2012-12-10_Supplemental Agenda Packet--Dossier de l'ordre du jour supplémentaireCity of Saint John
Common Council Meeting
Monday, December 10, 2012
Location: Council Chamber
Supplemental to Agenda
16.0 City Manager: Draft 2013 Operating Budget
16.19 City Manager: Proposed 2013 Water and Sewerage Rate Revision
The City of Saint John
Seance du conseil communal
Le lundi 10 decembre 2012
Lieu: Salle du conseil communal
Ordre du jour supplementaire
16.0 Directeur general : Budget de fonctionnement de 2013 provisoire
16.19 Directeur general : Augmentation proposee pour 2013 pour les services d'aqueduc
et d'egouts
REPORT TO COMMON COUNCIL
December 8, 2012
His Worship Mayor Mel Norton and
Members of Common Council
Your Worship and Councillors,
Subject: Draft 2013 Operating Budget
E
The City of Saint John
The attached report sets out a proposed operating budget for the General Fund. It is prepared in
the context of pension reform, Council priorities, P1anSJ and financial sustainability. It is based
on two key assumptions namely that the City will eventually adopt the shared risk pension model
and that we will be able to secure a multi -year accounting deferral for a portion of the additional
pension expense incurred in 2011.
The attached table sets out the financial impact of securing or not securing the deferral and /or
proceeding or not proceeding with the SRP model. Staff will elaborate on these scenarios at the
upcoming meeting. The cost of securing an LTD insurance program outside the pension plan has
not yet been determined or included in this draft and this payment will impact the funding
available.
A summary expenditure adjustment table has been provided that shows the proposed change in
service level and the cost of each change. The detailed Service Based documents (first draft)
will not been amended until the status of the deferral and SRP model are known with certainty
and Council has made a decision on the various service adjustments.
This budget document is a starting point and I anticipate some amendments depending on the
feedback received from Council.
Respectfully submitted,
J ?ckWoods CGA
City Manager
REPORT TO COMMON COUNCIL
as
December 6, 2012
His Worship Mayor Mel Norton and
Members of Common Council
The City of Saint John
Your Worship and Councillors,
Subject: 2013 General Fund Operating Budget
The purpose
of this
report is to propose a 2013 General Fund Operating
Budget and a property
tax rate of
$1.785.
The Context
Priorities
Common Council pursued a deliberate and focused approach to establishing their strategic
priorities for the next four years. Citizen input was solicited at ward meetings and through a
formal Ipsos Reid satisfaction survey. An economic development plan, True Growth 2.0, was
formulated after extensive consultation with private sector and other key stakeholders. Council
then engaged in a priority planning exercise to set out their key objectives. At the same time, a
Core Service Review process was initiated to look at comparable service benchmarks and to
identify opportunities to improve services or reduce costs.
While broad themes were evident certain pressing matters came to the forefront. A compelling
need to solve the pension funding issue, the importance of re- investing in road improvements,
the significance of creating a livable community with enhancements to recreation services, a
focused and coordinated approach to economic development and the all- important need to
address the issue of Clean Water were identified as top priorities. Implementation of the policies
and principles of P1anSJ were also endorsed as a real opportunity to advance the well -being of
Saint John and its residents through sound planning and development.
Pension Funding
Council, with the support of the Province of New Brunswick Task Force, commissioned an
analysis of a Shared Risk Pension model as a means of rendering the pension plan both
affordable and sustainable over the long -term. The City has already accrued a $195M liability
and the funding situation has been deteriorating for a number of years.
The Task Force reported that the current plan was unsustainable and would cost the City $26.2M
per year to fund in future years with the risk of additional costs if the financial condition of the
plan worsened. They assessed the option of converting to a Defined Contribution Plan and
concluded that this would cost a minimum of $29M per year as the City would be obligated to
retire the existing $195M liability and contribute to the Defined Contribution Plan. Their
Page 2
analysis of the Shared Risk model indicated that total annual plan contributions could be reduced
to $16AM and that the City's risk exposure would be limited to an additional 2.75% of payroll if
the plan condition worsened.
The Task Force recommended that the City adopt the Shared Risk Model, The City has provided
$22.7M in the 2012 operating budgets for the General Fund and Water Utility and with a move
to the Shared Risk option (with the deferral) the City's General Fund portion of the savings
would result in an immediate reduction of approximately $4,340,000 in the required contribution
to the pension plan in 2013.
