2010-03-01_Supplemental Agenda Packet--Dossier de l'ordre du jour supplémentaireCity of Saint John
Common Council Meeting
Monday, March 1, 2010
Location: Common Council Chamber
Supplemental to Agenda
1.0 Service -Based budgeting Report
5.10 2010 Public Works Training Agreement
8.1 Nature Trust of New Brunswick and Friends of Blueberry Hill
13.3 Committee of the Whole: Appointments to Committees
City of Saint John
Seance du conseil communal
Le Lundi 1 Mars, 2010
Lieu Salle du conseil communal
Ordre du jour supplementaire
1.0 Budget fonde sur les services
5.10 Entente de 2010 relative a la formation en travaux publics au CCNB
8.1 Fondation pour la protection des sites naturels du Nouveau Brunswick et Friends of
Blueberry Hill
13.3 Comite Plenier Nominations aux comittes
ityo ain 0 n
010 Service-Based Budget
PA/All/it
A Commitment to Demonstrating Accountability
Focused on achieving results that
address community needs.
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Table of Contents
1.(((.11
Service Ptan Reader's Guide 1
Or Community EnrFchment Program
Neighbourhood Support and sSociaI Development Service 3
SportmondRecreadonFaciUtiesServlce 7
Arts Culture Service 9
Heritage Conservation Service 11
Public Safety Program
Emergency Management Service 13
PubIic Safety Communication Service 15
Fire and Rescue Services 17
Police Services 21
By-Law Enforcement Service 25
Developmerit arid Growth Program
Community Planning Service 29
Development Advisory and Approval Service 31
Economic Development Service 33
Environment Program
SoIid Waste Management Service 37
Transportation Progr m
Roadway Maintenance Service 41
Sidewalk Maintenance Service 43
Pedestrian Traffic Management Service 45
Stormwater Management Service 47
Transit Service 49
Parking Service 51
2010 Service-Based Budget Summary
Budget Summary 53
Program and Servke Summary.. 54
Community Enrichment Program Summary 56
Public Safety Program Summary 58
Development and Growth Program Summary 59
Environment Program Summary 60
Transportation Program Summary 61
Legislative and Corporate Administration Program Summary 62
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SAI 101-N
Service Plan e d-�y d
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The City of Saint John has made a cornmitment to accountability. In support of its accountability
objectives, the City has adopted a results-oriented approach to service delivery adopting an
accountability framework that guides Council and the Administration in establishing clear
outcomes for all services; focusing on continuous improvement; and measuring and reporting on
results.
Service-based budgeting and related service planning is just one of many initiatives that will be
implemented to support the move to a results-oriented organization focusing on the citizen
arid community needs. Service-based budgeting consists of an integrated annual performance
plan and annual budget that shows the relationship between funding levels and expected results
on a service by service basis. It indicates what performance targets should be achieved at a
given level ofspending. The service-based budget provides direct Iinks between investments and
results.
Service plans supporting the budgeting process have been developed using a collaborative
approach bringing together service providers at all levels of the organization to brainstorm and
develop strategies for effective and efficient service delivery. The following narrative outlines
the content contained in each ofthe service plans.
Community Outcomes: Defines the impact service delivery has in the community. Outcomes are
identified based on the benefit to citizens as a result of service delivery.
Service Description: Provides a brief explanation of the service describing what the service is
and what is involved in the delivery of service.
Service Drivers: Identifies anything that has influence (opportunities or constraints) over how
service is delivered. These drivers directly impact the level of service provided to the
community. Typical examples include legislation, standards, regional considerations, socio-
economic conditions, internal business processes, and environmental awareness.
Quick Facts: Presents information related to the service that provides 'a picture' of the volume
and type of work that 5 completed as part of service delivery.
Strategic Focus Areas: Identifies service initiatives that will be undertaken in the next three to
five years to enhance or improve service delivery and support the achievement of desired
outcomes in the community. Focus areas are high level in nature and will require the
development of more detailed action plans to implement.
Performance Measures: Describes effectiveness and/or efficiency measures for each service that
will be used as indicators in determining how well service delivery is meeting the needs of the
community. Measures are based on service objectives which are designed to support the
achievement of desired outcomes in the community. For each measure, the service objective, a
description of the measure, and a brief explanation of the importance of the measure are
provided.
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Service Pl d 's Guide
City of Saint John Public acing Service Plans
A program isa collection of services that work together to support the achievement of one or more common outcomes for
the community. An outcome is a benefit or desired change in the community that is achieved as a result of coordinated
service delivery. Services have been organized into six different programs that address a number of community outcomes
including social well-being, public safety, economic vitality, a healthy environment, mobility, and governance and
administration.
fh
nnc meat Prog
Neighbourhood Support and Social Deveiopmert Service
Sports and Recreation Facilities Service
Arts Culture Service
Heritage Coriservation Service
Affordable Housing Service
Public Safety Program
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Emergency Management Service
Public Safety Communication Service
Fire and Rescue Services
Fire Re5cue and Suppression Service
Technical Rescue Service
Hazardous Materials Emergency Response Service
Fire Prevention Service
Fire Investigation Service
Medical First Responder Service
Police Services
Crime Reduction Service
Ernergency Response Service
Law Eriforcement Service
Victim Services
Pubiic Order Service
By-Law Enforcement Service
Inspection and Enforcement Service
Development and |^nowth.•
Community Planning Service
Development Advisory and Approval Service
Tourism Destination Marketing Service
Economic Development Service
Urban Redeveloprnent Service
Industrial Park Development Service
Service Plan Reader's Guide —2010 Service Plans
Legi
2
Solid Waste Management Service
Parks City Landscape Service
Industriai Water S erv i ce
Drinking Water Service*
Wastewater Service
Tra rogram
Roadway Maintenance Service
Sidewak Maintenance Service
Pedestrian Traiffic Management Service
Stormwater Management Service
Transit Service
Parking Service
Legislative Service
Legal Service
Corporate Management Service
Financial Man,agernent Service
Purchasing and Materials Managernent ervice
Risk Management Service
Human Resource Management Service
Customer and Employee Communication Service
Information Management Service
Asset Managernent Service
Denotes service is funded under the Water Sewerage Utility Fund,
inistra
Neighbourhood and
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Level of funding available for service delivery
affects ability to meet public expectations.
Recreation is recognized as a priority for the
community.
Partnership opportunities available for service
delivery.
Sustainability and positive impact ofthe PRO
Kids model.
3 community centre managed by the City
3 community centres managed by other
service providers through City funded contract
G community centre partnerships (small)
Financial assistance to Boys and Girls Club
Develop a community centre master plan to
erihance recreatiori programming that meets
the diverse needs of the community.
lncrease the number of playground and day
camp program sites to erisure every
neighbourhood has access to programs.
Increase Ieisure opport.unities for adults and
seniors based on the interests of these
demographic groups.
Service Description
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The Neighbourhood Support and Soc!aI Dev&opmentService is a public service that provides
neighbourhood residents with tools and support to build resilient, healthy communities. It promotes
and delivers community based projects and programs that contribute to sustainable neighbourhoods
and healthy communities through facilitation, partnerships and use of City facilities. The service works
with neighbourhood residents and individuals to obtain the appropriate funding required to ensure a
variety of opportunities are accessible and inclusive for all citizens.
Growth and resulting diversity in the
population (age, culture, accessibility) impacts
a variety of needs throughout the community.
Diversity of needs among various
neighbourhoods, particularly the five priority
neighbourhoods.
Changes in the family unit and the evolutiori
of technology are affecting youth
participation levels.
Quick Facts
$150,000 in fundirig for neighbourhood
improvement grant initiatives
12 playground progr ms
600 children (approximate) placed in PRO
Kids Program
Work with community partners to ensure at
Ieast two community special events are held
each season; examples include Summer
Sounds and waiking programs.
Expand the PRO Kids Program to include
access to City recreational programs.
SAINT' JOHN
Neigithourhood Support
Socia Developme t:Service
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Performance Measures
Service Objectives
Measure
Why Meas(lre?
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To develop and deliver programs that
meets the diverse needs of the
community.
To ensure the efficient delivery of
community and neighbourhood
programming.
Operating Budget for Service
2010
Adopted
2011
Change
Projected From 2010
2012
Projected
Change
From 2012
Service Revenue
Other Funding Sources*
Total Revenue
Salaries Benefits
Goods Services
Other**
Grants to Others***
Total Expenditures
General Funding Required
Citizen Satisfaction: Measure of the
community's satisfaction with the
diversity and availability of
programming delivered and/or
sponsored by the City.
Efficiency: Total operating costs per
citizen.
33,500
15,000
48,500
815,620
605,994
345,861
1,001,233
2,768,707
2,720,207
Full Time Equivalent Staff (FTE) 21
Playground grants (revenue) from the Province Community grants administered by the City Grants provided by the City to other organizations
Operating Budget Breakdown of Operational Costs by Sub-Service
Sub-Services
2010
Expenditure
Revenue
2011 %Change 2012 Change
Projected From 2010 Projected From 2011
Community Centers
Lifeguard Program
Summer Playground Program
Minor Hockey Subsidy
Special Populations (e.g., senicrs)
Community Development
PRO Kids
864,240
80,000
120,000
192,361
80,000
291,552
78,321
11,500
15,000
4,000
18,000
Neighbourhood Support and Social Development Service 4
Sub-Services
munity Development /Neighbourhood 'Support
Community Centre Programming
Recreation Planning
PRO Kids
This measure provides an indication of
how well the City is addressing the
community's needs.
This measure provides an indication of
costs associated with programming.
SAINT JOHN
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Operating Budget Breakdown of Operational Costs by Grants
Grants to Others
2010
Expenditure
2011 Change 2012 %Change
Revenue Projected From 2010 Projected From 2011
Loch Lomond Community Centre
Mindcare
Recreation Community Groups
Mispec Park
Seniors Resource Centre
South End Days
Boys and Girls Club
Women's Wellness
Library
UNBSJ Capital Campaign
Senior Citizens Centre
Human Development Council
PRUDE
Ability Advisory Committee
Seafarers Mission
Neighbourhood Development
Key Industries
St. Joseph's Hospital Foundation
45,000
5,000
36,000
25,000
3,000
1,000
1,000
2,500
433,233
200,000
31,000
48,000
22,000
3,000
1,500
150,000
30,000
25,000
Neighbourhood Support and Social Development Service
5
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Ability to access funding for capital
improvements.
Recreation recognized as a priority for the
community.
Awareriess of environmental issues affects
maintenance requirements of facilities.
4arenas
12,656 hours (approximate)of avaflable ice time
20 special events supported (approximate)
4 beaches (lifeguard supervised)
2 beaches (unsupervised}
71 playgrounds
Develop opera ionaVplanatoemhonco
scheduUng and maintenance of sport and
recreation facilities.
Conduct a gap analysis ori sport and recreation
infrastructure needs and incorporate results
into the municipal planning process.
Service Description
The Sports and Recreation Facilities Service is a public service that provides all citizens with access to a
wide range of indoor/outdoor sport and recreation opportunities. This service is delivered through the
scheduling, booking and maintenance of facilities that include sport fields, arenas, parks, playgrounds,
and beaches. The service also provides event management support and coordination of special
community events.
Service
Growth and resulting diversity in the
population (age culture, accessibility)
impacts recreation needs throughout the
community.
Service expectations are based on the
availability of facilities.
bifick Facts
28 baseball/softball diamonds
7 multipurpose sports fields (not including
School District fields)
22 tennis courts
1 regional skate park
Strategic Focus Areas (3 to 5 years)
Review scheduling guidelines and fee
structure that maximizes facility usage.
Invest in the development of four (4) mini
skateboard parks in strategic Iocations across
the City.
SAINT 101.1N
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Sports and Recreation Facilities Service
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Performance Measures
Service Objectives
Measure
Why Measure?
To provide safe, quality sport and
recreational facilities that fosters
participation in sport and physical
activity.
