2013-12-17_Agenda Packet--Dossier de l'ordre du jourJ
City of Saint John
Common Council Special Meeting
Tuesday, December 17, 2013
Committee of the Whole — 4:30 p.m. 8th Floor Boardroom City Hall
1. Call To Order
Each of the following items, either in whole or in part, is able to be discussed in private pu:
the provisions of subsection 10.2(4) of the Municipalities Act and Council/Committee will
decision(s) in that respect in Open Session:
1.1 Financial Matter 10.2(4)(f)o)
Open Session Meeting — 6:00 p.m. Council Chamber
1. Call to Order
2. 2014 General Fund Operating and Capital Budgets
REPORT TO COMMON COUNCIL
December 16, 2013
His Worship Mayor Mel Norton
The
and Members of Common Council
Your Worship and Members of Common Council:
SUBJECT: 2014 General Fund Operating Budget
The purpose of this report is to submit the 2014 General Fund Operating Budget for
consideration. The annual operating budget contemplates a stable tax rate of $1.785
expenditures of $148,772,180 an increase of one half of one percent over 2C
expenditures will be funded by property tax revenues of $117,667,569, a grant transfe
Province of $19,599,548 and various non -tax revenues of $11,374,699.
The revenues available to the City for service delivery have remained essentially
from the previous year while inflationary and contracted costs will increase. In pract
this requires a thoughtful and balanced approach to allocating the available resource
areas most beneficial to the community.
The budget continues to respond to the community priorities (roads, recreation, deN
established by Council at the outset of their mandate and recently confirmed during
planning session. There is also a deliberate focus on strategic initiatives that will hav
and positive impact on the community in future years (P1anSJ, PlaySJ, ZoneSJ, Try
2.0).
Stable Tax Rate
Council has expressed an ongoing interest in implementing a sustainable reducti
property tax rate. A one -time reduction in the property assessments for two mills loc
City has had a negative impact on our property tax revenues and precludes a tax rate rF
the current year. The assessment reductions for the mills, while significant, are not par
term downward trend in the City's tax base. There remains considerable optimism th
developments will yield real growth in the tax base over the next few years. Given th
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2014 Operating Budget
Transportation — Road, Curb and Sidewalk Improvements
Improved road, curb and sidewalk infrastructure benefits the entire community. Thy
achieved tangible progress during 2013 and a similar level of service will contin
coming year. Total funding provided between the operating and capital budgets for ex
for road maintenance, repair and reconstruction is set at a combined $6.7M and
sidewalk maintenance, repair and reconstruction will be at a combined $1.25M for 20
It is projected that this level of expenditure will result in improvements to 76.5 lane k
and move the City even closer to achieving the PCI goal of 77.5 while replacing up tc
asphalt curb and 5kms of asphalt sidewalk with concrete.
Transportation Strategic Plan
A comprehensive and fully integrated transportation plan is an essential tool for th
efficient movement of people and goods in our community. The construction of the
House Interchange, growth in our Industrial Parks, the extensive commercial devel
East Saint John and the potential for major new industrial activity in our community
the need for an up to date Transportation Strategic Plan to guide the future developrr
road network to ensure that it readily meets community and business needs for the r
years. Funding has been included in the 2014 budget to initiate the development of thl
Plan. The balance will be provided for in the 2015 budget.
Economic Development Initiatives
The 2014 budget retains Council's commitment to renewed economic prosperit
integrated approach to economic development in order to contribute to the
sustainability of our community. The City will continue to partner with its agenci(
commissions, our citizens, corporate and community organizations, and other
government in an effort to achieve Council's priorities and support the
implementation of True Growth 2.0. Funding is provided to support Enterprise Sai
($475,000) leadership role in the implementation of the True Growth strategy.
As well, the budget allocates $300,000 to continue the Saint John Waterfront Deve
ongoing efforts to initiate the redevelopment of the former Coast Guard site and tc
general improvements on Harbour Passage. Both projects support revitalization of t:
area.
