2019-07-18 Finance Committee Agenda Packet - Open Session
MINUTES OPEN SESSION FINANCE COMMITTEE MEETING
MAY 29, 2019 AT 4:50 PM
th
8 FLOOR COMMON COUNCIL CHAMBER (LUDLOW ROOM), CITY HALL
Present: Mayor D. Darling
Councillor D. Merrithew
Councillor G. Sullivan
Councillor S. Casey
Councillor D. Reardon
Councillor G. Norton
Also
Present: Deputy City Manager N. Jacobsen
Commissioner of Finance and Treasurer K. Fudge
Commissioner Growth & Community Development J. Hamilton
Comptroller Finance C. Graham
Senior Manager Financial Planning H. Nguyen
Commissioner Saint John Water B. McGovern
Assistant Comptroller Finance and Administrative Services C. Lavigne
Deputy Commissioner Administrative Services I. Fogan
Commissioner Transportation & Environment Services M. Hugenholtz
Operations Manager Finance & Administrative Services K. Loughery
Senior Financial Analyst J. Forgie
Administrative Fire Officer J. Hennessy
Administrative Assistant K. Tibbits
1. Meeting Called To Order
Councillor Merrithew called the Finance Committee open session meeting to order.
Moved by Councillor Norton, seconded by Councillor Sullivan:
RESOLVED that the agenda of May 29, 2019 be approved with the addition of Item 4.5 Canada
Games Aquatic Centre - Reallocation of 2019 Capital Funding.
2. Approval of Minutes
2.1 Minutes of March 13, 2019
Moved by Councillor Reardon, seconded by Councillor Norton:
RESOLVED that the minutes of March 13, 2019, be approved.
MOTION CARRIED.
3. Consent Agenda
3.1 2019 General Operating Fund Year End Projection
That the report entitled 2019 General Operating Fund Year End Projection be received for
information.
3.2 2019 Saint John Water Year End Projection
That the report entitled 2019 Saint John Water Year End Projection be received for information.
3.3 Safe Clean Drinking Water Project (SCDWP) Reserve Fund
That the Finance Committee submit the report
to the June 3, 2019 meeting of Common Council with a
recommendation to withdraw the Safe Clean Drinking Water Project (SCDWP) Reserve funding
in preparation for the upcoming substantial completion payment to Port City Water Partners
which is planned to occur in approximately the next few weeks.
Moved by Councillor Reardon, seconded by Mayor Darling:
RESOLVED that each of the consent agenda items be adopted.
MOTION CARRIED.
4. Business Items
4.1 2018 Consolidated Financial Statements and Trust Fund Financial Statements
Mr. Lund and Mr. Mallais, Deloitte, reviewed the 2018 audited consolidated financial
statements, trust fund financial statements, and the special purpose audit for the Trade and
Convention Centre and expressed a clean audit opinion. Responding to a question regarding
fraud risk, committee members confirmed that they are not aware of any known instances of
fraud.
Ms. Nguyen reviewed the 2018 Consolidated Financial Statements. The City continues its effort
to control debt. The General Fund debt balance has been reduced by $5.5M and investment in
capital reserves has been increased to reduce the amount of borrowing required. To mitigate
future financial risks, the City is developing a 10-year financial plan to be completed in 2019.
Moved by Councillor Sullivan, seconded by Councillor Norton:
RESOLVED that the Finance Committee recommend that Common Council approve the City of
Saint John Consolidated Financial Statements, the Trust Fund Statements of the City of Saint
John, and the Trade and Convention Centre Financial Statements for the fiscal year ended
December 31, 2018.
MOTION CARRIED.
4.2 2018 State of the Infrastructure Report
Mr. H. Arisz, RV Anderson and Mr. S. Yammine, Asset Manager reviewed the submitted report
The report is asset management
plan and encourages and supports evidence based decision making.
Mr. Yammine stated that the report identifies the capital investment required to maintain the
current level of services. It provides evidence based data to identify the amount of investment
required, where it is required, when the asset needs to be replaced, risk to the organization and
community if not replaced, impact to the level of service, and
document is a tool to be used in the preparation of the capital budget.
quality is still not perfect and results should be interpreted cautiously data completeness is
considered to be very high while data accuracy is considered to be moderate. The current asset
inventory is $2.7B with a $435M infrastructure deficit and $579M of replacement costs
required over the next 10 years. The City is underfunding its infrastructure assets by a 43%
funding ratio. There are $97.3overall
infrastructure score is a B- which is considered . Infrastructure requires
attention and corrective action.
Moved by Councillor Sullivan, seconded by Mayor Darling:
RESOLVED that the 2018 State of the Infrastructure report be received for information.
MOTION CARRIED.
4.3 2020-2021 General and Utility Capital Budgets
Mr. Fudge stated that the 2020-2021 General and Utility Capital Budget is the first draft multi-
year capital budget and is evidence based, using the asset management plan, capital budget
policies and priorities of Council in its preparation.
Mr. Lavigne noted that the capital budget focuses heavily on assets that are at the highest risk
of failure and beyond its useful life, with a majority of asset replacement having a letter grade
-year capital budget for 2020-2021 is slightly under $42M with the
at approximately $20M over two years. Projects focus on climate change,
supporting growth, and the infrastructure deficit.
Mr. McGovern presented the 2020-2021 Utility Fund Capital Budget which is approximately
$26M over two years. The infrastructure deficit for the utility is approximately $300M. Staff
attempts to leverage s by seeking funding from other levels of government
whenever possible. The focus is on reducing debt accumulated as a result of Harbour Clean-Up
and the SCDWP. The budget invests into infrastructure renewal which is necessary given the
high infrastructure deficit.
In response to a question, Ms. Hamilton stated that the capital budget process has been a
collaborative approach with consideration given to the growth perspective. It is recognized
that capital budget dollars must be used strategically to drive the growth agenda. Investments
have been set around key projects to leverage growth in the community.
(Councillor Sullivan withdrew from the meeting)
Moved by Councillor Reardon, seconded by Councillor Norton:
RESOLVED that the 2020-2021 General and Utility Capital Budgets be received for information.
MOTION CARRIED.
4.4 Greening Our Fleet Policy
Mr. Loughery noted that the Greening Our Fleet Policy will help the city reduce its greenhouse
gas emissions and contribute towards the long term goal of becoming carbon neutral. The
policy includes all of the Cimotorized equipment and addresses such
areas as engine warm up periods, reduction of idling times, and taking the most direct and safe
route. There will be situations in which conditions are not conducive for the implementation of
the policy such as the performance of equipment maintenance, extreme weather conditions,
mechanical problems, and emergency situations. Audits will be conducted periodically to
ensure compliance to the policy.
RESOLVED that the Finance Committee recommends that Common Council approve the
submitted City of Saint John Greening Our Fleet Policy Statement FAS-010.
MOTION CARRIED.
4.5 Canada Games Aquatic Centre Reallocation of 2019 Capital Funding
Mr. Fudge explained that a request was received from the Canada Games Aquatic Centre to
reallocate some of the 2019 capital budget. The CGAC received some funding from the federal
government and are requesting reallocation of funds for projects directed towards reducing
energy and water consumption. Based on the capital budget policy, it is within
authority to allow a surplus to be reallocated to another use.
In response to comments regarding the re-allocation of funding when money has been
successfully leveraged elsewhere, Mr. Fudge stated that there are criteria in the capital budget
policy that the money must be put towards infrastructure deficit or be conducive to growth. In
this instance the business case supports reduced energy consumption.
Moved by Mayor Darling, seconded by Councillor Reardon:
RESOLVED that the Finance Committee recommend that Common Council approve reallocating
$28,000 capital funding to the Canada Games Aquatic Centre from the accessibility lift project
to two projects, motion detection lighting and flow monitors.
MOTION CARRIED.
Adjournment
Moved by Mayor Darling, seconded by Councillor Reardon:
RESOLVED that the open session meeting of the Finance Committee be adjourned.
MOTION CARRIED.
The Finance Committee open session meeting held on March 13, 2019 was adjourned at 6:05
p.m.
FINANCE COMMITTEE REPORT
Report Date July 15, 2019
Meeting Date July 18, 2019
Chairman Councillor Merrithew and Members of Finance Committee
SUBJECT: Public Consultation Budget Simulator Results
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Finance Committee.
AUTHORIZATION
Primary Author Commissioner/Dept. Head City Manager
Jodie Forgie/Nancy Kevin Fudge John Collin
Moar/Stephanie
Rackley-Roach
RECOMMENDATION
It is recommended that this report be received and filed.
EXECUTIVE SUMMARY
The purpose of this report is to provide the Finance Committee a summary of the
results from the Public Consultation that was performed using a Budget Simulator.
PREVIOUS RESOLUTION
N/A
STRATEGIC ALIGNMENT
This report aligns with being fiscally responsible and providing valued service
delivery by identifying themes for potential service level adjustments that will be
used as one method to inform the ten year long term financial plan.
- 2 -
REPORT
Background
On March 25, 2019, the City of Saint John launched the Budget Simulator, which
was open to the public for 3 weeks. The goals of the Budget Simulator were to
provide the City with themes for the ten year Long Term Financial Plan. The
and the future difficult budget decisions that have to be made, along with the
potential impacts. The public could participate in providing themes to the City to
inform the Long Term Financial Plan by using the budget simulator to provide
feedback or comments on service delivery, property taxes, revenue generation,
and community facilities.
Summary of Results
The results from this process are not recognized to be statistically valid; however,
a sufficient number of responses allow for themes to be analyzed and understood.
The goal of this public engagement was to receive over 400 responses. In total,
553 responses were received. Therefore it is can be assumed that the data
provides sufficient information for this purpose. Upon discussions with the service
provider of the Budget Simulator, the amount of responses received was
acceptable and was considered to be a positive uptake in level of participation.
Of the submitted budgets, 195 participants (35%) balanced their budgets,
meaning they found sufficient increase in revenue through property taxes and
changes in service levels to eliminate the deficit. 358 participants were not able to
balance the budget.
Based on average results from participants, the total amount of cost reductions
and revenue increases was $3.9 million, almost 57% less than the gap of $9 million
($5 million gap).
Although the City is required by legislation from the Province of New Brunswick to
balance the budget and cannot operate in deficit, due to the difficulty of the
exercise, it was not a requirement for participants to balance their budgets.
Qualitative Comments
The Budget Simulator provided an opportunity for respondents to give comments
and many participants provided feedback. Specifically participants were
requested to provide feedback around potential revenue generation
opportunities and the community facilities.
- 3 -
Revenue Generation
There were 189 comments received in relation to revenue generation. Many
people indicated that implementing tolls to enter the City, sharing services with
other municipalities, higher tax rates for heavy industry and non-resident user
fees may be areas to consider for revenue generation.
Community Facilities
There were 106 comments received in relation to community facilities. Generally
respondents acknowledged the importance of these facilities to life in the City.
Many respondents indicated there should be alternative funding models and
some indicated the closure of facilities.
Summary of Themes
Participants recognized that there is not one single solution to address the
There were varied opinions on tax rate changes. The information on tax
changes is summarized as follows:
o 50% of participants either chose to maintain the tax rate or decrease
the tax rate
32% of participants did not change the tax rate
18% of participants chose to reduce the tax rate
o 50% of participants chose to increase the tax rate
Participants would tolerate a reduction in service levels, budget reductions
varied from 1.5% to 19% depending on the service:
o Budget cuts were across all service areas;
o Average percentage budget reductions were higher for Economic
Development, Transit Services, Recreation Programming and Sports
Facilities and One Stop Development Shop /Property Compliance
Programs;
o Average percentage budget reductions were lower for Road
Maintenance and Snow Control Streets and Sidewalks.
o In terms of dollar allocations, the highest average budget reductions
were in Police Services, Fire Rescue and Suppression Services and EMO,
Economic Development, and Transit Services.
Many comments referenced revenue generation from fees, tolls and taxes
generated by non-residents, neighbouring municipalities and/or heavy
industry.
- 4 -
the General Comments section.
Demographic Information
Participants were invited to respond to demographic questions when they
submitted their budget to enable the project team to understand who
participated, what their relationship was with the City. It is important to note that
there was almost equal participation across all wards.
Verification of Results
In order to review data for any duplication of responses or trending that may have
occurred due to inappropriate activity, a review of raw data was performed to
identify if there were any instances of unusual activity. It was crucial to maintain
and respect the privacy of individuals while performing procedures to perform
quality review of information. Through this process all results appeared to be
valid.
Conclusion
The staff considers the Public Consultation Budget Simulator to have achieved its
outlined goals as stated. Given the level of response rate there is the ability to
gather themes required. The amount of public engagement received along with
informative sessions provided assisted in receiving many comments along with an
understanding on the financial challenges the City faces in balancing the budget.
SERVICE AND FINANCIAL OUTCOMES
N/A
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
This work was performed in collaboration with all service areas and significant
support from Information Technology and Communications. The core project
team comprised Continuous Improvement and the Finance Department.
ATTACHMENTS
Appendix 1 Powerpoint presentation for Finance Committee
Appendix 2- Results report of the Public Consultation Budget Simulator
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Update to Finance Committee July 18, 2019
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A report of the Long Term Financial Plan
Public Consultation Results
Submitted to the City of Saint John
Finance Committee
July 18, 2019
Contents
Introduction ................................................................................................................................................. 1
Public Consultation Response ................................................................................................................ 1
About the Budget Simulator ................................................................................................................... 2
Summary of Quantitative Responses ......................................................................................................... 3
Addressing the Budget Shortfall ............................................................................................................ 3
Summary of Qualitative Comments ........................................................................................................... 5
Revenue Generation ................................................................................................................................ 5
Community Facilities .............................................................................................................................. 5
Demographics .............................................................................................................................................. 7
Communications .......................................................................................................................................... 8
Quality Control ............................................................................................................................................ 9
Summary of Themes ................................................................................................................................. 10
Appendix A: Service Area Detailed Results ......................................................................................... 11
Appendix B: Revenue Generation Information Provided in the Budget Simulator ......................... 11
Appendix C: Community Facility Information Provided in the Budget Simulator ........................... 11
Appendix D: Demographic Results ...................................................................................................... 11
Appendix E: Procedures for Data Quality Control .............................................................................. 11
Appendix F: Examples of building awareness in General Comments ............................................... 11
Long Term Financial Plan Consultation Results 1
Introduction
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Participant
The City of Saint John completed a public consultation process to collect input into the development of
the CiThe Budget Simulator, an interactive, online, participatory budgeting
tool, was used to collect feedback from the public. The consultation tool was open to the public between
March 25 and April 11, 2019.
The goal of the public consultation process was to provide the City with an understanding of how citizens
would address a $9 Million budget shortfall. This includes understanding where citizens would like to
invest their tax dollars and how to generate revenue.
To assist participants in providing informed feedback, information was provided to them through text and
video about the current services delivered by the City inclusive of current service levels. Participants were
asked how much they would invest in public-facing service delivery. Service impacts were provided on
what an increase or decrease in funding would mean to them in terms of the type and amount of service
they would receive.
The data collected was analyzed to identify themes for investing in public service
and opportunities for the City to generate revenue. These themes will be considered as one input into
the development of a long term financial plan for the City of Saint John.
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Response to the public consultation process was very good. The goal was to receive over 400 responses.
For a population the size of Saint John, 400 responses represented approximately a ninety-five (95)
percent confidence level in the input in a statically valid process. In total, 553 responses were received
over a three (3) week period. While the results from this process are not statistically valid, the number of
responses received allowed for meaningful analysis.
Of the submitted budgets, 195 participants (35%) balanced their budgets, meaning they found sufficient
increase in revenue through property taxes and changes in service levels to eliminate the deficit. There
were 358 participants that were not able to balance the budget. Although the City is required by
legislation from the Province of New Brunswick to balance the budget, due to the difficulty of the exercise,
it was not a requirement for participants to balance their budgets.
Long Term Financial Plan Consultation Results 2
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The Budget Simulator tool was selected to support the public consultation process given its functionality
and quality control features for data analysis. This tool allowed the City to generate public feedback on
both operating costs and revenue. The Budget Simulator also allowed the City to generate additional
content to inform participants on the type and amount of service they currently receive for their
investment (i.e., tax dollars) through text, graphics, and video. In order to understand who is participating
in the consultation process, this tool provided the ability to collect demographic information.
The Budget Simulator allows participants
to use a slider feature to decide whether
they would increase or decrease a budget
for a particular service. With any changes
made to service budgets, the user was
provided the consequence or impact on
service levels to their selection. This slide
feature provides participants with an
opportunity to reflect on their choices and
make changes. An example of the
Figure 1: Budget Simulator tool example
Budget Simulator is provided in Figure 1.
The Budget Simulator sought feedback on fifteen (15) different services delivered by the City outlined in
Table 1. Participants were also given an opportunity to provide input on property tax and other revenue
sources as well as feedback on community facilities.
Table 1: Items included in the Budget Simulator
Slider Grouping Slider Categories
Property Taxes
Property Taxes
Revenue
Revenue Generation
Public Safety Services
Police Services
Fire Rescue and Suppression Services and EMO
Transportation Services
Snow Control Streets and Sidewalks
Roadway Maintenance
Sidewalk Maintenance
Pedestrian and Traffic Management Services
Environmental Services
Solid Waste Management
Stormwater Management
Parks and City Landscape Services
Growth and Community
Community Planning
Development
One Stop Development Shop and Property Compliance Programs
Growth Economic Development
Growth Outcomes (includes Economic Development Saint John, Develop Saint
John, Discover Saint John, Growth Reserve Fund and Population Growth)
Transit
Transit Services
Recreations Programming
Recreation Programming/PRO Kids and Neighbourhood/Community/Hockey
Grants
Sports and Recreation Facilities
Other Community Facilities
Other Community Facilities
Long Term Financial Plan Consultation Results 3
Summary of Quantitative Responses
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Participant
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Based on the options provided to participants in the Budget Simulator tool to balance the budget, on
average participants are willing to accept a decrease in current service levels. The amount of decrease
varies based on the service area, with reductions ranging from 1.5% to 19% in respective budget
allocations. In summary, budget reductions were identified across all service areas as outlined in Table 2.
