2025-03-19 Finance Committee Agenda Packet - Open Session
Finance Committee Meeting
Open Session
December 4, 2024
MINUTES OPEN SESSION FINANCE COMMITTEE MEETING
DECEMBER 4, 2024 AT 4:30 PM
MEETING CONDUCTED BY ELECTRONIC PARTICIPATION
Present: Mayor D. Noade Reardon
Councillor G. Sullivan
Councillor G. Norton
Councillor P. Radwan
Councillor G. Stewart
Also
Present: Chief Administrative Office B. McGovern
Commissioner of Finance and Treasurer K. Fudge
Deputy Fire Chief E. Moyer
General Counsel M. Tompkins
Commissioner Human Resources S. Hossack
Commissioner Growth & Community Services A. Poffenroth
Commissioner Public Works & Transportation M. Hugenholtz
Manager Analytics, Risk Management & Support, Fire L. Robichaud
Director Saint John Water K. Mason
Director Financial Services J. Forgie
Director Financial Services C. Lavigne
Intermediate Accountant V. Parikh
Director Legislative Services / City Clerk J. Taylor
Administrative Assistant K. Tibbits
1. Meeting Called to Order
Councillor Sullivan called the Finance Committee open session meeting to order.
2. Approval of Minutes
2.1 Minutes of November 18, 2024
Moved by Mayor Noade Reardon, seconded by Councillor Stewart:
RESOLVED that the minutes of November 18, 2024 be approved.
MOTION CARRIED.
3. Approval of Agenda
Moved by Mayor Noade Reardon, seconded by Councillor Stewart:
RESOLVED that the agenda of December 4, 2024 be approved with the addition of Item 6.0 Heavy
Industrial Assessment (Verbal Update).
MOTION CARRIED.
4. Disclosures of Conflict of Interest
No disclosures.
5. Consent Agenda
6. Business Matters
Finance Committee Meeting
Open Session
December 4, 2024
6.0 Heavy Industrial Assessments (Verbal Update)
Commissioner Fudge stated that he wanted to correct some information related to the assessment base
information on heavy industrial properties reported at a previous meeting. At that time, an estimated
$9.9M was provided as the amount that would be transferred from the province if fiscal reform were to
occur. Subsequent to that meeting, a more detailed review was conducted and it was ascertained that a
number of properties are exempt from paying provincial property taxes. Taking this information into
account, a revised estimate for the taxes collected by the province on heavy industrial properties is
approximately $7M rather than the $9.9M reported previously.
Moved by Mayor Noade Reardon, seconded by Councillor Radwan:
RESOLVED that the Heavy Industrial Assessment verbal update be received for information.
MOTION CARRIED.
6.1 Saint John Water Long Term Financial Plan
Director Mason and A. Mirabella, Hemson Consulting, reviewed the submitted report
Moved by Mayor Noade Reardon, seconded by Councillor Norton:
RESOLVED that
MOTION CARRIED.
6.2 October Unaudited Financial Results and Year End Projections General Fund and Utility Fund
Director Lavigne provided a high-level overview of the estimated year-end results for the General Fund
and the Utility Fund.
Moved by Mayor Noade Reardon, seconded by Councillor Stewart:
RESOLVED that the Finance Committee endorse the staff recommendation of the reserve transfers to both
General Fund and Utility Fund; and that this presentation be received for information and any questions
be directed to staff.
MOTION CARRIED.
6.3 2024 Reserve
Director Lavigne stated that the purpose of the Reserve Policy is to address longer term funding strategies
to minimize debt servicing costs, address the infrastructure deficit, and mitigate the effects of
unanticipated events. In addition to the Reserve Policy, the City must comply with the Provincial Reserve
Fund Regulation which states that the establishment, funding, and withdrawal of Reserve funds can only
be done through resolutions of Council.
Moved by Mayor Noade Reardon, seconded by Councillor Stewart:
RESOLVED that the Finance Committee approve the transfers to and from the following reserves and
forward a copy of the report to Common Council for approval:
General Operating Reserves
$816,000 from the General Operating Fund to the General Operating Reserve
$1,134,758 from the General Operating Reserve to the General Operating Fund
$250,000 from the General Capital Reserve to the General Operating Reserve
General Capital Reserves
$12,662,936 from the General Operating Fund to General Capital Reserve
$6,543,838 from the General Capital Reserve to the General Capital Fund
$250,000 from the General Capital Reserve to General Operating Reserve
Utility Operating Reserves
$1,118,631 from the Utility Operating Fund to the Utility Operating Reserve (Industrial Rate
Stabilization)
Finance Committee Meeting
Open Session
December 4, 2024
$1,637,894 from the Utility Operating Reserve to the Utility Operating Fund
Utility Capital Reserves
$3,124,400 from the Utility Operating Fund to the Utility Fund Capital Reserve
MOTION CARRIED.
7. Information Items
8. Adjournment
Moved by Mayor Noade Reardon, seconded by Councillor Stewart:
RESOLVED that the Finance Committee meeting be adjourned.
MOTION CARRIED.
The Finance Committee open session meeting held on December 4, 2024, was adjourned at 5:35 p.m.
FINANCECOMMITTEEREPORT
Report DateMarch 10, 2025
Meeting DateMarch 19, 2025
Service AreaStrategic Services
Chair SullivanandMembers of Finance Committee
SUBJECT: Procurement Updates
OPEN OR CLOSED SESSION
This matter is to be discussed in Finance Committee Open Session.
AUTHORIZATION
Commissioner/Dept.
Primary AuthorChief Administrative Officer
Head
Chris Roberts/Jodie ForgieKevin FudgeJ. Brent McGovern
RECOMMENDATION
ThatFinance Committeerecommend the report to Common Council to receive
and file.
EXECUTIVE SUMMARY
The purpose of this report is to update the Finance Committee on annual
procurement activitiesand to report on items
Procurement Policysection 10.3(non-standard procurements, non-compliance
and procurements over $100,000).
PREVIOUS RESOLUTION
That Finance Committee recommend to Common Council the approval of
-011
1)That Finance Committee recommend to Common Council By-Law Number
LG-21 for approval
2)That Finance Committee refer the following administrative documents to
Common Council for receive and file:
Social Procurement Protocol;
Contract Management Protocol;
Supplier Performance Evaluation Protocol
- 2 -
STRATEGIC ALIGNMENT
The initiatives contemplated in this report are
REPORT
On June 19, 2023, Common Council
stnd
Strategic Procurement Policy (FAS-011) and the 1 and 2 readings of a By-law
rd
Respecting Delegation of Authority to Award or Approve Contracts (LG-21) (3
reading was completed on June 26, 2023). The approval of these documents has
had
First and foremost, the modernization initiatives
procurement processes to bring them in line with the thresholds contained in the
following legislated agreements (to which the City is subject):
the New Brunswick Procurement Act and Regulation 2014-93
the Canadian Free Trade Agreement (CFTA)
the Comprehensive Economic and Trade Agreement (CETA)
operated under far more stringent thresholds which resulted in unnecessary
non-value-added practices. The City now has more flexibility and
agility to respond to a multitude of different scenarios and opportunities while
simultaneously satisfying its legal obligations.
Another key improvement is the increase in spending authorities for staff in
conducting day-to-day purchases. This has
items without delays and to avoid administrative time for preparing and attending
common council meetings.
The increase in spending authorities saw an overall reduction in approvals (in
terms of number of approvals) required by Common Council, CAO, Directors and
Line Managers, with an increase by Commissioners and Admin. This makes sense,
given the increase of authority applied to each approval level. Additionally, it
resulted in Common Council still having input into approvals on 68% of the spend
by value (a reduction of 14%). The data was used by taking the purchase orders
from this year and using the current spending authorities as the Post-Increase and
taking that same data and applying the previous spending authorities as the Pre-
Increase.
-3-
Pre-Increase Approvals by Number
6%
9%
Admin
6%
Line Manager
45%
13%
Director
Commissioner
21%
CAO
Common Council
Post-Increase Approvals by Number
2%
3%
10%
Admin
6%
Line Manager
13%
Director
66%
Commissioner
CAO
Common Council
-4-
Pre-Increase Approvals by Spend
1%
3%
3%
9%
2%
Admin
Line Manager
Director
Commissioner
82%
CAO
Common Council
Post-Increase Approvals by Spend
3%
3%
3%
Admin
11%
Line Manager
12%
Director
68%
Commissioner
CAO
Common Council
In concert with the Policy improvements, createdBylaw
Number LG-21. This Bylaw permittedCommon Council to delegate its authority to
awardor approvecontracts to the CAO, Commissioners and Directors of the City
within the spending limits authorized under the Strategic Procurement Policy. In
addition,the Mayor and City Clerk are authorized to execute any contract
awarded or approved by the CAO, Commissioners or Directors of the City within
the respective spending limits authorized under the Strategic Procurement Policy.