Tourism activity has immediate direct and indirect economic benefits to our communi
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2014 Operating Budget
Convention participants generate business for hotels, restaurants, taxis, bars and retail
2014 budget also allocates $534,000 towards the operating costs of the Trade and C
Centre and an additional $450,000 is set aside in the capital budget to support the sec
of facility improvements needed to remain competitive in the convention market.
The City has considerable existing infrastructure that gives it a strategic advantage in
to attract major sporting and entertainment events. The Inside Connection, the '
Convention Centre, a full Olympic swimming pool, Harbour Station, the Canada Gam(
and a range of other venues are readily available. Hosting major events bring bt
economic spin -offs in the form of new jobs and new investment to the hospi
transportation sectors in our region.
In order to realize these benefits it is essential that the City adopt a forward lookin,
approach to developing this market. It is proposed that an additional $50,000 be contr
partnership with the Hotel industry to begin an aggressive and coordinated program
major events for the community. It is also proposed that this amount be increased b
increments in each of the next two years in partnership with the private sector so as to
full benefits of this initiative.
Our industrial parks offer a cost effective and convenient location for a range of
medium sized businesses as well as heavy industry in our region. The avai
development ready sites is a key business attraction and expansion tool. The budge
$300,000 in operating funds to support continued development of the Spruce
McAllister Industrial Parks by Saint John Industrial Parks.
The City will also continue to advance the establishment of a One -stop Shop al
facilitating local development opportunities. Three service areas (planning, building i
infrastructure) have now been combined and a dedicated staff team assigned to st
initiative. An active consultation process is currently underway with the de
community to identify process improvements that can streamline and improve predic
the development approval process.
Finally, the City will be working with our economic development partners in 2014 1
capital assessment tool that will help prioritize strategic economic development it
within our community. All three levels of government and the private sector arc
operating in an environment of fiscal constraint, and it is critical that new economic de
investments and initiatives be assessed using an objective merit -based evaluation s
focuses on our community's current priorities and greatest needs. The outcomes
process will better support a coordinated community approach with respect to the
required external funds for priority economic development projects or initiatives.
2014 Operating Budget
Centre in the North End will be completed in 2014 with increased funding to be p
support a community based partnership with One Change. This is a significant tran
neighbourhood community group takes a leadership role in the operation of a communi
The City will also be partnering with the private sector to develop an artificial to
Shamrock Park. The availability of an artificial turf will not only expand the i
competitive uses for the field but will also lengthen the season available for the use o
This will open new recreational and sport opportunities for the entire community.
Recreation - P1aySJ
Council identified the need for a strategic recreation plan that would allow for the c
quality recreation programs, facilities and services. P1aySJ has now been adopted as
foundation for our recreation services and implementation will begin in 2014.
The budget provides for the following initiatives as part of the PlaySJ implementation;
• Implementation of a new staffing model in Growth and Community De
Service to support transition from a direct recreation program delivery to a c
development /partnership approach.
• A new community special event called "Passport to Parks" to showcase an
citizen awareness about and activity in the City's signature parks such as
Park, Dominion Park and Little River Reservoir.
• Implementation of a Civic pride campaign to promote community based cle
adopt a park programs to create opportunities for citizens to become actively ii
volunteering to beautify their neighbourhoods. To support these efforts, it i,,
that the City work with private sector partners to acquire a fully equipped Ci
Clean -up Trailer that can be made available to community groups interested i
up a neighbourhood lot or improving a local park or playground. A properl3
trailer will permit scheduling, effective use of volunteer resources, create
community pride, and ensure that a sustainable program can be mounted.
• Design of a new recreation service delivery model in the Crescent Valk
coordination with the decommissioning of the Somerset Centre and constructio
YMCA to avoid duplication of effort.
P1anSJ
2014 Operating Budget
aligns with the directions of P1anSJ. Integrated development support will be provided
projects such as the redevelopment of the Coast Guard site.
