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2016-10-13 Finance Committee Open Session AgendaCity of Saint John Finance Committee Meeting -]Open Session Thursday, October 13t", 2016 S:OOpm 1.1 Police Services 1.2 Finance & Administrative Services 1.3 Growth & Community Development Services 1.4 Saint John Water 1.5 2016 Year End Projections City of Saint John Finance Committee Meeting Thursday, October 13, 2016 Committee of the Whole 1. Call to Order Si vous avez besoin des services en frangais pour une r6union de Conseil communal, veuillez contacter le bureau du greffier communal au 658-2862. Each of the following items, either in whole or in part, is able to be discussed in private pursuant to the provisions of subsection 10.(2)(4) of the Municipalities Act and Council / Committee will make a decision(s) in that respect in Open Session: 4:30 p.m., 8th Floor Boardroom, City Hall 1.1 Financial Matter 10.2(4)(c) SAINT JOHN BOARD OF POLICE COMMISSIONERS ONE Peel Plaza, E2L OEl PO Box 1971 Saint John, New Brunswick Canada E2L 4L1 Bureau des Commissaires du Service de Police de Saint John C. P. 1971 Saint John Nouveau -Brunswick Canada E2L 4L1 ANNE -MARIE MULLIN Chair/ Pr6sident JENNIFER CARHART Vice Chair/Vice President BRIAN BOUDREAU Secretary/Secr6 taire MAYOR DON DARLING Commissioner/Commissaire GARY SULLIVAN Commissioner/Commissaire MICHAEL HAYCOX Commissioner/Commissaire JOHN T. W. BATES, M.O.M. Chief of Police/ Chef de Police DAPHNE WAYE Executive Administrator/ Secr6taire Administrative Telephone/T616phone: (506) 648-3324 E-mail/Courriel: policecommissionCc�saintiohn. ca SAINT JOHN Explore our past/ Explorez notre passe Discover your future/ D6couvrez votre avenir October 5, 2016 Mr. David Merrithew Chair, Finance Committee City of Saint John P.O. Box 1971, 15 Market Square Saint John, NB E2L 41_1 Dear Mr. Merrithew: Subject: Presentation by the Saint John Board of Police Commissioners to the City of Saint John Finance Committee In regard to the above captioned matter, attached please find the following for the Finance Committee meeting scheduled for Thursday, October 13, 2016 at 4:30 p.m. 1. Saint John Police Force 2017 Service Based Budget; 2. Public Safety Communication Centre (PSCC) 2017 Service Based Budget. A PowerPoint presentation will be shown at that time as well. If you have any questions, please do not hesitate to contact our office. Yours very truly, Anne -Marie Mullin, Chair Saint John Board of Police Commissioners AMM/dew Attachments (2) SAINT`Y'�- �ONN '00\,\0'- '�OACE SJPF & PSCC 2017 OPERATING BUDGET Presentation to Finance Committee ❑Open Session October 13, 2016 44 SA/A,,- Y-S&N ' .011E FOACE SAINT JOHN POLICE FORCE CORE SERVICES ❑ Crime Reduction ❑ Emergency Response ❑ Law Enforcement ❑ Victim Services ❑ Public Order 44 SA/A,T`Z/'SONN ' .011E FOACE Saint John Board of Police Commissioners has three broad priority areas, which are the focus of SJPF planning and operations: ❑ Saint John shall be a safe community for all its residents ❑ All citizens of Saint John must feel safe in our community. ❑ The SJPF shall be among the most cost-effective and cost efficient municipal police forces in the country. 44 SA/A,,--Y-SONN ' -0110- FOACE INTELLIGENCE LED POLICING BUSINESS MODEL ■ • •M -900140U4!1 lIC Iti]llllllllllhli�l iO. VA[14N11i to crime reduction is a hybrid of evidence based crime reduction, enforcement and engagement practices. It is a systems solution to crime problem solving, that often transcends jurisdiction. ❑ Crime Reduction as Continuous Improvement Dhe ILP business model is a sustained and disciplined process to achieve crime reduction. It MMUZ4MF ®DVUMJMDMS WEE FUP GEMJP ®lR E (2 ❑ solving is constantly evaluated and adjusted for best outcomes. ❑ Leading the Country in Crime Reduction Dor the period 2008- 2015 inclusive, the Saint John CMA has lead the country in significant , sustained crime reduction. As a metric, crime reduction is a concise measure of police performance. 44 SA/A,T`Z/'SONN ' .011E FOACE .SJPF 2014 PUBLIC SATISFACTION SURVEY Significant improvements over 2010 Survey results ❑ Number citizens who feel safe at home and walking alone. ❑ Concerns over crime in their neighbourhood. ❑ Perceived crime trends in their neighbourhood. ❑ Overall performance/interaction with SJPF Years of Sworn Police Officers Service Male % Female % Total 1 - 5 years 16 12.8% 6 23.1% 22 6 - 10 years 27 21.6% 5 19.2% 32 11 - 15 years 27 21.6% 3 11.5% 30 16 - 20 years 15 12.0% 8 30.8% 23 21 - 25 years 15 12.0% 1 3.8% 16 26 - 30 years 20 16.0% 3 11.5% 23 30+ years 5 4.0% 0.0% 5 125 100.0% 26 100.0% 151 83% 17% Years of Police Civilan Staff Service Male % Female % Total 1- 5 years 0 T 0.0% 6 23.1% 6 6 - 10 years 0 0.0% 3 11.5% 3 11 - 15 years 0 0.0% 4 15.4% 4 16 - 20 years 1 0.8% 4 15.4% 5 21 - 25 years 0 0.0% 2 7.7% 2 26 - 30 years 2 1.6% 0 0.0% 2 30+ years 0 0.0% 0 0.0% 0 3 2.4% 19 73.1% 22 14% 86% 2016 (YTD) 2015 2014 2013 2012 Budget $ 377,484 916,000 910,000 827,000 800,000 Revenue Actual $ 599,807 1,198,400 1,563,810 1,584,410 1,030,086 Variance $ 222,323 282,400 653,810 757,410 230,086 Budget 2016 (YTD) $ 16,218,828 2015 241269,759 2014 23,559,662 2013 22,777,842 2012 22,724,065 Expenses Actual Variance $ 15,703,797 $ 5151031 241215,040 54,719 241452,564 - 892,902 24,396,352 - 1,618,510 22,962,716 - 238,651 2016 (YTD) 2015 2014 2013 2012 Budget $ 15,841,344 23,353,759 22,649,662 21,950,842 21,924,065 Net Operating Expenses Actual $ 15,103,990 23,016,640 22,888,754 22,81 1,942 21,932,630 Variance $ 737,354 337,119 239,092 861,100 8,565 Wages & Benefits Goods & Services Total Budget Net Change Revenue Net Operating Expenses $20,142,411 4,127,348 $241269,759 $20,628,277 3,591482 $241219,759 ($50,000) $21,634,920 3,228,853 $24,863,773 $644,014 $916,000 $700,000 $650,000 $24,649,662 $23,519,759 $24,213,773 4.88% (10.10%) 2.66% (7.14%) (2.95%) 44 SA/iyT`Z/'SONN ' a0\,,CE FORCE SUMMARY OF BUDGET CHANGES ❑ Wages and Benefits are estimated to increase by 7.41 %over the last two years and the 2016 and 2017 contractual wage adjustment for SJ PA officers is still an unknown variable. ❑ Goods and Services have been reduced by 21.77% during the same two year period and this has created a significant risk with respect to running an efficient and adequate police service. 44 SA/iyT`Z/'SONN ' a0\,,CE FORCE AREAS OF EXPOSURE/CONCERNS ❑ SJ PA wage settlement is a huge unknown for 2016 and 2017. ❑ The Overtime budget remains the same for 2017 only to minimize the overall budget increase. ❑ The goal is to reduce overtime costs for 2017 and subsequent years through operational efficiency. 44 SA/iyT`Z/'SONN ' -0"r-I- FORCE AREAS OF EXPOSURE/CONCERNS ❑ Goods and Services have been drastically slashed since 2015 and expenses such as vehicle maintenance, training, and the need for necessary equipment and supplies are vulnerable areas to maintain the current police operations. Revenue Budget Actual Variance 2016 (YTD) $ 640,776 $ 709,320 $ 68,544 2015 943,662 9441417 755 2014 792,820 895,775 102,955 2013 781,912 763,998 - 17,914 2012 739,248 787,033 47,785 Budget 2016 (YTD) $ 1,681,516 2015 21,488,769 2014 21,493,179 2013 21491,853 Expenses Actual $ 1,5 86,977 2,317,441 21287,912 2,244,656 Variance $ 94,539 171,328 205,267 247,197 2012 21292,610 21211,087 81,523 Net Operating Expenses Budget Actual Variance 2016 (YTD) $ 1,040,740 2015 1,545,107 2014 1,700,359 2013 1,709,941 2012 1,553,362 $ 877,657 1,373,024 1,392,137 1,480,658 1,424,054 $ 163,083 172,083 308,222 229,283 129,308 Wages & Benefits Goods & Services Total Budget Net Change $21249,633 $21228,000 239,136 $2,488,769 252,400 $2,480,400 ($8,369) $2,168,844 (2.66%) 202,700 (19.69%) $2,371,544 (4.39%) ($108,856) Revenue $943,662 $930,000 $953,405 2.47% Net Operating Expenses $1,545,107 $1,550,000 $11418,139 (8.51%) . •r 1 , sgrNr'�OMAN '60\,\G'- FORCE QUESTIONS? municipal service ...the only mandatory service under the Municipalities Act. The Core Businesses (core services) of the Saint John Police Force are Crime Reduction, Emergency Response, Law Enforcement, Victim Services, and Public Order. These services are tightly integrated in order to deliver the most effective public safety outcomes. It is not practical to disassociate the services when defining outcome measures. Saint John Police Force Community Outcomes and Performance Measures will be global indicators of public safety effectiveness and efficiency. Community Outcomes are: • Enhanced safety, security and quality of life will be achieved through effective law enforcement activities, crime reduction strategies, and partnerships between the community and the Police Force. • Policing will be delivered by AN an organization that is professional, respectful, well trained and fiscally responsible. Police services will reflect value for money. • The community will receive an effective and timely response to their service requests, with appropriate follow-up and actions. Crime Reduction is a public service—provided in partnership with the community—that establishes a pattern of attitudes and behaviour directed at both reducing the threat of crime, and to help develop environments where crime cannot flourish. Crime reduction is achieved through intelligence -Led Policing, public relations, crime reduction strategies and problem solving (including environmental design), public education, community policing and partnerships that result in a safer community. Service Drivers • Repeat locations, repeat offenders, repeat • Hot spots (concentrations of activity) victimization • Hot products (e.g.; laptops, GPS, etc.) • Community expectations • Prolific offenders • Public policy (national, provincial, local) • Demographics / the economy / industry • Public service gaps: social safety net / mental health / education / addiction services • Partnerships Service Goals • Investment in crime reduction pays dividends