2014-05-05_Agenda Packet--Dossier de l'ordre du jourV AL
City of Saint John
Common Council Meeting
AGENDA
Monday, May 5, 2014
6:00 pm
Council Chamber
Please use Chipman Hill entrance
S'il vous plait utiliser 1'entree Chipman Hill
Si vous avez besoin des services en francais pour une reunion de Conseil communal, veuil
bureau du greffier communal au 658 -2862.
1. Call to Order - Prayer
2. Approval of Minutes
3. Approval of Agenda
4. Disclosures of Conflict of Interest
5. Consent Agenda
6. Members Comments
7. Proclamation
8. Delegations / Presentations
8.1 Uptown Saint John - Pedestrian Street Pilot
8.2 Growth & Community Development Services - Presentation - Sustainable
Review
8.2.1 Sustainable Service Review - Growth and Communitv Developme
12. Business Matters - Municipal Officers
13. Committee Reports
14. Consideration of Issues Separated from Consent Agenda
15. General Correspondence
16. Supplemental Agenda
17. Committee of the Whole
18. Adjournment
City of Saint John
Common Council Meeting
Monday May 5, 2014
Committee of the Whole
1. Call to Order
Si vous avez besoin des services en fran�ais pour une reunion de Conseil communal,
contacter le bureau du greffier communal au 658 -2862.
Each of the following items, either in whole or in part, is able to be discussed in privat(
to the provisions of subsection 10.2(4) of the Municipalities Act and Council / Commit
make a decision(s) in that respect in Open Session:
4:30 p.m. 8th Floor Boardroom City Hall
1.1 NB Museum Presentation
Uptown Saint John
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Why a Pilff
ot?
Establish for a trial period, the duration, commencement an,
which is to be determined by Uptown Saint John, a pedestric
streets.
That such pilot project start no later than the spring of 2014
That at the conclusion of the pilot project, and by not later t.
of 2014, Uptown Saint John report to Common Council as to
advisability of establishing a permanent pedestrian street o►
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What is a "Pedestrian Stre
Safe spaces for people
*:- Amenities (seating, lighting, etc)
••• Permanent or temporary
❖ Large infrastructure investment or
inexpensive pop -up
•t• Street closure or can share space
Overflowfrom busy streets or
programmedfor attraction
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Pedestrian Streets -Saint John Ex4lm t�--
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Pedestrian Streets -Other Exam.
Pedestrian Streets -Other exam)
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The Opportunities
Market Square Boardwalk
❖South Market Street
a• Pedestrian Corridor via —
Grannan Lane
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The Opportunities — Princess F
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Opportunities
Temporary even�
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South Market Street
Previous Study
Requires Investment -City and
Businesses
Vacant Building at top o f
street
Private street
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Prinff ce William Stree
Build s on buslness success 't
Restaurant District
Greenery in place
Easy traffic rerouting
Natural and easy connection a�
to current Pedestrian spaces
(Boardwalk, Harbour G
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City Wide Opportuniti(
North End Community Center — Placemaking Phase
Re- imagining Main Street - brought forth a p edestr
option for Simonds Street to connect Harbour Pass(
Fort Howe.
de rations for Pedestri Consi an S
Howwillitim act businesses and traffic flow ( VehicleandPedes
How will it impact existing pedestrian areas - Boardwalk
Is it sustainable; are there sufficient resources and programming
success
•:- Does it enhance and leverage uptown activities and businesses
•:- Can the some thing be accomplished without a street closure
•:- Can we develop a streamlined repeatable process for multiple ev
locations
Recommendations
Build on our current successes:
Market Square
Continue to incorporate best practices in planning that encourage 1
street animation and placemaking
Neighbourhood Plan Process
- Premature to make permanent street closure or investment
Explore the opportunity of a temporary event - drivel
`Festival Street' Explored
❖ As a pilot project start with temporary street closure for well organized
events
❖ Prince William Street has the biggest potential
Recommended Action
Consult and work with businesses on
Prince William to establish times and
days that will positively impact business
traffic (evenings and weekends, etc.)
Council to direct City Manager to assign
appropriate city staff to review and
make recommendations on Prince
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Uptown Saint John — Pedestrian Street Recommendations
Background
In the fall of 2013, Saint John Common council referred the following motion to Uptown Sal
John for a recommendation:
"Establish for a trial period, the duration, commencement and location of which is to be
determined by Uptown Saint John, a pedestrian street or streets.
That such pilot project start no later than the spring of 2014
That at the conclusion of the pilot project, and by not later than the fall of 2014, Uptown Sa
John report to Common Council as to the advisability of establishing a permanent pedestri
street or streets and, if advisable, the location and implementation steps for the same."
Depending on the goal of the pedestrian street, there are different types of pedestrian stre(
could be developed in uptown Saint John. They can be permanent or temporary in nature ,
can involve varying levels of investment. They can come in the form of pedestrian corridor:
connect valuable public spaces and provide safe engaging pathways for pedestrians or the
be pedestrian malls or zones that leverage current business activity on the street and are r
successful with regular and consistent programming.
We currently have a pedestrian street in the form of the Market Square Boardwalk. It is a
permanently closed street that segues to the abutting businesses and requires regular eve
programming to consistently attract people to fully use the space. It provides a variety of ac
(patios, events, volleyball, boat docking) that creates a more dynamic space for people to i
with. PlanSJ includes policy on continuing to develop this area. PlanSJ Policy CF -21: Exf
opportunities to better utilize the Market Square Boardwalk in ways that engage vari
age groups and cultures to better connect them to the Uptown. Waterfront DevelopmE
currently undergoing the public "Talk the Walk" consultation as it explores the potential of t
boardwalk area.
Opportunities
• In 1984, the Mott Myles, Chatwin study recommended "Princess Park" as a perma
pedestrian park at the foot of Princess Street. Princess Park would require a perm
street closure and an investment in infrastructure to form a public space at the fool
Princess Street. As put forth by the Kurt Peacock Telegraph Journal story with Ro
Boyce (one of the authors), the landscape that existed at the time this report was c
has not changed significantly and the Princess Park Plan could certainly be review
see what opportunities it could provide the uptown. (see visual on page 5)
Uptown Saint John — Pedestrian Street Recommendations
• King Street itself could be further pedestrianized to solidify the street anchors of Ki
Square and Loyalist Plaza and the investments that have happened and are propc
happen in those public spaces.
• A past study detailed a plan for the development of South Market Street. To succE
implement this project would require investment by the city (for the city market and
streetscape) as well as investment by building owners on King Street to open up tl•
sides of their buildings for activity. Given the current economic climate and the larg
vacancy already at the top of King Street from the former Bargain Shop site, it wou
ambitious to presume building owners would be prepared to develop the backside:
their buildings without a concrete plan outlining returns on investment. This does p
an opportunity to implement a temporary pedestrian street on South Market Street
bring attention to this area and perhaps act as a catalyst for future development.
• Prince William Street — Over the years the concept of converting Prince William Sti
a pedestrian street has been explored. With the restaurant district centered down
Princess Street and along Prince William Street, this would appear, at first glance,
fit. A harder look at Prince William Street highlights the continued requirement for
traffic on a day to day basis to service the existing businesses and clients.
It is important to note that animating a street to attract people need not require the closure
street. Amenities and programming can also be added to existing streetscapes to create sl
that attract people and investment. It is helpful to look at streets like homes. The goal is tc
create living rooms where people want to stay as opposed to just hallways where people tr
Like in a home, elements can be added to a space to encourage human interaction and ati
people to linger in a space.
For a city to invite walking, every street needs to be easy to cross, all the sidewalks need t(
good condition, and the streetscape needs to be pleasant and feel safe. Active uses on the
ground floors of building and building design are also important; buildings that are oriented
sidewalk and passing pedestrians invite people to walk.
Elements such as benches, trash cans, appropriate scale lighting, and bus shelters are iml
for pedestrians. Bicycle parking, which is not always considered as a pedestrian amenity, is
important; too often, cyclists are not accommodated and are forced to attach their bikes to
whatever street furniture there is and may end up blocking the sidewalk.
PIanSJ
The city's new municipal plan incorporates best practices in planning that encourage walke
and street animation. (See PlanSJ Policies UD -6 (c, d, e, p), UD -11 (b, j, 1), TM -21, 4.1 (2,
Drilling these policies down further into neighbourhood plans will further embed these pedE
friendly concepts into the uptown streets and serve to identify key corridors that might benE
from a thoughtful execution of pedestrian friendly elements and investment.
Considerations for pedestrian streets
Uptown Saint John — Pedestrian Street Recommendations
When evaluating potential success of a pedestrian street (either permanent or temporary) i
helpful to ask:
❖ How will it impact businesses and traffic flow (Vehicle and Pedestrian)
❖ How will it impact existing pedestrian areas — i.e., Market Square Boardwalk
❖ Is it sustainable; are there sufficient resources and programming to ensure succes
❖ Does it enhance and leverage uptown activities and businesses
❖ Can the same thing be accomplished without a street closure
❖ Can we develop a streamlined repeatable process for multiple events and location
❖ Will such spaces promote residential densification (infill)
Using these criteria on the pedestrian street opportunities, Uptown Saint John puts forth th
following recommendations for Council's consideration.
Recommendations:
1. Build on our current successes:
- Market Square — continue to build on the success of the Market Square
Boardwalk per PlanSJ policy CF -21: Explore opportunities to better A
the Market Square Boardwalk in ways that engage various age group
cultures to better connect them to the Uptown.
- Continue to incorporate best practices in planning that encourage walkabil
street animation and placemaking PlanSJ is full of policy that enables pe6
friendly streets and we wholly support these concepts.
2. Neighbourhood Plan Process
It would be premature for Uptown Saint John to recommend large infrastructure investmen
permanent traffic changes in advance of giving it thoughtful analysis through the forthcomir
neighbourhood plan process. But, we look forward to thoroughly exploring opportunities fol
type of investment within the neighbourhood plan context.
3. Explore the opportunity of a temporary event - driven pedestrian street (Festit
Street)
There is an opportunity to convert an uptown street to an event driven Pedestrian Street or
temporary basis on weekends or evenings (which could serve as a pilot project to inform
neighbourhood planning). This type of Pedestrian Street for events is supported through R
Policy CF -32: Promote periodic community use of streets for such events as block p
festivals and farmers markets.
Pop -up elements and streamlined policy could be made available to quickly convert street;
"Festival Street" (or some other such working name).
Prince William Street provides the best opportunity for a temporary pedestrian street pilot F
Uptown Saint John — Pedestrian Street Recommendations
Festival Street
(This is a street designation only; no streets are to be renamed)
The concept of Festival Street is geared to provide a one - stop -shop for popping up an eves
ready streetscape.
The Festival Street package would include readily accessible seating, planters, trash cans
quickly convert the street to a more interactive space.
Programming would be key and it is recommended that a streamlined process for vendor
event licensing, security provisioning and notifications for street closure be implemented. k
an event could fill out a form and, providing they meet given criteria, attain access to all rec
elements to convert the street to Festival Street.
The street recommended for Festival Street might be painted for the summer months to id(
as Festival Street. The street painting would need to be sensitive to the historic nature of tl'
street and should not detract from the assets of any heritage detail. The street painting col
also be used to "direct traffic" so -to -speak on Festival Street. Lighting (like that added to Ki
Square last summer) could be provided on Festival Street for summer months. Elements c
as simple or as elaborate as resources allow. The key is in highlighting the space as a pla
where people gather to celebrate.
Convenient but discreet electrical hookups would be required on the street to enable a full
of activities.
Banners detailing summer programmed events for Festival Street could be added.
Programming might include a farmers market, a street eat, a car show, a block party, or a
multicultural festival. The key is to streamline the process to "pop -up" Festival Street to m�
attractive to event organizers.
Any pop -up infrastructure investment would, ideally, also be transferrable to animate vacar
to help the community and investors envision potential uses for the space and to maintain ;
interactive streetscape. The same template of people attracting features and community
protecting policy could be easily transferred as required.
Implementation
It is recommended that there be thorough consultation with Prince William Street building
business owners to ensure times and features would enhance and not hinder current activi
levels.
Many partnerships would be required to successfully implement Festival Street. Traffic
engineering (to ensure any street closure does not negatively impact traffic patterns), Saini
Police (to streamline security requirements and street closures), Heritage board (to ensure
does not detract from heritage assets), Waterfront Development (to pursue opportunities tc
connect with development and events on the boardwalk), Destination Saint John (to align �
their efforts to attracts festivals and events), and the Placemaking champions of True Groin
Uptown Saint John — Pedestrian Street Recommendations
streets on a pilot project basis and for further examination within the context of neighbourh,
plans.
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Sustainable Servi(
M
1. Orientation to our Service
2. 2014 Service Plan
3. Background: the last five years
4. Future Challenges
5. Service Scenarios /Impacts
6. Conclusions
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Supporting sustainable growth;
Renewing places to live, work
and invest;
Ensuring safe &healthy
communities;
Building strong, connected
communities;
Providing access to recreation &
culture;
Improving the quality of life and
Council's Priorities
✓ Economic Health
✓ Community of Choi
✓ Sustainable Infrastr
✓ Citizen Focused Ser
Growth &Community Development
Services:
• Regulatory: deliver standards that benefit
community as a whole
• Beneficiary: deliver economic benefits &
reduces tax burden (User pay)
• Impact Quality of Life: add value for
citizens
Community Planning &
Development Service
Heritage Conservation
Service
Infrastructure
Development
Permitting & Inspection
Service
Geographic Information
Systems (GIS)
By -Law Enforcement
Service
Economic Development
Support
Total GCD 2014 Staffing
Total GCD 2014 Operating Budget
Projected 2014 Revenues
47 FTE
$6,935,622
$1,440,100
Building and Development
• Permitting & Inspections
• By -law Enforcement
• Infrastructure Development
• Heritage Conservation
Community Planning and Enrichment
• Community Planning
• Economic Support
• GIS
• Neiehbourhood Improvement
Building &Development Services
11%
15%
37%
37%
Service Impact
Health and safety compliance with
National Building Code and related
By -laws.