More specifically:
Average percentage budget reductions were higher for Economic Development, Transit Services,
Recreation Programming, Sports Facilities and One Stop Development Shop /Property Compliance
Programs; and
Average percentage budget reductions were lower for Road Maintenance and Snow Control Streets
and Sidewalks.
In terms of dollar allocations, the highest average budget reductions were in Police Services, Fire
Rescue and Suppression Services and EMO, Economic Development, and Transit Services.
Participants in the budget simulator indicated that they would accept a slight increase in property tax
rates; the average increase of property tax rates was close to a one-cent increase. The participant results
on property taxes are described in Table 3. Summarized responses with renters and non-residents
removed were as follows:
50% of participants either chose to maintain the tax rate or decrease the tax rate
o 32% of participants did not change the tax rate
o 18% of participants chose to reduce the tax rate
50% of participants chose to increase the tax rate
When including renters and non-residents, slightly more participant chose to increase the tax rate.
On average, participants were able to reduce the budget shortfall by $3.9 Million (43% of $9 million goal).
These results are inclusive of both cost reductions and increases in revenue. Average service area results
are shown in Table 2. The impact of a decrease in funding for each service is outlined in Appendix A as
determined by the average change in funding submitted by participants.
Long Term Financial Plan Consultation Results 4
Table 2: Average Change in Operating Costs and Revenue by Service
Average %
Projected Average Increase/
Service Submitted
2021 Budget Decrease in Budget
Change
Public Safety Services
Police Services $27,804,299 -4.48% -$1,245,633
Fire Rescue and Suppression Service and EMO $26,550,521 -3.33% -$884,132
Transportation Services
Snow Control Streets and Sidewalks $7,398,882 -2.73% -$201,989
Roadway Maintenance $7,052,442 -1.47% -$103,671
Sidewalk Maintenance $846,321 -3.41% -$28,860
Pedestrian & Traffic Management Service $2,505,962 -4.25% -$106,503
Environmental Services
Solid Waste Management $4,007,889 -3.98% -$159,514
Stormwater Management $4,028,715 -3.16% -$127,307
Parks & City Landscape $3,523,599 -3.67% -$129,316
Growth and Community Development
Growth and Community Planning $1,962,108 -4.36% -$85,548
One Stop Development Shop / Property Compliance Programs $3,032,453 -5.84% -$177,095
Growth and Community Development- Economic Development
Growth Outcomes (includes Economic Development Greater $2,943,504 -18.94% -$557,500
Saint John, Develop SJ, Discover Saint John, Growth Reserve
Fund and Population Growth)
Transit Services
Transit Services $5,976,781 -7.88% -$470,970
Recreation Programming
Recreation Programming, Support/Pro-Kids and $2,485,336 -6.10% -$151,605
Neighborhood/Community Hockey Grants
Sports & Recreation Facilities $3,712,575 -5.21% -$193,425
Property Tax
Property Tax $124,995,178 0.53% $662,474
Change in Budget -$3,960,595
Projected 2021 Shortfall $9,000,000
Remaining Deficit $5,039,405
Table 3: Property tax responses
% Respondents
Change in Taxes # Respondents % Respondents
(Renters and Non-Residents Removed )
+ 3 Cents 174 32% 28%
+ 2 Cents 60 11% 11%
+ 1 Cent 62 11% 10%
No Change 161 29% 32%
- 1 Cent 41 7% 8%
- 2 Cents 18 3% 4%
- 3 Cents 37 7% 7%
Long Term Financial Plan Consultation Results 5
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Participant
The Budget Simulator provided an opportunity for respondents to give comments and many participants
provided feedback. Participants were permitted to provide feedback around potential revenue generation
opportunities and the community facilities (i.e., Aquatic Centre, Harbour Station, Trade & Convention
Centre).
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One hundred and eighty nine (189) comments received in relation to Revenue Generation from
participants. The question asked of the participants in the Budget Simulator is included in Appendix B.
Many participants indicated that implementing tolls to enter the City, sharing services with other
municipalities, higher tax rates for heavy industry and non-resident user fees may be areas to consider for
revenue generation. Table 4 provides some of the comments received related to these topics.
Table 4: Examples of Revenue Generation comments
Revenue Generation Comments
Note: Comments may have been edited for space. Comments are presented in the order in which they were entered into the simulator.
Fees should be increased for non-residents who use City facilities. Monthly parking rates should be tiered with non-residents
paying a premium, commuting residents paying a lower rate and a reduce rate for residential parkers (i.e. If you need monthly
parking and live in the City core, you should get a better rate)
With the other revenue generators, once again the city is relying on residents (not industry). Industry needs to pay its fair
share. The City is going to spend approx. $7m on road maintenance this year alone and the users who are destroying the
roads are industry - heavy trucks, etc. The problem with the low rate to industry has to be faced by the city - not passed along
again to residents and small businesses. More than enough comparisons with other cities have come out showing how the
city is favourable to large industry at the expense of residents and small business.
Tolls coming into the city from GB and the Valley. Residents of SJ should have an electronic pass issued.
I believe that you should include any community within a 50 km radius as the greater Saint John area and collect there property
that Saint John has to offer. This will help with making the city bigger and better for all.
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One hundred six (106) respondents commented on community facilities. The question asked of the
participants in the Budget Simulator is included in Appendix C. Respondents generally acknowledged the
importance of these facilities to life in the City. Many respondents indicated that there should be
alternative funding models and some indicated the closure of facilities. By far, the most frequent
comments were related to higher contributions from users outside the City, either in the form of higher
Long Term Financial Plan Consultation Results 6
contributions from communities, a change in the funding formula, user fees, or contributions to capital.
Examples of comments received related to these topics are provided in Table 5.
Table 5: Examples of Community Facilities comments
Community Facilities Comments
Note: Comments may have been edited for space. Comments are presented in the order in which they were entered into the simulator.
It sickens me to see the amount Saint John residents foot for regional facilities. It is completely unfair of saint john to be paying
that significant of a portion of aquatic centre fees. The provincial funding to saint john and regional taxation has to balance
this out if the outlying regions refuse to do so willingly.
This formula needs to be revisited to be more equitable between communities. Also the City should not be responsible for all
capital costs
I think that if people really want something then they should have to go about getting it themselves. For example paying for
the use of church for an event of some sort, and making the people pay for it at cost as well!
We believe that the contribution to these centers should be reduced and they should be self-sustaining, improving the quality
of their services and increasing the events and courses offered.
community to underwrite capital assets for the wealthier outlying regions.
Fees should be charged for all Facilities so that those who actually use them will share the cost. If I go to Harbour Station for
an event a 1-not
complain over a 1-2 dollar increase for use.
The regional facilities commission needs a redesign. More oversight, more financial contributors (LSDs).
Community facilities provide so much for Saint John residents who otherwise may not be able to afford or access other positive
than meets the eye, and are integral parts of ensuring some equity of access and wellness for people.
Long Term Financial Plan Consultation Results 7
Demographics
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Participant
Participants were invited to respond to demographic questions when they submitted their budget. This
information allows for analysis on who participated and what their relationship was with the City.
Participants were asked:
1. Are you an employee of the City of Saint John?
2. What ward do you live in?
3. Do you own or rent?
4. What is your age?
5. Do you have children living with you who are under the age of 18?
6. What is your first language?
It is important to note there was almost equal participation across all wards (Figure 2). Demographic
responses are included in Appendix D.
Figure 2: Participant location across the Saint John
Long Term Financial Plan Consultation Results 8
Communications
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Participant
Public communications launched with three videos being released prior to the start of the public
consultation period. The consultation process was launched publically at the March 25 meeting of
Common Council and was supported by a communications campaign. The campaign included media
interviews, open houses for those who needed assistance or did not have computer access, a landing
page on www.saintjohn.ca and email, and social media campaigns. Table 6 outlines all of the
communications efforts to support a successful public consultatTerm
Financial Plan.
Short videos were developed and shared through the public consultation landing page and embedded in
the Budget Simulator tool to provide information on the services participants were asked to provide
feedback on
about their respective service area. In total, 32 videos were produced (16 English and 16 French).
All other content in the simulator was also produced in English and French. The project team created
content that considered reading levels and allowed for participation from the Deaf and Hard of Hearing
Community.
Because of the nature of the project, informing employees was vital. Open houses and an internal
website were made available to employees two weeks before launch.
Table 6: Summary of Communications Activities
Item Result
Engagements (shares, clicks, likes, comments) Total engagements (FB +Twitter): 4,339 (as of April 2, 2019)
Unique social media video campaigns via Communications 6
Total YouTube Video views 2,812
Media articles 3
Visits to the Budget Simulator Landing Page on .saintjohn.ca 2,295
Email notifications sent through system 9,161 (does not include CSJ employees)
Print materials 40 posters 200 contact cards distributed
Open Houses Meetings (including ASL) 5 (total attendance 26)
Sports organizations contacted via email 70
Community organizations contacted via email 20 plus in person visits
Outreach to businesses and post-secondary Institutions
Employees Open Houses 11 (250+ attendance)
Emails through project inbox 3
Long Term Financial Plan Consultation Results 9
1´ «¨³¸ #®³±®«
All data submitted by participants was hosted and maintained by the Budget Simulator vendor. A
review of raw data was performed to identify if there were any instances of unusual activity (e.g.,
duplicates, multiple submissions by same participant) that may have occurred due to inappropriate
activity in participating in the public consultation process. Maintaining and respecting the privacy of
those participating in the process, as required by legislation, was achieved while performing quality
review procedures of the data.
The most relevant data used in the quality control analysis was internal protocol (IP) addresses. The
vendor provided the City with a reference number for each IP address. This information was used to
identify numbers and patterns within each response.
The procedures used to review the data for quality control and results are presented in Appendix D. The
results of the analysis indicated no inappropriate activity.
Long Term Financial Plan Consultation Results 10
3´¬¬ ±¸ ®¥ 4§¤¬¤²
®µ¤±²¯¤£ ±¤ ¢´³² ³§ ³ ¢¨³¸ ¢ § ±£«¸ ¬ ª¤ ¶¨³§®´³ ¢®¬¯±®¬¨²¨¦ ³§¤ °´ «¨³¸ ®¥ «¨¥¤ ¶¨³§¨ ³§ ³ ¢¨³¸ȁ )³ ¨² «²® ¤·³±¤¬¤«¸
Participant
From the information collected through the public consultation using the Budget Simulator, the following
Long Term Financial Plan.
challenges.
There were varied opinions on tax rate changes. The information on tax changes is summarized
as follows:
50% of participants either chose to maintain the tax rate or decrease the tax rate
32% of participants did not change the tax rate
18% of participants chose to reduce the tax rate
50% of participants chose to increase the tax rate
Participants would tolerate a reduction in service levels, budget reductions varied from 1.5% to
19% depending on the service:
Budget cuts were across all service areas;
Average percentage budget reductions were higher for Economic Development, Transit
Services, Recreation Programming and Sports Facilities and One Stop Development Shop
/Property Compliance Programs;
Average percentage budget reductions were lower for Road Maintenance and Snow
Control Streets and Sidewalks.
In terms of dollar allocations, the highest average budget reductions were in Police
Services, Fire Rescue and Suppression Services and EMO, Economic Development, and
Transit Services.
Many comments referenced revenue generation through fees, tolls and taxes generated by non-
residents, neighbouring municipalities and/or heavy industry.
Comments section. A sample of these comments can be found in Appendix F.
Long Term Financial Plan Consultation Results 11
!¯¯¤£¨· !Ȁ Service Area Detailed Results Average Change
0´¡«¨¢ 3 ¥¤³¸ 3¤±µ¨¢¤²
Police Services
The Saint John Police Force delivers five core services: Crime Prevention, Victim Services, Emergency
Response, Law Enforcement, and Public Order. While all are fully integrated and are required by
legislation, regulations, or standards, it is Crime Prevention that protects the public from harm and
impacts the demand for the other four core services. On occasions when crime does occur, Emergency
Response, Law Enforcement, Victim Services, and Public Order respond to limit harm.
2021 Operating Budget Estimate $27,804,299.
Percent Reduction The average calculation of percentage reduction to the current service level based on
Table 1 is 4.48%, which is approximately $1.2 million reduction in costs per year.
Impact Operational impact on service delivery which may reduce services currently being
offered. Priority will be given to Emergency Response 911. Other key services may not
be adequately met; Crime Prevention, Law Enforcement, Public Order, Victim Services
and Training.
Fire Rescue and Suppression Service and EMO
Fire Rescue and Suppression Services respond to emergencies at homes, businesses, industries, and
property throughout the city. The goal is to save lives, minimize damage to property and the environment,
have citizens return to their homes as soon as possible, and ensure that businesses and industries get
back into operation quickly. Incidents may involve fire, water, ice, motor vehicle accidents, structural
collapse, confined spaces, slope rescue, high angle, hazardous materials, and medical calls.
The fire department has goals for response times. In the Primary Development Area (PDA), the area with
the greatest range and mix of compatible land uses within the City, the goal is five minutes and 30 seconds
or less, 90% of the time. The fire service meets this goal 83% of the time. The goal outside of the PDA is
12 minutes and 30 seconds or less, 90% of time. The fire service meets this goal 84% of the time.
2021 Operating Budget Estimate $26,550,521
Percent Reduction The average calculation of percentage reduction to the current service level based on
Table 1 is 3.33%, which is approximately $884,132 reduction in costs per year.
Impact May result in the closure of 1 fire station and a reduction in response to industry.
Primary focus will be on public safety in communities around industrial incidents.
Response time to residences could increase by 2 to 6 minutes, depending on location.
This could increase probability that building fires spread past available fire units.
Possibility of an increase in the number of times where no fire response unit would be
available to respond due to simultaneous emergencies.
Long Term Financial Plan Consultation Results 12
Transportation Services
Snow Control Streets and Sidewalks
Functional streets and sidewalks allow people, vehicles, and goods to move more safely through the
extremes of winter snow and ice storms. Snow and ice are cleared, and abrasive materials are applied to
City streets and sidewalks to improve conditions for the travelling public.
Roads and sidewalks are cleared based on a four-
Management Plan. The service level objective is to clear snow and ice from all of the City's roads (1,500
lane km) and 61% of the City's sidewalks (244 km of the 400 km).
2021 Operating Budget Estimate $7,398,882
Percent Reduction The average calculation of percentage reduction to the current service level based on
Table 1 is 2.73%, which is approximately $202,000 reduction in costs per year.
Impact Decrease all response times for clearing snow on streets and sidewalks during and
after storms. This could also result in a decrease of 20 km of sidewalk serviced,
meaning 56% of sidewalks would be plowed (currently 61%). Sidewalk plowing along
rural arterials may be eliminated.
Roadway Maintenance
The Roadway Maintenance Service provides motorists and cyclists with safer, functional roads and aims
to maintain the accessibility of these roads through all seasons.
The service uses various methods to improve the safety of road surfaces, extend the life of roadways, and
improve the cleanliness of the city. Asphalt activities include patching, crack-sealing, and resurfacing. All
roads in the City of Saint John are given a priority from 1 to 4, depending on location, amount of traffic,
and how close they are to schools, hospitals, and bus routes. Asphalt and potholes are repaired based on
road priority (between 14 and 30 days). The service also repairs or replaces guiderail, retaining walls, and
fences that may be unsafe or interrupt service.
City crews use equipment to clean curb, sidewalks, and streets. Litter and illegal dumping cleanup is
routinely undertaken year-round.
2021 Operating Budget Estimate $7,052,442
Percent Reduction The average calculation of percentage reduction to the current service level based on
Table 1 is 1.47%, which is approximately $104,000 reduction in costs per year.
Impact Decrease roadway maintenance by reducing pothole repairs and doing approximately
10 lane km less of asphalt overlay work. The reduced asphalt program will affect rural
arterials and neighbourhoods. Some roads will not be repaired for an extended time.
Decrease litter and illegal dumping cleanup efforts.
Long Term Financial Plan Consultation Results 13
Sidewalk Maintenance
This service strives to improve pedestrian safety by reducing trip hazards on sidewalks and improving
accessibility. This is done through maintenance and installing accessibility ramps. This service also
maintains green spaces around sidewalks and walkways.
Trip hazards with gaps of 25 mm or greater in high pedestrian traffic areas are repaired within 10 months
of receiving the request. Trip Hazards with gaps of 25 mm or greater in low pedestrian traffic areas are
repaired within 18 months of receiving request.
2021 Operating Budget Estimate $846,321
Percent Reduction The average calculation of percentage reduction to the current service level based on
Table 1 is 3.41%, which is approximately $28,900 reduction in costs per year.
Impact Decrease the number of repairs or replacements of sidewalk sections that reduce the
risk of trip hazards. Install fewer access ramps to sidewalks.
Traffic and Pedestrian Management
The service is responsible for the safe and efficient movement of pedestrians, cyclists, and motorists on
our streets and sidewalks. This is done by maintaining 130 traffic and pedestrian signals, as well as 14,000
street and traffic signs. Employees also paint 400 km of traffic lines and close to 3,200 symbols,
crosswalks, and stop bars on our streets each year. On average, 24 projects are completed each year to
improve safety for pedestrians and motorists. The service also responds to community requests to
improve traffic safety, where possible.
2021 Operating Budget Estimate $2,505,962
Percent Reduction The average calculation of percentage reduction to the current service level based on
Table 1 is 4.25%, which is approximately $106,500 reduction in costs per year.