in both social well-being and economic health of the City. • Safer neighbourhoods contribute to an enhanced sense of community that often attracts business, immigration and residential development to the area. • A safe community is a primary condition for economic investment and business growth. • Crime reduction is a sustainable response in providing public safety. • Calls for service • Urban design / product design (CPTED) • Policing the Region • Provincial Threat Assessment • Crime reduction enhances the sense of safety and security in our neighbourhoods ...positively influencing the quality of life in our communities. • Crime reduction has a direct impact on costs associated with Police response to criminal events, and other public costs of crime. • Public Safety is a primary condition for community quality -of -life. Service Statistics Service Statistics are not in themselves measures of Police Performance; they are indicators of a change in frequency or pattern of public safety issues or Police Force response. These metrics are used internally — often in a'dashboard' fashion —to facilitate management of resources. • Crime rate • Crime Reduction Strategies • Crime Severity Index • Persistence of Hot Spots • Clearance rates • Patterns—time to engagement • Crime trends • Partnerships • Police Services will be • Repeat offenders • Incident reports: timeliness, accuracy proactive in reducing the • Repeat locations • Repeat victims effects and impact of crime. Saint John Police Force 2017 Service Profile — October 2016 SAINT JOHN Community Outcomes Public Safety is a primary municipal service ...the only mandatory service under the Municipalities Act. The Core Businesses (core services) of the Saint John Police Force are Crime Reduction, Emergency Response, Law Enforcement, Victim Services, and Public Order. These services are tightly integrated in order to deliver the most effective public safety outcomes. It is not practical to disassociate the services when defining outcome measures. Saint John Police Force Community Outcomes and Performance Measures will be global indicators of public safety effectiveness and efficiency. Community Outcomes are: • Enhanced safety, security and quality of life will be achieved through effective law enforcement activities, crime reduction strategies, and partnerships between the community and the Police Force. • Policing will be delivered by an organization that is professional, respectful, well trained and fiscally responsible. Police services will reflect value for money. • The community will receive an effective and timely response to their service requests, with appropriate follow-up and actions. • Police Services will be proactive in reducing the effects and impact of crime. Emergency Response is a public service which results in a Police resource being promptly dispatched in reaction to ongoing or very recent criminal activity, major accidents, death outside a health care environment, suspicious activity or alarms. These are almost always cases where officers respond to Calls -for -Service (911 calls.) The events may be violent or nonviolent, criminal or non -criminal in nature. Often they are potentially high-risk situations, although emergency response also includes suicides, accidents and disasters. Other examples of emergency response calls -for -service for crimes in progress are crowd control, high-risk search warrants, domestic disputes, interpersonal disputes, hostage rescue, and support for major operations. • Serious crimes in progress • Seasonal/ weather • Community Events • Technology (internet / cell phones/ police communications, etc.) • Co -response (multi -agency) protocols • Citizens, victims and businesses gain direct benefits from Emergency Response services — speed of delivery, intervention, violators brought into compliance, and suspension of unwanted activities — resulting in increased public safety in the community. • Serious events in progress (traffic accident; disaster) • Political unrest (protests) • Community awareness (media/ PIO / MADD / community partners, etc.) • Proactive and self -initiated calls vs. reactive and serious in -progress calls • Sense of personal safety is closely associated with confidence that police emergency response will be prompt, reliable and professional. Service Statistics are not in themselves measures of Police Performance; they are indicators of a change in frequency or pattern of public safety issues or Police Force response. These metrics are used internally — often in a 'dashboard' fashion — to facilitate management of resources. • Response time, by CAD Priority Code • % at scene, by CAD Priority Code • % with incident reports, by CAD Priority Code • Weapon involved offences • Number of calls, by CAD Priority Code • Firearm involved offences • Officer Use -of -Force reports • Police service/conduct complaints /r,—_, Saint John Police Force 2017 Service Profile — October 2016 SAINT JOHN Community Outcomes Public Safety is a primary municipal service ...the only mandatory service under the Municipalities Act. The Core Businesses (core services) of the Saint John Police Force are Crime Reduction, Emergency Response, Law Enforcement, Victim Services, and Public Order. These services are tightly integrated in order to deliver the most effective public safety outcomes. It is not practical to disassociate the services when defining outcome measures. Saint John Police Force Community Outcomes and Performance Measures will be global indicators of public safety effectiveness and efficiency. Community Outcomes are: • Enhanced safety, security and quality of life will be achieved through effective law enforcement activities, crime reduction strategies, and partnerships between the community and the Police Force. • Policing will be delivered by an organization that is professional, respectful, well trained and fiscally responsible. Police services will reflect value for money. • The community will receive an effective and timely response to their service requests, with appropriate follow-up and actions. • Police Services will be proactive in reducing the effects and impact of crime. Law enforcement is a public service provided to the community, in response to the Force's statutory mandate to enforce federal, provincial and municipal laws (by-laws). The Law enforcement process generally consists of determining that a crime took place, solving the crime, apprehending the offender, and contributing to a successful prosecution. Law enforcement may also include related functions such as drug enforcement, complaint investigation, by-law enforcement, and traffic enforcement. • Community expectations/City-wide policing • Quality of Life determines place of residence • Calls for service • Legislation / case law / compliance costs • Public service gaps: social safety net / mental health / education / addiction services • Life cycle planning: policing and other costs; sustainability framework; CPTED (design) input Service Goals • Citizens, businesses and victims benefit from law enforcement activities such as direct intervention, crime investigations, violators brought into compliance, suppression of unwanted activities, and complaints received and investigated. • Priority neighbourhoods • Economic disparity (esp. with growth) • Demographics / the economy / industry • Technology (internet / cell phones / fraud / applications / phishing / identity theft, etc.) • Cruise ships / tourism • Policing the Region • Intelligence -driven • Provincial Threat Assessment • Law enforcement is a key element of the criminal justice system and augments the rule of law ...resulting in improved public safety in the community, contributing to quality of life, and enhancing security of investment. Service Statistics Service Statistics are not in themselves measures of Police Performance; they are indicators of a change in frequency or pattern of public safety issues or Police Force response. These metrics are used internally — often in a 'dashboard' fashion — to facilitate management of resources. • Number of indictable offences • % incident reports with supplements/ victim • Clearance rates • Traffic complaints • Successful prosecutions • Gang activity Saint John Police Force 2017 Service Profile — October 2016 follow-up • Traffic accidents • Public opinion: Safety • Public opinion: police service SAINT JOHN Community Outcomes Public Safety is a primary municipal service ...the only mandatory service under the Municipalities Act. The Core Businesses (core services) of the Saint John Police Force are Crime Reduction, Emergency Response, Law Enforcement, Victim Services, and Public Order. These services are tightly integrated in order to deliver the most effective public safety outcomes. It is not practical to disassociate the services when defining outcome measures. Saint John Police Force Community Outcomes and Performance Measures will be global indicators of public safety effectiveness and efficiency. Community Outcomes are • Enhanced safety, security and quality of life will be achieved through effective law enforcement activities, crime reduction strategies, and partnerships between the community and the Police Force. • Policing will be delivered by an organization that is professional, respectful, well trained and fiscally responsible. Police services will reflect value for money. • The community will receive an effective and timely response to their service requests, with appropriate follow-up and actions. • Police Services will be proactive in reducing the effects and impact of crime. The Victim Services program — as point of entry — provides crisis intervention and support to primary victims and secondary victims (such as witnesses, family, emergency service providers). Victim Services provides: emotional and practical support at the time of