It is anticipated that a new Zoning Bylaw will be available by mid -year 2014 w
Subdivision Bylaw in place by the end of 2014. These bylaws will not only sii
approval process but also provide greater certainty and clarity to the development c
when planning their projects.
Work will also begin in scoping the neighbourhood planning program to support deli`
first neighbourhood plan in 2015. The department will continue to support implemf
key Strategic Plans identified in PlanSJ including the True Growth 2.0 Economic
PlaySJ and the Transportation Master Plan.
Public Safety Initiatives
A safe community is an essential element in the future prosperity of our community. TI
industrial nature of the City combined with the potential for a number of other enei
developments necessitates that City fire forces be properly equipped and trained i
respond to emergency incidents in a timely, efficient and effective manner. TI
commercial or industrial properties can have a real economic impact on our c
including a reduction in our tax base and the loss of employment.
The fire service will move forward with the establishment of a Fire Training C
partnership with a number of local industrial partners. This training facility will better
effective and efficient response by our firefighters and industry first responders and
risk of loss in our community. Fire Service revenue has grown from $160,000 in
sustained revenue stream of $370,000 to $400,000 in 2014 as a result of extc
departments training programs to the private sector.
Furthermore, training revenue is expected to continue to increase in 2015 and beyond
and other emergency response services identify the new fire training campus as a
attaining and maintaining emergency response competence. These cost recoveries reds
cost of fire service in the community, improve fire response readiness and provi
effective training alternative to industry.
A new Fire Service By -Law will be before Council in January /February. In add
follow up to the Core Service Review results, we will be introducing a Fire Sery
document that will include a "Standard of Response" policy which identifies service e?�
across the various types of emergencies within and outside the Primary Development A
2014 Operating Budget
It is essential that the people who consider Saint John as a place to live, work or in
they can do so in a safe and secure environment. The Saint John Police Force will c
apply its intelligence led policing initiative in order to not only solve crime but a
efficient tool for crime prevention. The total budget allocation of $23,743,517 includ
of cross walk guards and building occupancy. The City will also allocate $2,493,179
of operating the PSCC (911 service).
The SJPF will be commencing the 2014 -2017 Strategic Planning process, which wil
survey (Ipsos Reid), consultation with citizens, internal and external stakeholder engag
consideration of Police Board priorities. The Strategic direction may include but not
Cameras (C.C.T.V. Crime Prevention /Reduction), Citizens Online Crime reporting, l
Dev., and other initiatives and /or priorities commensurate with budget expectz
alignment.
The department will also generate approximately $910k in revenue from the sale of se
temporary officer assignments to offset operating costs. The cost of providing cross
($170k) will be transferred to our Municipal Operations department during 2014 tc
recognized as a traffic control measure.
Public Transit
The City will contribute $5,160,078 to support the operation of Saint John Trai
represents an increase of $183k over 2013 as well as an additional $1,858,602 in debt
during the coming year. The capital budget will also provide for the purchase of 2
which will help to maintain the quality of service and reduce maintenance expenses.
Expenditure Control
The increased cost of liability insurance premiums and insurance claims are
requirements for the City of Saint John. The market for municipal insurance is very nal
the many inherent risks and renewal costs are expected to increase significantly. C
recently adopted a new risk management policy. Implementation of this policy wi
reducing claims in future years and will bring with it corporate wide attention to loss
and control. It is anticipated that the program costs will be recovered within the fi.
implementation.
The City has taken over responsibility for LTD benefits from the former pension 1
annual payments of approximately $1.67M. An independent case review will be
diirino- ?014 to a¢cPCC rnntinrnPrl Pliaihility fnr hPnPfitc
2014 Operating Budget
equitable. As well, a planned bi- annual citizen survey while beneficial is not essenti
been eliminated from the budget for the coming year.
