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2012-12-01_Agenda Packet--Dossier de l'ordre du jourr i City of Saint John Common Council Meeting AGENDA Saturday, December 1, 2012 9:00 am Council Chamber Si vous avez besoin des services en francais pour une reunion de Conseil Communal, veuillez contacter le bureau de la greffiere communale au 658 -2862. 1. Call to Order 1.1 City Manager: Expectations and Outcomes 1.2 Service Area Presentations 1.2.1 Transportation & Environment Services (Roads and Sidewalks) 1.2.2 Recreation & Community Development 1.2.3 Growth and Development Services 1.2.4 Saint John Transit Commission 1.2.5 Fire Services 1.2.6 Policing Services 1.3 Core Service Review: Opportunities for Service Efficiencies and Improvements 1.4 Council Direction 1.5 City Wrap -Up 2. Approval of Minutes 3. Approval of Agenda Powered By: 1 Pages 1 -15 16 -22 23-28 29-35 36-49 50 -58 59 -70 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 Disclosures of Conflict of Interest Consent Agenda Members Comments Proclamation Delegations / Presentations Public Hearings Consideration of By -laws Submissions by Council Members Business Matters - Municipal Officers Committee Reports Consideration of Issues Separated from Consent Agenda General Correspondence Supplemental Agenda Committee of the Whole Adjournment 2 The City of Saint John S6ance du conseil communal Le samedi I" d6cembre 2012 9 h Salle du conseil Si vous avez besoin des services en frangais pour une r6union de Conseil Communal, veuillez contacter le bureau de la greffiere communale au 658 -2862. S6ance ordinaire 1. Ouverture de la s6ance 1.1 Directeur g6n6ral : Attentes et r6sultats 1.2 Pr6sentation des services 1.2.1 Services de transport et d'environnement (routes et trottoirs) 1.2.2 D6veloppement des loisirs et d6veloppement communautaire 1.2.3 Services de croissance et de d6veloppement 1.2.4 Commission des transports de Saint John 1.2.5 Services des incendies 1.2.6 Services de police 1.3 Examen des services de base : Occasions d'am6lioration des services et d'accroissement de leur efficacit6 1.4 Direction du conseil 1.5 Conclusion par le repr6sentant municipal 2. Approbation du proces- verbal 3. Adoption de 1'ordre du jour 4. Divulgations de conflits d'int6rets 5. Questions soumises a 1'approbation du conseil 6. Commentaires pr6sent6s par les membres 7. Proclamation 8. D616gations et pr6sentations 9. Audiences publiques 10. Etude des arretes municipaux 11. Interventions des membres du conseil 12. Affaires municipales evoquees par les fonctionnaires municipaux 13. Rapports deposes par les comites 14. Etude des sujets ecartes des questions soumises a 1'approbation du conseil 15. Correspondance generale 16. Ordre du jour supplementaire 17. Comite plenier 18. Levee de la seance Serving mobility and environmental needs r Ale Roadway Maintenance $1311581400 $1315615415 $403,015 Sidewalk Maintenance $1,319,948 $1,410,489 $90,541 Pedestrian & Traffic $1,620,138 $1,684,801 $64,663 Stormwater Management $3,324,138 $35366,348 $42,210 Solid Waste Management $3,965,640 $3,568,529 ($397)111) Transportation Engineering $459,351 $5417450 $82,099 Parks & City Landscapes $2,6087817 $256547267 $45,450 Sports & Recreation Facilities $3,395,542 $3,711,512 $315,970 Service Total $295959,862 $30,498,812 $5387950 SAINT JOHN F Ale Providing motorists and cyclists with safe, functional roads and maintaining accessibility of these roads through all seasons Street Cleaning Snow and Ice Control Surface Maintenance Total $1,783,921 $4,433,349 $6,941,130 $137158,400 3 $1,749,414 $5,000,889 $6,811,112 $13,5611415 SAINT JOHN F Ale 100 85 U 70 a d rn L d a 55 40 25 10 Total Average Pavement Condition (PCI) for all City of Saint John Streets (asphalt surface only) � PCI 70 PCI Target F11 d c U a 11 -i„ jr SAINT JOHN F Ale • The Pavement Condition Index (PCI) is a number value between 0 and 100 and is used to indicate the condition of a pavement • The PCI is a statistical measure and requires visual inspection of the pavement surface • Pavement defects such as cracking, rutting, raveling, utility reinstatements, etc. decrease the PCI • The PCI is a widely used and accepted practice in Transportation Civil Engineering SAINT JOHN • Asphalt maintenance of roadway surface to maintain a network PCI of 70 for 2012 37 lane km of resurfacing $2,327,300 14 lane km of microsurfacing $410,000 7 lane km of chip sealing $130,000 20,000 lineal metres of crack sealing $1001000 4,500 square metres of area patching $200,000 Total $3,167,300 SAINT JOHN r A& M Funding Level Lane Kms Completed Pavement Condition Index $27737,300 51 73.700 $2,987,300 74.645 An adjustment in funding in increments of $250,000 results in +/- 3.98 lane kilometres of asphalt resurfacing The effect on the PCI is +/- 0.945 3.98 lane kilometres is the approximate length of Dever Road or Prince Street SAINT JOHN F Ale Objectives • Current PCI objective is 70 ($3,100,000) • To maintain a PCI of 80 the following funding would be required: — Operating budget 2013 and beyond $4,404,500 (2012 - $3,100,000) — Capital asphalt resurfacing $1,500,000 (2012 - $0) — Operating curb and sidewalk $150,000 ($1505000) — Capital curb and sidewalk $2,100,000 ($500,000) • This allows gradual removal of local streets from palliative SAINT JOHN W • Repair potholes, asphalt damage and shoulder drop -offs within the timelines set, after becoming aware of the fact, 80% of the time — 1,400 potholes (average) — 300 other various types of asphalt repairs (water roll, asphalt sidewalks, curbing) — 1,400 metres of road shouldering (average) SAINT JOHN rA Funding Level Lane Kms Completed $750,000 28.75 $9007000 34.50 An adjustment in funding in increments of $150,000 results in +/- 5.75 lane kilometres 10 SAINT JOHN F Ale • Plow all streets of snow within the City's road network to meet service objectives after a storm event 100% of the time Priority 1 8 hours — bare travel lanes SAINT JOHN 2 days — bare curb to curb Priority 2 8 hours — bare centre line 2 days — bare travel lanes Priority 3 12 hours — bare centre line 3 days — bare travel lanes Priority 4 12 hours — accessible /packed 4 days — bare centre line SAINT JOHN F Ale Providing pedestrians with safe and functional sidewalks, walkways and access ramps Sidewalk Maintenance Snow and Ice Control Total $557,746 $762,202 $1,3199948 12 $517,232 $893,257 $1,410,489 SAINT JOHN W • Plow 61 % of the sidewalks in the City to the standards set out below 95% of the time — Plow a pedestrian passage • Priority 1 within 12 hours • Priority 2 and 3 within 24 hours • Priority 4 within 72 hours — Plow to a walking surface with traction standard • Priority 1 within 2 days • Priority 2 and 3 within 3 days • Priority 4 within 4 days 13 rte- SAINT JOHN r A& Funding Level $762,202 $785,302 % of Sidewalks Completed 61% 66% An adjustment in funding in increments of $23,100 results in +/- 5% of sidewalks plowed. Option A would result in capital cost increase to purchase new unit (Trackless - $100,000) 14 r4 -)- SAINT JOHN rA • Community Expectations • PlanSJ Alignment • Snow Plowing Contract? • Property Owner Participation • Contractor Practices 15 rte- SAINT JOHN Recreation & Community Development W Growth & Planning Services • Policy and Current Planning (land -use, transportation, recreation, infrastructure) • Heritage Conservation • Development Engineering Permitting & Inspection Services • Permitting and Inspection • By -Law Enforcement Development Support Geographic Information Systems City of Saint John Service Alignment • Fleet Management Solid Waste Water & Sanitary Real Estate Collection Engineering Faci ities Management Purchasing and Materials h1 I Transportation & Envir- anagement / nsurance onment Engineering C ks and Public Spaces nd City Landscape ion and Sports 7 s Human Resources Corporate Planning Policy Analysis and Development • Service -Based Budget Planning Intergovernmental Affairs Corporate Communications Information Technology Systems Neighbourho Roadway Drinking Financial Improvement Maintenance Water Management • Accounting Recreation and Sidewalk Industrial Treasury uRural Programmin Maintenance Water Payrol Fire and Rescue Pedestrian and Traffic Pension Services Management Wastewater Administration Emergency Stormwater Utility Business Asset Management Management Management Management • Fleet Management Solid Waste Water & Sanitary Real Estate Collection Engineering Faci ities Management Purchasing and Materials h1 I Transportation & Envir- anagement / nsurance onment Engineering C ks and Public Spaces nd City Landscape ion and Sports 7 s Human Resources Corporate Planning Policy Analysis and Development • Service -Based Budget Planning Intergovernmental Affairs Corporate Communications Information Technology Systems r Ale • Service objectives — Deliver programs (direct) inclusive of arts, culture and recreation — Manage community -based indirect programming agreements — Facilitate delivery of special programs in partnership with community - organizations — Community development through partnerships and guidance — Administer community grants program • Budget and resource requirements (2013 projected) — Recreation Programming - $1,241,593 (4.45 FTE / 27 part -time) — Neighbourhood Improvement Service — $655,692 • Community Development - $545,276 ( 3.05 FTE) • PRO Kids - $110,416 (1 FTE) 18 SAINT JOHN Council Priorities: Community of Choice — Implement policies that create a livable community, one that has vibrant neighbourhoods and provides diverse and accessible opportunities to engage in arts, culture and recreation in a safe and caring environment. — Implement a city -wide strategic recreation plan that 'right- sizes' the delivery of recreation programs and facilities for our diverse population. Community — Community Development: Build community capacity to respond to opportunities, issues, and concerns at the neighbourhood level. Programs and services aligned to meet neighbourhood needs. Sustaining neighbourhoods and community. — Ensuring all citizens have access to inclusive recreation and leisure opportunities that meet the diverse needs of our community. 19 SAINT JOHN rA • Revised service objectives - Community centres shall provide a "free" recreation program component for a minimum of 31 weeks - Improved staff - participant ratios for higher quality programming - Improvement in quality and quantity of community partnerships • Increase in Service Levels (for consideration) - Improved skill set of staff resources and staffing to strengthen recreation programming and community development $70,000 - ONE Change Proposal to Operate the C.E. Nick Nicolle Community Centre $59,270 ($29,365 (2013) / $29,365 (2014) - Enhancing Youth Participation: Staff Ratio (Current 15:1 to 10:1) - $72,500 - Supporting Free Based Programs at MCC /FGCC (Operated by YMCA) $60,000 - Lifeguards - Extend Coverage from Aug 18 to Sep 2 - $30,000 (+ $118,000 base) - Increasing community development grants to leverage support - $75,000 20 SAINT JOHN W • PLAY SJ: Recommendation to change role of Recreation Programming Service from direct program provider to facilitator. — Impact: Greater focus on community engagement and empowerment / less focus on direct programming. — Impact: Redirect existing budget that supports direct programming to community development service which supports neighbourhood organizations in program development , delivery and sustainability. • Eliminate funding, define alternative service delivery or initiate closure of Somerset Community Centre (discussions with YMCA) • Possible loss of corporate knowledge in the next 3 - 5 years through staff retirement • Risk of additional fees being levied by the School District for use of space for Community Centre operations (gym & rooms). Joint Use Agreements must be revised and updated through an Interagency tea (Anglophone South School Distridand City of Saint John staff) 4*10- SAINT JOHN rA • Focus on quality over quantity —right - sizing (Council Priority) • Improve operational efficiency for parks and sportsfield maintenance with strategic placement of service `depots' • Rationalize operation of City arenas based on utilization (particularly Monday to Friday) —needs additional analysis 22 rte- SAINT JOHN Development Approval Process and Vacant and Dangerous Building Program 23 r Ale The GOAL is a "One Stop Shop" for citizens and developers. Creating a service that: Provides dramatically improved customer and developer service; Results in obvious improvement in development quality; Facilitates comprehensively planned development that: • Implements PlanSJ on the ground; • Improves quality of life for our residents; • Enhances the profitability of businesses in our community; and • Reduces future costs for the City of Saint John that arise from haphazard development. 24 SAINT JOHN rA A substantial body of work must be completed before this goal can be accomplished: — Council and the community need to decide what type of process they want. — A number of bylaws need to be developed or rewritten: • Zoning By -law (required by provincial legislation); • Building By -law (required by provincial legislation); • Subdivision By -law; • Water and Sewer By -law; • Storm Water Management By -law; and • Streets and Sidewalks By -law. — Infrastructure Development Guidelines need to be prepared. — The desired development process needs to be designed and implemented with citizen and deyploper input. SAINT JOHN Council has other ambitious goals that impact services provided by Growth and Development including: — The development of a neighbourhood planning framework and the preparation of neighbourhood plans. — A more collaborative relationship with the development community. — Very likely, substantial changes to the delivery of the heritage conservation service. 