To ensure the efficient scheduling,
usage and maintenance of sport and
recreation facilities.
Operating Budget for Service
2010 2011
Adopted Projected
Change
From 2010
2012
Projected
Change
From 2012
Service Revenue
Other Funding Sources
Total Revenue
Salaries Benefits
Goods Services
Grants: Other Facilities
Total Expenditures
General Funding Required
Full Time Equivalent Staff (FTE)
772,900
0
772,900
1,998,344
1,105,059
373,135
3,476,538
2,703,638
29
Operating Budget Breakdown of Operational Costs by Sub-Service and Grants
Sub-Services and Grants
2010
2011
Expenditure Revenue Projected
Change 2012 Change
From 2010 Projected From 2011
Arena Maintenance
Sports Fields Other Maintenance
Sport Administration
Other Facilities:
Lord Beaverbrook
Aquatic Centre
1,311,355
1,554,406
237,642
145,000
228,135
Citizen Satisfaction: Measure of the
community's satisfaction with the
scheduling and condition of sport and
recreation facilities.
Efficiency: Total operating costs per
person.
648,900
84,000
40,000
Sports and Recreation Facilities Service 8
Sub-Services
Arena Maintenance
Sport Field Maintenance
ation Facility Maintenance
Sp
This measure is an indication as to
how well the City is addressing sport
and recreational facility needs and
availability.
This measure provides an indication of
the costs associated with the
scheduling and maintenance of sport
and recreational facilities.
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inspire our citizetti
self canfldeac,,,aria
creatlitY in dOr resoents:,
Liaise with approximately 5J arts organizations
Approximately 24 cultural and multicultural
organizations
15 public galieries
6 private galleries
1 artist run-art gallery
7 museums
Approximately 3,500 cultural everits (average
annual posted to Cyber Events Calendar)
Approximately 10 festivais and annual events
held annually
Work with community partners to implement
the arts arid culture projects identified in the
Integrated Community SustainobilityPlan.
Support the 2010 Culturai Capitals of Canada
initiative to celebrate the creativity, culture
and heritage of SaintJohn as part of the Saint
John 225: The Qrigina/ City Program.
Build the capacity of the City's arts and cultural
programs.
Designation of the City of Saint John asa2010
Cultural Capital of Canada, providing funding to
deliver programs that promote and celebrate
arts, culture and heritage within the
community.
One part of the City's Arts Culture Policy
One Percentfor Public Art provides
opportun[ties for artists to display their works
in public spaces.
Furiding Ievels need to reflect public
expectations related to arts and culture.
9
Service Description
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The Arts &Oultune Service is a public service that promotes broad community awareness of access to,
and education, in the arts and cuituresector. The service provides assistance and information services,
as well as opportunities and support to artists and arts and cultural organizations; fosters cross-cultural
understanding; and supports economic development of tourism, especially in the uptown core. It also
works to increase awareness of the role and contribution arts, culture and heritage make to the City's
economy and quality of life.
Service Drivers
Socio-economic demographics highlight the
reed for affordable arts and culture
opportLnities that appeal to a diverse
population.
Greater need forfamily-oriented arts and
culture opportunities.
Immigration has an impact on the multi-
cu|tuna|naturpofocommunity.
Approximately 2,000 arts performances
(average annual posted to events calendar)
Approximately 100 arts related education
workshops, classes and talks
15 public commissioned public works ofart
Designated 2010 Cultural Capitals of Canada
$750,000 in funding for Saint John 225: Original
City Program
lntegration of Arts Culture Policy in City
planning and policy discussions
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Develop a public education program to raise
awareness and articulate the value of arts and
culture in the community.
Identify new furiding sources to support the
arts and culture community and it assets.
Honour cultural and historic resources while
fostering cultural and heritage tourism.
a Engage and celebrate diverse communities
through arts and culture.
SAINT JOHN
Arts Culture Service
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Performance Measures
Service Objectives
Measure
Why Measure?
To support the delivery of arts, culture
and heritage programs that enhance
the quality of life in Saint John.
Operating Budget for Service
2010
Adopted
2011 Change 2012 Change
Projected From 2010
Projected From 2012
Service Revenue
Other Funding Sources
Total Revenue
Salaries Benefits 69,207
Goods Services 40,793
Grants: A&C Organizations 731,028
Grants: A&C Events 131,000
Total Expenditures 972,208
General Funding Required 972,208
Full Time Equivalent Staff (FTEP
Cultural Affairs Office
Grants: A&C Organizations:
Imperial Theatre
Saint John Arts Centre
Arts Culture Board
Symphony
NB Arts Board
Opera NB
Cultural Capitals
Imperial Theatre Campaign
Saint John Theatre Arts
Grants: A&C Events:
Jazz and Blues Festival
Festival de la Bale Francais
Other
Fundy Bay Festival
New Years/Canada Day
Remembrance Day Ceremony
225 Events
Francophone Day Festival
NB Historical Society
St. John River Society
1
Operating Budget Breakdown of Operational Costs by Sub-Service and Grants
110,000
313,869
104,159
80,000
5,000
40,000
3,000
150,000
25,000
10,000
Citizen Satisfaction: Percentage of
residents that believe that Saint John
is diverse in culture and rich in arts.
20,000
5,000
45,000
7,500
15,00Q
2,000
25,000
2,500
14,000
5,000
0
0
0
Arts Culture Service 10
Arts, culture and heritage have an
impact on the quality of life and social
well-being of a community; and they
play a role in people's decisions to
move to the City or stay here. This
measure is an indicator of how well
the City is perceived to be promoting
and supporting arts, culture and
heritage.
Sub-Services and Grants
2010
Expenditure
Revenue
2011 Change 2012 Change
Projected From 2010 Projected From 2011
SAINT JOIIN
Service Description
The Heritage Conservation Service is a public service provided to developers, property-owners,
merchants, citizens and the general pubiic, offering a process to have an area designated a Heritage
Conservation Area under the Heritage Conservation Areas By-Law; regulates any changes or work done
to the exterior of properties in Heritage Conservation areas; provides architectural, technical
conservation and design advice on existing and proposed new construction; provides incentives
including grants and other financial assistance to encourage and assist in the rehabilitation and
development of heritage buildings; and provides information and education to promote and raise
awareness of the social and economic benefits of heritage conservation to Saint John.
Expansion of heritage conservation areas
requires funding to meet related service
responsibilities.
lncreased public demand for input into the
design, physical form and development of
existing buildirigs and new structures
appropriate to their neighborhood context.
Improvements in customer service with the
stream-lining of the approval process.
125 applications for Certificates of
Appropriateness processed
336 buildings listed on the National Register of
Historic Places
11 Heritage Conservation Areas
Work with property owners to coritinue to
identify potentia 1 heritage conservation areas.
Integrate heritage conservation issues into
buliding inspection and community planning
processes.
Maintain high standards for service delivery by
communicating to property owners on site and
advising of appropriate conservation and
development of their building.
Develop new methods to promote public
education and awareness of heritage
conservation and its value in the commuriity.
11
Shortage of coritractors and design
professionas with proficiency in traditiona
construction methods and attention to
appropriate detalis and procedures.
Challenges in reconciling the National Building
Code and Minimum Standards Building By-
Law with the Standards Guidelines for the
Conservation of Historic Places designed for
conservation of character defining elements
of heritage buildings.
Quick Facts
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42 gr ntapp|iominns|essthan$1,8OO
35 grant applications preparation of a
Heritage Conservation PIan
Strategic'Focus Areas (3 to 5 years)
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Continue to develop expertise in artisan and
traditional trades related to heritage
conservation in Saint John.
Encourage the retention of the existing
building stock to contribute to the overal
sustainability of Saint John.
Promote the Iistirig of additional buildings in
older neighbourhoods throughout the city
onto the National Register of Historic Places.
lmprove the relationship between National
Buliding Code, Standards Guidelines for the
Conservation of Historic Piaces in Canada, and
the Saint John Conservation Areas By-Iaw.
SAINT 101-iN
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Performance Measures
Service ObJective
Measure why measure?
To improve the quahty of the built
environment in heritage conservation
areas resulting in safe, attractive
neiglibourhoods with excellent quality
of Iife that contribute to the Iocal
economy.
Operating Budget for Service
2010 4011
Adopted Projected
Change 2012 %Change
From 2010 Projected From 2012
Service Revenue
Other Funding Sources*
Total Revenue
Salaries Benefit
Goods mServices
Total Expenditures
General Funding Required
Full Time Equivalent Staff (FTE)
Economic Measure: Total percentage
increase in the property asses ment
among designated heritage buildings.
Quality of Life Measure: Total
percentage of Certificate of
Appropriateness approved.
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176,663
48,290
Heritage Conservation Service 12
Trends in property assessments in
heritage areas provide an indication as
to how the conservation of heritage
properties contributes to the
economic vitality of the community.
Buildings designated as heritage
properties must be maintained to a
certain standard for safety, curb
appeal, and reflect the historical
nature of the area. This measure
indicates how neighbourhoods are
benefiting from heritage conservation
activities.
Community okitco
The Emergency
Management'Serui
Supports of ctive and
effic ient emer ency'„
operations
irwi'mizes th e rrij rr t af;
emergencie on t he;
residerwts, pt+apertir and
environment of Saint
John.
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Service Description
The Emergency Management Service is the municipal catalyst for public and private inter agency
coordination of community -based emergency management and business continuity programs. It is
managed by an all- hazards approach to preventing or mitigating risks, ensuring preparedness through
effective response and recovery mechanisms, and achieving continuous improvement through
program evaluation and revision.
Service Drivers
Provincial legislation (Emergency Measures Act
E -7.1) guides the establishment of municipal
emergency measures organization and its
operations.
Quick "Facts (2003 Accomplishments)
Evacuation initiative
EMO website upgrade
Peer City and Baselines surveys
Shelter Database
Public outreach initiatives
Develop emergency management and business
continuity plans using an evidence -based
planning approach.
Engaging the community at large to work
collaboratively to improve community
readiness.
13
Community readiness and resilience.
Municipal government operational readiness.
Industry standards (i.e., CSA Z1600-08, EMAP)
guides the development, implementation, and
maintenance of a emergency management
and business continuity program
Professional Development series
Sentinel Systems initiative
New Brunswick Emergency Management
Association formation
Defining emergency management roles for
service areas
Strategic Focus Areas (3 to
Years)
Refine the emergency management and
business continuity programs to support
effective and efficient mitigation,
preparedness, response, and recovery
activities.
Achieve accreditation for the emergency
management and business continuity programs
in accordance with Emergency Management
Accreditation Program (EMAP) Standard and
CSA Z1600 -08.
I It Service
Emergency
Performance Measures
Service Objectives
Measure
Why Measure?
To ensure the mos effective
emergency management and business
contFnuity programs are developed,
implemented and maintained to
provide the best possible service to
our citizens.
Operating Budget for Service
2010
2011 Adopted
Projected
%Change 2012 mcxunge
From 2010 Projected From 2012
Service Revenue
Other Fundng Sources
Total Revenue
Salaries Benefi
Goods uServices
Total Expenditures
General Funding Required
Full Time Equivalent Staif (FTE)
*Includes one temporary administrative support position
Accreditation: External review of
emergency management and business
continuity programs to ensure
evidence-based plarinirig and best
practices are used.
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129,429
320,000
320,000
Emergency Management Service 14
Accreditation means that we have
reached a level of accomplishment
that indicates we have good
emergency management arid business
continuity programs. It provides
citizens with a level of comfort that
they are receiving the most effective
service possible.
Public Sa
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Service Description
The Public Safety Communication Service is a public
emergency requests for service from citizens and e
questioning callers to understand the nature of the
resources in accordance with established standards
the appropriate response in motion, and to provide
Citizen expectations for efficient emergency
and non emergency assistance.
ESP requirements for operating support.
service that receives emergency (911) and non
mergency personnel. It is responsible for
call for service, the determination of required
and guidelines, contact with those resources to set
at scene support as required.