Impact Decrease the number of projects that focus on Safer School Zones, traffic calming,
and pedestrian signals. Complete 1 less replacement of old traffic lights.
Environmental Services
Solid Waste Management
Effective solid waste management is critical for public health and livable neighbourhoods. This service
provides effective and efficient collection and disposal of garbage, compost, and bulky items for 23,000
residential households, spread out over 45 routes across the City. The service supports community waste
diversion programs that contribute to a healthy environment.
Bi-weekly service is provided throughout the year, with the exception of Christmas Day and extreme
weather events. Some areas in the City receive garbage and compost collection once a week. All
residential garbage and compost on a route is picked up within an eight (8) hour shift, 95% of the time.
Residential properties can request bulky item pick-up (three items, two times a year).
2021 Operating Budget Estimate $4,007,889
Percent Reduction The average calculation of percentage reduction to the current service level based on
Table 1 is 3.98%, which is approximately $159,500 reduction in costs per year.
Impact Eliminate special bulky item pick-up service. Eliminate garbage collection on statutory
holidays, causing delays on next-day routes.
Long Term Financial Plan Consultation Results 14
Stormwater Management
The service strives to control stormwater and avoid damage caused by flooding. This service maintains
storm drains, pipes, ditches, and retaining ponds to drain water away from public and private property
safely and efficiently. Stormwater pipes and catch basins are inspected, cleaned, and/or fixed as needed
on a 7-year cycle.
Approximately 70% of Critical or Emergency service requests (hazards to people or property, and
catastrophic events causing interruptions to services) are completed within a construction year. Projects
are completed annually to address local drainage problems that directly impact public safety, and both
public and private property.
2021 Operating Budget Estimate $4,028,715
Percent Reduction The average calculation of percentage reduction to the current service level based on
Table 1 is 3.16%, which is approximately $127,300 reduction in costs per year.
Impact Decrease the frequency that stormwater pipes and catch basins are inspected,
cleaned, and/or fixed. Complete 2 less projects (decrease from 8 projects to 6) a year
to improve stormwater issues. Decrease the percentage of Critical or Emergency
Service requests (pose a risk to the public or service delivery) that are completed
(from 70% to 65%) within a construction year.
Parks and City Landscape
The Parks & City Landscape Service provides our citizens and visitors with parks and green spaces for
recreation and leisure activities. This service develops, operates, and maintains community parks,
squares, trails, tourist sites, and City right of ways. We also preserve and protect our trees and natural
-- PlaySJ -- and work to invest
in quality outdoor spaces for generations to come.
The service is responsible for keeping some of the ci-- our parks and public spaces in a
condition that we can all be proud of and want to use; this involves:
Maintaining nine district and regional parks where citizens can swim, relax, splash, picnic, hike,
and play
re and Queen Square to a heritage standard
Preserving 2,200 acres of natural park space available for use year-round
Maintaining 56 km of trails, including Harbour Passage
Maintaining over 100 acres of sports fields
Planting 118,000 bulbs and flowers each year to highlight the beauty of our city
Maintaining winter lights and tourist sites
Supporting programs in Rockwood Park
Supporting over 300 community events each year
2021 Operating Budget Estimate $3,523,599
Percent Reduction The average calculation of percentage reduction to the current service level based on
Table 1 is 3.67%, which is approximately $129,300 reduction in costs per year.
Impact Eliminate City programming offered in our parks. Eliminate support for our partners
who offer programming in our parks and who hold community events.
Long Term Financial Plan Consultation Results 15
Growth and Community Development
Community Planning
Growth and Community Planning works with community stakeholders to implement the City's municipal
area to achieve the community's vision for smart growth. On average, the service facilitates 70
applications annually for major development projects, which translates into new tax base revenue for the
City. The Community Planning team works with economic development partners to maximize efforts to
grow the City's population, tax base, and employment. This service area of the City also delivers programs
to support improved quality of life and drives density to the urban core through neighbourhood planning,
urban development incentive programs, and delivery of arts and culture programming and grants.
2021 Operating Budget Estimate $1,962,108
Percent Reduction The average calculation of percentage reduction to the current service level based on
Table 1 is 4.36%, which is approximately $85,500 reduction in costs per year.
Impact 50% reduction in the financial support for urban development programs that target
efforts to encourage private sector investment and increase the tax base.
One Stop Development Shop and Compliance Programs
The One Stop Development shop provides customer focused service for clients seeking approvals for small
to large building construction projects, for work involving municipal infrastructure, or renovation to
designated heritage properties. This service is also responsible for ensuring compliance with the City's
property related by-laws to uphold public safety and community standards.
Building permits are processed within target turnaround times: 5, 10, and 20 days. The service maintains
targets to resolve property related enforcement cases. The program specific target for resolution of
dangerous building cases, aimed at reducing public safety risks and encouraging reinvestment in these
properties, is on average 75 cases per year. The program specific target for resolution of community
standards cases, which focus on unsightly properties in the City, is 50 cases per year.
2021 Operating Budget Estimate $3,032,453
Percent Reduction The average calculation of percentage reduction to the current service level based on
Table 1 is 5.84%, which is approximately $177,000 reduction in costs per year.
Impact Decrease in financial support to heritage property owners. Increase in response times
for non-essential property related by-law enforcement and a reduction in the number
of resolved cases, negatively impacting the enjoyment and aesthetics of
neighbourhoods. The Dangerous and Vacant Buildings program would be reduced,
with a decreased number of resolved cases overall, including high-priority cases,
resulting in increased safety risks and less reinvestment in urban neighbourhoods.
Long Term Financial Plan Consultation Results 16
Growth Outcomes (Economic Development)
The City of Saint John is making strategic investment into growing our City and our Roadmap for Smart
Growth prioritizes three focus areas: population growth, employment growth, and tax base growth.
The City helps drive local economic development with an internal focus on population growth, and
strategic growth funding, as well as annual financial contributions to three external agencies.
Develop Saint John received $821,002 in 2018, and is mandated with the pursuit of tax base growth. The
to deliver new employment growth targets for the Saint John community. Both agencies receive
communications annually from Common Council detailing expectations of the municipal investment into
the organizations. In addition, Growth Outcomes includes an investment of $100,000 into population
growth as well as annual investment of $350,000 into strategic growth funding. With growth and
investment into Discover Saint John was $1,033,495, which leverages additional funding from the Saint
John Hotel Association and support destination marketing and the tourism in Saint John. Discover Saint
tourism experiences to high potential markets.
2021 Operating Budget Estimate $2,943,504
Percent Reduction The average calculation of percentage reduction to the current service level based on
Table 1 is 18.94%, which is approximately $557,500 reduction in costs per year
Impact
Elimination of strategic growth funding, and in turn negatively impacting the
growth.
Reduction to Develop Saint John, reducing capacity to achieve tax base growth
targets.
Reduction to Economic Development Greater Saint John, reducing capacity to
achieve employment growth targets.
Reduction towards Discover Saint John, reducing capacity to market the City and
provide support to the attraction of visitors and major events.
It should be noted that any reduction in municipal funding to external economic
agencies may result in corresponding funding reductions to their other partner
organizations.
4± ²¨³ 3¤±µ¨¢¤²
Saint John Transit is the largest public transit system in New Brunswick in terms of mileage and passengers.
The service delivers 96,232 hours of service to over 25 routes with a fleet of 50 buses. The service provides
about 2,000,000 passenger with trips per year. Saint John Transit subsidizes Handi-Bus to ensure that
residents with mobility challenges have access to transportation. Transit buses are also available for
private charter.
Saint John Transit is governed by a commission that is dedicated to high standards of customer service
through innovative programs and commitment to the community. Saint John Transit is also a key player
Long Term Financial Plan Consultation Results 17
2021 Operating Budget Estimate $5,976,781
Percent Reduction The average calculation of percentage reduction to the current service level based on
Table 1 is 7.88%, which is approximately $471,000 reduction in costs per year.
Impact Cancel service to outlying areas and holiday service. Reduce service in the Martinon
and Loch Lomond area. Reduce night service in some priority neighbourhoods and
feeder lines, such as Crescent Valley and South End.
2¤¢±¤ ³¨® Services
Recreation and Programming Support
The Recreation Programming Service provides recreation and sport opportunities for citizens to stay
active, enjoy leisure time, and connect with others. Using innovative leadership, the goal is to deliver
services that promote community well-being, quality of life, and a healthy, vibrant, positive, and strong
community.
This service includes managing third-party recreation program delivery, playground programming,
community events planning and support, and maintaining and facilitating partnerships with various
community and special interest groups. This service coordinates the community and neighbourhood
development grant programs to reduce poverty and create more recreation opportunities.
The service also operates the P.R.O. Kids organization that places children in recreation, arts, and culture
activities that would not otherwise have an opportunity to participate.
2021 Operating Budget Estimate $2,485,336
Percent Reduction The average calculation of percentage reduction to the current service level based on
Table 1 is 6.10%, which is approximately $151,600 reduction in costs per year.
Reduce community centre
Impact
the summer playground program. Reduce Community Grants by 10%.
Sports and Recreation Facilities
The Sports and Recreation Facilities Service gives citizens access to both indoor and outdoor sports and
recreation facilities. Employees maintain sport fields, arenas, parks, and playgrounds. Through this service
area, sports organizations and other groups can book various facilities for their use. The service also
supports special community events.
2021 Operating Budget Estimate $3,712,575
Percent Reduction The average calculation of percentage reduction to the current service level based on
Table 1 is 5.21%, which is approximately $193,000 reduction in costs per year.
Impact Close 1 of the 4 arenas operated by the City.
Long Term Financial Plan Consultation Results 18
0±®¯¤±³¸ 4 ·¤²
Along with adjusting service level costs, respondents had the opportunity to increase or decrease property
taxes. By decreasing taxes, a decrease to service levels would be required. By increasing taxes, service
levels could be increased.
2021 Operating Budget Estimate $124,995,178
Percent Reduction The average calculation of percentage increase is 0.53%.
Impact $662,500
#§ ¦¤ ¨ "´£¦¤³
Based on the average results from participants, the total amount of cost reductions and increases in
revenue would create $3.9 million in savings. The estimated gap is $9 million, therefore an additional $5
million would be required in order to eliminate the deficit.
Change in budget -$3,960,595
Required to cover shortfall $9,000,000
Remaining Deficit $5,039,405
Long Term Financial Plan Consultation Results 19
!¯¯¤£¨· "Ȁ Revenue Generation Information Provided in the Budget Simulator
Within the budget simulator the following information was provided to participants to provide their
feedback.
As a City we are always looking for innovative ways to cut costs and support the services we provide to
our residents. Some of the services we currently provide are charged a fee in order to assist in covering a
portion of the costs. Where the fee does not fully cover the cost of service, it is subsidized by the property
tax revenues. We want to hear from you! Where do you think fees could be increased? Where do you
believe fees could be charged for the service provided?
Below are some examples:
approximately 42% of the operating costs.
Sports Field User Fees: these are fees for the usage of our fields throughout the City. Currently
the fees cover approximately 11% of the operating costs.
Non Residential Fees for use of Arenas and Sports Fields: many people travel into the city to use
the arenas and sports fields and do not pay taxes to contribute to the facilities. Potential recovery
of costs could be made by charging additional fees for non-residents of the City.
The City is constantly trying to create new ways of covering our service costs so that there is less burden
on the property tax revenue. Some options that are currently used by other cities are listed below.
Pay as you throw fees: residents could be provided with garbage tags. Any amount used over the
bag limit would be charged at a fee for service.
Public space booking fees: fees could be charged for events that have revenue/commercial
value that are held in our parks and public spaces.
Please provide information in the comment box for services that you think should be charged a fee or
where you think increases in fees should be made. We would love to hear of innovative ways you feel the
City could generate more revenue.
Long Term Financial Plan Consultation Results 20
!¯¯¤£¨· #Ȁ Community Facility Information Provided in the Budget Simulator
Within the fixed costs portion of the budget there are contributions made by the City to facilities that are
owned but not operated by the City. We want you to have your say on the value they bring you and the
benefit you believe they have on our citizens. A listing of the facilities is noted below with the approved
dollar contributions for 2019. These services provide access to recreation, sport and cultural opportunities
that allow our citizens to stay active, enjoy life in their leisure time, and connect with other members of
the community. These services promote community well-being and enhance the quality of life of citizens
to produce a healthy, vibrant, positive and strong community. The diversity of services included in this
area is designed to meet the recreation, culture and leisure needs of our citizens.
Please tell us how important these services are for you and how you would like to see funds contributed.
Do you use the facilities often? Do you believe we should be investing more or less in the facilities? What
value do they bring to our community? Please comment on the next page.
Operating costs for the facilities:
The facilities listed below are owned by the City but Provincial Legislation (Regional Facilities Commission
Act) provides that operating costs will be shared on a regional basis between Saint John, Grand Bay-
Westfield, Quispamsis, and Rothesay. Costs are shared based on the tax base of each community. Below
you will find a breakdown of shared costs along with 2019 approved budget amounts.
Capital costs for the facilities:
The Provincial Legislation does not include sharing of capital costs of the facilities. Capital costs are
investments that will bring benefits over many years, such as a Roof Replacement. Capital costs are paid
for entirely by the City of Saint John. These capital investments ensure the facilities are kept in good
condition. Over the last 5 years, the City has invested approximately $5 million dollars in these facilities.
Further significant investments are required in the coming years in order to keep the facilities in good
condition.
In Accordance with Provincial Legislation (New Brunswick Public Libraries Act) Cities that have public
libraries are required to fund the operating costs; in Saint John the City funds the operation of 3 branches
located in the City. The budget for Saint John Free Public Library is approximately $500,000 per year.
Long Term Financial Plan Consultation Results 21
!¯¯¤£¨· $Ȁ Demographic Results
Q1: Are you an employee of the City of Saint John?
Q2: What ward do you live in?
Approximately 69.3% of respondents identified what ward
they lived in while 19.5% indicated the ward as unknown
13%
14%
and 11.2% indicated that they were non-residents. The
number of participants across all wards was similar with
Ward 4 having the highest participation.
The location of the wards is as follows:
Ward 1- West Saint John 99 (17.9%)
Ward 2- North End Saint John 100 (18.1%)
Ward 3 -South Central Saint John 78 (14.1%)
73%
Ward 4- East Saint John 106 (19.2%)
EmployeeNot an EmployeeNo Indication
Q4: What is your age?
Q3: Do you own or rent?
A significant percentage of individuals who completed the
The majority of the participants (61%) who participated
budget simulator submissions were in the age bracket of
own their property.
25-44 with 43% in this age bracket, with the next nearest
completed submissions falling within the age bracket of
18%45-64 at 26%.
21%
250
236
200
144
150
100
100
33
32
50
5
3
0
61%
RentOwnDid Not Answer
Q5: Do you have children under the age 18?
Q6: What is your first language?
Almost half of the participants indicated they did not have
The majority of participants indicated their first language
children under the age of 18.
was English. A French budget simulator was also provided
but there were no responses within the French translated
simulator.
17%
20%31%
English
1%
French
3%
Other
49%
No Response
78%
YesNoNo Response
Long Term Financial Plan Consultation Results 23
!¯¯¤£¨· %Ȁ Procedures for Data Quality Control
Review Procedure 1
IP ID (Code not Number of times
Identify IP address codes that were used in more than two instances.
actual IP address)used
174
Results of Procedure 1:
104
259
There were 9 instances where an IP address was used in more than
363
two responses. Table on the right shows the IP ID used more than 2
593
times
634
1276
2874
3394
Review Procedure 2
Review results for all IP codes that were used more than two instances identified in the table above. This
provides 69% of coverage for any IP codes used more than once (as it does not consider codes used twice).
Characteristics reviewed were as follows:
(1) Review demographic information for similarities (specifically postal codes)
(2) Review time of entry for entries that are within 10 minutes of one another
(3) Review allocations with similarities (see further details in procedure 3)
Results of Procedure 2:
Based on procedures performed there were no characteristics identified that appeared to be unusual.
Review Procedure 3
Review all responses (total of 553 responses) to identify if any had total expenditures that are the same,
meaning the allocations to the budget were the exact same.
Results of Procedure 3:
Based on procedures performed, there were a
total of nine responses that were reviewed in
detail and are listed in the table below.
Long Term Financial Plan Consultation Results 24
Review Procedure 4
Determined that two results, which provided the same allocation, is reasonable. Reviewed items
highlighted in grey in detail as there were 5 instances where the exact same overall expenditure and
revenue was provided.
Characteristics reviewed were as follows:
(1) Review demographic information for similarities (specifically postal codes)
(2) Review time of entry for entries that are within 10 minutes of one another
(3) Review allocations with similarities
Results of Procedure 4:
Findings were that in the 5 instances, all service areas were decreased to the maximum with the exception
of public safety services which were kept at the same level (ie: public safety services was not increased or
decreased). The timing of the responses and demographics were not the same. Performed an additional
procedure as noted in Procedure 5 to identify what impact the responses would have if they remain in or
are removed of the total results.
Review Procedure 5
To determine if by including the 5 results that are the same would impact the overall results. Removed
the 5 results from the data and recalculated the overall increases/decreases per service area. Refer to the
table below for the adjustment and review.
Results of Procedure 5:
After the results were normalized it
was determined that the overall
impact was minimal with the largest
being 0.27% with the majority below
0.15%. Results of this process are
shown in the table on the right.
Long Term Financial Plan Consultation Results 25
!¯¯¤£¨· &Ȁ Examples of building awareness in General Comments
Comments (Please note: some comments have been edited for space.)
As a new resident, I see opportunity where many long term residents see negativity. And people here don't seem to
travel as much so they don't realize how fortunate they are compared to many other cities.
