2017-09-07 Finance Committee Agenda Packet - Open Session
Finance Committee Meeting
Open Session
July 19, 2017
MINUTES - OPEN SESSION FINANCE COMMITTEE MEETING
JULY 19, 2017 AT 4:30 PM
th
8 FLOOR BOARDROOM, CITY HALL
Present: Mayor D. Darling
Councillor D. Merrithew
Councillor D. Reardon
Councillor G. Sullivan
Councillor S. Casey
Absent: Councillor G. Norton
Also
Present: City Manager J. Trail
Deputy City Manager N. Jacobsen
Commissioner of Finance and Treasurer K. Fudge
Deputy Commissioner Finance and Administrative Services I. Fogan
Comptroller C. Graham
Senior Manager, Financial Planning H. Nguyen
Commissioner Saint John Water B. McGovern
Commissioner of Transportation & Environment Services M. Hugenholtz
Assistant Comptroller Finance C. Lavigne
Acting Director Corporate Planning/Chief Information Officer S. Rackley-Roach
Fire Chief K. Clifford
Senior Financial & Economic Analyst B. Zirobwa
Administrative Assistant K. Tibbits
1. Meeting Called To Order
Councillor Merrithew called the Finance Committee open session meeting to order.
1.1 Approval of Minutes June 29, 2017
Moved by Councillor Sullivan, seconded by Councillor Reardon:
RESOLVED that the minutes of June 29, 2017, be approved.
MOTION CARRIED.
1.2 2018 Draft Capital Budgets General Fund/Utility Fund
1.3 2018 General Fund Capital Budget
1.4 2018 Utility Fund Capital Budget
Mr. Fudge stated that there are benefits in approving the capital budget early in the year as it allows the
City to advertise for tenders earlier and thereby receive better pricing from contractors. The draft
general fund represents a total investment of $18.3M with approximately $12M funded through debt
issue. Debt has been capped at $12M to avoid the risk of a tax rate increase through an increase in
fiscal charges. Because infrastructure is primarily funded through debt, assets are depreciating at a
Finance Committee Meeting
Open Session
July 19, 2017
investment in those assets. As such, there is a risk of sudden
large capital expenditures at higher than normal operating costs which could potentially affect service
levels.
Ms. Graham reviewed the submitted report with respect to the draft capital general fund and
commented on the recommended capital projects for 2018. The committee discussed the capital
budget and offered comment. Members were asked to direct comments/considerations to the Finance
Department.
Moved by Mayor Darling, seconded by Councillor Reardon:
RESOLVED that the 2018 Draft General Fund Capital Budget presentation and report be received for
information.
MOTION CARRIED.
Ms. Graham reviewed the submitted report with respect to the draft capital utility fund. The
substantial completion payment for the P3 water project will be made in 2018. The draft capital budget
for the utility is $146M predominantly related to the safe clean drinking water project, with the City
borrowing portion at $47M over a 30 year period. Since 2014, the water utility has been setting aside
some capital funding to help offset the borrowing cost through yearly increases in water rates. This has
allowed the buildup of the reserve which means less borrowing and a cushion against rate shock when
the project is operational. There is approximately $17M in the reserve to put towards the safe clean
drinking water project.
In 2018, the capital envelope will increase to over $100M for the utility. The intention is to not borrow
additional capital for the water utility and gradually bring the capital back down to the $60M level by
2025.
Ms. Graham commented on other capital expenditures planned for 2018 and responded to questions.
The committee was encouraged to direct comment/considerations to staff.
Moved by Councillor Sullivan, seconded by Mayor Darling:
RESOLVED that the 2018 Draft Utility Fund Capital Budget presentation and report be received for
information.
MOTION CARRIED.
Adjournment
Moved by Councillor Sullivan, seconded by Councillor Reardon:
RESOLVED that the Finance Committee open session meeting held on Wednesday, July 19th, 2017 be
adjourned.
MOTION CARRIED.
The Finance Committee meeting held on July 19, 2017 was adjourned at 5:50 p.m.
In association with:
2016 State of the Infrastructure
Service AreaReplacement ValueInfrastructure DeficitResultTrend
Growth & Community Development$159,067,516 $64,122,250 C-
Public Safety$64,907,839 $11,630,522 C+
Transportation & Environment$870,716,094 $138,300,536 C+
Saint John Water$1,088,176,176 $214,362,470 C-
Corporate, Finance & Administrative$15,213,429 $5,361,290 C-
Total$2,198,081,053 $433,777,068 C
A = Very Good B = Good C = Fair D = Poor F = Very Poor
No change in asset state of repair expected. Historical and currentfunding
is at or near the sustainable funding requirement.
Asset state of repair improving. Historical and currentfunding is abovethe
sustainable funding requirement.
Asset state of repair deteriorating. Historical and currentfunding is below
the sustainable funding requirement.
ii
CITY OF SAINT JOHN
2016 State of the Infrastructure Report
Table of Contents
1.0 INTRODUCTION ................................................................................................... 1
1.1 Background ........................................................................................................... 1
1.2 Purpose ................................................................................................................. 1
2.0 APPROACH .......................................................................................................... 4
2.1 Service-Based Hierarchy ....................................................................................... 4
2.2 Condition Rating System ....................................................................................... 6
2.3 Risk ....................................................................................................................... 7
2.4 Letter Grade .......................................................................................................... 9
2.5 Investment Profile and Trend Arrow .................................................................... 10
2.6 Risk Heatmap ...................................................................................................... 12
2.7 Confidence Band ................................................................................................. 13
3.0 RESULTS ........................................................................................................... 15
City of Saint John ............................................................................................................ 16
Saint John (General) ....................................................................................................... 19
Saint John Water ............................................................................................................. 22
Growth & Community Development ................................................................................ 25
Public Safety ................................................................................................................... 28
Transportation & Environment ........................................................................................ 31
Corporate, Finance & Administrative .............................................................................. 34
4.0 CONCLUSION .................................................................................................... 37
APPENDICES
APPENDIX A - SERVICE-BASED ASSET HIERARCHY
APPENDIX B - CONSEQUENCE OF FAILURE TABLES
APPENDIX C - DEFICIT REDUCTION SCENARIOS
1
LIST OF FIGURES
Figure 1 - City of Saint John AM Framework ................................................................................ 2
Figure 2 - Service-Based Asset Hierarchy .................................................................................... 5
Figure 3 - Generalized Asset Deterioration Curve ........................................................................ 7
Figure 4 - Example Investment Profile ........................................................................................ 11
Figure 5 - Risk Heatmap Example Plot ....................................................................................... 13
Figure 6 - Example Confidence Band ......................................................................................... 13
Figure 7 - City of Saint John Condition Distribution .................................................................... 17
Figure 8 - City of Saint John Confidence Band ........................................................................... 18
Figure 9 Saint John General Condition Distribution ................................................................. 20
Figure 10 Saint John General Confidence Band ..................................................................... 21
Figure 11 - Saint John Water Condition Distribution ................................................................... 23
Figure 12 - Saint John Water Confidence Band ......................................................................... 24
Figure 13 - Growth & Community Development Condition Distribution ...................................... 26
Figure 14 - Growth & Community Development Confidence Band ............................................. 27
Figure 15 - Public Safety Condition Distribution ......................................................................... 29
Figure 16 - Public Safety Confidence Band ................................................................................ 30
Figure 17 - Transportation & Environment Condition Distribution ............................................... 32
Figure 18 - Transportation & Environment Confidence Band ..................................................... 33
Figure 19 - Corporate, Finance & Administrative Condition Distribution ..................................... 35
Figure 20 - Corporate, Finance & Administrative Confidence Band ........................................... 36
LIST OF TABLES
Table 1 - Condition Rating Framework ......................................................................................... 6
Table 2 - Condition Rating Table .................................................................................................. 7
Table 3 - Probability and Consequence of Failure Descriptions ................................................... 8
Table 4 - Risk Rating Framework ................................................................................................. 8
Table 5 - Letter Grade State of Repair and Definitions ................................................................. 9
Table 6 - Letter Grade Thresholds .............................................................................................. 10
Table 7 - Trend Arrow Descriptions ............................................................................................ 12
Table 8 - Data Accuracy Descriptions ......................................................................................... 14
Table 9 - Data Completeness Descriptions ................................................................................ 14
Table 10 - City of Saint John Service Area Results .................................................................... 16
Table 11 - Saint John General Service Area Results ................................................................. 19
Table 12 Saint John Water Asset Category Results ................................................................ 22
Table 13 - Growth & Community Development Asset Category Results .................................... 25
Table 14 Public Safety Asset Category Results ...................................................................... 28
Table 15 - Transportation & Environment Asset Category Results ............................................ 31
Table 16 - Corporate, Finance & Administrative Asset Category Results .................................. 34
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1.0 INTRODUCTION
1.1 Background
In 2016, the City of Saint John began down the path of developing and implementing an asset
management (AM) program for all municipal assets owned and operated by the City. Phase 1 of
this asset management program defined the improvement initiatives needed to move the City of
Saint John towards best practice asset management. Several key documents were issued at
the completion of Phase 1, and are listed below.
1. The Asset Management Policy institutionalizes asset management within the
, and articulates several key elements
policy and strategic guidance to the Senior Leadership Team.
2. f asset management) is prepared by the
Senior Leadership Team and provides direction to all Departments and staff to create an
integrated approach to asset management.
3.
document for staff to be used as a detailed implementation plan. This document
provides
managed and can continue to sustainably provide the services expected by the citizens
of Saint John.
The first activity identified in the Asset Management Road Map was the development of an initial
State of the Infrastructure (SOTI) report.
towards an asset management program and highlights its commitment to ensuring sustainable
service delivery.
1.2 Purpose
The purpose of a State of the Infrastructure report is to communicate the state of repair of the
infrastructure assets essential to the delivery of public services. The report
contains several indicators (the replacement value of the infrastructure assets, the infrastructure
deficit (value of infrastructure at or beyond the end of its service life), the state of repair of the
assets, the anticipated change in the state of repair of the assets based on historical and current
funding, and an indication of the confidence in the asset data upon which the prior information is
based) that will allow the comparison of the state of infrastructure repair across different service
areas, within service sub-areas and over time (when the SOTI report is regenerated in the
future). The report also presents the sustainable funding requirement (the future investments
needed to replace existing infrastructure at the end of its service life), a comparison of the
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2016 State of the Infrastructure Report
August 24, 2017
sustainable funding requirement to the historic capital funding, a distribution of the asset
heat of the assets requiring replacement in the next 20 years and an
estimate of the funding required to replace these assets (and eliminate the current infrastructure
deficit).
In general, the SOTI report is intended to provide information to answer the six key asset
management questions highlighted in the shown in Figure 1 below.
1. What do you have?
2. What is it worth?
3. What condition is it in?
4. What do you need to do to it?
5. When do you need to do it?
6. How much money do you need?
Figure 1 - City of Saint John AM Framework
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As the inaugural issue of the SOTI report, this document will provide a benchmark and
framework for future iterations. It is expected the City will produce SOTI reports on an on-going
basis at pre-defined intervals. As future iterations are produced, City residents will understand
and see the impacts of infrastructure renewal programs, funding commitments and advanced
asset management practices.
In the interpretation of this report, it should be noted the presented information is based on
current, readily available asset data. As this asset data is currently incomplete and not fully
accurate, the results presented in this inaugural SOTI report are expected to be subject to
significant change when the data quality is refined and improved.
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2.0 APPROACH
This section details the methodology used to quantify the City of Saincurrent state of
repair for municipal infrastructure assets. The state of the infrastructure is described using a
service-based asset hierarchy, and condition & risk rating systems, letter grades, investment
profiles, trend arrows and confidence bands. Although each of these indicators only quantifies a
comprehensive overview. Detailed information regarding each of these indicators is presented
in the following report sections.
2.1 Service-Based Hierarchy
Municipal assets generally are organized in a hierarchy that arranges assets into categories or
levels (e.g. a water distribution main > water distribution network > drinking water > Saint John
Water). The purpose of the hierarchy is to ensure asset data is collected and organized in a
framework which will facilitate data access, information extraction and reporting, and decision
making.
Asset hierarchies can be arranged to reflect organizational structure (e.g. public works, fleet
maintenance, facilities management) or services provided (e.g. potable water, transportation,
recreation). To ensure consistency with the existing service-based budgeting at the City and
streamline asset management decisions with the supporting budgeting process, a service-
based asset hierarchy has been adopted. However, perfect alignment with the service-based
budget was not possible. This is due to the inconsistency between the budgets associated with
the acquisition, operation and maintenance of an asset compared to the budget associated with
the delivery of services provided by the asset. While the service-based asset hierarchy is not
perfectly aligned, it does provide a structured framework of assets and readily communicates
the services provided by each asset.
The asset hierarchy is broken down into . Each level of the hierarchy
demonstrates a different degree of asset complexity/detail for a service area. Most assets
included in the asset inventory require 3 levels of complexity, while others, such as the Saint
John Water assets, require an additional 2 levels, for a total of 5. Additional levels of detail can
be added to the hierarchy to improve asset management decision making or incorporate
operational requirements.
Levels 1 and 2 of the service-based asset hierarchy are shown in Figure 2 below, while the
complete asset hierarchy is presented in Appendix A. SOTI report card information was
generated for these two levels, and are presented in this document.
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Figure 2-Service-Based Asset Hierarchy
City of Saint John
Growth & Community Transportation & Corporate, Finance &
Public SafetySaint John Water
DevelopmentEnvironmentAdministrative
TourismFire & RescueRoadwaysIT & EquipmentDrinking Water
Economic DevelopmentPoliceSidewalksCorporate FleetIndustrial Water
Arts & CultureStormwaterCorporate FacilitiesWastewater
PSCC
General Machinery & Equipment
Solid Waste
Street Lighting
Parks & Public SpacesGeneral Furniture & Fixtures
Sports & Recreation
Transit
Parking
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2.2 Condition Rating System
The condition of each asset represents the current state of physical repair and is rated using a
five-point scale to align the City of Saint John with the 2016 Canadian Infrastructure Report
Card. This simplified condition rating scale allows for comparative benchmarking between asset
groups and is sufficiently detailed for high-level decision making. Descriptions of each condition
rating (from 1 to 5) are shown in Table 1 below.
Table 1 - Condition Rating Framework
Rating Condition Definition
Very Fit for the future. Well maintained, good condition, new or recently
1
Good rehabilitated.
Adequate for now. Acceptable, generally approaching mid-stage of
2 Good
expected service life.
Requires attention. Signs of deterioration, some elements exhibit
3 Fair
deficiencies.
Increasing potential of affecting service. Approaching end of
4 Poor service life, condition below standard, large portion of system
exhibits significant deterioration.
Unfit for sustained service delivery. Near or beyond expected
5 Very Poor service life, widespread signs of advanced deterioration, some
assets may be unusable.
Condition ratings can be determined in a variety of ways, but are generalized in two categories;
by field assessment and inspection, and predictive modelling. The preferred and more reliable
method to determine condition is through field assessments and inspections. However, due to a
lack of data availability, all asset condition ratings were estimated using a simplified predictive
model, using age as a proxy, rather than field assessments or inspections.
Condition ratings using the framework presented in Table 1 were estimated based on a
generalized asset deterioration curve, shown in Figure 3 below. This general deterioration curve
reflects the accelerated rate of deterioratio
developed using expert opinion and consultation with City staff. As condition data is collected
(through field assessments and inspections), more advanced predictive models can be
developed to more accurately predict asset condition.
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Figure 3 - Generalized Asset Deterioration Curve
Very Good
Good
Fair
Poor
Very Poor
0%20%40%60%80%100%
% of Life Consumed
Table 2 - Condition Rating Table
% Life
Rank Condition
Consumed
1 Very Good 0 - 35%
2 Good 36 - 60%
3 Fair 61 - 80%
4 Poor 81 - 95%
5 Very Poor 96 - 100%
2.3 Risk
Risk ratings were used to determine which assets pose a significant threat to the delivery of
services and are a priority for repair or renewal. Assets which are likely to fail and have a
serious consequence of failure will score a higher risk rating than assets which are not likely to
fail and/or have a minor consequence of failure. A simple risk evaluation technique is used for
all assets in the SOTI report. This method uses both the probability and consequence of failure
of an asset, and calculates the risk rating with the following equation:
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2016 State of the Infrastructure Report
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Likecondition, probability and consequence of failure is scored on a 1-5 rating scale.These
ratings, and their associated descriptions, are shown in Table 3 below. Multiplying these two
values together yields a risk matrix, shown in Table 4.This risk framework is consistent with the
City.
Table 3 - Probability and Consequence of Failure Descriptions
Rating Probability of Failure Consequence of Failure
1 Improbable Insignificant
2 Unlikely Minor
3 Possible Moderate
4 Likely Major
5 Highly Probable Catastrophic
Table 4 - Risk Rating Framework
Consequence of Failure
Insignificant Minor Moderate Major Catastrophic
Risk Category
1 2 3 4 5
Improbable
1 1 2 3 4 5 1 Insignificant Risk
e
r
u
Unlikely
2 2 4 6 8 10 2 Negligible Risk
l
i
a
F
f
o
Possible
y3 3 6 9 12 15 3 Moderate Risk
t
i
l
i
b
a
b
o
Likely
4 4 8 12 16 20 4 Substantial Risk
r
P
Highly
5 5 10 15 20 25 5 Enormous Risk
Probable
As an example, an asset could have a high probability of failure of 5 but only have a small
consequence of failure of 2. As a result, the asset would only score a risk rating of 10 and fall in
the moderate risk category despite its high probability of failure (a section of sidewalk would fit
this risk profile). This asset can be compared to a second asset with a lower probability of failure
of 3, but a much higher consequence of failure of 5. This asset would score a higher risk rating
of 15, fall in the substantial risk category, and would be recognized as a more critical asset (a
piece of disinfection equipment at the water treatment plant would fit this risk profile).
For the initial SOTI report, it is assumed the condition of an asset directly relates to its
probability of failure. Additionally, the consequence of failure of all assets has been pre-
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determined by subjective input from City staff(see Appendix Bfor details). The City recognizes
this is a simplistic and coarse determination of asset risk. For future iterations of the SOTI
report, more advanced methodologies of quantifying probability and consequence of failure will
be used. These methods will incorporate several key decision-making criteria such as (but not
limited to) climate change, social, economic, environmental, future growth, life cycle cost and
operation impacts.
2.4 Letter Grade
Each asset category and service area is assigned a letter grade to communicate the current
state of infrastructure repair. These letter grades combine both condition and risk to yield a letter
grade as defined in Table 5. Additionally, consideration is given for assets which score close to
the threshold of another grade (see Table 6). In this scenario, assets are given a + or symbol
to indicate if an asset is close to a better or worse grade.
Table 5 - Letter Grade State of Repair and Definitions
Letter State of
Definition
Grade Repair
Fit for the future. Well maintained, good condition, new or
A Very Good
recently rehabilitated, little to no concern of risk.
Adequate for now. Acceptable, generally approaching mid-
B Good
stage of expected service life, low concern of risk.
Requires attention. Signs of deterioration, some elements
exhibit deficiencies and moderate concern of risk which
C Fair
should be addressed in the short-term. Asset category is
Increasing potential of affecting service. Approaching end of
service life, condition below standard, large portion of system
D Poor
exhibits significant deterioration and high concern of risk
could be catastrophic.
Unfit for sustained service delivery. Near or beyond expected
service life, widespread signs of advanced deterioration,
F Very Poor
some assets may be unusable and very high concern of risk
asset should be attended to as soon as possible.
The letter grades of level 1 and 2 asset service areas were calculated using weighted condition
ratings and risk categories values for each asset in the service area. Each asset was assigned a
condition rating using a scale of 1 5 as shown in Table 1, and a risk category value of 1-5 by
normalizing the risk ratings of 1 25, as shown in Table 4. The condition ratings and risk
category values were used to calculate letter scores ranging from 1 to 5 for the combined assets
in the level 1 and level 2 service areas using the following approach:
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2016 State of the Infrastructure Report
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a weighting of 75% condition and 25% risk was used to reflect the relative importance of
risk in determining asset replacement priorities, and
the condition ratings and risk category values for individual assets were weighted using
replacement value to reflect the relative importance of more expensive assets on the
delivery of services.
The letter score thresholds and associated letter grades are shown in Table 6 below.
Table 6 - Letter Grade Thresholds
Letter Grade Letter Score
A+ 1.0 - 1.3
A 1.3 - 1.4
A- 1.4 - 1.6
B+ 1.6 - 1.8
B 1.8 - 2.0
B- 2.0 - 2.2
C+ 2.2 - 2.5
C 2.5 - 2.8
C- 2.8 - 3.2
D+ 3.2 - 3.6
D 3.6 - 4.0
D- 4.0 - 4.5
F 4.5 - 5.0
In the interpretation of the letter grades presented in this SOTI report it should be noted the
Canadian Infrastructure Report Card and similar reports prepared for other municipalities do not
include risk in the calculation/assignment of letter grades. Although the increasing importance of
external (i.e. non-age or deterioration driven) asset risks, such as the effects of climate change,
in our opinion justifies the inclusion of risk in the calculation of letter grades, it does not allow the
2.5 Investment Profile and Trend Arrow
The capital investment profile outlines the future investment requirements to sustainably
maintain the existing asset inventory over a 100-year period. A 100-year evaluation period was
selected to make sure the replacement cycle of the longest lasting assets was captured. The
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2016 State of the Infrastructure Report
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difference between the sustainable funding requirement and historical budgets is known as the
The investment profiles developed for this reportassume each asset in the TCA inventory will
be replaced once it reaches the end of its estimated useful life. Separate investment profiles
have beendeveloped for each major service areato provide insight into the budget
requirements for separate departments managing these assets.An example investment profile
and its components isshown in Figure 4below.
Figure 4-Example Investment Profile
$7
Infrastructure Deficit =$5,361,290
$6
$6
Sustainable Funding Requirement =
$5
Historical Budget (2015 -2017 Average) =
$1,561,255
$2
$1,056,375
$1
$1
$0
Time Period
The investment profiles generated are then
arrow indicates the expected trend in infrastructure state of repair given historicalfunding
commitments. Combining these two criteria produces the funding ratio, defined below.
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This ratio will determine the slope of the trend arrow, as describedin Table 7.Please note the
slope of the trend arrow is continuously variable (using a linear scale) between a slope of +60°
and -60°from horizontal.
Table 7 - Trend Arrow Descriptions
Trend Arrow Funding Ratio Description
Asset state of repair rapidly improving. Historical
> 150% and current funding is well above the sustainable
funding requirement.
No change expected in asset state of repair.
100% Historical and expected funding meets the
sustainable funding requirement.
Asset state of repair rapidly deteriorating.
< 50% Historical and current funding is well below the
sustainable funding requirement.
The slope of the trend arrow indicates the degree to which historical funding is above/below the
sustainable funding requirement, up to the limits defined above. As an example, if the funding
ratio is determined as 125% the slope of the arrow will be +30°.
2.6 Risk Heatmap
The risk heatmap figure illustrates the magnitude and severity of expected infrastructure
investm-a-
infrastructure priorities. This figure is a bubble chart with the asset risk rating (1-25) plotted
against the current replacement year of an asset. Additionally, the size of each bubble indicates
the replacement cost of each asset. An example is shown in Figure 5 below.
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Figure 5-Risk Heatmap Example Plot
High Risk
High Risk
Long-Term Failure
Short-Term Failure
Low Risk
Low Risk
Long-Term Failure
Short-Term Failure
2.7Confidence Band
The information in the SOTI report is based on the data available for individual assets, and for
this inaugural issue the asset data is limited to that contained in the Tangible
Capital Asset (TCA) inventory. As the summary information presented in the SOTI report is
likely sensitive to the accuracy and completeness of the asset data, confidence bands have
been produced forall service areasincluded in the SOTI report.
The confidence bands illustrate two things.Firstly, asmore data is included andmore
sophisticated method
obtained are expected to change. This change will not be due to an increased deterioration or
betterment of infrastructure, it will simply be due to an increase in data accuracy and
completeness. The confidence bands provide context for these sudden increases or decreases
in infrastructure state of repair and results. Secondly, the confidencebandsidentify areas for
data improvement. The City can use confidence bands to identify which asset groups require
improvements in data quality to produce more certain results. An example confidence band is
shown in Figure 6below.To assist in the interpretation of confidence bands, Table 8and Table
9have been developed.
Figure 6-Example Confidence Band
Accuracy
LowDegree of ConfidenceHigh
Completenes
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Table 8 - Data Accuracy Descriptions
Accuracy Figure Criteria
Asset data is almost non-existent. No condition field
Very Low assessments available and simple predictive models are
used. Risk is determined by subjective input only.
Basic asset data is available. No condition field
Low assessments available and simple predictive models are
used. Risk is determined by subjective input only.