crisis; resource and case specific information; advocacy; referral to community agencies; court accompaniment; and short term, ongoing and long- term follow-up support. The victim is the frame of reference — the centre piece — of interventions. Service Drivers • Calls for Service (CAD) • Demographics /the economy • Public policy (national, provincial, local) • Collaboration with Sworn Members • Serious calls / traumatic events • Partnerships / links with community agencies • Coordination of information, service, etc. • Requests for service / information • Past practice / service provision • Past experience/ former clients GoalsService • Victim Services ensures that those impacted • Providing a focused resource to the victims of crime contributes to the social well-being of the community ...it supports those most vulnerable, in situations where they are least able to care for their own practical and emotional needs. • A comprehensive and holistic service based on a victim -centric point -of -view. • Reduction of repeat victimization. • Reduced level of trauma and distress. by crime or other traumatic experiences receive support and assistance designed to aid in restoring and enhancing their quality of life. • Enhanced community profile of the Police Force bundle of public safety services generally, and Victim Services specifically. • Education and increased base of knowledge. Service Statistics are not in themselves measures of Police Performance; they are indicators of a change in frequency or pattern of public safety issues or Police Force response. These metrics are used internally — often in a 'dashboard' fashion —to facilitate management of resources. • Number of volunteers • Volunteer Hours • Number of incident reports where Victim Services program is referenced in narrative Saint John Police Force 2017 Service Profile — October 2016 SAINT JOHN Community Outcomes Public Safety is a primary municipal service ...the only mandatory service under the Municipalities Act. The Core Businesses (core services) of the Saint John Police Force are Crime Reduction, Emergency Response, Law Enforcement, Victim Services, and Public Order. These services are tightly integrated in order to deliver the most effective public safety outcomes. It is not practical to disassociate the services when defining outcome measures. Saint John Police Force Community Outcomes and Performance Measures will be global indicators of public safety effectiveness and efficiency. Community Outcomes are: • Enhanced safety, security and quality of life will be achieved through effective law enforcement activities, crime reduction strategies, and partnerships between the community and the Police Force. • Policing will be delivered by an organization that is professional, respectful, well trained and fiscally responsible. Police services will reflect value for money. • The community will receive an effective and timely response to their service requests, with appropriate follow-up and actions. • Police Services will be proactive in reducing the effects and impact of crime. Public Order is a service provided to the community to mitigate the impact and restore order in what are often non -Criminal Code or non-violent events — such as vandalism, nuisance, disputes, panhandling, traffic violations, prostitution and noise ...events that impact noticeably on the quality of peoples' lives. Service is provided by way of direct consultation and intervention in public protests and labour disputes, problem -solving non -crime complaints, and proactive monitoring and intervention in crime patterns that may compromise quality of life or that may lead to more serious crimes. Early intervention is intelligence -driven. • Planned events / unplanned events: proactive • Intelligence driven vs. reactive • Public expectations • Patterns of behaviour • Partnerships (e.g.; DARE, Crime Stoppers, MADD, STAC, PULSE, Board of Trade, ONE, PULSE, CBSA, etc.) • Public disorder -type activities greatly influence community perception of public safety, and are particularly worrisome for portions of our community that are most vulnerable, such as the elderly, families with younger children, and single women. • This police service asserts community standards of public order and results in improved public safety in the community ...contributing in multiple ways to an enhanced quality of life. • Community standards (self -identified) • Public complaints • Community ownership of issues • Interventions (e.g.; Methadone Clinic; Mobile Mental Health, etc.) Widespread presence of public disorder (even relatively minor activities such as littering and graffiti) has proven to contribute to an environment that may generate more serious crimes (... the'Broken Window' syndrome.) Service Statistics are not in themselves measures of Police Performance; they are indicators of a change in frequency or pattern of public safety issues or Police Force response. These metrics are used internally — often in a'dashboard' fashion —to facilitate management of resources. • Summary conviction complaints • Vandalism /graffiti • % of officer service time in community 02 Saint John Police Force 2017 Service Profile — October 2016 SAINT JOHN Performance Measures Service Level Standard Performance Target Type of Measure Measure Self benchmarked (obj. = Sustained Effectiveness Public Opinion — sense of safety in home/ five year rolling average) improvement neighborhood / City Self benchmarked (obj. = Sustained Effectiveness Public Opinion — satisfaction with police five year rolling average) improvement service Self benchmarked (obj. = Continuous 2.41% Efficiency Processed -Based Measures — the right stuff; five year rolling average) improvement -12.98% on schedule; process metrics Iperating Budget 2,130,541 1,973,615 -7.37% 1,809,983 2.66% $24,269,759 $24,219,759 % Change 2017 % Change $22,649,662 2015 2016 From 2015 Projected$290,000 Service Revenue $386,000 $290,000 -24.87% 0.009/o Other Funding Sources 530,000 410,000 -22.64% 360,000 -12.20% Total Revenue $916,000 $700,000 -23.58% $650,000 -7.14% Salaries & Benefits Goods & Services Other* Total Expenditures General Funding Required FTEs $20,142,411 $20,628,277 2.41% $21,634,920 4.88% 4,127,348 3,591,482 -12.98% 3,228,853 -10.10% 2,130,541 1,973,615 -7.37% 1,809,983 2.66% $24,269,759 $24,219,759 -0.21% $24,863,773 $22,649,662 $23,519,759 0.71% $24,213,773 2.95% 172 176 0 176 0 Administration Police Commission Support Services Patrol Services Criminal Investigations Buildings and Stations Detention Services Automotive Equipment 1,806,389 1,832,224 1.43% 1,897,757 3.58% 111,200 98,344 -11.56% 92,844 -5.59% 2,130,541 1,973,615 -7.37% 1,809,983 -8.29% 13,704,810 13,877,240 1.26% 14,904,406 7.40% 4,054,508 4,422,436 9.07% 4,168,000 -5.75% 1,066,268 922,500 -13.48% 1,076,693 16.71% 540,000 323,000 -40.19% 304,000 -5.88% 856,043 770,400 -10.00% 610,090 -20.81% $24,269,759 $24,219,759 -0.21% $24,863,773 2.66% lity Note 1 Expenditures - 2017 compared to 2016 Salaries — Projected increase for 2017. Variance Amount 6 2 Benefits — Projected increase for 2017. 87 3 Decrease in General Services. 0) 4 Decrease in Insurance costs. 0 5 Decrease in Professional Services. 0 6 Decrease in Repairs and Maintenance. 2 3fl14) 7 Increase in Occupant charge for Police HQ. 3 8 Decrease in Purchased Goods. 09 Decrease in Internal from Corporate Services. 010 Decrease in Asset Purchases. 0 — Saint John Police Force 2017 Service Profile — October 2016 SAINT JOHN Community Outcomes ' ' The Public Safety Communication Service is a public service that receives emergency (911) and non - The Public Safety emergency requests for service from citizens and emergency personnel. It is responsible for communication (911) questioning callers to understand the nature of the call for service, the determination of required Service ... resources in accordance with established standards and guidelines, contact with those resources to set the appropriate response in motion, and to provide at scene support as required. • Improves public safety in the community that Drivers contributes to an • Citizen expectations for efficient emergency • Agreements with the Province of New enhanced quality of life. and non -emergency assistance. Brunswick and other organizations. • ESP requirements for operating support. • Contributes to the social well-being and economic health of the City. Strategic Focus Areas (3 to 5 Years) • To provide a single point of contact for the • To provide continuous 24/7 operation 365 • Helps to build safer public in need of assistance from emergency days a year. neighbourhoods that service providers for emergency and non- • To be an effective link in the emergency contribute to an emergency requests. response continuum. enhanced sense of community which often attracts business, Service Statistics immigration and • Volume of emergency (911) calls processed • Volume of non -emergency calls and internal residential development, in 2015 was 40,000 — representing 23` a of the services provided to the Saint John Police all of which support total calls in New Brunswick Force and Saint John Fire Department was economic investment approximately 200,000 in 2015. and business growth. Performance Measures ObjectivesService To provide efficient Response Rate: Response rates are an indication of how response to emergency Percentage of the time efficient the Public Safety Communication calls - answering all 911 calls within 18 seconds, 95% of the time. To ensure citizen needs are addressed. Previous satisfaction rate of 98%. that 911 calls are Centre is at delivering the service. answered within the established service level standard. Citizen Satisfaction: Percentage of people surveyed as part of the Saint John Police Force Satisfaction Survey (every 3 years) that are satisfied with service delivery. Citizen satisfaction rates are an indication of how well the service is responding to community needs. SAINT JOHN Service Revenue Total Revenue Salaries & Benefits Goods & Services Total Expenditures General Funding Required FTEs $943,662 $930,400 1 -1.41% 1 $953,405 1 2.47% $943,662 $930,400 -1.41% $953,405 2.47% 249,633 239,136 $2,228,000 252,400 -0.96% 5.55% $2,168,844 -2.66% 202,700 -19.69% 488,769 $2,480,400 -0.18% $2,371,544 -4.390 545,107 $1,550,000 0.32% $1,418,139 -8.51% 28 28 0 28 Note Revenues – 2017 compared to 2016 Variance Amount © Slight increase in annual revenue by 2.47%.r� Note Expenditures – 2017 compared to 2016 Variance Amount —77 Decrease in Wages and Benefits. 