Safe and healthy community focus
on life safety issues. Goal is
voluntary compliance.
Conserves the built heritage of Sah
John
Develonment infrastructure review
Permitting & Permits issued with 10 days
Inspections j 80% of the time
By -law 20 dangerous building
EnforcementA cases per year
Dangerous buildings
Minimum standards
Other Bylaws
Heritage
Conservatio
Infrastructu
Developmei
Complaints are checked
within 5 days 80% of time
1200 building permits
225 plumbing permits
40 demolition permits
40 -60 cases
Administer Heritage By -law 80 -100 heritage permits
& grants for 11 heritage
areas, 580 properties
Ensures proposed
infrastructure meets City
90 k grants
3073 Infrastructure
locates.
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Percentage of Bu
10 Bu:
2010 201:
Community Planning &Enrichment.".,
Service Impact
• ' • • = Implement Statutory Plans (PlanSJ)
17% Planning approvals are aligned with Plar
39% Deliver backbone mapping in systems & cix
- . addressing program
36% Access to recreation and culture to prorr
66i 8 / active living and community well being
o ••
Tools to build resilient, healthy
Community 150 planning applications
Planning & One -Stop Development Shop: ZoneSJ, Subdivision By-
Development law
Transportation Plan, Neighbourhood Plans, True
Growth 2.0
Geographic Maintains 200 core data sets,. Web mapping
Information Service Spatial analysis support PlanSJ,ZoneSJ
Recreation, Parks Support 6 Major Community Centres & Boys & Girls
Cultural Club
Programming Support 11 Playground Programs
20 Community Events
0support community arts & culture: 35K grants, 14 Arts
Exhibits
Neighbourhood 700 placements PRO Kids,700 youth connections
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it
4
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Percentage of citizens satisfi
quality of recreation
100%
80%
60%
40%
v
a
• New Department realigned in 2012 to support growth & delivE
• Five year budget trends shows service level increases /decreasf
• Need sustainable levels to advance change initiatives
Service Enhancements
•Planning
•One -Stop Development Shop
• Heritage
• Dangerous Buildings
• Recreation programming
• Neighbourhood improvement
Service Reductions
. D l n v-% %; r% rT
3000
2500
2000
1500
1000
500
x
Permit Volume 2004 -13
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Value of Construction 2004 -13
2013 Permit
G _, - 2013 Buildin g Permits
SAINT JOHN
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Outside PDA
896
•
•
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A 1
Outside PDA
1296
Inside PDA
88%
1,058 Permits
Construction Values (Number of Permits)
Inside PDA: $79,762.705 (930) Outside PDA: S6,639
° $1 - $100,000 (704) ° $1 - $100,000 (9£
• Capacity to support Economic Growth
— One -Stop Development shop is a three year coma
(2016 implementation)
— Development support for major applications: wai
industrial &energy related projects
• Provincial Legislative reforms will create new
opportunities
— Potential new powers, requirements &tools
— Regional Planning
• PlanSJ & PlaySJ implementation will require
PlanSJ: Towards A More Sustainable
Smart Growth
City of Saint John
� Municipal Plan
Core Reinvestmer
Complete Communi
s
Economic Pros p eri
• Long term commitment to Planning
• Zoning
• Buildin
• Stormv
• Launch
• ComplE
years
• Transpc
• Linked
Neighb
C
70"011
016
W6
"Transforming our service to achieve a customer
approach to facilitate development that moves us
community's vision for a more sustainable Sain
Project objectives
• Integrated development service: planning, building & infrastructurE
together
• Defined service delivery process: clear, predictable & timely outcon
• Improved customer service: facilitators & regulators
• Leadership in best practices: innovative new development tools & r
• Effective enforcement of by -laws
• Education & Communication
Now underway
npfinPrl cPrxiirP mndpl hXi -la \A/ rPx /iPXnic 7nnina RXi -In%A/ ndrinti
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Principles:
• Quality vs. Quantity linked to PIanSJ
• Regional /District Hubs
— Parks &Playgrounds
— Multi -use /sport facilities
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• Program Focus on Active, Healthy Living
• Community Development Partnership Model
�.0
— Focus for our service area is to support transition from direct
programming to facilitation (partnerships)
1. MAINTAIN SERVICE: BASELINE COSTS TO DELIVER CURRENT PROGI
2. REDUCE SERVICE: 2% OVER 2014 BUDGET
3. REDUCE SERVICE: 0% OVER 2014 BUDGET
1. Maintain Service Level
Maintain Current Service Level in both 2015 and 2016
2015 Resource Requirements
$7,311,631
2016 Resource Requirements
$7,p 265 239
2. Service Reduction:
2 % Increase in both 2015 and 2016
Proposed Budget - - • -
2015 $7,074,355 - • ,
2016 1 $7,215,822
Assumptions:
2% Increas(
• No change to core regulatory approvals services
• One -Stop Development Shop funding remains, some funding for 201
implementation
• Reductions in discretionary services: neighbourhood planning & recri
3. Service Reduction: 0% Increase
0% Increase in both 2015 and 2016
Proposed Budget
2015 $6,935,623
2016 1 $6,935,623
Assumptions:
• No change to core regulatory approvals services
• One -Stop Development Shop funding remains, some funding for 2016
implementation
w w • • p• m • . • • • ■ a 0 2 . •
Service Revenues
• Recover 1.4 million
annually
• 20% of service
delivery costs
• Most from permit
& application fees
• Fee Increases in
2012
• Highly subsidized
services:
recreation,
heritage, leverage
community
$183,000.00
$1,022,500
• Stay the course on strategic initiatives - PIanSJ, One
Development shop - to yield long term benefits
• Maintain development service levels /fees at currer
— Implement service level changes in 2016 as part of deliver
Development Shop
— Development fees review in conjunction with service level
improvements; focus on fees for non core services & new r
opportunities
— Retain heritage grants to stimulate core investment
• Focus on partnerships to support PIaySJ
— Facilitation &grants will enable community partnerships tc
right sizing
— Capitalize on community grants review process to evaluate
investment
Approved DeCE
Table of Contents
ServiceAlignment ............................................................................................................................................ ...............................
2014 Service -Based Budget Summary ............................................................................................................. ...............................
Growth & Community Development Services ................................................................................................ ...............................
PublicSafety Services ...................................................................................................................................... ...............................
Transportation & Environment Services ......................................................................................................... ...............................
Finance & Administrative Services .................................................................................................................. ...............................
StrategicServices ............................................................................................................................................ ...............................
LegislatedServices .......................................................................................................................................... ...............................
City of Saint John Service Alignment
Community Planning
& Development
Heritage
Conservation
Infrastructure Develop-
ment Engineering
Geographic
Information Systems
Permitting &
Inspection
By -Law
Enforcement
Economic Develop-
ment Support
Neighbourhood
Improvement
Fire and Rescue
Suppression
Technical
Rescue
Hazardous
Materials Response
Fire Prevention &
Code Enforcement
Fire
Investigation
Medical First
Responder
Emergency
Management
Roadway
Maintenance
Sidewalk
Maintenance
Pedestrian & Traffic
Management
Stormwater
Management
Solid Waste
Collection
Engineering
Parks & City
Landscape
Sport & Recreation
Facilities
Drinking
Water
Industrial
Water
Wastewater
Financial
Management
Pension
Administration
Asset Management
Services
Human
Resources
Corporate
Planning
Intergovernmental
Affairs
Corporate
Communications
Information Technology
Systems
City of Saint John: 2014 Service -Based Budget Summary
Community Planning & Development Service
Infrastructure Development (Engineering) Service
Geographic Information Systems Service
Heritage Conservation Service
Permitting & Inspection Service
By -Law Enforcement Service
Economic Development Related Services
Tourism Service (Discover Saint John)
Economic Development Service (Enterprise Saint John)
1,586,837
361,523
311,563
300,994
993,679
953,885
845,000
2,333,231
1,648,084
400,608
324,060
309,971
998,311
997,122
925,000
2,404,021
Urban Development Service (Waterfront Development)
2,553,352
2,606,226
Industrial Parks Development Service (SJ Industrial Parks)
300,000
300,000
Neighbourhood Improvement Service
705,692
715,389
Community Development Service Grants
666,765
903,130
Recreation and Cultural Programming Service
1,513,071
1,542,077
Arts & Culture Grants & Other Funding
560,861
590,993
Total Growth & Community Development Services
Public Safety Services
Fire Rescue and Suppression Service
$13,986,453
2013 Approved
18,906,109
$14,664,992
2014 Proposed
20,348,550
Medical First Responder (Fire) Service
86,000
81,500
Hazardous Materials Emergency Response Service
120,767
128,231
Technical Rescue Service
62,947
58,494
Fire Prevention Service
927,111
942,912
Fire Investigation Service
21,055
74,879
Water Supply and Hydrants
2,270,000
2,340,000
Emergency Management Service
325,421
264,945
Police Services (including Public Safety Communications)
25,269,695
26,052,841
Street Lighting
1,075,350
1,096,857
Total Public Safety Services
$49,064,455
$51,389,209
City of Saint John: 2014 Service -Based Budget Summary
Roadway Maintenance Service
Sidewalk Maintenance Service
Pedestrian & Traffic Management Service
Stormwater Management Service
Solid Waste Management Service
Engineering
Parks & City Landscape Service
Sports and Recreation Facilities Service
Parking Service (Administration Support)
Transit Service
Total Environment & Transportation Services
Financial Management Service
Asset Management
Total Administrative Services
Strategic Services
Human Resources
14,861,415
1,560,490
1,684,800
3,366,348
3,568,529
541,451
2,729,268
3,659,644
560,379
6,867,991
$39,400,315
3,247,518
13,163,078
1,493,801
2,345,317
3,165,539
3,547,444
499,369
2,969,395
3,809,404
560,379
6,886,723
$38,440,449
3,124,669
6,641,116 6,925,147
$9,888,634 $10,049,816
1,428,037 1,528,054
Corporate Planning
499,585
462,531
Intergovernmental Affairs
148,658
155,547
Corporate Communications
521,505
531,754
Information Technology
2,087,058
2,138,707
Total Strategic Services
4,684,843
4,816,593
City of Saint John: 2014 Service -Based Budget Summary
Corporate Services (formerly Legislated Services)
City Manager
Regional Service Commission
Lega
Common Clerk
401,268
529,045
42,054 53,226
703,834
735,400
746,755
664,517
Mayor & Council 585,785 588,445
Total Legislated Services $2,468,341 $2,581,988
Other Charges
Fiscal Charges
15,938,984
15,652,875
LTD Payments 1,780,743 1,672,243
LTD Premiums 681,610 0
Pension
10,020,080
9,504,015
Total Other Charges $28,421,417 $26,829,133
Growth & Community Development Services Overview '�W'
The Growth and Community Development Services team delivers services that support the community in Wevel
achieving its long -term vision of having a diverse, vibrant, resilient, and environmentally sound economy and
a vibrant and livable community. Services include providing guidance, direction and support for
development that enhances quality of life for our residents by working to create new and renewed places Comrr
where people want to live, work and invest and through partnerships, building strong and healthy Deve
communities where people feel safe and connected.
Heritz
Organizational Goals
To establish the City of Saint John as a service - based, results oriented, high performance public service
organization.
Permit
Service Based Results Oriented High Performance
• Considering the needs of the • Creating more complete • Collaborative, strategically minded Geogr,
community as a whole neighbourhoods and workforce S
• Creating opportunities for citizen communities • Culture focused on contributing
feedback and input • Increasing quality of life and the to community goals through By -Lz
• Responding effectively and attractiveness of the City service delivery
efficiently to address community • Ensuring communities are safe • Resource conscious and Econoi
needs and healthy accountable for results
• Ensuring access to diverse
recreation and cultural NE
opportunities Imprc
Growth & Community Development Services Financial Summary
Total Neighbourhood Improvement Service
Recreation and Cultural Programming Service
Recreation Programming
Cultural Affairs
Total Service
705,692
1,404,094
108,977
715,389 14,700
1,423,760
118,317
1,513,071 1,542,077
22,000
22,000
3.80
4.20
1.00
5.20
Projected Expen
2015 201E
Approved
2014
2013
Expenditures
Revenue
FTE
Community Planning & Development Service
1,586,837
1,648,084
120,000
*13.50
Heritage Conservation Service
300,994
309,971
2.00
Infrastructure Development
361,523
400,608
40,400
3.50
Permitting & Inspection Service
993,679
998,311
1,022,500
9.85
Geographic Information Systems
311,563
324,060
37,500
2.50
By -Law Enforcement Service
Dangerous and Vacant Building Program
476,692
422,225
* *183,000
2.15
Minimum Property Standards Program
237,671
297,119
2.95
Other By -Laws
156,779
195,035
2.05
Animal Control
82,743
82,743
Total Service
953,885
997,122
183,000
7.15
Neighbourhood Improvement Service
Community Development
595,276
603,473
2.80
P.R.O. Kids
110,416
111,916
14,700
(Contract) 1.00
Total Neighbourhood Improvement Service
Recreation and Cultural Programming Service
Recreation Programming
Cultural Affairs
Total Service
705,692
1,404,094
108,977
715,389 14,700
1,423,760
118,317
1,513,071 1,542,077
22,000
22,000
3.80
4.20
1.00
5.20
Projected Expen
2015 201E
Budget Allocations For City Delivered Services
Growth & Community Development Services
N Community Planning & Development
® Heritage Conservation
W Infrastructure Development
W Permitting & Inspection
o Geographic Information Systems
N By -law Enforcement
U Neighbourhood Improvement
U Recreation & Culture Programming
Summary Continued...