A portion of the projected savings must be used to absorb the -st of existing LTD claims which
will no longer be an eligible expenditure in the SRP model- The total annual cost will amount to
$1.97M of which all but $191,000 will be in the Operating Budget. This payment obligation will
diminish with time as the beneficiaries turn 65 and move to regular pension status.
The City was unable to conclude the pension reform process as planned in 2011 and therefore
was obligated to contribute more than originally budgeted. This translated into a net shortfall of
$3.6M in the overall 2011 financial results. While the required amounts have been paid to the
plan the City has requested an `accounting' deferral that would allow the contribution to be
recognized over an extended number of years. This will avoid a substantial deficit in 2011 and
allow the savings from the Shared Risk Plan to be re- invested in needed services.
PlanSJ
Clearly, implementation of P1anSJ offers a transformative opportunity for our community. It
establishes a well- defined baseline for future policy development, targets higher density
development and future growth in the primary development area and yet still provides a range of
rural, suburban and urban lifestyles for citizens to choose from. It is also evident from the Core
Service Review that future deliberations on service delivery will have to consider service level
options both inside and outside the primary development area. This will be an evolving debate
but it offers the potential for lower costs as well as more effective and more efficient service
delivery.
PlaySJ
The preliminary results of the PlaySJ review concluded there is an over - abundance of parks and
playgrounds and as a result the quality of the facilities has been compromised. It points to the
need to concentrate on improving quality rather than quantity. The PlaySJ report will be released
shortly and an opportunity for public input will be provided. It is anticipated that little used or
substandard facilities will be taken out of service in favour of allocating the available resources
to those that are in active use and can serve larger areas.
The
2013
Operating
Budget
as presented
is
predicated
on the
City
adopting
the shared
risk
approach
and
securing
the
requested
accounting
deferral.
PlanSJ
Clearly, implementation of P1anSJ offers a transformative opportunity for our community. It
establishes a well- defined baseline for future policy development, targets higher density
development and future growth in the primary development area and yet still provides a range of
rural, suburban and urban lifestyles for citizens to choose from. It is also evident from the Core
Service Review that future deliberations on service delivery will have to consider service level
options both inside and outside the primary development area. This will be an evolving debate
but it offers the potential for lower costs as well as more effective and more efficient service
delivery.
PlaySJ
The preliminary results of the PlaySJ review concluded there is an over - abundance of parks and
playgrounds and as a result the quality of the facilities has been compromised. It points to the
need to concentrate on improving quality rather than quantity. The PlaySJ report will be released
shortly and an opportunity for public input will be provided. It is anticipated that little used or
substandard facilities will be taken out of service in favour of allocating the available resources
to those that are in active use and can serve larger areas.
i
Fiscal Responsibility
An overarching theme during Council's deliberations was the need to act in a fiscally responsible
manner. In practice this means living within the available revenue envelope, avoiding a tax rate
increase, focusing on the long -term interests of the community, managing our debt obligations,
balancing expenditures to ensure that a range of community needs are addressed and ensuring
that short-term decisions do not compromise our ability to respond to new opportunities or
address emerging challenges.
The availability of additional funds does not eliminate the need to exercise good judgment in the
use of public funds. The base budgets for each service area were prepared on the assumption
that current service levels would not increase. In other words the savings and reductions applied
in previous years will be retained. The proposed budget provides for selective service
enhancements based on Council's priorities and the public feedback during the community
consultations.
Revenues
The City is legally obligated to present a balanced operating budget. Effectiely, expenditures
cannot exceed the available revenues. The three main sources of revenue for the City are
property taxes, the Community Funding grant transfer from the Province and proceeds from the
sale of services.
Total revenues are projected at $147,914,458 for 2013 an increase of 3.272M$ or 2.26% over
2012 with $118,239,743 derived from property taxes at the current $1.785 tax rate, $18,579,923
from the Provincial transfer and $11,094,792 from levies, fines and the sale of goods and
services.
There are no increases in service charges for recreation, parking, building permits or
development applications proposed in this budget;
Expenditures
The 2013 operating budget (Schedule A) proposes total expenditures of $147,914,458.
Approximately $2.65 million was necessary to simply absorb increased costs of wages,
insurance, fuel and other base expenditures.
