 5 Members of
Council
E:16'7
Appointments
Chairs appointed by Mayor
Committee Members appointed by Council
Vice Chair elected by Standing Committee
Membership
A member of Council can only chair one
committee at any given time
► A member of Council cannot chair same
Committee in consecutive rotations
E:101
Committee Rotations
► Chairs are rotated every two (2) years
► Membership is rotated every two (2) years
Two (2) Members remain on the Committee
with three (3) new Members added
Rotation occurs midway through Mandate
(June)
Appointments according to established
process
[.*IN
Standing Committee Mandates
Standing committees make recommendations
on policy within a specified mandate
Broad mandates define the purpose and
authority of each committee
88
Public Presentations
► Public presentations are made at Committee
meetings
► The public does
Council unless:
not make presentations to
Required by legislation (i.e.: public hearing)
Recommended by a Committee and approved by
Council
Requests to make public presentations
require a written submission to the Clerk
IQ*
Termination
► Non - performance
Personal Agenda
Not calling Meetings
Not representing views of Committee
Not Attending
Procedures
Rare Occurrence
NP]
Work Flow
Members of Council
Citizens
Administration i4 Committee_ iI Council
ABCs
Fundamental Change:
Other Stakeholders
Access to the Strategic Decision - Making
Process is through Committees
01
Work Flow
Members of Council
Citizens
City Manager
Common Clerk Common Clerk Council
Treasurer 11*1 1 1:> ( -i
City Solicitor
ABCs
Other Stakeholders Committees
(COW & Standing Commiees)
Standing Committees
Committees
�`' 92
Administrative Inquiries
► Administrative Inquiry: written request from
Committee Member for information /report
related to policy
Requests made through Committee to City
Manager, City Treasurer, City Solicitor and /or
Common Clerk
CM, CS, CC,CT answers verbally, in writing or
commits to written response
Only SC makes inquiries of CM, CT,CS and/or CC
No authority to make inquiries of CM,CS,CT,CC or
employees by Chairs or Committee members
�*x]
Ad Hoc & Sub-Committees
Ad hoc
Created by Council to review and develop
recommendations for special purposes
Report to Council
Sub - Committees
Created by Standing Committees to review and help
develop policy on matters that fall within the mandate
Report to Standing Committees
94
Principles of Good Governance
Legitimacy & Voice
Direction
Performance
Accountability
Fairness
� *M
Democratic/ Accessible
& Representative
Strategic Vision
Reponsive/
Efficient
Effective &
Accountable /
Transparent
Equity /Rule of Law
Agencies, Boards & Commissions
► ABCs deliver services on behalf of City
ABCs contribute to policy development with
recommendations and information
City ABCs directly accountable to Council
ABCs will report through one or more of the
Standing Policy Committees (depending on
SPC mandate)
ABC mandate, authority, membership, service
outputs defined in Terms of Reference
Potential to eliminate some
96
Agencies, Boards & Commissions
Required reporting to Council through one or more
SPCs on:
Activities and performance
How activities contribute to Council's policy, strategic
direction and priorities
Budget allocations dependent - reporting,
performance, outcomes and alignment with
strategic direction
Requires individual review to determine real need
Councillors should be Governors not ABC members
MM
Current System:
Meeting Type
Approximate Time Commitment
Total Time Commitment
Committee of the Whole
2 hrs /meeting X 2 meetings /month
4 hours per month
Council Meeting
4 hrs /meeting X 2 meetings /month
8 hours per month
Committee of the Whole
(reduced meeting time)
12 hours per month
Does not factor in weekly meetings during budget time.
Proposed System:
Each committee meets once per month.
Each councilor serves on 2 committees.
Committees
Approximate Time Commitment
Total Time Commitment
Each Committee
1.5 hrs /meeting X 2 meetings /month
3 hours per month
Coordinating Committee
(4 Chairs of SPC's)
1.5 hrs /meeting X 1 meeting /month
1.5 hours per month
Committee of the Whole
(reduced meeting time)
1 hr /meeting X 2 meetings /month
2 hours per month
Council Meeting
(reduced meeting time)
1.5 hrs /meeting X 2 meetings /month
3 hours per month
9.5 hours per month
Sample Meeting Schedule:
June 2012
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
May 27
28
29
30
31
Jun 1
2
3
4
5
6
7
8
9
COW Closed
G &D Meeting
Council Meeting
Titus / Farren /
Higgins / Snook /
McGuire
10
11
12
13
14
15
16
Coordinating
UE Meeting
Committee
McGuire / Mott /
(Chairs of SPC's)
Snook / Sullivan /
Norton
17
18
19
20
21
22
23
COW Closed
T &E Meeting
Council Meeting
Norton / Higgins /
Titus / Chase /
Court
24
25
26
27
28
29
30
SJW Meeting
Chase / Sullivan /
Court / Mott /
Farren
SPC — Standing Policy Committee G &D — Growth & Development
UE— Urban Environment T &E— Transportation & Environment
Off::
SJW — Saint John Water