In addition, the annual corporate budget for overtime costs has been reduced by `.
following a $500,000 reduction in 2013. While over -time costs can be managed to
must also be recognized that situations may arise that necessitate a service response.
Debt Management
The City will allocate $14,873,000 towards annual principle and interest payme
represents a projected debt ratio of approximately 10 percent for 2014. The debt ra
within accepted standards and the City will continue to manage its borrowing costs si
be over - exposed to the anticipated interest rate increases in future years. New bon
capital expenditures will be commensurate with our long -term debt capacity.
Community Support
The need for policies and programs that support the creation of a livable community w
and accessible opportunities to engage in arts, culture and recreation opportunities is id
Council's priorities. The table below sets out some of the key investments in activiti
neighbourhoods and cultural and recreational activities for the coming year;
Agency
2013 Funding
201,
Pro Kids
$110,416
Library
456,230
Imperial Theatre
337,039
Arts Centre
741822
Arts & Culture Board
351000
Fundy Fringe Festival
5,000
Festival de la Baie
400
Sculpture Symposium
n/a
Jazz and Blues Festival — Salty Jam
205000
SJ Theatre Arts
101000
Pavilion Cup
29500
Cherry Brook Zoo
601035
Aquatic Centre
194,617
Harbour Station
3841390
New Year /Canada Day
1500
City Market
937,265
Lord Beaverbrook Rink
15400
2014 Operating Budget
Saint John to best ensure that citizen tax dollars are being applied to those programs
the most benefit to the community.
It is proposed that a structured policy be developed during 2014 to be applied in the 2(
year. This approach will sustain current activities and funding levels for existing progi
still allowing sufficient time for community organizations to adapt to a more formal an
funding program in the ensuing year. This policy will be inclusive of all com=
operating grants provided by the City and will not only enable improved access but
improved accountability and return on investment for the community as a whole.
The City will continue to fund the Neighbourhood Development Stimulation Gran
($152,250) which targets community based initiatives in high priority neighbourhoc
local capacity and leverages community funding and volunteer participation to de
services.
The City will also contribute ($106,632) to the Pro -Kids program in order to fac
participation of 700 plus disadvantaged youth in healthy recreational, sport an
activities. This investment leverages matching private sector sponsorship, with
revenue opportunities to be investigated in 2014.
The City will continue reinvestment in heritage through the Heritage Incentives
($90,000) for heritage properties and arts and cultural investments through annual
Culture Grants ($35,000) program. Financial and in -kind support for the
Symposium and completion of the Shards of Time public art installation on the wat
also planned for 2014.
Information Technology
Our City's information and communications systems are required to support our pu
and core municipal service operations on a year- round, 24/7 basis. In 2014 the
continue to re- invest savings in voice and data communications costs into new netwol
for community centres and public spaces, including an expansion of free Wi
uptown. Expanded Information Technology (IT) services will also include support fc
clean drinking water initiative and the planned introduction of Crowdsourcing, 0
Funding and Open Data policies and systems.
The IT Group is also working closely with our Agencies, Boards and Commissions.
the Saint John Police Force and the Discover Saint John, to identify new outsol
revenue generating opportunities. These opportunities will contribute to tr
sustainability of our City's IT infrastructure and systems, with an increasing focus c
improvement, information and data management and evidence -based decision makinsi.
2014 Operating Budget
The 2014 budget includes plans to launch AdvanceSJ, a new corporate strategic pl
City of Saint John. It is an essential management tool designed to ensure every
understands and contributes to Council's strategic priorities. As a result, the organi
collectively focus on achieving these priorities while maintaining the City's core se
demonstrating the best possible value for our citizens.
Through AdvanceSJ and using existing operating budget allocations, there will be
focus on our people, processes and public accountability in 2014, including the intro
an Annual Report for the City of Saint John, an expansion of the service -bas
methodology, enhanced customer service strategies, and a commitment to
improvement.