Each department's service based budget submission documents the planned service objectives
and required resources for next year. The focus areas for the proposed budget directly reflect the
priorities established by Common Council and our statutory responsibilities.
The more significant allocations and adjustments proposed for 2013 are noted below.
Pension — the proposed budget is predicated on the City eventually adopting the Shared Risk
Pension Model. The SRP model requires minimum funding of 30% of payroll or $16AM
million. There is also a necessity to transfer the annual cost of LTD benefits ($1.78M), which
are not permitted under the SRP approach, from the pension plan to the operating budget. The
net impact
is a
year over year cost reduction
for pension of $2.56M for 2013.
The cost sharing
mechanism
for
a an insured LTD plan has yet
to be determined.
PlanSJ — actual implementation of P1anSJ requires revising the Building Bylaw, Zoning Bylaw,
and Subdivision Bylaw, establishing Infrastructure Guidelines and creating a Stormwater Bylaw
as well as amending the Water and Sewerage Bylaw. This is a complex and involved process
that is dependent on having qualified and capable professional resources. This is not a process
that can be left to evolve over an extended number of years. Rather it is important that the
development community understand the rules of the road and it is equally important that the
policies be well defined so that the desired process improvements can be properly formulated.
The 2013 budget retains a full staff complement in the Growth and Development Department
and provides an additional $180,000 for two contract positions to assist in moving these various
elements forward on a timely basis. It is anticipated that legal services will be directly impacted
by the additional workload and a lump sum of $50,000 has been provided to secure supplemental
resources.
Roads and Sidewalks — there is universo recognition that additional work needs to be
undertaken to improve the overall condition .of our road and sidewalk network. The City
Engineer has advised that in order to target a Pavement Condition Index of 80 the 2013 operating
budget would have to be increased from the current $3.1 M to $4.4M. In addition the operating
budget for curb and sidewalk work would have to be increased by $150,000. Both envelopes are
increased accordingly. It is recommended that the current level of service for sidewalk snow
plowing remain at the current 61 % coverage target.
Recreation and Parks Services- a range of quality recreation opportunities for children, adults
and seniors is a 'fundamental necessity in a livable attractive community. The budget
contemplates providing a free recreation component at each of the community centers ($60,000),
a partnership with the ONE Change to operate the Nick Nicolle Community Centre ($30,000),
enhancing youth participation ($72,500) with additional casual resources, summer operation of
Mispec Park ($45,000) and Lifeguard services extended until September 2 °a ($30,000).
Transit — The base budget for the Transit Service necessitates a $947k funding increase just in
order to cover recurring debt charges and other inflationary adjustments. It is proposed that an
additional $350,000 be allocated to the service to specifically target evening service in priority
neighbourhoods, the Hospital /UNB route and morning service. It is projected that this extra
funding will yield approximately 7 -8,000 additional service hours. The Transit Commission
should be required to present Council with a detailed implementation plan including not just
service hours but also ridership usage as well as demonstrating how service improvements are
consistent with the P1anSJ direction and identify any needed capital investments prior to
accessing the additional funds. Funding in subsequent years should be dependent on successful
achievement of desired outcomes.
Economic Development — the adoption of True Growth 2.0 and Council's stated priority to have
an integrated and coordinated approach to Economic Development will create new opportunities
for the community and the region. It is proposed that the Economic Development envelope be
increased by ($143k) to ($2.3M) with the additional funding going to Enterprise Saint John in
order to allow it to take a leadership role in the implementation of the True Growth 2.0 initiative.
New wealth creation and tax base growth will provide the revenues needed to deliver affordable
services in the future. Given the changing role of the Provincial development agencies it would
be appropriate to request an updated Service Level Agreement from ESJ showing how their
efforts will complement the new mandate of the Provincial development agencies.
Dangerous Building Enforcement — The budget provides for an increase in resources ($195k)
in order to double the enforcement program (dangerous /vacant/unsightly). Enforcement activity
protects the residents of these buildings, reduces the risk to neighbouring properties, improves
neighbourhood safety and encourages owners to take timely remedial action on at risk buildings.
The question of how to encourage new development or to just improve the appearance of vacant
lots will have to be addressed in due course.