Approved 2014 Projected Expen
2013 Expenditures Revenue FTE 2015 2016
Grants: Community Development /Improvement
Pavilion Cup
2,500
2,500
Cherry Brook Zoo
60,035
60,000
Library
456,230
458,130
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
Saint John Hotel Association
-
50,000
Living Sl
-
15,000
Clean Cart Program
-
20,000
Non - Profit Housing Conference
-
1,500
YMCA Permit Fees
-
148,000
Total Grants - Community Development /Improv
666,765
903,130
Grants/ Other Funding - Arts & Culture
Imperial Theatre
337,039
339,322
Saint John Arts Center
74,822
85,171
Arts and Culture Board
35,000
35,000
Public Art - Maintenance and Repair Budget
15,000
10,000
Fundy Fringe Festival
5,000
5,000
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
4,000
New Year /Canada Day Celebrations
15,000
15,000
Remembrance Day Ceremonies
2,000
2,000
NB Historical Society - Loyalist House
10,000
10,000
Ilncnar-ifi.-H (,rnntc
?R nnn
?:t nnn
Summary Continued...
Economic Development
City Market*
Enterprise Saint John
Saint John Trade & Convention Centre
Harbour Station
Total Service
Industrial Park Development Service
Saint John Industrial Parks
Total Service
Tourism Service
Destination Marketing Organization (DMO)
Total Service
Urban Redevelopment
Saint John Development Corporation
Waterfront Development Corporation
Waterfront Development — Property Tax
Market Square — Common Area
Total Service
Growth & Community Development
Services Budget
Approved
2013 Expenditures
937,265
943,036
475,000
475,000
536,576
534,367
384,390
451,618
2,333,231
2,404,021
300,000 300,000
300,000 300,000
2014 Projected Expen
Revenue FTE 2015 201E
633,200 (1 contract) 5.00
633,200 5.00
845,000
925,000
845,000
925,000
160,000
175,000 293,000
120,000
105,000
-
20,000
2,273,352
2,306,226 933,800
1.00
1.00
2,553,352 2,606,226 1,226,800
13,986,453 14,664,992 3,300,100 53.5
*City Market managed through Facility Management within Finance and Administrative Services
Table of Contents — 2014 Service Plans
Community Planning and Development Approval Service ................................................................ ...............................
HeritageConservation Service ........................................................................................................... ...............................
InfrastructureDevelopment .............................................................................................................. ...............................
Permitting& Inspection Service ........................................................................................................ ...............................
Geographic Information Systems ( G. I. S.) ........................................................................................... ...............................
By -Law Enforcement Service ............................................................................................................ ...............................
Neighbourhood Improvement Service ............................................................................................. ...............................
Recreation and Cultural Programming Service ................................................................................... ...............................
Community Planning and Development Approval Service
The Community Planning and Development Approval Service supports
economic, social and environmentally sustainable development in the City
of Saint John in keeping with community values. This involves using
various means of public involvement to prepare statutory plans, bylaws,
policies, studies and guidelines for development and land use. The
service is responsible for providing advice and working with developers
and property owners to ensure that development in the community is
consistent with the City's municipal plan and related by -laws. The
Service also plays a significant role in shaping all municipal service
delivery and infrastructure development. The service aims to create land
use and development that contributes to quality of life and our citizens'
health while being efficient and financially viable.
Need for community economic development
Continued need to update Saint John's planning polio
Changing demographics and socio- economic trends
Increased emphasis on community sustainability
Requirements of Provincial legislation
Focus on environmental sustainability and conservati
Community's expectation that Plan SJ will be implem
Demand for more public engagement in the planning
2013 Community Planning and Development - Service Accomplishments and Performance
• Implementation of PlanSJ, the City's first new municipal plan, which will drive all land use and municipal investment decisic
community for the next 25 years. Key successes include: delivery of a comprehensive new Zoning Bylaw for public review
a number of strategic plans that support delivery of PlanSJ: the PlaySJ Strategic Plan, the community led True Growth 2.0 E
AdvanceSJ, the City's new Corporate Strategic Plan.
• Continued external recognition of PlanSJ nationally as an innovative and leading edge planning document. In 2013 PlanSJ v
practice in various national publications including "Suburban Nation Study', Queens University, "Suburban Sprawl: exposin
Identifying Innovations ", University of Ottawa, and the new edition of Canadian planning text "Planning Canadian Commur
videos were showcased at the 2013 national planning conference in Vancouver as an innovative community engagement t
profiled at the 2013 Cities NB conference and was showcased as a community innovator during the 2013 Global Entrepren
hosted by Enterprise Saint John.
• Progress on Golden Mile Corridor Plan, a plan to maximize the
community benefits resulting from intensified commercial
development on the West Side, with recommendations to be
implemented as part of the new draft Zoning By -law.
• Significant progress on the implementation of a one stop shop for
Development Approvals identified as part of the core service review
implementation including creation of a dedicated project team,
engagement of development industry stakeholders and publication
of the first development bulletin.
• Processed more than 94 applications (YTD to November 22 2013) for
rezoning, subdivision approval, and variances pursuant to the
Community Planning Act, down from levels in 2012.
• Completion of Development Approvals Guide to support a major
waterfront redevelopment on the Coast Guard site.
• Investment of human resources to ensure the City's interests are
advanced in the Province's effort to modernize Local Governance.
250
200
150
100
50
0
Number of Planning Applicatio
2014 Initiatives, Major Projects and Community Planning and Development Approval Service Highlights
• Complete ZoneSJ adoption process
• Deliver staff training programs to support implementation of new Zoning By -law
• Complete the review of the subdivision by -law for the City to align with PlanSJ
• Develop the neighbourhood planning framework so that work on the first neighbourhood plan pursuant to PIanSJ can beg
Continue to support the delivery of service plans and special projects.
• Continued implementation of reforms to the development process to improve the quality of development in the commun
process more predictable for the developers and the public.
• Continued investment of human resources to ensure the City's interests are advanced in the Province's effort to moderni2
Governance.
• Development support for major waterfront projects including the Coast Guard redevelopment plans and plans to redesigr
• Collaboration with Enterprise Saint John to ensure service area commitments support implementation of True Growth 2.0
priorities.
• Project support for Transportation Master Plan, new Strategic Plan to implement PlanSJ directions to promote more choic
Community Planning and Development - Service Levels and Resources
Prepare statutory plans, policies, studies
and guidelines for the development and
use of land in the city.
Provide advice and work with developers
and property owners through various
planning approval processes to ensure
that development in the community is
consistent with the City's municipal plan
and related by -laws.
• Complete adoption of the City's
Zoning Bylaw and commence review
of the Subdivision Bylaw
• Periodic updating and amendment of
the City's planning by -laws
• Delivery of recommended framework
for neighbourhood planning to
implement PIanSJ
• Continue providing advice and
information to property owners and
residents respecting land use and
planning matters. This function
consumes about 10% of total
planning staff resources
• Due to a comprehensive new Zoning
Bylaw and the current economic
climate, 2014 is anticipated to
continue to be a lower than average
year in terms of case volume with
about 100 current planning
applications expected including
rezoning, subdivisions, and variances
However, a number of complex
planning applications are anticipated
to require senior staff resources over
the course of 2014.
• Provide zoning certificates in support
of property transactions in the City.
The staff complement for this service is
impacted by having a vacant Planner
position and significant demands in
managing ZoneSJ delivery for adoption
early in 2014. The recruitment process
to fill vacant position will impact delivery
of neighbourhood planning framework.
Special project team for the
implementation of the "One -Stop Shop"
was resourced in 2013 with a goal of
project completion in 2016. Contract
Legal resources are required to support
timely delivery of bylaw modernization
efforts.
Elimination of a planning summer intern
results in reduced support to
Neighbourhood Planning, workplan
(potential impact on timeframe).
However, there is a potential to offset
impacts with vacant Planner (timeframe
to recruit is 3 months).
Reduced capacity for supporting analysis
for major planning applications (i.e.,
industrial risk studies /waterfront urban
design) as a result of less funds allocated
for professional services.
Wages & Benefits
Goods & Services
PlanSJ Implementz
Total Expenditure
Revenue
Full Time Equivale
Management
Professional — Plar
Professional — spec
Inside Workers
Total FTE
Part -Time Positior
Administrative / C
• GIS — analysis an
• IT — support tecV
• Legal — legal revi
• Common Clerk -
• Communication!
communication
processes
Heritage Conservation Service
The Heritage Conservation Service is a public service provided to
developers, property- owners, merchants, citizens and the general public
The service offers a process to have an area designated a Heritage
Conservation Area under the Heritage Conservation Areas By -Law. If an
area is designated, changes or work done to the exterior of properties in
Heritage Conservation areas is regulated and subject to permit. The
service also provides architectural, technical conservation and design
advice on existing and proposed new construction and provides
incentives including grants and other financial assistance to encourage
and assist in the rehabilitation and development of heritage buildings.
Providing information and education to promote and raise awareness of
the social and economic benefits of heritage conservation to Saint John is
another key deliverable.
Requirements of new Provincial heritage legislation
New Municipal Plan for Saint John
Implementation of a heritage service review
Desire for growth in the community
New development incentive programs delivered by tl
Adherence to heritage conservation practices and pry
Community's objectives and expectations with respe
2013 Heritage Conservation - Service Accomplishments and Performance
• Permit volume declined moderately in 2013 from the previous year (69 from historic levels of 100) corresponding to reduc
support and lower development activity levels overall.
• A lack of human resources due to staffing issues was a significant barrier to improving the Heritage Conservation Service in
reduced levels of service in place for most of the year. Recruitment of new heritage officer in 2013 improved staffing and p
achieve full staffing in 2014.
• Award of 37 grants (20 Conservation Grants, 14 Maintenance Grants, and 3 Conservation Plan Grants) for a total funding c�
$65,000 in grant funding to heritage property owners; Full heritage grant funding of $90,000 was not committed to proper
lower levels of heritage development activity and changes to criteria for the Heritage Grant program.
• Implemented improvements to Heritage Grants program to streamline and add clarity to current process.
• Independent review of the Heritage Grants Program Criteria and Process was completed to improve financial accountabilit
program.
• Implemented ServiceNB Land gazette tool to improve awareness of the heritage conservation program.
2014 Initiatives, Major Projects and Heritage Conservation Service Delivery Highlights
• Achieve full staffing for the Service and provide the training required to deliver the service efficiently and effectively.
• Transition to digital permit tracking tool for better internal reporting and case management.
• Phased implementation of Heritage Grant reforms recommended in the grant review.
• Continued Heritage awareness and recognition.
• When staffing permits, commence a work plan to review of the Saint John Heritage Conservations Area Bylaw in coordinat
shop implementation and Neighbourhood Planning (delivery in 2015).
Heritage Conservation - Service Levels and Resources
Administer process to have an area
designated a Heritage Conservation Area
under the Heritage Conservation Areas
By -Law.
Process applications for Certificates of
Appropriateness to regulate any changes
or work done to the exterior of prop-
erties in Heritage Conservation areas.
Process heritage grant applications and
offer financial assistance to encourage
and assist in the rehabilitation and
development of heritage buildings.
Provide architectural, technical
conservation and design advice on
existing and proposed new construction
• 11 Heritage Conservation Areas at
present, 770 civic addresses (580
properties) designated
• The current number of Conservation
Areas and number of properties
designated is a major challenge given
the limited staff resources and high
level of effort required to administer
the current Bylaw.
• An average year of activity is forecast
in 2014 with approximately 80
applications expected.
• $90,000 in grant funding is proposed
to be available in 2014.
• Staff meets with clients in the office
and on -site to provide information and
expertise with respect to projects
impacting heritage buildings. This
consumes significant resources and
normal demand for this service is
forecast for 2014 but staffing issues
will make this a major challenge to
deliver service effectively for first half
of 2014.
Provide information and education to • Various pieces of print materials
The service encourages the retention of
the existing building stock to contribute
to the overall sustainability of Saint John
• Provide a unique image for Saint John
as a place well connected to traditional
values and steeped in a proud history;
building on our past while developing
for a prosperous and dynamic future.
• Contribute to a prosperous future by
working to rehabilitate heritage
buildings and integrate modern
development in heritage conservation
areas to attract new residents and
support the tourism industry.
The 2014 budget is a status quo budget
but successful delivery of the service at
the desired level will be dependent on
timely recruitment of a new Heritage
Planner.
Funding for the Heritage Grant programs
is proposed to remain at $90,000 with no
application fees for service.
Reduced heritage research and analysis
support with reduction to allocation of
funds for professional services.