ServicelDrivers
Agreements with the Province of New
Brunswick and other organizations.
Quick Facts
Volume of emergency (911) calls processed in
2008 was 43,000 representing 25% of the
total calls in New Brunswick
To provide a single point of contact for the
public in need of assistance from emergency
service providers for emergency and non
emergency requests.
15
Volume of non emergency calls and internal
services provided to the Saint John Police
Force and Saint John fire Department was
approximately 210,000 in 2008.
Strateg F ocus Areas (3 to 5 Years
To provide continuous 24/7 operation 365
days a year.
To be an effective link in the emergency
response continuum.
SAINT iala■
Public Safety Com unication Service
Performance Measures
Service Objectives
Measure
Why Measure?
To provide efficient response to
emergency calls answerirlg all 11
calls within 18 seconds, 95!%ofthe
time.
To ensure citizen need are
addressed. Previous satisfaction rate
of 98%.
Operating Budget for Service
Response Rate: Percentage of the
time that 911 calls are answered
within the established service Ieve
standard.
Citizen Satisfaction: Percentage of
people surveyed as part of the Sairit
John Police Force Satisfaction Survey
(every 3 years) that are satisfied with
service delivery.
2010
Adopted
2011 Change
Projected From 2010
2012
Projected
mchange
From 2012
Service Revenue
Other Funding Sources
Tot& Revenue
Salaries Benefits
Goods Services
Total Expenditures
General Funding Required
Full Time Equivalent Staff (FTE)
1,794,075
Public Safety Communication Service 16
Response rates are an indication of
how efficient the Public Safety
Communication Centre is at delivering
the service.
Citizen satisfaction ratesarean
indication of how well the service is
responding to community needs.
I rrn el. b
■.-.1 11.1
Fire Rescue and Suppression Service
I ethnical Rescue Service
Materials Emergency Response Service
Fire Prevention Service
Fire Investigation Service
Medical First Responder Service
p rove ,pu11PJc so
"i'ng pL b'�pc
i;,eness ei,f fire safety,
andli,ern rgency
ilannrn; proynding`fpr
fe
,'places of asemb(y,,
ork and residential
living by ensu ng
corrnpiahcev(th the,
n Coidi:,
al'�unld'n
N t loria l Fnro'�Cod d
R
th ;Fiire Prevention A t
find d terrain ng fire
cause and origin ftnr tho
e pf rif lnaiI„
e ut�on n r$afet
anards rpprting
Suplpnrts the ecohomi
vflii!Jt cif t�np l
community b
protecting in e$tfrr dtt
and the achiev�en�,enti of
e Undery rlt rs
Bawdy rating 'that
results in favourable
insur tnce,, prd;rrnnurns'for
property owners,
Service Descriptions
Fire and Rescue Services involve the delivery of six public services to the community that focus on
reducing the loss of life, personal injury, property damage or impact on the environment caused by
fire, accident; medical emergency; or hazardous materials release (accidental or malicious).
The Fire Rescue and Suppression Service
provides emergency mitigation and rescue
response to residential, commercial and industrial
fires and /or explosions.
The Technical Rescue Service carries out
emergency rescue operations to those individuals
trapped by their physical environment (i.e. water,
ice, motor vehicle accident, structural collapse,
confined space, high angle).
The Hazardous Materials Emergency Response
Service provides a planned response to incidents
where the public is exposed to risks created from
a release of, or fire involving hazardous materials.
The Fire Prevention Service promotes a proactive
approach to fire safety and prevention through
public education, training, inspection, and code
enforcement.
109 structure fires
75 vehicle fires
492 grass or wild land fires
241 refuse other fires
254 motor vehicle accidents
20 victim extrications
Expanding and evolving energy sector.
Diverse heavy industrial sector disbursed
throughout the community.
Multiple areas of densely developed mixed
(old) residential /commercial properties.
Rise in dilapidated or vacant buildings.
Ability to train to evolving fire suppression and
rescue risks.
17
9 water ice rescues
5,579 medical first responder
calls
356 hazardous materials
responses
531 cancelled en route
The Fire Investigation Service determines the
cause and origin of a structure or wild land fire.
The cause and origin assessment may form the
basis of a criminal investigation by the Saint
John Police or lead to changes in commercial,
business or industrial processes, use of
equipment, or product recalls.
The Medical First Responder Service provides
First Responder pre ambulatory care in
instances where medical assistance is required.
Utilizing the latest techniques and equipment to
provide First Responder CPR AED care when
the Saint John Fire Department is first on the
scene, the most effective and efficient medical
response to the public is provided.
[l�aclt Fatty
910 false alarms/
unintentional
868 service calls
1,672 fire code inspections
300 fire code re- inspection
56 fire investigations
2,352 training revolutions
ServicerDr
Evolving demand for services (i.e. land based
shipboard firefighting).
Large geographic footprint.
Ability to meet accepted standards and
industry best practices.
Community poverty level.
Growth in buildings that require annual or bi-
annual inspections as per the Office of the
Fire Marshal.
Focus Areas (3 to 5 years)
rgerr.wrm z
Further develop response capabihties to better support
refining, processirig, manufacturing and energy relatecl
industries.
Continue efforts to support a relevant and effective asset
management program (fleet, facFlitFes, equipment and
technology).
Performance Measures
Service Objective
Measure
Why Measure?
To ensure the timely response to
incidents to reduce loss.
To ensure that the origin and cause of
fires is accurately determined to help
improve public safety.
To ensure the safe places of assembly,
work and residential living in
accordance with National Fire and
Building codes.
To minimize the effects caused by the
release of hazardous materials.
To further develop and retain
technical competences in staff to
support the effective and efficiericy
delivery of fire and rescues related
services.
To protect the health and safety of the
fire and rescue staff.
Fire and Rescue Services
Response Times: Percentage of time
first truck arrives at incidents in six (6)
minutes or less.
Determination of Cause: Percentage
of time cause of fire is determined.
Inspection Rate: Nurnber of
properties inspected as a percentage
of those required by the Office ofthe
Fire Marshall.
Response Planning: Percentage ofthe
time a hazards response plan is
developed within two (2) hours of
arrival on scene.
Training Rotations: Number of
training programs completed per staff
member.
Injury Assessment: Number of
occupational injuries or deaths
occurring per emergency call.
To ensure the efficient delivery of fire Efficiency Measure: Tot l operating
and rescue services. costs per $1,000 of assessment.
18
Services
lire Rescue and Suppression Service
Technical ReSCLIC Service
Hazardous Materials Lmergency Response Service
Fire Prevention Service
Fire investigation .Service
MedicI First Responder Service
ao
Further develop community and industrial partnerships.
Create a more robust capacity in fire inspection services to
address derelict buildings in addition to current legislative
responsibilities.
Timely response to fire and rescue
related incidents. The target for
effective response time is within six
minutes, ninety percent of the time.
The ability to understand why a fire
has started will support actions that
will mitigate the possibility of fires
starting from the sarne cause.
National Building and Fire Codes have
standards that help minimize the
occurrence offire. Regular
inspections ensure that buildings
meet these standards.
Timely planning and respone will
miriimize the effects caused by the
release of hazardous materials.
Continued education and training will
provide staff with the neces ary skills
and the most up-to-date techriology
to ensure best practices are utilized in
service delivery.
Protecting the health and safety of the
workforce with help ensure that staif
have the ability to effective arid
efficiently respond to fire and rescue
incidents.
Provides an indication ofthe costs
associated with providing fire and
rescue services.
011101110i i
I 11 ire g e arlds n Service
11111110111 1111100
TechnicaPRe OeServiCe
r:ff°011.1, Hazawdous ma ri E rgency kesPonte SerVtCt
inimmin aim& Fir° PreVentibri _S
imill11111111111111111111111111111111111111111111111111111111111111111111111111111,110 I n v °Stigatia h 5
milli iffiffil i i i i i i i i i ffiffiffiffiffiffiffiffiimffiyAmmumpriumuu uthumuummummin
immt 'Tikiedfca i 131 s ervje d 3
Operating Budget for Fire and Rescue Services
2010 2011 Change
Adopted Projected From 2010
2012
Projected
`YD Change
From 2012
Service Revenue
Other Funding Sources
Total Revenue
194,000
0
194,000
Salaries Benefits 19,294,625
Goods Services 1,973,615
Other* 2,300,000
Total Expenditures 23,568,240
General Funding Required 23,374,240
Full Time Equivalent Staff (FTE) 210**
Water Supply and Hydrants **Includes 34 holiday relief fire fighter positions
Operating Budget Breakdown of Operational Costs by Service
Services
2010
Expenditure
Revenue
2011 Change 2012 Change
Projected From 2010 Projected From 2011
Fire Rescue and Suppression
Technical Rescue
HAZMAT Emergency Response
Fire Prevention
Fire Investigation
Medical First Responder
22,333,554
80,359
148,145
830,140
90,568
85,473
40,000
150,000
4,000
Fire and Rescue Services 19
SAINT JOHN
Service Descriptions
The Core Businesses (services) of the Saint John PoIice Force are Crime Reduction, Emergency
Response, Law Enforcement, Victim Services, and Public Order. These services are tightly integrated in
order to deliver the most effective public safety outcomes.
The Crime Reduction Service is a public service provided in partnership with the community that
establishes a pattern of attitudes and behaviour directed at both reducing the threat of crime, and to
help develop environments where crime cannot flourish. Crime reduction is achieved through
intelligence-Led Policing, public relations, crime reduction strategies and problem solving (including
environmental design), public education, community policing and partnerships that result in a safer
community.
The Emergency Response Service is a public service which results in a Police resource being promptly
dispatched in reaction to ongoing or very recent crimina activity, major accidents, death outside a
health care environment, suspicious activity or alarms. These are almost always cases where officers
respond to Calls-for-Service (911 calls.) The events may be violent or nonviolent, criminal or non-
criminal in nature. OftentheyareputentiaUyhi0h'riskoituudons,a|thouKhemerQencyrespunoeo|oo
includes suicides, accidents and disasters. Other examples of emergency response calls-for-service for
crimes in progress are crowd control, high-risk search warrants, domestic disputes, interpersonal
disputes, hostage rescue, and support for major operations.
The Low Enforcement Service is a public service provided to the community, in response to the Force's
statutory mandate to enforce federal, provincial and municipal laws (by-laws). The Law enforcement
process generaily consists of deterniining that a crime took place, solving the crime, apprehending the
offender, and contributing to a successful prosecution. Law enforcement may also include related
functions such as drug enforcement, complaint investigation, by-law enforcement, and traffic enforcement.
Victim Services as point of entry provides crisis intervention and support to primary victims and
secondary victims (such as witnesses, family, emergency service providers). Victim Services provides:
emotional and practical support at the time of crisis; resource and case specific information; advocacy;
referral to community agencies; court accompaniment; and short term, ongoing and long-term follow-
up support.Thevictim|stheframeofreferonce—thecentrepioue—ofinterven1|ons.
The Public Order Service is a public service provided to the community to mitigate the impact and
restore order in what are often non-Criminal Code or non-violent events— such as vandalism, nuisance,
disputes, panhandling, traffic violations, prostitution and noise events that impact noticeably on the
quality of peoples' lives. Service is provided by way of direct consultation and intervention in public
protests and labour disputes, problem-solving non-crime complaints, and proactive monitoring and
intervention in crime patterns that may compromise quality of life or that may lead to more serious
crimes. Early intervention is intelligence-driven.
21
SAINT JOHN
muumuu...A r
Police S
Service Drivers
Community awarenes (media P101 MADD
community partners)
Community expectations
Urban design
Requests for service inforrnation public complaints
Public policy (national, provincial, local)
Legislation case law compliance costs
Coresponse (multi-agency) protocols
Provincial Threat Assessment
CalIs for service CAD
Public service gaps: social safety net mental health
education addiction services
Partnerships Iinks with community agencies
Policing the region
Intelligence driven
Proactive and self initiative calls versus reactive and
service in progress calls
Quick Facts (2008)
15 community policing stations (Uptown, Lower West
OId North End, South End, and Crescerit Valley)
4standar6 patrol areas (East, West, North and South)
Strategic Focus Areas (3 to 5 years)
1 �~`'�M���r ��J�
Carry out effective law enforcement activities,
implement crime reduction strategies, and create
partnerships between the community and the Poiice
Force to enhance safety security and quality of Iife in
the community.