Arts Culture Activities — a thriving arts and culture scene is a hallmark of a vibrant and livable
community. The proposed budget retains commitments to the Arts Centre ($75k) and Imperial
Theatre ($337k) through the Regional Facilities Commission and also includes funding for the
Saint John Theatre Company ($10k), Salty Jam ($20k), the Fundy Fringe Festival ($5k), the
Regional Library ($456k) and the Community Arts Board ($35k). Community based activities
on Canada Day, New Year's Eve, as well as the Mayor's Levee will also be funded.
Neighbourhood Support — the base budget contained a $150,000 funding envelope to provide
support to the various associations and development groups particularly in the priority
neighbourhoods. The City will be moving from a direct program provider to a program
facilitator role in the delivery of recreation programs with greater emphasis on community
engagement. It is proposed that an additional $50,000 be provided to deliver community
development grants that could be used to leverage additional private sector or community
support for needed programs. A means of determining the return on investment for this type of
financial support is currently being studied by graduate students at UNBSJ. Regardless of the
methodology Council should be looking for solid outcomes from each of the organizations
benefitting from this financial support.
Fire Service — the first draft of the Fire Service budget includes the full amount for the arbitrated
wage settlement. In effect, this group of employees would have avoided the wage freeze
requested and adopted for all other employee groups. This creates a fundamental inequity
between the wage treatment of the employee groups that cannot be ignored. It is proposed that
the departmental budget be adjusted on the assumption that there were no wage increases for the
members of Local 771 in 2011 and 2012. This would result in a reduction of the initial funding
request by $560,000 for 2013.
The vast majority of fire service costs are salary related and this adjustment will mean a
consequent reduction in staffing strength in the department. The Fire Chief will develop a
staffing plan in line with the proposed level of funding.
City Clean Up — there continues to be interest in re- instating the City wide spring clean-up
program. It is estimated that this service would cost approximately $380k annually. Staff are
suggesting that given the availability of the large item pick -up service and the white goods drop -
off program it may be more beneficial to the entire community to first explore the potential for
curb side pick -up of recyclables. Once a cost comparison is completed Council can consider the
available options for the 2014 Budget year.
Value for Money — each year the City identifies a service area for an in -depth value for money
review. In 2011 a Fleet Review was undertaken and in 2012 a Mobile Communication Services
review was completed by our IT department. It is proposed that a value for money review of
Legal Services be undertaken in 2013. This review will not require additional funding. Instead it
is proposed that we move to a bi -annual Ipsos Reid satisfaction survey and redirect the available
funds ($50,000) for the value for money project. Should sufficient funding be available it is
suggested that Engineering Services also be reviewed. The Citizen survey would then be
undertaken in 2014 and again in 2016.
Corporate Strategic Plan — Common Council has identified its priorities for its term of office.
It is now imperative that the organization fully embrace and implement these key goals. A
review and update of the Corporate Strategic Plan will ensure that corporate plans and initiatives
are supportive of and contribute to Council's objectives. It will also provide a clear and common
understanding across the organization of our overall direction* priorities and objectives. The
plan will require limited outside resources ($25k) and will be led by our Corporate Planning
staff.
Core Service Review — The second phase of the Core Service Review will begin in 2013 with a
budget of ($50k). The information gathered will provide peer benchmarks, identify opportunities
for additional revenue, new approaches to service delivery and generally assist in challenging the
status quo. Implementation of the results of the first phase of the review will also begin next
year with particular attention to;
• Triggers for multi=lex el Medical First Responder'Calls in the Fire Service
• Winter day time vs night time shift deployment for snow removal
• Arena staff redeployment — daytime operations
• Turf maintenance with consolidation and new remote operation site
• 3 year civilianization Plan for Police Services with cost reduction targets
• Begin public consultation on right sizing of parks /playgrounds /fields
YM -YWCA — the City has agreed to provide property to facilitate the development of the new
YM -YWCA. This facility will introduce a marked increase in services in the Crescent Valley
area and will also allow the City to refine its program delivery in this neighbourhood. The Y has
requested that they be provided relief from the building permit and plumbing fees. It is
estimated that their costs will total approximately $175,000. The City cannot exempt individuals
or organizations from such fees however it can provide a grant to offset the cost incurred. The
budget will show revenue for the permit fees and a grant for the same amount in the expense
budget.
Regional Service Commission — the Province of New Brunswick has begun implementation of
Regional Service Commissions across the Province, including the Greater Saint John area, as
part of its Local Governance Reform process. The Commission will initially be responsible for
solid waste management, regional planning and EMO planning. It is hoped that a formal regional
structure will also lead to more sharing of services at the regional level. The City's contribution
to the 2013 Commission is $42,054.
