2012-02-01_Agenda Packet--Dossier de l'ordre du jourCity of Saint John
Common Council Meeting
Wednesday, February 1St, 2012 @ 4:30 p.m.
Location: Common Council Chamber
1.1 2012 General Fund Operating Budget
City of Saint John
Seance du conseil communal
le mecredi 1 fevrier 2012
Lieu: Salle du conseil communal
1.1 Budget d'exploitation 2012
City Hall
15 Market Square
January 31, 2012
Deputy Mayor and Councillors:
Subject: Special Meeting of Council
P.O. Box 1971
Saint John
New Brunswick
Canada E2L 4L1
cCR4I
City of Saint John
I am requesting a special meeting of Council on February 1, 2012 at 4:30 pm in the Council Chamber to
discuss the 2012 General Fund Operating Budget.
Respectfully Submitted,
Ivan Court
Mayor
Recommendations
It is recommended that Common Council approve the 2012 Operating Budget for the General
Operating Fund and adopt the following resolutions;
Therefore be it resolved:
1. That the sum of $144,642,653 be the total Operating Fund Budget of the City of Saint John for
2012 and;
2. That the Warrant for the City of Saint John for the year 2012 be approved in the amount of
$114,504,447, and;
3. That the tax rate for the City of Saint John be $1.7850 in accordance with Subsection 5.01(3)(b)
of the Real Property Tax Act, and;
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, and;
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.
The City of Saint John
2012
Budget Summary
2012
2011 PROPOSED
BUDGET BUDGET
Total Expenditures:
$
138,523,058
$
144,642,653
Less: Non -Tax Revenue:
$
(10,403,175)
$
(11,219,478)
$
128,119,883
$
133,423,175
Unconditional Grant
$
19,304,825
$
18,918,728
Net Budget
$
108,815,058
$
114,504,447
Tax Denominator
$
6,096,081,660
$
6,414,814,937
Tax Rate
$
1.7850
$
1.7850
30/01/2012
APPENDIX A
VARIANCE
$ 6,119,595
$ (816, 303)
$ 5,303,292
$ (386,097)
$ 5,689,389
Page 1 of 1
Need for Pension Reform
The City has a legal obligation to fund any pension deficit. Absent the proposed reforms ie reduced
benefits, the City will face a significant risk that the liability for plan benefits will continue to increase
(age, service, indexing) while returns and contributions will not be sufficient to meet the obligations. In
effect, the $9.01VI extra in 2012 will just be the first of many demands for increased funding. The
taxpayer in the meantime will continue to experience reduced services and /or a higher tax rate for the
same level of services as the City tries to put more funds into the plan. Simply put, without reform both
the City and the taxpayer will be disadvantaged and if the actuarial assessments are correct the plan
benefits themselves will be put at risk. Again if the plan becomes unable to meet its obligations the City
must (tax rate increase) by law find the money to cover the cost.
Bottom line is that pension reform must be given priority and our provincial representatives must
become vocal advocates for the needed reforms in order to protect the public interest.
Need for Sound Decision Making
Expenditure cuts must be linked to service levels. Reductions of the scope currently under consideration
will have real impacts on service levels. The primary consideration when making decisions must be the
'well -being of the community'. From one perspective this means balance. The funds must be allocated
so that the community's many needs are given balanced attention.
All the money cannot go to roads or just police or just fire or just recreation. A thriving progressive
community that is positioned to attract new residents and new investment must also provide a
compelling quality of life. This means that some investments in green spaces, community events,
economic development, tourism attraction etc are also necessary.
Consideration must also be given to those services that will encourage new growth and investment in
the community. Growth is needed in order to provide stable financial resources to fund community
programs. Whether it is better roads, a sound heritage program or aggressive tourism promotion the
City must encourage positive growth if it is to meet the service expectations of its citizens.
Council should focus on the policy directions (tax rate, envelopes available for services, support for third
party funding requests etc). Once the policy direction is established then task the administration with
pursuing an effective means of implementation.