Funding has also been included to meet our contracted obligations under our various
agreements. Negotiations will begin in 2014 to renew these collective agreement,
workforce. It is essential that tangible progress be made to support a more flexible,
and productive workforce.
2014 Establishment
The establishment represents the total number of full -time permanent positions inch]
annual operating budgets of both the Water Utility and General Fund. The 2014 est,
for the City of Saint John is set at 651.5 positions.
Conclusion
A commitment to a stable tax rate, combined with an increase in operational cos
overall decline in the City's tax base necessitated careful consideration of the types an
expenditure for a range of services and programs. Total expenditures are projected t
approximately one -half of one percent for the coming year.
The focus of the 2014 Operating Budget is a substantial commitment to fulfilling
priorities. Significant investments in roads, recreation and economic development are i
both the operating and capital budgets.
The budget also targets key strategic initiatives (PlanSJ, P1aySJ, ZoneSJ, True Growt
will bring long -term benefits to the community. These investments are sup
expenditures in arts and culture, community activities, regional facilities and fire
services aimed at creating a safe, livable community.
Recommendation
2014 Operating Budget
1. That the sum of $148,772,180 be the total operating budget of the City of Sail
2014;
2. That the sum of $117,667,569 be the Warrant of the City of Saint John for 2014
3. That the tax rate for the City of Saint John be $1.7850;
4. That Common Council orders and directs the levying by the Minister of Enviro
Local Government of said amount on real property liable to taxation
Assessment Act within the City of Saint John;
5. That Common Council authorizes the Commissioner of Finance and Adn
Services to disburse, at a time acceptable to him, to the named Commissions,
and Committees, the approved funds as contained in the 2014 budget;
6. That Common Council approves the 2014 Establishment of Permanent Position
Respectfully submits
J. Patrick Woods, CI
City Manager
16/12/2013
The City of Saint John
2014
Budget Summary
2014
2013 PROPOSED
BUDGET BUDGET VARIANCE
Total Expenditures:
$
147,914,458
$
148,772,180
$
(857,722)
Less: Non -Tax Revenue:
$
(11,094,792)
$
(11,374,699)
$
279,907
$
136,819,666
$
1371397,481
$
(577,815)
Payment in Liue of Taxes
$
130,364
$
130,364
Unconditional Grant
$
18,5793923
$
19,599,548
$
1,019,625
Net Budget
$
1181239,743
$
1175667,569
$
572,174
Tax Denominator
$
6,62470751264
$
61592,020,688
Tax Rate
$
1.7850
$
1.7850
Tax Revenue
$
118,239,743 $
117,6673569
(572,174)
Difference
$
- $
(0)
0
City of Saint John 2013 2014 2015
2014 Budget Summary Approved Proposed Proposed
Budget Budget Budget
Community Planning & Development Service
1,586,837
1,633,309
1,659,033
Development Engineering
361,523
397,531
405,392
Geographic Information Systems
311,563
322,225
326,307
Heritage Conservation Service
300,994
308,023
315,778
Permitting & Inspection Service
993,679
994,678
1,014,839
By -Law Enforcement Service
953,885
992,369
1,027,212
Development Support
Tourism Service - Destination Marketing Organization
845,000
925,000
925,000