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optimize[tbperation allRervices.0 M Wages[&Menefits0 $258,7680 Goods&3ervices0 $89,9120 Total[#xpenditures0 $346,6800 0 Revenue0 $25,0000 0 Fuli fime]Equivalent[lositions(FTE)0 Management/Professional0 1.000 InsideCWorkers0 2.000 TotaINTED 0 3.0017 Administrative[II)ther[Support3ervices0 ® InformationErechnology[F�-[hardware0 and[bther@upport.0 Mp E 2017[Approved[Serviceffiased[BudgetM M M M 420 0 Assign inglbIIlitivic1bddresses1bndlatreet0 names5vithinRhe[Citylbf3a int©ohn.0 Ma inta in ingllheMity'sMnterpriserG ISM forlbmployeellselbnd2heMeb® MappinglbppiicationlorN)ubliclse.0 ® Ensu rellhatl9treetMameslbndRivicO addresses% re[bssigned[basedRbnM NB911@tandards[bnd[tuidelines,CbndO res pectl1hOrByiflawMespectin gRheO Numbering[tbfMuiIdings[@nRhelEity[tbfM Saint©ohn",IlhelffGenera INRegulationM Emerge ncyM)llrAct"lbnd3heM "E merge n cy[D 11R1ct".0 ® Maintain,Mpdatelbndl)ublishdvebM services; ® Ensurelthat@ensitiveltbr[thirdM)arty0 usetestrictedMataRslbnlylbvailableRoM Cityl9taff;lbndM ® 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IN ® TheMumber[6fillata@ales[bnd0 disseminationNs@loselyMiedMoIbnd0 fluctuatesrbasedrbnrlherbmou ntnbf0 developmentrhappeningRndherEity.❑' ® The[GISMivision[i�ncourages[3elfiM serviceM)yllbrovidingMseful[loolslbnd0 informationMitherlthroughOheMISM viewerrbr[theXity's[lvebsite.LrheO "Mapsr&[AirrlPhofos"i=t Il )nerbfrthe0 mostq)opu la r[3ectionsnbf3hedvebsite0 withllhe[lbublic.0 IN ❑7 M 0 M 2017[Approved[Serviceffiased[Budget0 0 0 0 430 0 ON Finance & Administrative Services include: ❑ Financial Management Service ❑Assessment Management Services ❑ Materials Management ❑ Risk Management ❑ Fleet Management ❑ Facilities Management ❑ Real Estate ❑ Information Technology Systems ❑ Information Technology Systems ❑ Geographic Information Systems (GIS) 2 SAINT JOHN Financial & Administrative Services Operating Budget 2016 Operating Budget $13,521,532 ❑ Finance ❑ Assessment L 4�L�6 ❑IT&GIs i ❑ Asset Management SAINT JOHN General Operating Budget - $151,542,184 ■ Growth & Development ■ Public Safety ❑ Transportation & Environment ❑ Finance & Administration ❑ Corporate Services ❑ Other Charges SAINT JOHN 1 s General Operating Budget - $151,542,184 ■ Growth & Development ■ Public Safety ❑ Transportation & Environment ❑ Finance & Administration ❑ Corporate Services ❑ Other Charges SAINT JOHN Financial Management: Provides guidance to Common Council, the 0 SAINT JOHN D Facility Management: Responsible for the management of a portfolio of City -owned building infrastructure, comprising of approximately 80 buildings having an area over 600,000 ft2. Facility Management also includes an in-house Carpentry shop that completes requests for user departments, as well as in-house building maintenance personnel who support the operation of the Saint John City Market. $4,438,389 20 FTEs Real Estate: _1- v �v SAINT JOHN ❑The Finance and Administrative Services team enables the delivery of municipal services that are effective and efficient in meeting the needs of our community. ❑Service delivery focuses on: 0 Responsible financial management 0 Sustainable life - SAINT JOHN ❑Continuous Improvement Objective: Reduce spatial footprint of City Hall by a minimum of 9,000 ft' while ensuring space improves access and delivery of service Changes: Potential to reduce City Hall space to between 32,000 • -V SAINT JOHN F Market Square HVAC Maintenance �I Objective: Implement measures to reduce costs related to HVAC maintenance, common Cl Facilitator: understanding of lease agreements/contract Kevin Loughery Process Owner: Outcome: Understanding of lease and contract Samir Yammine requirements to develop a contract management Sponsor: Kevin Fudge plan, awaiting data to complete analysis Phone Utilization & Optimization Objective: Reduce duplicate users by 50%, eliminate unassigned lines and one number up to Cl Facilitator: 5 phone sets where feasible (Target $17,000). Evelyn Hatfield Process Owner: Outcome: Criteria was established (low frequency Jessica Smith + no impact to customer service) and a guideline Sponsor: Kevin Fudge was established. 01 SAINT JOHN Asset management program: ❑ effectively manage existing and new infrastructure to maximize benefits, reduce risk and provide satisfactory levels of service to community users in a socially, environmentally and economically sustainable manner I" ONE SERV 1Cr GE =[XI�E ❑ Long-term financial planning: Align financial capacity with long- term service objectives planning 11 Annual General and Utility Operating & Capital Budgets -Longterm revenue and expenditure forecast and analysis (including capital investment planning) - Debt management policy - Reserves SAINT JOHN ❑Strategic purchasing by partnering with the Province or other municipalities, for example: ❑Cell phones, smartphones, data airtime packages: joint RFP with Moncton, savings $80K. ❑Computers - PCs, Notebooks & Toughbooks: piggyback on the provincial agreement, savings $100K -140K. ❑ Implement a new trunk radio system for Protective Services (Police &Fire) 12 Q -)-- SAINT JOHN ❑Implementation of a new fleet model that promotes efficiencies, effectiveness, transparency and accountability: I] Introduction of a new fleet policy ❑Implementation of fleet management information system ❑Adoption of service level agreements ❑Implementation of a new internal vehicle charge back system ❑ New vehicle replacement fund model ❑Optimize fleet utilization 13 Q -)-- SAINT JOHN ❑ Cash center processed approximately 85,000 payments ❑ Processed payments for goods and services acquired (8,100 cheques / 25,000 invoices) ❑ Processed and sent out approximately 46,640 water and sewerage bills and 1,000 miscellaneous invoices ❑ Prepared Consolidated Financial Statements for the City of Saint John as well as financial statements for Saint John Industrial Parks, Saint John Non Profit Housing, Saint John Transit, and Saint John Parking Commission ❑ Procure required goods and services for all City departments through established tendering and request for proposal procedures ❑ Managed over 400 claims 14 SAINT JOHN ❑ Responsible for Fleet maintenance, vehicle and equipment acquisitions, vehicle rentals, and fleet fuel management for 325 City -owned vehicle and equipment with a value of over $35 million ❑ Manage a portfolio of City -owned buildings, comprising of approximately 80 buildings having an area over 600,000 ft2 that have an estimated replacement value of over $85M; and have annual maintenance expenditures of approximately $1.2M per year on average u SAINT JOHN ❑ 2016 Revenue budget: $4.1 Mil (36% of total revenue from own sources) Revenue Budget 2016 2,000,000.00 1,800,000.00 1,600,000.00 1,400,000.00 1,200,000.00 1,031,561.00 1,000,000.00 800,000.00 600,000.00 450,000.00 400,000.00 200,000.00 0.00 Interest Income Rentals & Fees Wel 1,885,000.00 389, 300.00 Internal Services Inter -Fund Charges PA,ZiZ:][iZ�I�xiI�7 Other Miscellaneous RevendOr SAINTT JOHN ❑ Internal service revenues: Related to services that Finance & Administrative services provide to agencies, boards and commissions as well as other external organizations. 2016 BUDGET NON PROFIT HOUSING 50,000.00 PENSION PLAN 1501-000.00 TRANSIT COMMISSION 491-000.00 INDUSTRIAL PARKS 101-000.00 GIS SERVICES 221-000.00 IT SERVICES 1081-300.00 TOTAL 389,300.00 17 SAINT JOHN ❑ Finance & Administrative Service revenues: Over budget from 2012 to 2015. ❑ 2013 revenue surplus of $1.4 Mil mostly due to accounting adjustments (Fringe benefit clearing and benefit program true -up based on actuarial valuations). ❑ 2015 revenue surplus of $747K mostly due to extra revenue from LED street lighting, Market Square profit sharing, insurance proceeds and vacation accrual true -up. Budget --I Overbudget 5,000,000 1,407,051 4,000,000 747,775 D 283,463 3,000,000 2,000,000 1,000,000 18 2015 2014 2013 127,737 2012�%_ SAINT JOHN ❑ 2017 revenue budget: $388K less than 2016 mostly due to lower interest and lower rental revenue 2,000,000.00 1,800,000.00 1,600,000.00 1,400,000.00 1,200,000.00 1,000,000.00 200,000.00 0.00 W1 Recommended Revenue Budget 2017 1,031,561.00 818,516.00 300,000.00 450,000.00 0 Interest Income ■ Revenue Budget 2016 1, 885, 000.00 1, 885, 000.00 389,300.00 364,000.00 409,000.00 409,000.00 Rentals & Fees Internal Services Inter -Fund Charges Other Miscellaneous Revere SAINT JOHN ❑ Finance & Administrative services were under budget from 2012 to 2015. The surpluses ranged from 2.3% to 3.8% of total Finance & Administrative service budget. 