A narrow focus on line item expenditures is ineffective and without a full understanding of the linkages
to other services can lead to poor decision making. For example, intelligence led policing relies heavily
on IT infrastructure. An ill- informed but well intentioned reduction in IT personnel would have a direct
negative impact on the policing program. Likewise a reduction in legal services will have a consequent
effect on bylaw enforcement and real estate acquisition initiatives.
Contrast this with a policy direction that no more than $20.M will be allocated for policing services and
requiring the Chief and his staff to report back on how best to meet the service requirements.
1
Policy Directions to be adopted by Council as part of 2012 Budget
Council Leadership;
Snow -Ban — 30 month moratorium on any changes or adjustments — each one off adjustment
compromises efficiency and effectiveness of snow operations, benefits only a few residents and
increases costs for all taxpayers
Grievance Process — direct staff to remove CC from grievance process in all future contract negotiations
— introduces political dimension to what should be contract administration consistent with operational
requirements — allows managers to manage
Councillors motions - no service expansions at all without a corresponding cut in another service - no
Council motions directing new initiatives or increased service without identifying that resources exist as
a mandatory precondition.
Funding Requests - no new major grants for anything that is not related to a core City service - (UNBSJ,
St Joe's, maybe the YMCA) - limit presentations at Council from groups looking for money — no multi-
year commitments given the uncertainty that the City faces re its own funding levels - for all of the
smaller social and cultural grants Council should establish a competitive community grants program with
a budget envelope - the grants would be evaluated by an interdepartmental grants committee who
would provide recommendations to Council on grants which align with community and service
outcomes
Fees /Charges — all fees, including bylaw rates, are to be automatically adjusted for inflation each year—
recognizes costs increase each year and avoids substantial price shock on periodic basis— makes it easier
for users of service to adapt to rate changes
General Capital — future projects must align with objectives and principles of PlanSJ — ensures
infrastructure investments will contribute to higher density objectives and avoids encouraging sprawl
Conditional Funding — eliminate capital projects identified as conditional on Federal /Provincial support
— City must limit its capital expenditures in order to reduce debt repayment costs — this means available
funds must be used for highest priority City needs (infrastructure, roads, buildings etc) — aligns with
Fed /Prov insistence that they only have one priority — does not create false expectations with sponsor
groups
2
Business Practices;
City Hall — direct staff to renegotiate lease with smaller footprint and lower costs — police leaving —
opportunity to reconfigure and reduce space — landlord will want to retain City as prime tenant
Expropriation — adopt policy that City will initiate expropriation process on all required property
acquisitions and proceed to friendly negotiation to resolve — ensures timely acquisition, minimizes time
to negotiate and allows public works projects to proceed on timely basis, due process protects property
owner
Fire Service Bylaw — develop fire bylaw with suite of charges for non - essential service such as fire
inspection to industrial, commercial, institutional properties etc
Performance Measures — continue to develop meaningful metrics on efficiency and effectiveness of
various services — supports sound decision making, ensures value for money, increases accountability for
results
Customer Service — scale back scope from planned centralized call taking to involve only business
practices, process improvement in each customer facing area — avoids increased HR requirement (call
centre) and capital investment (facilities, hardware etc)
Transit Services — should be minimum density thresholds established as part of the formal review to
reinforce principles of PlanSJ before any transit service is provided to an area - should also require base
ridership levels to keep service on various routes - have to use it or will lose it — transit is a heavily
subsidized public service not a personal taxi service
Debt Management — a debt management policy will be developed that sets multi -year target levels for
borrowing capacity and debt service costs — ensures we are managing debt and it is not managing us —
policy will become a key driver in establishing capacity for future capital expenditure programs
Solid Waste Diversion — tipping fee for solid waste is over $100 per tonne — tipping fee for compost is a
fraction of that cost — need to promote and /or incent diversion to recycling and composting — tax money