Wages & Benefits
Goods & Services
Total Expenditure
Revenue
Full Time Equivale
Professional — Her
Inside Workers — F
Total FTE
Administrative / C
• GIS — database r
• Legal —Heritage
• By -law Enforcen
enforcement
Infrastructure Development
Infrastructure Development is responsible for engineering and servicing Service Drivers
made necessary by new development. The objective of the Service is to Need to facilitate good development in Saint John th
ensure that development is undertaken in a sustainable manner in environmentally sustainable and improves quality of
accordance with municipal, community and neighbourhood plans, and
the strategic directions and policies of the City. The Service includes
reviewing and approving plans and drawings for new infrastructure and
also ensuring that what is constructed in the community meets City
standards. The Service also plays a key role in ensuring that infrastructure
issues are appropriately addressed as part of the building permit and
planning processes. Staff also liaises with those who operate and
maintain the City's infrastructure to ensure coordination.
Expectation to protect public health, welfare, and sal
Adherence to sound engineering practice in the devf
infrastructure
Expectation of an efficient and informed community
and permitting process
Coordination between services within the City corpoi
infrastructure that is proposed and under constructic
responsible for the operation of existing infrastructui
2013 Infrastructure Development - Service Accomplishments and Performance
• Provided engineering information and advice to the development community and Community Planning and Building InspE
of the development approval process.
• Reviewed and issued approvals for Excavation Permits and Water and Sewerage Permits and provided field inspections.
• Reviewed and issued approvals for Natural Gas Permits within the municipal right -of -way and provided field reviews and I
• Successfully closed the file on a number of outstanding developer- initiated infrastructure projects.
• Initiated the process to formalize development guidelines for the City of Saint John.
• Working with Bell Aliant, Rogers, and Saint John Energy to formalize access agreements for their use of public rights -of -wz
• Assisted in the development of new street lighting guidelines and standards.
• The Service area actively participated in the initial stages of the Development Approval Process review project with staff it
• Processed (Infrastructure Development review, YTD November 27, 2013) Building Permits; Excavation Permits; Water & S1
and performed infrastructure locates in the field. The following graphs illustrate yearly trends:
500
400
300
200
100
0
250
200
150
100
50
Building Permits -
Infrastructure Development Review
2009 2010 2011 2012 2013
Water & Sewerage Permits
50
40
30
20
10
0
3500
3000
2500
2000
1500
1000
rnn
Excavation (Streets) Permits
Revised By -1
Aug 2010
2009 2010 2011 2012
Infrastructure Locates
2014 Initiatives, Major Projects and Infrastructure Development Service Delivery Highlights
• Initiate major reforms to the development process to improve the quality of development in the community and make the
predictable for the developers and the public.
• In support of the effort to improve the development process, complete the work to prepare development guidelines for tl
John.
• Conclude the process to develop access agreements with Bell Aliant, Rogers, and Saint John Energy to work within public r
• Commence the process to develop new municipal by -laws for storm drainage and storm water management for new devE
• Prepare revisions to the Excavation By -law (minor revisions).
• Provide input into the revisions to the City's Subdivision By -law.
• The Service area will actively participate in the Development Process Review project to improve and streamline approval
process.
• Initiate and track service target deliverables for infrastructure locates. Following receipt of an infrastructure locate reque�
provide locates within 2 business days while emergency locates response are to be completed within 2 hours.
• Provide training for new staffing to deliver the Service efficiently and effectively.
Infrastructure Development - Service Levels and Resources
PERMITS
Applications, Review, Approval,
Inspection
REQUESTS FOR SERVICE /INFORMATION
PAC Memo Review /Comments; Utility
Reviews /approvals; Service Information
requests; Testing- approving,
coordinating; Field locate /layouts of
municipal infrastructure.
Following receipt of an infrastructure
locate request, the goal is to provide
locates within 2 business days while
emergency locates response are to be
completed within 2 hours.
• W &S Connection Permits - 99
• Excavation Permits - 35
• Building Permits (Engineering Review) -
263
• Natural Gas: Service Permits —17; Main
Line Permits - 5
• An average year of activity is projected
for 2014.
• Tender Packages -120
• Record Information Request
(technologist)- 6,580
• General Inquiry from Public, Consultants,
Legal, Planning, etc.- 950 (professional
staff)
• Customer Inquiry follow -up (field
technologists) — 500
• PAC & Real Estate Memo Reviews —125
• Infrastructure Locates (Call Before You
Dig) — 2,983
• Street light installation requests — new
development - 15.
• An average year of activity is projected
for 2014.
DEVELOPMENT • Active Subdivisions (various stages) - 25
• Plan reviews for various submissions -
naXni dp% /P1nnmant carvirina• ctnrMXA1ntar
Although resourced for 2013, due to a
long recruitment process to backfill an
engineering position (finalized in Nov.
2013), this resource will require
significant training and guidance to
acquire experience that in the short
term impacts the ability of Infrastructure
Development to improve the processes
in place to:
• Improve the permitting process and
process integration with Community
Planning and Building Inspection;
• Document the City's requirements,
standards, and processes; and
• Develop processes around site
drainage and storm water
management to address flooding
issues.
Wages & Benefits
Goods & Services
Total Expenditure!
Revenues
Full Time Equivale
Management
Professional
Inside Workers
Total FTE
Administrative / C
• Information Tec
other support.
• City Solicitor- SL
Easements; ByA
Municipal Agree
• Finance- Permit
Permitting & Inspection Service
The Inspection and Enforcement Service is a public service offered to
those engaging in a construction, renovation, demolition, or change of
occupancy project within City limits. Permitting processes determine if
the proposed design, construction and occupancy of new buildings; the
renovation, demolition and occupancy of existing buildings; or other
proposed activity meets minimum acceptable standards as established by
building and plumbing codes and related by -laws. Inspection processes
determine if the work related to the design approved during the
permitting process is being completed in accordance with established
standards. The City works with individuals to achieve compliance with these
standards before more corrective actions are determined to be required.
Service Drivers
I
Regulatory and legislative requirements; new legislat
Penalties available to encourage compliance with by-
Projected growth in the community
Organizational capacity
Public expectations related to permitting, inspection,
2013 Permitting & Inspection - Service Accomplishments and Performance
• For the last year and a half, the City of Saint John has been taking advantage of a relatively new Service New Brunswick pr
Gazette. It is an information repository of land- related notices, restrictions, and other information about land parcels. It ;
find out essential information, such as if requirements set out in municipal by -laws were met by a property owner /builder
will also flag when properties are subject to particular by -laws, such as if the property is in the Flood Risk Area, the Herita€
Areas, or if it is a vacant building that is subject to the Unsightly Premises and Dangerous Buildings and Structures By -law.
John's use of the Land Gazette has been implemented in a phased approach and will continue into 2014. The service area
positive outcomes as a result of the use of the Land Gazette. In 2013, 15 notices were added to the Land Gazette for this
those have been complied with and have since been removed from the Land Gazette.
• Staff attended training related to the Barrier Free aspects of construction as defined by the National Building Code and the
standards awaiting regulatory approval. Staff continues to attend relevant training as it becomes available so as to be aw;
technologies, products and methods. Staff also continues to formally meet regularly to discuss and resolve Code and enfc
and to ensure consistent application of Codes and by -law provisions.
• The Service area continued process improvements to deliver service that meets the community's needs. Permit valuation
regularly with value and fee adjustments made as necessary to ensure an accurate reflection of actual construction valueE
• Investment of human resources to ensure the City's interests are advanced in the Province's effort to modernize Local Go,
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
)ercentage of Building Permits Issued in 10
Business Days
84% Q o
76%
0
2010 2011 2012 2013
The percentage of permits that are issued in 10 business days after tl
complete permit application is shown (left). Given the various degre
associated with permit applications, the goal is to issue permits in 10
of the time after receipt of a complete application. In 2013, this was
percent of the time, 9 points below the established target. Although
improvements, such as parallel and streamlined processing were in r
contributed to exceeding the target in 2012, the target was not met
mainly due to unplanned staffing shortages in the permitting and ins
experienced for the majority of the year. It is also worthy to note th<
measures the permit processing time once a complete application is
cases incomplete applications are still being submitted, resulting in a
time while staff and the applicants work toward a complete submissi
complete applications were submitted, it is likely that the target wog
2013. The development approval process review intends to address
outlining submission requirements and improving communications b
requirements. Review of permit processing and resource allocations
continue in 2014 so that the target will be met in more instances, wr
Enforcement of Building Permit Violations
e
300
■
200
100 —
0
First Second
2011
Third Final
2012 X2013
The graph (left) depicts the level of by -law compliance when initial er
were utilized (violation notices). Effective by -law enforcement will rE
trend in the number of enforcement actions required. If compliance
achieved with enforcement notices, formal Orders may be issued, fol
application, if necessary. It is expected, and the results indicate, that
developers, builders or owners will comply after receiving a first or s(
notice. Very few violations persist to the third and final notice stage
the graph. This continual and significant decrease between the progi
shows that enforcement efforts are working to achieve by -law compl
to notices, the Service New Brunswick's Land Gazette is another tool
compliance.
2014 Initiatives, Major Projects and Permitting & Inspection Service Delivery
• Staff from the Service area will finalize its review and amendment of the Building By -Law so that it is ready to be adopted
Brunswick Building Code Act and associated regulations are proclaimed by the Government of New Brunswick.
• An "Alternative Solutions" process will be implemented in early 2014 for applicants that apply for approval under the Obj(
section of the National Building Code of Canada, enhancing service delivery and flexibility to citizens, builders, and design(
• The Service area will continue its improvement efforts of providing quality service to the users of the permitting and inspE
• The next phase of Land Gazette implementation will continue into 2014, increasing the number of notifications available t
owners and the general public.
• The Service area will actively participate in the Development Process Review project to improve and streamline permit pr(
enforcement activities.
• Continue with investment of human resources to ensure the City's interests are advanced in the Province's effort to modE
C;nvarnnnra
Permitting & Inspection - Service Levels and Resources
Building permits are issued within ten Projected for 2014: The goal of the Permitting and Inspection
(10) business days after receipt of a • 1,200 building permits program is to ensure that the public is
complete application eighty (80 %) of the • 225 plumbing permits protected in that buildings and properties
time. • 40 demolition permits are safe, healthy, and accessible.
• 100 "other" permits and licenses
Staffing shortages in 2013 and the result
of the elimination of two inspector
positions in 2012 impacted the service
area in 2013, particularly in meeting
efficiency targets and the inspection and
enforcement of non -life safety matters.
The rate of by -law compliance with Projected for 2014:
progressive enforcement actions. • 11,000 inspections
Compliance increases with enforcement • 550 violation letters
actions.
Wages & Benefits
Goods & Services
Total Expenditure'.
Revenues
Full Time Equivale
Management / Prc
Inside Workers — T
Inside Workers — A
Total FTE
Administrative / 4
• Legal — support E
property owners
Orders to Compl
court and at hea
• Fleet — equipme
inspectors
• IT — support soft
inspections, recc
results, and reps
Geographic Information Systems (GIS)
The Geographic Information Systems Service is responsible for creating and
maintaining all mapping and associated geographic information for the City
of Saint John. The GIS service is also the official source for civic addressing
and street names within the City of Saint John. Other responsibilities
include coordinating spatial information collection projects for City Service
areas, maintaining the City's Enterprise GIS for employee use and the Web-
Service Drivers A J
Security
eb-
Security and protection the City's geo- referenced 6
Demand for useful geographic information from the
community
Demand for useful applications for citizens to obtaii
information
Mapping application for public use, producing maps for City departments, Demand for data from all City service areas
and responding to public and employee enquiries regarding mapping and Need to utilize data in accordance with the requirer
geographic information. provider such as Service NB
2013 GIS Service Accomplishments and Performance
• Successfully completed the bi- annual process to acquire aerial photography for the Greater Saint John area;
• Participated and contributed to the PSAB -3150 Tangible Capital Assets project;
• Participated in and contributed to the Customer Relation Management project;
• Upgraded the SDE geodatabase;
• Upgraded the Maps & Air Photos section of the City web site;
• Developed and deployed a new public web - mapping GIS Viewer accessible through the City website;
• Created a new City tourist map;
• Mapped all city sidewalks;
• Organized the Geomatics Atlantic 2013 conference;
• Developed an interactive mapping application for ZoneSJ, accessible through the City website;
• Participated in the New Brunswick Road Network Municipal Outreach project;
• Performed various spatial analysis; and
• Reviewed the provincial wetlands dataset as part of the provincial wetlands improved mapping program.
2014 Initiatives, Major Projects and GIS Service Delivery Highlights
• Switch -over of the current web - mapping software for the public to access through the City's web site;
• Oblique aerial photography acquisition;
• Upgrade the GIS Viewer software and SDE geodatabase;
• Final mapping to support adoption of a new Zoning By -law.
• Develop service - specific mapping applications for internal and external clients;
• Manage the bi- annual regional orthophotography acquisition project;
• Update the City tourist map; and
• Upgrade the internal GIS Viewer software.
GIS - Service Levels and Resources
Creating and maintaining all mapping • Provides and maintains the core • The Planning Technician position in
and associated geographic information information that is required for many Community Planning is divided between
for The City of Saint John. of the City's information systems the Community Planning Service (0.5
including the maintenance of FTE) and the GIS Service (0.5 FTE) to
approximately 200 different datasets maximize the use of this human
Coordinating spatial information
collection projects for City departments.
Assigning all civic addresses and street
names within the City of Saint John.