Basic asset data is available. Some condition field
assessments available and simple predictive models are
Moderate
used. Risk is based on expert opinion and reasonable
analyses.
Advanced asset data is available. The majority of condition
field assessments are available and simple predictive
High
models are used. Risk is based on expert opinion and
reasonable analyses.
Advanced asset data is available. The majority of condition
Very field assessments are available and advanced predictive
High models are used. Risk is based on the best method of
assessment available.
Table 9 - Data Completeness Descriptions
Completeness Figure Criteria
Very Low 0 - 20% of assets are included
Low 20 40% of assets are included
Moderate 40 60% of assets are included
High 60 80% of assets are included
Very High 80 100% of assets are included
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3.0 RESULTS
State of the Infrastructure results have been generated for the City as a whole and for the two
major budgets, General and Water. Additionally, detailed State of the Infrastructure results have
been generated for the four (4) major service areas included in the General budget (shown in
Figure 2):
1. Growth & Community Development
2. Public Safety
3. Transportation & Environment
4. Corporate, Finance & Administrative
Each of these service areas (level 1 on the asset hierarchy) have been sub categorized and
evaluated on their level 2 asset categories. Each service area report contains key information
such as total replacement value, infrastructure deficit, letter grade, trend arrow, investment
profile and confidence band. This information will communicate the current state of
infrastructure repair and the necessary funding to maintain or improve it.
As previously mentioned, this report relies solely on the existing asset inventory (TCA). It is
expected all results are sensitive to more complete and more accurate asset data, and readers
are advised to consult the confidence bands for each service area to understand the uncertainty
of the results.
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City of Saint John
Replacement Value Infrastructure Deficit Letter Grade Trend
$2,198,081,053 $433,777,068 C
As Canada's oldest incorporated city and New Brunswick's largest municipality, the City of Saint
John has been providing municipal services to local citizens for more than two centuries. Key
service areas provided by the City include Growth & Community Development, Public Safety,
Transportation & Environment, Saint John Water, and Corporate, Finance & Administrative
services.
Table 10 - City of Saint John Service Area Results
Service Area Replacement Value Infrastructure Deficit Result
Growth & Community Development $159,067,516 $64,122,250 C-
Public Safety $64,907,839 $11,630,522 C+
Transportation & Environment $870,716,094 $138,300,536 C+
Saint John Water $1,088,176,176 $214,362,470 C-
Corporate, Finance & Administrative $15,213,429 $5,361,290 C-
Total $2,198,081,053 $433,777,068 C
See Appendix A for a detailed breakdown of assets included in each service area.
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Figure 7-City of Saint John Condition Distribution
Condition
The replacement value-weighted average
Very Poor
23%Very
condition rating for the City of Saint John is 2.66.
Good
This value is comparable with the condition
32%
descriptions defined in Table 1. As shown in
Figure 7, 48%of the City of Saint Johnassets are
Poor
3%
in a condition of fair or worse.
Fair
22%
Good
20%
Investment Profile
The City of Saint John has a current infrastructure deficit of$433,777,068 . If all assets were
replaced at the end of their useful life, there would be a sustainable funding requirement of
$68,708,369 per year (including the infrastructure deficit). Historical budgets (2015 2017)
indicate an average investment of$31,571,145 per year. As a result, there is an investment gap
of$37,137,224 per year. If this trend were to continue for 100 years, a cumulative infrastructure
deficit of$3,682,151,244 is expected.
$500
$467
Infrastructure Deficit = $433,777,068
$433
Historical Budget (2015 -2017) =
Sustainable Funding Requirement =
$400
$31,571,145
$68,708,369
$100
$67
$33
$0
Time Period
17
2016 State of the Infrastructure Report
August 24, 2017
Heatmap
Confidence Band
Based on the methods used to determine the state of infrastructure repair, the City of Saint John
has a Low accuracy rating. Additionally, it is believed that 20 40% of the assets have been
included, resulting in a Low Completeness rating. These results are shown inFigure 8below.
Figure 8-City of Saint John Confidence Band
Accuracy
Completeness
18
2016 State of the Infrastructure Report
August 24, 2017
Saint John (General)
Replacement Value Infrastructure Deficit Letter Grade Trend
$1,109,904,878 $219,414,598 C
Services included in the General budget by the City are Growth & Community Development,
Public Safety, Transportation & Environment, and Corporate, Finance & Administrative services.
Table 11 - Saint John General Service Area Results
Service Area Replacement Value Infrastructure Deficit Result
Growth & Community Development $159,067,516 $64,122,250 C-
Public Safety $64,907,839 $11,630,522 C+
Transportation & Environment $870,716,094 $138,300,536 C+
Corporate, Finance & Administrative $15,213,429 $5,361,290 C-
Total $1,109,904,878 $219,414,598 C
See Appendix A for a detailed breakdown of assets included in each service area.
19
2016 State of the Infrastructure Report
August 24, 2017
Figure 9Saint John General Condition Distribution
Condition
The replacement value-weighted average
Very Poor
20%
condition rating for Saint John General is 2.51.
Very
Good
This value is comparable with the condition
33%
descriptions defined in Table 1. As shown in
Poor
Figure 9, 38%of the Saint John General assets
5%
are in a condition of fair or worse.
Fair
12%
Good
30%
Investment Profile
The Saint John Generalcategoryhas a current infrastructure deficit of$219,414,598 . If all
assets were replaced at the end of their useful life, there would be a sustainable funding
requirement of$42,124,683 per year (including the infrastructure deficit). Historical budgets
(2015 2017) indicate an average investment of$19,115,145 per year. As a result, there is an
investment gap of$23,009,538 per year. If this trend were to continue for 100 years, a
cumulative infrastructure deficit of$2,300,953,786 is expected.
$275
$250
Infrastructure Deficit = $219,414,598
$225
$200
Sustainable Funding Requirement =
Historical Budget (2015 -2017 Average) =
$75
$42,124,683
$19,115,145
$50
$25
$0
Time Period
20
2016 State of the Infrastructure Report
August 24, 2017
Heatmap
Confidence Band
Based on the methods used to determine the state of infrastructure repair, the Saint John
General category has a Low accuracy rating. Additionally, it is believed that 40 60% of the
assets have been included, resulting in a Moderate Completeness rating. These results are
shown in Figure 10below.
Figure 10Saint John GeneralConfidence Band
Accuracy
Completeness
21
2016 State of the Infrastructure Report
August 24, 2017
Saint John Water
Replacement Value Infrastructure Deficit Letter Grade Trend
$1,088,176,176 $214,362,470 C-
Saint John Water supports the Community in achieving its long-term vision and goal for safe,
clean drinking water. Services are delivered to enhance the quality of drinking water and
protect the natural environment with the treatment of wastewater. Significant hard asset
categories include drinking water, industrial water and wastewater. Results for each category
are shown in Table 12.
Table 12 Saint John Water Asset Category Results
Asset Category Replacement Value Infrastructure Deficit Letter Grade
Drinking Water $570,529,161 $118,090,321 C-
Industrial Water $12,726,957 $6,839,609 D+
Wastewater $504,920,057 $89,432,540 C
Total $1,088,176,176 $214,362,470 C-
See Appendix A for a detailed breakdown of assets included in each category.
22
2016 State of the Infrastructure Report
August 24, 2017
Figure 11-Saint John Water Condition Distribution
Condition
The replacement value-weighted average
Very Poor
Very
condition rating for the Saint John Water service
25%
Good
area is 2.40. This value is comparable with the
31%
condition descriptions defined in Table 1. As
shown in Figure 11,36%of the Saint John Water
Poor
service area assets are in a condition of fair or
1%
worse.
Good
10%
Fair
32%
Investment Profile
The Saint John Water service area has a current infrastructure deficit of$214,362,470 . If all
assets were replaced at the end of their useful life, there would be a sustainable funding
requirement of$26,583,686 per year (including the infrastructure deficit). Historical budgets
(2015 2017) indicate an average investment of$12,456,000 per year. As a result, there is an
investment gap of$14,127,686 per year. If this trend were to continue for 100 years, a
cumulative infrastructure deficit of$1,412,768,603 is expected.
$230
Infrastructure Deficit = $214,362,470
$217
$203
Sustainable Funding Requirement =
$190
$26,583,686
Historical Budget (2015 -2017 Average) =
$40
$12,456,000
$27
$13
$0
Time Period
23
2016 State of the Infrastructure Report
August 24, 2017
Heatmap
ConfidenceBand
Based on the methods used to determine the state of infrastructure repair, the Saint John Water
service area has a Low Accuracy rating. Additionally, it is believed that 20 40% of the assets
have been included, resulting in a Low Completeness rating. These results are shown in Figure
12below.
Figure 12-Saint John Water Confidence Band
Accuracy
Completeness
24
2016 State of the Infrastructure Report
August 24, 2017
Growth & Community Development
Replacement Value Infrastructure Deficit Letter Grade Trend
$159,067,516 $64,122,250 C-
The Growth and Community Development Program supports the long-term vision and goal of a
diverse, vibrant, resilient, environmentally sound economy. The service provides guidance,
direction and support for development that enhances quality of life for residents by working to
create places where people want to live, work and invest. Significant hard asset categories
include tourism, economic development and arts & culture. Results for each category are shown
in Table 13.
Table 13 - Growth & Community Development Asset Category Results
Asset Category Replacement Value Infrastructure Deficit Letter Grade
Tourism $1,297,098 $526,683 C-
Economic Development $155,798,886 $62,471,156 C-
Arts & Culture $1,971,531 $1,124,411 D+
Total
$159,067,516 $64,122,250 C-
See Appendix A for a detailed breakdown of assets included in each category.
25
2016 State of the Infrastructure Report
August 24, 2017
Figure 13-Growth & Community Development
Condition
Condition Distribution
The replacement value-weighted average
Very
Good
condition rating for the Growth & Community
13%
Development serviceareais3.19.This value is
comparable with the condition descriptions
Very Poor
40%
defined in Table 1. As shown in Figure 13, Fair or
Worseof the Growth & CommunityDevelopment
service area assets arein a condition of fair or
worse.
Good
40%
Poor
Fair
4%
3%
Investment Profile
The Growth & Community Development service area has a currentinfrastructure deficit of
$64,122,250 . If all assets were replaced at the end of their useful life, there would be a
sustainable funding requirement of$6,431,839 per year(including the infrastructure deficit).
Historical budgets (2015 2017) indicate an average investment of$3,256,150 per year. As a
result, there is an investment gapof$3,175,689 per year. If this trend were to continuefor 100
years, acumulative infrastructure deficit of$317,568,856 is expected.
$75
$70
Infrastructure Deficit =
$64,122,250
$65
$60
$15
Historical Budget (2015 -2017 Average) =
$3,256,150
Sustainable Funding Requirement =
$10
$6,431,839
$5
$0
Time Period
26
2016 State of the Infrastructure Report
August 24, 2017
Heatmap
ConfidenceBand
Based on the methods used to determine the state of infrastructure repair, the Growth and
Community Development service area has a Low Accuracy rating. Additionally, it is believed
that 60 80% of the assets have been included, resulting in a High Completeness rating. These
results are shown in Figure 14below.
Figure 14-Growth & Community Development Confidence Band
Accuracy
Completeness
27
2016 State of the Infrastructure Report
August 24, 2017
Public Safety
Replacement Value Infrastructure Deficit Letter Grade Trend
$64,907,839 $11,630,522 C+
The Public Safety service supports the Community in achieving its long-term vision of being a
safe, livable community. The program helps to improve the quality of life with a focus on
creating safe neighborhoods that provide opportunities for individuals to develop and grow
together through recreation, cultural and leisure activities and community involvement.
Significant hard asset categories include fire & rescue, police, emergency management, public
safety communications center (PSCC) and street lighting. Results for each category are shown
in Table 14.
Table 14 Public Safety Asset Category Results
Asset Category Replacement Value Infrastructure Deficit Letter Grade
Fire & Rescue $20,706,574 $7,145,644 D+
Police $39,607,520 $3,030,154 B+
PSCC $659,223 $145,197 D+
Street Lighting $3,934,522 $1,309,527 D+
Total $64,907,839 $11,630,522 C+
See Appendix A for a detailed breakdown of assets included in each category.
28
2016 State of the Infrastructure Report
August 24, 2017
Figure 15-Public Safety Condition Distribution
Condition
Very Poor
The replacement value-weighted average
19%
condition rating for the Public Safetyservice area
is3.19. This value is comparable with the
condition descriptions defined in Table 1. As
Poor
6%
shown in Figure 15,47%of the Public Safety
Very
service area assets are in a condition of fair or
Fair
Good
7%
worse.
56%
Good
13%
Investment Profile
The Public Safety service area has a current infrastructure deficit of$11,630,522 . If all assets
were replaced at the end of their useful life, there would be a sustainable funding requirement of
$3,773,852 per year(including the infrastructure deficit). Historical budgets (2015 2017)
indicate an average investment of$1,296,000 per year. As a result, there is an investment gap
of$2,477,852 per year. If this trend were to continue for 100 years, a cumulative infrastructure
deficit of$247,785,217 is expected.
$15
$13
Infrastructure Deficit = $11,630,522
$12
Sustainable Funding Requirement = $3,773,852
Historical Budget (2015 -2017 Average) =
$10
$1,296,000
$5
$3
$2
$0
Time Period
29
2016 State of the Infrastructure Report
August 24, 2017
Heatmap
Confidence
Based on the methods used to determine the state of infrastructure repair, the Public Safety
service area has a Low Accuracy rating. Additionally, it is believed that 80 -100% of the assets
have been included, resulting in a Very High Completeness rating. These results are shown in
Figure 16below.
Figure 16-Public Safety Confidence Band
Accuracy
Completeness
30
2016 State of the Infrastructure Report
August 24, 2017
Transportation & Environment
Replacement Value Infrastructure Deficit Letter Grade Trend
$870,716,094 $138,300,536 C+
The Transportation and Environment Program supports the Community in achieving its long-
term vision and goal of creating a green, attractive city where people can get around safely and
easily. Services provide convenient and efficient modes of transportation and protect our
environment through the maintenance of parks and public spaces. Significant hard asset
categories include roadways, sidewalks, storm water, solid waste, parks & public spaces, sports
& recreation, transit and parking. Results for each category are shown in Table 15.
Table 15 - Transportation & Environment Asset Category Results
Asset Category Replacement Value Infrastructure Deficit Letter Grade
Roadways $395,587,173 $66,363,018 C
Sidewalks $48,081,865 $4,024,349 B-
Stormwater $262,849,486 $28,323,997 C
Solid Waste $7,535,426 $1,729,355 C
Parks & Public Spaces $22,493,021 $3,950,111 B-
Sports & Recreation $58,745,634 $26,256,944 C-
Transit $49,911,349 $3,893,286 B
Parking $25,512,139 $3,759,476 A-
Total $870,716,094 $138,300,536 C+
See Appendix A for a detailed breakdown of assets included in each category.
31
2016 State of the Infrastructure Report
August 24, 2017
Figure 17-Transportation & Environment Condition
Condition
Distribution
The replacement value-weighted average
Very Poor
condition rating for the Transportation &
16%
Environmentservice area is2.19. This value is
Very
Good
comparable with the condition descriptions
Poor
35%
6%
defined in Table 1. As shown in Figure 17,31%of
the Transportation & Environmentservice area
assets are in a condition of fair or worse.
Fair
14%
Good
29%
Investment Profile
The Transportation & Environmentservice area has a current infrastructure deficit of
$138,300,536 . If all assets were replaced at the end of their useful life, there would be a
sustainable funding requirement of$30,342,125 per year(including the infrastructure deficit).
Historical budgets (2015 2017) indicate an average investment of$13,506,620 per year. As a
result, there is an investment gapof$16,835,505 per year. If this trend were to continue for 100
years, a cumulative infrastructure deficit of$1,683,550,507 is expected.
$140
Infrastructure Deficit = $138,300,536
$127
$113
Historical Budget (2015 -2017 Average) =
Sustainable Funding Requirement =
$100
$13,506,620
$30,342,125
$40
$27
$13
$0
Time Period
32
2016 State of the Infrastructure Report
August 24, 2017
Heatmap
ConfidenceBand
Basedon the methods used to determine the state of infrastructure repair, the Transportation &
Environment service area has a Low Accuracy rating. Additionally, it is believed that 40 60%
of the assets have been included, resulting in a ModerateCompletenessrating. These results
are shown in Figure 18below.
Figure 18-Transportation & Environment Confidence Band
Accuracy
Completeness
33
2016 State of the Infrastructure Report
August 24, 2017
Corporate, Finance & Administrative
Replacement Value Infrastructure Deficit Letter Grade Trend
$15,213,429 $5,361,290 C-
The Corporate, Finance & Administrative service area combines both Corporate and Finance &
Administrative services hard assets into a single service area. Corporate services provide
administrative support and policy and procedural advice to the elected Common Council. The
service maintains, protects and responds to staff and public inquiries regarding the official and
permanent records of the City. The Finance and Administrative Service focuses on responsible
financial management and sustainable life-cycle management of the City's physical assets,
including fleet, real estate, purchasing and materials management. Significant hard asset
categories include IT & Equipment, Corporate Fleet, Corporate Facilities, General Machinery &
Equipment and General Furniture & Fixtures. Results for each asset category is shown in Table
16.
Table 16 - Corporate, Finance & Administrative Asset Category Results
Asset Category Replacement Value Infrastructure Deficit Letter Grade
IT & Equipment $3,930,567 $671,445 C
Corporate Fleet $1,185,066 $560,973 C
Corporate Facilities $9,391,578 $4,018,670 D+
General Machinery &
$261,893 $110,202 C
Equipment
General Furniture & Fixtures $444,325 $- B-
Total $15,213,429 $5,361,290 C-
See Appendix A for a detailed breakdown of assets included in each category.
34
2016 State of the Infrastructure Report
August 24, 2017
Figure 19-Corporate, Finance & Administrative
Condition
Condition Distribution
The replacement value-weighted average
Very
condition rating for the Corporate, Finance &
Good
Administrativeservice area is2.80. This value is
28%
Very Poor
comparable with the condition descriptions
35%
defined in Table 1. As shown inFigure 19,59%of
the Corporate, Finance & Administrative service
area assets are in a condition of fair or worse.
Good
17%
Poor
Fair
14%
6%
Investment Profile
The Corporate, Finance & Administrative service area has a current infrastructure deficit of
$5,361,290 . If all assets were replaced at the end of their useful life, there would be a
sustainable funding requirement of$1,576,867 per year(including the infrastructure deficit).
Historical budgets (2015 2017) indicate an average investment of$1,056,375 per year. As a
result, there is an investment gapof$520,492 per year. If this trend were to continue for 100
years, a cumulative infrastructure deficit of$52,049,206 is expected.
$7
Infrastructure Deficit =$5,361,290
$6
$6
Historical Budget (2015 -2017 Average) =
Sustainable Funding Requirement =
$1,056,375
$5
$1,576,867
$2
$1
$1
$0
Time Period
35
2016 State of the Infrastructure Report
August 24, 2017
Heatmap
ConfidenceBand
Based on the methods used to determine the state of infrastructure repair, the Corporate,
Finance & Administrativeservice area has a Low Accuracy rating. Additionally, it is believed that
60 80% of the assets have been included, resulting in a High Completeness rating. These
results are shown in Figure 20below.
Figure 20-Corporate, Finance & Administrative Confidence Band
Accuracy
Completeness
36
2016 State of the Infrastructure Report
August 24, 2017
4.0 CONCLUSION
This initial State of the Infrastructure (SOTI) report provides City staff, council and residents with
a better under
essential to the delivery of public services. The SOTI report provides a benchmark and
framework to generate several indicators to allow the comparison of the state of infrastructure
repair across different service areas and within service sub-areas. It is expected the City will
produce SOTI reports on an on-going basis at pre-defined intervals to track changes in the
infrastructure state of repair over time, and to quantify and communicate the impacts of
infrastructure renewal programs, funding commitments and advanced asset management
practices.
In the interpretation of the initial SOTI report results, it should be noted the presented
information is based on current, r
(Tangible Capital Asset (TCA) inventory). As the level of detail for the asset data in the TCA
inventory is limited (providing only 20 40% of the detailed asset data necessary for a complete
analysis), the confidence in the initial SOTI report results is low and should be interpreted with
caution. Improvements of the asset data completeness and accuracy scheduled for the next
the confidence in future
SOTI report results as well as change the state of infrastructure repair indicators. However,
while the confidence in specific results is low, the general conclusions are suitable to provide
guidance for strategic decisions related
The following general conclusions are drawn from the results presented above.
1. The current replacement value of the entire City of Saint John asset inventory is $2.2
billion, while the infrastructure deficit (infrastructure at or beyond its theoretical service
life) is $434 million (approximately 20% of the inventory value). In addition to the
infrastructure deficit, another $217 million of replacement costs are expected in the
coming decade. Combined, a total of $651 million of assets are expected to fail in the
next decade, consisting of $452 million in high-risk assets and $199 million in low-risk
assets.
2. The City of Saint John is currently underfunding its infrastructure renewal requirements.
Historical Capital budgets from 2015 2017 indicate an average historical funding
of $31,571,145 (excluding a $27 million Federal investment for the Safe Clean Drinking
Water project in 2017), while the sustainable funding requirement (funding needed to
eliminate the current infrastructure deficit and replace assets as they reach the end of
their service life) is $68,708,369. This represents a funding ratio of 45% (only 45% of the
funding requirements are being met). It should be noted this ratio assumes the entire
37
2016 State of the Infrastructure Report
August 24, 2017
Capital budget is used for renewals and replacements only, and no new infrastructure is
constructed.
3.
of repair but does require immediate attention. In general, assets are expected to show
signs of deterioration, with some elements exhibiting deficiencies and is expected to
result in a reduced ability to effectively deliver public services. There is a moderate
-term.
In summary, the City of Saint John infrastructure is currently in a fair state of repair, but is
expected to deteriorate during the next decade or two to a
state of repair where the ability to provide services reliably is compromised, unless corrective
action is taken now.