It's time people realize that they MUST participate and live in this city if it is to survive. I believe that Saint John has the
potential to become a model city in Canada we have inherited so many of the building blocks of quality cities seen
only in Boston, New York, Halifax and Montreal.
There are many positive and marketable aspects to the city (short commute times, incredible park land, a growing arts
community, an uptown development renaissance, friendly and community minded area etc.). We need to actively
promote everything positive and minimize negative (we are so focused on the worst case financial scenario that we
shout it from the mountains).
Increase and improve the marketing of the city internationally, in this way tourism is attracted which moves the local
economy and promotes the city. Promote the internationalization of the city in all citizens and businessmen of the city,
to attract people and businesses and export services and products to new markets.
We need to brag up our amazing parks, beaches, trails, etc more. There is so much to do here. Such a healthy and fun
lifestyle to be had here. The people are amazing and so is the landscape.
I hope this input will be of some value and that we will find our way to financial sustainability without compromising the
quality city and city life required to attract and retain talent and encourage growth. I believe one of the principal
challenges is image and that we need to immediately focus on that issue (not locally but regionally and nationally).
Long Term Financial Plan Consultation Results 26
FINANCE COMMITTEE REPORT
Report Date July 12, 2019
Meeting Date July 18, 2019
His Worship Mayor Darling and Members of Common Council
SUBJECT: Proposed Phase 1 Municipal Tax Reform
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of the Finance Committee.
AUTHORIZATION
Primary Author Commissioner/Dept. Head City Manager
Neil Jacobsen John Collin John Collin
Kevin Fudge
RECOMMENDATION
The Finance Committee recommends to Common Council that they formally
adopt the proposed Phase 1 Municipal Tax Reform as per Attachment B, and
further request to the Province of New Brunswick that it be added as a
component of Sustaining Saint John A Three-Part Plan.
EXECUTIVE SUMMARY
The proposed Phase 1 Municipal Tax Reform provides a mechanism to allow
the Provincial portion of the heavy industrial property taxes currently collected
within the City of Saint John (approximately $9 million) to remain in the City as a
reflection of the unique impact that large industry has on the City.
Phase 1 would be an interim step in the much broader (comprehensive) review
of municipal taxation as committed to by the Province of New Brunswick in the
recently released Sustaining Saint John A Three-Part Plan. Phase 1 is
current financial challenges.
Heavy industry located in Saint John currently pays approx. $12 million in
property tax to the City on an annual basis, while the Province retains
approximately $9 million.
- 2 -
PREVIOUS RESOLUTION
Thursday, July 11, 2019, Open Session of Council
Moved by Councillor Reardon, seconded by Deputy Mayor McAlary:
RESOLVED that the matter Sustaining Saint John A Three Part Plan be tabled
for 30 days to facilitate further negotiation with the Province.
MOTION TIED, with Deputy Mayor McAlary and Councillors Reardon, Hickey,
ncillors MacKenzie, Merrithew,
The Mayor cast the deciding vote in favour.
MOTION CARRIED.
STRATEGIC ALIGNMENT
The proposed Phase 1 - Municipal Tax Reform directly supports, contributes to
and enables
DƩƚǞƷŷ ğƓķ tƩƚƭƦĻƩźƷǤ
źĬƩğƓƷͲ {ğŅĻ /źƷǤ
ğƌǒĻķ {ĻƩǝźĭĻ 5ĻƌźǝĻƩǤ
CźƭĭğƌƌǤ wĻƭƦƚƓƭźĬƌĻ
REPORT
Large industry is an essential southern New
economy and creates thousands of local and regional direct and
indirect high paying jobs. The Saint John region generates between 20 to 25% of
the P ,
largely attributable to the presence of heavy industry. The Province derives
hundreds of millions of revenue on an annual basis from these industries
through Provincial Sales Tax, Fuel Tax, Utility Tax and Personal and Corporate
Income Tax.
One of the 20 Action Items in the Sustaining Saint John A Three-Part Plan
released by the Province on July 10 is Facilitating Growth through Collaboration,
which clearly articulates the ŷĻ ƦƩźǝğƷĻ ƭĻĭƷƚƩͲ źƓĭƌǒķźƓŭ źƓķǒƭƷƩǤͲ
źƭ ƷŷĻ ĻƓŭźƓĻ ƷŷğƷ ƒğƉĻƭ ƷŷĻ {ğźƓƷ WƚŷƓ ĻĭƚƓƚƒǤ ƒƚǝĻ
While Saint John is extremely proud of its industrial character and highly skilled
industrial workforce, as well as the on-going contributions of our major local
industries to our local community, the City bares a particularly high proportion of
- 3 -
concentration of heavy industrial activities.
The City and its residents are responsible for providing core municipal
infrastructure and services to these industries, including protective services, and
must contend with issues such as 7-24 industrial activity, road wear and
deterioration, environmental impacts, repeated public safety events and
impacts, and the land use and property valuation issues associated with multiple
residential neighbourhoods co-existing adjacent to heavy industry.
highest concentration of heavy industry, including the largest oil refinery in
ng terminal and regasification plant, a
pulp and paper mill, two paper processing facilities, multiple power generation
plants and associated electricity transmission infrastructure, two major natural
gas pipelines, an active international deep water Port, a crude oil marine
receiving terminal, a refined petroleum products export terminal, a crude oil rail
receiving facility, two major rail carriers and rail yards (east and west), and
multiple smaller industrial operations located in three major industrial parks and
within the Port of Saint John. The City is also in close proximity to a nuclear
power plant, with emergency response capabilities provided by the City of Saint
John.
The proposed Phase 1 Municipal Tax Reform provides a mechanism to allow
the Provincial portion of the heavy industrial property taxes currently collected
within the City of Saint John (approximately $9 million) to remain in the City as a
reflection of the unique impact that large industry has on the City.
Phase 1 would be an interim step in the much broader (comprehensive) review
of municipal taxation as committed to by the Province of New Brunswick in the
recently released Sustaining Saint John A Three-Part Plan. Phase 1 is
reflective current financial challenges.
Heavy industry located in Saint John currently pays approx. $12 million in
property tax to the City on an annual basis, while the Province retains
approximately $9 million.
SERVICE AND FINANCIAL OUTCOMES
Immediately addresses a clear inequity with respect to the distribution of
municipal industrial tax revenue within the Province of New Brunswick.
Effectively allocates large industrial tax revenue to the local level in Saint
John, where the impacts of heavy industry are directly felt.
- 4 -
Reflects a truly unique community situation Saint John is home to
huge contributor to the Provincial economy, GDP and exports.
There are very few municipalities in New Brunswick that have a
comparably high concentration of industry none have the economic
impact that Saint John is home to.
Does not create any immediate new taxes or a new or incremental tax
burden for large industry.
Contributes i
Alleviates the Province from future special funding requirements
associated with the City of Saint John effective 2020, including year three
of the existing
Provides an immediate sustainability solution as the City implements a
series of sustainability and restructuring Action Items, as well as other
strategic recommendations from the Municipal Sustainability Working
Group with the Province.
A reallocation of $9 million in property tax revenue is transformational
for the City of Saint John, but represents less than 1 tenth of 1 percent of
projected Provincial revenues in 2019-2020 ($9.85 Billion).
Can be positioned as a first (albeit critically important) step with respect
to municipal tax reform and a comprehensive review of the municipal tax
system by the Province of New Brunswick.
Does not require new tax assessment capabilities or resources from the
Province.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
The Proposed Phase 1 Municipal Tax Reform was prepared by the City
ATTACHMENTS
Attachment A: Supporting Slide Deck
Attachment B: Proposed Phase 1 Municipal Tax Reform
tŷğƭĻ Њ
wĻŅƚƩƒ
aǒƓźĭźƦğƌ IĻğǝǤ LƓķǒƭƷƩǤ tƩƚƦĻƩƷǤ ğǣ
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tŷğƭĻ
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wĻŅƚƩƒ
vǒĻƭƷźƚƓƭ
IĻğǝǤ LƓķǒƭƷƩǤ tƩƚƦĻƩƷǤ ğǣ
aǒƓźĭźƦğƌ
City of Saint John Municipal Heavy Industry Property Tax Reform
Background:
A foundational component of the GNB City of Saint John Sustainability Working Group has
been the recognition of the unique impact and burden that heavy industry has on the City of
Saint John.
LNG receiving terminal and regasification plant, a pulp and paper mill, two paper processing
facilities, multiple power generation plants and associated electricity transmission
infrastructure, two major natural gas pipelines, an active international deep water Port, a crude
oil marine receiving terminal, a refined petroleum products export terminal, a crude oil rail
receiving facility, two major rail carriers and rail yards (east and west), and multiple smaller
industrial operations located in three major industrial parks and within the Port of Saint John.
The City is also in close proximity to a nuclear power plant, with emergency response
capabilities provided by the City of Saint John.
truck traffic on a daily basis. Wear caused to the roadway by heavy trucks are proven to be
significantly more than an average passenger vehicle. Depending on the weight of the vehicle,
heavy truck to car impact on roads ratio can as high as 1,000 to 1. As an industrial city, the City
is also exposed to a much higher risk of industrial accidents that require access to trained first
responders and significant municipal public safety resources, as evident by the two major
industrial EMO activations in 2018 (pipeline incident and a major explosion at the oil refinery).
The co-location of heavy industry and residential neighbourhoods is also creating generational
land use conflicts, resulting in serious population growth and investment attraction challenges.
Specific examples of the impact and challenge of hosting heavy industry adjacent to residential
neighbourhoods include the Atlantic Industrial Metal (AIM) facility located on the Port of Saint
John, the butane pipeline leak in East Saint John and on-going heavy industrial activity in West
Saint John, including resulting truck traffic and localized environmental impacts.
Page 1
Diagram 1: \[ğƩŭĻ LƓķǒƭƷƩźğƌ CƚƚƷƦƩźƓƷ {ğźƓƷ WƚŷƓͲ b.
Municipal Heavy Industry Property Tax Reform:
100% of the property tax collected from large industry in Saint John stays within the City of
Saint John as a reflection of the unique impact that large industry has on the City and the
delivery of core municipal and public safety services. This is an interim step in a much
broader (comprehensive) review of municipal taxation issues by the Province of New
Brunswick.
The Province recognizes that Saint John is unique in the amount of industry located and
operating within the City, and does not benefit at an equal level with the Province with respect
to the full spectrum of direct and indirect taxes generated by large industry, including utility tax,
corporate tax, consumption tax (HST), and income tax collected from their employees.
In addition, the City currently only benefits from a portion of property taxes on heavy industry:
2019). This includes both light and heavy industry. Industry accounts for approximately
heavy industry, 8% light industry).
Heavy industry located in Saint John pays approx. $12 million in property tax to the City
on an annual basis.
Heavy industry located in Saint John pays approx. $9 million in property tax to the
Province on an annual basis.
Page 2
Advantages of Approach:
Immediately addresses a clear inequity with respect to the distribution of municipal
industrial tax revenue within the Province of New Brunswick.
Effectively allocates large industrial tax revenue to the local level in Saint John, where
the impacts of heavy industry are directly felt.
Reflects a truly unique community situation
highest concentration of heavy industry, which is also a huge contributor to the
Provincial economy, GDP and exports.
There are very few municipalities in New Brunswick that have a comparably high
concentration of industry none have the economic impact that Saint John is home to.
Does not create any immediate new taxes or a new or incremental tax burden for large
industry.
Contributes in a significant way to
structural deficit.
Alleviates the Province from future special funding requirements associated with the
City of Saint John effective 2020, including year three of the existing funding
agreement (up to $10.4M in 2020).
Provides an immediate sustainability solution as the City implements a series of
sustainability and restructuring Action Items, as well as other strategic
recommendations from the Municipal Sustainability Working Group with the Province.
A reallocation of $8 million in property tax revenue is transformational for the City of
Saint John, but represents less than 1 tenth of 1 percent of projected Provincial
revenues in 2019-2020 ($9.85 Billion).
Can be positioned as a first (albeit critically important) step with respect to municipal
tax reform and a comprehensive review of the municipal tax system by the Province of
New Brunswick.
Does not require new tax assessment capabilities or resources from the Province.
SUMMARY COMMUNITY IMPACT STATEMENT
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Page 4
FINANCE COMMITTEE REPORT
Report Date July 09, 2019
Meeting Date July 18, 2019
Chairman Councillor Merrithew and Members of Finance Committee
SUBJECT: 2020 and 2021 Proposed Draft General Fund Capital Budgets
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of the Finance Committee.
AUTHORIZATION
Primary Author Commissioner/Dept. Head City Manager
Craig Lavigne Kevin Fudge/Cathy Graham John Collin
RECOMMENDATION
It is recommended that Finance Committee approve the 2020 and 2021
Proposed Draft General Fund Capital Budget and submit to Common Council for
th
the July 29 meeting for receive and file.
EXECUTIVE SUMMARY
Staff presented to the Finance Committee the Proposed Draft General Fund
th
Capital Budget at the May 29 meeting for receive and file. The following are
the summary of changes since the previous meeting. The majority changes
relate to a potential new source of Capital funding for the District Energy Project
and Deep Municipal Energy Retrofit Project.
Also changes were made to ensure Financial Principles, Debt Management and
the draft Long Term Capital plan are aligned.
- 2 -
2020 Proposed General Fund Capital Budget
Summary of Changes
Market Place Playground-$100,000.00
Air Handling Units - Phase 1 - Municipal Operations Building$75,000.00
Fundy Quay - Seawall Refurbishment-$1,362,500.00
Canada Games Aquatic Centre (Windows/Exterior)-$350,000.00
Deep Municipal Energy Retrofit $1,101,667.00
District Energy Phase 1 - Market Square$2,440,000.00
Asphalt Renewal$1,175,000.00
2020 - Total Summary of Changes $2,979,167.00
2021 Proposed General Fund Capital Budget
Summary of Changes
Air Handling Units - Phase 1 - Municipal Operations Building$75,000.00
Carleton Community Centre -Foundation-$25,000.00
Fundy Quay - Seawall Refurbishment$1,362,500.00
Canada Games Aquatic Centre (Windows/Exterior)-$300,000.00
Deep Municipal Energy Retrofit $1,048,333.00
District Energy Phase 1 - Market Square$2,440,000.00
Asphalt Renewal$1,045,151.00
2021 - Total Summary of Changes$5,645,984.00
infrastructure deficit, environmental factors, safety and growth opportunities.
The proposed list of individual projects concentrates on addressing multiple
priorities.
These budgets keep the emphasis on affordability and reducing borrowing to
$11 million in 2020 and $10.5 million in 2021. The recently approved Debt
Management policy will ensure debt continues to decrease as it has in the last
several years with a balance of $119.3 million end of 2014 and estimated to be
$102.4 million by the end of 2019.
PREVIOUS RESOLUTION
May 25, 2019 Finance Committee Meeting - It is recommended that Finance
Committee reflect upon the attached document and make any and all inquiries
and recommendations to staff; and receive and file this report.
STRATEGIC ALIGNMENT
The proposed 2020 and 2021 proposed draft General Fund Capital Budgets are
aligned with , Capital Budget Policy, Asset Management Plan,
- 3 -
Central Peninsula Neighborhood Plan, Play SJ, Move SJ, Plan SJ with a focus on
growth.
REPORT
The 2020 and 2021 proposed draft General Fund Capital Budgets align with
priorities to support investment in creating a Vibrant, Safe City,
offering Valued Service Delivery, Growth and Prosperity and being Fiscally
Responsible. The budgets align with the Capital Budget Policy and the Asset
Management Policy.
The 2020 and 2021 proposed draft General Fund Capital Budgets total
$50,621,551 over the 2 years with $29,131,401 to be funded from other funding
sources, pay as you go, operating and capital reserves and the remainder
$21,490,150 to be funded by debt issue. The budget has funding from federal
gas tax fund, federal disaster mitigation adaptation fund, proposed bi-lateral
(federal and provincial) funding and other green funding.
Over half of the overall budget is coming from other sources. Bi-lateral funding
expressions of interest are currently being received by the Province and the first
round deadline for submission was June 28, 2019. If the City is not successful in
obtaining, staff will come back to Finance Committee with a recommendation to
reallocate City funds.
2020 and 2021 PROPOSED CAPITAL BUDGET HIGHLIGHTS
The capital budget decision making was guided by the Capital Budget Policy,
along with the Asset Management Plan. These documents assist in addressing
the infrastructure deficit, while factoring in the needs replace existing assets
with the need for new assets. It is aligned with Council Priorities and various City
of Saint John plans, with Plan SJ being the overarching plan. Other factors in the
decision making revolved around environmental consideration such as
mitigation and reduction of greenhouse gas and focusing on growth areas.
Capital Budget Policy guided staff in prioritizing the capital budgets based on the
following criteria:
1. Mandatory
2. Risk
3. Priority of Council
4. Positive Financial Impact
5. Discretionary
The capital budget is investing heavily in asset renewal in order to address the
large infrastructure deficit identified in the State of the Infrastructure Report as
part of the Asset Management Plan.
- 4 -
State of the Infrastructure (SOTI) Report
The General Fund infrastructure deficit was $121.4 million with an estimated
replacement cost of $1.29 billion for those assets. The largest portion of the
deficit identified relates to Transportation and Environment. The majority of
projects being recommended as part of the capital budget have an letter
grade, as measured in the SOTI report, meaning the asset is at high risk of failure
and near or beyond its useful life.
Focus on Tax Base Growth
Fundy Quay The City was awarded a significant amount of funding from the
Federal government through the Disaster Mitigation Adaption Fund (DMAF).
This funding will split the almost $8.175 million dollar seawall refurbishment
between the City ($4.905 million) and Federal Government ($3.27 million) over
two years.
This project is considered one the largest transformational projects the City is
pursuing. The goal is to encourage development
and create significant tax base growth opportunities for the City.