Deliver policing services that are proactive in
reducing the effects and impact of Crime.
Performance Measures
Service Objectives
Measure
Why Measiri?r
To sustain improvement in the
provision of policing services to foster
a sense on safety in the community.
To sustain improvement in the
public's satisf ction with police
services.
Sense of Safety: Percentage of those
interviewed during a survey of citizens
that have a sense of safety in their
homes, neighbourhood, or city.
Citizen Satlsfaction: Percentage of
those interviewed during a survey of
citizens that are satisfied with the
delivery of police services.
Police Services
22
Seasonal weather
Technology (internet/ cell phones fraud applications
phishing identify theft)
Cruise ships tourism
Past experience
Collaboration with Sworn Members
Patterns of behavior
Community standards (SeIf identified)
Community ownership of issues
Interventions (e.g., methadone clinic, Mobile Mental
Health)
Life cycle planning; policing and other costs;
sustairiability framework; CPTED (design} input
Repeat Iocations, offeriders, and victimization
Hot spots arid products
73,702 service calls responded to annually (all types
1,977 violent criminal code vioLations
5,222 nonvioIent criminal code violations
3,199 reported traffic accidents
Deliver policing services as an organization tha is
professional, respectful, well trained and fiscally
responsible. Police services will reflect value for money.
Provide effective and timely response to
community service requests, with appropriate
follow-up actions.
Policing services contribute to public
safety. Citizen's sense of safety is an
indicator of how effective the Police
Force 15 delivering service.
Citien satisfaction of service delivery
is an indicator of how well police
services are meeting public
expectations and needs.
fill
Crime Reduction Service
ergency Response Service
Law Enforcement se,"/»�
Victim Services is
Public Order Service
SAINT JOHN
IMPA
1111111111111111
1111111111111111111111111
0011(11(111(11(11(11(1
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IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII
Operating Budget for Police Services
2010
Adopted
2011
Projected
Change 2012
From 2010 Projected
Change
From 2012
Police Services
Service Revenue
Other Funding Sources*
Total Revenue
Full ent Staff (FTE)
150,000
0
150,000
Salaries Benefits 18,510,522
Goods Services 4,162,178
Total Expenditures 22,672,700
General Funding Required 22,522,700
.I1, yu-Y1I
23
111.11
SAINT 101IN
v
Community Outcomes
1380 inspections annually
520 active enforcement cases
Minimum Properly Standards By-law Enforcement
ngerous and Unsightly Premises By-law Enforcement
Zoning By-law Enforcement
Flood Risk Area By-law Enforcement
Animal comm| By-Law Enforcement
Licensing (oy-lawRelated)
00
25
service Description
The By-Law Enforcement Service is a public service offered to citizens, property owners, occupants and
neighbourhood residents involving the inspection and enforcement of City by-laws related to the
maintenance and usage of properties, animal control, and licensing requirements. Inspection of
properties and investigation of complaints are conducted to ensure standards established in related
by-laws are niet. In cases where there is a violation of a by-law, the City works actively for voluntary
compliance with the appropriate by-law before more corrective actions are required.
Service Drivers
New Iegislation supports more effective
enforcement of minimum property standards,
dangerous conditions and unsightly premises
by-laws.
Economic climate has an impact on the ability
of property owners to address by-Iaw
Inadequate penalties available to encourage
compliance with other municipal by-laws.
Efficient resolution of by-law violations is
dependent on the capacfty of thejjudicial
system.
Public expectations increasing with respect to
the enforcement of by-laws.
15 court appearances annually
55 enforcement orders issued annually
Develop and implement a public education
program that creates a better awareness of
municipal by-laws and demonstrates the value
of enforcement to the community.
Continue to work with the Province of New
Brunswick to create Iegislation that will
encourage com-pliance with by-laws.
Document policies and procedures to guide
fieldwork and office support to promote
more efficient delivery of service.
Coritinue assessment of service requirements
and processes to deliver service that meets
the communitys needs.
SAINT JOHN
--�m��.
*11111111111111111111
Anialal Control -Law Enforcealent
Performance Measures
Service Objective
Measure
Why Measure?
To ensure property standards are met
ifl support of an enhanced quality of
life for citizens.
To provide quality, timely customer
service.
Operating Budget for Service
%cn 2012
Adopted Projected
From 2012
Service Revenue
Other Fundng Sources
Total Revenue
Salaries Benefits
Goods Services
Other"
Total Expenditures
General Funding Required
FuII Time Equivalent Staff (FTE)
Animal and Pest Control
By-Law Enforcement Service
Compliance Rate: Measure of the
total number of property standards
cases requiring legal action as a
percentage of the tot number of
cases.
Efficiency Measure: Measure of the
percentage of time complaints are
initially checked within five business
days.
94,000
0
94,000
541,453
115,194
163,000
819,647
725,647
26
This measure indicates how well the
City is working with the property
owners to meet standards as legal
action is the final action taken by the
City to force the implementation of
corrective measures.
Given that complaints will vary in
complexity, a reaso able target to
meet the customer service standard is
eighty percent (80%) of the time.
AIP
.A44.
U
Inspection �v
�and u
nt St.
ce
Building By-law Inspection /Enforcement
Plumbing By-Law Inspection /Enforcement
Mobile Park By-Law nspection/Enforcement
Preservation Areas By-Law Inspection/Enforcement
Numb
r*
Service Description
The Inspection and Enforcement Service is a public service offered to those engaging in a construction,
renovation, demolition, or change of occupancy project within City Iimits. Permitting processes
determine if the proposed design, construction and occupancy of new buildings; the renovation,
demolition and occupancy of existing buildings; or other proposed activity meets minimum acceptable
standards as established by building and plumbing codes and related by-laws. Inspection processes
determine if the work related to the design approved during the permitting process is being completed
in accordance with established standards. The City works with individuals to achieve compliance with
these standards before more corrective actions are required.
Drivers
043-1:=
Significant increase in the number of permits
issued in recent years.
Level of staffirig available affects ability to meet
public expectations with respect to inspection
and enforcement issues.
m
Increasing public expectations with respect to
eriforcement of by-laws.
Inadequate penalties available to encourage
compliance with by-laws.
250 housing starts
1460 building permits issued
480 plumbing permits issued
45 demolition permits issued
45 other permits issued
Strategic ocus Areas (3 to ,Years
Toltromf
Develop and implement a public education
program that creates a better awareness of
municipal by-laws and demoristrates the value
of eriforcemerit to the community.
Continue assessment of service requiremerlts
and processes to deliver service that meets the
community's needs.
27
Decreasing public awareness regarding:
1. requiremerit for permits,
2. applicatiori and inspection processes,
3. individual responsibility with respect to
property development.
Public cioes not necessarily recognize the
value in delivery ofthe inspection service for
the permit fees required.
12,100 inspections
265 active enforcement cases
Document policies and procedures to guide
fieldwork and office support to promote
more efficient delivery of service.
Continue efforts to ensure the standards
identified in codes and related by-laws are
applied consistently.
smwrx`uw
Performance Measures
Service Objective
Measure
Why Measure?
To support quality safe development
within the community.
To provide quality customer service
2010 with the timely issuance of permits.
Operating Budget for Service
2011
Adopted Projected
%Change 2012 moang=
From 2010 Projected From 2012
Service Revenue
Other Furiding Sources*
Total Revenue
Salaries Benefits
Goods Services
Total Expenditures
General Funding Required
Full Time Equivalent Staff (FTE)
Compliance Rate: Measure of the
total number of buliding permits
requiring enforcement action as a
percentage of the total nurmberof
permits.
Efficiency Measure: Measure of the
percentage of permits issued within
ten (10) business days after receipt of
a complete application.
1,511,250
0
1,511,250
875,733
144,493
1,020,226
(491,024)
inspection and Enforcement Service 28
The measure indicates how well the
City and developers work together to
meet construction and demolition
standards as enforcement action is
the means undertaken by the City to
force code and by-Iaw compliance.
Given the various degrees of
complexity associated with permit
applications, a reasonable target to
meet the customer service standard is
eighty percent (80%) of the time.
j
J
SAIN1
g
»�,v�UU��&��������� �k�4��� Service
otr.'"*,
p
at
Service Description
6.110NIRMIIMMAINI
The Community Planning Serv!ce is a public service involving the preparation of statutory plans,
policies, studies and guideliries for the development and use of land in the city.. The service involves
the engagement of the public to plan for the community's future at a city-wide level and also at various
sub-Ievels including neighbourhood plans.
Service Drivers
Provincial legislation that sets out various
requirements for community planning plans,
policies and regulations.
The recognized need to update the existing
Municipal PIan arid related plans (eg.,
neighbourhood plans) to support managed
growth and community needs.
Changing demographics and socio-economic
trerids that irifluence the community's growth
and development.
Increased public awareness of environmental
issues.
1�, ic
=�.�_.�u_.�^
Development of the Community Planning Service is in its initial stages. As the policy planning
framework for Saint John is developed and implemented, quick facts will be made available.
Strategic'Focus 'Areas (3 to 5 Years)
Develop a comprehensive policy planriing
framework for Saint John that will guide the
developrnent and integration of community
planning policies.
Develop a new Municipal PIan that supports
the evolving needs of the community.
Upon completion ofthe Municipal Plan,
conduct a comprehensive review ofthe
Zoning By-law and Subdivision By-Iaw.
Develop a neighbourhood planning process
and initiate neighbourhood plans in specific
areas ofthe City.
29
Recognition that the pace of change in the
community is increasing.
Plarining has expanded beyond simply land
use with a focus on creating a sustainable
community (i.e., addres ing social, economic,
arid environmental needs).
Designation of Saint John asan 'Energy Hub'
influences planning requirements.
lncreased public expectations with respect to
community planning and the need for more
public engagement in the planning process.
Create a governance structure to implement
new planning policy and establish a system to
measure the relative success failure of
adopted planning policy.
Design and implement a public education
program that creates a better awareness of
community planning activities and the value
they create in the community.
BuiId greater capacity in community planning
staff to ensure the effective and efficient
delivery of the service.
Create a central records managemerit system
to store research and historical information
related to community planning.
SAINT JOHN
Planning
Community Service
Performance Measures
Service Objectives
Neasure
To develop integrated planning
policies that reflect the cornm'unity's
views on future development.
PIan Amendments: Percentage
change in the total number of
applicatioris processed for changes to
municipal planning policies.
Good planning policies should reflect
the desires of the community and
provide clarity in decision-rnaking with
respect to future developrnent. As a
result, fewer applications for changes
to municipal planning policies should
be processed. The proposed measure
indicates how well the City is
responding to community needs in its
planning processes and implementing
those plans.
Other measures will be identified as the new municipal plan is completed Measures will reflect the objectives outlined
in the updated municipal plan for future development in the community.
Operating Budget for Service
2010
Adopted
From 2010 Projected
From 2012
Service Revenue
Other Funding Source
Total Revenue
Salaries Benefits
Goods Service
Other*
Total Expenditures
General Funding Required
Full Time Equivalent Staff (FrE)
Municipal Plan PPan Si
n
o
o
357,265
96,006
756,500
1,209,771
1,209,771
Operating Budget Breakdown of Operational Costs by Sub-Service
Community Planning
Municipal Plan
453,271
756,500
Community Planning Service 30
Sub-Services
2010
Expenditure Revenue Projected
—1 mChanm
From 2010 Pitjected From 2011
Service
_l
o��
DevelnpmemAdv*ory
Development Approvals
Development Assistance Programs
4'
vri
Commu
D
Service escription
The Development Advisory and Approval Service is a public service provided to developers, citizens,
property-owners and businesses offering the approval of various development applications including
Municipal Plan amendments, Zoning By-law amendments, Section 39 amendments, subdivisions,
variances, conditional uses, similar or compatible uses, changes of non-conforming uses, and
temporary approvals. The service also plays a role in the approval of building permit applications and
real property transfer documents. Iri conjunction with the approval process, various assistance
programs that provide incentives for future development are administered, including residential
infrastructureassistance,commeoio|impnovemment,businessparkimprovementandsubdivbioncust-
sharing programs. As part of this service, advice is offered on permitted uses of land, standards for
land development, process for applications and approvals, potential issues, referrals to other service
areas, and general advice.