38
APPENDIX A SERVICE-BASED ASSET HIERARCHY
CCCC
City of Saint JohnCity of Saint John
$ 433,777,068$ 433,777,068$ 433,777,068$ 433,777,068$ 2,198,081,053$ 2,198,081,053$ 2,198,081,053$ 2,198,081,053
CCCCC-----C+C+C+C+C+C+C+C+C+C+CCCCC-----CCCCC-----
Growth & Community Growth & Community Growth & Community Transportation & Transportation & Transportation & Corporate, Finance & Corporate, Finance & Corporate, Finance &
Public SafetyPublic SafetyPublic SafetySaint John WaterSaint John WaterSaint John Water
DevelopmentDevelopmentDevelopmentEnvironmentEnvironmentEnvironmentAdministrativeAdministrativeAdministrative
$ 64,122,250$ 64,122,250$ 64,122,250$ 64,122,250$ 64,122,250$ 159,067,516$ 159,067,516$ 159,067,516$ 159,067,516$ 159,067,516$ 11,630,522$ 11,630,522$ 11,630,522$ 11,630,522$ 11,630,522$
64,907,839$ 64,907,839$ 64,907,839$ 64,907,839$ 64,907,839$ 138,300,536$ 138,300,536$ 138,300,536$ 138,300,536$ 138,300,536$ 870,716,094$ 870,716,094$ 870,716,094$ 870,716,094$ 870,716,094$
5,361,290$ 5,361,290$ 5,361,290$ 5,361,290$ 5,361,290$ 15,213,429$ 15,213,429$ 15,213,429$ 15,213,429$ 15,213,429$ 214,362,470$ 214,362,470$ 214,362,470$ 214,362,470$ 214,362,470$ 1,088,176,176$
1,088,176,176$ 1,088,176,176$ 1,088,176,176$ 1,088,176,176
CCCCC-----D+D+D+D+D+CCCCCCCCCCCCCCC-----
TourismTourismTourismFire & RescueFire & RescueFire & RescueRoadwaysRoadwaysRoadwaysIT & EquipmentIT & EquipmentIT & EquipmentDrinking WaterDrinking WaterDrinking Water
$ 526,683$ 526,683$ 526,683$ 526,683$ 526,683$ 1,297,098$ 1,297,098$ 1,297,098$ 1,297,098$ 1,297,098$ 7,145,644$ 7,145,644$ 7,145,644$ 7,145,644$ 7,145,644$ 20,706,574$ 20,706,574$ 20,706,574$
20,706,574$ 20,706,574$ 66,363,018$ 66,363,018$ 66,363,018$ 66,363,018$ 66,363,018$ 395,587,173$ 395,587,173$ 395,587,173$ 395,587,173$ 395,587,173$ 671,445$ 671,445$ 671,445$ 671,445$
671,445$ 3,930,567$ 3,930,567$ 3,930,567$ 3,930,567$ 3,930,567$ 118,090,321$ 118,090,321$ 118,090,321$ 118,090,321$ 118,090,321$ 570,529,161$ 570,529,161$ 570,529,161$ 570,529,161$
570,529,161
CCCCC-----B+B+B+B+B+BBBBB-----CCCCCD+D+D+D+D+
Economic DevelopmentEconomic DevelopmentEconomic DevelopmentPolicePolicePoliceSidewalksSidewalksSidewalksCorporate FleetCorporate FleetCorporate FleetIndustrial WaterIndustrial WaterIndustrial
Water
$ 62,471,156$ 62,471,156$ 62,471,156$ 62,471,156$ 62,471,156$ 155,798,886$ 155,798,886$ 155,798,886$ 155,798,886$ 155,798,886$ 3,030,154$ 3,030,154$ 3,030,154$ 3,030,154$ 3,030,154$
39,607,520$ 39,607,520$ 39,607,520$ 39,607,520$ 39,607,520$ 4,024,349$ 4,024,349$ 4,024,349$ 4,024,349$ 4,024,349$ 48,081,865$ 48,081,865$ 48,081,865$ 48,081,865$ 48,081,865$ 560,973$
560,973$ 560,973$ 560,973$ 560,973$ 1,185,066$ 1,185,066$ 1,185,066$ 1,185,066$ 1,185,066$ 6,839,609$ 6,839,609$ 6,839,609$ 6,839,609$ 6,839,609$ 12,726,957$ 12,726,957$ 12,726,957$
12,726,957$ 12,726,957
D+D+D+D+D+CCCCCD+D+D+D+D+CCCCC
D+D+D+D+D+
Arts & CultureArts & CultureArts & CultureStormwaterStormwaterStormwaterCorporate FacilitiesCorporate FacilitiesCorporate FacilitiesWastewaterWastewaterWastewater
PSCCPSCCPSCC
$ 1,124,411$ 1,124,411$ 1,124,411$ 1,124,411$ 1,124,411$ 1,971,531$ 1,971,531$ 1,971,531$ 1,971,531$ 1,971,531$ 28,323,997$ 28,323,997$ 28,323,997$ 28,323,997$ 28,323,997$ 262,849,486$
262,849,486$ 262,849,486$ 262,849,486$ 262,849,486$ 4,018,670$ 4,018,670$ 4,018,670$ 4,018,670$ 4,018,670$ 9,391,578$ 9,391,578$ 9,391,578$ 9,391,578$ 9,391,578$ 89,432,540$ 89,432,540$
89,432,540$ 89,432,540$ 89,432,540$ 504,920,057$ 504,920,057$ 504,920,057$ 504,920,057$ 504,920,057
$ 145,197$ 145,197$ 145,197$ 145,197$ 145,197$ 659,223$ 659,223$ 659,223$ 659,223$ 659,223
CCCCCCCCCC
D+D+D+D+D+
General Machinery & EquipmentGeneral Machinery & EquipmentGeneral Machinery & Equipment
Solid WasteSolid WasteSolid Waste
Street LightingStreet LightingStreet Lighting
$ 1,729,355$ 1,729,355$ 1,729,355$ 1,729,355$ 1,729,355$ 7,535,426$ 7,535,426$ 7,535,426$ 7,535,426$ 7,535,426$ 110,202$ 110,202$ 110,202$ 110,202$ 110,202$ 261,893$ 261,893$ 261,893$
261,893$ 261,893
$ 1,309,527$ 1,309,527$ 1,309,527$ 1,309,527$ 1,309,527$ 3,934,522$ 3,934,522$ 3,934,522$ 3,934,522$ 3,934,522
BBBBB-----BBBBB-----
Parks & Public SpacesParks & Public SpacesParks & Public SpacesGeneral Furniture & FixturesGeneral Furniture & FixturesGeneral Furniture & Fixtures
$ 3,950,111$ 3,950,111$ 3,950,111$ 3,950,111$ 3,950,111$ 22,493,021$ 22,493,021$ 22,493,021$ 22,493,021$ 22,493,021$ 0$ 0$ 0$ 0$ 0$ 444,325$ 444,325$ 444,325$ 444,325$ 444,325
CCCCC-----
Sports & RecreationSports & RecreationSports & Recreation
$ 26,256,944$ 26,256,944$ 26,256,944$ 26,256,944$ 26,256,944$ 58,745,634$ 58,745,634$ 58,745,634$ 58,745,634$ 58,745,634
BBBBB
TransitTransitTransit
$ 3,893,286$ 3,893,286$ 3,893,286$ 3,893,286$ 3,893,286$ 49,911,349$ 49,911,349$ 49,911,349$ 49,911,349$ 49,911,349
LegendLegend
Letter GradeLetter GradeLetter Grade
Level 1Level 1Level 1
AAAAA-----
Level 2Level 2Level 2
ParkingParkingParking
BBBBB
CategoryCategoryCategoryCategory
$ 3,759,476$ 3,759,476$ 3,759,476$ 3,759,476$ 3,759,476$ 25,512,139$ 25,512,139$ 25,512,139$ 25,512,139$ 25,512,139
Level 3Level 3Level 3
$ 444,325$ 444,325$ 444,325$ 444,325$ 444,325
$ 0$ 0$ 0$ 0$ 0
Level 4Level 4Level 4
Level 5Level 5Level 5
Infrastructure DeficitInfrastructure DeficitInfrastructure Deficit
Replacement ValueReplacement ValueReplacement Value
CCCCC-----
Growth & Community DevelopmentGrowth & Community DevelopmentGrowth & Community Development
$ 64,122,250$ 64,122,250$ 64,122,250$ 64,122,250$ 64,122,250$ 159,067,516$ 159,067,516$ 159,067,516$ 159,067,516$ 159,067,516
CCCCC-----CCCCC-----D+D+D+D+D+
TourismTourismTourismEconomic DevelopmentEconomic DevelopmentEconomic DevelopmentArts & CultureArts & CultureArts & Culture
$ 526,683$ 526,683$ 526,683$ 526,683$ 526,683$ 1,297,098$ 1,297,098$ 1,297,098$ 1,297,098$ 1,297,098$ 62,471,156$ 62,471,156$ 62,471,156$ 62,471,156$ 62,471,156$ 155,798,886$ 155,798,886$
155,798,886$ 155,798,886$ 155,798,886$ 1,124,411$ 1,124,411$ 1,124,411$ 1,124,411$ 1,124,411$ 1,971,531$ 1,971,531$ 1,971,531$ 1,971,531$ 1,971,531
DDDDDD+D+D+D+D+D+D+D+D+D+
Visitor Information CentersVisitor Information CentersVisitor Information CentersCity MarketCity MarketCity MarketArts & Culture FacilitiesArts & Culture FacilitiesArts & Culture Facilities
$ 428,086$ 428,086$ 428,086$ 428,086$ 428,086$ 745,605$ 745,605$ 745,605$ 745,605$ 745,605$ 3,291,502$ 3,291,502$ 3,291,502$ 3,291,502$ 3,291,502$ 6,803,561$ 6,803,561$ 6,803,561$ 6,803,561$
6,803,561$ 1,124,411$ 1,124,411$ 1,124,411$ 1,124,411$ 1,124,411$ 1,971,531$ 1,971,531$ 1,971,531$ 1,971,531$ 1,971,531
BBBBB-----D+D+D+D+D+
Tourism FacilitiesTourism FacilitiesTourism FacilitiesHarbour StationHarbour StationHarbour Station
$ 98,597$ 98,597$ 98,597$ 98,597$ 98,597$ 551,493$ 551,493$ 551,493$ 551,493$ 551,493$ 4,972,886$ 4,972,886$ 4,972,886$ 4,972,886$ 4,972,886$ 21,340,491$ 21,340,491$ 21,340,491$ 21,340,491$
21,340,491
B+B+B+B+B+
Harbour PassageHarbour PassageHarbour Passage
$ 379,495$ 379,495$ 379,495$ 379,495$ 379,495$ 8,500,873$ 8,500,873$ 8,500,873$ 8,500,873$ 8,500,873
AAAAA
Industrial ParksIndustrial ParksIndustrial Parks
$ 34,577$ 34,577$ 34,577$ 34,577$ 34,577$ 426,003$ 426,003$ 426,003$ 426,003$ 426,003
CCCCC-----
Market SquareMarket SquareMarket Square
$ 53,792,696$ 53,792,696$ 53,792,696$ 53,792,696$ 53,792,696$ 118,727,957$ 118,727,957$ 118,727,957$ 118,727,957$ 118,727,957
LegendLegend
Letter GradeLetter GradeLetter Grade
Level 1Level 1Level 1
Level 2Level 2Level 2
BBBBB
CategoryCategoryCategoryCategory
Level 3Level 3Level 3
$ 444,325$ 444,325$ 444,325$ 444,325$ 444,325
$ 0$ 0$ 0$ 0$ 0
Level 4Level 4Level 4
Level 5Level 5Level 5
Infrastructure DeficitInfrastructure DeficitInfrastructure Deficit
Replacement ValueReplacement ValueReplacement Value
C+C+C+C+C+
Public SafetyPublic SafetyPublic Safety
$ 11,630,522$ 11,630,522$ 11,630,522$ 11,630,522$ 11,630,522$ 64,907,839$ 64,907,839$ 64,907,839$ 64,907,839$ 64,907,839
D+D+D+D+D+D+D+D+D+B+B+B+B+B+B+B+B+B+D+D+D+D+D+D+D+D+D+D+D+D+D+D+
Fire & RescueFire & RescueFire & RescueFire & RescueFire & RescuePolicePolicePolicePolicePolicePSCCPSCCPSCCStreet LightingStreet LightingStreet LightingStreet LightingStreet Lighting
$ 7,145,644$ 7,145,644$ 7,145,644$ 7,145,644$ 7,145,644$ 7,145,644$ 7,145,644$ 7,145,644$ 7,145,644$ 20,706,574$ 20,706,574$ 20,706,574$ 20,706,574$ 20,706,574$ 20,706,574$ 20,706,574$
20,706,574$ 20,706,574$ 3,030,154$ 3,030,154$ 3,030,154$ 3,030,154$ 3,030,154$ 3,030,154$ 3,030,154$ 3,030,154$ 3,030,154$ 39,607,520$ 39,607,520$ 39,607,520$ 39,607,520$ 39,607,520$
39,607,520$ 39,607,520$ 39,607,520$ 39,607,520$ 145,197$ 145,197$ 145,197$ 145,197$ 145,197$ 659,223$ 659,223$ 659,223$ 659,223$ 659,223$ 1,309,527$ 1,309,527$ 1,309,527$ 1,309,527$
1,309,527$ 1,309,527$ 1,309,527$ 1,309,527$ 1,309,527$ 3,934,522$ 3,934,522$ 3,934,522$ 3,934,522$ 3,934,522$ 3,934,522$ 3,934,522$ 3,934,522$ 3,934,522
DDDDDDDDDAAAAAAAAA---------D+D+D+D+D+D+D+D+D+
Fire FacilitiesFire FacilitiesFire FacilitiesFire FacilitiesFire FacilitiesPolice FacilitiesPolice FacilitiesPolice FacilitiesPolice FacilitiesPolice FacilitiesStreet Lighting PolesStreet
Lighting PolesStreet Lighting PolesStreet Lighting PolesStreet Lighting Poles
$ 4,790,680$ 4,790,680$ 4,790,680$ 4,790,680$ 4,790,680$ 4,790,680$ 4,790,680$ 4,790,680$ 4,790,680$ 9,644,010$ 9,644,010$ 9,644,010$ 9,644,010$ 9,644,010$ 9,644,010$ 9,644,010$ 9,644,010$
9,644,010$ 1,546,244$ 1,546,244$ 1,546,244$ 1,546,244$ 1,546,244$ 1,546,244$ 1,546,244$ 1,546,244$ 1,546,244$ 35,645,537$ 35,645,537$ 35,645,537$ 35,645,537$ 35,645,537$ 35,645,537$
35,645,537$ 35,645,537$ 35,645,537$ 1,027,127$ 1,027,127$ 1,027,127$ 1,027,127$ 1,027,127$ 1,027,127$ 1,027,127$ 1,027,127$ 1,027,127$ 2,741,722$ 2,741,722$ 2,741,722$ 2,741,722$ 2,741,722$
2,741,722$ 2,741,722$ 2,741,722$ 2,741,722
CCCCCCCCCD+D+D+D+D+D+D+D+D+CCCCCCCCC---------
Fire FleetFire FleetFire FleetFire FleetFire FleetPolice FleetPolice FleetPolice FleetPolice FleetPolice FleetStreet Lighting FixturesStreet Lighting FixturesStreet Lighting FixturesStreet
Lighting FixturesStreet Lighting Fixtures
$ 1,044,254$ 1,044,254$ 1,044,254$ 1,044,254$ 1,044,254$ 1,044,254$ 1,044,254$ 1,044,254$ 1,044,254$ 7,758,784$ 7,758,784$ 7,758,784$ 7,758,784$ 7,758,784$ 7,758,784$ 7,758,784$ 7,758,784$
7,758,784$ 997,273$ 997,273$ 997,273$ 997,273$ 997,273$ 997,273$ 997,273$ 997,273$ 997,273$ 2,223,190$ 2,223,190$ 2,223,190$ 2,223,190$ 2,223,190$ 2,223,190$ 2,223,190$ 2,223,190$ 2,223,190$
282,400$ 282,400$ 282,400$ 282,400$ 282,400$ 282,400$ 282,400$ 282,400$ 282,400$ 1,192,800$ 1,192,800$ 1,192,800$ 1,192,800$ 1,192,800$ 1,192,800$ 1,192,800$ 1,192,800$ 1,192,800
D+D+D+D+D+D+D+D+D+DDDDDDDDD
Fire Machinery & EquipmentFire Machinery & EquipmentFire Machinery & EquipmentFire Machinery & EquipmentFire Machinery & EquipmentPolice Machinery & EquipmentPolice Machinery & EquipmentPolice
Machinery & EquipmentPolice Machinery & EquipmentPolice Machinery & Equipment
$ 1,310,710$ 1,310,710$ 1,310,710$ 1,310,710$ 1,310,710$ 1,310,710$ 1,310,710$ 1,310,710$ 1,310,710$ 3,303,780$ 3,303,780$ 3,303,780$ 3,303,780$ 3,303,780$ 3,303,780$ 3,303,780$ 3,303,780$
3,303,780$ 486,637$ 486,637$ 486,637$ 486,637$ 486,637$ 486,637$ 486,637$ 486,637$ 486,637$ 1,738,793$ 1,738,793$ 1,738,793$ 1,738,793$ 1,738,793$ 1,738,793$ 1,738,793$ 1,738,793$ 1,738,793
LegendLegend
Letter GradeLetter GradeLetter Grade
Level 1Level 1Level 1
Level 2Level 2Level 2
BBBBB
CategoryCategoryCategoryCategory
Level 3Level 3Level 3
$ 444,325$ 444,325$ 444,325$ 444,325$ 444,325
$ 0$ 0$ 0$ 0$ 0
Level 4Level 4Level 4
Level 5Level 5Level 5
Infrastructure DeficitInfrastructure DeficitInfrastructure Deficit
Replacement ValueReplacement ValueReplacement Value
C+C+C+C+C+
Transportation & EnvironmentTransportation & EnvironmentTransportation & Environment
$ 138,300,536$ 138,300,536$ 138,300,536$ 138,300,536$ 138,300,536$ 870,716,094$ 870,716,094$ 870,716,094$ 870,716,094$ 870,716,094
CCCCCBBBBB-----CCCCCCCCCCBBBBB-----CCCCC-----BBBBBAAAAA-----
RoadwaysRoadwaysRoadwaysSidewalksSidewalksSidewalksStormwaterStormwaterStormwaterSolid WasteSolid WasteSolid WasteParks & Public SpacesParks & Public SpacesParks & Public SpacesSports
& RecreationSports & RecreationSports & RecreationTransitTransitTransitParkingParkingParking
$ 66,363,018$ 66,363,018$ 66,363,018$ 66,363,018$ 66,363,018$ 395,587,173$ 395,587,173$ 395,587,173$ 395,587,173$ 395,587,173$ 4,024,349$ 4,024,349$ 4,024,349$ 4,024,349$ 4,024,349$
48,081,865$ 48,081,865$ 48,081,865$ 48,081,865$ 48,081,865$ 28,323,997$ 28,323,997$ 28,323,997$ 28,323,997$ 28,323,997$ 262,849,486$ 262,849,486$ 262,849,486$ 262,849,486$ 262,849,486$
1,729,355$ 1,729,355$ 1,729,355$ 1,729,355$ 1,729,355$ 7,535,426$ 7,535,426$ 7,535,426$ 7,535,426$ 7,535,426$ 3,950,111$ 3,950,111$ 3,950,111$ 3,950,111$ 3,950,111$ 22,493,021$ 22,493,021$
22,493,021$ 22,493,021$ 22,493,021$ 26,256,944$ 26,256,944$ 26,256,944$ 26,256,944$ 26,256,944$ 58,745,634$ 58,745,634$ 58,745,634$ 58,745,634$ 58,745,634$ 3,893,286$ 3,893,286$ 3,893,286$
3,893,286$ 3,893,286$ 49,911,349$ 49,911,349$ 49,911,349$ 49,911,349$ 49,911,349$ 3,759,476$ 3,759,476$ 3,759,476$ 3,759,476$ 3,759,476$ 25,512,139$ 25,512,139$ 25,512,139$ 25,512,139$
25,512,139
CCCCCBBBBB-----C+C+C+C+C+TBDTBDTBDTBDTBDBBBBBDDDDDBBBBB-----DDDDD-----
Road NetworkRoad NetworkRoad NetworkSidewalk SurfacesSidewalk SurfacesSidewalk SurfacesStorm MainsStorm MainsStorm MainsSolid Waste LandfillsSolid Waste LandfillsSolid Waste LandfillsParks
& Public SpacesParks & Public SpacesParks & Public SpacesArenasArenasArenasTransit FleetTransit FleetTransit FleetParking Lots & SpacesParking Lots & SpacesParking Lots & Spaces
$ 63,155,401$ 63,155,401$ 63,155,401$ 63,155,401$ 63,155,401$ 369,305,751$ 369,305,751$ 369,305,751$ 369,305,751$ 369,305,751$ 2,294,995$ 2,294,995$ 2,294,995$ 2,294,995$ 2,294,995$
41,666,181$ 41,666,181$ 41,666,181$ 41,666,181$ 41,666,181$ 22,300,142$ 22,300,142$ 22,300,142$ 22,300,142$ 22,300,142$ 244,552,174$ 244,552,174$ 244,552,174$ 244,552,174$ 244,552,174$
0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 2,675,560$ 2,675,560$ 2,675,560$ 2,675,560$ 2,675,560$ 19,146,084$ 19,146,084$ 19,146,084$ 19,146,084$ 19,146,084$ 13,518,925$ 13,518,925$ 13,518,925$
13,518,925$ 13,518,925$ 23,811,889$ 23,811,889$ 23,811,889$ 23,811,889$ 23,811,889$ 1,664,929$ 1,664,929$ 1,664,929$ 1,664,929$ 1,664,929$ 20,636,251$ 20,636,251$ 20,636,251$ 20,636,251$
20,636,251$ 1,979,833$ 1,979,833$ 1,979,833$ 1,979,833$ 1,979,833$ 2,178,630$ 2,178,630$ 2,178,630$ 2,178,630$ 2,178,630
BBBBBC+C+C+C+C+DDDDDBBBBB-----D+D+D+D+D+C+C+C+C+C+AAAAAA+A+A+A+A+
Parks & Public Spaces Parks & Public Spaces Parks & Public Spaces
Road StructuresRoad StructuresRoad StructuresSidewalks FleetSidewalks FleetSidewalks FleetCulvertsCulvertsCulvertsSolid Waste FleetSolid Waste FleetSolid Waste FleetCommunity CentersCommunity
CentersCommunity CentersTransit FacilitiesTransit FacilitiesTransit FacilitiesParking FacilitiesParking FacilitiesParking Facilities
FleetFleetFleet
$ 408,849$ 408,849$ 408,849$ 408,849$ 408,849$ 10,925,763$ 10,925,763$ 10,925,763$ 10,925,763$ 10,925,763$ 717,369$ 717,369$ 717,369$ 717,369$ 717,369$ 3,808,318$ 3,808,318$ 3,808,318$
3,808,318$ 3,808,318$ 4,294,500$ 4,294,500$ 4,294,500$ 4,294,500$ 4,294,500$ 9,046,800$ 9,046,800$ 9,046,800$ 9,046,800$ 9,046,800$ 717,369$ 717,369$ 717,369$ 717,369$ 717,369$ 4,928,059$
4,928,059$ 4,928,059$ 4,928,059$ 4,928,059$ 359,072$ 359,072$ 359,072$ 359,072$ 359,072$ 581,211$ 581,211$ 581,211$ 581,211$ 581,211$ 2,306,561$ 2,306,561$ 2,306,561$ 2,306,561$ 2,306,561$
6,655,481$ 6,655,481$ 6,655,481$ 6,655,481$ 6,655,481$ 1,844,880$ 1,844,880$ 1,844,880$ 1,844,880$ 1,844,880$ 26,786,930$ 26,786,930$ 26,786,930$ 26,786,930$ 26,786,930$ 1,058,006$
1,058,006$ 1,058,006$ 1,058,006$ 1,058,006$ 22,311,635$ 22,311,635$ 22,311,635$ 22,311,635$ 22,311,635
BBBBB-----CCCCC-----A+A+A+A+A+CCCCC-----CCCCCC+C+C+C+C+CCCCC-----D+D+D+D+D+
Parks & Public Spaces Parks & Public Spaces Parks & Public Spaces Outdoor Sports Fields & Outdoor Sports Fields & Outdoor Sports Fields & Transit Machinery & Transit Machinery & Transit
Machinery &
Traffic EquipmentTraffic EquipmentTraffic EquipmentSidewalks FacilitiesSidewalks FacilitiesSidewalks FacilitiesDetention PondsDetention PondsDetention PondsSolid Waste FacilitiesSolid
Waste FacilitiesSolid Waste FacilitiesParking FleetParking FleetParking Fleet
FacilitiesFacilitiesFacilitiesFacilitiesFacilitiesFacilitiesEquipmentEquipmentEquipment
$ 1,069,413$ 1,069,413$ 1,069,413$ 1,069,413$ 1,069,413$ 8,939,974$ 8,939,974$ 8,939,974$ 8,939,974$ 8,939,974$ 953,270$ 953,270$ 953,270$ 953,270$ 953,270$ 2,460,000$ 2,460,000$ 2,460,000$
2,460,000$ 2,460,000$ 0$ 0$ 0$ 0$ 0$ 2,834,827$ 2,834,827$ 2,834,827$ 2,834,827$ 2,834,827$ 953,270$ 953,270$ 953,270$ 953,270$ 953,270$ 2,460,000$ 2,460,000$ 2,460,000$ 2,460,000$
2,460,000$ 763,920$ 763,920$ 763,920$ 763,920$ 763,920$ 2,413,766$ 2,413,766$ 2,413,766$ 2,413,766$ 2,413,766$ 2,524,960$ 2,524,960$ 2,524,960$ 2,524,960$ 2,524,960$ 10,127,076$ 10,127,076$
10,127,076$ 10,127,076$ 10,127,076$ 383,478$ 383,478$ 383,478$ 383,478$ 383,478$ 2,488,168$ 2,488,168$ 2,488,168$ 2,488,168$ 2,488,168$ 659,410$ 659,410$ 659,410$ 659,410$ 659,410$
934,349$ 934,349$ 934,349$ 934,349$ 934,349
C+C+C+C+C+D+D+D+D+D+C+C+C+C+C+D+D+D+D+D+CCCCC-----D+D+D+D+D+D+D+D+D+D+
Sidewalks Machinery & Sidewalks Machinery & Sidewalks Machinery & Solid Waste Machinery Solid Waste Machinery Solid Waste Machinery Parks & Public Spaces Parks & Public Spaces Parks
& Public Spaces Pool & Swimming Pool & Swimming Pool & Swimming Parking Machinery & Parking Machinery & Parking Machinery &
Roadways FleetRoadways FleetRoadways FleetStormwater FleetStormwater FleetStormwater Fleet
EquipmentEquipmentEquipment& Equipment& Equipment& EquipmentMachinery & EquipmentMachinery & EquipmentMachinery & EquipmentFacilitiesFacilitiesFacilitiesEquipmentEquipmentEquipment
$ 717,369$ 717,369$ 717,369$ 717,369$ 717,369$ 3,808,318$ 3,808,318$ 3,808,318$ 3,808,318$ 3,808,318$ 58,716$ 58,716$ 58,716$ 58,716$ 58,716$ 147,367$ 147,367$ 147,367$ 147,367$ 147,367$
717,369$ 717,369$ 717,369$ 717,369$ 717,369$ 3,808,318$ 3,808,318$ 3,808,318$ 3,808,318$ 3,808,318$ 58,716$ 58,716$ 58,716$ 58,716$ 58,716$ 147,367$ 147,367$ 147,367$ 147,367$ 147,367$
151,559$ 151,559$ 151,559$ 151,559$ 151,559$ 351,961$ 351,961$ 351,961$ 351,961$ 351,961$ 5,868,057$ 5,868,057$ 5,868,057$ 5,868,057$ 5,868,057$ 11,027,963$ 11,027,963$ 11,027,963$
11,027,963$ 11,027,963$ 62,227$ 62,227$ 62,227$ 62,227$ 62,227$ 87,524$ 87,524$ 87,524$ 87,524$ 87,524
CCCCC-----CCCCC-----BBBBB-----
Roadways FacilitiesRoadways FacilitiesRoadways FacilitiesStormwater FacilitiesStormwater FacilitiesStormwater FacilitiesPlaygroundsPlaygroundsPlaygrounds
$ 953,270$ 953,270$ 953,270$ 953,270$ 953,270$ 2,460,000$ 2,460,000$ 2,460,000$ 2,460,000$ 2,460,000$ 953,270$ 953,270$ 953,270$ 953,270$ 953,270$ 2,460,000$ 2,460,000$ 2,460,000$ 2,460,000$
2,460,000$ 1,527,809$ 1,527,809$ 1,527,809$ 1,527,809$ 1,527,809$ 6,190,054$ 6,190,054$ 6,190,054$ 6,190,054$ 6,190,054
D+D+D+D+D+D+D+D+D+D+D+D+D+D+D+
Roadways Machinery & Roadways Machinery & Roadways Machinery & Stormwater Machinery Stormwater Machinery Stormwater Machinery Sports & Recreation Sports & Recreation Sports & Recreation
EquipmentEquipmentEquipment& Equipment& Equipment& EquipmentFleetFleetFleet
LegendLegend
$ 58,716$ 58,716$ 58,716$ 58,716$ 58,716$ 147,367$ 147,367$ 147,367$ 147,367$ 147,367$ 58,716$ 58,716$ 58,716$ 58,716$ 58,716$ 147,367$ 147,367$ 147,367$ 147,367$ 147,367$ 359,072$ 359,072$
359,072$ 359,072$ 359,072$ 581,211$ 581,211$ 581,211$ 581,211$ 581,211