The seawall project also involves raising the height of the wall. This will be key
to future development. It will ensure development can happen on the site and
deal with climate change events.
Other strategic investments involve a storm project in Millidgeville for $1.0
million that will allow more storm water capacity which will enable more growth
in that area of the City. Another area of focus will be a number of major street
reconstruction and beautification projects along the St. James Street corridor.
This area is a key part of the Central Peninsula Neighborhood Plan to encourage
growth and these projects will invest $1.925 million in the St. James Street area.
Balancing Infrastructure Replacement with Climate Change
The proposed budget includes over $8.9 million in sewer separation projects.
Much of this infrastructure due for
involve complete street reconstruction. Sewer separation is a key component in
dealing with climate change and the extreme weather events that occur with
climate change.
The budget also includes $7.78 million for replacement of infrastructure that is
beyond its useful life with assets that will reduce our carbon footprint. The City
has applied for funding for the District Energy Project and Deep Municipal Energy
retrofit project and is confident that the City will be successful in receiving
funding. These assets being replaced involve various energy efficiency projects,
new exterior heat pump replacements at Harbour station, and HVAC upgrades at
- 5 -
City Market pedway. As well under the District Energy Project, Market Square,
major upgrades that will occur with or without funding.
Infrastructure Deficit
The multi-year budget focuses on some assets that are past their useful life,
assets at high risk of failure and assets that are considered extreme risk of
failure. This would include new roo
of $200K, exterior and foundation work at Carleton Community Centre for
$325K, replacing the roof at St. Patrick Street Pedway for $30K and replacing
part of the roof at City Market for $700K.
The annual street rehabilitation program that includes curbs and sidewalks will
see a two year investment of $10.1 million dollars. This program has been a
focus of Council for several years. The SOTI report and excellent grade mark
shows that the reinvestment in roads has been a successful asset renewal
program.
There are limited resources being put into arenas until a comprehensive arena
strategy is completed. However, there is a need to replace chillers at the Charles
Gorman and Peter Murray Arena for a total cost of $200K. As well, the LBR
requires replacement of its main electrical service for $100K and ice plant
compressor for $75K.
The Trade and Convention Centre requires several pieces of equipment replaced
that are beyond its useful life and could have safety issues and impact business if
the assets fail. Over 2020 and 2021, $261K will be allocated to replace flooring,
banquet equipment, refrigeration, kitchen equipment, point of sale system and
LED lighting upgrades.
Harbour Station will be replacing a Zamboni for $115K to ensure two reliable
as required by the Quebec Major Junior Hockey League.
equipment over two years as part of its annual equipment replacement program
and this money is all funded from internal reserves. The department will be
leading the project to replace its 20 year old enterprise reporting system for $3.0
million over two years. This will be a transformational project for all service
areas in the City and will require a significant amount of planning, testing and
resource requirements to make it successful. This will be a major first step to
enable the City to offer more technology based solutions for citizens.
Parking commission is continuing to move forward with replacing its aging
parking machines with more up to date pay by plate machines and will invest
- 6 -
$226K over the next two years. Saint John Transit is focused on replacing several
bus shelters that are deemed to be safety concerns for a total of $50K.
Fleet will budget $4.13 million over two years to replace vehicles and equipment
that are past useful lives and with high operating cost. These funds will come
from the vehicle reserve. Council will receive a detailed list of vehicles and
equipment to approve as the replacement list is compiled.
New Capital Investments/Service Enhancements
The proposed 2020 and 2021 has a total of $1.014 million for new capital. The
last payment towards the Exhibition Field House will be made for $564K in 2020.
Also, Harbour Station must upgrade its dasher board and glass system at a cost
of $450K to meet requirements of the Quebec Major Junior Hockey League.
CONCLUSION
Planned capital expenditures total $50,621,551 over the 2 years with
$29,131,401 to be funded from other funding sources, pay as you go, operating
and capital reserves and the remainder $21,490,150 to be funded by debt issue.
The annual funding from other government programs, along with Council fiscal
restraint, has helped reduce projected borrowing costs while still investing in
needed infrastructure improvements.
This multi-year budget is the first step in the long term capital plan which will
guide decision making to ensure strategic reinvestments are being made, at the
right time, that infrastructure deficit in being addressed, fiscal responsibility is
being maintained, while ensuring the City continues to invest in assets to
encourage growth.
SERVICE AND FINANCIAL OUTCOMES
The 2020 and 2021 Proposed Draft General Fund Capital
budget will be funded from capital from operating with the balanced being
borrowed. The projects chosen for the capital program borrowing have a useful
life of approximately 15 years or more.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
Input has been received from all Service Areas, the ABCs, and Senior Leadership
Team.
ATTACHMENTS
Exhibit 1 2020 and 2021 Proposed Draft General Fund Capital Budget
Exhibit 2 Alternative 2020 and 2021 Proposed Draft General Fund Capital
Budget
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5
Ļ
Њ
Ɠ
Ћ
Ļ
Љ
D
Ћ
Ώ
Љ
Ћ
Љ
Ћ
SHARE
BUDGET - CITY
$ 25,650 $ 25,650 $ 58,050 $ 40,500 $ 71,550
$ 225,000 $ 129,600
SHARE
BUDGET - OTHER
$ 350,400 $ 156,950 $ 109,500 $ 100,000 $ 193,450
$ 1,000,000 $ 1,000,000
$ 69,350 $ 69,350
(Subject to
(Subject to
(Subject to
(Subject to Bilateral
(Subject to Bilateral (Subject to Bilateral
Funding)Funding)Funding)
DESCRIPTION
Page 1
Bilateral Funding)Bilateral Funding)Bilateral Funding)
overflows - Gas Tax Funding
Sewer Separation - Gas Tax Funding
Broadview Ave. - (W&S) - Charlotte Street to
Street - Sewer Separation Street - Sewer Separation
Germain Street - Sewer Separation
East Intersection- Sewer Separation
Shamrock Park Sewer Renewal - Gas Tax Funding
Carmarthen Street - Sewer Separation
St. James Street - (W&S) - Prince William Street to
Millidgeville - Storm separation and elimination of
Germain Street- (W&S) - St. James Street to Lower Celebration Street- (W&S) - Stanley Street to end -
Cove Loop - Sewer Separation
inflow and infiltration to reduce or eliminate sewer
Wentworth Street - (W&S) - Elliot Row to King Street
Princess Street - (W&S) - Wentworth Street to Crown
Waterloo Street - (W&S) - Haymarket Square to Castle
Market Place Playground - Safety Surface Replacement
2020 - Proposed Draft General Fund Capital Budget
DEPARTMENT
Transportation & Transportation & Transportation & Transportation & Transportation & Transportation & Transportation & Transportation & Transportation & Transportation &
Environment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment
Services
StormStormStormStormStormStormStormStormStorm
CATEGORY
Parks & Public Spaces
SHARE
BUDGET - CITY
$ 1,645,000
$ 56,700 $ 48,600 $ 45,900
$ 300,000 $ 218,700 $ 128,250
SHARE
BUDGET - OTHER
$ 591,300 $ 153,300 $ 131,400 $ 346,750 $ 124,100 $ 200,000
$ 1,980,000 $ 1,500,000
Subject to
(Subject to
(Subject to Bilateral
(Subject to Bilateral (Subject to Bilateral
Funding)Funding)Funding)
DESCRIPTION
Page 2
Bilateral Funding)Bilateral Funding)
Engineering Investigations and Design
Street Reconstruction - Gas Tax Funding
Renewal Annual Program - Pay as you go
Renewal Annual Program - Gas Tax Funding
Asphalt Roadway Resurfacing, Curb & Sidewalk Asphalt Roadway Resurfacing, Curb & Sidewalk
St. James Street - (W&S) - Prince William Street to
Germain Street- (W&S) - St. James Street to Lower Celebration Street- (W&S) - Stanley Street to end -
Street - Street Reconstruction Germain Street - Street Reconstruction (Street - Street Reconstruction
East Intersection- Street Reconstruction
Wentworth Street - (W&S) - Elliot Row to King Street
Princess Street - (W&S) - Wentworth Street to Crown
Waterloo Street - (W&S) - Haymarket Square to Castle
Cove Loop - Street Reconstruction
2020 - Proposed Draft General Fund Capital Budget
DEPARTMENT
Transportation & Transportation & Transportation & Transportation & Transportation & Transportation & Transportation & Transportation & Transportation &
Environment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment Services
CATEGORY
TransportationTransportationTransportationTransportationTransportationTransportationTransportationTransportationTransportation
SHARE
BUDGET - CITY
$ 1,635,000 $ 1,464,000
$ 75,000 $ 75,000 $ 25,000 $ 60,000
$ 128,250 $ 300,000 $ 700,000 $ 150,000 $ 575,000 $ 175,000 $ 100,000
$ 115,000
SHARE
BUDGET - OTHER
$ 346,750 $ 606,667 $ 976,000
$ 1,090,000
(Subject to
Building
Funding)
DESCRIPTION
Replace Truck
Page 3
Replace Zamboni
Bilateral Funding)
Chiller Replacement
Heat Pump Replacement
Ice Plant - Replace Compressor
Market Slip Sea Wall Protection Coating
Carleton Community Centre - Exterior Work
Broadview Ave. - (W&S) - Charlotte Street to
Courtney Bay Causeway - Replace Guide Rails
Saint John City Market Roof Upper and Lower
Air Handling Units - Phase 1 - Municipal Operations
*Deep Municipal Energy Retrofit (Subject to Federal
*District Energy Phase 1 (Subject to Federal Funding)
Fundy Quay - Seawall Refurbishment - Funding DMAF
Carmarthen Street -Street Reconstruction
2020 - Proposed Draft General Fund Capital Budget
ManagementManagementManagementManagementManagement
DEPARTMENT
Transportation & Transportation & Asset and Energy Asset and Energy Asset and Energy Asset and Energy Asset and Energy Transportation & Transportation & Transportation &
Regional FacilitiesRegional FacilitiesRegional Facilities
Environment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment Services
Growth and Development
Centre
CATEGORY
Fundy Quay
Market Square
TransportationTransportation
Harbour StationHarbour StationHarbour Station
Lord Beaverbrook
Municipal BuildingsMunicipal BuildingsMunicipal Buildings
Peter Murray Arena
Carleton Community
Saint John City Market
SHARE
BUDGET - CITY
$ 5,000 $ 1,500,000
$ 50,000 $ 25,000 $ 76,000 $ 30,000 $ 40,000 $ 564,400
$ 113,000 $ 564,400
$ 10,999,800
$ 10,435,400
SHARE
BUDGET - OTHER
$ 835,000
$ -
$ 2,065,000
$ 13,995,267
$ 13,995,267
Road)
DESCRIPTION
Page 4
Security Cameras
Ovens, Hot Boxes
Fleet Replacement Program
LED Lighting in Various Areas
replacement, energy efficiency
Replacement of 17 Parking Meters
Exhibition Field House Year 3 of 3 year
Fire Panel Replacement, Pump shut off valves
Multiple Bus Shelters (Waterloo, Mystery Lake,
Replace Various Kitchen Equipment - Convection
Update POS systems - current system out of service
Mountainview, Duke St. West, Anglin Dr, Boars Head
IT Infrastructure Replacement/Upgrades/ERP System
2020 - Proposed Draft General Fund Capital Budget
Services
2020 New Capital Investment
2020 Capital Asset Replacement
DEPARTMENT
Transportation & Transportation &
Regional FacilitiesRegional FacilitiesRegional FacilitiesRegional FacilitiesRegional Facilities
Corporate Services
Environment ServicesEnvironment Services
Total 2020 General Fund Capital Budget
Finance and Administration
Fleet
CentreCentreCentreCentreCentre
CATEGORY
Saint John Transit
Saint John Parking
Trade and Convention Trade and Convention Trade and Convention Trade and Convention
Canada Games Aquatic
Information Technology
SHARE
BUDGET - CITY
$ 64,800 $ 40,500 $ 85,050 $ 48,600 $ 35,100 $ 33,750
$ 150,000 $ 102,600 $ 340,000
SHARE
BUDGET - OTHER
$ 175,200 $ 277,400 $ 109,500 $ 229,950 $ 131,400
$ 94,900 $ 91,250
(Subject to Bilateral
(Subject to Bilateral
(Subject to Bilateral (Subject to Bilateral
(Subject to Bilateral Funding)
Funding)Funding)Funding)Funding)
(Subject to Bilateral Funding)(Subject to Bilateral Funding)
DESCRIPTION
Page 1
- Sewer Separation
Clock Replacement
Street - Sewer Separation Street - Sewer Separation
Sewer Separation Sewer Separation
Brittain Street - (W&S) - Pitt Street to Wentworth
Peters Street - (W&S) - Waterloo Street to Coburg
Cove Loop - Sewer Separation
Charlotte Street - (W&S) - St. James Street to Lover Mecklenburg Street - (W&S) - Wentworth Street to
St. James Street - (W&S) - Germain Street to Sydney
Garden Street - (W&S) - Coburg Street to City Road -
Shamrock Score Clock/Field Work & Memorial Score
Crown Street - Sewer Separation
Pitt Street - (W&S) - St. James Street to Broad Street -
Rodney Street - (W&S) - Market Place to Watson Street Street- Sewer Separation
2021 - Proposed Draft General Fund Capital Budget
DEPARTMENT
Transportation & Transportation & Transportation & Transportation & Transportation & Transportation & Transportation & Transportation & Transportation &
Environment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment Services
StormStormStormStormStormStormStormStorm
CATEGORY
Parks & Public Spaces
SHARE
BUDGET - CITY
$ 1,100,000
$ 75,600 $ 72,900
$ 300,000 $ 117,450 $ 132,300 $ 124,200 $ 108,000
SHARE
BUDGET - OTHER
$ 317,550 $ 204,400 $ 357,700 $ 335,800 $ 292,000 $ 197,100
$ 2,395,151 $ 1,500,000
(Subject to
(Subject to Bilateral
(Subject to Bilateral (Subject to Bilateral
(Subject to Bilateral Funding)(Subject to Bilateral Funding)
Funding)Funding)Funding)
DESCRIPTION
Page 2
Bilateral Funding)
Engineering Investigations and Design
Renewal Annual Program - Pay As You Go
Renewal Annual Program - Gas Tax Funding
Asphalt Roadway Resurfacing, Curb & Sidewalk Asphalt Roadway Resurfacing, Curb & Sidewalk
Crown Street - Street Reconstruction
Peters Street - (W&S) - Waterloo Street to Coburg
Street - Street Reconstruction Street - Street Reconstruction
Charlotte Street - (W&S) - St. James Street to Lover Mecklenburg Street - (W&S) - Wentworth Street to
St. James Street - (W&S) - Germain Street to Sydney
Garden Street - (W&S) - Coburg Street to City Road - Street Reconstruction Street Reconstruction
Pitt Street - (W&S) - St. James Street to Broad Street -
Cove Loop - Street Reconstruction
2021 - Proposed Draft General Fund Capital Budget
DEPARTMENT
Transportation & Transportation & Transportation & Transportation & Transportation & Transportation & Transportation & Transportation & Transportation &
Environment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment Services
CATEGORY
TransportationTransportationTransportationTransportationTransportationTransportationTransportationTransportationTransportation
SHARE
BUDGET - CITY
$ 1,635,000 $ 1,464,000
$ 67,500 $ 30,000 $ 30,000 $ 75,000
$ 550,000 $ 360,000 $ 575,000 $ 200,000
SHARE
BUDGET - OTHER
$ 182,500 $ 553,333 $ 976,000
$ 1,635,000 $ 2,180,000
(Subject to Bilateral
Building
Funding)
Funding)
DESCRIPTION
Page 3
- Sewer Separation
City Market Pedway HVAC Upgrade
Firestations # 5,7,8 - Roof Replacement
St. Patrick Street Pedway - Roof Replacement
Brittain Street - (W&S) - Pitt Street to Wentworth
additional services for approximately $220,000 to
Street- Street Reconstruction
move overhead high voltage lines to underground
Air Handling Units - Phase 2 - Municipal Operations
Charlotte Street - Trinity Church to Princess Street -
Street Reconstruction. Saint John Energy to provide
*Deep Municipal Energy Retrofit (Subject to Federal
Fundy Quay - Seawall Refurbishment - Pay as you go
*District Energy Phase 1 (Subject to Federal Funding)
Fundy Quay - Seawall Refurbishment - Funding DMAF
Rodney Street - (W&S) - Market Place to Watson Street
2021 - Proposed Draft General Fund Capital Budget
ManagementManagementManagementManagementManagementManagementManagementManagement
DEPARTMENT
Transportation & Transportation & Transportation & Asset and Energy Asset and Energy Asset and Energy Asset and Energy Asset and Energy Asset and Energy Asset and Energy Asset and Energy
Environment ServicesEnvironment ServicesEnvironment Services
CATEGORY
Fundy QuayFundy Quay
Market Square
TransportationTransportationTransportation