Service Drivers
Desire for growth in the communfty.
lncreased demand for housing that meets the
diverse needs of the community.
Demand for commercial, institutional and
industrial space.
Increasing number of development related
applications.
Legislative and statutory requirements that
guide development processes.
Approximately 1460 building permit
applications processed by staff.
Approximate dollar value of the development
incentive program is $1.6 Million.
25 variances considered by the Development
Officer versus 1J considered by the Planning
Advisory Committee since July 15, 2009.
Ensure tha development advice, approvas and
finaricial assistance is corisistent with the
Community Vision and the policies maintained
through the Community Planning Service.
lmprove the development application and
approval process to ensure efficiency and
consistency in its application.
Build greater capacity iri developmerit advisory
and approval staff to support quality customer
service.
31
Development should be guided by the policies
maintained through the Community Planning
Service.
ncreased public expectations with respect to
the need for more pubtic engagement in the
development approval process.
Increasirig requests for information from
various community stakeholders including
Common Council, the Planning Advisory
Committee, and the public.
Approximately 170 applications for Municipal
PIan amendments, Zoriing By-law amendments,
Sectiori 39 amendments, subdivisions,
variances, conditional uses, similar or
compatible uses, changes of non-conforming
uses, and temporary approvals processed by
staff annually.
Design and implement a pubhc education
program that creates a better awarenes of
development advisory and approval activities.
Work with developers and property-owners to
improve the quality and completeness of
applications.
Utilize authority for Development Officer
approvals to reduce the number of minor
applications being considered by the Planning
Advisory Committee.
1-Se vice Developrnent Advisory ,„111
Devel APProvals 111111 111
Development Assistance Programs
t'
Performance Measures
Service Objectives
Measure
Why z'?�
To carry out development and
advisory approval processes that
support growth.
To provide incentives for
development to oncourage growth.
To ensure the effective and efficient
delivery of service to suppor growth
in the community.
Operating Budget for Service
Growth Amount of new tax base
resulting from new construction.
Incentive Effectiveness: DoIIar value
of development incentives provided
per million dollars of new tax base
created.
Development Processes: Number of
appLictions for Municipal Plan
amendments, Zoning By-Iaw
amendments, Section 39
amendment5, subdivisions, variances,
conditional uses, similar or compatible
uses, changes of non-conforming
uses, and temporary approval5 per
million dollars of building permit
2010
Adopted
Change
Projected From 2010
2012
Projected From 2012
Service Revenue
Other Funding Sources*
Total Revenue
Salaries mBenefits
Goods Services
Total Expenditures
General Funding Required
Full Time Equivalent Staff (FTE)
37,500
0
693,868
88,573
782,441
Development Advisory and Approval Service 32
Indication of how effective
development processes are in
supporting growth in the community.
Indication of how effective
development incentives are |n
encouraging growth in the
community.
The ratio of applications to
construction value (dollars) is an
indicator of how efficient and
straightforward the development
application process is forthe
customer. Sound planning policies
that are consistently applied should
resuft in fewer development
applications while continuing to
support growth in the commuriity.
Economic Service
The
=r Developnlent Service
supports PresPeritt and'
econcrriie Oitoqiik in the,
b�
and
cornrilunitygoals
enCouraging
facilitating, ntinging,
pg'~-~.
people at the right tirde;
sector investment; with
w+
and
forma( residents and'
P-
including immigrants,'
tax Oase'and',Ilower
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ppsitibning SainitJohn as
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a
Service Description
The Economic Development Service is a public service that helps to create an environment for
prosperity in the Saint John community by inspiring and supporting people, ideas and investment. The
service is coordinated through a regional economic development strategy that focuses on workforce
expansion, supporting and growing existing businesses, assisting the start-up of new businesses, and
attracting new companies and investments.
Increasing focus on the importance of people.
Increasing cooperation among regional partners
and cross-sectional collaboration.
Awareness of social, cultural and environmental
issues.
Focus on growing local business and nurturing
ideas from the existing population.
Decreasing giobal access to capital.
Transitioning from finding jobs for people to
peopleforjobs aging population and shrinking
workforce.
Decentralization of knowledge need for a
point of contact to better serve clients.
Develop knowledge cluster strategy to support
growth and investment in priority sectors
including Health Sciences and ICT.
Technological advancements are changing the
business environment global competition,
opportunities for small business knowledge
based work, competition for people.
titelPayReltowitit
Enterprise Saint John is a not-for-profit agency
funded by the City of Saint John and the
municipalities of Grand Bay-Westfield,
Ouispamoia, Rothesay, and St. Martins, the
Province of New Brunswick, and the Atlantic
Canada Opportunities Agency (ACOA).
Works collaboratively with government,
industry, organized labour and community
stakeholders to grow and develop Saint John's
workforce.
Manages the Life an Your Terms web site, which
receives regular visitors from 50 countries
including the US. The top ten includes the US,
UK, Germany, South Korea, China, the
33
ise Saint John Sub-Services
Workforce
Economic Development Strategies
Jr 0��
Increasing sense of optimism in the community.
Tr nsitioninQhnm gnowingtheconnmundyto
managing growth in the community.
Improving reputation of the conimunity makes
Saint John an easier product to sell.
Greater engagement of youth and newcomers
with the support of community organizations
Greater diversity in the economy with Iess
reliance on large industry.
lnfrastructure challenges affect economic
activity access to air and rail, transportation
corridors for the energy sector.
Development of the new Municipal Plan will
provide opportunities for economic
development.
Development of a Destination Marketing
Organization will positively support tourism as
an important sector of the economy.
Sees hundreds of entrepreneurs and helps to
collectively secure in excess of half a million
dollars in new business start up loans.
Ensures the Saint John Community has access
to various business start-up and improvement
workshops and seminars
Hosts approximately 400 potential immigrant
investors annually
Reaches out to over a thousand high school
students every year through the Emerging
Entrepreneurs Program.
lncorporated in 1994 as the Greater Saint John
Economic Development Agency, Inc., it
assumed the name of Enterprise Saint John in
1998.
IMM
migk
mOUL
Strategic Focus Areas /3 to 5 Years)
Develop the 2011-2013 Strategic Plan for Enterprise Sant
John.
Continue to take the Iead role in coordinating a fully
developed Community Workforce Expansion strategy in
coordination with federal and provincial partners.
Inspire and support people, deas and investment
through the delivery of entrepreneurship, small and
medium sized (SK8E) and investment attraction core
service functions.
Performance Measures
I Service Objectives
Measure
Why Measure?
To attract and ret inaskUledlabour
To support the expansion of local
companies, with a particular focus on
those wfth highest potential to benefit
through emerging energy hub
opportunities, innovation and the
community's CT cluster (as supported
by propelICT).
Operating Budget for Service
Service Revenue
Other Funding Sources*
Total Revenue
Salaries Benefit
Goods Services
rants: Other Service Providers
Grarlts: ED Events
Totat Expenditures
General Funding Required
Full Time Equivalent Staff {FTE)
Participation Rate: Percentage of the
total number of people of labour-
force age (15 years and over) that is in
the abour force (either working or
looking for work).
Expansion of Local Ccmpanies: Total
percentage growth in the number of
new Iocal business establishments.
485,625
0
485,625
o
881,773
1,445,601
36,500
4oa3,mw
1,878,249
Economic Development Service 34
Assume the Iead project role in the execution of Phase 2
of the Benefits Blueprint initiative.
Champion the strategic importance of regional
cooperation, brand positioning and the True Growth
philosophy among stakeholders.
Work with Community partriers to support collaboration
between those with shared goals.
Develop and promote Enterprise Saint John's corporate
brand inspiring and supporting people ideas and
irivestment as well as the Saint John Community brand.
The participation rate is important in
deterniining the number of individuals
who are willing to work, are working,
or are actively looking for work.
The expansion of loca business in the
community is an indicator of how
attractive Saint John is as a pLace to do
business and the health ofthe Iocal
economy.
zom
Adopted
2011
projecteu
Change 2012 %Change
From 2010 Projected
From 2012
SAINT rout N
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Prise bat ,t ervices
OcOnOrnic Develontrient Strategie$
irtvestiiient Attraction
111
Operating Budget Breakdown of Operational Costs by Sub-Service and Grants
2011 Change
Sub-Services and Grants
2012 Change
2010
Expenditure Revenue Projected From 2010 Projected From 2011
City Market
Grants to Other Service Providers:
Enterprise Saint John
SJ Trade Convention Centre
Harbour Station
Cherry Brook Zoo
Grants to 80 Events:
Pavilion Cup
International Police Conference
2010 Canadian Masters Curling
Acadian Games
881,773 485,625
432,750
565,818
387,033
60,000
5,000
10,000
1,500
20,000
11 •II
H11111111111111311111111
Economic Development Service 35
S AINT jOHN
Solid
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ice
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Note that the service plan only details the solid waste collection part of the service.
The Solid Waste and Compost Collection Sub-Service provides effective and efficient collection and
disposal of refuse and compost waste to resLderitial households. Working with the public, the goal is to
achieve optimal waste diversion and to reduce environmental degradation. Collection is carried out in
accordance to the Solid Waste By-law and the guidelines set out by the Fundy Region Solid Waste
Commission.
Waste diver ionlevesneedtobeoptmized.
Lncreasing costs of collection and disposal
Ever reducing the Iife span of the Iandfill.
Changing service expectations, including
consideration of more frequent collection and
curbside recycling, neighbourhood clean-ups,
and priority neighbourhoods.
Growing customer base.
The community's Iarge geographic area affects
efficiency of service delivery.
Level offunding sets service Ievels; constrains
ability to meet public expectations.
21,900 residential household units
9,478 tonnes of refuse (2008)
2,774 tonnes of compost (2008)
26 City administered routes
19 contracted routes
Plari and mplement options for improving the
effective and efficient delivery of service
(includirig mechariized cart systems and
technological advancements).
Work collaboratively with the Fundy Region
Solid Waste Comniission to increase public
participation in waste diversion programs and
individual responsibility for the environment.
37
By-Iaw violations, including itlegal dumping,
weight, types of refuse, and proper storage
and placement.
LandfilI operations limit fiexibility in service
planning.
Costs resulting from injuries associated with
labour intensive work, an aging workforce, and
the need for modern equipment.
Ability to attract staff.
Environmental awareness affects the need for
more waste diversion.
Chariging focus of solid waste management to
a regionalized approach and/or a system of
user-pay.
Quick Facts
22 neighbourhood clean-ups (2008
1,150 white goods diverted
3,662 bulky items collected (2008)
15 illegal dumping reports (ZOO8)
Implement proposed changes to the Solid
Waste By-Law and irivest additiona resources
to effectively enforce the By-law,
Demonstrate the effectiveness and efficiency
of solid waste and compost collection
operations by measuring and reporting
performance results.
SAINT 101-IN
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Performance Measures
Measure
Service Objective
why measure?
To ensure the timely collection of
residential refuse and compost
materials.
To erisure the efficient collection of
residential refuse and compost
materials.
Operating Budget for Service
2010 2011 %Change
Adopted Projected From 2010
2012 mcha,ge
Projected From 2012
Service Revenue
Other Funding Sources*
Total Revenue
Salaries uBenefits
Goods Services
Total Expenditures
General Funding Required
Full Time Equivalent Staff (FTE)
Solid Waste Management Service
Collection Effectiveness: Percentage
of the time that residential household
refuse and compost 15 collected on
schedule as defined by service level
standards and in compliance with the
SoIid Waste By-Law.