16,000,000 14,000,000 320,003 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 20 2015 Budget ❑ Underspend 2014 420,627 506,864 2013 ---- ! ------ ---- 1373,733 2012 SAINT JOHN 2015: Goods & services were under budget by $492K because mitigation measures were put in place to offset deficit in snow control services 2014: Salaries & benefits were under budget by $461K due to vacancies 2015 Budget 2015 Actual 10,000,000 8,903,142 9075,122 9,000,000 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 Salaries & benefits 4,651,167 4 4,159,184 Goods & Services ■ 2014 Budget 10,000,000 9,000,000 8,961,001 8,499,812 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 - t Salaries & benefits 2014 Actual 4,494,618 Goods & 4,535,180 s SAINT JOHN ❑ Salaries & Benefits were under budget by $317K in 2013 and $359K in 2012 due to vacancies ❑ 2013 Goods & Services were under budget by $189K mostly because of lower City Hall rental cost 2013 Budget ■ 2013 Actual 9,000,000 8,426,568 8,109,331 8,000,000 7,000,000 6,000,000 5,000,000 4,797,952 4,608,325 4,000,000 3,000,000 2,000,000 1,000,000 Salaries & benefits Goods & Services LL 9,000,000 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 2012 Budget 2012 Actual 8,186,506 7,827,227 Salaries & benefits 4,634,919 4,620,465 Goods & Sel9kes SAINT JOHN Over 4 year period, salaries & benefits increased while goods & services stayed flat or decreased 2015 Budget ■ 2014 Budget 2013 Budget 2012 Budget 10,000,000 9,000,000 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 Salaries & benefits Goods & Services L3 10,000,000 9,000,000 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 2015 Actual ■ 2014 Actual L 2013 Actual 2012 Actual Salaries & benefits Goods & Mrmges SAINT JOHN ❑ 2017 Budget: $13,700,645 (2016: $13,521,532) ❑ Goods & services are cut by 5% to offset increases in salaries & benefits 10,000,000 9,000,000 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 MAI ■ 2017 Budget 9,434,811 9,060,700 Salaries & Benefits 2016 Budget 4,265,834 4,460,832 Goods & Services SAINT JOHN ON GrowthMMommunityMevelopment[Services[Dverview0 TheffirowthlbndC:EommunityMevelopmentlServicesReam1beliversC&ervices3hatlgupport3heltommunitygn[M achievingNtsmongftermWisionlbf[havingCbffliverse,Wibra nt,CiesiIient,lbnd[bnvironmenta IlylgoundCiconomylbnd1M a[N/ibra ntlbndmivableCCommunity.RServices[Encludeq)rovidingY&uidance,M]irectionlbndl&upportllorM development[thatq)romoteslaustainablelbnd[fiscallyCgesponsibleltrowthlbndCinhancesl?4uaIitylbfmifedorlbur1M reside nts[byCworking[1oCtreatelhewlndlkenewedq)lacesNvhereq)eopleCwant[tomive,Nvork[bndRnvest[bndM throughl)artnerships,[buiIdingl9trong1bnd[bealthyCtommunitiesC4vhereq)eople[feel3afelbnd1tonnected.0 OrganizationaffioalsO Tol-l�stabIishltheltityrbf[Saint0ohn[bslService[fbased,Cgesults1briented,[high3)erformance3)ubliclaerviceM organization.0 M ServicerBased0 Results[Driented ® Con side ring[1helbeeds[3bf[the0 ® Lead ing@mart[trowth,@reating0 communityfbs[b[&vhoIeM moreltomplete,liscaIIy0 ® CreatingfbpportunitieslorlitizenM sustainableltommunities0 feedbacklbnd3nput0 ® Inc reasing[4uaIity[3bf[Mifelnd[the0 ® Res pondingli ffectivelylbnd0 attractiveness[bf3heMity0 efficientlyRofbddress[Rommunity0 ® Ensuring@ommunities[bre@afe0 needs0 and[bealthyF?l ® Leve ragingNevenuefgeneratio nM opportunities1bndlxternal0 partnershipsM 0 Draft[2017P? 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In[bartnershipNvith[the[:Eommon[clerk,Meveloped[bCbew[Reporting[:framework[for[bII[29[bf[the[:Eity[3bf[Saint0ohn's[bffiliated[bgencies,0 boa rdsIndlommissionsA ® In[bartnershipNvith[the[dight[tities[bf[New[Brunswick,[developed[bnd[bdvanced[b[ditiesl)olicyM)latformMoMhe[Eovernment[3bfMewO Brunswick. ® InvestmentCbf[bumanCgesources[to[dnsure[theMity'sOnterests[bre[bdvanced[EnCthe[Province's[dffort[toRnodernizeMocal[:Governance.0 ® SupportCdnd[Coordination[:to[theRhewly[lormedMrowth[Committee,IMncludingCtheC8trategicMirectionlbf3heC:GommitteeCdnd3heCauportlbf[bM biweeklyCgequencing[3bf[ineetings.0 Draft[2017F?l M M M 80 2016 Building Permits snicvr [01 IN January 1 to October 6 Cy- PIanSJAargets35%V ro wthJnAheO PrimaryMevelopmentM rea0 ° i Dratt[20170 ° °° 0 � O CS)00 o 0 66 o �� °°0° 0 000 �® m "V o 0 m� 0 °oCl) o 0 8 0 o° �8 0 o° ® $ o O O m °� O ° ° 7 00 0 O o 8 0 OO O CDQ 00 0 0 E) CPO 0 0 0 Construction Values Inside PDA: $80,999,967 0 ° $1 - $100,000 (584) 0 O $100,001 -$1,000,000(73) O $1,000,001 $5,000,000 (6) O$5,000,001 - $15,000,000 (3) Outside PDA: $8,177,302 0 $1 - $100,000 (65) O $100,001 -$1,000,000(11) Q $1,000,001-$5,000,000(1) Note: There were 307 permits issued with a value of $0. 0 ° o 0 Outside PDA Inside PDA 91% $89,177,269 in Total Value 0 0 9a 2016 Building Permits ,- m snicvT foxN January 1 to October 6 0 O ' 0 PlanSJCtargetsWS%RjrowthRinDthe3ntensification0 ° Areas;N5%grftrbanDbncfgO%ln3uburban0 ° ° f3 ° ° 0 CD 6 intensificationarreas00 �$ ° ° Cb ; V ° ° ° h.06%& EP o t3 0 ° ° l ° CD ° 06 Of ° O °0 ,QQom-°, ° ° : �a peD erp,, ° °p ° 00 O "OD O O' 0 4A ° 5 0 1930 00 o ° $ l O $ ° CD o eaD ° q9 0 °° <' 0 0 f - C ° o ° 0 O °Qbb 8 pu0 00 O g% _ -- _. 0 o Suburban 0 Intensification Outside PDA Areas ° 0J% o Suburban l0% 0 Outside PDA Intensification o 0 11% Areas 0 8% S • ° • Urban Urban Stable Area s� Intensification • Intensification in PDA Areas • Areas 47% 34% I • • Stable 32% in PDA • j'; 49% $89,177,269 in Total Value I Note: There were 307 permits issued with a value of $0. 1,050 Permits Issued Dratt[20170 0 1o0 20170nitiatives,[Major[ProjectslbMErowthA[Community[Planningliighlights0 ® ImplementationnbfMne[Stop[Shop[ServiceRm prove ment3)rogram,Nvith1bPfocus1bnrkustomer[facing[MmprovementsRo[luIlylbperationaIize3he0 0neNtopMevelopment[ghop1bnd[#!nsurelgervice3argets1bre[Jbeinggnet.00ontinuedMesourcesAolgupport[the[?nhanced[tompliancel)rogramA ® Conti nueffimplementation[bfMJrbanMevelop ment3ncentivel)rograms[btCkurrent[Mevels[bf[fundingMolgupportCgustainable[trowthlbnd[housingM intensificationOn[the[UptownMentral[FeninsuIa.0 ® Implementation[bNrevenue[generationq)rogram,1@ncludingResources3oCsupport4)riorityMepartmenta14)rojects[bnd[bstablishltlear1ahort[bndM long[term[targetsdorlbew[3br[knhancedCgevenu e[for3heMity[bf1saint©ohne ® Leadershipgnlgupporting[the18uccessful[kxecution[3bf[:council's[jbiIotnbf2heMewlgtandingkommitterNtructureNvithCgespect[to[leadership[bnd[d 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impactedfbyaesources3equired3o3 supportlitontinuousmmprovementlbfTlheO OnerStopMevelopment3hop,nhew0 programslbnd3nitiativesgrevenue3 program,Mconomic[evelopment0 coordinationlbndlgupport3o3heErowth0 Committee)lbs[vellMsliturrentl!kaca ncies.0 The3aunchlibfMheCtheighborhoodq)lanning0 initiatives ltontingentnbnfbccessingla external[fundinglbndlitannotrbeq)ursued0 with in3herl,xisting1udgetlapacity.0 0 Thererbregho3esourcesrbvailable3o3 support3he[Near[Pla nSJMeviewrlJueflorfl renewal3nr2017;RecommendMeferral0 pendingrtompletionlbf0heighbourhood3 planninglbrogram.0 0 Thereslsflimitedq)roject[unding3o3 supportmmplementation[K)ne[Stop0 Develop mentr$hoprlorr2017.QThe3ocus0 willrbelbnl@mplementinglttustomer[lacingM improvements[vithi nrbvailable3esources0 and3heftompletionrOtherLegalM complianceq)ilotq)rogram3ofl,nsureMigh3 levelsrbf@omplia nce[vith11hew0 communityl3tandards.QTherelreDho0 Draft[2017P? 0 0 WagesMMenefits0 $1,121,0490 G00dsl&3ervices3 499,015*0 PlanSJ[Tmplementation0 157,3060 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SAINT JOHN GrowthAMommunity0 Planning One[Stopmevelopment0 Shop G Total GCD[ServicesMudgetj2016) GCD ABCs Budget0 GCDMity[ServicesMudget GCD[Eity[Services Staffing ■ Growthl&l:ommunityMevelopment[Services ■ Other[Eity3ervices $9,647,828 $5,406,812 $4,241,016 34 FTE SAINT JOHN Growth and Community Planning Community Planning Economic Support Revenue Generation One Stop Development Shop Permitting & Inspections r20161Budget Infrastructure Developmen .. Heritage Conservation By-law Compliance 4 lr-_ SAINT JOHN • SubstantialltompletionlbfRiwardKvinning®ne3topO Develop ment3hop2narksB0%dmprovement in[buildingCIbermit0 turnaround[limeslbnd[tustomerCgervicelbnhancements • SuccessfuIla unchlbfMrban2levelopment®ncentives4wogram0 yielded[4[bpproved[grant[bgreementsWaluedlbtC$IORnillion0 dollarsl$21nillionSlated[for[2016)lbndl9Cbeautification3)rojects • 21gieritage%rantsAunded YTD[leveragingl$1.48[ nillion[beritage0 investment • LaunchlbfMewkorporatelevenuel)rogram;Generating 4000deas • Presentation[bf[first[Statelbf[Saint©ohn[Economyleport0 • Exceeded3argetsOn3heldangerousluildingsCVbrogram • Processedgnore3han[105000ermits[kaluedMt[$89MlillionffTD,O 99 %Oncreaselbver[2015,191%lbflbctivity[Ms[Mn3he[PDA 5 SAINT JOHN City provides support to the 4 City - funded economic development agencies and Invests in key economic assets 0 External7unding 2016Mudget Economic Agencies $1,980,600 Economic Assets0 $3,426,212 Total[Economic Development0 $5,406,812 Revenues $1,040,000 enterprise SAINT ]oHN II Ek -Dec R�, G SAINT JOHN SAINT JOHN We WATERFRONT Trade & SMNT konvention Centre SAINT JOHN • 20163otaiDtevenue[:budget:[$2,056,300[X18%Cibf3otailgervicelievenues) • Growthl&[EommunityMevelopment[ServiceMevenuesl@ncludel�evenues[from0 developmentC:bpplications,Warket[5quareCV)arkingCikaragelbndlbtherWiscellaneous0 revenues 2016[:Budget 11,200,000 1,038,9000 C williollifill (". 11 111 (•:� 11 111 7 834,4000 Development[Revenues City3ervices 183,0007 OtherMevenues I Market[Square[Farking ABCs SAINT JOHN Servicelevenues3verelbImostlbn3)udget3n20131bnd[1014;lbndMnderludget®n0 2015AM0123nostlyld ue3omowerRievelopmentleven ues1b ndli m i ngOssues[Matedlom recove rylbfCgeve n u es. 2,500,000 [1,500,000 2015 2014 2013 2012 SAINT JOHN • DevelopmentHRevenues Planning,[wilding,11nfrastructureMppIications 0 1,600,000 1,400,000 112001000 1,000,000 800,000 600,000 400,000 200,000 0 2015 2014 2013 2012 ■ Actual SAINT JOHN 2017Mevenuesl)rojectedRo[be[$758KNnore3han[Z016Cnostly[bue3o[bigher[buiIding0 perm itReven ue[b nd[bdd itiona Reven ue[from3he%Aa rket[5q ua re. x,600,000 [?1,400,000 a,200,000 x,000,000 [E00,000 [E00,000 [400,000 [200,000 10 ■ 2017[Budget ■ 2016[Budget DevelopmentMevenues Other[Revenues Market[5quareTarking SAINT JOHN • GrowthRMommunityMevelopment[gerviceslverelinder[)udgetlrom[-012[ 00 2015.0 • The[gurpluseslianged[from[B.71%ltolb.25%lbf3otalMrowthl&[Eommunity0 DevelopmentCgervice[budgetllargelyMuellol&acancies,[budgetRnitigationlbfforts0 and[MowerWarketCgquareltosts. 