Municipal BuildingsMunicipal BuildingsMunicipal BuildingsMunicipal BuildingsMunicipal Buildings
450,000
450,000
SHARE
BUDGET - CITY
$
$
$ 1,500,000
$ 50,000 $ 80,000 $ 30,000 $ 15,000 $ 10,000
$ 125,000 $ 100,000 $ 100,000 $ 113,000
$ 10,040,350
SHARE
BUDGET - OTHER
$ 835,000
$ -
$ 2,065,000
$ 15,136,134
DESCRIPTION
Walkin Fridge)
Page 4
Security Upgrades
Fleet Replacement
Chiller Replacement
Heat Pump Replacement
Bus Shelter - Market Square
Foundation - Water proofing
Dasher Board and Glass System
Main Electrical Service Upgrade
Replacement of 17 Parking Meters
Replace Flooring and Staging Equipment
Replace Equipment (Banquet Equipment & Tables,
IT Infrastructure Replacement/Upgrades/ERP System
2021 - Proposed Draft General Fund Capital Budget
Services
2021 New Capital Investment
DEPARTMENT
Transportation & Transportation & Transportation & Transportation & Transportation &
Regional FacilitiesRegional FacilitiesRegional FacilitiesRegional FacilitiesRegional Facilities
Corporate Services
Environment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment Services
Total 2021 General Fund Capital Budget
Finance and Administration
Fleet
CentreCentreCentreCentre
CATEGORY
Harbour StationHarbour Station
Saint John Transit
Lord Beaverbrook
Saint John Parking
Carleton Community
Trade and Convention Trade and Convention Trade and Convention
Charles Gorman Arena
Information Technology
SHARE
10,490,350
BUDGET - CITY
$
SHARE
BUDGET - OTHER
$ 15,136,134
DESCRIPTION
Page 5
2021 - Proposed Draft General Fund Capital Budget
DEPARTMENT
Total 2021 General Fund Capital Budget
CATEGORY
SHARE
BUDGET - CITY
$ 25,650 $ 25,650 $ 58,050 $ 40,500 $ 71,550
$ 225,000 $ 129,600
SHARE
BUDGET - OTHER
$ 350,400 $ 156,950 $ 109,500 $ 100,000 $ 193,450
$ 1,000,000 $ 1,000,000
$ 69,350 $ 69,350
(Subject to
(Subject to
(Subject to
(Subject to Bilateral
(Subject to Bilateral (Subject to Bilateral
Funding)Funding)Funding)
DESCRIPTION
Page 1
Bilateral Funding)Bilateral Funding)Bilateral Funding)
overflows - Gas Tax Funding
Sewer Separation - Gas Tax Funding
Broadview Ave. - (W&S) - Charlotte Street to
Street - Sewer Separation Street - Sewer Separation
Germain Street - Sewer Separation
East Intersection- Sewer Separation
Shamrock Park Sewer Renewal - Gas Tax Funding
Carmarthen Street - Sewer Separation
St. James Street - (W&S) - Prince William Street to
Millidgeville - Storm separation and elimination of
Germain Street- (W&S) - St. James Street to Lower Celebration Street- (W&S) - Stanley Street to end -
Cove Loop - Sewer Separation
inflow and infiltration to reduce or eliminate sewer
Wentworth Street - (W&S) - Elliot Row to King Street
Princess Street - (W&S) - Wentworth Street to Crown
Waterloo Street - (W&S) - Haymarket Square to Castle
Market Place Playground - Safety Surface Replacement
DEPARTMENT
Transportation & Transportation & Transportation & Transportation & Transportation & Transportation & Transportation & Transportation & Transportation & Transportation &
Environment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment
Services
Exhibit 2 - 2020 Proposed Draft General Fund Capital Budget (Maintain Infrastructure Deficit)
StormStormStormStormStormStormStormStormStorm
CATEGORY
Parks & Public Spaces
SHARE
BUDGET - CITY
$ 1,645,000
$ 56,700 $ 48,600 $ 45,900
$ 300,000 $ 218,700 $ 128,250
SHARE
BUDGET - OTHER
$ 591,300 $ 153,300 $ 131,400 $ 346,750 $ 124,100 $ 200,000
$ 1,480,000 $ 1,500,000
Subject to
(Subject to
(Subject to Bilateral
(Subject to Bilateral (Subject to Bilateral
Funding)Funding)Funding)
DESCRIPTION
Page 2
Bilateral Funding)Bilateral Funding)
Engineering Investigations and Design
Street Reconstruction - Gas Tax Funding
Renewal Annual Program - Pay as you go
Renewal Annual Program - Gas Tax Funding
Asphalt Roadway Resurfacing, Curb & Sidewalk Asphalt Roadway Resurfacing, Curb & Sidewalk
St. James Street - (W&S) - Prince William Street to
Germain Street- (W&S) - St. James Street to Lower Celebration Street- (W&S) - Stanley Street to end -
Street - Street Reconstruction Germain Street - Street Reconstruction (Street - Street Reconstruction
East Intersection- Street Reconstruction
Wentworth Street - (W&S) - Elliot Row to King Street
Princess Street - (W&S) - Wentworth Street to Crown
Waterloo Street - (W&S) - Haymarket Square to Castle
Cove Loop - Street Reconstruction
DEPARTMENT
Transportation & Transportation & Transportation & Transportation & Transportation & Transportation & Transportation & Transportation & Transportation &
Environment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment Services
Exhibit 2 - 2020 Proposed Draft General Fund Capital Budget (Maintain Infrastructure Deficit)
CATEGORY
TransportationTransportationTransportationTransportationTransportationTransportationTransportationTransportationTransportation
SHARE
BUDGET - CITY
$ 1,635,000 $ 1,464,000
$ 75,000 $ 75,000 $ 25,000 $ 60,000
$ 128,250 $ 300,000 $ 700,000 $ 150,000 $ 575,000 $ 175,000 $ 100,000
$ 115,000
SHARE
BUDGET - OTHER
$ 346,750 $ 606,667 $ 976,000
$ 1,090,000
(Subject to
Building
Funding)
DESCRIPTION
Replace Truck
Page 3
Replace Zamboni
Bilateral Funding)
Chiller Replacement
Heat Pump Replacement
Ice Plant - Replace Compressor
Market Slip Sea Wall Protection Coating
Carleton Community Centre - Exterior Work
Broadview Ave. - (W&S) - Charlotte Street to
Courtney Bay Causeway - Replace Guide Rails
Saint John City Market Roof Upper and Lower
Air Handling Units - Phase 1 - Municipal Operations
*Deep Municipal Energy Retrofit (Subject to Federal
*District Energy Phase 1 (Subject to Federal Funding)
Fundy Quay - Seawall Refurbishment - Funding DMAF
Carmarthen Street -Street Reconstruction
ManagementManagementManagementManagementManagement
DEPARTMENT
Transportation & Transportation & Asset and Energy Asset and Energy Asset and Energy Asset and Energy Asset and Energy Transportation & Transportation & Transportation &
Regional FacilitiesRegional FacilitiesRegional Facilities
Environment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment Services
Growth and Development
Exhibit 2 - 2020 Proposed Draft General Fund Capital Budget (Maintain Infrastructure Deficit)
Centre
CATEGORY
Fundy Quay
Market Square
TransportationTransportation
Harbour StationHarbour StationHarbour Station
Lord Beaverbrook
Municipal BuildingsMunicipal BuildingsMunicipal Buildings
Peter Murray Arena
Carleton Community
Saint John City Market
SHARE
BUDGET - CITY
$ 5,000 $ 1,500,000
$ 50,000 $ 25,000 $ 76,000 $ 30,000 $ 40,000 $ 564,400
$ 113,000 $ 564,400
$ 10,999,800
$ 10,435,400
SHARE
BUDGET - OTHER
$ 835,000
$ -
$ 2,065,000
$ 13,495,267
$ 13,495,267
Road)
DESCRIPTION
Page 4
Security Cameras
Ovens, Hot Boxes
Fleet Replacement Program
LED Lighting in Various Areas
replacement, energy efficiency
Replacement of 17 Parking Meters
Exhibition Field House Year 3 of 3 year
Fire Panel Replacement, Pump shut off valves
Multiple Bus Shelters (Waterloo, Mystery Lake,
Replace Various Kitchen Equipment - Convection
Update POS systems - current system out of service
Mountainview, Duke St. West, Anglin Dr, Boars Head
IT Infrastructure Replacement/Upgrades/ERP System
Services
2020 New Capital Investment
2020 Capital Asset Replacement
DEPARTMENT
Transportation & Transportation &
Regional FacilitiesRegional FacilitiesRegional FacilitiesRegional FacilitiesRegional Facilities
Corporate Services
Environment ServicesEnvironment Services
Total 2020 General Fund Capital Budget
Finance and Administration
Exhibit 2 - 2020 Proposed Draft General Fund Capital Budget (Maintain Infrastructure Deficit)
Fleet
CentreCentreCentreCentreCentre
CATEGORY
Saint John Transit
Saint John Parking
Trade and Convention Trade and Convention Trade and Convention Trade and Convention
Canada Games Aquatic
Information Technology
SHARE
BUDGET - CITY
$ 64,800 $ 40,500 $ 85,050 $ 48,600 $ 35,100 $ 33,750
$ 150,000 $ 102,600 $ 340,000
SHARE
BUDGET - OTHER
$ 175,200 $ 277,400 $ 109,500 $ 229,950 $ 131,400
$ 94,900 $ 91,250
(Subject to Bilateral
(Subject to Bilateral
(Subject to Bilateral (Subject to Bilateral
(Subject to Bilateral Funding)
Funding)Funding)Funding)Funding)
(Subject to Bilateral Funding)(Subject to Bilateral Funding)
DESCRIPTION
Page 1
- Sewer Separation
Clock Replacement
Street - Sewer Separation Street - Sewer Separation
Sewer Separation Sewer Separation
Brittain Street - (W&S) - Pitt Street to Wentworth
Peters Street - (W&S) - Waterloo Street to Coburg
Cove Loop - Sewer Separation
Charlotte Street - (W&S) - St. James Street to Lover Mecklenburg Street - (W&S) - Wentworth Street to
St. James Street - (W&S) - Germain Street to Sydney
Garden Street - (W&S) - Coburg Street to City Road -
Shamrock Score Clock/Field Work & Memorial Score
Crown Street - Sewer Separation
Pitt Street - (W&S) - St. James Street to Broad Street -
Rodney Street - (W&S) - Market Place to Watson Street Street- Sewer Separation
DEPARTMENT
Transportation & Transportation & Transportation & Transportation & Transportation & Transportation & Transportation & Transportation & Transportation &
Environment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment Services
Exhibit 2 - 2021 Proposed Draft General Fund Capital Budget (Maintain Infrastructure Deficit)
StormStormStormStormStormStormStormStorm
CATEGORY
Parks & Public Spaces
SHARE
BUDGET - CITY
$ 1,100,000
$ 75,600 $ 72,900
$ 300,000 $ 117,450 $ 132,300 $ 124,200 $ 108,000
SHARE
BUDGET - OTHER
$ 317,550 $ 204,400 $ 357,700 $ 335,800 $ 292,000 $ 197,100
$ 2,895,151 $ 1,500,000
(Subject to
(Subject to Bilateral
(Subject to Bilateral (Subject to Bilateral
(Subject to Bilateral Funding)(Subject to Bilateral Funding)
Funding)Funding)Funding)
DESCRIPTION
Page 2
Bilateral Funding)
Engineering Investigations and Design
Renewal Annual Program - Pay As You Go
Renewal Annual Program - Gas Tax Funding
Asphalt Roadway Resurfacing, Curb & Sidewalk Asphalt Roadway Resurfacing, Curb & Sidewalk
Crown Street - Street Reconstruction
Peters Street - (W&S) - Waterloo Street to Coburg
Street - Street Reconstruction Street - Street Reconstruction
Charlotte Street - (W&S) - St. James Street to Lover Mecklenburg Street - (W&S) - Wentworth Street to
St. James Street - (W&S) - Germain Street to Sydney
Garden Street - (W&S) - Coburg Street to City Road - Street Reconstruction Street Reconstruction
Pitt Street - (W&S) - St. James Street to Broad Street -
Cove Loop - Street Reconstruction
DEPARTMENT
Transportation & Transportation & Transportation & Transportation & Transportation & Transportation & Transportation & Transportation & Transportation &
Environment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment Services
Exhibit 2 - 2021 Proposed Draft General Fund Capital Budget (Maintain Infrastructure Deficit)
CATEGORY
TransportationTransportationTransportationTransportationTransportationTransportationTransportationTransportationTransportation
SHARE
BUDGET - CITY
$ 1,635,000 $ 1,464,000
$ 67,500 $ 30,000 $ 30,000 $ 75,000
$ 550,000 $ 360,000 $ 575,000 $ 200,000
SHARE
BUDGET - OTHER
$ 182,500 $ 135,000 $ 553,333 $ 976,000
$ 1,180,000
(Subject to Bilateral
Building
Funding)
Funding)
DESCRIPTION
Page 3
- Sewer Separation
City Market Pedway HVAC Upgrade
Firestations # 5,7,8 - Roof Replacement
St. Patrick Street Pedway - Roof Replacement
Brittain Street - (W&S) - Pitt Street to Wentworth
additional services for approximately $220,000 to
Street- Street Reconstruction
move overhead high voltage lines to underground
Air Handling Units - Phase 2 - Municipal Operations
Charlotte Street - Trinity Church to Princess Street -
Street Reconstruction. Saint John Energy to provide
*Deep Municipal Energy Retrofit (Subject to Federal
Fundy Quay - Seawall Refurbishment - Pay As You Go*District Energy Phase 1 (Subject to Federal Funding)
Fundy Quay - Seawall Refurbishment - Funding DMAF
Rodney Street - (W&S) - Market Place to Watson Street
ManagementManagementManagementManagementManagementManagementManagementManagement
DEPARTMENT
Transportation & Transportation & Transportation & Asset and Energy Asset and Energy Asset and Energy Asset and Energy Asset and Energy Asset and Energy Asset and Energy Asset and Energy
Environment ServicesEnvironment ServicesEnvironment Services
Exhibit 2 - 2021 Proposed Draft General Fund Capital Budget (Maintain Infrastructure Deficit)
CATEGORY
Fundy QuayFundy Quay
Market Square
TransportationTransportationTransportation
Municipal BuildingsMunicipal BuildingsMunicipal BuildingsMunicipal BuildingsMunicipal Buildings
450,000
450,000
SHARE
BUDGET - CITY
$
$
$ 1,500,000
$ 50,000 $ 80,000 $ 30,000 $ 15,000 $ 10,000
$ 125,000 $ 100,000 $ 100,000 $ 113,000
$ 10,040,350
SHARE
BUDGET - OTHER
$ 835,000
$ -
$ 2,065,000
$ 13,136,134
DESCRIPTION
Walkin Fridge)
Page 4
Security Upgrades
Fleet Replacement
Chiller Replacement
Heat Pump Replacement
Bus Shelter - Market Square
Foundation - Water proofing
Dasher Board and Glass System
Main Electrical Service Upgrade
Replacement of 17 Parking Meters
Replace Flooring and Staging Equipment
Replace Equipment (Banquet Equipment & Tables,
IT Infrastructure Replacement/Upgrades/ERP System
Services
2021 New Capital Investment
DEPARTMENT
Transportation & Transportation & Transportation & Transportation & Transportation &
Regional FacilitiesRegional FacilitiesRegional FacilitiesRegional FacilitiesRegional Facilities
Corporate Services
Environment ServicesEnvironment ServicesEnvironment ServicesEnvironment ServicesEnvironment Services
Total 2021 General Fund Capital Budget
Finance and Administration
Exhibit 2 - 2021 Proposed Draft General Fund Capital Budget (Maintain Infrastructure Deficit)
Fleet
CentreCentreCentreCentre
CATEGORY
Harbour StationHarbour Station
Saint John Transit
Lord Beaverbrook
Saint John Parking
Carleton Community
Trade and Convention Trade and Convention Trade and Convention
Charles Gorman Arena
Information Technology
SHARE
10,490,350
BUDGET - CITY
$
SHARE
BUDGET - OTHER
$ 13,136,134
DESCRIPTION
Page 5
DEPARTMENT
Total 2021 General Fund Capital Budget
Exhibit 2 - 2021 Proposed Draft General Fund Capital Budget (Maintain Infrastructure Deficit)
CATEGORY
FINANCE COMMITTEE REPORT
Report Date July 09, 2019
Meeting Date July 18, 2019
Chairman Councillor Merrithew and Members of Finance Committee
SUBJECT: 2020 -2021 Proposed Draft Utility Fund Capital Budget
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Finance Committee.
AUTHORIZATION
Primary Author Commissioner/Dept. Head City Manager
Craig Lavigne Brent McGovern John Collin
RECOMMENDATION
It is recommended that Finance Committee approve the 2020 and 2021
Proposed Draft General Fund Capital Budget and submit to Common Council for
th
the July 29 meeting for receive and file.
EXECUTIVE SUMMARY
The Utility is proposing a very limited multi-year capital budget for 2020 - 2021
that focuses on leveraging monies from other levels of government for
investments being made by the Utility. Increased debt, limited growth, a large
infrastructure deficit and escalating rates are challenges facing the Utility for
both the medium and long term. A new rate structure to be completed in 2019,
along with the Long Term Financial plan to be completed in 2019 will provide the
road map for the Utility to deal with these challenges.
PREVIOUS RESOLUTION
N/A
STRATEGIC ALIGNMENT
The proposed 2020 - 2021 Utility Fund Capital Budget is aligned with
priorities, Asset Management Plan, and Capital Budget policy.
- 2 -
REPORT
The proposed 2020 - 2021 Draft Utility Capital Budget is a total of $26,215,000.
Funding from other sources, (Gas tax, government funding, etc.) is $15,931,500
over two years and Saint J and
will be funded from pay as you go.
The completion of the Safe Clean Drinking Water project and Harbour Cleanup
end of 2017 (2018 - $101 million). The Utility will continue to focus on debt
reduction and in order to achieve this Utility will not borrow any money for its
2020-2021 capital program.
This significant debt coupled with escalated rates, stagnant growth and pending
changes to industrial rate structures will be challenging for the Utility as it tackles
the infrastructure deficit. The increased deficit as reported to Council as part of
the State of the Infrastructure report is approximately $308,276,480 which
represents over 75%
The Utility received funding recently as
disaster mitigation adaptation fund (DMAF). The Utility will spend approximately
$10.2 million over the next 5-6 years raising and rebuilding critical infrastructure
that was prone to flooding. The cost will now be spilt $4.084 Federal Share and
$6.126 Utility Share.