Economic Development Service - Enterprise Saint John / Funds to Others
2,333,231
2,402,292
2,440,264
Urban Development Service - Waterfront Development/ Funds to
Others
2,553,352
2,606,226
2,586,226
Industrial Park Development Service - SJ Industrial Parks
300,000
300,000
300,000
Neighbourhood Improvement
1,372,457
1,619,761
1,230,193
Recreation and Cultural Programming
2,073,932
2,117,096
2,198,596
Total Growth & Development Services Budget Summary 13,986,453 14,618,509 14,428,840
21270,000 2,340,000 2,420,000 2,460,000
Emergency Management Service
325,421
262,671
262,493
262,493
Police Services
22,777,842
23,743,517
23,851,953
24,339,533
Public Safety Communications Service
2,491,853
2,493,179
2,493,180
2,493,182
Street Lighting
1,075,350
1,096,857
1,118,794
1,141,170
Solid Waste Management Service
3,568,529
3,545,746
4,292,624
4,292,624
Total Urban Environment Services Budget Summary
49,064,455
51,162,211
53,336,492
53,886,454
Roadway Maintenance Service
14,861,415
13,157,996
13,393,756
13,393,756
Sidewalk Maintenance Service
1,560,490
1,492,555
1,652,934
1,652,934
Pedestrian & Traffic Management Service
1,684,800
2,079,052
1,647,485
1,647,485
Storm water Management Service
3,366,348
3,163,916
3,338,861
3,338,861
Solid Waste Management Service
3,568,529
3,545,746
4,292,624
4,292,624
Transportation & Environment Engineering
541,451
494,762
467,948
467,948
Parks & City Landscape Service
2,729,268
2,926,065
2,836,306
2,836,306
Sport and Recreation Facilities Service
3,659,644
3,806,075
6,824,012
6,824,012
Parking Service (Administration)
560,379
560,379
563,530
565,371
Transit Service
6,867,991
7,018,680
6,543,816
6,600,668
3,247,518 3,112,643 3,211,618 3,176,726
Asset Management Service
(Fleet, Real Estate, Facilities, Purchasing, Insurance) 6,641,116 6,745,192 5,067,128 4,910,413
Total Administrative Service Budget Summary 9,888,634 9,857,835 8,278,746 8,087,139
Human Resources Management Service
1,428,037
1,515,807
1,558,120
1,558,120
Corporate Planning Service
499,585
457,945
558,091
558,091
Intergovernmental Affairs Service
148,658
152,876
121,089
120,883
Corporate Communications Service
521,505
527,324
538,249
538,249
Information Technology Systems Service
2,087,058
2,136,094
2,189,860
2,220,102
Total Strategic Services Budget Summary
4,684,843
4,790,046
4,965,410
4,995,445
City Manager's Office
401,268
521,441
410,387
417,600
Regional Service Commission
42,054
53,226
53,226
53,226
City Solicitor's Office
703,834
735,720
732,261
746,903
Common Clerk's Office
735,400
657,023
1,035,836
1,035,836
Mavor & Council
585,785
588.445
703.130
704,956
Total Legislated Budget Summary 2,468,341 2,555,855 2,934,840 2,958,521
LTD Payments 1,780,743 1,672,243 1,780,743
LTD Premiums 681,610
Pension 10,020,080 9,970,080 10,020,080
Total Other Charges
1,672,243
10,020,080
28,421,417 27,542,498 32,116,113 27,592,498
Total Budget Summary 147,914,458 148,772,180 157,621,714 153,410,795
City of Saint John 2013 2014
2014 Budget Summary Approved Proposed Ni
Community Planning & Development Service
1,586,837
1,633,309
46,472
Development Engineering
361,523
397,531
36,008
Geographic Information Systems
311,563
322,225
10,662
Heritage Conservation
300,994
308,023
7,029
Permitting & Inspection Service
993,679
994,678
999
By -Law Enforcement Service
953,885
992,369
38,484