112,000,000 110,000,000 [E,000,000 [E,000,000 04,000,000 [2,000,000 im 11 2015 Expense[Budget * Underspend I 555,0600 I --j---- --- 1 469,004 580,5080 2014 pr 1 2013 -'--- - '- ' 317,6010 2012 �•=- SAINT JOHN 13,500,000 - 13,000,000 - [3,500,000 - 12,000,000 - [1,500,000 - 11,000,000 - 300,000 - ® - 12 2015Mudget ■ 2015Mctual 3,247,3170 3,112,021M Salaries[&[Benefits 3,204,9021fl 3,192,576 I I 2,333,1160 2,135,0160 I I I 931,0610 721,723[ ionI I Goods[RIServicesl Market[5quare common[brea[tosts City3ervices ABCs ABCslbnd35rants SAINT JOHN [x,500,000 [x,000,000 [x,500,000 [x,000,000 [1,500,000 x,000,000 [500,000 If a, 3,302,3830 3,062,6790 SalariesAMenefits 2014Mudget ■ 2014Mctual I I I 2,306,2260 2,139,76821 I I 961,7130 871,0510 I I Goods[&[Services Market[Squareltommon arealkosts City3ervices ABCs 3,075,9850 3,103,8050 ABCslbnd[3rants SAINT JOHN [3,500,000 [3,000,000 [2,500,000 [2,000,000 x,500,000 a,0OO,000 [300,000 3,123,9630 3,043,6890 2013Mudget ■ 2013Mctual 1 I 982,955M 713, 075MM Salaries[&Menefits Goods[&[Services I Market[Square[tommon arealkosts 2,273,3520 m M 2,053,7820 CrEyLoervices A13LS 2,910,966M2,900,1810 ABCs[bnd%rants SAINT JOHN [x,500,000 [x,000,000 [x,500,000 [x,000,000 11,500,000 11,000,000 [00,000 im 15 2,910,0580 1 2,770,5570 Salaries[&[Benefits 2012Mudget 7 2012Mctual 2,088,9390 2,028,0650 790,4900 743,6340 �m I 2,776,945M2,706,574M Goods[&[Services Market[Squarelkommon ABCs[bnd[Erants arealkosts City3ervices ABCs SAINT JOHN SaIariesl&lbenefits,C:grants1bnd[lunding3o ftencies,[boards[bndlommissions1bnd14arket0 SquareCtommon1breaCtostsNverelbn3helptrendNvhilell;oods[&C�ervicesltayed[flatlbver[bM 4h/ea r[7periodJ20120-015). 2015[Budget ■ 2014Mudget 2015[Actual ■ 20141Actual 2013Mudget 2012Mudget 2013Mctual 2012Mctual 13,500,000 13,500,000 13,000,000 13,000,000 12,500,000 12,500,000 12,000,000 12,000,000 01,500,000 01,500,000 a,000,000 x,000,000 1500,000 1500,000 Salaries[& Goods[& Market ABCs[bnd Salaries[& GoodsZ Market ABCs[bnd Benefits Services Square Grants Benefits Services Square Grants common arealkosts common arealkosts 16 SAINT 1011N • 2017[:Expense[Budget:$10,075,14212016:[$9,647,828);C:Eity3ervices:[$4,591,016 • 2017[?SCD[FundinglloMrantsOncreasely4397K[br[12%lbfludget[lIuellollransfer[from0 capita l3olbperating[forMrbanRievelopmentOncentivesCprogram • Good s[:&Cgervices[breltut[by[4%3o[bffsetOncreasesOnCgaIa ries[&[benefits 3,500,000 d 3,283,3500 3,217,4740 r3,000,000 r2,500,000 r2,000,000 [1,500,000 x,000,000 r500,000 9 SalariesRlBenefits 2017[Budget ■ 2016Mudget I I I 2,333,1160 2,333,1160 I I I 847,6660 883,5421 I I I GoodsXrServices I Market[SquareMommon Areartosts 17 City3ervices I ABCs I 3,611,0100 ABURIErants SAINT JOHN • Conti nuous3mprove mentRbfMne3topMevelop mentShop;0 Rea IlocatedSpecialq)rojectCgupport • Resources[toCgupportl JrbanMevelopment3ncentiveslorogram0 for[Lentral[:Peninsulalbt20163evelsCbfCgupport;Ckeduced[ eritage0 grantsMo201411evels • NewOnitiative:[taunchlbf[Neighbourhood[PIanning;Ctontin ent0 onlbxternallfundin • Deferrallbf[Five[N/ear[PIanSJCIeview • Conti nuedCiocuslbnCcorporateMevenue[Program;lbdvance0 prioritylbpportu n ities0 • EnhancedlbconomicMnd3ociallieporting;lbndlupportM i me rgove rn m e nta llbffa i rs • Support3heMrowthMommittee0with19trategyMeve Iopment W SAINT JOHN woo 2017[5ervice[BasedMudget GrowthC&CEommunityMevelopment[5ervices OctoberMO16 SAINT JOHN Saint©ohn3Nater[Services®verview0 TheMitylbf[Saint©ohn j) rovidesCgvaterlbndCwastewater[gervicesMo[homes,[businesses,OndustrylbndO institutions[throughMts[UtiIity[Saint©ohnWater.QheseCgervices,CbssentialRo[lheltommunity's[bealth,0 environmental3)rotection,D4uaIity[bfmife[bnd[economy,[brelkeguIatedMnder[the[Frovince'srEleanWater[ActM and[theMlean[Environment[Act.0 Organizational[Eoals0 Tol�stabIish[the[Eitylbf[faint©ohn[bslblgerviceffiased,Ciesults[b Hented,[high[berformance[bubIic[gerviceM organization.M IN Service[BasedM Resultsl)riented0 High[Performance0 ® Considering[the[beedslbf3heM ® Cl ean,Cgafeldrinking[4vater,0 ® CoIIaborative,C9trategicaIIy0 community[bs[b[4vhole0 ensuring[bdequatelgupply0 mindedNvorkforce0 ® Creating[bpportunitieslor0 ® Qua Iity,[fiscaIlyCgesponsibleM ® Culture[focused[bnM citizen[feedbacklnd[Mnput0 maintained[MnfrastructureM contributing[to0communityM 0 Respond ing[�ffectively[bnd0 ® Cl ean,[healthy[3batural0 goalslthroughl&erviceMeliveryF?l 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IndustrialMNater3ervicem m m m m m m m M WatershedM4anagementm 487,0000 467,0000 467,0000 1.990 O.Om 479,0000 491,0000 m M Water[PumpinglbndQransmissionm 1,000,0000 942,0000 942,0000 4.940 O.Om 966,0000 990,0000 0 M CustomernMeteringm 147,0000 110,0000 110,0000 0.750 O.Om 113,0000 116,0000 m M Total[Servicem $1,634,0000 $1,519,0000 $1,519,0000 7.680 O.Om 1,558,0000 1,597,0000 0 m m m m m m m m m m M Wastewater[Servicem m m m m 0 m m M Wastewater[Pumpingm 2,821,0000 3,005,0000 3,005,0000 13.380 0.620 3,080,0000 3,157,0000 0 M WastewaterMollectionm 2,906,0000 3,192,0000 3,192,0000 18.830 1.240 3,272,0000 3,354,0000 m M Wastewater[Treatment0 4,405,0000 4,367,0000 4,367,0000 18.10 0.930 4,476,0000 4,588,0000 m M Total[Service0 $10,132,0000 $10,564,0000 $10,564,0000 50.310 2.790 10,828,0000 11,099,0000 m m m m m m m m m m m M Municipal[Engineeringm $1,278,0000 $1,330,0000 $1,330,0000 9.940 O.Om 1,363,0000 1,397,0000 m m m m m m m m m m m m Other3nternal[Eharges0 $650,0000 $750,0000 $750,0000 IN IN $770,0000 $780,0000 0 mmmm m m m m m m m m M NetrPension[Costsm $1,410,0000 $1,392,0000 $1,392,0000 m m $1,422,0000 $1,434,0000 m m m m m m m m m m m M FiscalKharges0 m m m m m m m 0 0 Debt[Servicingm $7,874,0000 $7,458,0000 $7,458,0000 m m $8,572,0000 $10,155,0000 m M Capital[from®peratingm $11,279,0000 $12,725,0000 $12,725,0000 m 0 $12,055,0000 $5,000,0000 m M Total[FiscalMhargesm $19,4153,0000 $20,183,0000 $20,183,0000 0 m $20,627,0000 $151155,0000 m m m m m m m m m m m M Saint3ohn3NaterMudgetm $43,947,0000 $45,250,0000 $45,250,0000 119.230 5.030 $47,544,0000 $49,050,0000 0 0 20170 0 0 SJWW2. ? 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EngineeringlOService[tevelslbndMesourcesM Provide@lesign[bnd[@onstruction0 management[[or[lherbnnuaMate rM0 Sewerage3JtilityrTundrEapita IMP rogramrd 0 Sup port1bnnuallleviewrbndrievisionsrto0 genera Rpecifications0 Coordinate3vith3heMity's[Fina ncelb MEN Intergovernmenta l[Affairs3)ivisions[bnd0 theRProvincelbnd/or[Federa IM Govern mentrbnrinfrastructurerfunding0 agreements0 20170 0 Infrastructure�brojects[designed[bnd0 constructedlbsUbutlinedgn3heN:apital0 program[3ubmission0 ® Updatedlenera ll3pecifications3 ® Funding[bgreementsrt�stablished3oO fi na ncemnfrastructureMpgrades0 0 0 SoundingineeringMesign[bnd0 construction[Inanagement6lsri�ssential0 toq)rotect[ihelnviron mentlbnd0 provide@afe,[ttlean[drinking3vater[by0 providing®nfrastructure0hat[@srbuilt0 properlyRisingl&oundR�ngineering0 standards.0 o The[development[Indlbpplication0 of[gound[ihngineering@tandards0 ensures3he3ongltermmntegrityrbfrd theMity's3vaterlimManitary0 systems.0 0 Wages[&[Menefits0 $1,034,3360 Goods[&[Services0 295,6640 Total[Expenditures0 $1,330,0000 0 Revenue❑0 $1,330,0000 0 Fuli fimeMquivalent[Positions0 Management/Professional0 6.690 Inside[WorkersM 3.250 Temporary[INartE]fimeNositionslJ 0.00 Total[FTED 9.940 0 Ad min istrativeGIMther[Support3ervices0 ® FleetM-Mquipmentlbvailability0 0 PurchasingM-r#�ngage mentlbf0 consultants[bnd[itontractors0 0 HumanMesourcesC-Igtaffing[VItraining0 0 Lega10-mandRssues,lbgreements0 0 Real[EstateMand3ssues,lbcquisition0 0 IT[M-M pportrbf[3oftwa re[lor@IesignM nd0 asset3nventory0 0 Intergovernmenta l[AffairsM coordinationrtbfgundinglbpplications0 0 SJ WM24? ? ON Saint John Water Surplus 2012-2015 2,500,000 2,000,000 1,500,000 1,000,000 5 000 505,104 00 , 2012 1,475,130 2013 2,030,633 2014 644,450 2015 SAINT JOHN 1,200,000 1,000,000 800,000 600,000 400,000 200,000 (200,000) (400,000) 2015 Variance Results Revenue (600,000) (438,203) . Salary/Benefit (158,322) 937,856 Goods and Services 303,119 Fiscal Charges SAINT JOHN 4,000,000 3,000,000 21000,000 1,000,000 (1,000,000) (2,000,000) (31000,000) 2014 Variance Results - $2,030,633 Surplus 3,356,017 Revenue 1,087,972 63,158 Salary/Benefit Goods and Services Fis ges (2,476,514) SAINT JOHN 1,000,000 900,000 800,000 700,000 600,000 500,000 400,000 300,000 200,000 100,000 2013 Variance Results - $1,475,130 Surplus 168,251 Revenue 907,537 207,812 Salary/Benefit Goods and Fiscal Charges Services SAINT JOHN 2012 Variance Results - $505,104 Surplus 2,000,000 1,500,000 1,000,000 406,581 500,000 Revenue Salary/Benefit (500,000) _ (11000,000) (11003,250) (11500,000) 1,778,818 Goods and Services Fiscal Charges «rte (677,045) SAINT JOHN 47,500,000 46,500,000 45,500,000 44,500,000 43,500,000 42,500,000 41,500,000 Saint John Water Revenue 2016-2017 Budget 43,947,000 2016 45,250,000 2017 fir_ SAINT JOHN 24,000,000 22,000,000 20,000,000 18,000,000 16,000,000 14,000,000 12,000,000 � 1.06% 10,000,000 8,000,000 6,000,000 Salary/Benefit -4.41 8.57% Goods and Services Fiscal Charges 00, 2016 ■ 2017 SAINT JOHN Saint John Water Services: 1. Drinking Water 2. Industrial Water 3. Wastewater 4. Engineering (shared with MES) john IV, o v m S . yQJ � O �4r a Water V0'ye Services provided to residential, commercial, industrial and institutional. Services are essential to the community, health, environment, quality of life and economy. SAINT JOHN 2017 Operating Budget = Required Revenue = $45,250,000 Af $11,31.9,000 $2,060, $12,725,000 $7,458,00 $22,925,000 $2,142,000 2016 Budget ja (pera[ar g LxperIses ■ Internal Support Charges IR Debt Servicing ■ Capital From Ope rat i rig 2017 Budget d Operating Expenses ■ Internal Support Charges Debt Servicing ■ Capital Frorn Operating n6!4 --r 1w SAINT JOHN Drinking Water Service ❑ Watershed Management ❑ Water Treatment ❑ Water Pumping & Storage ❑ Water Transmission & Distribution ❑ Customer Metering 2017 Operating Budget $9,512,000 SAINT JOHN