The completion of the rate study in 2019, along with the Asset Management Plan
and Long Term Financial
asset replacement and how to fund the infrastructure deficit to ensure services
are reliably provided to rate payers while balancing the ability to fund more
investments in infrastructure renewal.
Infrastructure Renewal Water and Sanitary
The proposed budget focuses on assets that are well past their useful life,
subject to risk of failure and is some cases extreme risk of failure with severe
consequences such in the One Mile Life Station.
There are several proposed street rebuild projects that are included in the
budget and most of these are projects involve the general fund. These projects
have assets underground and are at a high risk of failure due to their age and
material type. Numerous streets within the draft program have terra cotta
sanitary sewers, some of which were installed in 1889 & 1895 and cast iron
watermain installed in the early 1900s.
The total capital for the Utility on street rebuilds is approximately $7.8 million
over two years and some of these street sections include; Wentworth Street,
- 3 -
Germain Street, Lower Cove Loop, Waterloo Street, Celebration Street, Princess,
Peters Street, Brittain Street, Pitt Street, Rodney Street and St. James Street.
Many of the street reconstructions are in the prime development areas.
St. James Street, Germain Street and Charlotte Street are prime examples of
leveraging assets that need to be replaced and aligning with
growth. St. James Street for example was listed on the Central Peninsula
Neighborhood plan as key corridor and this transformational project will be
coordinated between; Transportation, Water and Growth and Development.
Another project that benefits both the Utility and helps to grow Saint John is the
asset renewal project Lakewood Heights Sanitary System. This project is geared
towards asset renewal and environmental protection, while creating capacity on
the system for growth initiatives without having to build new infrastructure a
best use of assets.
The budget also includes phase seventeen and eighteen of watermain cleaning
and lining that will continue to extend the life of these assets while minimizing
the need for investment by lining as opposed to replacing. There is also
structural line of sewer line in both years and this will also extend the life of
these assets.
There is a major investment being made at the One Mile Lift Station in 2020. The
existing lift station is at the end of its life and needs to ensure there is reliability
around the collection of wastewater.
There is two other wastewater lift stations at Greenhead Road and Beach
Crescent that not only need to be rebuilt, these stations will also be raised to
ensure they can withstand future flood events and these projects have received
funding under the DMAF program.
The other major project under the DMAF program in this multiyear budget is the
complete upgrade and reconstruction of the Musquash Water Pump Station.
This asset will also be rebuilt to ensure flood proofing.
The budget also includes a fleet replacement program for any vehicles and
equipment past its useful life or with extraordinary operating costs. In previous
years the Utility funded its fleet reserve directly to the General fund fleet reserve
and all vehicles and equipment were funded from that reserve. These reserves
have now been separated to ensure each entity is properly segregating its
reserves.
The budget only includes one new asset which is a wastewater pumping station
at Prospect Street West and this is two ensure all wastewater is properly being
directed for treatment at the Lancaster Lagoon treatment plant.
- 4 -
Conclusion
The 2020-2021 budgets is focused on leveraging as much additional funding the
Utility can secure along with its smaller capital from operating program. Projects
have been chosen are long past their useful life and have a high risk of failure.
There are several projects that are asset renewal that are being done to replace
or extend the life of the asset but also have a positive impact on growth.
The 2020 - 2021 Draft Utility Capital budget will continue to focus on ensuring
assets can provide reliable services to all customers, meet all environmental
regulations and mitigate against future climate change events.
SERVICE AND FINANCIAL OUTCOMES
The 2020 - 2021 Utility Fund Capital budget will be funded from the operations
(pay as you go) and from other sources of funding.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
Input and coordination was received from Engineering, Senior Leadership Team,
Growth and Community Development, Finance, Transportation and
Environment.
ATTACHMENTS
Exhibit 1 - 2020 - 2021 Proposed Draft Utility Capital Budget
23-May-19
THE CITY OF SAINT JOHN
SAINT JOHN WATER
CAPITAL PROGRAM SUMMARY
W & S UTILITY FUND
Proposed Program Summary For - 2020
No. ofOtherUtility
Category Total
ProjectsShareShare
Industrial Water Renewal - West1$1,020,000$1,700,000$2,720,000
Infrastructure Renewal - Sanitary13$6,938,450$1,546,550$8,485,000
Infrastructure Renewal - Water13$2,551,200$1,873,800$4,425,000
TOTALS:
27$10,509,650$5,120,350$15,630,000
Summary of Capital Costs (Utility Share)
Industrial Water Renewal
- West
33.2%
Infrastructure Renewal -
Water
36.6%
Infrastructure Renewal -
Sanitary
30.2%
Page1 of
THE CITY OF SAINT JOHN
23-May-19
SAINT JOHN WATER
PROPOSED W & S FUND PROGRAM
2020
MDH: MUNICIPAL DESIGNATED HIGHWAYS
PDH: PROVINCIALLY DESIGNATED HIGHWAYS
This is a tentative program listing of proposed capital projects.
RDH: REGIONALLY DESIGNATED HIGHWAYS
w&s: WATER AND SEWER RELATED PROJECTS
This list has not been approved by Common Council.
G&D: PROJECT IS FOR GROWTH AND DEVELOPMENT
Priority assignments are subject to change at any time.
*: PROJECTS DEPENDANT ON FUNDING FROM OTHERS
Industrial Water Renewal - West
OtherUtility
ProjectLocationDescription
ShareShare
*
Musquash Water Pump MusquashUpgrade/reconstruction - appropriate pump 1,020,0001,700,000
Stationsizing, electrical upgrades, flood proofing, etc.
Including design and construction management
services. Phase A. Project to be partially
funded under DMAF.
$1,020,000$1,700,000
TOTAL:
Page2 of
THE CITY OF SAINT JOHN
23-May-19
SAINT JOHN WATER
PROPOSED W & S FUND PROGRAM
2020
MDH: MUNICIPAL DESIGNATED HIGHWAYS
PDH: PROVINCIALLY DESIGNATED HIGHWAYS
This is a tentative program listing of proposed capital projects.
RDH: REGIONALLY DESIGNATED HIGHWAYS
w&s: WATER AND SEWER RELATED PROJECTS
This list has not been approved by Common Council.
G&D: PROJECT IS FOR GROWTH AND DEVELOPMENT
Priority assignments are subject to change at any time.
*: PROJECTS DEPENDANT ON FUNDING FROM OTHERS
Infrastructure Renewal - Sanitary
OtherUtility
ProjectLocationDescription
ShareShare
G&D*
Germain StreetSt. James Street to Lower Cove Renew 100 m of 375 mm T.C sanitary sewer 105,85039,150
Loop(with an in service year of 1884), including
design and construction management services.
Subject to successful funding under Bilateral
Funding.
G&D*
Lower Cove LoopCharlotte Street to Germain Install 150 m of 525 mm sanitary sewer, 248,20091,800
Streetincluding design and construction management
services. Subject to successful funding under
Bilateral Funding.
*
One Mile Lift StationRothesay Avenue at Russell New pumping station, new screening channel 5,000,0000
Streetstructure and associated building to replace the
existing pumping station that is at the end of
asset life to provide for relible collection of
wastewater, including design and construction
management services. Project to be funded
under the G.T.F.
Structural liningVarious LocationsStructurally line and point repairs to sanitary 0225,000
sewers, including design and construction
management services.
*
WWPS Lift Station C515 Green Head RoadReconstruct lift station above flood level to 200,000300,000
provide for reliable collection of wastewater,
including design and construction management
services Project to be partially funded under
DMAF.
*
Douglas AvenueCivic 399 to 425Install approx. 150m of 200mm and 27m of 300,00025,000
150mm sanitary sewer, including land, design,
and construction management services. Project
to be partially funded under G.T.F.
Wastewater PumpingProspect Street West at Walnut Pumping station, land acquisition, and required 0520,000
Streetpiping to direct flows to sewer on Main Street
West for treatment at the Lancaster Lagoon,
including construction management services.
*
Wentworth StreetElliott Row through King Street Renew 90 m of 300 mm T.C. sanitary sewer 83,95031,050
East Intersection(Condition Grade of 4 with a year in service of
1867), including construction management
services. Subject to successful funding under
Bilateral Funding.
*
Waterloo StreetHaymarket Square to Castle Renew approx. 330m of 300mm and 375mm 299,300110,700
StreetT.C.sanitary sewer ( Condition Grade of 5 with
a in service year of 1869), including design and
construction management services. Subject to
successful funding under Bilateral Funding.
Page3 of
THE CITY OF SAINT JOHN
23-May-19
SAINT JOHN WATER
PROPOSED W & S FUND PROGRAM
2020
MDH: MUNICIPAL DESIGNATED HIGHWAYS
PDH: PROVINCIALLY DESIGNATED HIGHWAYS
This is a tentative program listing of proposed capital projects.
RDH: REGIONALLY DESIGNATED HIGHWAYS
w&s: WATER AND SEWER RELATED PROJECTS
This list has not been approved by Common Council.
G&D: PROJECT IS FOR GROWTH AND DEVELOPMENT
Priority assignments are subject to change at any time.
*: PROJECTS DEPENDANT ON FUNDING FROM OTHERS
Infrastructure Renewal - Sanitary
OtherUtility
ProjectLocationDescription
ShareShare
*
St. James StreetPrince William Street to Renew 111 m of 250mm and 375 mm T.C. 94,90035,100
Germain Streetsanitary sewer (Condition Grade of 3.5 with an
in service year of 1876), including design and
construction management services. Subject to
successful funding under Bilateral funding.
*
Celebration StreetStanley Street to endRenew 100 m of 375mm and 450mm T.C. 150,000
sanitary sewer, including design and
construction management services. Project to
be funded under the G.T.F.
*
Broadview AvenueCharlotte Street to Carmarthen Renew 275 m of 375 mm T.C. sanitary sewer 237,25087,750
Street(Condition Grade of 4 ), including design and
construction management services. Subject to
successful funding under Bilateral Funding.
*
Princess StreetWentworth Street to Crown Renew approx. 250m of 225mm and 300mm 219,00081,000
StreetT.C. sanitary sewer (Condition Grade of 5 with
an in service year of 1893), with new 200mm
and 300mm sanitary sewer, including design
and construction management services. Subject
to successful funding under Bilateral Funding.
$6,938,450$1,546,550
TOTAL:
Page4 of
THE CITY OF SAINT JOHN
23-May-19
SAINT JOHN WATER
PROPOSED W & S FUND PROGRAM
2020
MDH: MUNICIPAL DESIGNATED HIGHWAYS
PDH: PROVINCIALLY DESIGNATED HIGHWAYS
This is a tentative program listing of proposed capital projects.
RDH: REGIONALLY DESIGNATED HIGHWAYS
w&s: WATER AND SEWER RELATED PROJECTS
This list has not been approved by Common Council.
G&D: PROJECT IS FOR GROWTH AND DEVELOPMENT
Priority assignments are subject to change at any time.
*: PROJECTS DEPENDANT ON FUNDING FROM OTHERS
Infrastructure Renewal - Water
OtherUtility
ProjectLocationDescription
ShareShare
*
Fleet ReplacementVarious locationsFleet Replacement for Saint John Water. 485,0000
Project to be funded under Fleet Reserve.
G&D*
Germain StreetSt. James Street to Lower Cove Renew 100 m of 200 mm C.I. watermain 87,60032,400
Loop(1955), including design and construction
management services. Subject to successful
funding under Bilateral Funding.
G&D*
Lower Cove LoopCharlotte Street to Germain Install 150 m of 200 mm watermain, including 131,40048,600
Streetdesign and construction management services.
Subject to successful funding under Bilateral
Funding.
Removal of cross- Ocean Westwest / Route 7 Removal of two cross- connections on Potable 0150,000
connections on Potable OverpassWater and Raw Water Transmission mains ,
Water and Raw Water including construction management services.
Transmission mains
Engineering Various locationsFunding for engineering investigations and 0250,000
Investigations and Designdesign for various projects under the Water and
Sanitary categories.
*
Wentworth StreetElliott Row through King Street Renew 90 m of 300 mm C.I. watermain (1931), 124,10045,900
East Intersectionincluding construction management services.
Subject to successful funding under Bilateral
Funding.
*
Waterloo StreetHaymarket Square to Castle Renew approx. 330m of 300mm C.I. watermain 434,350160,650
Street(1856), including design and construction
management services. Subject to successful
funding under Bilateral Funding.
*
St. James StreetPrince William Street to Renew 110 m of 250 mm C.I. watermain 120,45044,550
Germain Street(1876), including design and construction
management services. Subject to successful
funding under Bilateral funding.
Hayes Avenue AreaCivic #289 Gault Road to Civic Install approx. 530m of 200mm watermain on 0950,000
#484 Gault RoadGault Road as well as a PRV to connect the
Hayes Avenue system, including construction
management services.
*
Celebration StreetStanley Street to endRenew 100 m of 300mm C.I. watermain, 150,000
including design and construction management
services. Project to be funded under the G.T.F.
*
Broadview AvenueCharlotte Street to Carmarthen Renew 275 m of 150 mm C.I. watermain 219,00081,000
Street(1917), including design and construction
management services. Subject to successful
funding under Bilateral Funding.
Page5 of
THE CITY OF SAINT JOHN
23-May-19
SAINT JOHN WATER
PROPOSED W & S FUND PROGRAM
2020
MDH: MUNICIPAL DESIGNATED HIGHWAYS
PDH: PROVINCIALLY DESIGNATED HIGHWAYS
This is a tentative program listing of proposed capital projects.
RDH: REGIONALLY DESIGNATED HIGHWAYS
w&s: WATER AND SEWER RELATED PROJECTS
This list has not been approved by Common Council.
G&D: PROJECT IS FOR GROWTH AND DEVELOPMENT
Priority assignments are subject to change at any time.
*: PROJECTS DEPENDANT ON FUNDING FROM OTHERS
Infrastructure Renewal - Water
OtherUtility
ProjectLocationDescription
ShareShare
*
Princess StreetWentworth Street to Crown Renew approx. 275m of 250mm C.I. (1924) 299,300110,700
Streetwatermain, including design and construction
management services. Subject to successful
funding under Bilateral Funding.
*
Watermain Cleaning and Various locationsCleaning and lining of existing unlined C.I. 500,0000
Lining Phase 17watermains to improve pressure, water quality,
and fire flows. Project to be funded under
G.T.F.
$2,551,200$1,873,800
TOTAL:
Page6 of
23-May-19
THE CITY OF SAINT JOHN
SAINT JOHN WATER
CAPITAL PROGRAM SUMMARY
W & S UTILITY FUND
Proposed Program Summary For - 2021
No. ofOtherUtility
Category Total
ProjectsShareShare
Industrial Water Renewal - West1$1,020,000$1,700,000$2,720,000
Infrastructure Renewal - Sanitary13$2,347,450$2,422,550$4,770,000
Infrastructure Renewal - Water11$2,054,450$1,040,550$3,095,000
TOTALS:
25$5,421,900$5,163,100$10,585,000
Summary of Capital Costs (Utility Share)
Infrastructure Renewal -
Water
Industrial Water Renewal
20.2%
- West
32.9%
Infrastructure Renewal -
Sanitary
46.9%
Page1 of
THE CITY OF SAINT JOHN
23-May-19
SAINT JOHN WATER
PROPOSED W & S FUND PROGRAM
2021
MDH: MUNICIPAL DESIGNATED HIGHWAYS
PDH: PROVINCIALLY DESIGNATED HIGHWAYS
This is a tentative program listing of proposed capital projects.
RDH: REGIONALLY DESIGNATED HIGHWAYS
w&s: WATER AND SEWER RELATED PROJECTS
This list has not been approved by Common Council.
G&D: PROJECT IS FOR GROWTH AND DEVELOPMENT
Priority assignments are subject to change at any time.
*: PROJECTS DEPENDANT ON FUNDING FROM OTHERS
Industrial Water Renewal - West
OtherUtility
ProjectLocationDescription
ShareShare
*
Musquash Water Pump MusquashUpgrade/reconstruction - appropriate pump 1,020,0001,700,000
Stationsizing, electrical upgrades, flood proofing, etc.
Including design and construction management
services. Phase B. Project to be partially
funded under DMAF.
$1,020,000$1,700,000
TOTAL:
Page2 of
THE CITY OF SAINT JOHN
23-May-19
SAINT JOHN WATER
PROPOSED W & S FUND PROGRAM
2021
MDH: MUNICIPAL DESIGNATED HIGHWAYS
PDH: PROVINCIALLY DESIGNATED HIGHWAYS
This is a tentative program listing of proposed capital projects.
RDH: REGIONALLY DESIGNATED HIGHWAYS
w&s: WATER AND SEWER RELATED PROJECTS
This list has not been approved by Common Council.
G&D: PROJECT IS FOR GROWTH AND DEVELOPMENT
Priority assignments are subject to change at any time.
*: PROJECTS DEPENDANT ON FUNDING FROM OTHERS
Infrastructure Renewal - Sanitary
OtherUtility
ProjectLocationDescription
ShareShare
G&D*
Charlotte StreetSt. James Street to Lower Cove Renew 155 m of 525 mm Concrete sanitary 171,55063,450
Loopsewer (With an in service year of 1965),
including design and construction management
services. Subject to successful funding under
Bilateral Funding.
*
Garden StreetCoburg Street to City RoadRenew approx. 101m of 300mm, and 86m of 156,95058,050
375mm T.C. sanitary sewers (Condition Grade
of 3), including design and construction
management services. Subject to successful
funding under Bilateral Funding.