Letter GradeLetter GradeLetter Grade
Level 1Level 1Level 1
Level 2Level 2Level 2
BBBBB
CategoryCategoryCategoryCategory
CCCCC-----
Level 3Level 3Level 3
$ 444,325$ 444,325$ 444,325$ 444,325$ 444,325
Sports & Recreation Sports & Recreation Sports & Recreation
$ 0$ 0$ 0$ 0$ 0
Level 4Level 4Level 4
Machinery & EquipmentMachinery & EquipmentMachinery & Equipment
$ 151,559$ 151,559$ 151,559$ 151,559$ 151,559$ 351,961$ 351,961$ 351,961$ 351,961$ 351,961
Level 5Level 5Level 5
Infrastructure DeficitInfrastructure DeficitInfrastructure Deficit
Replacement ValueReplacement ValueReplacement Value
CCCCC
RoadwaysRoadwaysRoadways
$ 66,363,018$ 66,363,018$ 66,363,018$ 66,363,018$ 66,363,018$ 395,587,173$ 395,587,173$ 395,587,173$ 395,587,173$ 395,587,173
CCCCCBBBBBBBBBB-----C+C+C+C+C+CCCCC-----D+D+D+D+D+
Road NetworkRoad NetworkRoad NetworkRoad StructuresRoad StructuresRoad StructuresTraffic EquipmentTraffic EquipmentTraffic EquipmentRoadways FleetRoadways FleetRoadways FleetRoadways
FacilitiesRoadways FacilitiesRoadways FacilitiesRoadways Machinery & EquipmentRoadways Machinery & EquipmentRoadways Machinery & Equipment
$ 63,155,401$ 63,155,401$ 63,155,401$ 63,155,401$ 63,155,401$ 369,305,751$ 369,305,751$ 369,305,751$ 369,305,751$ 369,305,751$ 408,849$ 408,849$ 408,849$ 408,849$ 408,849$ 10,925,763$
10,925,763$ 10,925,763$ 10,925,763$ 10,925,763$ 1,069,413$ 1,069,413$ 1,069,413$ 1,069,413$ 1,069,413$ 8,939,974$ 8,939,974$ 8,939,974$ 8,939,974$ 8,939,974$ 717,369$ 717,369$ 717,369$
717,369$ 717,369$ 3,808,318$ 3,808,318$ 3,808,318$ 3,808,318$ 3,808,318$ 953,270$ 953,270$ 953,270$ 953,270$ 953,270$ 2,460,000$ 2,460,000$ 2,460,000$ 2,460,000$ 2,460,000$ 58,716$
58,716$ 58,716$ 58,716$ 58,716$ 147,367$ 147,367$ 147,367$ 147,367$ 147,367
CCCCC-----B+B+B+B+B+BBBBB-----
Road SurfacesRoad SurfacesRoad SurfacesRetaining WallsRetaining WallsRetaining WallsTraffic SignalsTraffic SignalsTraffic Signals
$ 53,365,340$ 53,365,340$ 53,365,340$ 53,365,340$ 53,365,340$ 162,050,314$ 162,050,314$ 162,050,314$ 162,050,314$ 162,050,314$ 329,703$ 329,703$ 329,703$ 329,703$ 329,703$ 9,969,881$
9,969,881$ 9,969,881$ 9,969,881$ 9,969,881$ 1,069,413$ 1,069,413$ 1,069,413$ 1,069,413$ 1,069,413$ 8,939,974$ 8,939,974$ 8,939,974$ 8,939,974$ 8,939,974
BBBBB-----CCCCC
Road BasesRoad BasesRoad BasesGuiderailsGuiderailsGuiderails
$ 2,805,008$ 2,805,008$ 2,805,008$ 2,805,008$ 2,805,008$ 165,945,073$ 165,945,073$ 165,945,073$ 165,945,073$ 165,945,073$ 79,146$ 79,146$ 79,146$ 79,146$ 79,146$ 955,882$ 955,882$ 955,882$
955,882$ 955,882
BBBBB-----TBDTBDTBDTBDTBD
CurbsCurbsCurbsFencesFencesFences
$ 6,985,053$ 6,985,053$ 6,985,053$ 6,985,053$ 6,985,053$ 41,310,365$ 41,310,365$ 41,310,365$ 41,310,365$ 41,310,365$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0
LegendLegend
Letter GradeLetter GradeLetter Grade
Level 1Level 1Level 1
Level 2Level 2Level 2
BBBBB
CategoryCategoryCategoryCategory
Level 3Level 3Level 3
$ 444,325$ 444,325$ 444,325$ 444,325$ 444,325
$ 0$ 0$ 0$ 0$ 0
Level 4Level 4Level 4
Level 5Level 5Level 5
Infrastructure DeficitInfrastructure DeficitInfrastructure Deficit
Replacement ValueReplacement ValueReplacement Value
CCCCC-----
Saint John WaterSaint John WaterSaint John Water
$ 214,362,470$ 214,362,470$ 214,362,470$ 214,362,470$ 214,362,470$ 1,088,176,176$ 1,088,176,176$ 1,088,176,176$ 1,088,176,176$ 1,088,176,176
CCCCC-----D+D+D+D+D+CCCCC
Drinking WaterDrinking WaterDrinking WaterIndustrial WaterIndustrial WaterIndustrial WaterWastewaterWastewaterWastewater
$ 118,090,321$ 118,090,321$ 118,090,321$ 118,090,321$ 118,090,321$ 570,529,161$ 570,529,161$ 570,529,161$ 570,529,161$ 570,529,161$ 6,839,609$ 6,839,609$ 6,839,609$ 6,839,609$ 6,839,609$
12,726,957$ 12,726,957$ 12,726,957$ 12,726,957$ 12,726,957$ 89,432,540$ 89,432,540$ 89,432,540$ 89,432,540$ 89,432,540$ 504,920,057$ 504,920,057$ 504,920,057$ 504,920,057$ 504,920,057
CCCCC-----TBDTBDTBDTBDTBDCCCCC-----
Drinking Water Linear DistributionDrinking Water Linear DistributionDrinking Water Linear DistributionIndustrial Water Linear DistributionIndustrial Water Linear DistributionIndustrial
Water Linear DistributionWastewater Linear CollectionWastewater Linear CollectionWastewater Linear Collection
$ 108,295,422$ 108,295,422$ 108,295,422$ 108,295,422$ 108,295,422$ 524,393,479$ 524,393,479$ 524,393,479$ 524,393,479$ 524,393,479$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 69,532,623$ 69,532,623$
69,532,623$ 69,532,623$ 69,532,623$ 368,903,654$ 368,903,654$ 368,903,654$ 368,903,654$ 368,903,654
C+C+C+C+C+D+D+D+D+D+BBBBB-----
Drinking Water FacilitiesDrinking Water FacilitiesDrinking Water FacilitiesIndustrial Water FacilitiesIndustrial Water FacilitiesIndustrial Water FacilitiesWastewater FacilitiesWastewater
FacilitiesWastewater Facilities
$ 8,366,194$ 8,366,194$ 8,366,194$ 8,366,194$ 8,366,194$ 43,301,164$ 43,301,164$ 43,301,164$ 43,301,164$ 43,301,164$ 6,272,980$ 6,272,980$ 6,272,980$ 6,272,980$ 6,272,980$ 11,026,736$
11,026,736$ 11,026,736$ 11,026,736$ 11,026,736$ 19,272,580$ 19,272,580$ 19,272,580$ 19,272,580$ 19,272,580$ 134,164,984$ 134,164,984$ 134,164,984$ 134,164,984$ 134,164,984
BBBBBBBBBBBBBBB
Drinking Water FleetDrinking Water FleetDrinking Water FleetIndustrial Water FleetIndustrial Water FleetIndustrial Water FleetWastewater FleetWastewater FleetWastewater Fleet
$ 437,828$ 437,828$ 437,828$ 437,828$ 437,828$ 1,436,357$ 1,436,357$ 1,436,357$ 1,436,357$ 1,436,357$ 437,828$ 437,828$ 437,828$ 437,828$ 437,828$ 1,436,357$ 1,436,357$ 1,436,357$ 1,436,357$
1,436,357$ 437,828$ 437,828$ 437,828$ 437,828$ 437,828$ 1,436,357$ 1,436,357$ 1,436,357$ 1,436,357$ 1,436,357
CCCCC-----D+D+D+D+D+D+D+D+D+D+
Drinking Water Machinery & Drinking Water Machinery & Drinking Water Machinery & Industrial Water Machinery & Industrial Water Machinery & Industrial Water Machinery & Wastewater Machinery
& Wastewater Machinery & Wastewater Machinery &
EquipmentEquipmentEquipmentEquipmentEquipmentEquipmentEquipmentEquipmentEquipment
$ 155,961$ 155,961$ 155,961$ 155,961$ 155,961$ 563,244$ 563,244$ 563,244$ 563,244$ 563,244$ 128,801$ 128,801$ 128,801$ 128,801$ 128,801$ 263,865$ 263,865$ 263,865$ 263,865$ 263,865$
128,801$ 128,801$ 128,801$ 128,801$ 128,801$ 263,865$ 263,865$ 263,865$ 263,865$ 263,865
DDDDD-----TBDTBDTBDTBDTBDC+C+C+C+C+
Drinking Water Access RoadsDrinking Water Access RoadsDrinking Water Access RoadsIndustrial Water Access RoadsIndustrial Water Access RoadsIndustrial Water Access RoadsWastewater Access
RoadsWastewater Access RoadsWastewater Access Roads
$ 834,917$ 834,917$ 834,917$ 834,917$ 834,917$ 834,917$ 834,917$ 834,917$ 834,917$ 834,917$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 60,708$ 60,708$ 60,708$ 60,708$ 60,708$ 151,198$ 151,198$ 151,198$
151,198$ 151,198
LegendLegend
Letter GradeLetter GradeLetter Grade
Level 1Level 1Level 1
Level 2Level 2Level 2
BBBBB
CategoryCategoryCategoryCategory
Level 3Level 3Level 3
$ 444,325$ 444,325$ 444,325$ 444,325$ 444,325
$ 0$ 0$ 0$ 0$ 0
Level 4Level 4Level 4
Level 5Level 5Level 5
Infrastructure DeficitInfrastructure DeficitInfrastructure Deficit
Replacement ValueReplacement ValueReplacement Value
CCCCC-----
Drinking WaterDrinking WaterDrinking Water
$ 118,090,321$ 118,090,321$ 118,090,321$ 118,090,321$ 118,090,321$ 570,529,161$ 570,529,161$ 570,529,161$ 570,529,161$ 570,529,161
CCCCC-----C+C+C+C+C+BBBBBCCCCC-----DDDDD-----
Drinking Water Linear Drinking Water Linear Drinking Water Linear Drinking Water Machinery & Drinking Water Machinery & Drinking Water Machinery &
Drinking Water FacilitiesDrinking Water FacilitiesDrinking Water FacilitiesDrinking Water FleetDrinking Water FleetDrinking Water FleetDrinking Water Access RoadsDrinking Water Access
RoadsDrinking Water Access Roads
DistributionDistributionDistributionEquipmentEquipmentEquipment
$ 108,295,422$ 108,295,422$ 108,295,422$ 108,295,422$ 108,295,422$ 524,393,479$ 524,393,479$ 524,393,479$ 524,393,479$ 524,393,479$ 8,366,194$ 8,366,194$ 8,366,194$ 8,366,194$ 8,366,194$
43,301,164$ 43,301,164$ 43,301,164$ 43,301,164$ 43,301,164$ 437,828$ 437,828$ 437,828$ 437,828$ 437,828$ 1,436,357$ 1,436,357$ 1,436,357$ 1,436,357$ 1,436,357$ 155,961$ 155,961$ 155,961$
155,961$ 155,961$ 563,244$ 563,244$ 563,244$ 563,244$ 563,244$ 834,917$ 834,917$ 834,917$ 834,917$ 834,917$ 834,917$ 834,917$ 834,917$ 834,917$ 834,917
CCCCC-----BBBBB-----B+B+B+B+B+A+A+A+A+A+
Drinking Water Drinking Water Drinking Water Drinking Water Treatment Drinking Water Treatment Drinking Water Treatment
Drinking WatermainsDrinking WatermainsDrinking WatermainsDrinking Water MetersDrinking Water MetersDrinking Water Meters
AppurtenancesAppurtenancesAppurtenancesFacilitiesFacilitiesFacilities
$ $ $ $ $
107,419,925107,419,925107,419,925107,419,925107,419,925$ 515,086,099$ 515,086,099$ 515,086,099$ 515,086,099$ 515,086,099$ 533,290$ 533,290$ 533,290$ 533,290$ 533,290$ 5,811,348$ 5,811,348$
5,811,348$ 5,811,348$ 5,811,348$ 342,207$ 342,207$ 342,207$ 342,207$ 342,207$ 3,496,032$ 3,496,032$ 3,496,032$ 3,496,032$ 3,496,032$ 0$ 0$ 0$ 0$ 0$ 3,133,799$ 3,133,799$ 3,133,799$
3,133,799$ 3,133,799
CCCCCTBDTBDTBDTBDTBDCCCCC
Drinking Water Drinking Water Drinking Water Drinking Water Small Drinking Water Small Drinking Water Small Drinking Water Pumping Drinking Water Pumping Drinking Water Pumping
Distribution MainsDistribution MainsDistribution MainsService ConnectionsService ConnectionsService ConnectionsStationsStationsStations
$ 11,598,997$ 11,598,997$ 11,598,997$ 11,598,997$ 11,598,997$ 64,426,943$ 64,426,943$ 64,426,943$ 64,426,943$ 64,426,943$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 4,691,021$ 4,691,021$ 4,691,021$
4,691,021$ 4,691,021$ 14,327,632$ 14,327,632$ 14,327,632$ 14,327,632$ 14,327,632
CCCCC-----TBDTBDTBDTBDTBDBBBBB-----
Drinking Water Drinking Water Drinking Water Drinking Water Large Drinking Water Large Drinking Water Large Drinking Water Storage Drinking Water Storage Drinking Water Storage
Transmission MainsTransmission MainsTransmission MainsService ConnectionsService ConnectionsService ConnectionsReservoirsReservoirsReservoirs
$ 3,266,994$ 3,266,994$ 3,266,994$ 3,266,994$ 3,266,994$ 8,477,455$ 8,477,455$ 8,477,455$ 8,477,455$ 8,477,455$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 2,571,141$ 2,571,141$ 2,571,141$ 2,571,141$
2,571,141$ 22,431,368$ 22,431,368$ 22,431,368$ 22,431,368$ 22,431,368
CCCCC-----B+B+B+B+B+A+A+A+A+A+
Other Drinking Other Drinking Other Drinking
Drinking Water ValvesDrinking Water ValvesDrinking Water ValvesDrinking Water WellsDrinking Water WellsDrinking Water Wells
WatermainsWatermainsWatermains
$ 90,895,607$ 90,895,607$ 90,895,607$ 90,895,607$ 90,895,607$ 437,648,112$ 437,648,112$ 437,648,112$ 437,648,112$ 437,648,112$ 16,976$ 16,976$ 16,976$ 16,976$ 16,976$ 229,890$ 229,890$
229,890$ 229,890$ 229,890$ 0$ 0$ 0$ 0$ 0$ 962,479$ 962,479$ 962,479$ 962,479$ 962,479
D+D+D+D+D+TBDTBDTBDTBDTBDD+D+D+D+D+
Drinking Water Dam & Drinking Water Dam & Drinking Water Dam &
Drinking Water IntakesDrinking Water IntakesDrinking Water IntakesDrinking Water HydrantsDrinking Water HydrantsDrinking Water Hydrants
SpillwaysSpillwaysSpillways
$ 1,658,327$ 1,658,327$ 1,658,327$ 1,658,327$ 1,658,327$ 4,533,589$ 4,533,589$ 4,533,589$ 4,533,589$ 4,533,589$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 687,564$ 687,564$ 687,564$ 687,564$ 687,564$
993,491$ 993,491$ 993,491$ 993,491$ 993,491
BBBBB-----BBBBB
Drinking Water PRVsDrinking Water PRVsDrinking Water PRVsDrinking Water SCADADrinking Water SCADADrinking Water SCADA
$ 434,334$ 434,334$ 434,334$ 434,334$ 434,334$ 5,410,510$ 5,410,510$ 5,410,510$ 5,410,510$ 5,410,510$ 0$ 0$ 0$ 0$ 0$ 237,184$ 237,184$ 237,184$ 237,184$ 237,184
LegendLegend
CCCCCD+D+D+D+D+
Other Drinking Water Other Drinking Water Other Drinking Water Drinking Water Drinking Water Drinking Water
Letter GradeLetter GradeLetter Grade
Level 1Level 1Level 1
AppurtenancesAppurtenancesAppurtenancesOperations FacilitiesOperations FacilitiesOperations Facilities
Level 2Level 2Level 2
$ 81,980$ 81,980$ 81,980$ 81,980$ 81,980$ 170,948$ 170,948$ 170,948$ 170,948$ 170,948$ 416,468$ 416,468$ 416,468$ 416,468$ 416,468$ 1,215,212$ 1,215,212$ 1,215,212$ 1,215,212$ 1,215,212
BBBBB
CategoryCategoryCategoryCategory
Level 3Level 3Level 3
$ 444,325$ 444,325$ 444,325$ 444,325$ 444,325
$ 0$ 0$ 0$ 0$ 0
Level 4Level 4Level 4
Level 5Level 5Level 5
Infrastructure DeficitInfrastructure DeficitInfrastructure Deficit
Replacement ValueReplacement ValueReplacement Value
D+D+D+D+D+
Industrial WaterIndustrial WaterIndustrial Water
$ 6,839,609$ 6,839,609$ 6,839,609$ 6,839,609$ 6,839,609$ 12,726,957$ 12,726,957$ 12,726,957$ 12,726,957$ 12,726,957
TBDTBDTBDTBDTBDD+D+D+D+D+BBBBBD+D+D+D+D+TBDTBDTBDTBDTBD
Industrial Water Linear Industrial Water Linear Industrial Water Linear Industrial Water Machinery & Industrial Water Machinery & Industrial Water Machinery &
Industrial Water FacilitiesIndustrial Water FacilitiesIndustrial Water FacilitiesIndustrial Water FleetIndustrial Water FleetIndustrial Water FleetIndustrial Water Access RoadsIndustrial
Water Access RoadsIndustrial Water Access Roads
DistributionDistributionDistributionEquipmentEquipmentEquipment
$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 6,272,980$ 6,272,980$ 6,272,980$ 6,272,980$ 6,272,980$ 11,026,736$ 11,026,736$ 11,026,736$ 11,026,736$ 11,026,736$ 437,828$ 437,828$ 437,828$ 437,828$
437,828$ 1,436,357$ 1,436,357$ 1,436,357$ 1,436,357$ 1,436,357$ 128,801$ 128,801$ 128,801$ 128,801$ 128,801$ 263,865$ 263,865$ 263,865$ 263,865$ 263,865$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$
0
TBDTBDTBDTBDTBDTBDTBDTBDTBDTBDTBDTBDTBDTBDTBDFFFFF
Industrial Water Industrial Water Industrial Water Industrial Water Industrial Water Industrial Water
Industrial WatermainsIndustrial WatermainsIndustrial WatermainsIndustrial Water MetersIndustrial Water MetersIndustrial Water Meters
AppurtenancesAppurtenancesAppurtenancesTreatment FacilitiesTreatment FacilitiesTreatment Facilities
$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 1,642,882$ 1,642,882$ 1,642,882$ 1,642,882$ 1,642,882$ 1,861,736$ 1,861,736$ 1,861,736$ 1,861,736$
1,861,736
TBDTBDTBDTBDTBDTBDTBDTBDTBDTBD
FFFFF
Industrial Water Industrial Water Industrial Water
Industrial Water Pumping Industrial Water Pumping Industrial Water Pumping
Industrial Water ValvesIndustrial Water ValvesIndustrial Water Valves
Transmission MainsTransmission MainsTransmission Mains
StationsStationsStations
$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0
$ 4,418,545$ 4,418,545$ 4,418,545$ 4,418,545$ 4,418,545$ 5,043,847$ 5,043,847$ 5,043,847$ 5,043,847$ 5,043,847
TBDTBDTBDTBDTBDTBDTBDTBDTBDTBD
TBDTBDTBDTBDTBD
Other Industrial Other Industrial Other Industrial
Industrial Water Storage Industrial Water Storage Industrial Water Storage
Industrial Water HydrantsIndustrial Water HydrantsIndustrial Water Hydrants
WatermainsWatermainsWatermains
ReservoirsReservoirsReservoirs
$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0
$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0
TBDTBDTBDTBDTBD
TBDTBDTBDTBDTBD
AAAAA-----
Other Industrial Water Other Industrial Water Other Industrial Water
Industrial Water Dam & Industrial Water Dam & Industrial Water Dam &
Industrial Water IntakesIndustrial Water IntakesIndustrial Water Intakes
AppurtenancesAppurtenancesAppurtenances
SpillwaysSpillwaysSpillways
$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0
$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0
$ 0$ 0$ 0$ 0$ 0$ 3,464,674$ 3,464,674$ 3,464,674$ 3,464,674$ 3,464,674
BBBBB
Industrial Water SCADAIndustrial Water SCADAIndustrial Water SCADA
$ 0$ 0$ 0$ 0$ 0$ 237,184$ 237,184$ 237,184$ 237,184$ 237,184
D+D+D+D+D+
Industrial Water Industrial Water Industrial Water
Operations FacilitiesOperations FacilitiesOperations Facilities
$ 211,553$ 211,553$ 211,553$ 211,553$ 211,553$ 419,296$ 419,296$ 419,296$ 419,296$ 419,296
LegendLegend
Letter GradeLetter GradeLetter Grade
Level 1Level 1Level 1
Level 2Level 2Level 2
BBBBB
CategoryCategoryCategoryCategory
Level 3Level 3Level 3
$ 444,325$ 444,325$ 444,325$ 444,325$ 444,325
$ 0$ 0$ 0$ 0$ 0
Level 4Level 4Level 4
Level 5Level 5Level 5
Infrastructure DeficitInfrastructure DeficitInfrastructure Deficit
Replacement ValueReplacement ValueReplacement Value
CCCCC
WastewaterWastewaterWastewater
$ 89,432,540$ 89,432,540$ 89,432,540$ 89,432,540$ 89,432,540$ 504,920,057$ 504,920,057$ 504,920,057$ 504,920,057$ 504,920,057
CCCCC-----BBBBB-----BBBBBD+D+D+D+D+C+C+C+C+C+
Wastewater Machinery & Wastewater Machinery & Wastewater Machinery &
Wastewater Linear CollectionWastewater Linear CollectionWastewater Linear CollectionWastewater FacilitiesWastewater FacilitiesWastewater FacilitiesWastewater FleetWastewater FleetWastewater
FleetWastewater Access RoadsWastewater Access RoadsWastewater Access Roads
EquipmentEquipmentEquipment
$ 69,532,623$ 69,532,623$ 69,532,623$ 69,532,623$ 69,532,623$ 368,903,654$ 368,903,654$ 368,903,654$ 368,903,654$ 368,903,654$ 19,272,580$ 19,272,580$ 19,272,580$ 19,272,580$ 19,272,580$
134,164,984$ 134,164,984$ 134,164,984$ 134,164,984$ 134,164,984$ 437,828$ 437,828$ 437,828$ 437,828$ 437,828$ 1,436,357$ 1,436,357$ 1,436,357$ 1,436,357$ 1,436,357$ 128,801$ 128,801$
128,801$ 128,801$ 128,801$ 263,865$ 263,865$ 263,865$ 263,865$ 263,865$ 60,708$ 60,708$ 60,708$ 60,708$ 60,708$ 151,198$ 151,198$ 151,198$ 151,198$ 151,198
CCCCCFFFFFBBBBB
Wastewater Treatment Wastewater Treatment Wastewater Treatment
Sanitary SewerSanitary SewerSanitary SewerCombined SewerCombined SewerCombined Sewer
FacilitiesFacilitiesFacilities
$ 44,445,992$ 44,445,992$ 44,445,992$ 44,445,992$ 44,445,992$ 339,131,736$ 339,131,736$ 339,131,736$ 339,131,736$ 339,131,736$ 25,086,632$ 25,086,632$ 25,086,632$ 25,086,632$ 25,086,632$
29,771,918$ 29,771,918$ 29,771,918$ 29,771,918$ 29,771,918$ 10,533,871$ 10,533,871$ 10,533,871$ 10,533,871$ 10,533,871$ 74,619,233$ 74,619,233$ 74,619,233$ 74,619,233$ 74,619,233
TBDTBDTBDTBDTBDTBDTBDTBDTBDTBDBBBBB-----
Sanitary LateralsSanitary LateralsSanitary LateralsCombined LateralsCombined LateralsCombined LateralsSanitary Lift StationsSanitary Lift StationsSanitary Lift Stations
$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 8,458,644$ 8,458,644$ 8,458,644$ 8,458,644$ 8,458,644$ 58,601,906$ 58,601,906$ 58,601,906$ 58,601,906$ 58,601,906
CCCCC-----FFFFFBBBBB
Sanitary SewerlinesSanitary SewerlinesSanitary SewerlinesCombined SewerlinesCombined SewerlinesCombined SewerlinesWastewater SCADAWastewater SCADAWastewater SCADA
$ 44,445,992$ 44,445,992$ 44,445,992$ 44,445,992$ 44,445,992$ 329,230,477$ 329,230,477$ 329,230,477$ 329,230,477$ 329,230,477$ 25,086,632$ 25,086,632$ 25,086,632$ 25,086,632$ 25,086,632$
29,771,918$ 29,771,918$ 29,771,918$ 29,771,918$ 29,771,918$ 0$ 0$ 0$ 0$ 0$ 237,184$ 237,184$ 237,184$ 237,184$ 237,184
A+A+A+A+A+TBDTBDTBDTBDTBDD+D+D+D+D+
Wastewater Operations Wastewater Operations Wastewater Operations
Sanitary ForcemainsSanitary ForcemainsSanitary ForcemainsCombined ForcemainsCombined ForcemainsCombined Forcemains
FacilitiesFacilitiesFacilities
$ 0$ 0$ 0$ 0$ 0$ 9,901,259$ 9,901,259$ 9,901,259$ 9,901,259$ 9,901,259$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 280,065$ 280,065$ 280,065$ 280,065$ 280,065$ 706,661$ 706,661$ 706,661$ 706,661$
706,661
Other SanitaryOther SanitaryOther SanitaryOther CombinedOther CombinedOther Combined
TBDTBDTBDTBDTBDTBDTBDTBDTBDTBD
Combined Sewer Combined Sewer Combined Sewer
OutfallsOutfallsOutfalls
Overflow ChambersOverflow ChambersOverflow Chambers
$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0
LegendLegend
Letter GradeLetter GradeLetter Grade
Level 1Level 1Level 1
Level 2Level 2Level 2