• Perform spatial analysis and produce resource.
maps for City departments
• Reconcile Provincial property
information with civic addressing on a
monthly basis. This is the core of the
Municipal Information System.
• Assist and guide City departments in
data collection or mapping projects by
recommending software, hardware,
designing data models and training
staff.
• Spatial information is now a required
part in many other systems, such as
MIS, 311, AVL, Document
Management, Pavement
Management, and Asset Management.
GIS Staff provide guidance in the
selection and implementation of these
systems.
• Ensure that street names and civic
addresses are assigned based on
NB911 standards and guidelines, and
respect the "By -law Respecting the
Wages & Benefits
Goods & Services
Total Expenditure
Revenue
Full Time Equivale
Professional
Inside Workers
Total FTE
Administrative / C
• Information Tec
other support.
GIS - Service Levels and Resources Continued
Maintaining the City's Enterprise GIS for
employee use and the Web- Mapping
application for public use.
• Maintain, update and publish web
services;
• Ensure that sensitive or third -party
use - restricted data is only available to
City staff; and
• Provide tools to enable City staff to
perform their required spatial queries
Handling data sales and dissemination to • Geographic data is crucial in major
external organizations. development projects. The City's GIS
Division is the source for the highest
quality geographic data available for
areas within the city boundaries.
Responding to public and employee
enquiries regarding mapping and
geographic information.
• The number of data sales and
dissemination is closely tied to and
fluctuates based on the amount of
development happening in the City.
• The GIS Division encourages self -
service by providing useful tools and
information either through the GIS
viewer or the City's website. The
"Maps & Air Photos " - is one of the
most popular sections of the website
with the public.
By -law Enforcement Service
The By -Law Enforcement Service is a public service offered to citizens, property owners, occupants and neighbourhood resit
enforcement of City by -laws related to the maintenance and usage of properties, animal control, and licensing requireme
properties and investigation of complaints are conducted to ensure standards established in related by -laws are met. In cas(
violation of a by -law, the City works actively for voluntary compliance with the appropriate by -law before more corrective acti
Service Delivery
The Service area supports ensuring that Saint John is a safe and healthy community with an enhanced quality of life. T
identifies each of these programs and the percentage of funds allocated to them to deliver a defined level of service for 2014.
® Dangerous and Vacant Buildings
* Minimum Property Standards
* Other By -Laws
Legislation that supports more effective enforcemerr
Penalties available to encourage compliance with by-
Economic climate affects owner / developer ability tc
Organizational capacity
Public expectations related to permitting, inspection,
2013 By -law Enforcement - Service Accomplishments and Performance
• In 2013, Council provided additional funding to the Dangerous and Vacant Building Program which saw an increase in the t
of resolved cases from 8 to 20 per year. The program had a very successful year, particularly since an additional staff persc
May 2013. With a greater focus on enforcement of the Dangerous and Vacant Building Program, voluntary compliance ha!
substantially, with 40 buildings being repaired and /or reoccupied, and 15 buildings demolished by property owners. The 2
for grass seeding vacant lots after a City- initiated demolition resulted in 2 properties being seeded.
Resolved Cases
60
Notices to Comply
11
Demolitions
20
City- initiated demolitions
5
Property owner demolitions
15
Repairs / Reoccupy
40
• The Minimum Property Standards Program, despite experiencing staffing shortages in 2013, issued 6 Notices to Comply, r
and laid one information in Provincial Court.
• For the last year and a half, the City of Saint John has been taking advantage of a relatively new Service New Brunswick pr
Gazette. It is an information repository of land- related notices, restrictions, and other information about land parcels. It
find out essential information, such as if requirements set out in municipal by -laws were met by a property owner /builder
will also flag when properties are subject to particular by -laws, such as if the property is in the Flood Risk Area, the Herita
Areas, or if it is a vacant building that is subject to the Unsightly Premises and Dangerous Buildings and Structures By -law.
John's use of the Land Gazette has been implemented in a phased approach and will continue into 2014. In 2013, 89 notic
the Land Gazette for this Service Area; 2 of those have been complied with and have since been removed from the Land G
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Percentage of time complaints are initially checked within five
business days (2013 YTD Results)
Case Type
■ Minimum Property
Standards Cases (MINS)
■ Dangerous and Hazardous
Buildings (DAND)
Unsightly Premises
(DANU)
■ Zoning (ZONE)
The Service area measures how quickl
external complaints; the target is an it
complaint within 5 business days, 809/c
response generally means an initial in
with a property owner or complainant
results (chart left) indicate that the tar
met for these by -laws, with a significai
response times to Minimum Property
complaints from the 2012 result of 59
decline can be attributed to a number
shortages in 2013 at the technical and
levels that were not backfilled for a nL
Significant improvement in this area is
results will depend on continued full s
program area.
The response time for the Dangerous Buildings program did not meet the target in 2013, mainly due to staffing shortages and
the enhanced enforcement program that was implemented earlier in 2013. It is anticipated that the response time for this pr,
target in 2014, as enhanced staffing is now in place.
Staffing shortages in both the technical and administrative staffing areas are the main reasons why the response times have n
Unsightly Premises and Zoning By -law enforcement programs. Long -term staffing shortages in addition to the resulting capac
budget cuts in 2012 has resulted in increased response times and a lower service level for non -life safety enforcement cases, <_
Premises and Zoning infractions.
There is room for continuous improvement to meet these targets, regardless of staffing levels. There are opportunities to mo
procedures to improve response times for all by -law complaints. Process changes are being considered and will be implemen.
on a regular basis to make necessary resource adjustments if required. It is worthy to note that further analysis of the data sl
The graphs (below) depict the level of by -law compliance when initial enforcement actions were utilized (violation notices). E
enforcement will see a decreasing trend in the number of enforcement actions required. If compliance has not been achievec
notices, formal Orders may be issued, followed by a court appearance, if necessary. It is expected, and the results indicate, th
property owners comply after receiving a first or second violation notice. Very few violations persist to the third and final not
seen in the graphs. This continual and significant decrease between the progressive notices shows that enforcement efforts a
achieve voluntary by -law compliance. When compliance has not been achieved by the final notice stage, cases proceed to le€
prioritized basis.
120
100
80
60
40
20
0
Minimum Property Standards By -law
2010 --*- 2011 --0-2012 X2013
First Notice Second Notice Third Notice Legal Actions
This graph indicates that compliance is usually achieved after the issuance of a third
notice. Typically, the trend of notices issued should show a decrease as the higher
levels of enforcements actions are applied. In 2012 and 2013, this expected trend
did not occur, due mainly to the way in which case data is recorded. Review of the
statistics and case monitoring system indicate that changes must be made to the
manner in %A /hlrh rintn is nArnrHaH to mnra nrriirntnki roflort the rmmnlinnro tronrlc
140
120
100
80
60
40
20
0
Dangerous Buildings and Struct
—L 2011 2012 20
First Notice Second Notice Final NoticE
The graph above depicting compliance with Unsightly Prerr
Buildings and Structures By -law (concerning dangerous bui
indicates that the greatest percentage of compliance is ach
a first notice. Subsequent notices achieve further compliar
remaining cases requiring legal action (which includes the i
80
70
60
50
40
30
20
10
0
Unsightly Premises
2011 2012 2013
First Notice Second Notice Final Notice Legal Actions
The graph above depicting compliance with the Unsightly Premises and
Dangerous Buildings and Structures By -law (for unsightly premises) indicates
that the greatest percentage of compliance is achieved after the issuance of a
first notice. Subsequent notices achieve further compliance, with very few
remaining cases requiring legal action (which includes the issuance of a Notice to
Comply and /or Court proceedings).
Zoning By -law
2010 —&-
I First Notice Second Notice Final Notice
As expected, the compliance rate for Zoning By -law infracti
number of violation notices sent, with the highest rate of a
after the first notice. Very few require enforcement action
stage. Volumes of complaints /cases and compliance rates I
steady over the past five years. It is worthy to note that en
Zoning By -law is based on complaints received from the pu
It is expected that with the anticipated adoption of a new Z
an increase in complaints concerning the Zoning By -law ma
have an increased awareness and higher expectations of Zc
compliance.
2014 Initiatives, Major Projects and By -Law Enforcement Service Delivery Highlights
• Due to the increase in resources for the Dangerous and Vacant Building Program in 2013, it is anticipated that 2014 will bE
year, as the program capitalizes on momentum gained over the past few years and the increasing rates of voluntary comp
Seeding Pilot Program for the Dangerous and Vacant Buildings Program will continue into 2014; more lots will be seeded
initiated demolition, and staff will continue to monitor those lots that were seeded in 2013. The Program area will also dE
inspection program that will outline the frequency of inspections required depending on the condition and priority of the
to use resources more effectively.
• As the Service area is responsible for enforcement of the Zoning By -law, it will actively participate in the finalization of the
law. Staff will participate in training and awareness programs in anticipation of adoption of the new Zoning By -law.
• Staff from the Service area will continue to actively participate in the review of the Building By -Law.
• The next phases of Land Gazette implementation will continue into 2014, increasing the number of notifications available
owners and the general public.
• The Service area will develop a priority setting matrix system to triage non -life safety by -law enforcement cases once all
achieving voluntary compliance has not resulted in compliance.
• Statistics tracking will be modified, particularly for the Zoning By -law enforcement program, to provide more accurate infc
enforcement activities.
• Continue with investment of human resources to ensure the City's interests are advanced in the Province's effort to modE
Governance.
Dangerous and Vacant Buildings Program - Service Levels and Resources
Resolve 20 cases per year
• 20 cases resolved annually
The goal of the Dangerous and Vacant
Buildings program is to ensure the public
and property are protected against safety
hazards caused by vacant, dilapidated and
structurally unsound buildings.
Budget increases in 2013 resulted in a
return to an enhanced service level target
of 20 cases resolved per year. Legislation
enhancements and momentum gained in
2011 to rid the municipality of dangerous
and vacant buildings has resulted in a
trend of increased voluntary compliance
by property owners. Although
approximately 50 new cases are added
each year, with increasing owner
compliance rates, and City actions, the
number of cases resolved in the past two
years is 45 -60.
The City's costs to demolish buildings in
the case of non - compliance are typically
reimbursed by the Province of New
Brunswick. Demolition costs for 2014 are
expected to be $146,000.
Wages & Benefits
Goods & Services
Total Expenditure
Revenues (From di
Total Revenues
Full Time Equivale
Management / Prc
Inside Workers —Ti
Inside Workers — A
Total FTE
Administrative / C
• Legal — support E
property owners
Orders to Compl
court and at hea
• Fleet — equipme
• IT — support soft
inspections, recc
results, and repc
Minimum Property Standards Program - Service Levels and Resources
Work to achieve by -law compliance using Projected for 2014:
The objectives of the Minimum Property
progressive enforcement actions. • 75 new cases
Standards Program are:
Compliance increases with enforcement • 250 active cases
1. To adopt and establish standards
actions. • 500 inspections
governing the condition, occupancy and
maintenance of residential property;
and
2. To provide safeguards for the safety,
health and welfare of the general public
and of the occupiers and users of
residential property.
Complaints are initially checked within 55 complaints from external sources
five (5) business days eighty (80) percent (varies annually)
of the time.
Reductions in building inspection staff in
2012 have impacted the delivery of this
program in 2012 and 2013 as Minimum
Property Standards inspectors have been
required to backfill or carry out additional
building inspection duties during staffing
shortages or peak periods in the
Permitting and Inspection Service area.
Staffing shortages in 2013 also negatively
affected the service area, resulting in the
initial response target being met only 32
percent of the time.
Wages & Benefits
Goods & Services
Total Expenditure
Full Time Equivale
Management / Prc
Inside Workers —Ti
Inside Workers — A
Total FTE
Administrative / C
• Legal — support E
property owners
Orders to Compl
court and at hea
• Fleet — equipme
inspectors
• IT — support soft
inspections, recc
results, and reps
Other By -Laws Program Service Levels and Resources
Work to achieve by -law compliance using
progressive enforcement actions.
Compliance increases with enforcement
actions.
Includes enforcement of the Zoning By-
Law, Flood Risk Area By -law, Mobile Home
Park By -law, Unsightly Premises for those
cases which are impacting public health
and safety, Dog Control By -Law and the
issuance of a variety of licenses.
The Dog Control service is contracted to
the SPCA Animal Rescue and focuses on
dog control and a very limited cat control
service.
Complaints are initially checked within
five (5) business days eighty (80) percent
of the time.
Projected for 2014:
The goal of enforcing the Other By -laws
Wages & Benefits
• 55 new Zoning By -law cases
Programs is to support a healthy and safe
Goods & Services
• 125 Zoning By -law violation letters
community, protect property values,
Total Expenditure
• 5 Flood Risk Area By -law cases
support an enhanced quality of life, and
• 5 Mobile Home Parks By -law cases
promote a sense of community pride.
Full Time Equivale
• 100 Unsightly Premises cases
Management / Prc
• 10 Heritage Conservation Areas By -law
Departmental staffing reductions in 2012
Inside Workers — T
cases
and staffing shortages in 2013 impacted
Inside Workers - A
this area, as staff focus is on life safety
Total FTE
issues first. Less serious by -law
enforcement cases are prioritized at a
Administrative / C
lower level, resulting in fewer resources
• Legal — support E
utilized in this area. This approach will
property owners
continue in 2014 as required.