26 SAINT JOHN rA 0 Scenario Scenario # 1 — Existing Staffing, Implementation of One Stop Shop 2017 Scenario # 2 — Full Staffing, Implementation of One Stop Shop 2016 Scenario # 3 — Enhanced Staffing, Implementation of One Stop Shop 2015 Budget and Staffing Total Budget $2,722,842 FTE 22.5 (3 Planning vacancies + loss of 0.5 FTE in Infrastructure Development) Vacancies not filled except for Commissioner * *Department will be under budget due to vacancies Total Budget $2,722,842 FTE 22.5 (Planning vacancies filled a loss of 0.5 FTE in Infrastructure Development) * *Vacancies will not be filled January 1St Total Budget $2,902,842 FTE 24.5 +2 FTE contract /temporary (1 each in Infrastructure Development and B @Ading Inspection 2013 Output Building By -law - 25% complete Zoning By -law - 75% complete Infrastructure Guidelines - 25% complete Neighbourhood planning does not begin in 2013. Building By -law - 75% complete Zoning By -law - 100% complete Infrastructure Guidelines - 25% complete Subdivision By -law - 25% complete A modest beginning to neighbourhood planning happens in 2013. Building By -law - 100% complete Zoning By -law - 100 % complete Infrastructure Guidelines - 100% complete Subdivision By -law - 25% complete Stormwater Management By -law - 25% complete Water & Sewer amendments - 25% complete rA Note: The service level enhancement is essentially a full restoration of the 2011 level of service. 2s SAINT JOHN Current Service Service Level Enhancement Number of Cases 8 / year minimum 20 / year minimum Budget $135,693 $3407693 Extra costs are salary, legal and title searches, and additional demolition costs Staffing 1.35 FTE 2.35 FTE Cases Resolved 36 (Based on 2012 67 (Based on 2011 Experience) Experience) Note: The service level enhancement is essentially a full restoration of the 2011 level of service. 2s SAINT JOHN � Saint John Transit Commission 2013 Budget Considerations • • Saint John Common Council December 1st, 2012 1. 2. 3. Ej 5. 2009 Service PPPPP"- Standards 119,427 Service Hours Required to Meet Following Standards Service within 500 m of 85% of city residents Service on main lines from Gam to 12pm 1. Every 20 minutes during peak 2. Every 30 minutes off peak Service on feeder routes from 6am to 10pm 1. Every 30 minutes during peak 2. Every 60 minutes off peak Suburban service within City Monday to Friday; 1. 3 trips in the morning and 3 trips in the evening Comex Service (as requested) at net financial benefit to City 30 SAINT JOHN TRANSIT 2012 Current Service Level 96,318 Service Hours Represents a 19% reduction in service hours and a 15% reduction in staff from 2009 Resulting ridership decline of approximately 4 passengers from 2009 ( -15%) 31 lc=7! SAINT JOHN TRANSIT 2013 Service Objective • To maintain a minimum of 2012 Service hours • Operational Budget required to meet this objective: $4,800,000.00 32 SAINT J OHN TRANSIT ervice level Alternatives for Consideration • For every $100,000 in additional operational funding Saint John Transit can add 2,000 service hours to the 2012 service level. • For every $100,000 decrease in funding., Saint John Transit will need to reduce service by another 2,000 service hours. 33 SAINT JOHN TRANSIT Changes to be Considered • Decreases: Route Elimination • Increases: 1) Earlier morning Startup 2) Re- instate evening service to 10 pm 3) Improve frequency from West to Hosp /UNB 34 SAINT J OHN TRANSIT Jon Service Revenues for 2012 Januaryl to October 31, 2012 Charters 105,075.00 Cruise Ship tours 49,541.00 School Board 331,819.00 Space Rental 35,093.00 Bus Advertising 49,550.00 35 SAINT JOHN TRANSIT December 1, 2012 Kill rA Fire Services Fire Rescue and Suppression Service Medical First Responder Technical Rescue Hazardous Materials Emergency Response Fire Prevention - Code Enforcement Fire Investigation 2012 Budget 2013 Budget 2013 Revenue $19,446,868 $191428,400 $71,640 $55,981 $115,413 $918,761 $20,600 Annual Budget $20,629,263 $86,000 $63,607 $121,427 $963,498 $21,055 $20,683,987 $193,650 $100,000 $4,000 $297,650 37 rte- SAINT JOHN F Ale FIRST APPARATUS ON SCENE: The 1991 Ernst and Young Report recommended a response time objective (for 1St arriving company) of 5 minutes and 30 seconds 90% of the time (turnout and travel times combined). The 5 minute and 30 second first apparatus response time is consistent with the Core Service Review Peer Comparables • The response time objective is met 72% of the time 84% of all fire service calls and 94% of all fire calls are within the Primary Development Area (PDA) (2010 to 2012 data). 38 rte- SAINT JOHN rA SAINT JOHN r Ale 100.0% 90.0% 80.0% 70.0% 60.0% 0 no 50.0% c a u a 40.0% 30.0% 20.0% 10.0% 0.0% Response Times Chart (turnout and travel times) OLpy Loy `o�y so3 LQA• Loh• Lob• LO1'• LQ�• Logo• `tiy. SP ov 40 2010 —2011 —2012 01- 7„ SAINT JOHN i i i i y Response Objective: First Fire Company to arrive on scene within 5' 30" ninety percent of the time, from the completion of dispatch (i.e. turnout and travel time). Measured Outcome: On average, the first Fire Company is arriving on scene within 5' 30" only 72% — of the time. On average, the 90 percentile result for _ the first arriving company is not achieved until about the 8 minute mark (i.e. turnout and travel time). i OLpy Loy `o�y so3 LQA• Loh• Lob• LO1'• LQ�• Logo• `tiy. SP ov 40 2010 —2011 —2012 01- 7„ SAINT JOHN r Ale FULL RESPONSE: • The service level objective for an urban fire response is 4 companies (on scene) within 8 minutes travel time (1991 Ernst & Young). • The Full Response service level is consistent with the Core Service Review Peer Comparables • The service level objective is achievable for 8% of the PDA and 2% of the city. • Our Fire Stations are all located within the PDA and are part of the urban fire service . 41 rte- SAINT JOHN r Ale A 2012 Service Level — The pink shaded area represents that portion of the PDA and the city which can be covered by a full response (4 companies) within 8 minutes travel time. This represents a low hazard occupancy response for an urban fire department. Fire Service Response-Four Company- Eight Min Travel Time C11Y Fire 511,11n Cily -L—ju —rlr_ Saint John Fire Deaprtment Current 2012 State NFPA 1720 Urban Standard 4 Company Response Fire Station 8 Min Reponse Zone Primary Development Area Plan SJ .� & r- TIV SAINT JOHN W In the 2009 - Fire Chief's Report, over 20 options were explored, included the following: • Elimination of a fire company • Elimination of a fire station and redeploy of the company to another station • Elimination of a fire station and fire company • 2012 reduced one fire apparatus 16 people • Impact of further reduction 43 rte- SAINT JOHN 3 -' J �M�/"2 + �, �(� / ��(� •J 0 <'�1 +�� .. III s i L` / II I 2013 Service Level Reduced — The pink shaded area represents that portion of the PDA and city which can be covered by a full response (4 companies) within 8 minutes travel time. This is for a low hazard occupancy response for an urban fire department. Fire Service Response 2013 -Four Company- Eight Min Travel Time Ury�re Servke Area PM Fire 6eMie Are9 [iP,241655 GII PoInIS GIy FIre Servke Glls DA Fire SeM<..11, BMMIm.OYrypbolbm P. 1pe1i4Mi° or.ral 1,1911on0ms P 6,3i61tt '0 11' � 2009 -2031 2009 -2011 Rt JL Mt Saint John Fire Deaprtment Proposed 2013 State NFPA 1720 Urban Standard 4 Company Response Fire Station 8 Min Reponse Zone Primary Development Area Plan SJ SAINT JOHN W • Under a reduced service level model, the portion of the PDA that can be covered by a full response reduces to 4 %. City wide reduces to 1%. • Evidence Based Date: - The longer it takes for a full response, the longer it takes to initiate a full attack. - Time equates to fire growth and fire growth equates to fire lose. - We will lose in ability to contain some fires to their area of origin, which could result in fire spread throughout the building or to adjacent buildings. 