is literally going to the dump because of poor individual practices
Sick Leave — current contract provisions provide up to 18 days sick leave per year per employee — many
regard as available time off — cost is lower productivity or higher overtime to back fill — need new
attitude towards absenteeism and new approach to managing sick time — requires contract negotiations
with four bargaining units
3
• Strategy —pros and cons of assuming vs planning for no pension relief —
impact on citizens, politics
• Pension funding needs — General Fund /Water Sewerage
• Long -term Financial impact of no pension reform — cost of indexing
• Committed Costs— (RFC, Assessment, Rent, Local 18, Debt, Market Sq, etc)
• Lay off provisions in contracts /non -union — related legal requirements and
costs
• Grants —social/provincial/political vs must have vs quality of life
• Core Services -what we must be doing vs what we are doing
• Fee for services —new or increased —process requirements —customer
response
• Service Reductions /Savings /Impacts —objective sustainable cost savings,
minimize impact on core services
• Longer term 2013/2014 potential initiatives
options
1. 2012 Budget with stable tax rate as presented with detailed back up plan ready in 4 -6 weeks
o Tax payers get same level of service for same tax rate
o Plan B in place if needed
o Potential reductions can be selected and implemented for 2013 with lower tax rate
o Allows us to determine impact of regionalization, new grant formula etc
o Requires that pension form proceed
o Can't achieve 100% of reduction beginning in April if reform fails but some available
o Makes it clear that pension reform is critical part of our financial planning
2. 2012 Budget with stable tax rate and service reductions assuming no pension reform and
increased funding for pension plan (Plan B)
o Taxpayers get significantly reduced level of services for same tax rate
o Facilitates property tax reduction in 2013
o May make it easy for province to walk away from needed reforms
o City will be required to contribute about $21.OM/Yr to plan (no benefit to taxpayer)
o Leaves City exposed to increased pension liabilities with indexing still in plan
o Pension reform debate will drag on for extended period — employee cooperation unlikely
3. 2012 Budget with stable tax rate, some service reductions and equal increased provision for
pension
o Taxpayers get some reductions in non -core services at same tax rate
o Plan B still available for implementation in 2012/13 if needed /desired (better planning)
o No premature and excessive reduction in services if reforms proceed
o Can't achieve 100% of reduction beginning in April if reform fails
o Allows us to determine impact of regionalization, new grant formula etc
o Makes it clear that pension reform is a critical part of our financial planning
City of Saint John General Fund
Impact of Reduction to Budget
to Account for No Pension Reform
Proposed 2012 budget
Committed items
Fiscal charges
Transit fiscal charges
Pension funding (with reform)
Local 18 wages
Market Square Common Area costs
Regional Facilities Commission
DMO
Street lighting
Property Assessment
Insurance
Water supply - fire protection
City Hall Building
Net variable costs
19/01/2012
143, 848, 000
17,028,000
1,458,000
13,261, 000
11,629,000
2,089,000
1,572,000
845,000
1,158, 000
1,244, 000
969,000
2,200,000
1,766,000 55,219,000
Required reduction (estimate) 7,942,521
88,629,000
Percentage reduction required 8.96%
Job Security Provisions
The following articles detail the layoff restrictions in each of the four collective
agreements.
Local 61 Saint John Police Association
3.04 No Lay -Off
There shall be no lay off of present incumbents during the term of this
agreement.
Note: Employee reductions can only be achieved through attrition
Local 18 Outside Workers
6:04 Establishment Minimum 293
During the term of this Collective Agreement, the number of Local 18 positions
shall not be reduced below a minimum of two hundred and ninety -three (293)
permanent full -time positions.
It is understood that where there is a lack of work in a Department, the
Employer may transfer or abolish and create a position in the same Department
or another Department as long as the number of positions is not reduced below
293.
Any such transfers shall be offered by order of seniority and ability to
employees in the affected Department.
In this Article, "Department' shall be defined as Municipal Operations &
Engineering, Building & Inspection Services, Corporate Services, and Leisure
Services.
Note: Employee reductions below 293 are not possible.
Local 486 Inside Workers
5:03(a) Contractinc Out
Permanent employees shall not be laid -off nor suffer a reduction in working
hours as a result of the Employer contracting out its services.
Note: Employees may be laid off and the collective agreement does not
contain an article stating that layoffs are based on seniority.