Industrial Water Service ❑ Watershed Management ❑ Water Pumping & Transmission ❑ Customer Metering 2017 Operating Budget $1,519,000 SAINT JOHN Wastewater Service ❑ Wastewater Pumping ❑ Wastewater Collection ❑ Wastewater Treatment 2017 Operating Budget $10,564,000 SAINT JOHN Engineering Service ❑ Engineering 2017 Operating Budget $1,330,000 SAINT JOHN 0 Water and Sewer Rate Study 0 Communications Plan for the Utility 0 Asset Management SAINT JOHN Focus 0 Continue work on the Safe Clean Drinking Water Project ($27,240,875) 0 Commission West side wells 0 Continue with Phase 13 of watermain cleaning and lining ($1.355M) 0 Phase II watermain renewal on McAllister Drive ($800k) D Construct two new sewage lift stations, W&S renewal & street reconstruction on City Line and Pokiok Road SAINT JOHN 17 --■- SAINT JOHN Proposed Program Summary For - 2017 Category No. of Other Projects Share Utility Share Total Infrastructure Renewal - Sanitary 15 $2,835,000 $2,855,000 $5,690,000 Infrastructure Renewal - Water 11 $1,756,250 $3,753,750 $5,510,000 Safe, Clean Drinking Water 1 $27,240,875 $0 $27,240,875 TOTALS: 27 $31,832,125 $6,608,750 $38,440,875 Summary of Capital Costs (Utility Share) Safe, Clean Drinking Water 0.0% Infrastructure Renewal - Water 56.8% Infrastructure Renewal - Sanitary 43.2% MDH: MUNICIPAL DESIGNATED HIGHWAYS PDH: PROVINCIALLY DESIGNATED HIGHWAYS RDH: REGIONALLY DESIGNATED HIGHWAYS This is a tentative program listing of proposed capital projects. w&s: WATER AND SEWER RELATED PROJECTS This list has not been approved by Common Council. C-**: PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR *: PROJECTS DEPENDANT ON FUNDING FROM OTHERS priority assignments are subject to change at any time. Infrastructure Renewal - Sanitar Project Location Description Other Utility Share Share Clyde Street City Road to Forest Street Renew approx. 90m of timber sewer with 250,000 900mm sanitary sewer, including construction management services. Currie Avenue Pugsley Avenue to Visart Street Renew 165 m of 300mm concrete sanitary 0 160,000 sewer, including construction management services. McLellan Street Pokiok Road to Highland Road Renew approx. 1 IOm of 250mm concrete 90,000 30,000 sanitary sewer (1960), including design and construction management services. Project to be partially funded under the Clean Water Wastewater Fund. Pokiok Road Spar Cove Road to Dead End Renew approx. 120m of existing 300mm, and 270,000 90,000 225mm Terra Cotta with new 200mm sanitary sewer, install a pumping station and required piping to connect two houses that currently do not receive treatment, including design and construction management services. Project to be partially funded under the Clean Water Wastewater Fund. Autumn Street Wright Street to Glenburn Court Design services to renew approx. 120m of 0 40,000 (including Glenburn Court to existing 200mm, 300mm, and 375mm T.C. dead end) with new 200mm, and to extend services approx. 50m with new 200mm sanitary sewer. Visart Street Adelaide Street to Natalie Street Design services to renew approx. 110m of 225 0 40,000 mm T.C. (1925) with new 200 mm sanitary sewer. Leinster Street Sydney Street to Carmarthen Design services to renew approx. 130m of 0 40,000 Street 300mm T.C. with new 200mm sanitary sewer. Fegan Court Wellesley Avenue to end Design services to renew approx. 75 m of 300 0 40,000 mm sanitary sewer. Sanitary Sewer System - Various Locations Design and construction of infrastructure to 0 400,000 CSO/SSO Controls remove floatable materials in CSO and SSO chambers to meet requirements set out in the approval to operate granted by DOE City Line Fort Dufferin Road to Existing Pumping station and required piping to connect 225,000 395,000 Sanitary Sewer sanitary sewers from four houses at the end of City Line and direct flows to the nearest sanitary sewer, including construction management services. Project to be partially funded under the Clean Water Wastewater Fund. MDH: MUNICIPAL DESIGNATED HIGHWAYS PDH: PROVINCIALLY DESIGNATED HIGHWAYS RDH: REGIONALLY DESIGNATED HIGHWAYS This is a tentative program listing of proposed capital projects. w&s: WATER AND SEWER RELATED PROJECTS This list has not been approved by Common Council. C-**: PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR *: PROJECTS DEPENDANT ON FUNDING FROM OTHERS priority assignments are subject to change at any time. Infrastructure Renewal - Sanitar Project Location Description Other Utility Share Share Tilley Avenue Tilley Avenue to Marsh Street Install approx. 152m of new 200mm sanitary 0 500,000 sewer, a pumping station, force main, and line 80m of existing sewer under highway to separate flow to LS # 6, including construction management services. Wastewater Treatment Morna Heights Wastewater Upgrade of mechanical system to increase 1,125,000 375,000 Facilities - Local Treatment Facility process efficiency of the existing treatment facilities in accordance with the previous study, including design and construction management services Project proposed to be partially funded under the Clean Water Wastewater Fund. Structural lining Various Locations Design services to line existing deteriorated 0 20,000 sanitary sewers. Lancaster Lagoon Lancaster Lagoon Analyze and Design upgrades to the existing 0 100,000 grit collection system at the Lancaster Lagoon or design a new grit collection system. Wastewater Treatment Greenwood Subdivision Upgrade of mechanical system to increase 1,125,000 375,000 Facilities - Local Wastewater Treatment Facility process efficiency of the existing treatment facilities, including design and construction management services Project proposed to be partially funded under the Clean Water Wastewater Fund. TOTAL: $2.835.000 $2.855.000 MDH: MUNICIPAL DESIGNATED HIGHWAYS PDH: PROVINCIALLY DESIGNATED HIGHWAYS RDH: REGIONALLY DESIGNATED HIGHWAYS This is a tentative program listing of proposed capital projects. w&s: WATER AND SEWER RELATED PROJECTS This list has not been approved by Common Council. C-**: PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR *: PROJECTS DEPENDANT ON FUNDING FROM OTHERS priority assignments are subject to change at any time. Infrastructure Renewal - Water Project Bulk Water Dispensing Stations Location East and West Description Installation of two new bulk water dispensing stations, including design and construction management services. Project to be partially funded under the Clean Water Wastewater Fund. Other Share 150,000 Utility Share 50,000 * Watermain Cleaning and Various locations Cleaning and lining of existing unlined C.I. 1,355,000 0 Lining Phase 13 watermains to improve pressure, water quality, and fire flows. Project to be funded under G.T.F. Currie Avenue Pugsley Avenue to Visart Street Renew 165 m of 150 mm C.I. watermain with 0 185,000 200 mm watermain, including construction management services McLellan Street Pokiok Road to Highland Road Install approx. 52m of 200mm watermain for 45,000 15,000 looping, including design and construction management services. Project to be partially funded under the Clean Water Wastewater Fund. Pokiok Road Spar Cove Road to Dead End Renew approx. 90m of 50mm brass watermain 206,250 68,750 with 150mm watermain, renew approx. I I 5 of 200mm C.I. watermain to improve water quality and fire flows, including design and construction management services. Project to be partially funded under the Clean Water Wastewater Fund. PCCP Repair and West For repairs on the 1500mm and EMI Scanning, 0 420,000 Inspection including design and construction management services. McAllister Drive Civic # 402 to Mountain View Renew approx. 640m of 250mm and 300mm 0 800,000 Drive C.I. watermain with new 300mm, including construction management services. District metering Various locations Installation of flow meters on watermains 0 400,000 Program within the distribution system and the creation of a program to monitor and audit the water usage in each district, including design and construction management services. SCADA System Various locations Design of reliable independent link for 0 450,000 monitoring of water and wastewater infrastructure including hardware and software upgrades and design and construction management services. MDH: MUNICIPAL DESIGNATED HIGHWAYS PDH: PROVINCIALLY DESIGNATED HIGHWAYS RDH: REGIONALLY DESIGNATED HIGHWAYS This is a tentative program listing of proposed capital projects. w&s: WATER AND SEWER RELATED PROJECTS This list has not been approved by Common Council. C-**: PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR *: PROJECTS DEPENDANT ON FUNDING FROM OTHERS priority assignments are subject to change at any time. Infrastructure Renewal - Water Project Location Description Other Utility Share Share Riverview Drive Riverview Drive Renew 90m of 100mm C.I. watermain with 0 90,000 150mm watermain that curently runs under the thruway, including design and construction management services. Musquash Pumping Musquash Pumping Station Relocate substation across the road under the 0 1,275,000 Station 69KV Transmission Line, including design and construction management services. Phase A TOTAL: $1.756.250 $3.753.750 MDH: MUNICIPAL DESIGNATED HIGHWAYS PDH: PROVINCIALLY DESIGNATED HIGHWAYS RDH: REGIONALLY DESIGNATED HIGHWAYS This is a tentative program listing of proposed capital projects. w&s: WATER AND SEWER RELATED PROJECTS This list has not been approved by Common Council. C-**: PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR *: PROJECTS DEPENDANT ON FUNDING FROM OTHERS priority assignments are subject to change at any time. Safe, Clean Drinkin4 Water Project Location Description Other Utility Share Share Safe, Clean Drinking TBD Safe, Clean Drinking Water Program envelope 27,240,875 Water Program for 2017. Details of program for 2017 to be established and approved by Common Council. TOTAL: $27.240.875 SAINT JOHN DRAFT