By adopting this Bylaw, Common Council drove significant improvements into the
contract execution processes. In 2024, there were29contracts executed
using the new contract routing form process(29reports to Common Council
removed from workload).
- 5 -
Non-Standard Procurements
There were two Non-Standard procurements in 2024, one pertaining to the
emergency demolition of a fire-damaged structure and one pertaining to the
emergency purchase of a pump for the South Bay wellfield.
Instances of Non-Compliance with the Strategic Procurement Policy
There were no instances of non-compliance with the Strategic Procurement Policy
identified in 2024.
Procurements Over $100,000 + Taxes
There were 141 procurements over $100,000 + taxes in 2024 of those
procurements 79 for a total of $15.9 million was approved by the CAO for an
average value of $201,886.
All data used in the above calculations was derived from the purchase order
report from the Purchasing Module within Naviline for 2024. As such these
numbers are approximate and not audited.
SERVICE AND FINANCIAL OUTCOMES
Maintaining regular communication with the Finance Committee and Common
Council to keep leadership informed of annual procurement activities.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
N/A
ATTACHMENTS
N/A
FINANCECOMMITTEEREPORT
Report DateMarch 12, 2025
Meeting DateMarch 19, 2025
Service AreaTransportation and
Environment Services
Chairman SullivanandMembers of FinanceCommittee
SUBJECT: 2024 PlaygroundRenewal-Fund Allocation
OPEN OR CLOSED SESSION
This matter is to be discussed in Finance Committee Open Session.
AUTHORIZATION
Primary AuthorCommissioner/Dept. HeadChief Administrative Officer
Susan StevenIan Fogan/ Michael BakerJ. Brent McGovern
RECOMMENDATION
It is recommended that the Finance Committee approve the use of the Playground
Asset Renewal fundingincluded in the 2024 General Fund Program toupgrade
Rainbow Park.
EXECUTIVE SUMMARY
PlaySJ(the Plan),
definesdistrict playgrounds as high-quality and distinctive playgrounds that draw
people from across a district. The Plan identifiessix District Playgroundsand
Rainbow Park ison this list. The Plan recommendsthat District Playgroundswithin
the City be redesigned to higher standards, adheringto best practices for the
design, installation and maintenance of both existing and future recreation
infrastructure.
The Province of New Brunswick plans to openthe new South End School in
September 2027. This facility will not only be used as a school but also as a
community center and gatheringplace for the residents of this priority zone. The
City has committed to support this facilityby upgrading Rainbow Park,which is
located adjacent to the siteofthe new school.
PREVIOUS RESOLUTIONS
M&C 2022-317 (October 17, 2022) 2023 and 2024 General Fund and Utility Fund
Capital Programs, approved.
- 2 -
M&C 2023-238 (October 30, 2023) Revised 2024 General and Utility Fund Capital
Programs, approved.
M&C 2024-287 (October 28, 2024) 2025 General and Utility Fund Capital
Budgets, approved.
STRATEGIC ALIGNMENT
This project aligns with Councipriorities of BELONG and GROWTH.
The BELONG priority is met by offering recreational opportunities that align with
PlaySJ, including maintaining District Parks to enhance the quality of life and social
well-being in a safe place to live. The GROWTH priority is being met by investing
in key infrastructure to enhance quality of life and visitor experience resulting in
population and economic growth.
REPORT
PlaySJ recommends that the City should develop an overall implementation plan
and coordinated master plan to create no less than six district level playgrounds
within the primary development areas of the City. The Plan states that these
playgrounds should adhere to uniform quality standards as high-profile recreation
facilities and lists Rainbow Park as one of the recommended District Playgrounds.
PlaySJ also notes that Rainbow Park has a master plan developed and
recommends the continued implementation of this plan. The construction of the
new South End School adjacent to Rainbow Park only reinforces the
recommendation that this upgrade project is an appropriate use of the 2024
General Fund Playground Asset Renewal funding.
In 2024 the City hired Brackish Design Studio, a local landscape architecture firm,
to complete an updated conceptual design for the Rainbow Park site. Contingent
on funding available, upgrades included a vegetable garden, open space,
memorial garden, tot lot, sand play area, covered seating area, pod sculptures,
berm buffers, and picnic area.
SERVICE AND FINANCIAL OUTCOMES
The total projected cost to complete the upgrades at Rainbow Park is $2,150,000.
The intention is to split the project into two phases, with Phase 1 ($290,000 +
$500,000 = $790,000) being completed in late 2025 and Phase 2 ($1,360,000)
being completed in 2026/2027. Depending on the design and procurement
schedule adjustments to the above estimated project timelines may be required.
completing the full site design as soon as a consultant
can be hired through a public request for proposal process.
- 3 -
The 2024 General Fund Capital Program has allotted $500,000 for the Playground
Asset Renewal project. Staff were directed within the Capital Program to return to
Finance Committee for approval once a location for this funding was determined.
It is recommended that these funds be used for Phase 1 of the Rainbow Park
Upgrades project. The 2025 General Fund Capital Program approved $290,000 in
capital reserve funding to be used for Phase 1 of the Rainbow Park Upgrades
project. If sapproved the overall funding allocated to Phase 1
would be $790,000.
It should be noted it is sintention to submit funding application(s) to the
Regional Development Corporation (RDC) to request RDC support on this overall
project. If the City is successful obtaining Other Share funding from RDC, the City
will be able to reduce the amount of funding requested for Phase 2 of the project.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
Public Works and Transportation Services were consulted on this
recommendation.
ATTACHMENTS
N/A
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moving
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Large infrastructure deficitRate affordability and billing structureSize and geography of the system
Financial modelling for the plan was conducted by Hemson Consulting.
1.2.3.
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to the City’s Term Financial PlanManagement policies as set o See Appendix Note:
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| TEN YEAR FINANCIAL PLAN
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capital budget to support strategic infrastructure
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he Utility’s financial and operating
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service levy on vacant and service
, year Strategic Plan
service and infrastructure.
-SAINT JOHN WATER
10
Saint John Water Long Term Financial Plan
s part of the
About this Plan The to guide will ensure that Saint John Water operates as a meaning it will ratepayers without compromising the ability of future generations to meet their own needs.This
planidentifies challenges and opportunities, details financial principles and policieswater and wastewater services.Financial Principles The City of Saint John Finance Committee has
adopted four financial principles to guide the plan: long term sustainability, increased flexibility, reduced vulnerability, and environmental responsibility.Common Council’s Goals
for the Plan Aidentified the following objective competitiveness of the water utility in comparison to municipalities with similar The
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ly $6 million per lane kilometer.
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he Utility’s debt was over $107
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Safe Clean Drinking Water
nfrastructure
The City has some of the oldest wastewater infrastructure in the country, includPeninsulaThe City of Saint John has a critical need to upgrade wastewater infrastructure in order to improve
environmental performance, increase wastewater and storm capacitysustainability and tax base growth. With approximately system, renewal of this system to optimize environmental performance
and growth opportunities would not be feasible without funding assistance from the federal and provincial governments. The cost of replacing combined sewers is es 4. Long Term Debt
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| TEN YEAR FINANCIAL PLAN
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Utility’s 5
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-
the City
for
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2024 State
% of
2024
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in new water and sewerage revenue. This also doesn’t take
,
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the millions of dollars in infrastructure that the Utility needs
SAINT JOHN WATER
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.
extensive evaluation of
Large Infrastructure Deficit
01
.
4.
Without additional large commercial customers, particularly those that use water in manufacturing, any amount of new revenue generated is small compared to the For example, a newly built
estimated annual property tax revenue of $230thousandaccountto ensure 3 Infrastructure is the facilities, equipment and systems needed to collect, store treat and deliver water and
wastewater serviceincorporated city, the City of Saint John has a legacy of aging infrastructure. A strategic approach is needed to optimize City assets, improve environmental performance
and drive growth. Outdated infrastructure is a barrier to realizing and priority suburban growth areas to make thand attractive Saint John Water is currently facing a based on the deficit
is essentially the difference between the funding required for replacement, maintenance first 2019$Generallyestimated that 11available of $Approximately $achieve sustainability. Compared
to the current funding of $10per year, there is a $20
.