5:03(b) Reduction of Work Force
Permanent employees with a continuous service date prior to August 9,
1985 shall not be laid off. (19 Named Employees)
Local 771 Fire
10:07(a) Personnel Reduction
In the case of a personnel reduction, with the exception of 10:07(b), the
employee with the least seniority shall be laid off first. Employees shall be
recalled in the order of their seniority. For the purposes of this Article, time in
the Fire Department shall constitute total seniority. No new employee shall be
hired until all laid -off employees have been given ample opportunity to return
to work.
Note: Employee reductions are based on seniority.
21/01/2012
CITY OF SAINT JOHN
FISCAL CHARGES BUDGET
2012
OUTSTANDING DEBENTURE BEGINNING OF YEAR
2010
2011
2012
2013
2014
PRINCIPAL
8,500,000
8,836,000
10,298,000
11,701,184
10,990,100
INTEREST
3,694,598
4,288,198
4,219,951
5,558,811
5,603,236
OTHER CHARGES
872,766
1,157,216
1,200,578
595,124.05
529,514.00
FISCAL CHARGES
13,067,364
14,281,414
15,718,529
1x,855,120
17,122,850
TOTAL EXPENDITURE PER DRAFT BUDGET
134,203,729
138,523,058
143,847,653
149,601,559
155,585,621
DEBT SERVICE RATIO
9.74%
10.31%
10.93%
11.94%
11.01%
2010
2011
2012
2013
2014
OUTSTANDING DEBENTURE BEGINNING OF YEAR
73,364,000
79,864,000
102,528,000
130,413,735
135,276,256
NEW DEBENTURES ISSUE
15,000,000
31,500,000
38,183,735
16,563,705
10,000,000
DEBENTURE DEBT REPAID
8,500,000
8,836 000
10,298 000
11,701,184
10,990,100
OUTSTANDING DEBENTURES - END OF YEAR
79,864,000
102,528,000
130,413,735
135,276,256
134,286,156
ORIGINAL BUDGETED FISCAL CHARGES 13,067,364
14,281,414 16,187,234
18,838,990
22,910,898
DIFFERENCE (COMPARED WITH ORIGNAL BUDGET)
468,705
983,870
5,788,048
"I f-I,
City of Saint John
2092 Operating Budget
Non- -Tax Revenue
Increase
Revenue
Plan B
Sale of Goods and Services:
Fire Service:
HAZMAT Funding
30,000
Still Negotiating
Point Lepreau
20,000
Still Negotiating
Clearance Letters
Mass Decon
Brunswick Pipeline Support
25,000
NEW
SJEMO
-
Training
25,000
Still Negotiating
Police Service:
Lodge Prisoners
-
Accident Reports
Secondments
Taxi Licenses
Other
Extra Duty -Other
Leisure Service:
-
Sports Fields
50,000
Additional
Seniors Programs
-
Carleton Community Center
-
North End Community Center
-
Rockwood Park
-
Administration
Pro Kids
-
Golf Course
-
Advertising at arenas
10,000
NEW
Hurley Arena
22,971
Additional
Gorman Arena
17,199
Additional
Belyea Arena
15,435
Additional
Peter Murray (Lancaster) Arena
15,021
Additional
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
12,500
Additional
Sale of Used Equipment
-
IT Administration
Garbage Collection
Transportation Tenders
-
Other Revenue From Own Sources:
Licenses and Permits:
Building Permits
180,000
Incr Fees
Plumbing Permits
47,000
Incr Fees
Demolition Permits
900
/ 1/L L
Mobile Home Permits
150
Gravel Pit Permits
-
Excavation Permits
Business Licenses
-
Application Fee Heritage Permits
10,000 NEW
Rezoning Applications
25,000 Additional
Rezoning Confirmation Letters
15,000 NEW
Fee Advertising Planning Application
25,000 NEW
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
(1,000)
Surplus 2nd Previous Year
-
Total Non -Tax Revenue: $
545,175 $ 545,175
Potential New Ideas for Revenue (some for Future)
IT Support for Rothesay Regional (Computers)
MO Traffic Counts