Dangerous and Vacant Building Program
476,692
420,660 -
56,032
Minimum Property Standards Program
237,671
295,077
57,406
Other By -Laws
156,779
193,889
37,110
Animal Control
82,743
82,743
-
Tourism Service
845,000
925,000
80,000
Destination Marking Organization
845,000
925,000
80,000
Economic Development Service
2,333,231
2,402,292
69,061
Regional Economic Development (Enterprise)
475,000
475,000
-
Saint John Trade and Convention Center
536,576
534,367 -
2,209
Harbour Station
384,390
451,618
67,228
City Market
937,265
941,307
4,042
Award for Property Rehabilitation (Grant)
-
-
-
Urban Development Service
2,553,352
2,606,226
52,874
Saint John Development Corporation
160,000
175,000
15,000
Waterfront Development Corporation
120,000
105,000 -
15,000
Waterfront Development- Property Tax
20,000
20,000
Market Square - Common Area
2,273,352
2,306,226
32,874
Industrial Parks Development Service
300,000
300,000
-
Saint John Industrial Parks
300,000
300,000
-
Neighbourhood Improvement
705,692
724,131
18,439
Community Development
316,053
298,276 -
17,777
Neighbourhood Development
202,250
202,250
-
Play SJ- Community Driven Grants
40,000
40,000
Loch Lomond Community Center (StJoesph's)
45,000
45,000
-
Ability Advisory Committee
1,523
1,523
-
Recreation Community Groups
30,450
30,450
-
P.R.O. Kids
110,416
106,632 -
3,784
Community Development Service Grants
666,765
895,630
228,865
Mindcore NB (Three Street Hockey Championship)
-
-
-
Seniors Citizen Centre Rent
41,000
41,000
-
Human Development Council
35,000
35,000
-
Human Development Council Rent
16,000
16,000
-
PRUDE Rent
52,000
52,000
-
Seafarer's Mission
1,000
1,000
-
Senior Resource Center
3,000
3,000
-
Key Industries
-
-
-
Multi City Transportation Group
-
-
Cameras for Illegal Dumping
-
-
Seaside Lawn Bowling Club
-
-
Lily Lake Pavilion (Repairs)
-
-
Saint John Hotel Association
50,000
50,000
Living Sl
7,500
7,500
Planners Conference
-
-
Clean Cart Program
20,000
20,000
Non Profit Housing Conference
1,500
1,500
Innovation & Entrepreneurship Fund
-
-
Environmental Project- Rockwood Park
-
-
YMCA Permit fees
148,000
148,000
St. Joseph Hospital Foundation
-
-
-
Recreation, Parks & Cultural Programming
1,513,071
1,526,103
13,031
Recreation Programming
1,083,155
954,395 -
128,761
Contract Service - Boys & Girls Club
124,236
126,100
1,864
Contracted Service - YMCA -FGCC /MCC
166,703
169,097
2,394
North End Community Centre (One Change)
30,000
158,194
128,194
Cultural Affairs
108,977
118,317
9,340
Arts & Culture Grants & Other Funding
560,861
590,993
30,132
Imperial Theatre
337,039
339,322
2,283
Saint John Arts Center
74,822
85,171
10,349
Arts and Culture Board
35,000
35,000
-
Art Centre - Printing Press
-
-
-
Shards of Time - 225 Legacy
-
-
-
Public Art - Maintenance and Repair Budget
15,000
10,000 -
5,000
Symphony NB
-
-
-
NB Arts Board (Public Art Reserve)
-
-
-
Opera New Brunswick
-
-
-
Imperial Theatre Capital Campaign
-
-
-
Jazz and Blues Festival -Salty Jam
20,000
20,000
-
Saint John Theatre Arts
10,000
10,000
-
Festival de la Baie Francois
4,000
41000
-
Mill Rats Sponsorship
-
-
Stone Hammer Geopark
25,000
25,000
King Square Bandstand
-
-
Cat Sanctuary
-
-
Chinese New Year & Celebrations
-
-
Sculpture Symposium
5,000
7,500
2,500
Total Growth & Development Services
13,986,453
14,618,509
632,056
Urban .