Efficiency: Total operating costs for
collecting residential refuse and
compost per tonne collected.
5,000
1,103,445
3,130,300
4,233,745
4,228,745
14
38
This measure is an indication as to
how well the service 15 collecting
residential refuse and compost.
Residential customers can expect by-
weekly collection (or weekly
depending on the neighbourhood)
withiri an eight (8) hour shift.
Provides an indication ofthe costs
associated with the collection of
residential refuse and compost.
0L
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U
r
Lan scape ervice
1.1111.1. lift,
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Service Description
The Parks City Landscape Service is a public service that provides citizens and visitors to the
cornmunity access to parks and open greenspaces for their recreational and leisure needs. Service
delivery is achieved through the development, operation and maintenance of all community parks,
squares, trails, tourist sites, and City right of ways; the preservation and protection of our natural
areas; and urban forestry operations and initiatives.
Level of funding affects the ability to maint in
expanding and existing greenspaces or
associated infrastructure (e.g., Harbour
Passage and related park areas).
Maintenance costs are affected by vandalism,
work that does not meet quality standards,
and the level of consultation with City staff
and the public in greenspace design.
Furiding for urban forestry operations needs to
reflect tree planting requirements
(replacement and new).
8.5 hectares of community parks (as per Open
Space Strategy Report)
25 km of trails maintairied
907 hectares of other greenspace maintained
(neighbourhood parks and regiorial Parks)
Parks and
54 hectares of grass mowed
6 tourist sites maintained
100 annual tree plantings (average
20 trees removed (annually)
70,000 annuals planted each year
Increased public demand for community parks
arid trails and maintenance standards.
Restrictions ori pesticide use provide
challenges togneenspacemaintenance.
Climate change, weather patterns, and air
quality affects the health oftrees and plants.
Large geographic area including considerable
parkland area.
Higher standards for the workforce have been
a challenge in hiring qualified people
An aging workforce has an impact on labour
intensive maintenance activities.
plc
Ito =ears
Mt r AM'
Develop service level staridards for greenspace
maintenance and urban forestry operations
and work with stakeholders to ensure
avaiFability of resources to meet established
standards.
Develop agreemerits with other community
stakeholders that outline service
responsibilities for shared greenspace and
related infrastructure (e.g., School District 8 for
playgrounds).
39
Maintain a highly trained and qualified
workforce with appropriate training and
certification of employees in support of
effective and efficient delivery of service.
Work with consultants and contractors to
ensure established construction and
maintenance standards are met ori work
completed on behalf of the City.
Construct strategically placed storage facilities
throughout the City to support more efficient
maintenance operations.
SAINT JOHN
r NI; A
Parks Cify Landscape Service
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rd
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Performance Measures
Service Objective PelforrrVnce Target
4 Measure
To ensure adequate parks and open
spaces are maintained and available
for the community to support their
recreation, leisure and environmental
needs.
To ensure the efficient maintenance Total operating cost for parks and
of parks and open spaces.
Operating Budget for Service
2010 2011
Adopted Projected
Change
From 2010
2012 Change
Projected From 2012
Service Revenue
Other Funding Sources
Total Revenue
Salaries Benefits 1,480,121
Goods Services 892,763
Other* 40,000
Total Expenditures 2,412,884
General Funding Required
Full Time Equivalent Staff (FTE)
Horticultural Association
Space Parks Open Space Maint
Rockwood Park
Grants Others Service Providers:
Horticultural Association
Hectares of parks/open space per
1,000 residents municipally owned
based on park classification.
open space maintenance per hectare.
2,300
0
2,300
2,410,584
2,194,493
178,391
40,000
21
Operating Budget Breakdown of Operational Costs by Sub-Service and Grants
2,300
Parks City Landscape Service 40
1
Sub-Services
I WI/WV
s and Open Space Maintenance
Urban Forestry
This measure indicates how well the
City is at dedicating and maintaining
parkland and open spaces based on
population.
Provides an indication of the costs
associated with park and open space
maintenance.
2010
Sub-Services and Grants Expenditure Revenue
2011
Projected
Change 2012 %Change
From 2010 Projected From 2011
r,
SAINT JOHN
0 Maintenance
and Ice Control
The Roadway Maintenaace
1111 L w
Service Description
The Roadway Maintenance Service is a public service that provides roadway users with safe, functional
roads and maintains accessibility ofthese roads through all seasons. The service utilizes various
tecl and processes to maintain the integrity of the road surface and extend roadway service Iife,
including preventive maintenance activities (asphalt patching, crack-sealing) and maintenance
resurfacing of deteriorated roadway sections; mitigate the effects of snow and ice during the winter
months; maintain roadway structures (retaining walls, guiderails) and medians; surface reinstate
roadway excavations; and clean streets of sand and debris.
Service Drivers
Roadway users have a reasonable expecta ion
of a safe user-friendly network of streets.
Public expectations with respect to the quality
and timeliness of maintenance.
Well maintained roadway infrastructure is
important to neighbourhood quality-of-Iife.
Street surface cuts for utility maintenance or
new services reduce pavement service Iife.
Utilities Iocated in the Street right-of-way must
contribute to maintenance ofthe street.
Inspection and supervisory resources are
required to verify maintenance standards.
Changing weather patterns impac roadway
infrastructure and maintenarice operations.
On-street parking seriously hinders efficiency
and effectiveness of maintenance operations.
Adequate supplies of materials are essential
for maintenance of asphalt pavements and
winter snow control operations.
Effective Iife-cycle pavement management and
pavement preservation activities maximize the
service Iife of roadways.
Funding levels need to reflect the Inventory of
roadway assets and associated public
expectations concerriing that infrastructure.
1 lane kilometres of roadways
1,248 lane kilometres cf asphalt streets (9J%)
58 lane kilometres of chipseal streets (4%)
m58 lane kilometres of gravel roads (4%)
Average of 10 winter storm events annually
50 retaining walis
21 kilometre of guiderail
Strategic ocus•Areas (3 to Yearsr
f.15 r1
Conduct regular cycle of pavement condition
surveys and update yNicooPAVERdata base.
Organize maintenance/rehabilitation activities
for asphalt pavements around 'critical PCI'.
Develop a comprehensive maintenance
management system for roadway network,
including manholes and other structures.
Develop and iniplement an asset management
program to ensure the effective life-cycle
management of the roadway network.
Provide snow and ice control in accordance
with the standards set out in the Winter
Manaqement P/ari for Streets and Sidewalks.
41
Work with stakeholder on an effective
management plan for on-street-parking to
support effective and efficient operations.
Enhance service to the public by prompt
response to service requests, improved public
eciucation and ongoing communication.
Maintain a highly trairied and qualified
workforce by supportirlg the appropriate
trainirig and certification of employees.
Develop a reinstatement policy identifying
permitting requirements, maintenance
standards, and enforcement needs.
WINWWWWWIN.T,
v)..1.
iMair
Roadway Maintenance ervice
Performance Measures
Service Objectives
Measure
Why Niligir;e?
To provide for the safe, efficient
movement of people, goods and
services.
To maintain safe passage and usability
of public roads during and after
adverse winter weather conditions.
Operating Budget for Service
2010
Adopted
2011
Projected
Change
From 2010
2012
Projected
Change
From 2012
Service Revenue*
Other Funding Sources
Total Revenue
Salaries Benefits
Goods Services
Total Expenditures
275,000
0
275,000
5,402,466
6,298,112
11,700,578
General Funding Required 11,425,578
Full Time Equivalent Staff (FTE) 82
Conditional grants from government Provincial Highway Maintenance
Operating Budget Breakdown of Operational Costs by Sub-Service
Sub-Services
2010
Expenditure
2011
Revenue Projected
%Change Change
From 2010 Projected From 2011
Street Cleaning
Snow and Ice Control
Surface Maintenance
1,836,291
4,223,600
5,640,687
Pavement Condition Index: average
pavement condition for the network
of streets at PCI 70 (fair) or better.
Winter Storm Management:
Percentage of road kilometres
serviced to service level objective
storm severity index.
Roadway Maintenance Service 42
Sub-Services
Roadway Surface Maintenance
Roadway Snow and Ice Control
et
The pavement condition index
provides an overall assessment of the
condition of the City's asphalt street
surfaces.
Service levels standards are designed
to maintain safe, functional streets
during the winter and outline service
expectations for plowing and the
removal of snow and ice during and
following a storm event.
„,h
=�1�°��
Mu� �K^��
Sidewalk ~�~w
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Community OUtcorties
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'PetilettriaOkte' the'
nd
Service Description
The Sidewalk Maintenance Service is a public service that involves the provision of safe, functional
sidewalks, walkways and acces ramps. The service consist of maintenance of concrete, asphalt and
brick infrastructure; installation and maintenance of access rarnps; maintenarice of grass medians and
other greenspaces; mitigation of the effects of snow and ice during winter months; and effective
Iifecycle management of sidewaik assets.
Se Nice.Drivers
Locating sidewalks to best permit continuity of
system and accommodate pedestrian demand.
w
Overcoming safety and mobility challenges as
a result of adverse wiriter weather conditions
Pedestrians, including those with disabilities,
have a reasonable expectation of ari
accessible, safe and user-friendly system of
sidewalks.
Well maintained sidewaik fnfrastructure is
important to neighbourhood qua|ity'oAife
Full and regular maintenance of grass medians
and other greenspaces beautifies streetscapes
and helps protect infrastructure.
Effective life cycle maintenance activities
maximize service Iife of sidewalks.
Use resources effectively through systemic
ideritificatjon and prioritization of maintenance
needs.
Effective construction, maintenance and
material (concrete) standards have a positive
impact on overall |ifecyc|o sidewalk costs.
Public expectations with respect to the quality
and timeliness of maintenance.
Funding Ievels need to reflect the inventory of
sidewalk assets and associated public
expectations coricerriing that infrastructure.
Quitic Facts
395 km of sidewalks
239 km of sidewalks maintained in winter
StrategietilagfAreas (3 to 5 Years)
Continuously enhance Safe Sidewalk Progr m.
Compile a detailed inventory of sidewaik
assets and carry out a regular cycle of
condition inspections; update sidewalk data
base.
Develop a comprehensive maintenance
management system for sidewalks.
w
Develop and implement an asset management
program to ensure the effective life-cycle
management of the sidewaik system.
Provide snow and ice control iri accordance
with the standards set out iri the Winter
Management PIan for Streets and Sidewalks.
Ensure access ramps are installed at all
crosswalk/sidewalk junction points.
lmplemerit full landscaping mairitenance to
grass medians and other greenspaces.
43
Reduce trip hazards to Ievels that can be
corrected during a maintenance routine.
Coordinate planning, construction and
maintenance processes with other municipal
services, contractors, developers, and utilities.
Enhance service to the public by prompt
response to service requests, improved public
education and ongoirig communication.
Maintain a highly trained and qualified
workforce by supporting the appropriate
training and certification of employees.
Erisure appropriate resources are allocated to
effectively enforce municipal by-laws that
support the delivery of service.
SAINT JOHN
Performance Measures
Operating Budget for Service
Full Time Equivalent Staff (FTE)
Sidewalk Maintenance
Sidewalk Snow and Ice Control
Service Objective
c/x�n Measure
To maintain safe passage and the
usability of sidewalks during and after
adverse winter weather conditions.
To ensure the efficient and effective
maintenance of sidewalks and
2011 walkways for pedestrian traffic.
2010
Adopted
Projected From 2010
2012
Projected
%Change
From 2012
Service Revenue
Other Funding Sources
Total Revenue
Salaries uoenents
Goods Services
Total Expenditures
General Funding Required
o
n
o
911,896
838,894
1,750,790
1,750,790
12
Operating Budget Breakdown of Operational Costs by Sub-Service
Sub-Services
2010 2011
Expenditure Revenue Projected
%Change
From 2010 Projected
%Change
From 2011
831,047
919,743
Winter Storm Management:
Percentage of sidewalk kilometres
serviced to service leve objective
storm severity index.