BBBBB
CategoryCategoryCategoryCategory
Level 3Level 3Level 3
$ 444,325$ 444,325$ 444,325$ 444,325$ 444,325
$ 0$ 0$ 0$ 0$ 0
Level 4Level 4Level 4
Level 5Level 5Level 5
Infrastructure DeficitInfrastructure DeficitInfrastructure Deficit
Replacement ValueReplacement ValueReplacement Value
CCCCC-----
Corporate, Finance & Corporate, Finance & Corporate, Finance &
AdministrativeAdministrativeAdministrative
$ 5,361,290$ 5,361,290$ 5,361,290$ 5,361,290$ 5,361,290$ 15,213,429$ 15,213,429$ 15,213,429$ 15,213,429$ 15,213,429
CCCCCCCCCCD+D+D+D+D+CCCCCBBBBB-----
IT & EquipmentIT & EquipmentIT & EquipmentCorporate FleetCorporate FleetCorporate FleetCorporate FacilitiesCorporate FacilitiesCorporate FacilitiesGeneral Machinery & EquipmentGeneral
Machinery & EquipmentGeneral Machinery & EquipmentGeneral Furniture & FixturesGeneral Furniture & FixturesGeneral Furniture & Fixtures
$ 671,445$ 671,445$ 671,445$ 671,445$ 671,445$ 3,930,567$ 3,930,567$ 3,930,567$ 3,930,567$ 3,930,567$ 560,973$ 560,973$ 560,973$ 560,973$ 560,973$ 1,185,066$ 1,185,066$ 1,185,066$ 1,185,066$
1,185,066$ 4,018,670$ 4,018,670$ 4,018,670$ 4,018,670$ 4,018,670$ 9,391,578$ 9,391,578$ 9,391,578$ 9,391,578$ 9,391,578$ 110,202$ 110,202$ 110,202$ 110,202$ 110,202$ 261,893$ 261,893$
261,893$ 261,893$ 261,893$ 0$ 0$ 0$ 0$ 0$ 444,325$ 444,325$ 444,325$ 444,325$ 444,325
LegendLegend
Letter GradeLetter GradeLetter Grade
Level 1Level 1Level 1
Level 2Level 2Level 2
BBBBB
CategoryCategoryCategoryCategory
Level 3Level 3Level 3
$ 444,325$ 444,325$ 444,325$ 444,325$ 444,325
$ 0$ 0$ 0$ 0$ 0
Level 4Level 4Level 4
Level 5Level 5Level 5
Infrastructure DeficitInfrastructure DeficitInfrastructure Deficit
Replacement ValueReplacement ValueReplacement Value
APPENDIX B CONSEQUENCE OF FAILURE TABLES
CONSEQUENCE OF FAILURE TABLES
GROWTH & COMMUNITY DEVELOPMENT
Asset TypeConsequence of Failure
Visitor Information Centers2
Tourism Facilities2
City Market2
Harbour Station3
Harbour Passage3
Industrial Parks2
Market Square3
Arts & Culture Facilities2
PUBLIC SAFETY
Asset TypeConsequence of Failure
Fire Facilities4
Fire Fleet3
Fire Machinery & Equipment3
Police Facilities4
Police Fleet3
Police Machinery & Equipment3
PSCC4
Street Lighting Poles3
Street Lighting Fixtures2
TRANSPORTATION & ENVIRONMENT
Asset TypeConsequence of Failure
Road Fleet1
Road Facilities2
Road Machinery & Equipment1
Sidewalk Pavement3
Pedways4
Sidewalk Fleet1
Sidewalk Facilities2
Sidewalk Machinery & Equipment1
Storm Mains4
Stormwater Fleet1
Detention Pond4
Culverts3
Solid Waste Fleet3
Solid Waste Landfills4
Parks & Public Spaces3
Parks & Public Spaces Fleet1
Parks & Public Spaces Facilities1
Parks & Public Spaces Equipment1
Arenas3
Community Centers3
Outdoor Sports Fields & Facilities2
Pool & Swimming Facilities3
Playgrounds2
Sport & Recreation Fleet1
Sport & Recreation Equipment1
Transit Fleet3
Transit Facilities3
Transit Equipment3
Parking Lots & Spaces2
Parking Facilities3
Parking Equipment1
Parking Fleet1
Road Surfaces3
Road Bases4
Curbs2
Retaining Walls4
Guiderails3
Fences1
Traffic Signals3
SAINT JOHN WATER
Asset TypeConsequence of Failure
Drinking Water Machinery & Equipment1
Drinking Water Access Roads1
Wastewater Access Roads1
Drinking Water Meters1
Drinking Water Treatment Facilities1
Drinking Water Pumping Stations1
Drinking Water Storage Reservoirs1
Drinking Water Wells1
Drinking Water Dam & Spillways1
Drinking Water Operations Facilities3
Industrial Water Treatment Facilities5
Industrial Water Pumping Stations4
Industrial Water Dam & Spillways4
Wastewater Treatment Facilities5
Sanitary Lift Stations5
Drinking Water Distribution Mains3
Drinking Water Transmission Mains2
Other Drinking Watermains3
Drinking Water Intakes2
Drinking Water Valves2
Drinking Water PRVs3
Other Drinking Water Appurtenances3
Sanitary Sewerlines4
Sanitary Forcemains3
Combined Sewerlines5
Industrial Water SCADA3
Industrial Water Operations Facilities2
Wastewater Treatment Facilities5
Sanitary Lift Stations4
Wastewater SCADA3
Wastewater Operations Facilities2
Drinking Water Distribution Mains3
Drinking Water Transmission Mains5
Other Drinking Watermains4
Drinking Water Intakes3
Drinking Water Small Service Connections2
Drinking Water Large Service Connections3
Drinking Water Valves4
Drinking Water Hydrants4
Drinking Water PRVs5
Other Drinking Water Appurtenances3
Sanitary Laterals2
SanitarySewerlines4
Sanitary Forcemains5
Outfalls3
Combined Laterals2
Combined Sewerlines4
Combined Forcemains5
Combined Sewer Overflow Chambers5
CORPORATE, FINANCE & ADMINISTRATIVE
Asset TypeConsequence of Failure
IT & Equipment2
Corporate Fleet1
Corporate Facilities3
General Machinery & Equipment1
General Furniture & Fixtures1
APPENDIX C DEFICIT REDUCTION SCENARIOS
APPENDIX C-1 20, 30 and 100-Year Deficit Elimination Estimates
Annual Budget Requirements
100-Year Sustainable 20-Year Deficit 30-Year Deficit 100-Year Deficit
CategoryInfrastructure Deficit
Funding EliminationEliminationElimination
(Excluding Deficit)(Additional)(Additional)(Additional)
by Budget
Saint John (General)$219,414,598$39,930,537$10,970,730$7,313,820$2,194,146
Saint John Water$214,362,470$24,440,061$10,718,124$7,145,416$2,143,625
by Service Area
Growth & Community Development$64,122,250$5,790,616$3,206,112$2,137,408$641,222
Public Safety$11,630,522$3,657,547$581,526$387,684$116,305
Transportation & Environment$138,300,536$28,959,120$6,915,027$4,610,018$1,383,005
Corporate, Finance & Administrative$5,361,290$1,523,254$268,065$178,710$53,613
City of Saint John (Total)$433,777,068$64,370,598$21,688,853$14,459,236$4,337,771
City of Saint John (Total)
$100
$90
Millions
$80
$70
$60
$50
$40
20-Year Deficit Elimination
Average Annual Investment
$30
30-Year Deficit Elimination
$20
100-Year Deficit Elimination
$10
100-Year Sustainable Funding (Deficit Excluded)
$-
Period
Saint John (General)
$60
Millions
$50
$40
$30
20-Year Deficit Elimination
$20
Average Annual Investment
30-Year Deficit Elimination
100-Year Deficit Elimination
$10
100-Year Sustainable Funding (Deficit Excluded)
$-
Period
Saint John Water
$45
Millions
$40
$35
$30
$25
$20
20-Year Deficit Elimination
$15
Average Annual Investment
30-Year Deficit Elimination
$10
100-Year Deficit Elimination
$5
100-Year Sustainable Funding (Deficit Excluded)
$-
Period
Growth & Community Development
$12
$10
Millions
$8
$6
20-Year Deficit Elimination
$4
30-Year Deficit Elimination
Average Annual Investment
$2
100-Year Deficit Elimination
$-
Period
Public Safety
$5.0
$4.5
Millions
$4.0
$3.5
$3.0
$2.5
$2.0
20-Year Deficit Elimination
$1.5
30-Year Deficit Elimination
Average Annual Investment
$1.0
100-Year Deficit Elimination
$0.5
$-
Period
Transportation & Environment
$45.0
$40.0
Millions
$35.0
$30.0
$25.0
$20.0
20-Year Deficit Elimination
$15.0
30-Year Deficit Elimination
Average Annual Investment $10.0
100-Year Deficit Elimination
$5.0
$-
Period
Corporate, Finance & Administrative
$2.0
$1.8
Millions
$1.6
$1.4
$1.2
$1.0
$0.8
20-Year Deficit Elimination
$0.6
30-Year Deficit Elimination
Average Annual Investment
$0.4
100-Year Deficit Elimination
$0.2
$-
Period
APPENDIX C-2 Annual % Budget Increases and Impact on Deficit
FINANCECOMMITTEEREPORT
Report DateAugust 21, 2017
Meeting DateSeptember 07, 2017
Chairman CouncillorMerrithewandMembers of Finance Committee
SUBJECT: 2018General Fund Capital Budget
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of the Finance Committee.
AUTHORIZATION
Primary AuthorCommissioner/Dept. HeadCity Manager
Craig LavigneCathy Graham/Jeff Trail
Kevin Fudge
RECOMMENDATION
It is recommended that the Finance Committee approve the 2018General Fund
th
Capital Budgetandsubmit toCommon Council for the September 18meeting
for receive and file.
EXECUTIVE SUMMARY
The draft 2018General Fund Capital Budget was presented to the Finance
th
Committee on July 19. Staff received feedback from the Finance Committee
and has incorporated comments and feedback in this version of the 2018
General Fund Capital Budget. Listed below is a summary of the changes.
BUDGET - OTHER BUDGET - CITY
CATEGORYSERVICE AREADESCRIPTION
SHARE SHARE
Facility Renewal -
Parks & Public Transportation & Includes concentration
$ 100,000
SpacesEnvironment Serviceon Shamrock (District)
Park And Dominion Park
Earmark Capital Funds -
Growth and Recommendation of
Neighborhood Plan $ 500,000
Development Serviceprojects to be
determined
Intersection
Transportation &
Transportationimprovements - Retail $ (600,000)
Environment Service
Drive/Rothesay Avenue
NET CHANGE
$ -
- 2 -
PREVIOUS RESOLUTION
Resolved at the July 19, 2017 Finance Committee meeting that the Finance
Committee reflect upon the attached document and make any and all inquiries
and recommendations to staff; and receive and file this report.
STRATEGIC ALIGNMENT
The proposed 2018 General Fund Capital Budget is aligned with
priorities; Vibrant, Safe City, Value Service Delivery and Fiscally Responsible.
REPORT
The 2018 General Fund Capital Budget aligns with to support
investment in creating a Vibrant, Safe City, offering Valued Service Delivery and
being Fiscally Responsible. The budget also heavily invests in existing financial
assets to close the gap in the infrastructure deficit the City has on its assets.
Common Council approved the Asset Management Policy in 2017. This plan will
give Council the ability to make evidence and strategic based decisions on where
best to invest the limited capital dollars to
asset management plan sets the foundation for long term debt planning, long
term financial planning and supports fiscally responsible spending focused on
service.
The Finance Department received over $27.27 million in capital budget requests
from service areas for 2018. The requests exceed the $10-$12 million that the
City has established as a financial measure to keep long term debt from growing
to an unsustainable level. Long term debt for the General Fund reached $117
million by the end of 2016.
The proposed 2018 General Fund Capital Budget totals $18,308,260 of which
$6,318,130 is to be funded from other sources (gas tax, reserves, etc.) and the
remainder $11,990,130 is to be funded by debt issue ($10,172,500 in 2017).
2018 CAPITAL BUDGET HIGHLIGHTS
The capital budget includes investments that support sustainable city services
and municipal infrastructure. Key re-investments include road improvements,
investments in municipal buildings, storm water, fleet and information
technology that will maintain service delivery and contribute to reducing the
infrastructure deficit.
- 3 -
Reinvestment in Existing Assets
Transportation The 2018 General Fund Capital Budget includes $5.44 million of
investment in asphalt, curb and sidewalk and street reconstruction. This
represents a year over year increase of $95,000 compared to the 2017 General
Fund Capital Budget ($5.345 million). Total investment in roads in Capital and
Operating Budgets for 2018 equals $6.805 million ($6.71 million 2017 with the
same funding from operating of $1.365 million). Overall PCI is intended to
remain at similar levels; however there is risk around the unknown price of
asphalt for 2018 and the amount spent in road is not enough to keep all roads
from falling into the rebuild stage.
Drainage Continuing to invest in Westgate Park, funds have been included in
the amount of $495,000. There are also three projects included for storm sewer
separation that is being done in conjunction with Saint John Water for $370,000
which will continue to advance the reliability of the wastewater network through
separation of storm water and wastewater as well as additional work on Sandy
Point Road for $115,000.
Fleet Funding of $2.5 million from the fleet reserve is included to ensure the
City has the equipment and fleet required to provide necessary public services
without having to increase borrowing. A new fleet model was developed and
approved by Common Council in 2017, which has seen a reduction of vehicles
due to initiatives such as pooling that aligns strongly with a value service delivery
model and continuous improvement.
Information Technology - is key in supporting
Council and staff initiatives, as well as supporting effective and efficient delivery
of the services provided to residents. The proposed budget includes $280,000 in
replacement of firewall and network infrastructure with the funding all coming
from the computer reserve fund.
Parking Nine pay and display machines are being replaced with more advanced
technology that will no longer require receipt paper. The cost allocated for these
nine machines is $78,300 and this investment will result in a reduction of
$35,000 yearly in the parking administration budget.
Facility and Equipment Renewal This budget includes $877,000 for
reinvestment in buildings and machinery and equipment in those buildings.
Work includes replacement and repairs on the Visitor Information Center West,
Saint Patrick Pedway, Harbour Station Pedway and various arenas. Harbour
Station will receive $97,000 to replace vintage equipment needed for contractual
and safety reasons. Canada Games Aquatic Center will receive $610,000 to
replace vintage 1983 domestic hot water tanks, heat exchangers, as well as other
facility related items.
- 4 -
Transit Twelve new buses have been ordered and anticipate being in service by
early 2018. Access to reliable cost-effective public transportation plays an
important part in creating great neighborhoods. The budget includes $3.086
million that is split 50/50 between external funding and City Share and brings the
total cost of replacing twelve buses to $6.636 million.
Public Safety Services An additional $2.8 million for the replacement of the
trunk radio system currently being used
earmarked in this budget. This project is critical for the safety of the first
responders and as well as the Citizens who live and visit the City.
Economic Development The Trade & Convention Centre $82,000 for
replacement of unreliable kitchen equipment and an ice machine could have
potential health and safety issues if not replaced.
Parks and Public Spaces - The budget includes $100,000 for facility renewal in
assets related to parks and public spaces with a concentration on facilities at
Shamrock and Dominion Park.
Neighborhood Plan - $500,000 has been earmarked in relation to the Central
Peninsula neighborhood plan that is underway. The capital budget allocation is
intended for the funding of high impact projects furthering the implementation
of the neighborhood plan and staff will bring a list of proposed projects for
Council approval at a later date.
New Assets/Service Enhancements
Saint John Fieldhouse Official announcement has been made securing funding
from all levels of government. The City has committed $4.2M over three years
and 2018 is the first year of that commitment for $1.4M.
Intersection Improvements - The budget earmarks $150,000 for enhancements
to various intersections throughout the City.
Council Priorities
Fiscal Responsibility
The 2018 capital budget aligns with Council Priority of fiscal responsibility. The
capital budget set forth is based on $11,990,130 of new borrowing. Staff
continues to recommend that Council limit new debt to $11-$12 million per year
in order to reduce the debt over time to ensure fiscal sustainability.
- 5 -
The second stage of the asset management plan is well underway and is
anticipated to be completed by the end of 2018. This will set the foundation for
current and future Councils, staff and all stakeholders enabling better sound
financial decisions, setting levels of service and feeding the long term financial
plan. This will be a living document to help guide financial decision making.
Growth and Property
The $500,000 earmarked for the Central Peninsula neighborhood plan will assist
helping make strategic investments that will continue to drive development and
promote Saint John as a community to live, work and play. Staff will advise and
seek approval from Council on what capital investments to make with the
allocated funds at a later date.
Vibrant, Safe City
The purchase of the twelve new buses for Transit will align directly with this
priority. These additions will provide accessible and cost-effective
transportation. The continued reinvestment in the trunk radio system for first
responders will replace a legacy system with a system that is safe, reliable and
allow delivery of an efficient public safety service.
Value Service Delivery
The 2018 General Capital Budget focuses a continued renewal to the roadway
system. The monies allocated to the roadways focuses on maintaining the level
of PCI and avoid roads falling into the rebuild stage, which is five times the cost
of repaving.
CONCLUSION
Planned capital expenditures total $18,308,260, with $6,318,130 is to be funded
from other sources (gas tax, reserves, etc.) and the remainder $11,990,130
funded through debt. The annual funding from the gas tax program as well as
funding from other government programs, has helped reduce projected
borrowing costs and has allowed the City to undertake needed infrastructure
improvements. This level of capital expenditures is
capacity.
The 2018 capital budget is investing 91.53% ($16.76M) in existing assets. This
amount falls short compared to the amount of asset being amortized on a yearly
basis. The asset management plan becomes an extremely important living
document to address the infrastructure deficit and will feed into the long term
financial plan that is starting to be developed in 2018.
- 6 -
SERVICE AND FINANCIAL OUTCOMES
The 2018 General Fund Capital budget City share will become a fixed charge for
the next 15 years for the General Operating Budget. The projects chosen for the
capital program that require borrowing have a useful life of approximate 15
years or more.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
Input has been received from all Service Areas, the ABCs, Senior Leadership
Team and members of the Finance Committee.
ATTACHMENTS
Exhibit 1 - 2018 General Fund Capital Budget
Exhibit 2 - 2018 Deferred General Fund Capital Budget
Exhibit 1 - 2018 General Fund Capital Budget
BUDGET - OTHER
DESCRIPTION
CATEGORYSERVICE AREABUDGET - CITY SHARE
SHARE
Transportation & Facility Renewal - Includes concentration on
Parks & Public Spaces $ 100,000
Environment ServiceShamrock (District) Park And Dominion Park
Westgate Park Drainage Basin - Modification of
Transportation & approx. 250m of existing drainage swales,
Storm $ 495,000
Environment Serviceincluding design and construction management
services. Project to be funded under G.T.F.
Visart Street - (W&S) - Install approx. 100m of
Transportation & new 300 mm storm sewer for separation,
Storm $ 85,000
Environment Serviceincluding design and construction management
services
Leinster Street - (W&S) - Install approx. 130m of
Transportation & new 300mm storm sewer for separation,
Storm $ 110,000
Environment Serviceincluding design and construction management
services
Rockland Road - (W&S) - Install 210 m of new
Transportation &
Storm300 mm storm sewer for separation, including $ 175,000
Environment Service
design and construction management services
Sandy Point Road - Install 100m of new 300mm
Transportation &
Stormstorm sewer for separation, including design and $ 115,000
Environment Service
construction management services
Renewal of asphalt roadway and concrete curb
and sidewalk including drainage control and
Transportation & landscaping in conjunction with the annual
Transportation $ 1,500,000 $ 3,085,000
Environment Serviceasphalt roadway maintenance and rehabilitation
program. Project to be partially funded under
G.T.F.