Cleaning catch basins for others
Right of Way Encroachments
Enforcement of Excavation permits
2 bag/week garbage limit
Line painting
PI G1S service to adjacent municipalities
Fl Hazmat
Point Lepreau
Additional Training & Point Lepreau - $44- 134,000
Mass Decon Project could bring in $200,000
Nova Scotia Fire Fighters College - $50- 100,000
Industrial Fire Fighter Training $50- 250,000
By -Law Revenue $50- 150,000
BI Fees for inspections outside service area
Additional fees when no permit is received
Fees for advisory/consulting services not core to permitting service
Voluntary payments for non - compliance
Fees for administrative work not core to service area
By -law to include annual fee increases
LS Advertising at Arenas -more in 2013- $15000
PC Increase parking meter rate 1- 75 -$2 -00
Extend meter operations
Adding additional areas
Blending Loading areas with street parking
City of Saint John - Wage Increases 2005 - Present
Year M
Management U
Union 486 U
Union 771
Union 18
2005 2
Increase %
% Increase %
% Increase
/o Increase
2006 3
2.90% 3
3,00% 4
4.00% 2
2.75%
3.00% 3
3.00% 4
4.00% 2
2,75%
2007 3
3.25% 3
3.00% 6
6.00% 3
3.25%
2008 2
2.50% 3
3.50% 5
5.75% 3
3.25%
2009 0
0.00% 3
3.25% 4
4.50% 3
3.50%
2010 0
0.00% 3
3.25% 4
4.50% 3
3.25%
2011 2
2.90% 3
3.00% N
N /A*
0.00%
Wage Increases h
1.94% 3
3.16% 4
4.79% 3
3.12%
ve een Spread out over the calendar year. -
Police in 2010 received two wage increase: 2.25% on January 1st, 2019 & 3% on July 1st, 2010
* Negotiations with local 771 has been referred to Arbitration.
Union 61
% Increase
4.00%
4.00%
4.50%
5.75%
4.50%'
5.25%
0.00%
4.64%
Growth & Planning
Services
Permitting &
Inspection Services
Development
Support
Geographic
Information Systems
July 14, 2011
Neighbourhood
Improvement
Recreation and
Cultural Programming
Fire and Rescue
Services
Emergency
Management
City of Saint John Service Alignment
Roadway
Maintenance
Sidewalk
Maintenance
Pedestrian and Traffic
Management
Stormwater
Management
Solid Waste
Collection
Transportation & Envir-
onment Engineering
Parks and Public
Spaces
Drinking
Water
Industrial
Water
Wastewater
Utility Business
Management
Water & Sanitary
Engineering
Financial
Management
Pension
Administration
Asset
Management
Human
Resources
Corporate
Planning
Intergovernmental
Affairs
Corporate
Communications
Information Technology
Systems
City of Saint John
2011
2012
2012
2012
2012
2012 Budget Summary
Approved
Plan A
Plan B
Projected
Projected
Neighbourhood Development
160,000
160,000
Proposed
150,000
150,000
Loch Lomond Community Center
45,000
45,000
reductions
Plan B
Plan C
Development Growth &
3,000
3,000
1,500
1,500
1,500
Community Planning & Development Service
1,539,400
1,506,870
6,000
1,506,870
1,506,870
Development Engineering
461,500
376,948
5,733
376,948
376,948
Geographic Information Systems
352,562
355,314
70,000
285,314
285,314
Heritage Conservation
427,085
419,928
100,000
319,928
319,928
Permitting & Inspection Service
1,136,028
1,136,028
184,000
952,028
952,028
By -Law Enforcement Service
929,184
936,466
265,000
671,466
856,466
Dangerous and Vacant Building Program
355,135
355,135
185,000
170,135 185,000
355,135
Minimum Property Standards Program
227,318
227,318
227,318
227,318
Other By -Laws
193,698
193,698
193,698
193,698
Animal Control
153,033