LEM
Revenue Opportunities — the City introduced increases to ice time rates and development fees
during 2012 as well as a small increase in parking meter rates. The primary focus in 2013 will be
to pursue contracted service rates with other agencies. The Fire Service has identified some
potential revenue generation opportunities and will be developing a bylaw for Council's
consideration.
Tax Rate Reduction
The potential for a tax rate reduction was raised in the context of potentially offsetting some of
the proposed increase in water rates. The water rate issue has largely been mitigated in the
revised rate submission.
A tax rate reduction is much like a corporate dividend in that it should not be extended unless
there is certainty that it can be sustained for an tgptended period, The decision to provide a tax
reduction rests with Council but should be made full consideration of the current and projected
financial position of the City.
More particularly, the City will be facing reductions in the order of $350 -400K per year in the
provincial grant transfer for both 2014 and 2015. in addition, the rate of tax base growth is
expected to slow given the relative lack of major development in the community. As well,
because of the significant increases to the pension contribution envelope in recent years there is a
real service backlog in various service areas (transit, recreation, roads etc.). Finally, we are only
in the first year of the pension reform process and some financial flexibility should be retained
until all the implications are fully known (LTD,, deferral, Market returns etc.)
It is staffs opinion that the financial position of the City first be fully stabilized and that a tax
rate reduction be considered only when there is more certainty with respect to the concerns
previously noted.
Establishment
The approved establishment sets out the number of permanent employee positions included in
the budget and acts as a control mechanism for Council in that any change in the total number of
permanent positions requires Council approval.
Schedule D attached establishes the number of permanent positions funded in the budget at 647
for the coming year (a net reduction of one position).
Wage Increases
The operating budget includes contracted wage increases for our unionized employees as set out
below. A 2.5% wage adjustment for the management, non -union and professional employees is
proposed for 2013. With the exception of Local 771 each of the unionized groups has had a two
year wage freeze applied to their scheduled adjustments. The non -union group has had three
years of wage freezes in the last four years.
Page 8
City of Saint John - Comparative Salary Increases 2005 - Present
Year
Management
Loca1486
Local 771
Loca118
SJPA
Increase
% Increase
% Increase
% Increase
% Increase
Expiration of
Dec 31,
Collective
2014
Dec 31, 2014
June 30, 2014
Dec 31, 2012
Agreement
2005
2.90%
3.00%
4.00%
2.75%
4.00%
2006
3.00%
3.00%
4.00%
2.75%
4.00%
2007
3.25%
3.00%
6.00%
3.25%
4.50%
2008
2.50%
3.50%
5.75%
3.25%
5.75%
2009
0.00%
3.25%
4.50%
3.50%
4.50%
2010
0.00%
3.25%
4.50%
3.25%
5.25%
2011
2.90%
3.00%
2.00%
0.00%
0.00%
2012
0.00%
0.00%
2.00%
0.00%
0.00%
2013
2.50%
0.00%
4.00%
3.00%
N/A
2014
N/A
2.90%
4.00%
1.50%
N/A
Total 17.05% 24.90% 40.75% 23.25% 28.00%
Annual Avg. 1.89% 2.49% 4.08% 2.33% 3.50%
Citizen Responsibility
The City continues its efforts to identify efficiencies and cost reductions in its day to day
operations. Citizens also have a role to play in helping to control service delivery costs. Off
street parking during winter storms directly reduces snow clearing costs, recycling plastics and
metals reduces our solid waste charges at the landfill, using the compost bin reduces our costs by
another $75 per tonne. Likewise, fixing faulty alarm systems reduces the waste of fire and police
resources. Individual actions may not seem like they make a difference but taken across the
community it does make a significant difference.
Conclusion
With the exception of the new costs for the City's share of the Regional Service Commission,
each of the enhanced investments is intended to contribute to the achievement of Common
Council's priorities and to respond to identified community needs.
Council identified three broad focus areas when establishing its priorities; Economic Health,
Community of Choice, and Sustainable Infrastructure. Enhanced enforcement of the dangerous
and unsightly bylaw provisions coupled with new emphasis on recreation programming, arts and
culture activities and improved transit services will all contribute to creating a vibrant and livable
community. The pension reform, value for money review, Core Service Review and the updated
Corporate Strategic Plan will help to ensure that public resources are used in a responsible
manner and maintain a healthy financial position. The major new investment in road repairs will
benefit the entire community with improved infrastructure while continued support for priority
neighbourhoods will support revitalization of these areas. Finally the commitment to a
coordinated economic development strategy and aggressive implementation of the core elements
of P1anSJ will help to create new wealth in the community and create the environment for sound
development in the years ahead.