1
Exhibit 1 - 2018 General Fund Capital Budget
BUDGET - OTHER
DESCRIPTION
CATEGORYSERVICE AREABUDGET - CITY SHARE
SHARE
Visart Street - (W&S) - reconstruction
(Excavation, backfill, curb, sidewalk, landscaping
Transportation &
Transportationand paving) including design and construction $ 260,000
Environment Service
management services. Asphalt pavements
$56,000 / LK 0.37
Leinster Street - (W&S)- reconstruction
(Excavation, backfill, curb, sidewalk, landscaping
Transportation &
Transportationand paving), including design and construction $ 225,000
Environment Service
management services. Asphalt pavements
$55,000 / 0.35LK
Rockland Road - (W&S) - Street reconstruction
(Excavation, backfill, curb, sidewalk, landscaping
Transportation &
Transportationand paving) including design and construction $ 370,000
Environment Service
management services. Asphalt pavements
$85,000 / LK 0.55
Transportation &
TransportationIntersection improvements - Accessibility $ 150,000
Environment Service
Saint John Parking Transportation & Pay By Plate machine replacement (9 @ $8,700
$ 78,300
CommissionEnvironment Serviceeach).
Saint John Transit Transportation & Bus Shelter for Royal Bank area on Charlotte
$ 34,700
CommissionEnvironment ServiceStreet
Canada Games Aquatic Transportation &
Facility Renewal $ 200,000
CentreEnvironment Service
Canada Games Aquatic Transportation &
Chlorine gas injectors/ gas detector/ regulator $ 10,000
CentreEnvironment Service
Canada Games Aquatic Transportation &
Repoint Brick (allowance 10% exterior walls) $ 40,000
CentreEnvironment Service
Canada Games Aquatic Transportation &
Replace DHW tanks $ 300,000
CentreEnvironment Service
2
Exhibit 1 - 2018 General Fund Capital Budget
BUDGET - OTHER
DESCRIPTION
CATEGORYSERVICE AREABUDGET - CITY SHARE
SHARE
Canada Games Aquatic Transportation &
Replace Heat Exchangers $ 60,000
CentreEnvironment Service
Growth and Development Earmark Capital Funds - Recommendation of
Neighborhood Plan $ 500,000
Serviceprojects to be determined
Growth and Development
Harbour StationReplace Amplifiers for Sound System $ 29,000
Service
Growth and Development
Harbour StationPurchase snow blower attachment for Bobcat $ 18,000
Service
Growth and Development
Harbour StationReplace 1993 Clear Coms $ 50,000
Service
Growth and Development
Trade and ConventionKitchen - replace beverage fridges $ 16,000
Service
Growth and Development
Trade and ConventionKitchen - ice machine $ 15,000
Service
Growth and Development
Trade and ConventionKitchen re-equip kitchen hot line $ 51,000
Service
FleetFinance and Admin ServiceFleet Replacement $ 2,500,000 $ -
Asset and Energy Facility Renewal - VIC West - North Roof
Finance and Admin Service $ 35,000
ManagementReplacement
Asset and Energy
Finance and Admin ServiceSaint Patrick Pedway - Replace Rooftop unit $ 25,000
Management
Asset and Energy
Finance and Admin ServiceHarbour Station Pedway - Expansion Joint Repair $ 25,000
Management
Asset and Energy
Finance and Admin ServiceCity Market - Tenant Improvements $ 50,000
Management
Asset and Energy Facility Renewal - All Arenas - Ice Surface
Finance and Admin Service $ 25,000
ManagementSprinkler Cage Installation
Asset and Energy Energy Management Program on City Owned
Finance and Admin Service $ 10,000
Managementbuildings
3
Exhibit 1 - 2018 General Fund Capital Budget
BUDGET - OTHER
DESCRIPTION
CATEGORYSERVICE AREABUDGET - CITY SHARE
SHARE
Information TechnologyCorporate ServiceAdditional Disk Storage Systems & Tape Backup $ 50,000
Information TechnologyCorporate ServiceReplace City's Network (Firewalls) Infrastructure $ 80,000
Information TechnologyCorporate ServiceServer & Network Infrastructure Replacement $ 150,000
Police & FirePublic SafetyTrunk Radio System Replacement $ 2,800,000
$ 4,775,000 $ 9,047,000
2018 Funding Committed
Transportation &
Saint John TransitBus Replacement $ 1,543,130 $ 1,543,130
Environment Service
Transportation &
Parks & Public SpacesExhibition Field House (4.2M) Over 3 Years $ 1,400,000
Environment Service
$ 6,318,130 $ 11,990,130
2018 Draft Capital Budget
4
Exhibit 2 - 2018 Deferred General Fund Capital Budget
BUDGET - OTHER
DESCRIPTION
CATEGORYService AreaBUDGET - CITY SHARE
SHARE
Transportation & Rainbow Park Playground Replacement and
Parks & Public Spaces $ 500,000
Environment ServiceInstallation of Safety Accessible Surface
Facility Renewal - Submitted Request for $250,000
for a number facility renewal programs throughout
Transportation &
Parks & Public Spacesthe City. Moved $100,000 to the recommended list $ 150,000
Environment Service
to focus on the current the priority items at 2 off
these spaces, Shamrock and Dominion Park.
Wipple Street - reconstruction (Excavation, backfill,
curb, sidewalk, landscaping and paving) along with
Transportation & access improvements to Beaconsfield School,
Transportation $ 700,000
Environment Serviceincluding design and construction management
services. Street asphalt pavement width to be
narrowed.
Bonita Avenue - Street reconstruction (Excavation,
Transportation & Backfill, curb, sidewalk, landscaping and paving),
Transportation $ 950,000
Environment Serviceincluding design and construction management
services. Asphalt pavements $170,000 / 1.16LK.
Boars Head Road - Install new curb, sidewalk, infill
Transportation & some ditches, and install new storm sewer.
Transportation $ 350,000
Environment ServiceIncluding design and construction management
services.
Westmorland Road and Consumers Drive -
Transportation & Intersection upgrades to improve traffic flow,
Transportation $ 850,000
Environment ServiceIncluding design and construction management
services.
Transportation & Replacement of existing deteriorated guide rails.
Transportation $ 200,000
Environment ServicePhase 3 of 3
Transportation & Intersection improvements - Retail Drive/Rothesay
Transportation $ 600,000
Environment ServiceAvenue
Saint John Parking Transportation &
Licence Plate Recognition (LPR) $ 56,000
CommissionEnvironment Service
1
Exhibit 2 - 2018 Deferred General Fund Capital Budget
BUDGET - OTHER
DESCRIPTION
CATEGORYService AreaBUDGET - CITY SHARE
SHARE
Canada Games Aquatic Transportation &
Roof - Phase #2 $ 150,000
CentreEnvironment Service
Growth and Development
WaterfrontFundy Quay redevelopment $ 70,000
Service
Growth and Development
WaterfrontDredging Market Slip $ 200,000
Service
Growth and Development Harbour Passage extension (Corner of Broad and
Waterfront $ 500,000
ServiceSydney to Tin Can Beach)
Saint John Public Growth and Development
Complete Renovation of Uptown Library $ 2,200,000
LibraryService
Growth and Development
Harbour StationReplace 1980 Floor Scrubber $ 48,000
Service
Growth and Development
Harbour StationReplace Existing 1993 Tables $ 14,000
Service
Growth and Development
Harbour StationReplace 2005 Truck $ 25,000
Service
Growth and Development
Trade and ConventionBoardroom renovations $ 18,000
Service
Asset and Energy
Finance and AdminFire Station # 8 - Exterior Upgrades Phase I $ 75,000
Management
Asset and Energy
Finance and AdminStewart Hurley Arena - Replace Rubber Flooring $ 50,000
Management
Asset and Energy Stewart Hurley Arena - Replace Motor Control
Finance and Admin $ 35,000
ManagementCenter
Asset and Energy Facility Renewal - Leisure Services Offices - Window
Finance and Admin $ 50,000
ManagementReplacement
Asset and Energy Facility Renewal - VIC West - North Roof
Finance and Admin $ 25,000
ManagementReplacement
Asset and Energy
Finance and AdminFacility Renewal - VIC West - Window Replacement $ 75,000
Management
Asset and Energy Facility Renewal - Rockwood Park A-Frame -
Finance and Admin $ 25,000
ManagementExterior Upgrades
2
Exhibit 2 - 2018 Deferred General Fund Capital Budget
BUDGET - OTHER
DESCRIPTION
CATEGORYService AreaBUDGET - CITY SHARE
SHARE
Asset and Energy Facility Renewal - Reversing Falls (Former BOAZ) -
Finance and Admin $ 10,000
ManagementReplace Roof
Asset and Energy Harbour Station - Energy Management Program
Finance and Admin $ 85,000
Managementand Asset Renewal HVAC
FirePublic SafetyThree bay garage with equipment rooms & showers $ 350,000
Advanced Disaster Management Simulator (ADMS)
FirePublic Safety $ 600,000
System
$ - $ 8,961,000
OVERALL TOTAL DRAFT PICKS
3
FINANCECOMMITTEEREPORT
Report DateAugust 21, 2017
Meeting DateSeptember 07, 2017
Chairman CouncillorMerrithewandMembers of Finance Committee
SUBJECT: 2018Water and Sewerage UtilityFund Capital Budget
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Finance Committee.
AUTHORIZATION
Primary AuthorCommissioner/Dept. HeadCity Manager
Craig LavigneCathy Graham/Jeff Trail
Brent McGovern
RECOMMENDATION
It is recommended that the Finance Committee approve the 2018 Water and
Sewerage UtilityFund Capital Budgetandsubmit to the Common Council for
th
receive and file atthe September 18meeting.
EXECUTIVE SUMMARY
Thedraft 2018 Utility Fund Capital Budget was presented to the Finance
th
Committee on July 19for feedback and comments.
An additional project has been added to the2018original submission for
$265,000. The Ocean Drive Pumping Station requiresthe design and
installation of a new backup power generator to mitigate any future impacts to
the delivery of drinking water.
The 2018UtilityFund Capital Budget reflectsthe completion of the largest
municipal infrastructure project in the history of the Province of New Brunswick,
the Safe Clean Drinking Water Project(SCDWP). The 2018 capital budget reflects
the largest financial portion of this project.
The renewal of assetsin 2018 is much less than previous yearsdue to the
pressure and cost associated with the SCDWPand the efforts being made to limit
spending on infrastructure renewal to essentially just those projects that are
necessary to ensure service continuity. The completion of the asset management
plan will play a critical role in determining the state of the utilities assets, the risk
- 2 -
of failure for the service and how to close the gap on the overall infrastructure
deficit as is being done in the General Fund. The asset management plan will be
a critical piece in the development of the long term financial plan of Saint John
Water.
PREVIOUS RESOLUTION
Resolved at the July 19, 2017 Finance Committee meeting that the Finance
Committee reflect upon the attached document and make any and all inquiries
and recommendations to staff; and receive and file this report.
STRATEGIC ALIGNMENT
The proposed 2018 Utility Fund Capital Budget is aligned with
priorities; Vibrant, Safe City, Value Service Delivery and Fiscally Responsible.
REPORT
The proposed 2018 Utility Capital Budget is a total of $147,054,519. Funding
from other sources, (Gas tax, P3 Canada, RDC, Reserves) is $95,560,619 and Saint
,900.
Saint John Water will borrow $47,000,000 for its portion of the substantial
completion payment on this project and the majority of the borrowing will
happen in 2017 and the balance in 2018. The majority of the project is
anticipated to be completed the end of 2018, with the water treatment plant
being fully operational by that date.
The operation of the new treatment plant along with the increase in debt which
is expected to peak at approx. $107,451,000 in 2017 will put enormous pressure
on rate payers and the continued asset renewal for Saint John Water.
The reinvestment in assets in 2018 is $6.50M with $1.96M coming from others,
leaving the Utility share at $4.54M. Amortization in 2016 was $12.4M. This gap
will not be sustainable, however the asset management plan in conjunction with
the long term financial plan will help identify how to close the gap and support
the creation of
Infrastructure Renewal Water
The total amount including funding from other sources for water infrastructure
renewal is $3,824,019 for 2018. The two largest projects in this budget is phase
14 of the ongoing watermain cleaning and lining project and phase 2 of a 2 year
project at the Musquash pumping station. Also noteworthy is approximately 700
m of watermain in total to be renewed as well as strategic work to be done on
Leinster Street to coincide with the construction of
garage.
- 3 -
Infrastructure Renewal Sanitary
The total amount including funding from other sources for the renewal in
sanitary for 2018 is $2,675,000. Reinvestments call for renewing vintage 1891
and 1925 sewer lines, replacing components of and upgrading the SCADA system
and replacement of pumps at Carpenter Place pumping station. Also work will
be done to replace sanitary services on Leinster Street in coordination with the
watermain renewal.
Safe Clean Drinking Water Project
Funding from P3 Canada, Regional Development Corporation and internal
reserves will be $93,601,600 and Saint John Water portion which will be funded
through debt and operating is $46,953,900.
SERVICE AND FINANCIAL OUTCOMES
The infrastructure renewal portion of the 2018 Utility Fund Capital budget will be
funded from the operations, so there will be no borrowing. The borrowing for
the Safe Clean Drinking Water Project will become a fixed cost for the next 30
years.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
Input has been received from Saint John Water Operations, members of the
Senior Leadership Team and Finance Committee.
ATTACHMENTS
Exhibit 1 - 2018 Water and Sewerage Utility Fund Capital Budget
31-Aug-17
THE CITY OF SAINT JOHN
SAINT JOHN WATER
CAPITAL PROGRAM SUMMARY
W & S UTILITY FUND
Proposed Program Summary For - 2018
No. ofOtherUtility
Category Total
ProjectsShareShare
Infrastructure Renewal - Sanitary12$600,000$2,075,000$2,675,000
Infrastructure Renewal - Water9$1,359,019$2,465,000$3,824,019
Safe, Clean Drinking Water1$93,601,600$46,953,900$140,555,500
TOTALS:
22$95,560,619$51,493,900$147,054,519
Summary of Capital Costs (Utility Share)
Infrastructure Renewal -
Sanitar
4.0%
nfrastructure Renewal -
Water
4.8%
Safe, Clean Drinking
Water
91.2%
Page1 of
THE CITY OF SAINT JOHN
31-Aug-17
SAINT JOHN WATER
PROPOSED W & S FUND PROGRAM
2018
MDH: MUNICIPAL DESIGNATED HIGHWAYS
PDH: PROVINCIALLY DESIGNATED HIGHWAYS
This is a tentative program listing of proposed capital projects.
RDH: REGIONALLY DESIGNATED HIGHWAYS
w&s: WATER AND SEWER RELATED PROJECTS
This list has not been approved by Common Council.
G&D: PROJECT IS FOR GROWTH AND DEVELOPMENT
Priority assignments are subject to change at any time.
*: PROJECTS DEPENDANT ON FUNDING FROM OTHERS
Infrastructure Renewal - Sanitary
OtherUtility
ProjectLocationDescription
ShareShare
G&D
Beach Crescent Lift Millidgeville AreaAnalysis and design for storm sewer separation 045,000
Stationfrom the sanitary sewer at the Beach Crescent
lift station, including easement acquisition.
Currie AvenuePugsley Avenue to Balfour Line approx. 175 m of 300 mm Concrete 0130,000
sanitary sewer, including design and
construction management services.
Energy EfficiencyVarious LocationsTechnical analysis regarding energy 075,000
conservation opportunities on various Saint
John Water facilities.
Glen RoadGlenview Drive to Morgan RoadRenew 215m of existing 200mm Concrete 0210,000
sanitary sewer, including construction
management services.
Jack's FieldGooderich Street to Wright Line approx. 150 m of 375 mm, 50 m of 300 0190,000
Streetmm and 10 m of 450 mm T.C. Sanitary sewer,
including design and construction management
services.
Leinster StreetSydney Street to Carmarthen Renew approx. 130m of 300mm T.C. with new 0145,000
Street200mm sanitary sewer, including construction
management services.
Mill StreetAt railroad track crossingLine approx. 28m of 750 mm sanitary sewer 0110,000
under tracks, including design and construction
management services.
Paddock StreetPaddock Street to Cliff StreetLine approx. 80 m of 375 mm T.C. sanitary 075,000
sewer, including design and construction
management services.
Rockland RoadParks Street to Cranston AvenueRenew 210 m of 225 mm and 300 mm T.C. 0235,000
sanitary sewers (1891), including design and
construction management services.
SCADA SystemVarious LocationsDesign, purchase and install the equipment for 600,000350,000
a PLC-5 Migration, Fournier SLC / Panel View
Migration, Polymer SLC / Local DTAM HMI
Migration at the Millidgeville Wastewater
Treatment Facility. Design, purchase and install
radio equipment and Twido PLC's at various
locations. Project proposed to be partially
funded under the Small Communities Fund
(SCF).
Visart StreetAdelaide Street to Natalie StreetRenew approx. 110m of 225 mm T.C. (1925) 0110,000
with new 200 mm sanitary sewer, including
construction management services.
Page2 of
THE CITY OF SAINT JOHN
31-Aug-17
SAINT JOHN WATER
PROPOSED W & S FUND PROGRAM
2018
MDH: MUNICIPAL DESIGNATED HIGHWAYS
PDH: PROVINCIALLY DESIGNATED HIGHWAYS
This is a tentative program listing of proposed capital projects.
RDH: REGIONALLY DESIGNATED HIGHWAYS
w&s: WATER AND SEWER RELATED PROJECTS
This list has not been approved by Common Council.
G&D: PROJECT IS FOR GROWTH AND DEVELOPMENT
Priority assignments are subject to change at any time.
*: PROJECTS DEPENDANT ON FUNDING FROM OTHERS
Infrastructure Renewal - Sanitary
OtherUtility
ProjectLocationDescription
ShareShare
Wastewater PumpingCarpenter Place Wastewater Replacement of two pumps with new chopper 0400,000
Pumping Stationstyle pumps, including design and construction
management services.
$600,000$2,075,000
TOTAL:
Page3 of
THE CITY OF SAINT JOHN
31-Aug-17
SAINT JOHN WATER
PROPOSED W & S FUND PROGRAM
2018
MDH: MUNICIPAL DESIGNATED HIGHWAYS
PDH: PROVINCIALLY DESIGNATED HIGHWAYS
This is a tentative program listing of proposed capital projects.
RDH: REGIONALLY DESIGNATED HIGHWAYS
w&s: WATER AND SEWER RELATED PROJECTS
This list has not been approved by Common Council.
G&D: PROJECT IS FOR GROWTH AND DEVELOPMENT
Priority assignments are subject to change at any time.
*: PROJECTS DEPENDANT ON FUNDING FROM OTHERS
Infrastructure Renewal - Water
OtherUtility
ProjectLocationDescription
ShareShare
Glen RoadGlenview Drive to Morgan RoadRenew approx. 210m of existing 200mm 0240,000
watermain, including design and construction
management services.
Leinster StreetSydney Street to Carmarthen Renew approx. 130m of 200mm C.I. 0150,000
Streetwatermain, including design and construction
management services.
Loch Lomond WatershedMcBrien and Taylor LakesInvestigate and design the requirements to do 090,000
some civil works at Taylor Lake to invest in
further securing the separation of this lake from
the watershed and Investigate and design the
requirements to fix the damaged control
structure at McBrien Lake.
Musquash Industrial Musquash Industrial Water Chamber Upgrades and Electromagnetic 050,000
Water SupplySupply Pipeline
Engineering Design
Musquash Pumping Musquash Pumping StationRelocate substation across the road under the 01,275,000
Station69KV Transmission Line, including design and
construction management services. Phase B
Ocean Drive Pumping Civic # 103 Ocean DriveInstallation of a back-up power generator at the 0265,000
StationHarbourview Subdivision Ocean Drive
Pumping Station, including design and
construction management services.
Rockland RoadParks Street to Cranston AvenueRenew 210 m of 200 mm C.I. watermain, 0230,000
including design and construction management
services.
Visart StreetAdelaide Street to Natalie StreetRenew approx. 150m of 200 mm C.I. (1957) 0165,000
watermain, including design and construction
management services.
*
Watermain Cleaning and Various locationsCleaning and lining of existing unlined C.I. 1,359,0190
Lining Phase 14watermains to improve pressure, water quality,
and fire flows. Project to be funded under
G.T.F.
$1,359,019$2,465,000
TOTAL:
Page4 of
THE CITY OF SAINT JOHN
31-Aug-17
SAINT JOHN WATER
PROPOSED W & S FUND PROGRAM
2018
MDH: MUNICIPAL DESIGNATED HIGHWAYS
PDH: PROVINCIALLY DESIGNATED HIGHWAYS
This is a tentative program listing of proposed capital projects.
RDH: REGIONALLY DESIGNATED HIGHWAYS
w&s: WATER AND SEWER RELATED PROJECTS
This list has not been approved by Common Council.
G&D: PROJECT IS FOR GROWTH AND DEVELOPMENT
Priority assignments are subject to change at any time.
*: PROJECTS DEPENDANT ON FUNDING FROM OTHERS
Safe, Clean Drinking Water
OtherUtility
ProjectLocationDescription
ShareShare
Safe, Clean Drinking TBDSafe, Clean Drinking Water Program envelope 93,601,60046,953,900
Water Programfor 2018.
$93,601,600$46,953,90
0
TOTAL:
Page5 of
FINANCECOMMITTEEREPORT
Report DateAugust 21, 2017
Meeting DateSeptember 07, 2017
Chairman CouncillorMerrithewandMembers of Finance Committee
SUBJECT: Safe Clean Drinking Water Project Substantial Completion Payment
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Finance Committee.
AUTHORIZATION
Primary AuthorCommissioner/Dept. HeadCity Manager
Craig LavigneKevin FudgeJeff Trail
RECOMMENDATION
It is recommended that the Finance Committee approve borrowing $45,000,000
for the Safe Clean Drinking Water Project as part of the Fall Debenture issueand
approve amendingCouncil Report M&C 2017202, 2017 Fall Debenture Notice
of Motion to reflect borrowing $45,000,000as part of the 2017 Fall Debenture
issue.
EXECUTIVE SUMMARY
The Safe Clean Drinking Water Project is anticipated to be substantially
completed by November 2018. Once the project is considered substantially
completed there will be a requirement for the City to make the substantial
completion payment.
The City willhave approximately$17,000,000in reserves to offset the payment
required andwill need to borrowan estimated$47,000,000 for the balance of
the payment obligation. The purpose ofthis report it to discuss timing of the
borrowing and recommend whenand how muchto borrow for the substantial
completion payment.
PREVIOUS RESOLUTION
M&C 2017-202 - ЋЉЊА Cğƌƌ 5ĻĬĻƓƷǒƩĻ bƚƷźĭĻ ƚŅ aƚƷźƚƓ
- 2 -
STRATEGIC ALIGNMENT
The report and recommendation is aligned with of being
Fiscally Responsible.
REPORT
The Bank of Canada raised its key interest rate by 25 basis points on July 12,
2017. This increase was the first increase in almost seven years, September
2010. This rate increase signals strength in the economy and all indications is
that the key interest rate will continue to increase based on current economic
data.
The change in interest rates, as well as the potential of more rate increases will
have a significant impact on debt; particularly with the estimated $47,000,000
the City will need to borrow by the fall of 2018 as part of the Safe Clean Drinking
Water Project.
The projected amount the City will have to borrow based on funding
commitments, contruction costs and reserves is $47,000,000. However, there is
still risk that that number could change for various reasons, therefor staff are
recommending borrowing $45,000,000 at this time.
Staff have had several discussions with NB Municipal Finance Corporation to
discuss interest rates as well as borrowing terms for the $45,000,000. Based on
the 10 year Government of Canada interest rate projections sourced through
Bloomberg, there is an expectation rates will increase by almost 70 basis points
over the next five quarters.
Using these assumptions staff did several borrowing scenarios. Senerios
involved looking at borrowing in the fall of 2017, spring of 2018 and fall of 2018.
The results showed that for every increase of 25 basis points of the key interest
rate, Saint John Water rate payers would pay an additional $1,500,000 in interest
over 20 years. Based on anticipated rate increases over the next five quarters,
rate payers may be at risk of paying anywhere between $1,500,000 to
$4,180,000 more in interest over 20 year depending on timing of the borrowing.
Staff is recommending borrowing $45,000,000 as part of the fall 2017 debenture
issue to mitigate the risk of interest rate increases. The 2018 Utility Operating
budget has been drafted to include the principle and interest payments for this
debt. Also built into the operating budget will be the anticipated $540,000 in
interest revenue that will be earned on the $45,000,000 since the money will not
be needed for approximately twelve months.
- 3 -
SERVICE AND FINANCIAL OUTCOMES
The borrowing for the Safe Clean Drinking Water Project will become a fixed cost
for the next 30 years. The payments will be spread over 30 years whether the
money is borrowed in 2017 or 2018. The financial implications of borrowing in
2017 will result in less interest costs for rate payers if market indicators hold
true.
The impact on the 2017 Operating Budget will result in additional $525K in
expenditures for interest and borrowing cost associated with the debenture.
However, based on the year end forcast projections, the Utility is currently
running a surplus that can absorb this unbudgeted item.