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-
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Flat Rate Billing
.
6 Currently, residential customers with fewer than three dwelling units in Saint John are charged for water and sewer services on a flat rate basis. Under flat consumed in each unit.
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| TEN YEAR FINANCIAL PLAN
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13
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Saint John
the
SAINT JOHN WATER
comparing Saint John to other cities like Fredericton and Moncton
he Utility continue to seek and secure funding from other levels of
he infrastructure in Saint John is significantly larger, older, and much
t
Size of the System
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water treatment plant. Underground Saint John has cseparateconsiderations.
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he Utility to implement changes within it
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is a discounted rate to ensure ratepayer
the same amount regardless of consumption
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identifies
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promotes responsible water usage,
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Th
SAINT JOHN WATER
:
having
Utility’s
Universal Metering Saint John is onrate billing structure.amount for their water The in 2028, with conversion 2031. other sources. the metering program would be equal to a oneincrease
under the existing rate structure scenario. However, as program will impact different user groups and customers pindividual volume of water consumed, the true rate impacts, with the
additional costsThe move to between than Universal rates to assist The Utility will investigate rate block. meetA study will begin in 2026 to program.Water metering alsomore quicklyimproved
ActSJ per capita by 2040 as a result in
term debt
-
14
he Utility remains in
T
The Debt Management
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-was created. This policy
he Utility Fund
5% of the Operating Budget
T
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the money to cover said
Operating budget after 2026 003)
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ay
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The following are stipulations.
(FAS
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oney for a
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isely
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-
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The Debt Service Ratio shall not exceed Debt shall not exceed 100% of the
Borrow While it would be great to be able to pay cash for everything, the reality is that at some point or another debt will become a fact of life, especially when it comes to large
ticket items such as houses or cars. Policy (FAS addition to debt limits, targets and capacity. It stipulates that longwill only be issued to finance projects approved in the Capital
Budget and the Capital Investment Plan other key limits and targets are as follows:Key Performance Indicators of Debt Limits of Debt Service Ratio:Total Debt Outstanding as a Percentage
of Operating Budget:Save your Everyone knows that surprises happen. There will always be unforeseen expenses that will come up and sometimeexpenses will not be available. compliance
with the Debt Management and Operating Budget policies, an Operating and Capital Reserves Policy (FAS allows the Utility to set aside money to use for future operating expenses and
capital expenditures.
4)
ustainable
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00
-
ouncil to help
be directed to
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was established to
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ake-
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| TEN YEAR FINANCIAL PLAN
m
expenditure
It will also ensure that Council’s
key financial values:
six
term financial plan is to have a road map to
-
oney than you
a long
m
the ability to meet the present and future economic
s by applying
ore
ensure that Saint John Water operates as a “
m
developing
goal
The Operating Budget Policy (FAS
time revenues should only be used for onetime expenses
-
ese
he Utility are met.
oney will go to funding their minimum payments. That is why it is
t
pend
a defined set of goals.
Maintain a structurally balanced budget: Recurring operating expenses should be covered by recurring operating revenuesOperating revenues above required operating and capital reservesOne
s
, meaning it has
”
SAINT JOHN WATER
social needs of today’s ratepayers without compromising the ability of
tility
Policies The purpose of achieveThis road map willuandfuture generations to meet their own needs.goals for A number of best practice policies have been adopted by achieve th Don’t If
every year a person uses credit cards to pay for things that they need, but can’t afford, they will dig themselves a financial hole that will be very difficult to get out of. Every
year, their debt levels will get higher and a larger portion of their mimportant to only spend the money you have made, thereby living within your means. strengthen financial sustainability
and reduce fsummarized as follows:
15
urniture
f
renewal and 10% for new
4
021)
-
personnel budgets are managed
is a policy that enhances accuracy,
-
of the City advises that the capital
203
021)
(FAS
--
005)
-4
responsibility and asset management.
policy. The policy enhances fiscal responsibility
202
the
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MandatoryRiskPriority of CouncilPositive Financial ImpactDiscretionary
005)
-
Capital Budget Policy (FAS
Budget Monitoring Policy (FAS
Fix the (FAS The budget for the Utility shall comprise of 90% capital capital. It also prescribes the priority in which capital money is spent each year, specifying that capital projects
will be completed in the following order:This means that given the limited available money to spend, the leaky roof will need to be replaced before new living room furniture can be
purchased. The Capital budget policy follows four key principles and strategies: affordability, ownership, fiscal Keep track of your money The accountability, and control by ensuring
budget allocations are managed and adhered to according to and financial flexibility by integrating budget monitoring practices with the Utility’s reserve fund and debt management strategies.
The policy ensures personnel and nonseparately, annual operating revenues and expenditures match forecasts, financial controls to ensure resources are funded and spent in a fiscally
prudent manner.
Asset
001)
-
| TEN YEAR FINANCIAL PLAN
(FAS
roperty
p
was created. The specific objectives of the
s
001)
-
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apital renewal
l
are of your
c
c
time operating expenses which are greater than $100,000 that
-
ood
Major unanticipated eventsMajor Future Oneare not part of the operating budgetInfrastructure deficitInvestment growth opportunities Improve the reliability of customer service by maintaining
clearly defined levels of service by maintain assets in good conditionImprove the decisions related to the management of the Utility’s assetsImprove the transparency and accountability
of community investments in the management of the Utility’s assets.Improve the management of the Utility’s exposure to risks of reduced service deliveryFacilitate the leveraging of
partnerships and infrastructure funding from external sources.
g
SAINT JOHN WATER
Reserves are meant to provide for:Take When you own a car, you know that routine maintenance such as changing the oil and rotating the tires will help extend the life of your vehicle
as well as minimize the operating expenses in the long run. Also, once the car gets old, there is an optimal time to replace it before the maintenance charges become too high. City
assets are very similar and for that reason, an Management Policy (FAS Asset Management Policy are to:
and
billable
18
inch
15,700
density residential)
-
year Strategic Plan
-
.
are less than 1
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per year in potable consumption
3
Saint John
from 2024 to 2029
of meters
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currently has approximately
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-
pay a flat fixed charge (low
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that
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based on growth in
users
Household
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-
dditional 2.1
Saint John WaterwaterAn additional 3,300multiAn afrom 25 new residential customers per yearGrowth in line with City of Saint Billable residential fixed connections to increase by 2.14%
or an average of
d two scenarios
Growth Assumptions Over the Planning Period Modeling for the plan was devean Current State of the UtilityConservative Alternate Household Growth Scenario
Year Asset
-
debt considered in the
| TEN YEAR FINANCIAL PLAN
per annum (2024) for 20
and wastewater
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’
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drinking (
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Based on the Cityeffects of inflation Annual debt payments (existing and projected)Only calculationsPension expenses come offline in Q1 2028 Post 2024 is based on a similar level of
activity to 2024 plus inflation.SONeeds for potable system.
Full recovery of Full recovery of annual capital needs Contribution to Reserve for future Asset Replacement
SAINT JOHN WATER
1.2.3.
Full Cost Recovery Approach
ebt
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onservative growth scenario
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203
2034
-
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% ($54 million)
focuses on
1
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| TEN YEAR FINANCIAL PLAN
General Fund
conservative household
the
Term Financial
ture renewal from 2024
-
to Debt Service
extreme risk assets is 1
reserves and pay as you go
2032 Long
-
023
of funding from other levels of government)
etering implementation to start by 2028
m
funded by the Utility)
that are credible and attainable for
million
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:
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% future infrastructure requirements funded by the Utility
John Water 2
:
25 new residential customers per yearAdditional revenues over expenditure requirements directed to operating and capital Inflation of goods and services of 2.30% in 2024, then 2.15%
annuallyFlat rate to remain stable at $1,428 per year until 2026. There will be gradual increases of 1% to 2% per year until new billing structure introducedWage and benefits to align
with Infrastructure deficit to remain stable during term of planUniversal Universal metering project assumes 50% funding from other sources 30millionUnfunded share of remainingUnfunded
share of all infrastruc($3
SAINT JOHN WATER
Saint
Conservative Household Growth Scenario Assumption Theopportunities The following has been assumed within the scenario
20
4
203
-
4
202
ncludes potable water and
rate revenues include: fire
i
| TEN YEAR FINANCIAL PLAN
-
Non
10% of Operating cost to debt service. (Hemson)
--
This forecast
Growth Scenario
xcludes industrial water.
It e
year conservative forecast meets all of the financial targets.