45 rte- SAINT JOHN Fire Service Supports Council Priorities: • Public Safety • Tax Base • Industrial Development • Heritage Development 46 rte- SAINT JOHN W • Three consecutive IPSOS Reid surveys stated that the citizens place a high level of importance and are highly satisfied with the fire service. • Service SJ workshops message was to review the tiered EMS response. • A further reduction in fire response capabilities will have an impact on fire response and could contribute to a tax base loss within our community. 47 rte- SAINT JOHN F Ale • Implement a staffing formula to provide effective response for the PDA and rural areas of City that aligns with comparable jurisdictions. • Consider reduction of instances of multi -level emergency response. • Implement permit and fees for structures that present fire risk on properties (i.e. fire pits). BY -LAW • Review and implement increases to inspection fees or fines for non- compliance to support cost recovery. BY -LAW • Investigate opportunities to generate revenues through the skills that fire personnel require to service industry (training) - valid certification 48 rte- SAINT JOHN r Ale • Investigate alternative sources of revenue via charging for services rendered by Fire Department (i.e. Point Lepreau) • Investigate cost recovery mechanisms for response requiring technical rescue service. BY -LAW • Investigate EMS delivery in the region • Develop strategy around addressing false alarms and cost recovery. BY- LAW • Investigate opportunity for regional fire services • Investigate fleet maintenance opportunities 49 rte- SAINT JOHN Saint John Police Force 50 r Ale the Police Force is committed to the City Growth agenda • Economic Health: "Deliver an integrated approach to economic development." = Security of Investment • Community of Choice: "Implement policies to create a livable community..." = Quality of rife • Community of Choice: "Implement policies to create a livable community... in a safe and caring environment." = Public Safety 51 rte- SAINT JOHN 1 • 2010 Report prepared for Board of Police Commissioners. • Demonstrates that investment in Crime Reduction is returned almost 10x in public and victim savings. • Also demonstrates that a focus on Crime Reduction also increases community Quality of Life in that Fear of Crime is reduced, empowerment and engagement is increased, and victimization is reduced. • Presented to and favourably received locally (e.g. BoT), Provincially, and Nationally (Cdn Assoc. of Police Boards.) 52 r4 -)- SAINT JOHN F Ale • Service Objectives • Crime Reduction • Priority Neighbourhoods • Residential Quality of Life • 2012 Service Adjustments • Administrative Support Sgt reassigned to Platoons • 3 dedicated Traffic Officers reassigned to Platoons • Reduction one officer Community Services Unit • Court Unit officer reassigned to Platoons • Major Crime investigation reassigned to Platoons • Staff Sergeant position left vacant • Public Information Officer & Professional Standards merged • Two Civilian positions 53 SAINT JOHN rA • No- layoff clause in Collective Agreement • Low turnover rate (low attrition) • Civilianization is ' /2 national average • Negotiating next Collective Agreement • Compulsory practices surpass discretionary practices • Compulsory training and certification • Compulsory technology and process upgrades • Major Crimes are not typically predictable 54 r4 -)- SAINT JOHN • Direction (T or + in resource allocation) — Service Level Alternative + decrease from 2012 Budget • Revised service objectives — 2012 Objectives: • Crime Reduction; • Priority Neighbourhoods; • Residential Quality of Life — Alternative 2013+ Objectives: • Crime Reduction. 55 rte- SAINT JOHN • Council Priorities Service Impacts — Reduced Priority Neighbourhood programming; — Reduced QoL interventions. • Community Service Impacts — A partial shift from predictive /preventive to reactive policing. — Less support to vulnerable neighbourhoods (Priority Neighbourhoods) and vulnerable populations. 56 rte- SAINT JOHN F Ale • Wrap - around strategies where possible with other public services and NGOs, to mitigate reduced police presence and initiatives. • Reduced expectations regarding Saint John Police participation in PlanSJ and True Growth 2.0. • Communicate service reductions to affected communities, so those with organizational capacity and resources can compensate. 57 r4 -)- SAINT JOHN rA • Perivale- Taylor Report: The 1996 comprehensive review of the governance, management and operations of the Saint John Police Force. • New Brunswick Policing Standards: Mandatory standards that prescribe the best professional requirements and practices for police services in New Brunswick. • Ipso -Reid Public Opinion Survey: Survey reflecting public satisfaction with performance of Saint John Police. • Service Drivers: Such as community expectations, calls for service, serious crime in progress ...from City Service Profiles. • Strategic Plan: defines the major strategies to achieve our community's vision for public safety. 58 rte- SAINT JOHN Core Service Review - Opportunities for service efficiencies and improvements Annual Savings Potential annual amount that could be saved or > $1,000,000 > $500,000 <$500,000 realized Revenue Generation Non tax revenue generation potential >$100,000 >$50,000 <$50,000 Strategic Alignment Supports the achievement of the Community Aligns Somewhat aligns Does not align Vision, Council's Priorities and PlanSJ directions Process Improvement Opportunity focuses on process improvement High Medium Low to support quality customer service and realize longer -term efficiencies Public Expectation Public support for change as part of the recent Supports Moderate support Do not support public engagement program including community workshops, on -line consultation and Ipsos Reid citizen survey or other public engagement initiatives that support other strategic planning initiatives (e.g., PlaySJ, PlanSJ) Citizen Impact Impact (assume adverse impact) of Minimal Impact Some Impact High Impact implementation to citizens (number and severity) Opportunity Readiness Analysis or recent reviews have been Review or analysis Review or analysis in No review or analysis completed to support the implementation of completed and supports progress the opportunity during Council's term opportunity Implementation Challenges Barriers, issues or obstacles to implementing Low - no or minimal Medium - some barriers High - barriers that the opportunity - such as political, legal, labour barriers that can be that may require time to would take significant and contractual obligations and or easily overcome to over come effort or resources to capital /operational cost investment required implementation overcome Note: If a criteria does not apply to a particular opportunity, leave the space blank. 