SAINT JOHN WATER - YEAR END PROJECTIONS
2017 BUDGET2017 YE FORECASTVARIANCE
REVENUES 45,250,000 46,050,345800,345
EXPENSES 45,250,000 45,076,203173,797
SCDWP DEBENTURE-525,000 -525,000
TOTAL VARIANCE - 449,142449,142
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
Input has been received from NB Municipal Finance Corporation, Saint John
Water and Finance team.
ATTACHMENTS
N/A
Saint John Water Safe Clean Drinking Water
Project
1
Bank of Canada Dates 2017
DatesPublications
Interest rate announcementand
18 January
aƚƓĻƷğƩǤ tƚƌźĭǤ wĻƦƚƩƷ
1 MarchInterest rate announcement
Interest rate announcementand
12 April
aƚƓĻƷğƩǤ tƚƌźĭǤ wĻƦƚƩƷ
24 MayInterest rate announcement
Interest rate announcementand
12 July
aƚƓĻƷğƩǤ tƚƌźĭǤ wĻƦƚƩƷ
6 SeptemberInterest rate announcement
Interest rate announcement and
25 October
aƚƓĻƷğƩǤ tƚƌźĭǤ wĻƦƚƩƷ
6 DecemberInterest rate announcement
2
Bank of Canada Dates 2018
DatesPublications
Interest rate announcement and
January 17
aƚƓĻƷğƩǤ tƚƌźĭǤ wĻƦƚƩƷ
March 7Interest rate announcement
Interest rate announcement and
April 18
aƚƓĻƷğƩǤ tƚƌźĭǤ wĻƦƚƩƷ
May 30Interest rate announcement
Interest rate announcement and
July 11
aƚƓĻƷğƩǤ tƚƌźĭǤ wĻƦƚƩƷ
September 5Interest rate announcement
Interest rate announcement and
October 24
aƚƓĻƷğƩǤ tƚƌźĭǤ wĻƦƚƩƷ
December 5Interest rate announcement
3
Safe Clean Drinking Water -Debenture
Safe Clean Drinking Water Project substantial completion
payment is scheduled for November/December 2018.
City will need to borrow an estimated $47M over 30 years based
on current funding, reserves and construction cost of the project.
Bank of Canada increased key interest rate by 25 basis points on
July 12, 2017.
25 basis point increase equates to additional $1.5M in interest
over 20 years.
First Bank of Canada increase in 7 yrs. ({ĻƦƷĻƒĬĻƩ ЋЉЊЉ)
Staff has been in contact with NB Municipal Finance Corporation
discussing rates and borrowing options.
Indication that interest rates will continue to increase.
4
Safe Clean Drinking Water -Debenture
Staff did Financial analysis for various borrowing assumptions for
the 30 year debenture.
Staff are recommending borrowing $45M at this time, as there is
risk around what the final cost of the SCDWP will be.
3 Borrowing options assessed:
Borrow in Fall of 2017
Borrow Spring of 2018
Borrow Fall of 2018
Province may consider borrowing SCDW as a separate debenture
and will look at 30 years if available. However, a premium for this
type of debenture would need to assessed if available.
For the purpose of this presentation, Staff assumed 20 year
debenture, with a refinancing for an additional 10 yrs.
5
10 year Government of Canada Interest
Rates(ƭƚǒƩĭĻʹ .ƌƚƚƒĬĻƩŭ)
Ћ͵АЉі
Ћ͵ЎЉі
Ћ͵ЏЎі
Ћ͵ЍАі
Ћ͵ЌЉі
Ћ͵ЌЊі
Ћ͵ЋЋі
Ћ͵ЊЉі
Ћ͵ЉВі
Њ͵ВАі
Њ͵ВЉі
Њ͵АЉі
Њ͵ЎЉі
vЌ ЋЉЊАvЍ ЋЉЊА vЊ ЋЉЊБ vЋ ЋЉЊБ vЌ ЋЉЊБ vЍ ЋЉЊБ
Λњ͵ЊЋіΜΛњ͵ЊЌіΜΛњ͵ЉВіΜΛњ͵ЊЏіΜΛњ͵ЊБіΜ
6
10 year Government of Canada Interest
Rates(ƭƚǒƩĭĻʹ .ƌƚƚƒĬĻƩŭ)
/ǒƒǒƌğƷźǝĻ wğƷĻ LƓĭƩĻğƭĻƭ
Љ͵БЉі
Љ͵АЉі
Љ͵ЏЉі
Љ͵ЏБі
Љ͵ЎЉі
Љ͵ЎЉі
Љ͵ЍЉі
Љ͵ЌЉі
Љ͵ЌЍі
Љ͵ЋЉі
Љ͵ЋЎі
Љ͵ЊЉі
Љ͵ЊЋі
Љ͵ЉЉі
vЌ ЋЉЊАvЍ ЋЉЊА vЊ ЋЉЊБvЋ ЋЉЊБvЌ ЋЉЊБvЍ ЋЉЊБ
7
Borrowing Scenarios Interest (20 years)
ЋАͲЉЉЉͲЉЉЉ
ЋЏͲЉЉЉͲЉЉЉ
ЋЎͲАЉАͲЉЉЉ
5źŅŅ ў υЍ͵ЊБЋa
ЋЎͲЉЉЉͲЉЉЉ
ЋЍͲЉЉЉͲЉЉЉ
ЋЍͲЏЉЉͲЉЉЉ
5źŅŅ ў υЌ͵ЉАЎa
ЋЌͲЏЊЏͲЉЉЉ
ЋЌͲЉЉЉͲЉЉЉ
5źŅŅ ў υЋ͵ЉВЊa
ЋЌͲЉЏЋͲЎЉЉ
ЋЋͲЉЉЉͲЉЉЉ
5źŅŅ ў υЊ͵ЎЌБa
ЋЊͲЉЉЉͲЉЉЉ
ЋЊͲЎЋЎͲЉЉЉ
ЋЉͲЉЉЉͲЉЉЉ
ЊВͲЉЉЉͲЉЉЉ
ЍЎa vЍ ЋЉЊАЍЎa vЊ ЋЉЊБЍЎa vЋ ЋЉЊБЍЎa vЌ ЋЉЊБЍЎa vЍ ЋЉЊБ
Ќ͵ЎіЌ͵АЎіЌ͵БЍіЍ͵ЉіЍ͵ЊБі
8
Safe Clean Drinking Water -Debenture
/ƚƓĭƌǒƭźƚƓ .ƚƩƩƚǞźƓŭ {ĭĻƓğƩźƚƭ
Market indications point to rates continuing to escalate.
An increase of 25 to 68 basis points would see an additional $1.5M to $4.18M in
additional interest over 20 years for rate payers.
$45M would be invested for 2018 and earn an anticipated $540K in interest
revenue.
Total positive impact considering avoidance of a likely interest rate increase and
return of investment projected to range between $1.5M to $4.18M.
Budget impact for 2017 would be approximately $125K for additional interest
expense depending on timing of debenture issue and final rate and approximately
$400K for debenture discount (cost of debenture).
Substantial completion payment has been included in the 2018 Utility Capital
Budget.
Principle and interest payments for $45M borrowing has been included in the
2018 Utility Operating budget.
If Finance Committee accepts recommendation; there is a requirement to Amend
th
the Notice of Motion for fall borrowing passed at the August 8meeting of
Common Council.
9
Safe Clean Drinking Water -Debenture
wĻĭƚƒƒĻƓķğƷźƚƓ
completion payment for the Safe Clean Drink Water
Project in the Fall 2017 Debenture issue.
10
Safe Clean Drinking Water -Debenture
vǒĻƭƷźƚƓƭͪ
11
WǒƓĻ ЋЉЊА ĻğƩΏ9Ɠķ CƚƩĻĭğƭƷ
/źƷǤ ƚŅ {ğźƓƷ WƚŷƓ
June 2017 Year-End Forecast
Objectives:
To forecast 2017 year-end results for the General and Utility
Operating funds based on year-to-date actuals up to June 30,
2017; and
To provide an update on what have changed since March 2017.
2
June 2017 Year-End Forecast
Projected a small surplus of $762K
REVENUE VARIANCES
March ProjectionsJune ProjectionsDifferences
Growth & Community Development Services16,950554,445537,495
Public Safety Services22,749-11,266-34,015
Transportation & Environment Services-10,19024,30534,495
Finance & Administrative Services-98,339-69,85828,481
Corporate Services-35,000-45,000-10,000
TOTAL-103,830452,626556,456
EXPENDITURE VARIANCES
March ProjectionsJune ProjectionsDifferences
Growth & Community Development Services106,489-4,640-111,129
Public Safety Services22,94776,78253,835
Transportation & Environment Services-147,264314,715461,979
Finance & Administrative Services-17,48284,043101,525
Corporate Services-75,5485,10180,649
Others80,233-166,318-246,551
TOTAL-30,625309,683340,308
Total projected (deficit)/surplus-134,455762,309896,764
2017 Approved Budget154,021,467154,021,467
% Variance-0.09%0.49%
3
Major changes
Increase in building permit revenue projection of $264K;
External funding of $120K for neighbourhoodplan;
Additional revenue related to dangerous buildings of $132K as
well as additional demolition costs;
Projected lower fleet charges ($368K for the General Operating
Fund and $70K for the Utility Fund) based on year to date actuals;
Police: anticipated a deficit from $300K to $330K due to
additional wages, training and fleet costs;
PSCC: projected a small surplus of $20K;
Aquatic Centre: estimated $96K deficit, of which city share is
$65K.
4
Growth & Community Development Revenues
2017 2017
RevenuesBudgetYE ForecastVariance
Permits1,388,1501,685,785297,635
Planning Fees104,000104,0000
Dangerous
Building Recovery183,000315,810132,810
External Funding120,000120,000
Market Square1,140,0001,144,0004,000
Total2,815,1503,369,595554,445
1,800,000
1,600,000
Permitstrending upwards
1,400,000
1,200,000
1,000,000
800,000
2017 Budget
600,000
2017 YE Forecast
400,000
200,000
0
PermitsDangerousMarket
BuildingSquare
5
Recovery
Growth & Community Development Expenditures
Expenditure Variance
150,000
$100,000
100,000
$55,000
50,000
0
Salaries &GeneralGrantsGrowthMarketABCs
-50,000
BnefitsExpensesReserveSquare
-100,000
$-15,098
-150,000
Variance
-$144,542
-200,000
2017 YE
Expenses2017 BudgetForecastVariance
Salaries & Benefits3,283,3503,298,448-15,098
General expenses979,3191,123,861-144,542
Grants310,000255,00055,000
Growth Reserve450,000350,000100,000
Market Square2,278,5462,278,5460
ABCs3,151,0103,151,0100
Total10,452,22510,456,865-4,640
6
Public Safety Services
Revenue & Expenditure Variances
REVENUE VARIANCES
March ProjectionsJune ProjectionsDifferences
Police & PSCC20,74941,93421,185
Fire & EMO2,000-53,200-55,200
Water Supply & Hygrants and Street Lighting
TOTAL22,749-11,266-34,015
EXPENDITURE VARIANCES
March ProjectionsJune ProjectionsDifferences
Police & PSCC0-310,735-310,735
Fire & EMO22,947400,217377,270
Water Supply & Hygrants and Street Lighting0-12,700-12,700
TOTAL22,94776,78253,835
7
Fire Department Revenues
FIRE SERVICE REVENUES
REVENUES2017 BUDGET2017 YE FORECASTVARIANCE
TRAINING 237,000 175,000-62,000
PARTNERSHIP 169,200 170,000800
OTHER MISCELLANEOUS REVENUES 4,000 12,0008,000
TOTAL REVENUES 410,200 357,000-53,200
2017 BUDGET2017 YE FORECAST
237,000
250,000
200,000
175,000
170,000
169,200
150,000
100,000
50,000
12,000
4,000
-
TRAININGPARTNERSHIPOTHER MISCELLANEOUS REVENUES
8
Fire Department Expenditures
2017Budget
2017YEForecastVariance
SALARIES & BENEFITS19,996,13219,888,082108,050
FUEL111,834106,4935,341
GENERAL SERVICES883,892594,578289,314
APPAREL/HATS/HELMETS84,00084,0000
OPERATING & SAFETY SUPPLIES170,756173,707-2,951
ASSET PURCHASES65,57765,864-287
OTHER EXPENSES945,979945,229750
TOTAL EXPENSES22,258,17021,857,953400,217
EXPENDITURE VARIANCE
350,000
289,314
300,000
250,000
200,000
108,050
150,000
100,000
5,341
750
0
50,000
(287)
(2,951)
0
(50,000)
9
Transportation & Environment Service Revenues
REVENUES2017 BUDGET2017 YE FORECASTVARIANCE
RENTAL & FEES 986,256 945,258-40,998
METER VIOLATIONS & SUMMONSES 391,000 349,000-42,000
PARKING METERS 1,035,000 1,020,000-15,000
TRAFFIC BY-LAW 471,500 400,000-71,500
FINES 23,000 17,300-5,700
UTILITY CUTS 700,000 812,235112,235
CONTRIBUTION FROM OTHERS 248,882 255,0006,118
OTHER REVENUES 28,550 109,70081,150
TOTAL REVENUES 3,884,188 3,908,49324,305
2017 BUDGET2017 YE FORECAST
1,200,000 986,256
1,035,000
1,020,000
945,258
1,000,000 812,235
700,000
800,000
600,000
471,500
400,000
391,000
349,000
255,000
400,000
248,882
109,700
200,000
28,550
17,300
23,000
-
10
Transportation & Environment Service Expenditures
EXPENSES2017 BUDGET2017 YE FORECASTEXPENDITURE VAR
SALARIES & BENEFITS16,157,89116,095,56262,329
FUEL1,157,6861,036,312121,374
ASPHALT915,0001,030,000-115,000
SALT & SAND1,071,867985,13586,732
OTHER EXPENSES14,892,28214,673,934218,348
GRANTS590,543583,2137,330
ABCs8,620,4418,686,839-66,398
TOTAL EXPENSES43,405,71043,090,995314,715
EXPENDITURE VARIANCE
250,000
218,348
200,000
150,000
121,374
86,732
100,000
62,329
50,000
7,330
0
SALARIES &FUELASPHALTSALT & SANDOTHER EXPENSESGRANTSABCs
(50,000)
BENEFITS
(100,000)
(115,000)
(66,398)
(150,000)
11
Finance & Administrative Services -Revenues
REVENUES2017 BUDGET2017 YE FORECASTVARIANCE
RENTALS & FEES 818,516 945,726127,210
INTER-FUND CHARGES 1,885,000 1,885,0000
INTEREST INCOME 300,000 350,00050,000
INTERNAL SERVICES 265,530 235,530-30,000
OTHER MISCELLANEOUS REVENUES 409,000 191,932-217,068
TOTAL REVENUES 3,678,046 3,608,188-69,858
% Var: 1.89%
2017 BUDGET2017 YE FORECAST
1,885,000
1,885,000
2,000,000
1,500,000
945,726
818,516
1,000,000
350,000
409,000
300,000
500,000
265,530
191,932
235,530
-
RENTALS & FEESINTER-FUNDINTEREST INCOMEINTERNAL SERVICESOTHER
CHARGESMISCELLANEOUS
REVENUES
12
Finance & Administrative Services -Expenditures
EXPENDITURE2017 BUDGET2017 YE FORECASTVARIANCE
SALARIES & BENEFITS7,741,1337,632,823108,310
GENERAL SERVICES-6,442,607-6,017,767-424,840
FUEL-36,8538,737-45,590
OTHER EXPENSES6,758,2566,589,943168,313
PARTS1,708,0001,430,150277,850
TOTAL9,727,9299,643,88684,043
% Var: 0.86%
EXPENDITURE VARIANCE
400,000
277,850
300,000
168,313
200,000
108,310
100,000
0
SALARIES & BENEFITSGENERAL SERVICESFUELOTHER EXPENSESPARTS
(100,000)
(45,590)
(200,000)
(300,000)
(400,000)
(424,840)
(500,000)
13
Corporate Services
Revenue & Expenditure Forecast
REVENUES2017 BUDGET2017 YE FORECASTVARIANCE
IT / GIS / NEB WG110,00090,000-20,000
New Revenue Projects25,0000-25,000
TOTAL REVENUES135,00090,000-45,000
YEAR END PROJECTIONS2017 BUDGET2017 YE FORECASTVARIANCE
SALARIES & BENEFITS5,649,3865,654,241-4,855
GOODS & SERVICES2,298,7232,288,7679,956
GRANTS163,000163,0000
ABCs (Services / Facilities)456,864456,8640
TOTAL EXPENSES8,567,9738,562,8725,101
Percentage Variance0.06%
14
Corporate Services
Financial highlights
YTD Financial Highlights:
hǒƩ ǤĻğƩΏĻƓķ ƩĻǝĻƓǒĻ ŅƚƩĻĭğƭƷ źƭ ƩǒƓƓźƓŭ ǒƓķĻƩ ĬǒķŭĻƷ ĬǤ υЍЎͲЉЉЉ źƓ
ƦğƩƷ ķǒĻ Ʒƚ ƩĻķǒĭĻķ ƷĻĭŷƓƚƌƚŭǤ ĻǣƦĻƓķźƷǒƩĻƭ Λź͵Ļ͵Ͳ .Ļƌƌ ƌƚǤğƌƷǤ ƦğǤƒĻƓƷƭΜ͵
ŷĻ ǤĻğƩΏĻƓķ ĻǣƦĻƓķźƷǒƩĻ ŅƚƩĻĭğƭƷ źƭ ĭǒƩƩĻƓƷƌǤ ƚƓ ĬǒķŭĻƷͲ ǞźƷŷ ƭğƌğƩźĻƭ
ğƓķ ĬĻƓĻŅźƷƭ ƩǒƓƓźƓŭ ƭƌźŭŷƷƌǤ ƚǝĻƩ ĬǒķŭĻƷͲ ğƓķ ŭƚƚķƭ ğƓķ ƭĻƩǝźĭĻƭ
ƩǒƓƓźƓŭ ƭƌźŭŷƷƌǤ ǒƓķĻƩ ĬǒķŭĻƷ Λğƭ ğƓ ƚŅŅƭĻƷΜ͵
ЋЉЊА ƭğƌğƩǤ ğƓķ ĬĻƓĻŅźƷ ĭƚƭƷƭ ƚǝĻƩğŭĻƭ ğƩĻ ƦğƩƷźğƌƌǤ ğ ƩĻƭǒƌƷ ƚŅ ŷğǝźƓŭ Ʒƚ
ƷĻƒƦƚƩğƩźƌǤ ĬğĭƉŅźƌƌ ƭƚƒĻ ƉĻǤ L ƦƚƭźƷźƚƓƭ ǞŷĻƩĻ ƭƷğŅŅ ğƩĻ ƚƓ ǒƓƦƌğƓƓĻķ
ƌĻğǝĻƭ ğƓķ ğƓ ƚǝĻƩƌğƦ ƚŅ ƷŷĻ Iw \[ğĬƚǒƩwĻƌğƷźƚƓƭ ƦƚƭźƷźƚƓ͵
ŷźƌĻ ƭƚƒĻ /ƚƩƦƚƩğƷĻ {ĻƩǝźĭĻƭ ĻǣƦĻƓķźƷǒƩĻƭ ƩĻƒğźƓ ķźŅŅźĭǒƌƷ Ʒƚ ƦƩĻķźĭƷ
ğƓķ ŅƚƩĻĭğƭƷͲ ǞĻ ğƓƷźĭźƦğƷĻ ĭƚƒźƓŭ źƓ ğƷ ƚƩ ǒƓķĻƩ ĬǒķŭĻƷ ğƷ ǤĻğƩΏĻƓķ͵
hǒƩ ŭƚğƌ ƩĻƒğźƓƭ Ʒƚ ŅǒƩƷŷĻƩ ƩĻķǒĭĻ ŭƚƚķƭ ğƓķ ƭĻƩǝźĭĻ ĻǣƦĻƓķźƷǒƩĻƭ ĬǤ
ǤĻğƩΏĻƓķ Ʒƚ ƚŅŅƭĻƷ ƌƚǞĻƩ ƷŷğƓ ĬǒķŭĻƷĻķ ƩĻǝĻƓǒĻƭ͵
15
Saint John Water Revenues
REVENUES2017 BUDGET2017 YE FORECASTVARIANCE
Flat Rate Residential 20,687,000 20,687,0000
Metered Accounts 19,463,000 19,889,000426,000
Fire Protection 2,300,000 2,300,0000
Storm Sewer 965,000 965,0000
Previous Years Surplus 1,164,000 1,164,0000
Other 671,000 1,045,345374,345
TOTAL REVENUES 45,250,000 46,050,345800,345
2017 BUDGET2017 YE FORECAST
25,000,000
20,687,000
20,687,000
19,889,000
19,463,000
20,000,000
15,000,000
10,000,000
5,000,000
2,300,000
2,300,000
1,164,000
1,045,345
965,000 1,164,000
671,000
965,000
-
Flat Rate ResidentialMetered AccountsFire ProtectionStorm SewerPrevious YearsOther
Surplus
16
Saint John Water Expenditures
EXPENSES2017 BUDGET2017 YE FORECASTEXPENDITURE VAR
SALARIES & BENEFITS10,570,96010,354,129216,831
GENERAL SERVICES1,940,9192,214,587-273,668
OTHER GOODS 5,194,7375,141,38153,356
FISCAL CHARGES21,575,00021,475,000100,000
INTERNAL CHARGES4,324,8174,230,20894,609
OTHER 1,643,5671,660,898-17,331
TOTAL EXPENSES45,250,00045,076,203173,797
EXPENDITURE VAR
300,000
216,831
200,000
100,000
94,609
100,000
53,356
0
SALARIES & BENEFITSGENERAL SERVICESOTHER GOODSFISCAL CHARGESINTERNAL CHARGESOTHER
-100,000-17,331
-200,000
-300,000
-273,668
17
Q & A
18
FINANCECOMMITTEEREPORT
Report DateAugust 31, 2017
Meeting DateSeptember 07, 2017
Chairman Councillor Merrithew andMembers of the Finance Committee
SUBJECT: License Agreements Eastlink & Bell Mobility
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Finance Committee.
AUTHORIZATION
Primary AuthorCommissioner/Dept. HeadCity Manager
J. Brent McGovernJ. Brent McGovernJeff Trail
RECOMMENDATION
It is recommended that Finance Committee recommend to Common Council
that:
1) the City enter into a 20 year License Agreement with Bell Mobility Inc.
generally in the form as attached to this report, for the purpose of allowing Bell
Mobility to place telecommunication antenna on a Saint John Water Tower for a
yearly fee; and that the Mayor and Common Clerk be authorized to execute the
said License Agreement; and that
2) the City enter into a 20 year License Agreement with Bragg Communications
Incorporated (Eastlink) generally in the form as attached to this report, for the
purpose of allowing Bragg Communications to place telecommunication antenna
on a Saint John Water Storage Reservoir for a yearly fee; and that the Mayor and
Common Clerk be authorized to execute the License Agreement.
EXECUTIVE SUMMARY
The purpose of this report is to request that Finance Committee review and
consider the proposed Licence Agreements and recommend to Common Council
that the Mayor and Common Clerk be authorized to execute the attached
Licence Agreementsin regard to the rental of space on the new SCADA tower to
be constructed in 2017 at the site of the Lancaster Water Storage Tank and on
the Churchill Heights water storagetower.
PREVIOUS RESOLUTION
Not applicable
- 2 -
STRATEGIC ALIGNMENT
Fiscal Responsibility and specifically
generate alternative revenue
REPORT
Saint John Water has within its operations a total of 7 water storage reservoirs at
this time and three additional water storage reservoirs at the new east water
treatment facility site are currently under construction. This will bring the total
number of water storage reservoirs to 10.
The existing total number of SCADA (Supervisory Control and Data Acquisition)
towers in the network total 4 towers and 7 utility poles however in 2017 as part
of the funding received under the Clean Water Wastewater Fund (CWWF) a new
tower will be erected at the Lancaster Water Storage Reservoir location to
replace an existing pole so as to improve the communications system and create
an alternative communications backbone to the SCADA network. This critical
communications system is the monitoring and control system for all water and
wastewater infrastructure in the City and at any one time there are
approximately 8,000 data points actively being monitored to determine if one of
the any 3,000 alarms should be issued.
Saint John Water is seeking opportunities to generate alternative revenue
sources in accordance with Council Priorities and in doing so has identified an
opportunity to enter into a long term License Agreement with Bragg
Communications Incorporated, the parent company of Eastlink (who will be soon
commencing service in the Saint John area) and an opportunity to enter into a
new long-term License Agreement with Bell Mobility Inc. The current 10 year Bell
License Agreement expires on September 30, 2017.
The new License Agreements provide Saint John Water with a new long term
predictable revenue stream to help offset costs associated with the Water and
Sewer Utility customers. In both instances the Licensee shall ensure that the
installation of the antennae in no way interferes with the SCADA system.