Recommendation
Respectfully submitted,
J. Patrick Woods CGA:
City Manager
}
e
In 000's
Surplus /Deficit
With Deferral
Without Deferral
With SRP Oct 1, 2012
Without SRP Oct 1
In 000's
With SRP
Without SRP
With SRP
Without SRP
With SRP
Without SRP
2013 General Operating Budget
Scenario Analysis
2011 2012 2013 2014
-$ 3,574
2015
$
360
-$
360 -$ 360
$
31574
$
- $ -
$ 1,400 $
4,700
$
41200 $ 3,800
$ 3,500 -$
41200
-$
4,900 -$ 51700
2013
With Deferral
Without Deferral
$4,340
- $41560
$1,126
- $7,774
2014
With Deferral
Without Deferral
$3,840
- $5,260
$4,200
- $4,900
2015
With Deferral
Without Deferral
$3,440
- $61060
$3,800
- $51700
07/12/2012
The City of Saint John
2012
Budget Summary
Tax Revenue
$ 114,5045447
$ 118,239,743
2013
Difference
$ -
$
(0) -
2012
PROPOSED
BUDGET
BUDGET
VARIANCE
Total Expenditures:
$
14476425653
$
147,9149458
$
(3,2717805)
Less: Non -Tax Revenue:
$
(11,2195478)
$
(11,094,792)
$
(124,686)
$
133,423,175
$
136,819,666
$
(3,3967491)
Unconditional Grant
$
18,9185728
$
18,5799923
$
(338,805)
Net Budget
$
114,504,447
$
118,2391743
$
(3,7351296)
Tax Denominator
$
67414,814,937
$
6,6241075,264
Tax Rate
$
1.7850
$
1.7850
Tax Revenue
$ 114,5045447
$ 118,239,743
39735,296
Difference
$ -
$
(0) -
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REPORT TO COMMON I
December 8, 2012
His Worship Mayor Mel Norton and
Members of Common Council
Your Worship and Councillors,
Subject; Proposed 2013 Water and Sewerage Rate Revision
The City of SWM John
The first draft of the 2013 Water and Sewerage Budget included a proposed rate increase of $72.00 or a
7.4% increase over the 2012 rate for flat rate customers. An equivalent adjustment would be applied to
the metered customers.
Council was also advised that there would be continued upward pressure on water rates as the City
moved torward to invest heavily in the Clean Water program. Council expressed some concern about
the impact of the proposed rate increases on homeowners in general and those on limited or fixed
incomes in particular. Council requested that various mitigation measures be explored to lessen the
impact of the proposed rate increase.
Staff advised that adoption of the Shared Risk Pension model would ease pressure on the Water Utility
budget and any resultant savings could be applied to lower the anticipated increase. A lower overall
rate increase is the most equitable mitigation measure as it applies universally to all customers.
An analysis was completed in the past week to determine exactly how rates would be impacted if the
contribution rate proposed for the City (13% CSC and 17% PSC) as outlined in the Shared Risk model
were applied to the Utility budget.
The total amount budgeted for pension contribution in the first draft was approximately $3,000,000.
The amount required under the Shared Risk Plan is projected to be approximately $2,000,000.The net
effect is to reduce the proposed rate increase from 7.4% to 3.7 %.
SJ Water
2013 Proposed
2013 Revised
Flat Rate (% /$)
7.4%/$72
3.7 %/$36
Metered
Service Charge
No Change
No Change
Consumption
7.4%
3.7%
Page 2
A revised bylaw amendment schedule is attached for Council's consideration. The new rates can be
adopted at third reading. Given the need for rate certainty and the need to make the necessary
adjustments to the billing system, should Council decide not to pursue the Shared Risk Plan it is
proposed that the revised rate still apply for 2013 and that the Capital from operating account be used
to cover any resulting shortfall. While this approach will serve to increase borrowing costs it would be a
temporary measure for the 2013 year only.