Orders to Compl
court and at hea
• Fleet — equipme
inspectors
• IT — support soft
inspections, recc
results, and reps
Neighbourhood Improvement Service
The Neighbourhood Improvement Service provides neighbourhood residents with tools and support to build resilient, healthy
promotes and delivers community based projects and programs that contribute to sustainable neighbourhoods and healthy a
through facilitation, partnerships and use of City facilities. The service works with neighbourhood groups and associations to
appropriate funding required ensuring that a variety of opportunities are accessible and inclusive for all citizens.
Service Delivery
In supporting resilient, healthy neighbourhoods in Saint John, the City delivers several programs. The following chart identifie
programs and the percentage of funds allocated to them to deliver a defined level of service for 2014.
Neighbourhood Improvement Programs
® Community Development
L1 P.R.O. Kids
Growth and diversity in population (age, culture, disability and
Diversity of needs among various neighbourhoods
Changes in family unit
Economic uncertainty, inflation, and supply and cost of service
Focus on sustainable communities
Organizational capacity; support from other services (e.g., parks
Expectations for sustainable partnerships with community groul
2013 Neighbourhood Improvement Service Accomplishments and Performance
Community Engagement
• 70+ organizations with 800 staff engagement occurrences.
Community Development — Park Projects
• Latimore Lake Recreation Association — Park Improvement Project.
o Repurposed the neighbourhood tennis court into a mini -skate park. Two skating elements in addition to fence rel
brush and clean -up of the playground area were completed.
• Anglin Drive: Phase 3 Developing Active Play Area.
o Working with the Anglin Drive Neighbourhood Improvement Committee supported and completed the installatioi
basketball area to complement the existing playground.
• New signage program for Jervis Bay -Ross Memorial Park.
o The historical research piece for new interpretive signage for the park was completed. The target date for installal
2014.
• Official Opening of the Private David Greenslade Peace Park — Final improvements were made including the memorial entr
memorial stones of each soldier, and the Royal Canadian Regiment flag installed. On June 1, 2013 a memorial service was N
officially being named and dedicated in the memory of the six soldiers who made the ultimate sacrifice for their country. 1
through a collaborative effort between the neighbourhood committee, Royal Canadian Legion, Base Gagetown, the City of
community volunteers.
• Glen Road Playground Development Project - Installed new playground swings and armour rock perimeter.
• Rothesay Netherwood School International Leadership & Volunteerism Program — Outcomes included trail enhancements
converting a soccer field into an outdoor learning classroom at the Glen Falls Elementary School, painting and minor repair
sports field complex, and the beautification with installation of raised garden beds at a vacant lot in the North End in conju
Middle School.
• Supported the newly established Red Head Community Association Community Clean -up Day held at the Red Head playgrc
Drive subdivision.
• Supported the Lower South End Neighbourhood Clean —up of the Barrack Green Armoury Green Space.
• Supported expansion and enhancements of various community gardens throughout the city.
• Expansion of the Crescent Valley Community Tenants Association Community Garden.
• Shamrock Park Community Garden was at full capacity in only the second year of operation. A garden expansion projec-
of 2013 to double the size of the gardens. In the spring of 2014 the expansion will be completed with additional garden
the Old North End neighbourhood.
• Market Place West Community Gardens — Supported the neighbourhood committee with the development of Commun
Official opening to take place in the spring of 2014.
• Enhancements to the Rainbow Park Community Garden.
• On -going support to Greater Saint John Community Garden.
• Supported creation of the Rainbow Park Memorial Garden Project in partnership with PULSE. The official dedication of the
is scheduled for the spring of 2014.
• Marigolds on Market Place - St. Patrick's School.
• Marigolds on Main Street — Centennial, Lorne, Princess Elizabeth and Millidgeville North Schools. The City of Saint John rec
the Guinness Book of World Records for planting the most marigolds by the most people at one time.
Community Development — Partnerships
• Active member of the Fundy Wellness Network (third year).
• Westside Food Bank at Carleton Community Centre — 6,000 visitations.
• Wellness Centres - Partnership with Horizon Health
o Market Place Wellness Centre at Carleton Community Centre — 8,000 visitations.
Community Development — Neighbourhood Development
• Priority Neighbourhoods supported through the Neighbourhood Development Stimulation Grant Program (Vibrant Comm
Block Neighbourhood Newspaper, Waterloo Village Association, Teen Resource Centre, East Side Motivators, O.N.E. Chang
Resource Centre, People United in the Lower South End (PULSE), Westside PACT).
• Supported Anglin Drive Tenants Association Story Tent summer program.
• Supported the Christopher Leadership Program delivery to the five priority neighbourhoods for the purpose of building lea
and confidence (10 participants in the program with all five priority neighbourhood represented).
• Collaborated with the west side community in the creation of the "Red Shirt" neighbourhood volunteers responsible for su
monitoring the newly installed Market Place playground and mini skate park.
Community Development — Special Events / Program Support
• Organizational support of Crescent Valley Days, Market Place West Family Fun Days, Old North End Days.
• Served an active role with the Vibrant Communities Priority Neighbourhoods "Learn & Go" Program.
• 24th Annual Disability Awareness Week — Partnership with 10 Disability Organizations (Partnership Sustainability).
P.R. O. Kids
• Youth placements in recreational and cultural programs.
[2013] - 650 to 700 placements projected [2012] -796 placements [2011] - 1093 placements
[2010] - 929 placements [2009] -762 placements
• [2013] Funds raised at $150,000
• Canadian Tire Jump Start Program —Year three
• 100+ sponsors of the program including: corporate, service clubs, grants, community organizations and personal donation
2014 Initiatives, Major Projects and Neighbourhood Improvement Service Delivery Highlights
Community Development
• Community Grants Program: Develop a new model for managing all community grants that the City of Saint John provides.
and process that ensures a consistent approach to accepting applications, recommendation for grants and an evaluation /
framework.
• Implement a Civic Pride / Adopt a Park Beautification Program: The intent of this program is to coordinate and formalize b
of community based clean -up and improvement efforts. The program will be staged in coordination with Environment WE
another high profile community event to achieve maximum community exposure and impact. To support this program an(
clean -up initiatives the purchase of a landscape maintenance trailer is recommended. This trailer will be equipped with lar
supplies, and will be available to community groups for litter and debris clean -up, graffiti removal and park beautification K
• Latimore Lake Park Improvement Project — Develop an action plan for the repurposing of the outdoor recreational space i
the Latimore Lake Recreation Association.
• Silver Falls — Assist Silver Falls in mobilizing and forming a neighbourhood group to undertake the planning and implement<
repurposing the under - utilized ball field within the neighbourhood.
• East Saint John - Explore repurposing opportunities of the East Saint John ball field through neighbourhood consultation ar
• Anglin Drive: Phase 4 — Support the Anglin Drive neighbourhood in repurposing the Thornborough ball field into a commur
..8INIT,
• Maintain PRO Kids at 700+ youth placements.
• Develop a framework and guidelines that will provide an equitable parental pay responsibility for placing youth for PRO Ki
• Design and implement a new fundraising program (Arena Signage Advertising) that will benefit PRO Kids.
Community Development Program Service Levels and Resources
Encourage community -based
organizations to be empowered to meet
the needs of their neighbourhoods
through forming partnerships and
providing guidance, information and
other available resources.
Administer grants that community -based
organizations may be able to leverage
support from businesses and other levels
of government for neighbourhood
improvement initiatives.
Provide planning assistance and advice to
neighbourhood organizations; support
implementation of community -based
• 70+ community partnerships &
relationships maintained
• 700+ engagements with community
groups, associations and agencies
• *$152,250 Neighbourhood
Development Stimulation Grants
(Crescent Valley, Lower Westside,
Waterloo Village, Lower South End, Old
North End, East Saint John)
• *$50,000 Community Development
• *$75,450 External Community Centre
Facility Assistance Grants (KBM,
Martinon, Lorneville, Loch Lomond
HOPE Centre, Latimore Lake, Milford,
Randolph)
• *$1,523 in support of the Ability
Advisory Committee
• * *PIaySJ —Community Driven Grants
(Passport to Parks / Adopt a Park)
• Support of 10 neighbourhood /
community special events annually
(e.e.. Crescent Vallev Days. Canada
Build community capacity to respond to
opportunities, issues and concerns at the
neighbourhood level.
Programs and services aligned to meet
neighbourhood needs.
Strong inter - neighbourhood relationships
and community networking; promoting
partnerships that encourage information
sharing and collaboration that
strengthens groups and inclusion.
Neighbourhood development funds
support:
• Sustainable neighbourhood groups,
facilities and services, and effective
leveraging of other sources of funding
• Building leadership capacity resulting in
a higher level of neighbourhood
engagement.
• Celebration and promotion of
neighbourhood achievements.
Neighbourhood and community spirit,
collaboration, participation and
involvement.
Wages & Benefits
Goods & Services
Community Grants
PIaySJ Grants **
Total Expenditures
Full Time Equivalen
Management
Inside Workers
Total FTE
Administrative / Ot
• Legal — agreemen
• Communications
media relations
• Parks /Landscape
Facilities — suppo
and community d
projects.
• Planning / Real E
ownership identif
Zoning, By -laws
• Roadway Mainte
support (equipmE
sweeping)
• Police/ Fire —ad
neighbourhood si
P.R.O. Kids Program Service Levels and Resources
Placement of children (age 18 and under)
into sport, recreation or cultural
opportunities suited to their interest
including assisting with the purchase of
equipment and supplies when needed,
and consulting with families on
transportation needs.
Form partnerships with community
recreation, sport and cultural
organizations that donate program
spaces.
Raising funds to purchase additional
program spaces, equipment and
transportation.
• 700+ placements
• Regional participation extending the
program to include families in
Quispamsis, Rothesay and Grand -Bay
Westfield
• Connecting 700+ youth with
approximately 100 program partners
Target Range for 2014:
$150,000 - $200,000
P.R.O. Kids is a non - profit program that
Wages & Benefits
provides opportunities for disadvantaged
Goods & Services
youth participating in positive healthy
Total Expenditures
recreational, sport and cultural activities.
Providing a safe place for youth to play,
Revenue
learn and be engaged.
Improving self- esteem of Greater Saint
Contract Position
John youth.
Part -Time Positions
Corporate and community pride in
offering youth positive life experiences &
opportunities.
Diverse programs meeting the various
needs & interests of youth.
Increase program opportunities by
reducing barriers to participation.
Administration costs are covered by the
participating municipalities, allowing
100% of the funds received through
donations, grants and fundraisers to go
directly to placing children and youth in
programs.
Substantial increases in registration fees
for youth activities and programs.
Poor economic climate impacts the level
of parental contribution resulting in an
increased level of support from P.R.O.
Kids.
Administrative / Ot
• Communications
media relations
Recreation and Cultural Programming Service
The Recreation and Cultural Programming Service provides access to recreation, sport and cultural opportunities that allow oL
active, enjoy life in their leisure time, and connect with other members of the community. Through innovative leadership, the
service that promotes community well -being and enhances the quality of life of citizens to produce a healthy, vibrant, positivE
community. Service is focused on meeting the diverse recreation, cultural and leisure needs of our citizens.
Service Delivery
In providing access to diverse set of recreation and cultural programming opportunities, the City delivers several programs. TI
identifies each of these programs and the percentage of funds allocated to them to deliver a defined level of service for 2014.
Recreation and Cultural Programming Programs
M Recreation Programming
W Cultural Affairs
Growth and diversity in population (age, culture, disability & acc
Diversity of needs among various neighbourhoods
Changes in family unit
Economic uncertainty, inflation, and supply and cost of service
Focus on sustainable communities
Organizational capacity; support from other services (e.g., parks
Expectations for better partnerships with community groups
2013 Recreation and Cultural Programming Service Accomplishments and Performance
Special Events Support
• Active partner with the organization of the 3rd Annual All American Soap Box
Derby in Rockwood Park.
• Active partner in the development of the PALS Passport to Fitness Rockwood Park
Program.
• 2013 Winterfest in partnership with the Fundy Wellness Network, Greater Saint
John Municipalities and Neighbourhood Groups.
• Active partner with the organization of the 5th Annual Pavilion Cup Pond Hockey
Tournament.
• Organized 3rd Annual City of Saint John Volunteer Recognition Dinner (160
attendees).
• Continued Partnership with Horizon Health in provision of wellness programs at
the HOPE Centre & Market Place Wellness Centre.
• 3rd Annual International Trails Day at Rockwood Park — Volunteers working to
enhance trails.
• City of Saint John support to the 191h Annual Marathon by the Sea.
• 4th Annual Canaport Volleyball Tournament — Proceeds went to support youth
programs at the Carleton Community Centre.
• Tim Hortons '3 -on -3' Street Hockey Championships in Support of Mind Care —
Event Planning Partner and Scheduling Service.
• Active partner with Community Special Events including Canada Day, New
Percentage of citizens satisfied with 1
and quality of recreation program
100%
80%
V)
60%
Q) 40%
Q)
20%
0%
2009 2010 2
Percentage of citizens that think the
good job supporting arts and
100%
80%
Ln
60%
Ln
Q) 40%
20%
0%
• Supported these special events held in Saint John: Triathlon by the Bay, Kids of Steel Triathlon, Anglophone South School D
Country Running Events, Safe Kids Week, Community Autism Walk, Strides for Change, & Terry Fox Run.
Senior Programs
• Senior Friendship Games including activities such as golf, timed -walk, washer toss, badminton, cards, and opening & closin
participants).
• Seniors' Quarterly Special Events Partnership with Lily Lake Pavilion.