Eastlink License Highlights
st
The License would be for a period of 20 years commencing the 1 day of
st
September, 2017 and expiring on the 31 day August, 2037.
The License fee is $15,000 (plus HST) for the first year and for years 2 10 of the
term the feel shall be adjusted by the increase in Consumer Price Index (CPI) for
- 3 -
the preceding year. For years 11 20 of the term the fee shall be adjusted by the
increase in CPI for the preceding year plus 2%.
The Agreement would also allow for the installation of 6 colour matching
antennae and related equipment on the Reservoir for the purpose of providing
telecommunication services. A rendering is included as Appendix B.
The License would allow for the construction of a small building that would be
located at the foot of the Churchill Heights water storage reservoir for purposes
of housing Eastlink equipment as shown in Appendix B.
The Licensee shall be responsible for all costs and permits related to the
construction, and ongoing use of the building, including electricity costs.
The Licensee is required to provide an annual workplan that stipulates planned
maintenance and any costs associated with access required outside of normal
business hours incurred by Saint John Water will be paid by Eastlink.
Either party may terminate the License Agreement at any time during the Term
by providing the other party with 12 months prior written notice of its intent to
terminate. Upon termination of the agreement the Licensee shall remove its
nse.
The City will upon expiry or early termination have the option to purchase the
building for an amount equal to the purchase price equal to the cost of
demolition and removal.
Bell License Highlights
st
The License would be for a period of 20 years commencing the 1 day of
th
October, 2017 and expiring on the 30 day September, 2037.
The License fee is $20,000 (plus HST) for the first year and for years 2 10 of the
term the feel shall be adjusted by 2.5% for the preceding year. For years 11 20
of the term the fee shall be adjusted by 3%.
The Licensee must maintain its existing building in good repair.
The Agreement would allow for the maximum installation of 15 antennae on the
Tower for the purpose of providing telecommunication services, a photograph of
a similar tower and a schematic of the tower is included in Appendix B.
The City will, upon expiry, have the option to purchase the building for an
amount equal to the cost of demolition and removal.
- 4 -
SERVICE AND FINANCIAL OUTCOMES
These License Agreements would provide Saint John Water with an increased
long term predictable revenue stream with no new associated costs.
The revenue from Eastlink is an annual fee of $15,000 (plus HST) increased
annually by CPI for years 2 10 and for years 11 20 increased by CPI plus 2% to
account for maintenance. Over the life of the Agreement with Eastlink assuming
Consumer Price Index of 2.5% and considering the 2% adjustment on top of CPI,
the total revenue is approximately $408,604 as shown in Appendix E.
The revenue from Bell is an annual fee of $20,000 (plus HST) increased annually
by 2.5% for years 2 10 and for years 11 20 increased by 3%. Over the life of
the Bell Agreement and considering adjustments, the total revenue is
approximately $518,994 as shown in Appendix E.
Totaling both agreements over 20 years results in additional revenue of
approximately $927,598 (as shown in Appendix E).
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
Legal staff drafted the License Agreement attached to this report.
Real Estate has been involved in the process.
Growth and Community Development have been consulted.
Public Open house being held on Thursday September 7, 2017 at the Hillcrest
Baptist Church for the new tower at the Lancaster Water Storage Tank.
ATTACHMENTS
Appendix A - Churchill Heights Rendering and Example of Prefabricated Building
Appendix B New Tower Example and Schematic of New Tower
Appendix C - Bragg Communications Incorporated License Agreement
Appendix D - Bell Mobility Inc. License Agreement
Appendix E Revenue Forecast
Appendix F - Presentation to Finance Committee
Appendix A
Figure 1: Showing colour matching antennas on the Churchill Heights Water Storage Reservoir from
XXX Street
Figure 2: Showing colour matching antennas on the Churchill Heights Water Storage Reservoirfrom
Manawagonish Road
Figure 3: Showing the prefabricated fiberglass building that would be situated at the base of the
Churchill Heights Water Storage Reservoir
Appendix B
Figure 4: Example of Tower with Antennae
Figure 5:New Tower Schematic
Figure 6:Lancaster Water Storage Reservoir with Adjacent Existing SCADA Pole
Appendix E
BELLEASTLINKTOTAL
Year Adjustment Annual FeeAdjustment Annual Fee
1$ 20,000$ 15,000
22.50% $ 20,500 CPI* $ 15,375
32.50% $ 21,012 CPI $ 15,759
42.50% $ 21,537 CPI $ 16,153
52.50% $ 22,076 CPI $ 16,557
62.50%$ 22,628 CPI$ 16,971
72.50% $ 23,193 CPI $ 17,395
82.50% $ 23,773 CPI $ 17,830
92.50% $ 24,368 CPI $ 18,276
10 2.50% $ 24,977 CPI $ 18,732
11 3.00% $ 25,726 CPI + 2% $ 19,575
12 3.00% $ 26,498 CPI + 2% $ 20,456
13 3.00% $ 27,293 CPI + 2% $ 21,377
14 3.00% $ 28,112 CPI + 2% $ 22,339
15 3.00% $ 28,955 CPI + 2% $ 23,344
163.00%$ 29,824 CPI + 2%$ 24,395
17 3.00% $ 30,718 CPI + 2% $ 25,492
18 3.00% $ 31,640 CPI + 2% $ 26,640
19 3.00% $ 32,589 CPI + 2% $ 27,838
20 3.00% $ 33,567 CPI + 2% $ 29,091
TOTALS $ 518,994 $ 408,6034 $ 927,598
* NOTE - Assume CPI = 2.5% for demonstration purposes
Generating Alternative Revenue Sources
License Agreements –Eastlink & Bell Mobility
September 7, 2017
Agenda
•Strategic Alignment with Council Priorities
•Overview of Water Storage Reservoirs and SCADA Infrastructure
•Review Highlights of License Agreements
•Review Revenue Associated with License Agreements
•Review Recommendations
2
Strategic Alignment with Council Priorities
•Aligns with Council’s Priority for Fiscal Responsibility.
•Specifically relates to action that states “Leverage opportunities
to generate alternative revenue sources”.
3
Water Storage Reservoirs & SCADA Infrastructure
•Currently 7 water storage reservoirs, 3 additional under
construction with SCDWP
•Currently 4 SCADA towers and 7 utility poles, as part of funding
from CWWF (75% contribution) we are constructing 1 tower at
Lancaster Water Storage Tank site to replace existing pole
4
Lancaster –Water Storage
5
Churchill Heights Water Storage
Reservoir
6
License Highlights -Bell
•20 years (October 1, 2017 to September 30, 2037)
st
•License fee is $20,000 (plus HST) for the 1 year
–Years 2 – 10 adjusted by 2.5%
–Years 11 – 20 adjusted by 3%
•Allows for the installation of a maximum of 15 antennae on the tower
7
License Highlights -Eastlink
•20 years (September 1, 2017 to August 31, 2037)
st
•License fee is $15,000 (plus HST) for the 1 year
–Years 2 – 10 adjusted by the increase in Consumer Price Index (CPI)
–Years 11 – 20 adjusted by the increase in CPI for the preceding year plus 2%
•Allows for the installation of 6 colour matching antennae
•Allows for the construction of a small building that at Churchill Heights water storage
reservoir for Eastlink equipment (Licensee responsible for all costs, permits, etc)
•Annual workplan to be provided. Any access required outside of normal business
hours for Saint John Water will result in all costs incurred by Saint John Water being
paid by Eastlink.
•Either party may terminate the License Agreement at any time during the Term by
providing 12 months prior written notice
8
Revenue Stream
BELL EASTLINK TOTAL
Year Adjustment Annual Fee Adjustment Annual Fee
1 $ 20,000 $ 15,000
2 2.50% $ 20,500 CPI* $ 15,375
2.50% $ 21,012 CPI $ 15,759
3
2.50% $ 21,537 CPI $ 16,153
4
2.50% $ 22,076 CPI $ 16,557
5
6 2.50% $ 22,628 CPI $ 16,971
7 2.50% $ 23,193 CPI $ 17,395
8 2.50% $ 23,773 CPI $ 17,830
2.50% $ 24,368 CPI $ 18,276
9
2.50% $ 24,977 CPI $ 18,732
10
3.00% $ 25,726 CPI + 2% $ 19,575
11
12 3.00% $ 26,498 CPI + 2% $ 20,456
13 3.00% $ 27,293 CPI + 2% $ 21,377
14 3.00% $ 28,112 CPI + 2% $ 22,339
3.00% $ 28,955 CPI + 2% $ 23,344
15
3.00% $ 29,824 CPI + 2% $ 24,395
16
3.00% $ 30,718 CPI + 2% $ 25,492
17
18 3.00% $ 31,640 CPI + 2% $ 26,640
19 3.00% $ 32,589 CPI + 2% $ 27,838
20 3.00% $ 33,567 CPI + 2% $ 29,091
TOTALS $ 518,994 $ 408,6034 $ 927,598
9
* NOTE - Assume CPI = 2.5% for demonstration purposes
Recommendations
It is recommended that Finance Committee recommend to Common Council that:
1) the City enter into a 20 year License Agreement with Bell Mobility Inc., for the
purpose of allowing Bell Mobility to place telecommunication antenna on a Saint
John Water Tower for a yearly fee; and that the Mayor and Common Clerk be
authorized to execute the said License Agreement; and that
2) the City enter into a 20 year License Agreement with Bragg Communications
Incorporated (Eastlink) for the purpose of allowing Bragg Communications to place
telecommunication antenna on a Saint John Water Storage Reservoir for a yearly
fee; and that the Mayor and Common Clerk be authorized to execute the License
Agreement.
10
11
FINANCECOMMITTEEREPORT
Report DateAugust 31, 2018
Meeting DateSeptember 07, 2018
Chairman CouncillorMerrithewandMembers of Finance Committee
SUBJECT: 2018UtilityFund OperatingBudget
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Finance Committee.
AUTHORIZATION
Primary AuthorCommissioner/Dept. HeadCity Manager
Craig LavigneBrent McGovernJeff Trail
RECOMMENDATION
It isrecommended that Finance Committeereflect upon the attached document
and make any and all inquiries and recommendations to staff; and receive and
file this report.
EXECUTIVE SUMMARY
The2018UtilityFund OperatingBudget reflectsthe completion of the largest
municipal infrastructure project in the history of the Province of New Brunswick,
the Safe Clean Drinking Water Project(SCDWP). The project is anticipated to be
substantially completed by November/December 2018.
The proposed 2018 budget holds a service level similar to the service level in the
2017 budget as detailed in the attached Service Based Budget Report. 2018 will
represent the first full year in service for the new Westsidepotable groundwater
system.
Severalkey initiativesare anticipated to be completed in 2018 along with the
SCDWP. These include the continuation and finalization of the Water and
Wastewater Rate Studyand evaluation of universal metering; completion and
finalization ofthe IndustrialRate Studies,
gravel roads, dredging of the Lancaster Lagoon, Lancaster Water Storage Tank
coating maintenance, improved watershed signage and allocation of funds for
sewer lining and pipe patching. Given we will soon begetting underway with our
video program, funds are also being allocated to deal with issues that are
discovered to allow for the deferral of Capitalin some instances. A Long Term
-2-
Financial Planis plannedfor implementation in 2019. In addition, Continuous
Improvement projectswill remain a focus in 2018.
The flat rate being recommended for 2018 is $1368. This rate is consistent with
forecasted rate over the past 5 years and it represents an annual increase of $72
in 2018 or $6.00 per month per residential flat rate user.
PREVIOUS RESOLUTION
N/A
STRATEGIC ALIGNMENT
The proposed 2018UtilityFund OperatingBudget is aligned withCouncil
priorities in taking a strategic approach to financial managementof the Utility by
continuing to contribute Capital funding from Operating,bycontributing to the
SCDWP reserve fund and while also strategically analyzing market interestrates
to determine the optimal time toborrow funds for the substantial payment,all
with the aim to reducingfuture cost for ratepayers.
REPORT
The proposed 2018 Utility Fund OperatingBudget is a total of $47,304,000 and
represents an increase of $2,054,000 (4.54%) over 2017budget ($45,250,000).
There arebudgeted increasesin expenditures for 2018 that Utility has little
control over and include items such as; wage increases tiedto collective
agreements, workers compensation rates, electricity increases andasphalt costs
associated withutility cuts.
The more significant changes in service areas are detailed below.
2018 Proposed 2017 Approved
Variance
BudgetBudget
Drinking Water
$10,649,000$9,512,000$1,137,000
Industrial Water
$1,696,000$1,519,000$177,000
Wastewater $11,268,000$10,564,000$704,000
Infrastructure Management$1,310,000$1,330,000-$20,000
Internal Charges/
Post EmploymentBenefits$2,279,000$2,142,000$137,000
Fiscal Charges
Debt Servicing
$10,102,000$7,458,000$2,644,000
Capital from Operating$10,000,000$12,725,000-$2,725,000
$47,304,000$45,250,000$2,054,000
Total
- 3 -
Almost 43% of the budget is associated with Debt Servicing & Capital from
Operating.
Drinking Water
The amount proposed for Drinking Water for 2018 is $10,649,000 and represents
an increase of $1,137,000 over 2017. The largest driver of this variance is the
increase in water treatment of $667,000 which is directly linked to the
anticipated start up and operating of the new east water treatment plant in
November/December 2018. There are also budget increases being allocated to
the new west well system
The other major increase is in water transmission and distribution which is
increasing $455,000 over 2017. This increase is also directly linked to the
SCDWP. It is anticipated that with the new West System and East System
expected to go online, the Utility could see an increase in infrastructure leaks
due to the change in water chemistry. This increase has the potential in the
short-term to drive up expenditures such as the utility cuts, overtime and parts
to repair leaks, etc. Finally, there have also been increases in maintenance of
assets.
Industrial Water
The present supply of some East water to West for industrial purposes is coming
to an end, as part of the SCDWP; therefore, the demand on Musquash will
increase. The increase of $177,000 over 2017 is due to the additional pumping
costs at the Musquash pumping station and royalties paid to the Province for the
water supply at Musquash.
Wastewater
Wastewater will see an increase of $704,000 over the 2017 budget. The
dredging and removal of biosolids that will be done on the Lancaster Lagoon
resulted in a $100K increase in the budget. There are also increases in electricity
usage, for example, as a result of new or expanded infrastructure that
contributes to the new treatment processes at Morna and Greenwood along
with the three new sewage lift stations under construction resulting in $220K
more in budgeted expenditures. Mechanical parts is budgeted to be an
additional $150K over 2017 for ongoing maintenance at pump stations.
Internal Charges/Post-Employment Benefits
The increase of $137,000 over last year is directly related to collections. Overall
increases for collections include increases in wages, postage, and other services.
There is also a provision for bad debt. Although rare, some accounts will be
deemed uncollectable, for example, property tax sale.
- 4 -
Fiscal Charges
The overall impact between debt servicing and Capital from Operating is
($81,000). The increase in debt servicing of $2,644,000 relates to the increase in
debt the Utility is taking on as part of the SCDWP. Principle and interest
payments on $45,000,000 will be made in 2018. The Capital from Operating
includes $5,500,000 for the SCDWP reserve and $4,500,000 for Capital projects.
Saint John Water has strategically compiled a very small Capital program for
2018 due to completion of the SCDWP and resources needed, therefore resulting
in a decrease in expenditures of $2,750,000 over 2017.
Revenue
Council is required to set the water rates that recover the Operating and Capital
cost of the Utility and the budget is $47,304,000 for 2018. A couple of highlights
for revenue for 2018 is that the flat rate charge being recommended for 2018 is
$1368 which represents an annual increase of $72 in 2018 or $6.00 per month
per residential flat rate user. There is also cumulative previous years surplus of
$1,217,000 that is brought in as the first revenue item. Also, an additional
amount of $540,000 has been budgeted for interest revenue associated with the
$45,000,000 that is planned to be invested (subject to approvals) for a year until
required for the substantial completion payment for the SCDWP.
Conclusion
The increase in rates for 2018 being proposed and forecasted for 2019 are
consistent with the rates forecasted over the past 5 years. 2018 will bring an
end to the Safe Clean Drinking Water Project and largest municipal infrastructure
project in the history of New Brunswick.
Rates are anticipated to stabilize after 2019 for ratepayers; however, it must be
noted that the SCDWP is only 55% complete at this point. There remains the
potential for significant finanacial risk on the project and a lot of operational
costs that are forecasted at this time, a water and sewer rate study that is
scheduled for completion in the first half of 2019 and a universal metering
assessment which will need to be considered or assessed in 2019 for the
creation of future budgets. The long term financial plan for the Utility is
anticipated to be completed in 2018, along with the ongoing Asset Management
which will be the road map for the Utility moving forward.
The Rate Studies will be key on how rates will be set for each user class and the
impact of those rates on the overall Utility.
- 5 -
SERVICE AND FINANCIAL OUTCOMES
See enclosed 2018 Utility Fund Operating Budget
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
N/A
ATTACHMENTS
Appendix 1 2018 Utility Fund Operating Budget
APPENDIX 1 - 2018 SAINT JOHN WATER SERVICE BASED BUDGET
20182019
Forecast
Budget
Operating Expenditures
Drinking Water
Watershed Management211,000213,000
Water Treatment3,122,0009,285,000
Water Pumping & Storage1,166,0001,178,000
Transportation & Distribution5,447,0005,501,000
Customer Metering703,000710,000
Industrial Water
Watershed Management524,000529,000
Water Pumping & Transport1,051,0001,061,000
Customer Metering121,000123,000
Wastewater
Wastewater Pumping2,859,0002,887,000
Wastewater Collection3,440,0003,475,000
WasteWater Treatment4,969,0005,019,000
Infrastructure Management
Municipal Engineering1,310,0001,323,000
Other Internal Charges895,000930,000
Additional Post Employment Benefits1,384,0001,394,000
27,202,00033,628,000
Fiscal Charges
Debt servicing10,102,00010,054,000
Capital from Operating10,000,0004,250,000
Total Fiscal Charges20,102,00014,304,000
Total Expenditures 47,304,00047,932,000
Revenues
Flat rate Accounts21,742,00022,899,000
Metered Accounts19,568,00020,092,000
Fire Protection Levy2,300,0002,400,000
Storm Sewer Levy1,000,0001,000,000
Other revenues1,477,000693,000
Previous Year's Surplus1,217,000848,000
Total Revenues47,304,00047,932,000
Flat Rate - Water & Sewerage1,3681,440
5.55%5.28%
Meter Rates:
Block 11.54451.6260
Block 20.98351.0354
Block 30.34710.3654
ЋЉЊБ hƦĻƩğƷźƓŭ .ǒķŭĻƷ
{ğźƓƷ WƚŷƓ ğƷĻƩ
September 7, 2017
{ğźƓƷ WƚŷƓ ğƷĻƩ ЋЉЊБ tƩƚƦƚƭĻķ hƦĻƩğƷźƓŭ .ǒķŭĻƷ
.ǒķŭĻƷ IźŭŷƌźŭŷƷƭ ЋЉЊБ
Completion of the largest municipal infrastructure project in the
history of New Brunswick Safe Clean Drinking Water Project
Water and Wastewater Rate Study to be Completed
Universal Metering Evaluation to be Completed
Industrial Rate Studies to be Completed
Long Term Financial Plan Draft to be Completed
Continuous improvement & revenue generation to remain a focus
Proposed increase of $72 per year on flat rate.
2
{ğźƓƷ WƚŷƓ ğƷĻƩ ЋЉЊБ hƦĻƩğƷźƓŭ .ǒķŭĻƷ
ЋЉЊБ tƩƚƦƚƭĻķ hƦĻƩğƷźƓŭ .ǒķŭĻƷ ΏυЍАͲЌЉЍͲЉЉЉ
Ѝ͵ЎЍ і źƓĭƩĻğƭĻ ƚǝĻƩ ЋЉЊА
3
{ğźƓƷ WƚŷƓ ğƷĻƩ ЋЉЊБ hƦĻƩğƷźƓŭ .ǒķŭĻƷ
5ƩźƓƉźƓŭ ğƷĻƩ ΏυЊЉͲЏЍВͲЉЉЉ
20182017
Proposed
BudgetVariance
Budget
Drinking Water
Watershed Management211,000229,000-18,000
Water Treatment3,122,0002,455,000667,000
Water Pumping & Storage1,166,0001,086,00080,000
Transportation & Distribution5,447,0004,992,000455,000
Customer Metering703,000750,000-47,000
10,649,0009,512,0001,137,000
Increase of $1,137,000 over 2017
New Water Treatment Plant -$667,000
Transmission and Distribution -$455,000
4
{ğźƓƷ WƚŷƓ ğƷĻƩ ЋЉЊБ hƦĻƩğƷźƓŭ .ǒķŭĻƷ
LƓķǒƭƷƩźğƌ ğƷĻƩ ΏυЊͲЏВЏͲЉЉЉ
20182017
Proposed
BudgetVariance
Budget
Industrial Water
Watershed Management524,000467,00057,000
Water Pumping & Transport1,051,000942,000109,000
Customer Metering121,000110,00011,000
1,696,0001,519,000177,000
Increase of $177,000 over 2017
Additional Pumping Cost for MusquashPumping Station
forecasting 1 additional month
Increase in volume of water from Musquash
5
{ğźƓƷ WƚŷƓ ğƷĻƩ ЋЉЊБ hƦĻƩğƷźƓŭ .ǒķŭĻƷ
ğƭƷĻǞğƷĻƩ ΏυЊЊͲЋЏБͲЉЉЉ
20182017
Proposed
BudgetVariance
Budget
Wastewater
Wastewater Pumping2,859,0003,005,000-146,000
Wastewater Collection3,440,0003,192,000248,000
WasteWater Treatment4,969,0004,367,000602,000
11,268,00010,564,000704,000
Increase of $704,000 over 2017
Dredging/removal of biosolidsat Lancaster Lagoon -$125K
Mechanical components for WWPS -$150K
Increase in electricity usage for new WWTFs (Morna& Greenwood) and
three new WWPS -$220K
6
{ğźƓƷ WƚŷƓ ğƷĻƩ ЋЉЊБ hƦĻƩğƷźƓŭ .ǒķŭĻƷ
LƓƷĻƩƓğƌ /ŷğƩŭĻƭΉtƚƭƷ 9ƒƦƌƚǤƒĻƓƷ .ĻƓĻŅźƷƭ ΏυЋͲЋАВͲЉЉЉ
20182017
Proposed
BudgetVariance
Budget
Other Internal Charges895,000750,000145,000
Additional Post Employment Benefits1,384,0001,392,000-8,000
2,279,0002,142,000137,000
Increase of $137,000 over 2017
Increase in Collections Efforts
7
{ğźƓƷ WƚŷƓ ğƷĻƩ ЋЉЊБ hƦĻƩğƷźƓŭ .ǒķŭĻƷ
Cźƭĭğƌ /ŷğƩŭĻƭ ΏΛΏυБЊͲЉЉЉΜ
20182017
Proposed
BudgetVariance
Budget
Fiscal Charges
Debt servicing10,102,0007,458,0002,644,000
Capital from Operating10,000,00012,725,000-2,725,000
Total Fiscal Charges20,102,00020,183,000-81,000
Decrease of $81,000 over 2017
Debt Servicing increase is due to the proposed $45M
borrowing in 2017
Capital from Operating includes $5.5M for SCDWP reserve
and the reduction is due to small capital program for 2018
8
{ğźƓƷWƚŷƓğƷĻƩ/ŷğƌƌĻƓŭĻƭЋЉЊБhƓǞğƩķ
5ĻĬƷ hǞźƓŭ ğƓķ CǒƷǒƩĻ 5ĻĬƷ
120,000,000
ЊЉАͲЍЎЊͲЉЉЉ
100,000,000
80,000,000
ЎЏͲБАЎͲЉЉЉ
60,000,000
40,000,000
20,000,000
0
20152016201720182019202020212022202320242025
9
ЋЉЊЎЋЉЊВ ƷźƌźƷǤwğƷĻƭ
Council requirement to set water rates to cover expenses and capital
Anticipating rates to reach $1,440 per year once Safe Clean Drinking water
treatment plant is fully operational in 2019.
Plan is to have rates stabilize after 2019 so that they remain within CPI.
2020
2019
2018
2017
2016
2015
2014
2013
1,1521,2241,2961,3681,440
10
Conclusion
Increase rate of $72 per year on flat rate is consistent to
rates forecasted over last 5 years.
Continuous improvement, fiscal prudence and revenue
generation to remain a focus of Saint John Water.
The completion of the SCDWP, debt reduction will be a
focus, however there will be competing pressures on
capital requirement to fund infrastructure deficit.
Completion of rate study in 2018.
Universal metering evaluation to be presented in 2018.
Long Term Financial Plan will be drafted to guide the Utility
on rates, debt, capital investments.
Plan is to have rates stabilize after 2019, keeping any future
increases to that of CPI indexing.
11
Questions
12