It is important to note that a full water rate review will be carried out in 2013 and the P3 business case
will also be completed. The outcome of both these initiatives will have a direct impact on future rates.
The 2014 rate will then be revised to reflect the combined effect of these initiatives and any adjustment
for actual pension contributions.
As noted, Council also requested that staff exploring other mitigation measures. Staff are considering a
variety of options and will have to assess our bylaw authority to implement such measures. These
efforts will be examined in more depth and a report will be presented to Council in the New Year. The
proposed rate adjustment will nevertheless provide immediate relief to all customers.
Recommendation
That Common Council approve the revised 2013 rate schedule as attached and adopt same at Third
Reading of the Water and Sewerage Bylaw amendment process.
R ectfully submitted,
trick Woods CGA
City Manager
07/12/2012
SAINT JOHN WATER SERVICE BASED BUDGET
2013 -2016
Fiscal Charges
Debt servicing
2-
Bud et
20 9
Bud ei
F2014
orecast
2015
Forecast
2016
Forecast
Operating Expenditures
5,605,000
6,485,000
8,692,000
9,642,000
9,825,000
Drinking Water
15,438,000
15,714,000
17,582,000
20,020,000
22,254,000
Watershed Management
249,000
244,000
248,000
252,000
256,000
Water Treatment
2,092,000
2,076,000
2,097,000
2,118,000
2,139,000
Water Pumping & Storage
996,000
1,086,000
1,101,000
1,116,000
1,132,000
Transportation & Distribution
4,370,000
4,456,000
4,517,000
4,579,000
4,643,000
Customer Metering
667,000
708,000
719,000
730,000
741,000
Industrial Water
Storm Sewer Levy
1,060,000
1,100,000
11100,000
1,120,000
Watershed Management
476,000
403,000
408,000
413,000
418,000
Water Pumping & Transport
822,000
1,063,000
1,081,000
1,099,000
1,118,000
Customer Metering
104,000
100,000
102,000
103,000
105,000
Wastewater
Flat Rate - Water & Sewerage
972
1.008
1,080
1,164
Wastewater Pumping
2,097,000
2,180,000
2,213,000
2,247,000
2,281,000
Wastewater Collection
2,520,000
2,604,000
2,646,000
2,687,000
2,730,000
WasteWater Treatment
4,398,000
4,208,000
4,277,000
4,346,000
4,418,000
Infrastructure Management
Block 3
0.2466
0.2557
0.2739
0.2952
Municipal Engineering
1,306,000
1,099,000
1,103,000
1,121,000
1,139,000
Other Internal Charges
509,000
542,000
555,000
565,000
576,000
Net pension costs
883,000
1,196,000
1,196,000
1,196,000
1,196,000
21,489,000
21,965,000
22,263,000
22,572,000
22,892,000
Fiscal Charges
Debt servicing
9,833,000
9,229,000
8,890,000
10,378,000
12,429,000
Capital from Operating
5,605,000
6,485,000
8,692,000
9,642,000
9,825,000
Total Fiscal Charges
15,438,000
15,714,000
17,582,000
20,020,000
22,254,000
Total Expenditures
36,927,000
37,679,000
39,845,000
42,592,000
45,146,000
Revenues
Flat rate Accounts
16,065,000
16,665,000
17,860,000
19,266,000
20,471,000
Metered Accounts
17,377,000
17,419,000
18,390,000
19,531,000
20,510,000
Fire Protection Levy
2,200,000
2,270,000
2,270,000
2,450,000
2,800,000
Storm Sewer Levy
1,060,000
1,100,000
11100,000
1,120,000
1,140,000
Other revenues
225,000
225,000
`2200
225,000
225,000
Total Revenues
36,927,000
37,679,000
39,845,000
42,592,000
45,146,000
Flat Rate - Water & Sewerage
972
1.008
1,080
1,164
1,236
Meter Rates.