Efficiency Measure: Total operating
costs for effective sidewaik
maintenance per kilometre of
sidewalk.
Sidewalk Maintenance Service 44
Service levels standards are designed
to maintairt safe, functional sidewalks
during the winter and outline service
expectations for piowing and
removing sriow and ice duririg and
following a storm event.
Provides an indicatiori of the costs
associated with properly maintaining
municipal sidewalks and walkways.
g
war* Ice Control
Ma
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Service Description
karzawrommuireemmearanesmosmeelliimilillyi
The Pedestrian Traffic Management Service is a public service provided to public roadway and
watkway users to maintain safe, efficient, oranized and synchroriized usa of the transportation
network and maxmize the benefit of the system for alt users. This service promotes use of best
practices and standards of the Transportation Association of Canada and consists of year round
maintenance of traffic control devices traffic signals, pedestrian signals and marked/signed crossings,
stop signs, and other warning, directional, regulatory (e.g., parking), and informational (e.g., street
name) signage. The service is also responsible for painting lines and directional arrows on municipal
streets for vehicular traffic control.
Technological advancemerits iri traffic control
measures have proven effective at improving
the safe flow of traffic.
Environmental concerns have had an impact
on the types of materials being used to control
traffic (e.g., LED Iights, water based paint).
Service level standards are defined by overall
roadway user safety, regulations of the Motor
Vehicle Ac and the Traffic By-Law, and
industry guidelines such as the Transportation
Association of Canada (TAC).
Commitment to ensuring the transportation
system is accessibte and safe for all roadway
users, inctuding cyclists and pedestrans with
various physical disabilities.
Quick
64 signalized intersections
9 signalized crosswalks
23 flashing light devices
1,037 kms of white yellow lines
Strategic Focus Ariii13 to S
lmplement policy for traffic safety and flow
improvements to compliment legislation,
industry standards, Traffic Engineering
judgment and comr unity priorities.
Implernent traffic. control technology to
improve the safety and efficiency ofthe
transportation network, including vehicle
detection, intersection coordination and
signalized pedestrian crossings.
Replace substandard slgnage to levels that can
be corrected during a maintenarice routine.
45
Ability to attain service leve standards are
achieved through adoption of new
technologies, defining required resource levels
via effective operations pianning, resource
availability, prioritization of life-cycle
management decisions, and demancl on the
traffic sys em that fluctuates with type and
amount of land development
Effectively optimizing the limited right-of-way
width to balance the various transportation
modes, buffers between modes, snow storage,
drainage facilities, underground utilities, on-
street parking, and enhanced streetscape
features ensures efficient movement and
safety of all traffic.
1,395 directional arrows
1,268 lane crosswalks
690 lane stop lines
Work in coordination with other service
providers to support the enforcement of the
Traffic By-Laws and the Motor Vehicle Act..
Provide training opportunities to team
members to ensure they have the skills to
effectively and efficiently deliver service.
Implement a coordinated cross-service
management system.
Work with neighbourhoods to enhance traffic
calming in those areas of the city.
°wNONSM/1
l� �-��8���«2��]���� &lraffic 1�!���� Service
Performance Measures
To support the efficient movement of
motor vehicles and pedestrians
through the transportation network.
To support the safe movement of
motor vehkles and pedestrians
through the transportatiori network.
To improve the safety ofthe
transportation network with the
installation of traffic calming
measures to reduce speed.
Operat Bucget for Service
Service Revenue
Other Funding Sources*
Total Revenue
Salaries Benefits
Goods Services
Total Expenditures
General Funding Required
Full Time Equivalent Staff (FTE)
Citizen Satisfaction: Percentage of
residents satisfied with the City's
management of traffic flow.
(Data is collected through the Citizen Survey)
Accident Rate Number of traffic
related accidents involvirig motor
vehicles and/or pedestrians.
(Measurement will depend on datafrom the
Traffic Division of the Police Force)
Traffic Calming: Percent change in
speed or traffic volume where traffic
calmirig measures are installed.
25,0000
0
25,000
932,750
635,168
1,567,918
1,542,918
11
Pedestrian Traffic Management Service 46
Service Objective
tWhy Measure? �'-7
Provides an indicatiori of how wefl the
City 15 delivering service to address
mobility needs ensuring that
residents can arrive at their
destination in the quickest way
possible.
Decreasing or very Iow accident rates
indicate how well the City is delivering
service to ensure that the
transportation network is safe for
residents.
Traffic calming measures are installed
to reduce speed or volume. The
change in speed aftertraffic calming
solutions have been installed 15 an
indication of how effective the service
is at improving the safety of the
transportation network.
2010
Adopted
%Change
"je`em"``.~^°^
am��
Projected From 2012
J
SAINT 101 N
Ser
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The,Storrniivciter
Managoif lent' ve
of Standing water frorn
roadWaifs
a+ards
stagnant water,
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Co�
Service Description
maim
The Stormwater Management Service is a public service that provides neighbourhoods, roadway users
and adjacent property owners with functional public drainage systems; the minor (piped) component
designed to convey runoff from a1in5-ymor level storm and the major (ovedand) system m
year return period storm. The service utilizes various techniques and processes to maintain the
integrity of drainage courses, ditches, culverts, storm sewers, combined sewers (through SJ Water),
manholes and catch-basins. The service involves a comprehensive system of inspection, preventive
maintenance and repair of drainage systems, and reporting on infrastructure condition.
Service Drivers
Continuous enhancement of the City of Saint
John Stormwater Management Strategy.
Changing weather patterns have increased the
potential for and severity of flooding events.
Property owners have a reasonable
expectation that they will not experience
storm water back-up or flooding of their
homes and businesses.
Well maintained storm drainage infrastructure
is important to neighbourhood quality-of-Iife.
Combined sewers (both sarlitary and storm
water fiows) present a major challenge.
Inspection and supervisory resources are
required to verify maintenance standards.
Quick Facts
700 kilometres of surface dr inage courses
200 kilometres of storm water mains
150 kilometres of combined sewers
|mplementBomnwater Management Strateg
and Storm Drainage Design Criteria Manual.
Impement a regular schedule of inspection
and maintenance for stormwater systems.
Conduct regular cycle of drainage systern
irispections arid prioritize maintenance
activities accordingly.
Develop a comprehensive maintenance
management system for stormwater
infrastructure by stormwater drainage basin.
Develop and implement an asset management
program to ensure the effective life-cycle
management of stormwater infrastructure.
47
Greater awarenes of environment l issues has
resulted in greater regulation around
stormwater retention and management.
The increasing severity of storm events and
rainfall may exceed the capacity of open
(surface) and closed (piped) drainage systems.
Effective life-cycle management ofstorm
drainage infrastructure and planned
maintenance maximize service Iife of assets.
Funding Ievels need to reflect the inventory of
storm drainage assets and pubic expectations
concerning that infrastructure.
Average of 3 major ram events annually
6,500 cat h'basino
Enhance service to the public by prompt
response to service requests, improved public
education and ongoing communication.
Produce storm drainage brochure to outline
service Ievels, clarify responstbilities, and
provide tips to minimizing flooding.
Maintain a highly trained and qualified
workforce by supporting the appropriate
training and certification of employees.
ldentify service leveL standards and work with
stakeholders to ensure avaiabiIfty of resources
to meet established standards.
SAINT 101-IN
MII1111111111111111B
Mb
r WrIff r /0
-Stompwater Management Service
per Ir
-1111014110
Mr. s
0 ..1111111.1.
Performance Measures
To ensure the efficient management
of storm water in minor (piped) and
major (overland) storm drainage
systems.
Operating Budget for Service
Service Revenue
Other Funding Sources
Total Revenue
Salaries Benefits
Goods Services
Total Expenditures
General Funding Required
Full Time Equivalent Staff (FTE)
0
0
0
1,133,210
2,188,222
3,321,432
3,321,432
16
lair
Service Objective
Measure
Why Measure?
Efficiency: Operating costs for
stormwater management per
kilometre of drainage system (major
and minor systems) effectively
maintained.
Stormwater Management Service 48
Provides an indication of the costs
associated with providing effective
stormwater management.
2010
Adopted
2011 Change 2012
Projected From 2010 Projected
Change
From 2012
1
Improves,the"
environmer tai heailtti of
the c omi m u ity by
redwing the' mou ti of
traffic movin IVithin
nd and from the'`
Supports the eco
vltah of then
mrnunpty by providing
ecve and;fflcient
ovprnent
of'people;
vithin and' to;'and from
t e pi
ont hute to a Iii hle
cor th1unity b provid ng
affords ie wulbllc
aJ)$portatq n ftlr
people to access
employment
oppo unitic»s and en
soi'u� ativitaes that;'
enhance quality
Service Description
The Transit Service is a public service that provides the community with safe, accessible and
environmentally friendly public transportation by way of bus. Service consists of scheduled routes,
some of which are guaranteed to be accessible, parallel service for the physically disabled, bus charters
and site seeing tours. Focused on the environment, the Transit Service offers a number of
environmentally friendly park and ride transportation programs within the community and the region.
Servicetrrivers
Parking pricing is driving people to consider
public transit as a transportation alternative.
Availability of parking in the downtown core is
not always considered to be convenient by
commuters.
Future planning for higher density
development within the community will
require public transit, particularly in the
downtown core.
Service Statistics
2.7 million passengers annually
3.2 million passenger capacity
29 Routes
61 buses in the fleet
10.43 years average age of fleet
Construction of park and rides in 2009 Spruce
Lake, Golden Grove, Latimore Lake, Loch
Lomond
5 hand -buses transporting 2,000 passengers
per month; 4 buses during peak and 2 buses
during off peak
Contribute to the development of an
integrated Transportation Master Plan that
defines the role of public transit within the
transportation system.
Develop and implement service models that
meet the objectives identified in the
Transportation Master Plan.
Investigate the feasibility of convergence areas
parks and rides to increase frequency and
ridership.
49
Increasing vehicle trips to and from and within
the City.
Increasing demand for public transit to the
hospital and the university, driven partially by
parking issues at these locations.
Access to capital funding has improved for
transit related projects; however, operational
funding remains a challenge.
Service to 90% of inhabitants of Saint John
Service within 3 blocks of urban core
Service 6 AM to midnight on mains
Service 6 AM to 10 PM on feeder lines
Morning and evening service on 'in city' park
and rides
Service to surrounding communities on a full
cost recovery basis.
Comex Service Hampton, Rothesay,
Quispamsis, and Grad Bay Westfield.
StratcgrEFocus reas
to °5'Years
Develop an uptown transit mall to support the
efficient movement of people.
Consider transit requirements in community
planning policies in support of long term
growth and land -use planning.
Enhance the quality of service delivery by
improving customer responsiveness and
providing information using GIS technology.
Investigate opportunities to utilize the capacity
of the transit facility.
SAINT JOHN
Performance Measures
Service Objectives
Measure
Why Measure?
To deliver an affordable public transit
system that supports the efficient
movement of people within the
community.
Operating Budget for Service
Passenger: Subsidy per passenger.
Affordability: Subsidy per capita.
This measure indicates if the
investment of public funds into the
transit servke is in line with other
comparable municipalities.
This measure indicates show
affordable the service is given the
service models.
2010
Adopted
2011
Change
From 2010
2012
Projected
%mange
Projected A.i4r.