-
SAINT JOHN WATER
Figure 2: conservative growth scenario
Conservative Household The 10Specifically, the budget is balanced, the total debt load has been reduced, and infrastructure deficit is maintained. wastewater. protection levy, carryover
surplus, etc.
21
10% of Operating cost to debt
4
--
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-
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growth scenario
202
alternative
:
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%
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-
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| TEN YEAR FINANCIAL PLAN
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the
rowth in line with
g
to Debt Service
:
etering implementation to start by 2028
etering project assumes 50% funding from other sources
m
m
million of funding from other levels of government)
10% of Operating Cost
new residential customers per year
% future infrastructure requirements funded by the Utility ($1
308
year Strategic Plan
378Additional revenues over expenditure requirements operating and capital reserves and pay as you goInflation of goods and services of 2.30% in 2024, then 2.15% annuallyFlat rate to
remain stable at $1,428 per year until 2026. There will be gradual increases of 1% to 2% per year until new billing structure is introducedWage and benefits to align with Infrastructure
deficit to remain stable during term of planUniversal Universal 37million funded by the Utility)Unfunded share of remaining extreme risk assets is million)Unfunded share of all infrastructure
renewal from 2024($
-
SAINT JOHN WATER
Alternative Growth Scenario Case Assumption: The following has been assumed withJohn 10
22
4
203
-
4
202
| TEN YEAR FINANCIAL PLAN
10% of Operating cost to debt service (Hemson)
--
ncludes potable water and wastewater. It
rate revenues include: fire protection levy,
-
meets all of the financial targets. Specifically,
Non
growth scenario
alternative
:
4
year alternate forecast
-
SAINT JOHN WATER
Figure
Alternative Growth Scenario Case The 10the budget is balanced, the total debt load has been reduced, and unfunded infrastructure deficit declines. It iexcludes industrial water. carryover
surplus, etc.
27
4
203
-
4
202
Treatment
Facility
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| TEN YEAR FINANCIAL PLAN
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32
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SAINT JOHN WATER
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Saint John Water
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Primary SanitarySanitaryCombinedManholesWastewaterWastewaterVolume)WastewaterVolume) Primary Asset StormStormCatch
28
plan includes a
n
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strong fiscal management.
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a suite of best practice financial policies, the establishment of
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i
term financial targets, and a financial health scorecard that measures
C
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dopted by Common Council in December 2019
h
T Acomprehensive financial assessment of the City’s challenges and opportunities,longresults and ensures
-
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–
term.
veloped to align with 001) was adopted by
Priorities
e-
2026
-
| TEN YEAR FINANCIAL PLAN
term Financial Plan, PlanSJ, and
-
n shall adopt and apply recognized
the climate crisis and its commitment to
were developed through several workshop
term Financial Plan was d
-
er Long
t
zero emissions in the city by 2050.
-
ences the following City plans.
r
SAINT JOHN WATER
Zero, is the City’s response to
-
year Strategic Plan
-
Appendix B: Associated City Plans and The Saint John Waand refe 10 This plan serves as a management tool to improve the City’s performance and align with existing plans, including the
LongMoveSJ.ActSJ The City of Saint John's Community Energy Action Plan Nettransition to net City of Saint John Asset Management Policy The City of Saint John Asset Management Policy
(FASCommon Council in 2018. It confirms support for implementing asset management practices to ensure sustainable delivery of services, with the following statement: The City of Saint
Johasset management practices in support of delivering services to its customers reflecting the vision presented in the City' s Municipal Plan, PlanSJ, and related strategic plans.Council
Priorities Saint John Common Council priorities for 2021Belong, Move, and Performsettings using input from an online public survey and guided by several municipal strategic plans including
Plan SJ, Play SJ, Move SJ, and the Longterm Financial Plan.
29
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203
-
4
202
fter
A
2034)
-
(2024
| TEN YEAR FINANCIAL PLAN
metered Customers
-
Rate for Non
Flat
:
C
SAINT JOHN WATER
AppendixUniversal Metering Program Implementation
30
4
203
-
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202
Planning Period
| TEN YEAR FINANCIAL PLAN
Financial Forecast over the
:
D
SAINT JOHN WATER
Appendix
City of Saint John
Capital Budget Policy
Title: Capital Budget Policy
Subject: Capital Budget Policy Category: Finance and Administrative Services
Policy No.: FAS- 005 M&C Report No.: 2022-279
Effective Date: September 6, 2022 Next Review Date: 2023
Area(s) this policy applies to: Cross Corporate Office Responsible for review of this Policy:
Finance and Administrative Services
Related Instruments: Policy Sponsors:
Chief Financial Officer
FAS-001 Asset Management Policy
FAS-002 Investment Management Policy
FAS-003 Reserves Policy
FAS-004 Operating Budget Policy
FAS-006 Debt Management Policy
Document Pages:
This document consists of 7 pages.
Revision History:
Common Clerk's Annotation for Official Record
Date of Passage of Current Framework: September 6, 2022
I certify that this Policy was adopted by Common Council as indicated
above.
________________________ September 13, 2022
Common Clerk Date
Date Created: Date Updated: Common Council Approval Contact:
12-March-2025 Strategic Services
1
City of Saint John
Capital Budget Policy
TABLE OF CONTENTS
1. POLICY STATEMENT ........................................................................................................ 3
2. PRINCIPALS AND STRATEGIES ......................................................................................... 3
3. CAPITAL PRIORITIZATION ................................................................................................ 4
4. CARRY OVER OF PREVIOUS YEAR APPROVED CAPITAL BUDGET .................................... 5
5. INTER-GOVERNMENTAL CAPITAL GRANTS ..................................................................... 5
6. CAPITAL BUDGET SHORTFALLS AND SURPLUSES ........................................................... 5
7. APPENDIX GROWTH RELATED INVESTMENTS COST SHARING FORMULA ......... 5
2
City of Saint John
Capital Budget Policy
1. POLICY STATEMENT
1.1. This Policy applies to budgeting by the Municipality for capital funds.
1.2. Each council shall adopt a Capital Budget for each calendar year.
1.3. Capital budget shall align with the Council approved Long Term Financial Plan which
includes a 5 Year Capital Investment Plan and a 10 Year Debt Plan.
1.4. Finance Committee will review the 5-year Capital Investment Plan Annually and
recommend any major amendments to the Plan to Council for approval.
1.5. The Capital Budget Policy supports the City to achieve its current and future goals in
a fiscally responsible and sustainable manner.
1.6. Capital Budget Investment decisions shall be evidence based and conform with the
Asset Management Policy.
1.7. The Capital Budget Policy shall comply with all relevant provisions of the Local
Governance Act and all other applicable legislation.
2. PRINCIPALS AND STRATEGIES
2.1 Affordability - Capital Budget shall reflect the level of infrastructure investment
required to achieve agreed upon service and taxation objectives in the Council
approved Long Term Financial Plan.
2.2 Ownership - Only City owned assets, which meet the definition of asset pursuant to
Generally Accepted Accounting Principles, shall be funded in the Capital Budget.
Funding agreements prior to the approved Capital Budget Policy Council approval
date are exempted from the policy.
2.3 Fiscal Responsibility - The City shall reduce its reliance on debt and address the
infrastructure deficit by increasingly funding Reserves and Pay-As-You-Go to fund
infrastructure renewal.
2.4 Asset Management - The Capital Budget shall consider the full life-cycle cost based
on asset management best practices and adhere to the Asset Management Policy.
3
City of Saint John
Capital Budget Policy
3. CAPITAL PRIORITIZATION
3.1 To strategically manage the City's debt and infrastructure deficit, the General Fund
Capital Budget shall comprise of 80% Capital Renewal and 20% for New Capital and
shall align with the City's Long Term Financial Plan and the City's Strategic Plan. The
Utility Fund shall comprise of 90% Capital Renewal and 10% for New Capital.
3.2 For the purpose of this policy, Capital Renewal is defined as assets that are at the
end of its useful life and contribute to the City's infrastructure deficit.
3.3 As a pre-requisite to share Capital Investments between the General Fund and Utility
Fund, the proposed investment must have a primary purpose to grow the tax base
(asset management secondary as existing infrastructure is not at the end of its useful
life), the project must have a positive business case with a payback period of 10 years
or less, the business case be approved by the Finance Committee and be approved
in the Capital Budget to qualify for cost sharing in accordance with the Capital
Budget Policy.
If the project meets the above criteria, the cost of the growth capital investment
shall be allocated between the General Fund and Utility Fund in accordance with
each funds proportionate share of net present value of net revenue generated by
each fund as per the formula set forth in Appendix A of this policy.