• Senior programs developed in partnership with NB Housing at Stephenson Towers, and Horizon Health Network at the HOI
• Support of Senior Wellness Fairs at Loch Lomond Villa and Stephenson Towers.
• Seniors' Springfest and Fallfest at Exhibition Park.
• Seniors' Summer Shuffleboard Program at the Peter Murray Arena.
Inclusive Recreation Programs
• Recreation Your Way (Inclusive Recreation Opportunities for Persons with a Disability) — Recognized Canada wide as a best
• Disability Access Awareness Week (DAW Opening Ceremonies, DAW Basketball Challenge, DAW Luncheon).
• Program Partnership with Abilities NB providing weekly sport and recreation opportunities for people with disabilities (box
bocce ball, goal ball, tennis, and athletics).
Youth Programs
• Sustained the summer playground program at 15 sites through acquisition of Federal and Provincial student employment €
neighbourhood association partnerships. Special Events included Magic Mountain Trip, Dominion Park Beach Day, Soccer
Skate Day at the Hilton Belyea Arena. Securing grants through other sources is critical in the sustainability of this level of se
• Carleton Community Centre Cheerleading Program at 205 participants and attendance to an international competition in R
• Re- established free youth programs at Millidgeville and Forest Glen Community Centres in collaboration with the YMCA wi
by Common Council.
• Increased staff supervision and quality of programming at Somerset, Carleton, and C.E. Nick Nicolle Community Centre, ou
playground programs. Youth to staff ratios were improved.
• Community Centre Youth Arts Awards with 150 attendees.
Recreation Program Partnerships
• C.E. Nick Nicolle Community Centre — Focus as the Community Hub for the North End with O.N.E. Change expanding its role
& Neighbours Working Together Community Partnership. The O.N.E. change assumed the responsibility for program and sE
the North End neighbourhood in September of 2013. Throughout the phase 2 renovation period (September 2013 to May
Nicolle Community Centre the O.N.E. Change will provide recreational and other opportunities at partnering neighbourhoc
Lorne Middle School, Centennial School and the Main Street Baptist Church.
Cultural Affairs
• Responsible for coordinating the maintenance and repair of the City's public artworks and the installation of the 225th anni
"Shards of Time" along Harbour Passage (to be officially unveiled in May 2014).
• Awarded $30,000 in small grants for new arts and culture projects.
• Ongoing annual coordination of seven art exhibitions at the City of Saint John Gallery and another seven at the Millennium
Library).
• Plans the scheduling of promotional signage at King's Square for not - for - profit organizations.
• Planned and organized the Saint John Arts Summit III held Friday, November 1, 2013, with over 75 stakeholders attending.
• Edits and approves all entries to the online City's Events Calendar and promotes events on social media. Following of over,
2014 Major Initiatives, Major Projects and Recreation and Cultural Program Service Delivery Highlights
Recreational Programming
• Organize a new special event in the summer of 2014 called "Passport to Parks ". The purpose of this program is to showcas
citizen's awareness of the City's signature parks such as Rockwood Park, Dominion Park, and Little River Reservoir amongst
Saint John Communication Service and Recreation Programming Service will work together on this initiative.
• PlaySJ Implementation: Design a new recreation programming service delivery model in the Crescent Valley Community th
eventual decommissioning of the Somerset Community Centre as the construction of the new YMCA proceeds.
Cultural Affairs Programming
• Work with the Saint John Arts Board to development a plan for moving forward the priorities identified at the Saint John A
• Saint John Arts Awards — The Originals, a biennial recognition and celebration event to be held at Imperial Theatre in early
• Saint John Remembrance Day Service, Harbour Station, November 11.
• 2nd Biennial Sculpture Saint John, August & September.
• 100th anniversary of the Signals Corps (Exercising the Freedom of the City), March.
• Organizing seven new exhibitions at City of Saint John Gallery & Millennium Artplace.
• Research and statistics related to funding of the arts in Saint John from federal and provincial agencies.
• Secretary & staff support to Saint John Community Arts Board.
• Unveiling of Saint John 225 legacy public artwork "Shards of Time" at Harbour Passage, May.
• Ongoing maintenance and repair of City's public art
Recreation Program - Service Levels and Resources
Deliver programs (direct programming)
that provide a wide range of artistic,
cultural, social, educational and
recreational opportunities that meet the
interests of all ages, regardless of physical
limitation or ability to pay.
Manage contract agreements for
community -based organizations to deliver
recreation programs (indirect
programming) on the City's behalf.
Facilitate the delivery of special
recreation, social and cultural programs in
partnership with various organizations.
• Operate and manage 2 Community
Centres (SCC, CCC) each offering nightly
and weekend program opportunities -
32 weeks
• 15+ senior programs
• 15+ inclusive /disability specific
programs
• 6+ direct programmed playground sites
• 5+ playground sites supported through
partnerships
• 1 instructional junior tennis program in
partnership with the local tennis club.
• Contract agreements* with the YMCA,
Boys & Girls Club, and ONE Change for
4 Community Centres (FGCC, MCC,
SECC, NNCC) - 52 weeks
• Integrated Day Camp at FGCC
• Summer Camps at MCC
• Playground Program at SECC & NNCC
• Support 20+ community special events
(e.g., SJ Sports Hall of Fame, Pavilion
Cup, Winterfest, Soap Box Derby,
Running Events)
• 1 volunteer recognition event
Ensure all citizens have access to inclusive
recreation and leisure opportunities that
meet the diverse needs of our community
Benefits include:
• Healthier citizens (physically, mentally,
emotionally and socially); healthy
communities and a healthy lifestyle
• Investment in the future of our young
people
• Fostering cooperation and good
citizenship
• Positive behaviours
• Involved community; developing
leadership skill as well as developing
physical, creative and social skills
• Fun and enjoyment
• Reduced crime
• Stronger families
• Connected community
• Community pride and engagement
• Celebration of community pride
Current staff vacancies must be filled to
attain service output targets; Staffing
delay expected
C.E. Nick Nicolle Community centre capital
improvements impacts the full
Wages & Benefits
Goods & Services
Grants
PlaySJ Grants
Total Expenditure
Revenue
Full Time Equivale
Management
Inside Workers
Total FTE
Part Time Position
• Community Cer
at 2 centres for
• Playground Prol
employees for 9
Critical Internal Su
• Fleet — vehicles
• Purchasing — as
• Insurance —risk
• Communication
• Legal — agreemE
providers
• Parks /Landscai
Facilities — prov
functional park,
farilitipe ra�nur
Cultural Affairs Program — Service Levels and Resources
Act as a point -of- contact with arts,
cultural and multicultural community -
based organization to promote awareness
and support activities.
Promote arts and culture events through
social media outlets, web -based
applications and signage.
Provide support and /or facilitate various
festivals and events annually.
• 55 arts organizations
• 24 cultural and multi - cultural
organizations
• 5,500 arts and cultural events posted in
the Cyber - Calendar
• Weekly bookings for signage in King's
Square.
• 12 events annual average
Administer grant applications for the • $35,000 in grant funding available
Saint John Community Arts Funding • 40 applications on average annually
Program (small project oriented funding
for festival ideas and new initiatives).
Facilitate maintenance of public art and • 1 project annually (1% Public Art
administration of the public art policy. Policy)
• Number of maintenance projects
varies annually
Coordinate exhibits for showing at • 7 formal exhibits @ Art Gallery
galleries. • 7 informal exhibits @ Millennium Art
Place
• Cultural Affairs program promotes
broad community awareness of access
to, and education, in the arts and
culture sector. The service provides
assistance and information services, as
well as opportunities and support to
artists and arts and cultural
organizations; fosters cross - cultural
understanding; and supports
economic development of tourism,
especially in the uptown core. It also
works to increase awareness of the
role and contribution arts, culture and
heritage make to the City's economy
and quality of life.
Wages & Benefits
Goods & Services
Total Expenditures
Full Time Equivalen
Inside Workers
Total FTE
REPORT TO COMMON COUNCIL
April 28, 2014 I
a
O FORlU
M
His Worship Mel Norton
and Members of Common Council city of
Your Worship and Councillors:
SUBJECT: Sustainable Service Review — Growth & Community Development Sc
BACKGROUND:
Mandate
Growth and Community Development services position the City for sustainable g
enriched quality of life by creating new and renewed places where people want to live
invest; and building strong communities where people feel safe and connected.
Realigned in 2013, Growth and Community Development Services, position the organ
the strategic delivery of services to implement P1anSJ - the City's award winning new
Plan. P1anSJ is a 25 year plan to achieve the community's vision to transform Saint J
more sustainable and liveable city by focusing growth and investment in areas where
investments have been made to benefit the community as a whole. Adopted in 201:
embedded in Council's priorities and the corporate strategic plan, PlanSJ is a h(
integrated plan, setting direction for the City's growth and development and servic
across the organization.
A major objective of the alignment was to create a "one stop shop" for development t
development approvals functions under one roof (previously three separate del
positioning the City to better support and facilitate economic growth. The realigr
positions the City for leadership in the strategic delivery of P1aySJ, the City's new-
parks and recreation strategic plan.
What services we deliver and why
• Permitting and Inspection;
• By law Enforcement;
• Heritage Conservation; and
• Infrastructure Development.
2. Community Planning and Enrichment Services which include the long range c
planning and development approvals functions which support implementation
and the recreation, culture and community development services. These servic(
• Community Planning;
• Economic Support — link to City's economic development agencies;
• Geographic Information Systems;
• Recreation & Cultural Programming; and
• Neighbourhood Improvement.
Growth and Community Development is a public facing service area that delivers
services that are:
• Regulatory — deliver community standards to ensure a safe and liveable comm]
Department administers building and related bylaws which uphold nat
provincial building codes and regulation to protect the safety of citizens a
minimum standards and dangerous building programs to further enhance qualit
our community. The Community Planning service prepares and develop;
community land use plans to ensures growth and development is directed to s
community's vision for sustainable growth. While municipal planning is not a
service, if a municipality adopts a municipal plan it is required to implement
zoning and subdivision bylaws and related development approvals proc
regularly monitor and review its municipal plan.
• Beneficiary — offer benefits to certain user groups which support economic p
can reduce the City's tax burden through user pay models to recover costs
delivery. Examples include: the building permitting and inspections servicf
funded through permit fees paid by recipients of the service, building and cc
industry, which in turn offsets the City's tax burden. Approximately 2(
Departmental budget is offset by revenue generation.
• Drivers for Quality of Life — many of our services while not legislative, are hig
by our citizens — recreation and culture programming and neighbourhood imf
enrich the quality of life of our residents and promote a healthy and livable c
where people feel connected.
City's overall operating budget. The Service area employs 47 staff with about
operating budget from salary related costs.
The Departmental Service based budget (attached to this report) reflects the focus ai
Department. The Department delivers core operational services related to admini .
regulatory approvals for development, heritage conservation, and bylaw enforcers
Department also plays a key role in delivery of strategic initiatives (PIanSJ, P1aySJ
result the departmental budget fluctuates to support delivery of these major programs
project initiatives.
Key focus areas for the Department in 2014:
• Economic development support: In recognition of Council's priority for
development and the unique role the City's development processes play in
supportive environment for economic investment, the Department has prio
delivery of a One Stop Development shop project. This is a three year coma
deliver an integrated development model which will improve customer s
development approvals, modernize bylaws and redesign processes to improve
predictability for industry and facilitate economic investment in the City's grc
There is also a significant focus on providing development and planning al
support for major projects on the horizon to support economic prosperity of our
• Enhanced By -law enforcement: continued focus on the momentum and succ
dangerous building program to improve liveability and public safety an(
reinvestment in our core neighbourhoods. Importantly this focused effort is
results with the dangerous building program exceeding its targets.
• Plan SJ implementation: In addition to new development bylaws to support I
Community Planning team is targeting the delivery of a neighbourhood
framework to Council by end of 2014. This framework will recommend a
deliver neighbourhood planning to support reinvestment in growth areas id
P1anSJ including priorities, staging and required resources to deliver a neig]
planning program over the next five to ten years. The Department also leads a
major strategic plans intended to support PIanSJ and will play a key role in sup]
Transportation Master Plan.
• PIaySJ implementation: With Council's approval of PIaySJ in 2013, a major
the Department will be the transition to community development staffing mod,
from direct programming to community partnership model to support long tern
right size the community's recreational infrastructure and improve service to
targetted for growth in PIanSJ. The Department is moving forward with
The Last Five years: Departmental Service Improvement / Efficiency Efforts
The Department remains committed to an ongoing program of continuous im
initiatives that contribute to improving the overall effectiveness and efficiency of c
Although the current structure of the Growth and Community Development Service
number of initiatives have been advanced to improve service levels or implement effi
the past five years:
• PlanSJ support: In 2009, Council bolstered community planning resources I
major rewrite of the City's Municipal Plan which was nearly 40 years out of d,,
of step with the community's vision for a more sustainable Saint John. Historic
John had been a leader in Community Planning; the City was one of the i
country to develop a comprehensive plan when the Province of New Brunsw:
nation in adopting the first Planning Act. Notwithstanding that early lead
many decades the City focused its planning service on development appro`
expense of its long range community planning program; a major consequer
short term focus is the legacy of urban sprawl which continues to undo
sustainability of our City. In 2009 a major course change was set by Council
planning with positions added (3) and project resources established to enable
effort to deliver a leading edge new municipal plan by 2012. During the 2C
process Council renewed its commitment to advance PlanSJ implementatic
2014 Service based budget continues momentum on PlanSJ with updated de
bylaws and delivery of a framework to support launch of the neighbourhoo(
2015. Going forward, this focus on PlanSJ is vital for the sustainability and
prosperity of our community.