59 Page 1 of 12 One time Cost Recovery Not Applicable No information available Not Applicable Council previously rejected No information available Core Service Review - Opportunities for service efficiencies and improvements 2013 budget •■ Potential for high to moderate annual cost savings or revenue generation or process improvement • Aligns with strategic direction of Council and the Community •■ Public support (through consultation) for implementation •■ Minimal to some impact to citizens • Opportunity (initiative) is ready to implement with previous review or supporting analysis complete • Low barriers to implementation 2 -3 Years A •■ Potential for high to moderate annual cost savings, revenue generation or process improvement • Aligns with strategic direction of Council and the Community • ■ Minimal to some impact to citizens • Public support (through consultation) for implementation ■ Opportunity needs more review or analysis to be ready for implementation ■ Medium barriers to implementation 3+ Year's ■♦ Potential for moderate annual or one time cost savings, revenue generation or process improvement ■ Somewhat aligns with strategic direction of Council and the Community ■ Some impact to citizens ♦ Limited public support (through consultation) for implementation ♦ Opportunity needs significant review or analysis to be ready for implementation ■♦ Medium to high barriers to implementation Do not do ♦ O Limited potential for annual cost savings or one time, revenue generation or process improvement ♦ Does not align with strategic direction of Council and the Community L ♦ High impact to citizens ♦ Limited or no public support (through consultation) for implementation ♦ Opportunity needs significant review or analysis to be ready for implementation ♦ High barriers to implementation In determining priority, all of the criteria outlined for a specific priority option should be met. There will be cases where the evaluation of criteria does not match up well with the guidelines provided. Based on familiarity with the opportunity, judgement should be used to select the best priority option. 60 Page 2 of 12 Core Service Review - Opportunities for service efficiencies and improvements 1 Focus development in the intensification areas as outlined in PlanSJ - Planning ♦ ♦ • ■ ♦ • • ♦ 3+ Years Council priority supported by public consultation results; need consider incentives to attract investment into these areas financial resources for incentives 2 Develop different standards according to priority or intensification zones Growth & Dev't/ ♦ ■ ■ • ■ • • • 3+ Years Idea generated as part of core service review discussions; supported Corporate by Council's priorities Planning /Finance 3 Investigate possibility of developers absorbing the costs of infrastructure Dev't Support ♦ ■ • • • ■ ■ 2 -3 Years required to support development such as street light installations for subdivisions, traffic lights Development approval process review (streamline) 4 Implement clear and consistent internal processes to facilitate investment Planning/ ♦ ♦ • • • • ♦ ■ 2 -3 Years Process improvement opportunity identified as one of Council's and development in Saint John while maintaining City standards that align Permitting/ priorities and supported by public consultation; Limited staff with PlanSJ - including better support to applicants and one stop shop for Engineering resources in implement in 2013, but can start preparatory work development 5 Regionalize service to realize cost efficiencies and capitalize on revenue Planning ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Do Not Do Provincially mandated regional service commission recently hired generating opportunities planner - therefore limited potential for revenue generation 6 Review heritage service - determine community outcomes in consultation with stakeholders 7 Consider non - regulatory - incentive based system to govern heritage areas (less regulatory) 8 Eliminate heritage granting program 9 Rationalize heritage conservation area - no new adds or consider condensing area 10 Investigate fees for inspections not core to the permitting service 11 Investigate fee for advisory /consulting activities not core to the service delivery (e.g., permitting, traffic counts) 12 Investigate fee for continued by -law non - compliance Page 3 of 12 Heritage ♦ ♦ ■ • • ■ ■ ♦ 2013 Necessary. Lack of human resources is a barrier. Heritage ♦ ♦ ■ • ■ ■ ♦ ♦ 2013 Desirable. Requires human resources to move forward. Heritage ♦ ♦ ♦ • ■ ■ O • Do Not Do Presented in Plan D Budget preparation Heritage ♦ ♦ ■ • • ■ ♦ ■ 2 -3 Years Staffing capacity issue to complete rationalization Permitting ♦ ♦ ■ ■ ■ ■ ♦ ■ 2 -3 Years Permitting /Traffic ♦ ♦ ■ ■ ■ ■ ♦ ■ 2 -3 Years By- Law /Legal ♦ ♦ ■ ■ ■ ■ ♦ ■ 2 -3 Years 61 Core Service Review - Opportunities for service efficiencies and improvements Gi bn aj v v O C O C L UJ E C 6 V M C v 0 M = N C O _ K O CC n o U N Q " E x c t �n w E 7 °' no + O N N N O N C j VO -0 N Q Q ' • dim For.T.T.UMMM Service Area v n a d V O E 13 Investigate amending bylaws to include more voluntary payments for non- By- Law /Legal ♦ ♦ ■ ■ ■ ■ ♦ ■ compliance 14 Investigate increasing permit fees (for work started without appropriate Permitting ♦ ♦ ■ ■ ■ ■ ♦ ■ permits) 15 Investigate by -law mandating regular fee increases to keep up with Permitting /Legal ♦ ♦ ■ ♦ ■ ■ ♦ ■ inflation and growth of programming 16 Investigate by -law amendments for development - focused on better cost Permitting; By -law; ♦ ♦ ■ ■ ■ ■ ♦ ■ recovery for inspections Engineering 62 Page 4 of 12 Priority 2 -3+ Years Legal issues 2 -3+ Years 2 -3 Years 2 -3 Years Core Service Review - Opportunities for service efficiencies and improvements 17 Review service level agreements to determine expectations focused on Economic Dev't ■ ♦ ♦ ■ • • ■ • 2 -3+ Years Involvement of Enterprise Saint John results where City plays a governance role 18 Investigate shared administrative costs for economic development Dev't Support ♦ ♦ ♦ ■ • • ■ • 2013 Budget Idea generated during 2012 budget discussions; supports Council's agencies priorities of a coordinated approach 63 Page 5 of 12 Core Service Review - Opportunities for service efficiencies and improvements 1 Seek revenue generating opportunities related to recreation programming and emergency management via new regional service commission 2 Transition from Direct Delivery to Community Development; changing role to program facilitator providing grants for community development and ensuring that quality standards are identified for all services delivered 3 Develop a Community Grants Program PENN* _tw N � i o C i v E 0 a U Z E a) 4 m � o C N .