3.4 Proposed Capital Budget Projects will be prioritized in the following order.
a. Mandatory - Must be completed due to legal or regulatory requirements.
b. Risk - Required to mitigate liability associated with health and safety, mitigate liability
or to mitigate sudden asset failure.
c. Priority of Council - As stipulated in the 5 Year Capital Investment Plan (Long Term
Financial Plan) and supported by evidence-based asset management
recommendations and are part of the City's strategic plans.
d. Positive Financial Impact - The Capital request not included in the 5-year Capital
Investment Plan but can be supported by a business case that demonstrates a
positive financial impact for taxpayers - would require a Council approved
adjustment to the Capital Investment Plan and Capital Budget.
e. Discretionary - New asset which aim to increase or enhance service level to the
residents and taxpayers. Requires amendment to the Long-Term Financial Plan, the
City strategic plans, and supported by a business case.
4
City of Saint John
Capital Budget Policy
4. CARRY OVER OF PREVIOUS YEAR APPROVED CAPITAL BUDGET
Approved capital budget projects must be started by the end of the second year after approval.
5. INTER-GOVERNMENTAL CAPITAL GRANTS
Inter-Governmental capital grants shall only be pursued for Capital projects in line with
Council priorities, the approved Capital Budget, and the approved 5 Year Capital Investment
Plan.
6. CAPITAL BUDGET SHORTFALLS AND SURPLUSES
6.1 Common Council must approve any adjustments to the Capital Budget for additional
funding to cover Capital
authority level.
6.2 Capital Budget surpluses that exceed the authority level,
where budgeted Capital funds exceed actual capital, shall be, with Council approval.
a. Realized as savings resulting in reduced debt financing.
b. Used to offset deficits in other approved Capital Budget shortfalls.
c. Leveraged to address the infrastructure deficits identified in the Asset
Management Plan and the 5 Year Capital Investment Plan.
7. APPENDIX GROWTH RELATED INVESTMENTS COST SHARING FORMULA
Assumption:
Life of the Project is capped equal to number of years of debt amortization period.
Formulas:
1) Cost Allocation:
General Fund = C * (NPVNGFR / (NPVNGFR + NPVNUFR))
Utility Fund = C * (NPVNUFR / (NPVNGFR + NPVNUFR))
2)
3)
5
City of Saint John
Capital Budget Policy
Where:
NPVNGFR = Net Present Value of Net General Fund Revenue
NPVNUFR = Net Present Value of Net Utility Fund Revenue
NGFR = PT + BP -IC - EX
NGFR = Net General Fund Revenue
PT = Property Tax Revenue to General Fund
BP = Building Permit Fees Revenue
IC = Incentives Given for The Project
EX = Other Project Specific Expenses
NUFR = WR EX + NI
NUFR = Net Utility Fund Revenue
WR = Water Billing Revenue (Fixed/Metered)
EX = Other project specific expenses
NI = Net Investment = New Utility Infrastructure Investment less Current
Depreciated Value of Infrastructure
I = Current Borrowing Rate
C = Cost of the Project
N = Life of Project
NPV = Net Present Value of Net Revenue/Cost
NGFR1 = Net General Fund Revenue in year 1, NGFR2 = Net General Fund Revenue in year 2 and
so on up to life of the project
NUFR1 = Net Utility Fund Revenue in year 1, NUFR2 = Net Utility Fund Revenue in year 2 and so
on up to life of the project
6
City of Saint John
Capital Budget Policy
Example:
7
City of Saint John
Debt Management Policy
Title: Debt Management Policy
Subject: General Fund Debt Management Category: Finance and Administrative Services
Policy
Policy No.: FAS- 006 M&C Report No.: 2019-167
Effective Date: Next Review Date:
Area(s) this policy applies to: Cross Corporate Office Responsible for review of this Policy:
Finance and Administrative Services
Related Instruments: Policy Sponsors:
Chief Financial Officer
FAS-001 Asset Management Policy
FAS-002 Investment Management Policy
FAS-003 Reserves Policy
FAS-004 Operating Budget Policy
FAS-005 Capital Budget Policy
Document Pages:
This document consists of 9 pages.
Revision History:
Common Clerk's Annotation for Official Record
Date of Passage of Current Framework: July 8, 2019
I certify that this Policy was adopted by Common Council as indicated
above.
________________________ July 10, 2019
Common Clerk Date
Date Created: Date Updated: Common Council Approval Contact:
July 8, 2019 March 12, 2025 Date: July 8, 2019 Strategic Services
1
City of Saint John
Debt Management Policy
TABLE OF CONTENTS
1. POLICY STATEMENT ........................................................................................................ 3
2. DEFINITIONS .................................................................................................................... 3
3. ACCEPTABLE PURPOSES FOR DEBT ................................................................................. 4
4. DEBT LIMIT CITY OF SAINT JOHN ................................................................................. 5
5. DEBT LIMIT SAINT JOHN WATER .................................................................................. 6
6. DEBT ISSUANCE ............................................................................................................... 7
7. INTERNAL BORROWING .................................................................................................. 7
8. PAY AS YOU GO ............................................................................................................... 7
9. REPORTING ..................................................................................................................... 8
10. RESPONSIBILITIES .......................................................................................................... 8
2
City of Saint John
Debt Management Policy
1. POLICY STATEMENT
1.1. The Debt Management Policy also applies to Saint John Water (Utility);
1.2. The Debt Management Policy is established to ensure that all debt is issued
prudently and cost effectively in accordance with the Long Term Financial Plans of
the City and Saint John Water;
1.3. The Debt Management policy objectives are as follows:
The Organization obtains debt financing only when necessary;
The Organization manages debt such that future financial flexibility is
maintained;
The Organization strategically issues debt based on sound financial planning.
1.4. The Capital Investment Plan (CIP) is essential to intelligent planning of debt issuance
by prioritizing potential capital investment and potential sources of financing.
1.5. The organizations debt issuance and management procedures will comply with the
following legislation where applicable:
Province of New Brunswick Local Governance Act
Province of New Brunswick Municipal Capital Borrowing Act
Province of New Brunswick Municipal Debentures Act
Province of New Brunswick Control of Municipalities Act
Province of New Brunswick Financial Corporation Act
2. DEFINITIONS
Sustainability - means meeting the needs of the present without compromising the
ability of future generations to meet their own needs.
Long Term Debt - means financing with a term over 10-30 years with municipal bonds
through the Municipal Finance Corporation or capital leasing as defined by the Public
Sector Accounting Standards.
Inter-Generational Equity - means distributing the costs associated with capital
investments across the generations which will be enjoying the benefits of the capital
assets built today.
Debt Term - the period of time during which debt payments are made. At the end of
the debt term, the loan is paid in full.
3
City of Saint John
Debt Management Policy
Internal Financing - means financing for capital purchases from reserve funds as permitted
in FAS-003 Reserves Policy.
Pay-As-You Go Financing- means the use of operating funds for capital purchases as
opposed to using debt or reserves.
Organization the term is used to include the City and Saint John Water as one entity for
the purpose of the policy unless specified otherwise.
3. ACCEPTABLE CONDITIONS FOR USE OF DEBT
3.1 The Organization will issue long-term debt solely for the purpose of financing the
projects approved in the Capital Budget and the Capital Investment Plan (CIP);
3.2 Long term debt shall not be used to fund operating or maintenance costs or
used as a tool balance the operating budget;
3.3 The Long Term Debt amortization period shall not exceed the life of the asset it is
financing;
3.4 The Organization shall promote a balanced approach between maintaining an
affordable debt level, maintaining infrastructure and accommodating growth by:
3.4.1 Utilizing this Policy in conjunction with the Asset Management Plan,FAS- 005
Capital Budget Policy, FAS-004 Operating Budget Policy and FAS-003 Reserves
Policy.
3.4.2 Integrating debt issuance with the Capital Budgeting process todetermine
the necessity, priority, and viability of the capital project.
3.4.3 Considering the Long Term Financial Plan and analyzing the tolerance or
capacity to absorb and manage new debt given future priorities.
3.5 Debt will be structured to fairly distribute the costs over time, taking into
consideration inter-generational equity.
3.6 The Organization may also issue debt on behalf of an Agency, Board or Commissions
(ABC) under its control pursuant to Generally Accepted Accounting Principles to
further the public purposes of the City. The City shall take appropriate steps to
confirm the financial feasibility of the project, the financial solvency of the ABC, and
4
City of Saint John
Debt Management Policy
that the issuance of such debt is consistent with the policies set forth herein;
3.7 This Policy does not apply for the use of Short Term debt instruments.
4. DEBT LIMITS AND DEBT CAPACITY GENERAL FUND
4.1 The New Brunswick Local Governance Act stipulates that:
4.1.1 A local government shall not, in any one year, borrow for its current operations
any money in excess of the sum represented by 4% of the budget of that local
government for that year or $15K, whichever is greater.