WATER SERVICE BASED BUDGET 2017-2019 2016 Approved 2017 2018 2019 Budget Budget Forecast Forecast Operating Expenditures Drinking Water Watershed Management 262,000 229,000 235,000 241,000 Water Treatment 2,382,000 2,455,000 3,742,000 10,173,000 Water Pumping & Storage 1,158,000 1,086,000 1,113,000 1,141,000 Transportation & Distribution 5,172,000 4,992,000 5,117,000 5,245,000 Customer Metering 716,000 750,000 769,000 788,000 Industrial Water Watershed Management 487,000 467,000 479,000 491,000 Water Pumping & Transport 1,000,000 942,000 966,000 990,000 Customer Metering 147,000 110,000 113,000 116,000 Wastewater Wastewater Pumping 2,821,000 3,005,000 3,080,000 3,157,000 Wastewater Collection 2,906,000 3,192,000 3,272,000 3,354,000 Wastewater Treatment 4,405,000 4,367,000 4,476,000 4,588,000 Infrastructure Management Municipal Engineering 1,278,000 1,330,000 1,363,000 1,397,000 Other Internal Charges 650,000 750,000 770,000 780,000 Additional Post -Employment Benefits 1,410,000 1,392,000 1,422,000 1,434,000 24,794,000 25,067,000 26,917,000 33,895,000 Fiscal Charges Debt servicing 7,874,000 7,458,000 8,572,000 10,155,000 Capital from Operating 11,279,000 12,725,000 12,055,000 5,000,000 Total Fiscal Charges 19,153,000 20,183,000 20,627,000 15,155,000 Total Expenditures 43,947,000 45,250,000 47,544,000 49,050,000 SAINT JOHN WATER DRAFT SERVICE BASED BUDGET 2017-2019 2016 Approved 2017 2018 2019 Budget Budget Forecast Forecast Revenues Flat rate Accounts 19,759,000 20,687,000 21,946,000 23,106,000 Metered Accounts 19,213,000 19,463,000 20,420,000 21,028,000 Fire Protection Levy 2,400,000 2,300,000 2,500,000 2,500,000 Storm Sewer Levy 995,000 965,000 955,000 945,000 Other revenues 566,000 671,000 685,000 802,000 Previous Year's Surplus 1,014,000 1,164,000 1,038,000 669,000 Total Revenues 43,947,000 45,250,000 47,544,000 49,050,000 Key Metrics: Flat Rate - Water & Sewerage 1,224 1,296 1,368 1,440 6.30% 5.85% 5.55% 5.25% Meter Rates: Block 1 1.3824 1.4633 1.5445 1.6256 Block 2 0.8803 0.9318 0.9835 1.0351 Block 3 0.3106 0.3288 0.3471 0.3653 Debt Service Ratio 17.92% 16.48% 18.03% 20.70% Beginning Long Term Debt 67,987,000 67,319,000 62,451,000 105,583,000 Principal Payments -4,668,000 -4,868,000 -4,868,000 -6,468,000 New Debt Issued 4,000,000 48,000,000 - Ending Long Term Debt 67,319,000 62,451,000 105,583,000 99,115,000 r II, ii I'r' Jar- t f FINANCEMOMMITTEEMEPORTM r ReportMate0 October[?11,[32016 MeetingMate0 OctoberrI3,2016 Service[Area0 FinancelbndO AdministrativelServices0 0 Members of the Finance Committee Finance Chair and Members of Council 0 SUBJECT. M2016WearfEnd Projections 0 OPENW RXLOSED3ESSIONO This[TnnatterOs[tolbe[MiscussedOnlbpen sessionlbf[the[FinanceW-ommittee0 0 AUTHORIZATIONO Primary[Author0 Commissioner/DeptAiead0 CityWanager0 Hilary ft uyenO KevinTudgeO Jefffrail0 0 RECOMMENDATIONO 0 ItOsCgecommended[that[the[finance[:committeeAubmit[the[tollowingl#eport[toO Common[:Eouncil[forl@nformationO 0 0 EXECUTIVE3UMMARY7 O TheN3urpose[)fPthisaeportlislIoPprovideCthe[FinanceMommitteeRvithPthe[Eity[)fO SaintOohn[32016[gear&ndGIbrojections[bs[bfMuguistB1t",[20161Ior1Ihe1General[bndO Waterl&[SewerageRJtilityMperatinglunds.0 0 0 PREVIOUSWESOLUTIONO N/AD D STRATEGICM LIGNMENTO 0 TheleportVrovides[�bnlbpdatelbnlthe[Economic[Nealth[3bf3he[Eitylbf3aint0ohn.0 0 REPORTO 0 GENERAL®PERATING[FUNDD 0 BasedCbnllheMugustgrearlIo[ sateaesults[ind[)rojectionsaeviewedMith[;ervice0 areas,OtheOGeneralDOperatingOFundOisOpresently0projectedOtoObeDin0a0surplus0 position0atgrearfi�nd0of0approximate lya$1.10MiIDorM.74%DofOtheOtotaI&udget.0 -2- BasedR)nrYEeneralmperatingMudgetR)fC:lipproximate lyl$15IftiIIion,rl3l&ariance0 of®.74%Cwould[beCwidely[tonsidered1bs[beinglbn[budget.0 0 ItM shouldM be0 understood0 thatM theM following0 projectionsM areM based0 ono departmentaIMbestMestimates0as0at0AugustM315t,02016.MWhile0theremare0no0 significantM events0 that0 haveM come0 too theM attention0 of0 staffM toM require0 mod ificationnDf7theseM--stimatesM30hislbme,QactualC3/earM�ndm esultsanaymiffer0 dependinglbnMveatherCtonditionslbslvelllbslbtherinexpectedlvents.M 0 Append WflO(attached)Mrepresents0year&ndOprojectionsMby0serviceDareasOForOthe0 General[Fund.M 0 OverallC7tevenues[bre[trendinglowardsC @ositiveB/arianceR)frbpproximatelyl$484K,0 or®.32%lbf[budget,NvhichOncludes:0 0 1. 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Otherkharges[brel�projectedffofavelb[4)ositiveNtarianceR)fl$383K[br[I.3%lbfffhem total[)udgetMueffolbffavorablel&arianceOnffiscalkharges[)ecauseA)f[)orrowingm lessffhanC-xpectedMueffoffiminglbnd[dowerOnterestClindRiiscountaatesM3s[lvellm as[a3ffavorable[/ariancemn[VensionkostsmecauseAheaemainingmalanceR)fahem deferred[bensionNvasfful ly[bxpensedOn[2015.m TheO3bovelbudgetn)rojectionsO3reNtaff'sYbestM--stimates7based7anMugustd esults.O StaffllviIMonti nuePtoNnnonitorllheaesults[)ftperation sfforllhe[baIance[)fllheq/earO andlieport[hack3o[the[financeMommitteelbtlb[MaterMate.O SAINT30HNMATERO BasedmonmthemAugustmyearmtomdatemresultsmandmprojectionsmreviewedmwithmthem servicemarea,[Saint1dohnWaterms[)resently[orojected1loA)emn[li[SurpIus[)ositionm at[3yeark-ndlbf[bpproximately[$233K[br®.53%[3bf3he[bnnual[budget.m Appendix2lattached)Clepresents[:Nrearh�ndPprojectionsly[3ervice[breasffor[Saintm JohnWater.m -4- Sai ntd JohnO WaterM revenuesd ared trendingd towardsd ad negatived varia nced ofd approximate ly[$192K,lbrM.44%lbf[budget,NvhichOncIudes:0 1. Flatd rated residentiald isd forecastedM tod endd thed yeard underd budgetd byd approximatelyl$191K.[N/ariances[brelResultlbfinesslillingsNersus[budgetRiue0 to[factors[guchlbs;[JbuildingCklosures,Mvater[ghutlbffslbndl&acantl)roperties.0 2. Meterlevenues[based[bnllnformationCyear3oMatelbreq)rojectedllo[belnder0 budgetday[Y2K.MMeteraevenueOsarendingC;lightlyMownwardl&ersus[budget0 butdcandvarydsign ificantlyd perioddoverd perioddanddthered isd higherd riskd pred icting[3year1bndResultsCitompared3olllatleate.0 3. Firelbnd[Storm[Sewer[MevyOslbnticipated3o[belbver[budget[byl$25K.0 4. Other[revenues[ire[linticipatedRo[)eCfiver[)udget[)yl$36K[�dueAolinterest[?&0 rebateCgevenueslbnddnternalltharges.d Ove raIIMexpensesdaredprojecteddtodbedindadsurpIusdpositiondofdapproximate lyd $425K[3br®.97%lbf[Jbudget[by[thelnd[3bf[the[N/ear:M 1. Drinkingavater2isManticipatedMtoH3e2inMaMpositiveaarianceMofM$610KMduemto0 several0factors.[taffMvacancies,0lowerOpurchasedMgoodsOsuchOasMmeters,0 alongMithCaiMnilderM,vinteraesultingOndessM�lectricitykostsla)rekontributing0 todthedpositivedvariance.[AIsodthedcostdtodrepairdutilitydcutsdondroadsdisd expected3o[bel$219Kmess[thanNvhatl&vas[budgeted.d 2. IndustrialWaterOslbnticipatedlto[)e[3bver[budget@lightly[Jby$18K.d 3. Wastewater6sdanticipateddtodbedoverdbudgetdbyd$523K.dTheredhavedbeend majordunexpecteddexpendituresdthatdhavedoccurreddatdsomedliftdstationsd requiringdmajordrepairdwork,dresultingdindincreaseddovertime,dprofessionald services,lquipmentCdentals[bndRepairs[bndRnaintenance.d 4. EngineeringOslnticipated[to[be[bver[budget[by[$54K.dTheNariancedsIblesult0 of3helbl location[from[bther[gervicelbreas,[bvertime,lbndgleet[tharges.d 5. FiscalMndR)therltharges[brelbnticipated[lo[beRinderA)udget[byR$411k%y[lhe0 endCbf7theNear.®The[:ityaecureddowe rdnterestN ates�bndMebenturekost0 fromditsdrecentddebenturesdthandbudgetedMfor.7hedUtilitydalsodhasdmuchd lowerShortAermdnterest[bxpense[thanlbnticipatedNvith[3lnnorertash[bn[band.0 -5- SERVICEMNDYI NANCIALX)UTCOMES N/AD INPU77ROMW THER3ERVICEMREASMND3TAKEHOLDERSO Input[hasleenleceived[from[bI Mervice[Areas® Attachments:O Appen dixlll�-Mudget3o[Projected[N/ariancelReport,Mecembe0l't,20160 AppendM214-[Saint©ohnWater[2016[)rojectedMesultsO Appendix 1 The City of Saint John Budget to Projected Variance Report For the Year Ended December 31, 2016 City of Saint John 2015 2016 2016 Approved Annual Year-end 2016 Budget Budget Budget Projection Variance REVENUES Property taxes 118, 325,922 120,141,178 120,141,178 Federal Payment in Lieu of Taxes (PILT) 120,729 41,244 41,244 Equalization & Unconditional Grant 20,935,308 19,923,206 19,923,206 Surplus 2nd previous year 567,702 - - Growth & Community Development Services 2,361,400 2,056,300 2,183,550 127,250 Public Safety Services 2,293,862 2,231,368 2,289,766 58,398 Transportation & Environment Services 2,727,027 2,894,027 3,445,996 551,969 Finance & Administrative Services 3,746,404 4,164,861 3,971,357 (193,504) Corporate Services 65,000 90,000 30,000 (60,000) TOTAL REVENUES 151,143,354 151,542,184 152,026,297 484,113 EXPENDITURES Growth & Community Development Services 9,716,396 9,647,828 9,580,950 66,878 Public Safety Services 52,307,664 52,075,100 52,007,761 67,339 Transportation & Environment Services 41,627,316 41,534,638 41,756,046 (221,408) Finance & Administrative Services 13,554,309 13,521,532 13,288,662 232,870 Corporate Services 6,106,990 5,633,998 5,523,036 110,962 Other Charges 27,830,679 29,129,088 28,745,855 383,233 TOTAL EXPENDITURES 151,143,354 151,542,184 150,902,310 639,874 General Fund Surplus (Deficit) - - 1,123,987 1,123,987 1 Appendix[2 Saint3ohn3IUater 20 16[ProjectedMesu Its Revenues FlatMateMesidential MeteredMccounts Fire[Frotection Storm3ewer Previous[Years3urplus Other TotalMevenues Expenditures DrinkingUater IndustrialMater Wastewater InfrastructureMAanagement OtherMharges Total[Expenditures Saint John Water Surplus (Deficit) 2016 2016 Approved0 Year[End0 Budget Projection Variance 019,759,000 0 9,080,057 019,567,694 0 1,634,000 0 (191,306) M 19,213,000 M 19,151,000 0 (62,000) 0 2,400,000 0 2,350,000 0 (50,000) 0 995,000 0 1,070,000 75,000 0 1,014,000 M 1,014,000 0 0 566,000 0 602,350 36,350 0 43,947,000 0 43,755,044 0 (191,956) 0 9,690,000 0 9,080,057 609,943 0 1,634,000 0 1,652,298 0 (18,298) 010,132,000 010,655,514 0 (523,514) M 1,278,000 M 1,332,205 [A (54,206) 0 21,213,000 0 20,801,829 411,171 03,947,000 043,521,903 425,097 _ 71-1 1A1 711 1A1