°_n Q N M > N M U' Q E CL °' E 7 N N�? N O N Service a s ; a a p Rec & Culture Prgm; ■ • • • • • Emergency Mgmt Neighborhood; Rec ♦ ♦ • ■ ■ ■ ■ ■ & Cultural Prgm Priority 2 -3 Years Ideas presented as part of 2013 budget expectations (McKenzie); need to breakdown opportunities; police and emergency management already identified as part of Regional Services Commission / need to understand mandate of new commission for opportunities 2 -3 Years Idea presented as part of PlaySJ (Parks and Recreation Strategic Plan); requires preparation and analysis Neighborhood; Rec ♦ ♦ • ■ ■ ■ • 2 -3 Years Idea presented as part of PlanSJ (Parks and Recreation Strategic & Cultural Prgm Plan); required investment to implement 4 Eliminate funding, define alternative service delivery or initiate closure of Rec & Culture Prgm ♦ • ■ ■ • • ■ 2013 Budget Idea identified as part of 2012 budget deliberations; can prepare for Somerset Community Centre Prep closure and discussions with YMCA 5 Implement a staffing formula to provide effective response for the PDA Fire ? ? • • ■ ■ ♦ • 2 -3 Years Idea presented as part of Core Service Review efficiencies and rural areas of City that aligns with comparable jurisdictions (benchmarking); on -going evaluation 6 Consider reduction of instances of multi -level emergency response 7 Implement permit and fees for structures that present fire risk on properties (e.g., fire pits) as part of a new Fire Service By -Law 8 Review and implement increases to inspection fees or fines for non- compliance to support cost recovery as part of a new Fire Service By -Law Fire ♦ ■ • • ■ ■ • Budget 2013 Idea presented as part of Core Service Review efficiencies (benchmarking); alignment with other jurisdictions; deeply tied to level of service of Ambulance NB. Fire ♦ ? ■ • ■ ■ ■ 2 -3 Years Idea presented though discussions with the Fire Service; requires fire service by -law (drafting in progress) Fire ♦ ? ■ • ■ ■ ■ 2 -3 Years Idea presented during public consultation; requires by -law amendments /drafting; resources for enforcement 9 Investigate opportunities to generate revenues through the skills that fire Fire ■ • ■ • ■ • ■ • Budget 2013 On -going efforts; potential up -front costs personnel require to service industry (training) - valid certification 10 Investigate alternative sources of revenue via charging for services Fire ♦ • ■ • ■ • • • Budget 2013 Idea presented as part of 2012 budget discussions rendered by Fire Department (i.e. Point Lepreau) 11 Investigate cost recovery mechanisms for response requiring technical Fire ♦ • ■ • ■ ■ ■ 2 -3 Years Idea presented during discussions with Fire Service; requires rescue service (i.e., through insurance companies for vehicle extrication) preparation and analysis 12 Take over EMS service in the region Fire ? ? ■ ? ? • ♦ • 5 Years Intergovernmental cooperation with Province; other jurisdictions combine service delivery 64 Page 6 of 12 Core Service Review - Opportunities for service efficiencies and improvements 13 Develop strategy around addressing false alarms and cost recovery 14 Investigate opportunity for regional policy and fire services (Feasibility study) 15 Furthering review of criminal record checks and checks for people working with vulnerable people (financial) 16 Seek revenue generating and efficiencies on a provincial basis including right - valuing level of service /infrastructure / equipment that Saint John provides to the rest of the region 17 Enhance certified instruction and expand existing training /valid certification 18 Investigate and support fleet maintenance opportunities Page 7 of 12 PENN* _tw N � i 0 C i v E 0 a U ca E v 4 � v � o m � o S v .°_p Q v m > —fa M U' Q E CL °' E 7 N N �O .L, N o N o Service a cc ; a a U p E Priority Fire; Police ? ? ■ • ■ ■ O ■ 2013 Budget Idea presented during public consultation; up front costs required Fire; Police • • • • ? ? ♦ ♦ 5 Years Needs to be political will; savings and efficiencies can be realized STUDY Police ♦ ■ ■ ■ ■ ■ ■ • 2 -3 Years Increased to $25 (determine value for money) Police ♦ ■ ■ • • ♦ ? ■ 2013 Budget On -going efforts - implement ready opportunities as part of 2013 budget. The City is well- served to more strategically equate the actual cost of sharing its services /infrastructure / equipment /expertise with neighbouring communities. Police ? • • ♦ ♦ 2 -3 Years Limited market; will require up -front costs Fire; Police; Fleet • ■ ♦ ♦ 2 -3 Years One potential area is an emergency vehicle technician hired in -house 65 Core Service Review - Opportunities for service efficiencies and improvements 1 Improve quality of contracted road work - introducing performance penalties for delays and work that does not meet standards 2 Lowering service expectations in response time to storms for lower priority streets 3 Road user surcharge, particularly for heavy truck, transports and buses 4 Contract out road repair and maintenance work with the expectation of cost - saving and quality that meets established City standards 5 Contract out roadway winter maintenance 6 Continue to examine on- street parking regulations, as there are too many vehicles parked along streets which interfere with snow plowing and removal efficiencies 7 Charges for the use of municipal rights -of -ways and introduce fines for inappropriate and unauthorized use (e.g., commercial signage) 8 Rationalize service area for sidewalk winter maintenance - focused on CBD (uptown, school, bus routes, City properties); no new sidewalks added 9 Introduce by -law that requires property owners to provide winter and greenspaces (summer) maintenance along property frontage with fines for non - compliance - may consider options for those property owners with challenges 10 Contact out sidewalk winter maintenance .....