4.1.1 A local government shall not, in any one year, borrow for capital expenditures
any money in excess of the sum represented by 2% of the assessed value ofreal
property in that local government.
4.1.2 The total amount of money borrowed by a local government for capital
expenditures shall not exceed 6% of the assessed value of real property inthe
local government.
4.2 The City's capacity to issue debt is directly related to Taxpayer's ability to service the
payments required on the debt. Three key performance indicators will be
benchmarked and measured, and the following debt limits shall be applicable:
4.2.1 Debt per Capita: This measurement can provide elected officials with a trend
of overall debt outstanding by measuring how much debt the City has per
citizen. General Fund Debt per Capita shall not exceed $1600;
4.2.2 Debt Service Ratio: This measurement allows elected officials to be aware of
the amount of the current year's annual operating budget which is devoted to
servicing debt. The General Fund Debt Service Ratio shall not exceed 12%;
4.2.3 Total Debt Outstanding as a Percentage of Operating Budget: This
measurement identifies the percentage of annual operating revenues that
would be required to extinguish the City's outstanding debt. The General Fund
Total Debt Outstanding as a Percentage of Operating Budget shall not exceed
70%;
4.3 Additional debt is only permissible when existing debt is within these limits, the limits
will be reviewed and updated on an annual basis;
5
City of Saint John
Debt Management Policy
4.4 The City's General Fund target Debt Per Capita is $750 by 2032, the City's Debt Service
Ratio Target is 6.5% by the year 2032 and the City's General Fund Target Debt
Outstanding as a Percentage of Operating Budget is 30% by 2032.
4.5 Long Term Debt Term shall be in accordance with the Debt Management Plan.
5. DEBT LIMITS AND DEBT CAPACITY SAINT JOHN WATER
5.1 The New Brunswick Local Governance Act stipulates that:
5.1.1 A local government may borrow temporarily in each year for current
expenditures in respect of the operation of a generation facility a sum or sums
of money not exceeding 50% of the budgeted revenue for that year.
5.2 The capacity to issue debt is directly related to ratepayers ability to service
the payments required on the debt. Two key performance indicators will be
benchmarked and measured, and the following debt limits shall be applicable:
5.2.1 Debt Service Ratio: This measurement allows elected officials to be aware of
the amount of the current year's annual operating budget which is devoted to
servicing debt. The Utilities Fund Debt Service Ratio shall not exceed 15%.
5.2.2 Total Debt Outstanding as a Percentage of Operating Budget: This
measurement identifies the percentage of annual operating revenues that
would be required to extinguish the Saint John Water's outstanding debt.The
Utility Fund Total Debt Outstanding as a Percentage of Operating Budgetshall
be reduced to 100% by the year 2026 and shall not exceed by 100% then after
unless there is a business case to substantiate the increase.
5.3 Additional debt is only permissible when existing debt is within these limits, the limits
will be reviewed and updated on an annual basis;
5.4 Long Term Debt Term shall be in accordance with the Debt Management Plan.
6
City of Saint John
Debt Management Policy
6. DEBT ISSUANCE
6.1 A resolution of Council is required for all new debt issues.
6.2 The debt issuance process generally follows the steps below:
6.2.1 Notice of motion: Council gives notice of intent to borrow after 30 days
from the day of Council resolution;
6.2.2 After expiration of 30 days, Council authorizes staff to issue and sell to the
New Brunswick Municipal Finance Corporation debentures at such terms and
conditions recommended by the Corporation;
6.2.3 Application form filled out and submitted to the New Brunswick Municipal
Finance Corporation;
6.2.4 New Brunswick Municipal Finance Corporation advises the City of theactual
bond issue; and
6.2.5 Staff reports back to Council regarding terms of the issue, coupon rate, price,
average yield and settlement date.
6.3 Debt is structured to fairly distribute the costs over time, taking into consideration
intergenerational equity;
7. INTERNAL FINANCING
7.1 The Organization may use reserves as a source of funds for the internal financing of
capital projects as approved by Council. Any borrowing from reserve funds shall
comply with Policy FAS-003 Reserves Policy.
8. PAY-AS-YOU-GO FINANCING
8.1 The Organization will seek to gradually increase pay-as-you-go as an option for
financing capital over time. Factors which favor pay-go financing include:
8.1.1 Asset Renewal Projects;
8.1.2 Assets with a useful life that is less than 10 years - for example,IT
equipment and road maintenance;
8.1.3 Situations where additional debt could adversely impact the
7
City of Saint John
Debt Management Policy
financial health;
8.1.4 Situations where market conditions favour the use of cash rather than debt
(for example, escalating interest rates)
9. REPORTING
9.1. The total debt outstanding, and total annual debt service payments will be
reported in the annual consolidated financial Statements;
9.2. Key performance indicators for debt will be measured and tracked in the
Annual Financial Health Report Card;
9.3. Long-term debt will be forecasted over the long term in a Debt Management Plan
based on the Capital Investment Plan as part of the Long-Term
Financial Plan.
10. ROLES AND RESPONSIBILTIES
10.1 Council shall:
10.1.1 Approve the Debt Management Policy;
10.1.2 Approve new debt issues; and
10.1.3 Approve budgets sufficient to provide for the timely payment of principal
and interest on all debt.
10.2 Finance Committee shall:
10.2.1 Review borrowing requirements for alignment with the Long Term Financial
Plans; and
10.2.2 Recommend to Council the approval of new debt management plan.
10.3 The Chief Financial Officer shall:
10.3.1 Review the policy annually in consideration to meeting the City's and
debt management goals and submit required changes to the
Finance Committee for recommendation to Common Council consideration
and approval.
10.3.2 Assume primary responsibility for the debt management process;
8
City of Saint John
Debt Management Policy
10.3.3 Determine the Ci available debt capacity and alignment with
Long Term Financial Plans;
10.3.4 Provide for the issuance of debt at appropriate intervals and in reasonable
amounts as required to fund approved capital expenditures;
10.3.5 Submit to Finance Committee and Council, all recommendations to issue
debt; and
10.3.6 Ensure compliance with the principles and mandatory requirements
contained in this policy.