• Core Service Review (2012): This broader corporate service review recc
implementation of a "One Stop Development Shop" to realize the benefits of I
Service alignment and to integrate development processes to bring our bu
development service in line with best practices. The development approvals pi
given a bronze ranking reflecting the need for improvement, specifically,
coordination in the development process and need to bring more clarity and pr(
to the City's process and bylaws. Council has made a three year commitrr
implementation of the One Stop Development Shop with enhanced resource;
until 2016 to move this forward.
• Dangerous Building Program: In 2007 the City sought new legislative tool
Province to introduce a new "Dangerous and Vacant Buildings Program" i
address a significant issue with the condition of buildings in the City cau,,
inspections service, diminishing the capacity and service response in this an
three positions).
• Planning Fees Review (2010): As a result of a comprehensive review ol
application fees completed in 2010, two successive increases have occurred
2012 to improve the cost recovery for planning applications and better align ou
peer municipalities in New Brunswick. Prior to 2012 fees recovered only If
costs to process these applications. These fee increases were coordinated wi
improvements to streamline routine development approvals with delegation o:
making for routine applications to staff rather than the Planning Advisory C
Building permit fees also were increased at this time.
• Heritage Service Grants Review: Earlier this year a review of the City's Herit
program was completed, to improve and streamline the heritage grant pro(
ensure better accountability for these funds. These process improvements will
in to allow the grant funds to better support heritage conservation outcomes.
also seeking new tools that can benefit heritage and urban redevelopment as
Province's Local Governance Reform initiative.
• PIaySJ: A new Parks and Recreation Strategic Plan was adopted by Council
guide delivery of recreation programs, facilities and services and ensure
decision making over the next 10 -15 years aligns with the Municipal Plan ob
promote sustainable growth and more complete communities. A significant
P1aySJ is to right size our community recreational infrastructure to ensure the
the recreation is enhanced in key areas targeted for growth in PlanSJ. The G
Community Development Service will support delivery of the community p,-
needed to move the City away from direct recreation program delivery to a c
development partnership model.
Looking forward: Future Considerations
•
Economic Growth: Although not a direct service provider, the Growth and C
Development service plays a supportive role in the City's economic developmi
through the Department's role as a facilitator of development process, ensuri
and development meets the community's standards. A significant focus for C
the Department moving forward will be the development and implementation c
stop Development shop project which will deliver recommendations in 2016
engagement with Council the community and development industry.
improvements will bring clarity and predictability to our processes, strea
remove barriers for investments in the areas targeted for growth in PlanSJ
After a five year decrease in building permit activity (since 2008), permit lever
and beginning to rebound. The first quarter of 2014 is showing positive r
significant economic activity is anticipated in our region over the course of the
years with anticipated waterfront development, industrial investments and enei
developments on the horizon related to the potential for the energy east pipeli
Importantly, a significant share of development activity (about 90% of permits
of construction) is occurring with the City's Primary Development Area to
growth in PlanSJ. The Department is positioned to play a supportive role in
these major projects, ensuring support and alignment with PlanSJ and de
bylaws. As these projects move forward, it will be critical to ensure adequ;
levels in the core development services to support timely and effective suppc
major applications.
• Legislative reform: The City is advocating for changes to the New
Municipalities Act and Community Planning Act and various fiscal reforms as
Province's Local Governance Reform initiatives. These reforms will c
requirements for the City (new regulation, services and training) that the City M
address in its service delivery in the Growth and Community Development Se
example, requirements in the Building Code Act and regulations related to 1:
access and energy efficiency will necessitate staff training programs.
anticipated that the Province will continue to advance local government co:
through the development of regional land use plans for regional service areas.
Community expectations regarding enforcement of the City's developme
continues to increase in particular as new bylaws are adopted (ZoneSJ) that wi
bar on community standards. Re- aligning appropriate service levels to suf
effective enforcement and ensuring adequate tools are place to support an enhai
on this area will be an important consideration for the One -stop Develops
project.
• Demand for Planning Services long term: PlanSJ is a 25 year pla:
implementation will be ongoing and involve:
• Updating of development bylaws (zoning, subdivision, building, infrasti
• Neighbourhood /Structure Plans in the areas targeted for growth in Plar
• Service Plans to enable alignment of City services to support PlanS
Transportation Master plan),
• Delivery of a capital budget that supports PlanSJ outcomes, and
• Plan monitoring which requires regular review and comprehensive
reviews during the life of PlanSJ.
community partnerships (One Change, YMCA) yield benefits to the communil
of enhanced services and some cost savings, however, enabling these p,
requires up -front investment of staff and financial support through facili
capacity- building and a competitive grants process. To realize the full bene
new model, the City will need to continue its investments in this area.
ANALYSIS
Maintain Service Level
The continuation of delivery of Growth and Community Development programs an
will require commitments of over seven million dollars in 2015 and 2016. These co
required to maintain services delivery at current levels as well as supporting the c
strategic programs including the development service review to implement a
development shop model and program costs to support the launch of neighborhood p
2015.
Service Reduction Scenarios
As directed by Council, the Growth and Community Development Service has pre
scenarios for discussion purposes to guide Council's consideration of service level opti
of these scenarios involve service level reductions for the Department. Given Couni
on economic development, both scenarios assume no reductions to the building and de
related services that are core to our Department and the continuation of the service im
initiative to implement a One -stop Development shop.
The financial impact of the 2% scenario on the Growth and Community Development
reflected in Table 1 and would result in a budget reduction of $237,000 in 2015. For
purposes, it is proposed that this reduction be managed by deferral of the neigl
planning program until the completion of the One Stop Development shop in 20
closing the Somerset Community Centre in conjunction with the YMCA opening in th
Valley area, a direction supported by PlaySJ (facility savings of 30K). In this
additional programming reductions may also be required to reduce of the amou
recreational programs available in this area.
Table 1: Financial Impacts of 2% Scenario- A 2% increase to 2015 & 2016 budges
Budget
Year
Budget
Allocation
Resource
Impact
Potential Service Reductions 2015/
2015
$71074,335
-237k
• Neighbourhood plans delayed
The 0% Scenario involves holding the line on 2014 costs for 2015 and 2016. T
financial impact of this scenario would be a reduction of $380,000 from the G
Community Development Service in 2015 (refer to Table 2). The reduction in this sa
require more significant service level reductions in discretionary services with the
neighbourhood planning until at least 2017, the closure of the Somerset Community
potential elimination of free programming in Crescent Valley area, reduction of th
playground program (from 6 sites to 2 sites), and reduction in discretionary c
development funding and /or heritage grants.
Table 2: Financial Impacts of 0% Scenario — No increase to 2015 & 2016 budgets
Budget
Year
Budget
Allocation
Resource
Impact
Potential Service Reductions 2015/
2015
$6,935,623
-376k
. Neighbourhood plans delayed
2017(200K)
2016
$61935,623
-330k
• Closure of Somerset Center it
(30K) & reduction /eliminatio:
free recreation programming
at the Centre (70K)
• Reduction of playground prod
(50k)
• Reduction of community
development or heritage grans
45k)
Service Level Impacts
The reduction will require that the Department re -focus on core services related to prc
regulatory approvals and reduce the delivery of discretionary, community valued
including:
• Neighbourhood Planning;
• Recreation Programming;
• Heritage /community development grants;
For discussion purposes a number of service level options are identified to manage
impacts:
Potential Service Reduction Cost Savings Impact
Closure of Somerset
30K
Supported by PIaySJ, but potentially a
Community centre in
re- directed to support outreach partner
coordination with YMCA
opening /reduction in
70K
Reduced access to recreational opporth:
programming
(free programming) in Crescent Valley
Reduce Playground
50K
Reduced access to programing; from 6
programming
Reduce community
50K
Loss of leveraging to support PIaySJ
development grants
implementation
Reduce Heritage Grants
50% equals
Loss of leveraged private sector invest.
45K
the core area to support renewal of her
assets
One of the options to mitigate the service level impacts to other programs would b
launch of neighbourhood planning until mid -year 2016 when the One -stop Develop
project implementation is complete. This option while manageable from an
perspective, has potential to delay private sector reinvestment in the growth areas and
the momentum of PlanSJ.
Of the recreation reductions, the closure the Somerset community Centre does align A
can be supported by staff, however, Council has an option to reinvest these resource
community based recreational service delivery partnerships. Staff recommends redii
program funds for Somerset Centre to other programming opportunities in the Cresc
community to ensure appropriate access to these important recreational programs.
profile of our community (high poverty rates), the City does offer a significant amoun
to free programming in its community centres and playgrounds, and over time, st"
reviewing opportunities to better deliver these services to support directions in Pla
community development fund (50K) although a new initiative is valuable in terms of
community partnerships to support right sizing strategy laid out in PIaySJ.
The Heritage grants program has been significantly reduced over the past five years (fi
to 90k) and while discretionary, leverages significant private investment (and tax bas(
in the City's urban core.
The City through the City Manager's office is currently reviewing the City's conti
community grants to ensure alignment with Council and corporate priorities, evaluatf
on investment and ensure accountability for funds. The City would be best serve(
funding levels for the Growth and Community Development grant programs until thi;
Revenue Generation
The Department generates approximately 1.4 million dollars annually in revenues. Re
derived from a numbers of sources including:
• Building permits;
• Planning applications (subdivisions, variances, rezonings, section 39 agreerr
amendments);
• Recovery of demolition costs for dangerous building program;
• Gas easements & licensing fees;
• GIS fees to recover costs of data;
• Recreational programming; and
• PRO Kids funding contribution.
A significant proportion of the Department's service costs are funded by developer i
other user groups who benefit directly from the service being provided. The majo
departmental revenues are derived from building permit fees which are serviced
reflect the costs of provided the permitting and inspections service. Other GI
Development services are subsidized or provide lower levels of subsidy by the tax
example, Planning applications are subsidized given the market conditions and th
support economic growth. Since 2010 the City has increased its cost recovery of
applications from 15 to 30 %. Although the City provides a significant subsidy for tr
we are in line with our NB peers (Moncton and Fredericton). The Heritage service
impose an application fee and provides 100% subsidy for this service.
Although increasing fees is an option, Council would be better served by holding t
development service fees to enable review in the context of the service improvement ol
come forward as part of the One Stop shop project in 2016. Staff would recommend th
consider options related to increasing fees for noncore services (other bylaws), oppo
increasing fees for non - compliance and graduated fee increases on a regular/ annu;
reflect increasing costs.
The City offers a significant amount of free recreational programming. Although the
opportunities to recovery some costs for delivery of programs, the revenues wot
adequate to cover shortfalls anticipated in either of the two reduction scenarios an
carefully weighed against potential to create access barriers for our recreational prograi
CONCLUSION
New investment and new growth are essential for the long -term sustainability of our a
Growth and Community Development Services play an important role in supportin
investment and creating a positive environment for economic investment in our c.
and implement these long term continuous improvement projects.
RECOMMENDATION
It is recommended that Common Council receive and file this report on the GY
Community Development Service as an input into the 2015 budget process.
Respectfully submitted,
Jacqueline Hamilton, MCIP, RPP
Commissioner, Growth & Community Development Services
J. Patrick Woods, CGA
City Manager
Appendix A: Service Based Budget Breakdown of Growth & Development Servic
Service Based Budget Breakdown of Growth & Community Developmel
2014
Expenditures
Grants
Revenui
City /Departmental GCD Services
Economic Development Service (Enterprise Saint John)
2,404,021
Community Planning & Development Service
1,648,084
2, 606,226
120,0
Heritage Conservation Service
309,971
300,000
Infrastructure Development
400,608
1 6,235,247
40,4
Permitting & Inspection Service
1,000,433
1,022,5
Geographic Information Systems
324,060
37,5
By -Law Enforcement Service
Dangerous and Vacant Building Program
419,221
183,0
Minimum Property Standards Program
297,868
Other By -Laws
195,168
Animal Control
82,743
Total By -Law Enforcement Service
995,000
183,0
Neighbourhood Improvement Service
Community Development
299,250
Recreational Centres (External)
30,450
HOPE Centre (Loch Lomond CC)
45,000
Neighbourhood Development Stimulation Grant
152,250
Community Development Fund
50,000
SJ Ability Advisory Committee
1,523
PIaySJ Neighbourhood Improvement
25,000
P.R.O. Kids
111,916
14,7
Total Neighbourhood Improvement Service
411,166
304,223
14,7
Recreation and Cultural Programming Service
Recreation Programming
955,369
22,0
Boys & Girls Club
126,100
YMCA -FGCC /MCC
169,097
ONE Change -NNCC
158,194
PIaySJ- Recreation Programming
15,000
Cultural Affairs
118,317
Total Recreation and Cultural Programming Service
1,073,686
468,391
22,0
Total Operating Budget GCD Services
6,163,008
772,614
1,440,11
Net Service Budget Including Grants for GCD
6,935,622
Services
Economic Development Related Services
Tourism Service (Discover Saint John)
925,000
Economic Development Service (Enterprise Saint John)
2,404,021
633,2
Urban Redevelopment Service (Waterfront Development)
2, 606,226
1,226,8
Industrial Parks Development Service (SJ Industrial Parks)
300,000
Total Economic Development Related Services
1 6,235,247
1
1 1,860,0