� O N � 4+ N _ C � � fC O + N L ac E c o u E a) MC: v c o "1 o C 00 N u U a O N y l7 ¢ E a ° N E c L u N W 7 bD c ar o C j .p y CL fl Service a ,V, a Q' U O Priority Roads • ■ • • ♦ ♦ 2 -3 Years Roads ♦ ♦ ♦ ♦ ♦ • ■ Roads ♦ ■ ♦ ■ • ♦ ♦ 3+ Years Roads Roads Roads /Legal Roads; Sidewalks ? • • • ■ ♦ 3+ Years ? • • ♦ ♦ 3+ Years ♦ ♦ ■ ■ ■ ■ ■ ■ 2 -3 Years ■ ■ ■ ■ ♦ 2 -3 Years Sidewalks ♦ ■ ■ ■ ■ ■ ■ 2 -3 Years Sidewalks /Legal ♦ ♦ ♦ ■ ♦ ♦ ♦ 3+ Years Sidewalks ? • • ♦ ♦ 3+ Years 66 Page 8 of 12 Idea presented during public consultation; introduction of penalties into contracts may result in higher unit costs; investigation required Taxation Review Committee Idea presented to the Taxation Review Committee (2010); investigation needed to determine if surcharge can be applied (PSAB) and to Transit and double dipping of registration fees for heavy truck - investigate more money from Province Idea presented during public consultation; need to complete a business case analysis to determine savings /costs; need to address collective agreement limitations (293) Idea presented during public consultation; need to complete a business case analysis to determine savings /costs; need to address collective agreement limitations (293) Idea presented to the Taxation Review Committee (2010); requires by- law amendments, some of which have been completed and is a matter of implementing more changes; considerable effort in preparing for court and high risk of going to court and losing (past experience) Idea presented to the Taxation Review Committee; need to create a new Streets and Sidewalks By -Law with consolidation of related by- laws; enforcement resources required Idea presented during public consultation; currently receive many calls for the 40% of s/w not serviced (currently 72 request for adding s/w to the winter maintenance inventory); total cost of service is currently $380,000 Idea presented during public consultation; new by -law required (takes time and impacts current organization capacity); additional resources required for enforcement; City properties need to be services; collective agreement challenges (293) Idea presented during public consultation; need to complete a business case analysis to determine savings /costs; need to address collective agreement limitations (293) Core Service Review - Opportunities for service efficiencies and improvements 11 Seek revenue generating opportunities for line painting 12 Continue to improve technology used in line painting for efficiency (e.g., recent improvements have results in painting twice as many cross walks in the same amount of time) 13 Investigate thermoplastics for line painting material with potential for efficiencies by not having to paint same lines each year 14 Implement fee for advisory /consulting activities (e.g., traffic counts for developers) 15 Introduce requirement for developers to pay for any transportation infrastructure required as a result of development (particularly traffic related requirements) 16 Establish a west depot location to improve cost - effectiveness of service delivery 17 Charges for lateral connections to municipal storm water system 18 Charges for installation of new driveway - culverts 19 Introduce a requirement to provide analysis for TSS and hydrocarbons for stormwater surcharge with a focus of reducing maintenance costs and increasing the life -cycle of stormwater infrastructure 20 Investigate converting to a user pay system for solid waste collection 21 Seek revenue generating opportunities for solid waste collection Page 9 of 12 Service Traffic Traffic Traffic Traffic Traffic MENE N r v C C N N O a-' a) C S N O U fL0 E UJ (0 C: pp Ul C p fa 2 C 00 U U U O N N CL y N (gyp Q E: cu E E C Ln a) u N W 7 pp c ar C j o .p y Q a z v a a' U O E Priority ■ ■ ■ • ■ ♦ 2 -3 Years Idea presented as part of budget expectations 2013 (McKenzie); already have had success with taking on work of PNB with increased revenue; better utilization of resources (when weather is foggy in City may be sunny in neighbouring communities) ♦ ■ • ■ • ■ • 2013 Budget Need investment in equipment ♦ • • • • ■ • 2013 Budget Need investment in materials /equipment STUDY ♦ ■ • • • 2013 Budget ♦ ■ • • ♦ ■ 2 -3 Years Transportation ♦ ■ • • • ■ ♦ 2 -3 Years Savings in fuel and more responsive service delivery; one time savings Services from closing Boars Head location to offset capital cost of moving operation west; proposing a phased approach of $175,000 annually in capital costs - total $600,000); legal and real estate requirements Stormwater O ■ ■ • ■ ■ 2 -3 Years Idea presented to Taxation Review Committee; need to focus on cost recovery; need investigation on how to implement Stormwater O ■ ■ • ■ ■ 2 -3 Years Need to focus on cost recovery; need investigation on how to implement Stormwater ♦ ■ ■ • ♦ ■ 3+ years Requires development of a stormwater by -law Solid Waste ? O ■ ■ ■ ■ ♦ 2 -3 Years Idea presented as part of 2012 Budget Discussions; need STUDY investigation into feasibility of implementation and determination of savings /costs; administrative requirements expected to increase Solid Waste • ■ ■ • ■ ♦ 2 -3 Years Idea presented as part of budget expectations 2013 (McKenzie); requires capital investment for equipment 67 Core Service Review - Opportunities for service efficiencies and improvements 22 Introduce a bag limit to reduce tipping fees and operational costs 23 Contract out solid waste collection service 24 Introduce fines for not recycling or composting 25 Better enforcement of the Solid Waste By -Law and collection of fines for non - compliance (specifically illegal dumping) 26 Divest LPP as appropriate 27 Set up a grants and endowments program for community -based parks and recreation facilities projects 28 Develop comprehensive user fee and subsidy policy with a restructuring of rates that focus on regional considerations 29 Complete facilities right- sizing exercise ensuring that facilities meet need and is affordable 30 Develop a regional recreation facilities model for that coordinates service delivery (scheduling) 31 Complete a community school facility review and develop mutual use agreements 32 Investigate opportunity to privatize local arenas 33 Work with Provincial government to introduce contributions to the public transit service that aligns with other provincial jurisdictions across Canada 34 Increase on- street parking meter areas 35 Increase hours of operation of parking (e.g., additional hours per day, flat rates on weekend evenings) Page 10 of 12 ENNO N v Solid Waste ♦ ♦ ■ ■ ■ ■ Priority 2 -3 Years Idea presented during public consultation; some savings in tipping fees anticipated but need analysis to determine impact; need additional enforcement (tagging and illegal dumping) and administration resources Do not do Idea presented during public consultation; business case analysis completed recommending in -house service delivery; post 293 collective agreement would need to conduct analysis to determine savings /costs 2 -3 Years Idea presented during public consultation; by -law amendments required; additional enforcement /administrative resources required Solid Waste ♦ ♦ ■ ■ • • ■ ♦ 2 -3 Years Ideas presented during public consultation; by -law amendments required; additional enforcement /administrative resources required Parks Parks; Rec Facilities Rec Facilities ♦ ■ • ♦ ■ 2 -3 Years Evaluation required of appropriate land to divest and mechanism for divesting; legal and real estate requirements ♦ ♦ ■ ■ ■ ■ ♦ 2 -3 Years ♦ • ■ ■ ♦ ■ Rec Facilities ♦ ♦ • ■ ■ ■ ■ Rec Facilities ■ ♦ • • ■ ■ ♦ • Rec Facilities ♦ ♦ • ■ ♦ ■ ♦ ■ Rec Facilities • ■ • Transit /IGA • • • • • 2 -3 Years Requires investigation and consultation to determine appropriate rates and /or subsidies 2 -3 Years Need to be completed as part of PlaySJ recommendations; considerable resource required to divert or decommission recreation facility assets 2 -3 Years Will depend on mandate of Provincial Regional Services Commission; Web- booking feasibility 2 -3 Years Current agreements outdated; time required to negotiate with the Province; legal requirements 2 -3 Years 2012 Budget Discussions; trend in arena management 2 -3 Years Requires intergovernmental coordination Parking ■ ■ ■ ■ ■ 2013 Budget Requires by -law amendments (minimal); need to consult with business community; revenue realized mid year Parking ■ ■ ■ ■ ■ 2013 Budget Requires by -law amendments (minimal); need to consult with business community; revenue realized mid year •: C a) O 2 C U C E v C 0 C O D t V t0 C N C O _ �J O M In v 0 N .