160,315
80,000
80,315
80,315
Tourism Service
925,000
845,000
845,000
845,000
Destination Marking Organization
925,000
845,000
845,000
845,000
Economic Development Service
2,271,229
2,288,671
103,500
2,185,171
2,205,171
Regional Economic Development (Enterprise)
400,567
432,DOO
100,000
332,000 20,000
352,000
Saint John Trade and Convention Center
586,662
570,283
570,283
570,283
Harbour Station
375,774
374,662
374,662
374,662
City Market
908,226
908,226
908,226
908,226
Award for Property Rehabilitation (Grant)
-
3,500
3,500
-
-
Urban Development Service
2,295,139
2,368,939
25,000
2,343,939
2,343,939
Saint John Development Corporation
175,000
175,000
15,000
160,000
160,000
Waterfront Development Corporation
105,000
105,000
10,000
95,000
95,000
Market Square - Common Area
2,015,139
2,088,939
2,088,939
2,088,939
Industrial Parks Development Service
316,000
315,000
15,000
300,000
300,000
Saint John Industrial Parks
316,000
315,000
15,000
300,000
300,000
Total Growth & Development Services
10,653,126
10,549,164
762,500
9,786,664
9,991,664
Neighourhood Improvement
558,685
716,238
163,233
553,005
553,005
Community Development
214,185
366,506
140,000
226,506
226,506
Neighbourhood Development
160,000
160,000
10,000
150,000
150,000
Loch Lomond Community Center
45,000
45,000
45,000
45,000
Ability Advisory Committee
3,000
3,000
1,500
1,500
1,500
Recreation Community Groups
36,000
36,000
6,000
30,000
30,000
P.R.O. Kids
100,500
105,733
5,733
100,000
100,000
Community Development Service Grants
787,765
840,265
173,500
666,765
666,765
Mindcare NB (Three Street Hockey Championship)
5,000
5,000
5,000
-
-
South End Days
1,000
1,000
1,000
-
Fusion Saint John
3,000
3,000
-
-
Pavilion Cup
5,000
5,000
2,500
2,500
2,500
Cherry Brook zoo
60,035
60,035
60,035
60,035
Library
456,230
456,230
456,230
456,230
31/01/2012
1of5
City of Saint John
2011
2012
2012
2012
2012 Budget Summary
Approved
Plan A
Plan B
Projected
Proposed
reductions
Plan B
UNBSJ Capital Campaign
100,000
100,000
100,000
Senior Citizens Center
1,000
1,000
1,000
-
Seniors Citizen Centre Rent
30,000
41,000
41,000
Human Development Council
40,000
40,000
5,000
35,000
Human Development Council Rent
8,000
16,000
16,000
PRUDE Rent
22,000
52,000
52,000
Seafarer's Mission
1,500
1,500
500
1,000
Senior Resource Center
3,000
3,500
500
3,000
Key Industries
30,000
30,000
30,000
-
St. Joseph Hospital Foundation
25,000
25,000
25,000
-
Recreation, Parks & Cultural Programming
1,474,276
1,400,627
-
1,400,627
Recreation Programming
1,149,291
1,062,053
1,062,053
Contract Service - Boys & Girls Club
122,400
122,400
122,400
Contracted Service - YMCA -FGCC /MCC
91,126
105,126
105,126
Cultural Affairs
111,459
111,048
111,048
Arts & Culture Grants & Other Funding
703,190
675,084
135,500
539,584
Imperial Theatre
321,714
320,817
320,817
Saint John Arts Center
74,976
74,767
74,767
Arts and Culture Board
90,000
80,000
50,000
30,000
Art Centre - Printing Press
10,000
10,000
-
Shards of Time - 225 Legacy
30,000
-
-
Public Art - Maintenance and Repair Budget
25,000
20,000
5,000
15,000
Symphony NB
5,000
5,000
5,000
-
NB Arts Board (Public Art Reserve)
25,000
25,000
15,000
10,000
Opera New Brunswick
3,000
3,000
3,000
-
Imperial Theatre Capital Campaign
25,000
25,000
25,000
-
Jazz and Blues Festival -Salty Jam
20,000
25,000
5,000
20,000