-
Fire Services
20,123,989
21,225,986
1,101,997
Fire Rescue and Suppression
18,906,109
19,992,850
1,086,741
Medical First Responder
86,000
61,500
- 24,500
Hazardous Materials Emergency Response
120,767
131,034
10,267
Technical Rescue Response
62,947
61,297
- 1,650
Fire Prevention
927,111
957,155
30,044
Fire Investigation
21,055
22,150
1,095
Water Supply and Hydrants
2,270,000
2,340,000
70,000
Emergency Management Service
325,421
262,671
- 62,750
Police Services
22,777,842
23,743,517
965,675
Public Safety Communications
2,491,853
2,493,179
1,327
Street Lighting
1,075,350
1,096,857
21,507
Affordable Housing
-
-
-
Non Profit Housing Assistance Grant
-
-
-
Total Urban Environment Services
49,064,455
51,162,211
2,097,756
Transportation .
-
Roadway Maintenance Service
14,861,415
13,157,996
- 1,703,419
Snow Control Streets
5,000,889
4,943,304
- 57,585
Street Cleaning
1,749,414
1,884,624
135,210
Street Services (Surface Maintenance)
8,111,112
6,330,068
- 1,781,044
Sidewalk Maintenance Service
1,560,490
1,492,555
- 67,935
Snow Control Sidewalk
893,257
902,200
8,942
Sidewalk Maintenance
667,233
590,356
- 76,878
Pedestrian & Traffic Management Service
1,684,800
2,079,052
394,252
Traffic Enhancement
-
Traffic Maintenance
-
Storm water Management
3,366,348
3,163,916
- 202,432
Solid Waste Management
3,568,529
3,545,746
- 22,783
FnL7ineering
541_.451
494.762
- 46.6R9
Sports & Recreation Facilities Service
3,659,644
3,806,075
146,431
Arena Operation & Maintenance
1,442,420
1,507,139
64,719
Sports field Operation & Maintenance
1,325,655
1,222,834
- 102,821
Other Facility Operation & Maintenance
362,130
410,210
48,080
Sport Administration
6,641,116
6,745,192
-
Minor Hockey Subsidy
165,000
169,000
4,000
Aquatic Clubs
15,822
15,822
-
Lord Beaverbrook Rink
154,000
159,000
5,000
Aquatic Centre
194,617
322,070
127,453
Saint John Track Club
1,031,337
1,087,418
-
Parking Service (Administration Support)
560,379
560,379
-
Transit Service
6,867,991
7,018,680
150,689
Environment Committee
-
-
-
Total Environment & Transportation Services
39,400,315
38,245,226
- 1,155,089
■■ uruNlw�. INKY �"WI .mI INN P14r1UVlwl1w�7P1�[►
1,428,037
1,515,807
-
Financial Management Service
3,247,518
3,112,643 -
134,875
Finance
1,962,447
1,833,791 -
128,656
Assessment
1,285,071
1,278,852 -
6,219
Asset Management
6,641,116
6,745,192
104,076
Purchasing & Materials Management
971,819
1,054,246
82,427
Insurance
157,977
270,393
112,416
Liability Insurance
608,700
615,500
6,800
Fleet
1,081,302
1,264,001
182,699
Facilities Management
1,031,337
1,087,418
56,081
Carpentry Shop
438,876
440,775
1,899
City Hall Building
1,979,795
1,716,511 -
263,284
Real Estate
371,310
296,348 -
74,962
Total Administrative Services
9,888,634
9,857,835 -
30,800
Strategic
Human Resources
1,428,037
1,515,807
-
87,770
Corporate Planning
499,585
457,945 -
41,640
Intergovernmental Affairs
148,658
152,876
4,218
Corporate Communications
521,505
527,324
5,819
Information Technology
2,087,058
2,136,094
49,036
Total Strategic Services
4,684,843
4,790,046
105,204
Total Legislated Services
2,468,341
2,555,855
87,514
Other Charges
-
Fiscal Charges
15,938,984
15,900,175 -
38,809
LTD Payments
1,780,743
1,672,243 -
108,500
LTD Premiums
681,610
0 -
681,610
Pension
10,020,080
9,970,080 -
50,000
Total Other Charges
28,421,417
27,542,498 -
878,919
Total Budget (Expenditures) 147,914,458 148,772,180 857,722
0.9942