9
March 19, 2025
General Fund and Utility Fund
Finance Committee
December 31, 2024, Unaudited Financial Results
The City of Saint John
Operating Fund by Service Area
December 31, 2024
Unaudited
202420242023
BudgetActualActual
$$$
Revenues
Property Taxes150,579,477 150,579,477 142,105,410
PILT Adjustment - -64,323
Equalization & Unconditional Grant 13,773,578 13,773,578 15,321,432
Regional Services Grant 1,009,6401,009,6401,009,640 1,009,640546,630
Surplus 2nd Previous Year 2,335,8412,335,8412,335,841 2,335,8412,335,8412,335,841 1,753,145
Transfer from Operating Reserves 1,330,0001,330,0001,330,000 1,134,7581,134,7581,134,758161,700
Growth & Community Development Services 4,505,0634,505,0634,505,063 5,257,906 5,736,666
dddddd
Public Safety Services 1,992,1131,992,1131,992,113 2,311,180 3,170,367
Public Works & Transportation Services 6,378,9706,378,9706,378,970 7,193,369 6,797,529
eeeeee
Finance & Administrative Services 4,380,0004,380,0004,380,000 10,472,470 6,801,053
tttttt
Corporate Services - -476,090
iiiiii
Utilities & Infrastructure Services316,000316,000316,000295,717287,727
Saint John Energy Rebates 1,200,000 1,442,27679,339
dddddd
Total Revenues 187,800,682 195,806,212 183,301,410
uuuuuu
Expenditures
Growth & Community Development ServicesGrowth & Community Development ServicesGrowth & Community Development Services 19,451,786 18,820,083 18,723,674
aaaaaa
Public Works & Transportation ServicesPublic Works & Transportation ServicesPublic Works & Transportation Services 45,457,077 47,908,465 42,647,833
Public Safety Services 62,044,484 60,949,386 58,380,270
nnnnnn
Strategic Services 8,610,100 7,737,365 7,315,033
Corporate Services 8,295,166 8,233,4988,016,146
Other Charges 36,584,607 41,907,497 41,110,309
UUUUUU
Utilities & Infrastructure Services 7,357,462 7,613,3806,835,287
Total Expenditures 187,800,682 193,169,674 183,028,552
Surplus (Deficit)- 2,636,538 272,858
1
The City of Saint John
Operating Fund by Service Area
December 31, 2024
Unaudited
202420242023
BudgetActualActual
$$$
Growth&CommunityServices
Salaries 6,207,974 6,225,221 5,315,440
Goods & Services 13,243,812 12,594,862 13,408,234
TOTAL 19,451,786 18,820,083 18,723,674
PublicWorksandTransporationServices
Salaries 17,490,50417,490,50417,490,504 17,660,93517,660,93517,660,935 16,412,316
Goods & Services 27,966,57327,966,57327,966,573 30,247,53030,247,53030,247,530 26,235,517
TOTAL 45,457,07745,457,07745,457,077 47,908,46547,908,46547,908,465 42,647,833
dddddddddddddddd
PublicSafetyServices
Salaries 50,274,34650,274,34650,274,346 49,012,496 46,858,773
eeeeeeeeeeeeeeee
Goods & Services 11,770,13811,770,13811,770,138 11,936,890 11,521,497
tttttttttttttttt
TOTAL 62,044,48462,044,48462,044,484 60,949,386 58,380,270
iiiiiiiiiiiiiiii
StrategicServices
Salaries 4,353,217 4,094,953 3,839,072
dddddddddddddddd
Goods & Services 4,256,883 3,642,412 3,475,961
TOTAL 8,610,100 7,737,365 7,315,033
uuuuuuuuuuuuuuuu
CorporateServices
Salaries 5,740,434 5,728,085 5,221,102
aaaaaaaaaaaaaaaa
Goods & Services 2,554,732 2,505,413 2,795,044
TOTAL 8,295,166 8,233,498 8,016,146
nnnnnnnnnnnnnnnn
Utilities&InfrastructureSSSeeerrrvvviiiccceeesss
Salaries 3,842,743 3,784,053 3,499,703
Goods & Services 3,514,719 3,829,327 3,335,584
UUUUUUUUUUUUUUUU
TOTAL 7,357,462 7,613,380 6,835,287
OtherCharges
Goods & Services 36,584,607 41,907,497 41,110,309
TOTAL 36,584,607 41,907,497 41,110,309
TOTALEXPENDITURES 187,800,682 193,169,674 183,028,552
2
The City of Saint John
Operating Fund by Service Area
December 31, 2024
Unaudited
202420242023
BudgetActualActual
$$$
Revenues
Property Taxes 150,579,477 150,579,477 142,105,410
PILT Adjustment - - 64,323
Equalization & Unconditional Grant 13,773,578 13,773,578 15,321,432
Regional Services Grant 1,009,640 1,009,640 546,630
Surplus 2nd Previous Year 2,335,8412,335,8412,335,841 2,335,841 1,753,145
Transfer from Operating Reserves 1,330,0001,330,0001,330,000 1,134,7581,134,7581,134,758 161,700
Growth & Community Development Services 4,505,0634,505,0634,505,063 5,257,9065,257,9065,257,906 5,736,666
dddddd
Public Safety Services 1,992,1131,992,1131,992,113 2,311,180 3,170,367
Public Works & Transportation Services 6,378,9706,378,9706,378,970 7,193,369 6,797,529
Strategic Services 4,380,0004,380,0004,380,000 10,472,470 6,801,053
eeeeee
Corporate Services --- - 476,090
tttttt
iiiiii
Utilities & Infrastructure Services 316,000316,000316,000 295,717 287,727
Saint John Energy Rebates 1,200,0001,200,0001,200,000 1,442,276 79,339
Total Revenues 187,800,682187,800,682187,800,682 195,806,212 183,301,410
dddddd
Expenditures
Growth & Community Development ServicesGrowth & Community Development ServicesGrowth & Community Development Services
uuuuuu
Growth & Community Planning ServicesGrowth & Community Planning ServicesGrowth & Community Planning Services 1,826,081 1,715,779 1,612,144
Development Services 240,600 - 200,000
aaaaaa
Development EngineeringDevelopment EngineeringDevelopment Engineering 369,657 364,438 344,536
Community Development Community Development Community Development 783,062 754,126 526,216
nnnnnn
Animal Control 109,250 105,112 100,310
Dangerous & Vacant BuildingsDangerous & Vacant BuildingsDangerous & Vacant Buildings 468,954 328,810 150,552
Minimum Property Standards 492,521 442,421 373,474
UUUUUU
Heritage Conservation Service 202,480 196,394 199,905
Cultural Affairs 139,453 107,814 121,725
Other By-laws 297,303 286,006 238,564
Permitting & Inspection Services 1,412,306 1,411,067 1,357,842
Envision Saint John 3,087,500 3,243,635 3,054,227
Market Square 2,250,000 1,728,225 2,455,454
Saint John Trade & Convention Centre 317,066 377,023 321,313
Imperial Theatre 308,048 308,048 295,501
Saint John Aquatic Centre 421,418 495,607 520,820
Saint John Arts Centre 195,223 195,220 178,280
TD Station 491,949 492,293 587,411
Library 489,909 492,397 487,597
City Market 1,188,448 1,326,952 1,189,487
Arts & Culture Board 70,000 47,190 58,992
Public Arts Maintenance 16,000 - 19,315
3
The City of Saint John
Operating Fund by Service Area
December 31, 2024
Unaudited
202420242023
BudgetActualActual
$$$
Remembrance Day Ceremonies 3,500 - 8,988
New Years & Canada Day Celebrations 50,000 68,826 33,076
PRO Kids 175,057 133,027 80,653
Succeed & Stay 165,118 121,909 115,138
Local Immigration Partnership 93,785 108,297 90,643
Carleton Community Centre 190,700190,700190,700 190,313 187,500
Loch Lomond Community Centre 45,00045,00045,000 45,000 45,000
North End Community Centre 190,313190,313190,313 190,313190,313190,313 187,500
Recreation Programming 720,239720,239720,239 656,048 670,925
dddddd
Neighbourhood Development 172,000172,000172,000 150,000 172,000
YMCA - Contracted Services 157,560157,560157,560 153,265 136,932
eeeeee
Boys & Girls - Contracted Services 145,887145,887145,887 142,050 139,951
tttttt
Unspecified Grants 284,000284,000284,000 289,000 215,710
iiiiii
Lifeguards 199,410199,410199,410 207,957 197,595
Play SJ 45,000 26,317 15,169
dddddd
Lord Beaverbrook Rink 167,764 160,854 183,712
Regional Services Commission 343,299 358,248 180,197
uuuuuu
Growth Reserve Fund 350,000 691,756 350,000
Community Improvement ReservesCommunity Improvement ReservesCommunity Improvement Reserves 558,266 - -
aaaaaa
Affordable Housing 217,660 215,664 1,319,321
Housing Accelerator FundHousing Accelerator FundHousing Accelerator Fund - 492,683 -
nnnnnn
Total Growth & Community Development ServicesTotal Growth & Community Development ServicesTotal Growth & Community Development Services 19,451,786 18,820,083
18,723,674
Public Safety Services
Fire Rescue and Suppression ServiceFire Rescue and Suppression ServiceFire Rescue and Suppression Service 24,270,385 25,000,351 23,379,121
UUUUUU
Fire Training 10,437 447 -