Saint John Theatre Arts
10,000
10,000
10,000
Festival de la Baie Francois
5,000
5,000
1,000
4,000
Fundy Bay Festival
15,000
-
-
New Year/ Canada Day Celebrations
17,500
17,500
2,500
15,000
Remembrance Day Ceremonies
2,000
2,000
2,000
NB Historical Society - Loyalist House
14,000
14,000
4,000
10,000
Unspecified Grants
20,000
33,000
10,000
23,000
Sculpture Symposium
5,000
5,000
5,000
Fire Services
23,680,651
23,221,402
250,000
22,971,402
Water Supply and Hydrants
2,200,000
2,200,000
2,200,000
Fire Rescue and Suppression
20,218,368
19,791,836
19,791,836
Medical First Responder
85,606
71,640
71,640
Hazardous Materials Emergency Response
149,583
146,358
146,358
Technical Rescue Response
81,320
86,926
86,926
Fire Prevention
853,302
904,042
250,000
654,042
250,000
2012
Projected
Plan C
41,000
35,000
16,000
52,000
1,000
3,000
1,400,627
1,062,053
122,400
105,126
111,048
539,584
320,817
74,767
30,000
15,000
10,000
20,000
10,000
4,000
15,000
2,000
10,000
23,000
5,000
23,221,402
2,200,000
19,791,836
71,640
146,358
86,926
904,042
31/01/2012
2of5
City of Saint John
2011
2012
2012
2012
2012
2012 Budget Summary
Approved
Plan A
Plan B
Projected
Projected
Roadway Maintenance Service
12,799,001
13,467,107
Proposed
13,132,107
13,132,107
Snow Control Streets
4,342,400
4,476,599
reductions
Plan B
Plan C
Fire Investigation
92,472
20,600
135,000
20,600
20,600
Emergency Management Service
320,000
320,000
100,000
220,000
220,000
Police Services
22,899,426
23,814,788
1,050,000
22,764,788
22,764,788
Public Safety Communications
2,246,900
2,316,934
20,000
2,296,934
2,296,934
Street Lighting
1,070,000
1,070,000
1,070,000
1,070,000
Affordable Housing
25,000
5,000
5,000
-
-
Non Profit Housing Assistance Grant
25,000
5,000
5,000
-
-
Total Urban Environment Services
53,765,893
54,380,338
1,897,233
52,483,105
52,733,105
Transportation
Roadway Maintenance Service
12,799,001
13,467,107
335,000
13,132,107
13,132,107
Snow Control Streets
4,342,400
4,476,599
4,476,599
4,476,599
Street Cleaning
1,997,000
1,901,941
135,000
1,766,941
1,766,941
Street Services (Surface Maintenance)
6,459,601
7,088,567
200,000
6,888,567
6,888,567
Sidewalk Maintenance Service
1,592,500
1,472,518
-
1,472,518
1,472,518
Snow Control Sidewalk
885,000
778,573
778,573
778,573
Sidewalk Maintenance
707,500
693,945
693,945
693,945
Pedestrian & Traffic Management Service
1,612,600
1,653,545
-
1,653,545
1,653,545
Traffic Enhancement
406,353
406,353
406,353
Traffic Maintenance
1,247,192
1,247,192
1,247,192
Stormwater Management
3,101,400
3,316,425
3,316,425
3,316,425
Solid Waste Management
4,104,942
3,982,698
3,982,698
3,982,698
Engineering
449,000
463,822
125,000
338,822
338,822
Parks & City Landscape
2,729,923
2,758,185
152,000
2,606,185
2,758,185
Parks Maintenance - service level / right -sized
2,201,057
2,212,098
2,212,098
2,212,098
Lifeguards
118,000
118,000
118,000
- 118,000
118,000
Urban Forestry - safety focus
363,866
354,087
354,087
354,087
Mispec Park
7,000
34,000
34,000
- 34,000
34,000
Saint John Horticultural Association
40,000
40,000
40,000
40,000
Sports & Recreation Facilities Service
3,466,709
3,475,294
102,000
3,373,294
3,373,294
Arena Operation & Maintenance - market rate
1,222,292
1,236,866
1,236,866
1,236,866
Sportsfield Operation & Maintenance - right sized
1,280,618
1,292,656
75,000