G&D
Lakewood Heights East of Hickey Road Pumping Line concrete sewers to eliminate 0720,000
Sanitary SystemStationInflow/Infiltration in the Sanitary sewer system,
including construction management services.
Rodney StreetMarket Place to Watson StreetRenewal of approx.290m of T.C., Brick, and 0410,000
Concrete saintary sewer (Condition Grade of
3), including design and construction
management services.
Structural liningVarious LocationsStructurally line and point repairs to sanitary 0225,000
sewers, including design and construction
management services.
*
WWPS Beach Crescent11 Beach CrescentReconstruct lift station above flood level to 340,000510,000
provide for reliable collection of wastewater,
including design and construction management
services, Phase A. Project to be partially
funded under DMAF.
*
Pitt StreetSt. James Street to Broad StreetRenew 155m of 370mm T.C. sanitary sewer 127,75047,250
(Condition Grade of 4), including design and
construction management services. Subject to
successful funding under Bilateral Funding.
*
Mecklenburg StreetWentworth Street to Crown Renew approx. 265m of 600mm concrete with 248,20091,800
Streetnew 600mm sanitary sewer (Condition Grade
of 2.5), including design and construction
management services. Subject to successful
funding under Bilateral Funding.
*
Combined Sewer South / CentralA strategy prioritizing the separation of 365,000135,000
Separation Reduction combined sanitary and storm sewers for the
Strategy - South / CentralSouthend and giving an estimate for budget
purposes. One of the deliverables would be
maps showing all existing sewers (storm,
sanitary and combined) with proposed new
sewers for separation. Subject to successful
funding under Bilateral Funding
Page3 of
THE CITY OF SAINT JOHN
23-May-19
SAINT JOHN WATER
PROPOSED W & S FUND PROGRAM
2021
MDH: MUNICIPAL DESIGNATED HIGHWAYS
PDH: PROVINCIALLY DESIGNATED HIGHWAYS
This is a tentative program listing of proposed capital projects.
RDH: REGIONALLY DESIGNATED HIGHWAYS
w&s: WATER AND SEWER RELATED PROJECTS
This list has not been approved by Common Council.
G&D: PROJECT IS FOR GROWTH AND DEVELOPMENT
Priority assignments are subject to change at any time.
*: PROJECTS DEPENDANT ON FUNDING FROM OTHERS
Infrastructure Renewal - Sanitary
OtherUtility
ProjectLocationDescription
ShareShare
*
St. James StreetGermain Street to Sydney StreetRenew 195 m of 300mm and 375 mm T.C. 164,25060,750
sanitary sewer (Condition Grade of 4 with an in
service year of 1878), including design and
construction management services. Subject to
successful funding under Bilateral funding.
G&D*
Retail Drive AreaRockwood Avenue to Gull StreetRenew 275 m of 450mm sanitary sewer, 500,000
including design and construction management
services. Project to be funded under the G.T.F.
*
Britain StreetPitt Street to Wentworth StreetRenew 145 m of 300 mm T.C sanitary sewer 116,80043,200
(Condition Grade of 4 with a year in service of
1875), including design and construction
management services. Subject to successful
funding under Bilateral Funding.
*
Peters StreetWaterloo Street to Coburg StreetRenew approx. 190m of 300mm, and 375mm 156,95058,050
T.C. sanitary sewers (Condition Grade of 2.5
with an in service year of 1889), including
design and construction management services.
Subject to successful funding under Bilateral
Funding.
$2,347,450$2,422,550
TOTAL:
Page4 of
THE CITY OF SAINT JOHN
23-May-19
SAINT JOHN WATER
PROPOSED W & S FUND PROGRAM
2021
MDH: MUNICIPAL DESIGNATED HIGHWAYS
PDH: PROVINCIALLY DESIGNATED HIGHWAYS
This is a tentative program listing of proposed capital projects.
RDH: REGIONALLY DESIGNATED HIGHWAYS
w&s: WATER AND SEWER RELATED PROJECTS
This list has not been approved by Common Council.
G&D: PROJECT IS FOR GROWTH AND DEVELOPMENT
Priority assignments are subject to change at any time.
*: PROJECTS DEPENDANT ON FUNDING FROM OTHERS
Infrastructure Renewal - Water
OtherUtility
ProjectLocationDescription
ShareShare
G&D*
Charlotte StreetSt. James Street to Lower Cove Renew 75 m of 200 mm C.I. watermain (1965), 69,35025,650
Loopincluding design and construction management
services. Subject to successful funding under
Bilateral Funding.
*
Fleet ReplacementVarious locationsFleet Replacement for Saint John Water. 485,0000
Project to be funded under Fleet Reserve.
*
Garden StreetCoburg Street to City RoadRenew approx. 258m of 200mm C.I. 208,05076,950
watermain, including design and construction
management services. Subject to successful
funding under Bilateral Funding.
Rodney StreetMarket Place to Watson StreetRenew approx. 295m of 300mm C.I. 0345,000
watermain, including design and construction
management services.
Engineering Various locationsFunding for engineering investigations and 0300,000
Investigations and Designdesign for various projects under the Water and
Sanitary categories.
*
Pitt StreetSt. James Street to Broad StreetRenew 155m of 200 mm C.I. watermain with 124,10045,900
200 mm watermain, including design and
construction management services. Subject to
successful funding under Bilateral Funding.
*
Mecklenburg StreetWentworth Street to Crown Renew approx. 265m of 200mm C.I. 211,70078,300
Streetwatermain, including design and construction
management services. Subject to successful
funding under Bilateral Funding.
*
St. James StreetGermain Street to Sydney StreetRenew 230 m of 200 mm C.I. watermain 182,50067,500
(1878), including design and construction
management services. Subject to successful
funding under Bilateral funding.
*
Britain StreetPitt Street to Wentworth StreetRenew 145 m of 200 mm C.I. watermain 116,80043,200
(1934), including design and construction
management services. Subject to successful
funding under Bilateral Funding.
*
Peters StreetWaterloo Street to Coburg StreetRenew approx. 190m of 200mm watermain , 156,95058,050
including design and construction management
services. Subject to successful funding under
Bilateral Funding.
*
Watermain Cleaning and Various locationsCleaning and lining of existing unlined C.I. 500,0000
Lining Phase 18watermains to improve pressure, water quality,
and fire flows. Project to be funded under
G.T.F.
Page5 of
THE CITY OF SAINT JOHN
23-May-19
SAINT JOHN WATER
PROPOSED W & S FUND PROGRAM
2021
MDH: MUNICIPAL DESIGNATED HIGHWAYS
PDH: PROVINCIALLY DESIGNATED HIGHWAYS
This is a tentative program listing of proposed capital projects.
RDH: REGIONALLY DESIGNATED HIGHWAYS
w&s: WATER AND SEWER RELATED PROJECTS
This list has not been approved by Common Council.
G&D: PROJECT IS FOR GROWTH AND DEVELOPMENT
Priority assignments are subject to change at any time.
*: PROJECTS DEPENDANT ON FUNDING FROM OTHERS
Infrastructure Renewal - Water
OtherUtility
ProjectLocationDescription
ShareShare
$2,054,450$1,040,550
TOTAL:
Page6 of
July 18, 2019
City of Saint John
Lateral Funding Application
-
Bi
Finance Committee
1
Investing In Transformational Change
City of Saint John Bi-Lateral Funding Priorities 2020-2026
2
1
a bold strategy for investments in
catalytic projects that will transform
1. Fundy Quay Project
its core urban neighbourhoods,
200 - 300 New Jobs Created
enhance its image and brand, and
in New Provincial Tax
Revenues
reinvestment.
$85M-$150M
As part of its 10 year capital
$1.7M $3.1M
infrastructure
action Council priorities related to
$8.7 Million
annually
and over 1 million liters of oil
growth, climate change solutions,
$430M in energy into the
local economy
improvements to public and active
transportation, and that will build
2. Green Infrastructure
a stronger community and improve
Development
social inclusion.
growth
680 new
transformative capital projects that
residential units on the Central Peninsula
$95M
will achieve the goals set out above.
$1.7M
A summary of key projects for the
City of Saint John are outlined as
follows:
reduced operational costs to support the
Citys asset management program
outlined in the attached documents. Some numbers are preliminary
and have full economic impact assessments in progress.
2
3
1. Fundy Quay Project
4
Fundy Quay Project
represents the single greatest opportunity for transformational
$85 - $150 Million
at the Centre of Saint Johns inner harbour, the site boasts the
Property Tax Base
Growth
Saint John, energizing the local economy and improving the
1,850
21,718
Construction
Tonnes
million visitors to the City each year.
Jobs
of CO2
200 - 300 New
completion of its Central Peninsula Neighbourhood Plan which
Reduced
Permanent Jobs
repositioning and densifying underutilized lands, reversing
decades of decline and harnessing the positive momentum
expressions of interest to secure a development partner for the
private sector partner has been secured. Work is now underway
to coordinate future private sector investment with proposed
municipal infrastructure investments. Additionally, the City of
Saint John was successful in securing funding from the federal
urban waterfront.
that will support the transformation of the site and the attraction
of substantial private sector reinvestment that will provide a
positive return on investment for both the City of Saint John
Conceptualization of Fundy Quay Redevelopment from the Central
Peninsula Neighbourhood Plan.
5
activity alone will result in:
$8.7
Million
$100M -
in Energy
$400M in
At full build out, it is estimated that the economic impacts of the
Savings
Tax Revenue
200 - 300
Over 25
$85M-$150M
$100M - $400M
$430M Energy
Years
(varies according to potential private sector uses developed)
(Economic
Savings
Impact estimates are preliminary and a full report will be provided at the time of full application)
Diverted to
Local Economy
and promote active mobility in the urban core of Saint John
to promote the use of the downtown facilities in all weather. A
complimentary component of this project is the development of
by promoting sustainable development and clean energy use
Climate Change and extreme weather vulnerabilities are top
of mind in Coastal Saint John, which experiences some of the
Province of New
power outages are all realistic climate impacts which have been
Brunswick
the innovative design of the energy system to withstand power
outages, to coastal protection measures to be more resilient to
sea level rise, preparing for climate change has been top of mind
City of Saint John
GNB
Saint John
Fundy Quay Property Parcels.
6
Fundy Quay Project
designed and maintained for contaminated soil over the lifecycle
Project 1
Soil Remediation
the direct contact exposure pathway to contaminated soils,
Funding Stream
Green Infrastructure:
Objective
pollutants
human health and the environment, including the adjoining
Description
Contaminated surface and subsurface soils and groundwater, which
present a potential risk to human health and the environment,
of some excavated soils, avoidance of time delays associated
order to support ongoing site redevelopment. As remediation of
all contamination is considered to be both impractical and cost
management of contaminated materials.
prohibitive, a risk management approach is used in order to achieve
A brief overview of the proposed site remediation strategy is described
below.
Project 2
Funding Stream
Green Infrastructure:
project phase, will further characterize soil and groundwater that will
Objective
be uncovered in future excavations as part of site redevelopment and
weather events
management practices providing environmental protection and will
Proposed remediation activities also include the maintenance of
direct contact with contaminated materials. Suitable cover will be
Above: 1: 100 Year Storm Surge
7
Description
during unusually high tides or storm surge events. Storm
load. A geotechnical study of the site is currently underway in order
be triggered by high winds, low air pressure systems, or by
results of this study and updated cost estimates will be presented at
the time of the full application.
Project 3
Promenade
Funding Stream
Community, Culture and Recreation
coinciding with high astronomical tides. When projecting to
Objective
indigenous peoples and vulnerable populations
vertical extension of the existing sea wall (project funded
Description
part protection strategy, including:
hosting concerts, festivals, vendors and has been a gathering spot for
tourists, visitors and citizens. Redevelopment of this highly utilized
extending the sea wall height; and
public space will add to the value proposition of working and living
in the urban core.
sewer surcharging.
As part of this project, an internal below grade pedway connection
8
Fundy Quay Project
infrastructure, connecting the public space and atrium of
the new community, cultural, and entertainment uses of
with the design of loyalist plaza and will facilitate the
interconnection of the proposed district energy system
Saint Johns Central Peninsula neighbourhood, but there
are very few places where it can be accessed by the public.
will provide an opportunity to extend the Citys waterfront
improve connections from the waterfront to the rest of the
harbor passage trail system, enhancing linkages between
will support work to update designs and to enable the
Project 4
Funding Stream
Objective
generation of clean energy
Description
sustainability and supporting the Citys growth agenda.
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provide clean, renewable energy for new development on
new businesses and developments to a reinvigorated urban
waterfront.
waste to heat and cool existing and new government and
existing muicipal buildings.
the City of Saint John Community Climate change action
the completion of phase 1 on the district energy system at
Phase 1 (Current Proposal)
water as its primary energy source to heat and cool
Phase 2 (Future) consists of upgrading the energy center to
energy at a high temperature to heat existing buildings.
Phase 3 (Future) consists of connecting up to six large
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Fundy Quay Project
Phase 4 (Future)reduce air pollution from large industrial facilities, making
them more environmentally friendly.
potential to be replicated in other Canadian communities
energy systems.
and has supported municipalities in Atlantic Canada in
the lifetime of the project.
plan, the City will continue to share their lessons learned
could be a model for other communities.
technologies through the introduction of innovative
technologies to improve energy and the operational
Environmental Assessment
expense of maintaining individual heating and cooling
faciities. Annual maintenance savings are estimated at will not have any negative environmental impact on the
developments the cost of mechanical, heating and Johns Newfoundland, which have similar characteristics
to the natural environment of Saint John.
generators.
renewable energy sources to divert energy expenditures not involve wells and discharged sea water returned to
to the local economy the harbour will vary minimally and will have no thermal
over the lifetime of the project.
any approval to operate and given the proposed project
location, a coastal Watercourse and Wetland Alteration
the use of local and renewable energy sources to heat
and cool the integrated buildings.
will be achieved by reducing corporate and community
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2. Green Infrastructure
12
Green Infrastructure
Project
Unlocks $95M in
Connections
Tax Base Growth
Funding Stream
Objective
Reduced
680 New
and Stormwater;
Pumping
adapt and withstand climate related impacts, natural
Residential
disasters and extreme weather events
Station
Units
Costs
Description
wastewater infrastructure in order to improve
environmental performance, increase wastewater
some of the oldest wastewater infrastructure in the
country, which includes combined terra cotta sewers
growth centre for the City.
City is nearing completion of its Central Peninsula
population and economic growth through
repositioning and densifying underutilized lands,
reversing decades of decline and harnessing the
City for growth, strategic investments are needed
in green infrastructure together with streetscape
renewal and active transportation improvements.
projects that would be implemented to accomplish
Right: Vision for South End Revitalization from the Central
Peninsula Neighbourhood Plan.
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the goal of increased wastewater and storm capacity:
7.75km of
increase the volume of wastewater directed for
Streetscape
treatment.
Renewal
$1.7M in
analysis, develop strategies and implement projects
to increase capacity to manage and treat wastewater.
New Tax
Revenue
infrastructure to direct any raw sewage discharges
1,225 New
analysis.
Residents
drive a more compact and sustainable development
pattern, reducing the Citys carbon footprint
and enhancing tax based growth opportunities.
more system capacity available for future growth and
development.
environmental performance.
relating to pumping and treating storm water.
the end of their asset life.
have a positive impact on reducing greenhouse gas
chemical use at the wastewater treatment facilities,
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Green Infrastructure
John has a legacy of aging infrastructure and is
approach is needed to optimize City assets, improve
environmental performance, adapt to climate change
infrastructure is a barrier to realizing the Citys
growth objectives which targets density to the urban
make these areas more sustainable and attractive to
reinvestment and to reduce transportation related
greenhouse gas emissions. With approximately
100 kilometers of combined sewer in the overall
sewerage system, renewal of this system to optimize
environmental performance, adapt to climate change
Above: Union Street Reconstruction Cross Section.
and positionthe City for growth opportunities would
Below: Map of Combined Sewer & Potential Development Sites
not be feasible without funding assistance from the
were placed in a common trench with the watermain
combined sewer with a separate sanitary and storm
sanitary, storm and water laterals to the buildings will
the surface infrastructure (asphalt, curb, sidewalk and
of the surface infrastructure to current standards
with asphalt roadways, concrete curb and sidewalks.
replace the watermain and to reinstate the surface
wide, the overall combined sewer separation
in the Central Peninsula are beyond the intended
service life, with sections of combined terra cotta
upgrading green infrastructure in the priority growth
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areas of Saint John which will yield the highest
already developed areas and reducing demand on
cross connection analysis in select areas of the City,
need for new infrastructure ad making best use of
existing assets.
Below: Conceptualization of a Re-Imagined Sydney Street Active
Transportation Corridor
as there is high risk of failure of the aged combined
sewer systems and the possible restriction on
development in the key growth areas which in most
cases date back well over a 100 years with resulting
impact and disruption to residential and business
customers in the high density areas of the uptown
core.
Targeting renewal of streetscapes and sewer
and enhance capacity to drive the levels of growth,
part of the City of Saint Johns Central Peninsula
investment would leverage and translate into the
following new units and associated tax revenue:
annually.
will also result in recovery of sewer system capacity
which will allow for growth and development in
critical areas of the City where growth has slowed due
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Green Infrastructure
units to key suburban growth areas in the
near the Tucker Park campus and in the east
infrastructure currently under construction.
due to localized constraints in the Citys
waste water infrastructure system. A strategy
is needed to optimize this infrastructure and
the system and improve wastewater system
capacity.
will optimize use of these assets, improve
environmental performance and importantly,
support growth of the urban core and priority
suburban growth areas, making these areas
more sustainable and attractive to development.
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City of Saint John
http://www.saintjohn.ca
City of Saint John
15 Market Square
PO Box 1971
Saint John, New Brunswick
E2L 4L1
(506) 658-2951