Block 1
1.0974
1.1380
1.2188
1.3139
1.3953
Block 2
0.6988
0.7247
0.7761
0.8366
0.8885
Block 3
0.2466
0.2557
0.2739
0.2952
0.3135
Debt Service Ratio
26.63%
24.49%
22.31%
24.37%
27.53%
Page 1 of 1
BY -LAW NUMBER M -16
A BY -LAW TO AMEND A BY -LAW
RESPECTING WATER AND SEWERAGE
Be it enacted by the Common Council of
The City of Saint John as follows:
A by -law of the City of Saint John entitled
"A By -law Respecting Water and Sewerage"
enacted on the 7"' day of June, A.D. 2004, is hereby
amended as follows:
1 Schedules "A" is repealed and replaced with the
following:
SCHEDULE "A"
Effective January 1", 2013
Flat rate customers
Flat rate customers Yearly
Water charge
$454.05
ARRETE No M -16
ARRETE MODIFIANT L'ARRETE
CONCERNANT LE RESEAU WEAU ET
D' EGOUTS
Lors d'une r6union du conseil municipal,
The City of Saint John a d6cr6t6 cc qui suit:
Par les pr6sentes, Parr&d de The City of
Saint John intitul6 « Arret6 concernant les reseaux
d'eau et d'egouts >>, d6cr&6 le 7 juin 2004, est
modifi6 comme suit:
1 L'annexe « A >> est abrogde et remplac6e par cc
qui suit :
ANNEXE <(A)>
En vigueur le 1`r janvier 2013
Tarif forfaitaire pour les clients
Tarif forfaitaire pour
Tarif
454,05$
les clients
annuel
216.36
Redevance sur 1eau
36.06
20mm
2 Schedule `B" is repealed and replaced with the 2 L'annexe « B n est abrog6e et remplac6e par cc
following: qui suit:
SCHEDULE "B"
Effective January 11t, 2013
METERED CUSTOMERS — WATER SERVICE CHARGE
Meter Size
Yeari $)
Monthly $
Bi- Monthl ($)
15mm
216.36
18.03
36.06
20mm
264.84
22.07
44.14
25mm
361.68
30.14
60.28
40mm
475.56
39.63
79.26
50mm
948.72
79.06
158.12
75mm
1,971.48
164.29
328.58
100mm
3,428.52
285.71
571.42
150mm
5,388.24
1 449.02
898.04
200mm
7,742.40
645.20
1,290.40
250mm &
UP
10,485.96
873.83
1,747.66
METERED CUSTOMERS — CONSUMPTION CHARGE
Monthly (by ln
Bi- Monthl (by m
Consumption
m;}
Rate
$/m3.)
Consumption
m'
Rate
($/m'
For the first 50
1.1380
For the first 100
1.1380
For the next
124,950
0.7247
For the next
249,900
0.7247
For all in excess
of 125,000
0.2557
For all in excess
1 of 250,000
0.2557
Spillage
0.1100
Spillage
0.1100
IN WITNESS WHEREOF The City of Saint John
has caused the Corporate Common Seal of the said
City to be affixed to this by -law the day of
December, A.D. 2012, and signed by:
Mayor /maire
ANNEXE <(B))
En vigueur le 1 of j anvier 2013
CLIENTS AVEC COMPTEUR —TARIF DES SERVICES D'EAU
Dimension du
compteur
Tarif
annuel ($)
Tarif
mensucl $
Tari
bimensuel($)
15mm
216,36
18,03
36,06
20mm
264,84
22,07
44,14
25mm
361,681
30,141
60,28
40mm
475,56 1
39,63 1
79,26
SOmm
948,72
1 79,06
158,12
75mm
1971,48
164,29
328,58
100mm
3428,52
285,71
571,42
150mm
5388,24
449,02
898,04
200mm
7742,40
645,20
1290,40
250mm et
plus
10 485,96
873,83
1747,66
CLIENTS AVEC COMPTEUR— FRAIS DE CONSOMMATION
Mensuel (par m )
Bimestriel
(par in)
Consommation
Frais
Consommation
Frais
m1}
($ /rn )
(m)
$/m3}
Pour les 50
1,1380
Pour les 100
1,1380
Premiers
premiers
Pour les
0,7247
Pour les
0,7247
124 950
249 900
suivants
suivants
Pour toute
0,2557
Pour toute
0,2557
consommation
consommation
au -deli de
au -delA de
125 000
1 250 000
Renversement
1 0,1 10OLRcrtyersement
I O,11IX1
EN FOI DE QUOI, The City of Saint John a fait
apposer son sceau municipal sur le present arr&6 le
decembre 2012, avec les signatures
suivantes :
Common Clerk/Greffiere communale
First Reading - December 3, 2012 Premiere lecture - le 3 decembre 2012
Second Reading - December 3, 2012 Deuxieme lecture - le 3 decembre 2012
Third Reading - Troisi6me lecture -