1,217,656
1,217,656
Other Facility Operation & Maintenance - right sized
257,681
278,949
278,949
278,949
Sport Administration
195,044
73,972
73,972
73,972
Minor Hockey Subsidy
177,000
177,000
27,000
150,000
150,000
Aquatic Clubs
15,361
15,361
15,361
15,361
Lord Beaverbrook Rink
149,400
154,000
154,000
154,000
Aquatic Centre
169,313
231,490
231,490
231,490
Saint John Track club
-
15,000
15,000
15,000
Parking Service (Administration Support)
530,845
530,845
530,845
530,845
31/01/2012
3 of 5
City of Saint John
2012 Budget Summary
Transit Service
Environment Committee
Total Environment & Transportation Services
Administrative Services
Financial Management Service
Finance
Payroll
Assessment
Asset Management
Purchasing & Materials Management
Liability Insurance
Fleet
Facilities Management
Carpentry Shop
City Hall Building
Real Estate
2011
2012
2012
2012
2012
Approved
Plan A
Plan B
Projected
Projected
1,299,631
145,916
Proposed
1,244,474
545,150
1,244,474
5,804,307
reductions
Plan B
Plan C
5,856,691
5,820,256
250,000
5,570,256 250,000
5,820,256
4,520
4,520
3,000
1,520
1,520
36,248,131
36,945,216
967,000
35,978,216
36,380,216
3,009,766
3,217,237
100,000
3,117,237
1,827,126
1,826,847
100,000
1,726,847
1,344,631
145,916
1,299,631
145,916
1,182,640
1,244,474
545,150
1,244,474
5,804,307
6,840,557
252,000
6,588,557
1,237,525
1,237,525
152,000
1,085,525
603,300
633,605
558,071
633,605
423,148
1,331,969
100,000
1,231,969
1,002,367
1,002,367
1,948,115
1,002,367
466,895
466,896
4,802,690
466,896
1,669,537
1,766, 204
Legislated Services
1,766,204
401,535
401,990
401,990
52,000
3,117,237
1,726,847
145,916
1,244,474
6,640,557
1,137,525
633,605
1,231,969
1,002,367
466,896
1,766,204
Total Administrative Services 8,814,073 10,057,793 352,000 9,705,793 9,757,793
Strategic Services
14,281,414 1
17,007,821 1,250,000 1
15,757,821 1
Human Resources
1,460,169
1,344,631
45,000
1,299,631
1,299,631
Corporate Planning
514,842
545,150
35,000
510,150
510,150
Intergovernmental Affairs
122,100
151,723
5,000
146,723
146,723
Corporate Communications
527,426
558,071
33,000
525,071
525,071
Information Technology
2,031,626
2,203,115
255,000
1,948,115
1,948,115
Total Strategic Services
4,656,163
4,802,690
373,000
4,429,690
4,429,690
Legislated Services
City Manager
598,277
446,387
40,000
406,387
406,387
Legal
808,450
842,311
842,311
842,311
Common Clerk
969,815
903,457
80,000
823,457
823,457
Mayor & Council
687,130
629,130
-
629,130
629,130
Mayor's Office
201,630
201,630
201,630
201,630
Council
485,500
427,500
427,500
427,500
Total Legislated Services
3,063,672 2,821,284 120,000 2,701,284 2,701,284
31/01/2012
Fiscal Charges 1
14,281,414 1
17,007,821 1,250,000 1
15,757,821 1
City of Saint John
2012 Budget Summary
Total Budget (Expenditures)
Misc line items
Take out Mgmt wage increase
Reduce Casual Employment
Total Expenses
REVENUES
New Revenue
Increase parking to $2.00 per hr
Eliminate early payment discount parking tickets
2011 2012 2012
2012
2012
Approved Plan A Plan B
Projected
Projected
Proposed
reductions
Plan B
Plan C
138,736,584 14 5,721,733
144,902,653
145,062,653
100,000
100,000
100,000
-
160,000 160,000
160,000
160,000
160,000
5,981,733
144,642,653
144,642,653
545,000
545,000
545,000
130,000
130,000
130,000
120,000
120,000
120,000
795,000
795,000
795,000
31/01/2012
5of5