°p Q �' a E v a W a 3 c N O C no 4J N . V N + O OJ C Service Q > V) p a -0 d Y Q 0 Q Solid Waste ? ? ■ ■ ■ ■ Solid Waste • • • Solid Waste ♦ ♦ ■ ■ ■ ■ Priority 2 -3 Years Idea presented during public consultation; some savings in tipping fees anticipated but need analysis to determine impact; need additional enforcement (tagging and illegal dumping) and administration resources Do not do Idea presented during public consultation; business case analysis completed recommending in -house service delivery; post 293 collective agreement would need to conduct analysis to determine savings /costs 2 -3 Years Idea presented during public consultation; by -law amendments required; additional enforcement /administrative resources required Solid Waste ♦ ♦ ■ ■ • • ■ ♦ 2 -3 Years Ideas presented during public consultation; by -law amendments required; additional enforcement /administrative resources required Parks Parks; Rec Facilities Rec Facilities ♦ ■ • ♦ ■ 2 -3 Years Evaluation required of appropriate land to divest and mechanism for divesting; legal and real estate requirements ♦ ♦ ■ ■ ■ ■ ♦ 2 -3 Years ♦ • ■ ■ ♦ ■ Rec Facilities ♦ ♦ • ■ ■ ■ ■ Rec Facilities ■ ♦ • • ■ ■ ♦ • Rec Facilities ♦ ♦ • ■ ♦ ■ ♦ ■ Rec Facilities • ■ • Transit /IGA • • • • • 2 -3 Years Requires investigation and consultation to determine appropriate rates and /or subsidies 2 -3 Years Need to be completed as part of PlaySJ recommendations; considerable resource required to divert or decommission recreation facility assets 2 -3 Years Will depend on mandate of Provincial Regional Services Commission; Web- booking feasibility 2 -3 Years Current agreements outdated; time required to negotiate with the Province; legal requirements 2 -3 Years 2012 Budget Discussions; trend in arena management 2 -3 Years Requires intergovernmental coordination Parking ■ ■ ■ ■ ■ 2013 Budget Requires by -law amendments (minimal); need to consult with business community; revenue realized mid year Parking ■ ■ ■ ■ ■ 2013 Budget Requires by -law amendments (minimal); need to consult with business community; revenue realized mid year •: Core Service Review - Opportunities for service efficiencies and improvements 36 Increase cost of residential parking permit for temporary and commercial use (currently $5 per week) 37 Increase area of parking enforcement 38 Investigate program that generates triggers for people who do not pay multiple parking tickets for more efficient service delivery in terms of the effort to work through the process (court) 39 Change current summons and court process for parking tickets to make it more efficient Page 11 of 12 Service Parking Parking Parking Parking ♦ • ■ ■ ■ ♦ 2 -3 Years Study feasibility of placing tickets against drivers license or vehicle registration - tickets must be paid in order to renew; intergovernmental cooperation with the Province to implement •• MENE N r_ v C O i + N E N � N E a C O N � C O N _ fC S V C C . U � 2 Ln U l7 00 ¢ u O E u N c N ° y E N c C Ul 7 Vf W C c j aj M u0 .p y Q a z a a' U v, O Priority ■ ■ ■ ■ • 2013 Budget Requires by -law amendments (minimal); need to consult with business community; revenue realized mid year ♦ ■ ■ ♦ ■ 2 -3 Years Requires by -law amendments ♦ ■ ■ ■ ♦ ♦ 2 -3 Years Requires study STUDY Parking ♦ • ■ ■ ■ ♦ 2 -3 Years Study feasibility of placing tickets against drivers license or vehicle registration - tickets must be paid in order to renew; intergovernmental cooperation with the Province to implement •• Core Service Review - Opportunities for service efficiencies and improvements 1 Increasing responsibilities to eliminate or reduce overtime including service level policy review and working alone policy 2 Introduce universal metering to ensure users pay for the water that is consumed to support better leak detection and repair and automated meter reading - consider requirement for new construction to install water meter to support universal metering 3 Review rates to ensure they are affordable and that there is equity among rate payers, particularly among heavy users 4 Evaluate a Public- Private Partnership (P3) model to deliver quality drinking water 5 Introduce fire line standby charges back in to the Water & Sewer By -Law. This will require an inventory of sprinkler lines and an amendment to the by -law 6 Full cost recovery for special customer services (e.g., installation of new services, thawing frozen services, water testing, permitting, disinfection including overhead costs) 7 Implement computerized maintenance management system software 8 Recreate Saint John Water as a separate entity 9 Review delinquent account policy (recover revenue in a timely, equitable manner) 10 Investigate immediate rate increases to begin long term financing of safe, clean drinking water program 11 Eliminating fluoride in the City's water 12 Increase service fee on large meters Page 12 of 12 Qj v C c v C C N V O N c t U E c O U a E v o a C m v c p Y = o C N d N Q > o �n ai U E x E c 7 V LU C t E 7 C N U N 0 N c j p Service Stream a z LA d d U p E SJW ♦ • • O ♦ ♦ ■ Priority 2 -3 Years Idea presented as part of 2012 budget discussions SJW 0 0 0 ■ ■ ♦ ■ 2 -3 Years / Idea presented during public consultation; review timing to better Automation support quality drinking water program; Consider automatic meter 2013 Budget reading in 2013 (analysis complete) SJW O • • O • • ♦ ■ 2 -3 Years Idea presented during public consultation SJW ? • O • • ■ ♦ 2013 Budget Idea presented during public consultation; evaluation in progress STUDY SJW ■ • O O • ♦ ■ 2 -3 Years SJW revenue generating /cost saving ideas submitted as part of the core service review; requirement for by -law changes and business case analysis SJW • • • O • ■ ■ 2 -3 Years Requires analysis and by -law amendments SJW ♦ • • O • ■ ■ 2013 Budget Requires costs to implement resulting in long -term cost savings in life - cycle management of infrastructure SJW ♦ • • O • ♦ ♦ 3+ Years SJW ♦ • • O • ♦ ■ 2 -3 Years SJW; Finance • • O ♦ ♦ • ♦ 2013 Budget Drinking Water ♦ O • • ♦ ■ 2013 Budget Idea presented as part of 2012 budget discussions; likely resistance from Dental Association; Provincial mandate with recent implementation of a dental program Drinking Water ♦ • O O • ■ • 2 -3 Years SJW revenue generating /cost saving ideas submitted as part of the core service review 70