Technical Rescue Response 52,120 42,352 42,165
Hazardous Materials 74,775 69,139 61,805
Fire Prevention 930,493 862,570 855,788
Fire Investigation 68,548 70,037 63,709
Emergency Management Service 356,233 225,209 223,342
Water Supply and Hydrants 2,500,000 2,317,033 2,588,571
Public Safety Communications 3,184,016 2,838,288 2,831,516
Street Lighting 1,060,000 1,077,483 951,587
Saint John Board of Police Commissioners 29,537,477 28,446,478 27,382,664
Total Public Safety Services 62,044,484 60,949,386 58,380,270
4
The City of Saint John
Operating Fund by Service Area
December 31, 2024
Unaudited
202420242023
BudgetActualActual
$$$
Public Works & Transportation Services
Snow Control Streets 5,592,712 5,776,919 4,912,739
Street Cleaning 1,641,956 2,730,604 2,093,928
Utility Cuts 1,506,716 1,309,996 1,036,191
Street Services - Surface Maintenance 8,445,799 8,363,601 7,396,588
Snow Control Sidewalk 1,158,9261,158,9261,158,926 1,147,936 1,102,581
Sidewalk Maintenance 913,129913,129913,129 592,387592,387592,387 536,537
Pedestrian & Traffic Management Service 2,555,8632,555,8632,555,863 3,093,7473,093,7473,093,747 2,403,960
Solid Waste Management 4,082,7084,082,7084,082,708 4,255,383 4,574,813
Landscape - Parks & Open Spaces 2,182,3032,182,3032,182,303 2,666,971 2,325,340
Rockwood Park 527,829527,829527,829 585,149 278,391
Urban Forestry 414,446414,446414,446 309,011 258,265
Saint John Horticultural Association 60,00060,00060,000 60,000 50,000
Arena Operation and Maintenance 1,501,5051,501,5051,501,505 1,629,275 1,448,509
Sportsfield Operation and Maintenance 1,294,245 1,401,470 1,283,150
Other Facility Operation and MaintenanceOther Facility Operation and MaintenanceOther Facility Operation and Maintenance 461,846
365,309 379,490
Parking Administration 953,960 889,384 826,100
Transit Debt 1,609,000 1,624,131 1,745,331
Transit Subsidy 6,651,541 7,104,058 6,313,874
Fleet Stockroom 363,331 363,457 321,817
Stormwater Rural 1,799,191 2,073,407 1,972,749
Peel Plaza 405,697 329,701 125,772
Market Square Parking 154,280 234,760 229,198
Off Street Parking 1,180,094 1,001,809 1,032,511
Total Public Works & Transportation Services 45,457,077 47,908,465 42,647,833
Strategic Services
Finance 1,484,128 1,276,837 1,243,463
Assessment 1,767,493 1,767,493 1,622,340
Supply Chain Management 446,623 421,318 441,954
Information Technology 3,782,930 3,199,587 3,121,093
Corporate Planning 337,961 369,916 232,653
Insurance 215,965 157,653 114,709
Liability Insurance 575,000 544,561 538,821
Total Strategic Services 8,610,100 7,737,365 7,315,033
5
The City of Saint John
Operating Fund by Service Area
December 31, 2024
Unaudited
202420242023
BudgetActualActual
$$$
Corporate Services
City Manager 759,585 860,627 1,013,075
Mayor's Office 161,579 169,618 189,310
Common Council 593,458 560,376 622,154
Common Clerk 742,413 728,695 667,748
Human Resources 2,379,4252,379,4252,379,425 2,452,233 2,522,776
Legal Department 1,150,3161,150,3161,150,316 1,450,4211,450,4211,450,421 1,294,328
Real Estate 186,004186,004186,004 204,284204,284204,284 175,872
Saint John Industrial Parks 583,501583,501583,501 253,522 121,628
ddddddddddd
External Relations 217,937217,937217,937 204,466 181,719
Corporate Communications 527,882527,882527,882 447,746 406,121
eeeeeeeeeee
Customer Service 993,066993,066993,066 901,510 821,415
ttttttttttt
Total Corporate Services 8,295,1668,295,1668,295,166 8,233,498 8,016,146
iiiiiiiiiii
Utilities & Infrastructure Services
Engineering 1,388,104 1,301,871 1,118,992
ddddddddddd
Carpenter Shop 401,162 351,046 356,790
Facilities Management 1,633,135 1,632,216 1,571,081
uuuuuuuuuuu
City Hall Building 1,021,696 1,245,381 1,011,058
GIS 442,180 437,857 395,588
aaaaaaaaaaa
Stockroom 220,396 179,477 256,737
Stormwater Urban 2,250,789 2,465,532 2,125,041
nnnnnnnnnnn
Total Utilities & Infrastructure ServicesTotal Utilities & Infrastructure ServicesTotal Utilities & Infrastructure Services 7,357,462 7,613,380 6,835,287
Other Charges
Fiscal Charges 15,420,433 15,390,295 15,657,705
UUUUUUUUUUU
Landfill Closure 300,000 300,000 300,000
Special Pension Contributions 10,225,000 10,230,416 9,345,794
Reserves 3,790,721 8,751,543 8,008,449
Other Charges 48,453 435,242 2,148,361
Capital from Operating 6,800,000 6,800,000 5,650,000
Total Other Charges 36,584,607 41,907,497 41,110,309
Total Expenditures 187,800,682 193,169,674 183,028,552
Surplus (Deficit) - 2,636,538 272,858
6
SaintJohnWater
2024Water&SewerageOperatingBudget
December31,2024
Unaudited
202420242023
BudgetActualsActuals
Revenues
FlatRateAccounts22,250,00022,174,22322,233,613
MeterRateAccounts15,732,05718,304,67415,991,606
IndustrialRawWaterAccounts7,819,4128,625,8987,417,166
FireProtectionLevy2,500,0002,317,0332,588,571
StormSewerLevy945,0001,087,2341,056,155
OtherRevenues1,455,22114,513,8382,135,992
PreviousYear'sSurplus737,731737,476680,796
TransferfromReserves750,0001,637,804
TotalRevenues52,189,42152,189,42152,189,42169,398,18069,398,18069,398,18052,103,899
Expenditures
DrinkingWaterService
WatershedManagement676,220676,220676,220745,556431,804
ddddddddd
WaterTreatment9,122,3649,122,3649,122,3648,911,4538,659,767
WaterPumping&Storage1,244,6111,244,6111,244,6111,327,6901,318,078
eeeeeeeee
Transmission&Distribution4,491,7834,491,7834,491,7835,245,6074,863,952
ttttttttt
CustomerMetering712,793712,793712,793761,227727,925
iiiiiiiii
InternalCharges465,000465,000465,000547,893400,662
OtherCharges562,486574,206589,103
ddddddddd
DebtServicing3,676,7743,642,8733,739,675
TransfertoOperating/CapitalOperating/CapitalOperating/CapitalReserveReserveReserve12,549,2901,978,600
uuuuuuuuu
CapitalfromOperating1,715,6221,715,6222,135,000
TotalDrinkingWaterServiceServiceService22,667,65336,021,41724,844,566
aaaaaaaaa
WastewaterServiceee
WasterwaterPumpingPumpingPumping3,314,7634,008,6053,706,086
WastewaterCollectionCollectionCollection3,110,3443,450,9493,123,635
nnnnnnnnn
WastewaterTreatmentTreatmentTreatment6,225,2065,452,5915,318,741
InternalCharges465,000402,500431,072
UUUUUUUUU
OtherCharges562,486574,206589,103
DebtServicing2,959,5982,951,3283,012,356
CapitalfromOperating3,825,1343,825,1342,732,300
TotalWastewaterServices20,462,53120,665,31318,913,293
InfrastructureManagement
EngineeringServices837,530791,820738,948
TotalInfrastructureManagement837,530791,820738,948
SaintJohnWater
2024Water&SewerageOperatingBudget
December31,2024
Unaudited
IndustrialWaterService
WatershedManagement695,929611,982461,026
WaterPumping&Transmission2,869,2754,089,6622,220,223
CustomerMetering269,463132,89859,237
DebtServicing1,796,5221,846,5701,846,586
TransfertoCapitalReserves836,6771,025,544980,000
TransfertoOperatingReserve1,118,6311,234,810964,497
CapitalfromOperating635,210635,210767,708
TotalIndustrialWaterService8,221,7079,576,6767,299,277
4
TotalExpenditures52,189,42167,055,22651,796,08
Surplus(Deficit)2,342,9542,342,9542,342,954307,815
ddddddddddd
SaintJohnWater
2024Water&SewerageOperatingBudget
eeeeeeeeeee
ttttttttttt
SalariesandGoods&Services
iiiiiiiiiii
20242024202420242023
BBBuuudddgggetActualsActuals
ddddddddddd
DrinkingWaterService
WagesandBenefits3,682,6074,202,2143,933,206
uuuuuuuuuuu
Goods&Services18,985,04631,819,20320,911,360
Total 22,667,65336,021,41724,844,566
WastewaterService
aaaaaaaaaaa
WagesandBenefits4,501,5944,261,5304,131,535
Goods&Services15,960,93716,403,78314,781,758
nnnnnnnnnnn
Total 20,462,53120,665,31318,913,293
InfrastructureManagement
WagesandBenefits591,394572,070541,605
UUUUUUUUUUU
Goods&Services246,136219,750197,343
Total 837,530791,820738,948
IndustrialWaterService
WagesandBenefits1,193,6791,250,407790,204
Goods&Services7,028,0288,326,2696,509,073
Total 8,221,7079,576,6767,299,277
S52,189,42167,055,22651,796,084
TOTALEXPENDITURE