From 2012
Service Revenue
Other Funding Sources
Total Revenue
Transit Service
Salaries mBenefits
Goods &s*rvic=
Other'
Total Expenditures
General Funding Required
Full Time Equivalen stan(FrE)
Transit Debt
6,065,900
3,299,150
1,559,439
10,924,489
6,010,489
Operating Budget Breakdown of Operational Costs by Sub-Service
Transportation 6,276,100
Maintenance 2,445,300
Administration 643,650
Transit Debt 1,559/39
4,914,000
50
Sub-Services
2010
Expenditure +wev=xue
2011
Change
Projected From 2010
2012
Projected
mcwnge
From 2011
t
Lir
51
Service Description
dialrao
allulmWr
The Parking Service is a public service that provides all citizens access to both on-street (meters,
permits, special events) and off-street (hourly and monthly parking locations) places to park within the
uptown area ofthe City. The service is managed through the Saint John Parking Commission and is
responsible for conducting research to maintain current data that supports the efficient operation of
both on-street and off-street parking facilities in meeting public needs; establishing a permanent
coordinating system of parking facilities; planning, designing, locating, acquiring, holding, constructing,
improving, maintaining and operating, owing, leasing, either in the capacity of lessor or lessee, land,
buildings and facilities to be devoted to the parking of vehicles of any kind.
Service Drivers
Bullding parking garages is expensive and
requires the need to explore alternatives for
providing parking spaces (such as pubic-private
partnerships) and/or reduce the rieed for
parkirig by investigating other forms of
transportation to and from the uptown core.
Demand for parking is high in the uptown area.
Develop a Strategic Parking PIan that will be
continually reviewe to incorporate current
and future parking needs and requirements for
the City of Saint John based on dialog with
businesses, retaflers and citizens.
Contribute to the development of an
integrated Transportation Master PJan that
defines the role of parking within the
transportation system.
Continueto upgrade on and offstreet parking
requiremerits through an on-goirig monitoring
program.
700 metered and pay and display on-street
parking spaces in the uptowri area (serviced or
pay and display)
Approximately 2,200 spaces in thirty-eight
surfaced parking lots uptown
Approximately 1,650 spaces in three (3)
centrally located garages
NNW uni
Greater awareness of environrnent issues has
changed the way we promote more transit use
through park and ride and ridesharing as well
as biking and walking.
Parking enforcement mu5t be applied on a
clear corisistent basis to ensure citizens are
aware of the various city policies.
SffitilireTFociitlAreas (3 to 5 Years)
Investigate implementing recommendations
provided in the Green Parking Garage study
that address ways of reducing greenhouse
gases and making future parking garages more
appealing.
Continue to review various residential parking
policies in the South Central Peninsula arid
other residential areas of the city to look at
ways to get cars off the Street as required and
improve our citizen's IifestyIe.
Work with the Provincial Departmerit ofiustice
and Service New Bruriswick to look for riew
ways to improve the method for payment for
parking tickets arid fines.
Average of 35,000 parking ticket issued on an
annual basis
w Average of 1,100 residential parking permits
issued annually (800 permanent, 300
temporary)
Performance Measures
Service Objective
Measure
Why
To ensure there s adequate supply of
parking for residents, business owners
and people visiting, recreating and
doing business in Saint John.
To provide parking with a method of
reasonable cos sharing among the
City, business interests and users.
Operating Budget for Service
2010
Adopted
2011
C
Projected From 2010
2012 Change
Projected From 2012
Service Revenue
Other Funding Sources
Total Revenue
Salaries mBenefits
Goods Service
Total Expenditures
Full Time Equivalent Staff (FTEi
Citizen Satlsfactlon: Percentage ge of
residents that are satisfied with the
availability of parking in Saint John.
(Data collected cia pcirt of the CItjen Survey)
Cost Sharing: Percentage oftotal
operating costs for the parking system
covered by revenue generated
1,773,500
0
1,773,500
64,572
463,245
527,817
General Funding Required (1,245,683)
Parking Service 52
Citizen satisfaction with parking
availability is an indicator of how well
the City, through the Parking
Commission, is addressing the parking
needs of the community.
PubIic parking will continue to be a
cost to the City in order to support
economic development. Equitable
cost sharing with business and users
with the City is an indicator of a
sustainable pubic service.
al INN
201 Servic67Based Budget Stitriti"
I
Wiwi= 1 11111: t
009
1
Total Expenditures
Less Non-Tax Revenue
Unconditional Grant
Net Budget
Tax Denominator
Tax Rate
City of Saint John
2010 Budget Summary
Community Enrichment Program
Public Safety Program
1641 Development and Growth Program
Environment Program
Transportation Program
Legislative and Corporate Administration Program
Other Expenditures and Revenue
Pension
2010 Service-Based Budget Summary 53
$126,939,949
9,133,592
117,806,357
19,499,823
2010 Budget Summary by Program
$134,203,729 5.72%
10,082,189 1039%
124,121,540 5.36%
19,499,823 0.00%
98,306,534 104,621,717 6.42%
$5,507,368,788 $5,861,160,628 6.42%
1.7850 1.7850 0.00%
7,467,226 806,400 6,660,826
51,631,813 2,386,175 49,245,638
7,952,027 1,733,826 6,218,201
6,651,149 7,300 6,643,849
24,879,024 2,073,500 22,805,524
17,832,126 2,094,500 15,737,626
13,067,364 980,488 12,086,876
4,723,000 0 4,723,000
082;189
SAINT JOHN
11011111111811110111
2010 Service-Based Blidget Summary
d 4
ttt
Programs and Services
Public Safety
Emergency Management Service
Public Safety Communications Service
Fire and Rescue Services
Fire Rescue and Suppression Service
Technical Rescue Service
Hazardous Material Emergency Response Service
Fire Prevention Service
Fire Investigation Service
Medical First Responder Service
Police Services
By-Law Enforcement Service
Inspection and Enforcement Service
Other: Street Lighting
Community Planning Service
Development Advisory and Approval Service
Tourism Destination Marketing Service
Economic Development Service
Urban Redevelopment Service
industrial Park Development Service
Solid Waste Management Service
Parks City Landscape Service
Other: Environment Committee
1E11111111111111111111111
11111111111111111 1
Roadway Maintenance Service
Sidewalk Maintenance Service
Pedestrian and Traffic Management Service
Stormwater Management Service
Transit Service
Parking Service
2010 Service Budget Summary
ogra
City of Saint John
2010 Service-Based Budget
Neighbourhood Support and Social Development Service
Sports and Recreation Facilities Service
Arts Culture Service
Heritage Conservation Service
Affordable Housing Service
Envir 'Elit! Program
illiiiih
1111111111111111111111111111111
1111111111111111111111111111111
54
irnm
2010 2010
Expenditures Revenues
2,768,707 33,500
3,476,538 772,900
972,028 0
224,953 0
25,000
22,333,554
80,359
148,145
830,140
90,568
85,473
22,672,700
819,647
1,020,226
1,000,000
1,209,771
782,441
1,000,706
2,363,874
2,272,360
322,875
6 651 149
7
4,233,745
2,412,884
4,520
11,700,578
1,750,790
1,567,918
3,321,432
6,010,489
527,817
40,000
0
150,000
4,000
0
0
150,000
94,000
1,511,250
0
0
37,500
75,500
485,625
1,135,201
0
275,000
0
25,000
0
0
1,773,500
2010
Net
80 A00
26
2,735,207
2,703,638
972,028
224,953
25,000
eililll
320,000 0 320,000
2,231,000 436,925 1,794,075
22,293,554
320,000
(1,855)
826,140
90,568
85,473
22,522,700
725,647
(491,024)
1,000,000
Development and Growth Pro,:
7,952,027 1,733,826 6,218,201
1,209,771
744,941
925,206
1,878,249
1,137,159
322,875
5,000 4,228,745
2,300 2,410,584
0 4,520
11,425,578
1,750,790
1,542,918
3,321,432
6,010,489
(1,245,683)
SAN I" )(MIN
irr 1.1 1.11.11.11 11
11 "Ip
gpiI „ififfiffiffitz;;;;;;;;;;;;;;;;;;;;2=5111111111111111111111111101t,,,,,,,,*
Programs and Services
Legislative Service
Legal Service
Corporate Management Service
Financial Management Service
Risk Management Service
Customer and Employee Communication Service
Human Resource Management Service
Purchasing and Material Management Service
Information Management Service
Asset Management Service
Other: Administrative Cost Recoveries
ii,u,i).1.1.1.1.1.1.11.10,1)111.1,1,1),1),1,11,111.1,1,oultoltoot000toonoiiii01000000000000000000000Il
4i Q86
Debt Payments
Short Term Interest
Miscellaneous
Surplus 2nd Previous Year
Pension
4,723,000
0 4,723,000
Funding Charge 2004, 2005 and 2006
Current Year Special Payment
Additional Employee Contributions
2010 Service Budget Summary
City of Saint John
2010 Service-Based Budget
55
2010 2010 2010
Expenditures Revenues Net
1,617,411
791,307
1,254,789
2,883,736
737,000
527,989
1,456,474
1,237,788
2,250,523
5,075,109
0
13,067,364
0
0
0
1,765,250
3,257,750
(300,000)
0
0
0
0
0
0
0
0
25,000
210,000
1,859,500
0
200,000
398,000
382,488
1,617,411
791,307
1,254,789
2,883,736
737,000
527,989
1,456,474
1,237,788
2,225,523
4,865,109
(1,859,500)
13,067,364
(200,000)
(398,000)
(382,488)
0 1,765,250
0 3,257,750
0 (300,000)
SAINT JOHN
2010 Servici-Based Bildget Summary
1 1
1/
Corr 1tffij.
E iv men ro
Services
2010 Service-Based Budget Summary
City of Saint John
2010 Service-Based Budget (Program, Service and Sub-Service Details)
Neighbourhood Support and Social Development Service
Community Centres
Lifeguard Program
Summer Program
Minor Hockey Subsidy
Special Populations (e.g., Seniors
Community Development
ProKids
Grants: Other
Loch Lomond Community Centre
Mindcare
Recreation Community Groups
Mispec Park
Seniors Resource Centre
South End Days
Boys and Girls Club
Women's Wellness
Library
UNBSJ Capital Campaign
Senior Citizens Centre
Human Development Council
PRUDE
Ability Advisory Committee
Seafarers Mission
Neighbourhood Development
Key Industries
St. Joseph's Hospital Foundation
56
2010 2010 2010
Expenditures Revenue Net
864,240 11,500 852,740
80,000 80,000
120,000 120,000
192,361 192,361
80,000 4,000 76,000
291,552 291,552
78,321 18,000 60,321
45,000
5,000
36,000
25,000
3,000
1,000
1,000
2,500
433,233
200,000
31,000
48,000
22,000
3,000
1,500
150,000
30,000
25,000 1,062,233 1,062,233
Neighbourhood Improvement and Social Development Service 2,768,707 33,500 2,735,207
Sports and Recreation Facilities Service
Arena Maintenance 1,311,355 648,900 662,455
Sport Fields Other 1,554,406 84,000 1,470,406
Sport Admin 237,642 40,000 197,642
Other Facilities
Lord Beaverbrook 145,000
Aquatic Centre 228,135 373,135 373,135
Sports and Recreation Facilities Service 3,476,538 772,900 2,703,638
SAINT JOHN
2010 Service-Based Budget Summary
tiil
Community .risichment P m
Services
Arts Culture Service
Cultural Affairs Office
Grants: Arts Culture Organizations
Imperial Theatre
Saint John Arts Centre
Arts Culture Board
Symphony
NB Arts Board
Opera NB
Cultural Capitals
Imperial Theatre Campaign
Saint John Theatre Arts
Grants: Arts Culture Events Other
Jazz and Blues Festival
Festival de la Bale Francais
Other
Fundy By Festival
New Years Canada Day Celebrations
Remembrance Day Ceremony
225 Events
International Francophone Day Festivities
NB Historical Society
St. John River Society
Arts Culture Service
Heritage Conservation Service
Heritage Conservation Service
Affordable Housing Service
Affordable Housing Service
City of Saint John
2C" 0 Service-Based Budget rogram, Service and Sub-Service Details)
Progrgnn
2010 Service-Based Budget Summary 57
2010 2010 2010
Expenditures Revenue Net
110,000 110,000
313,869
104,159
80,000
5,000
40,000
3,000
150,000
25,000
10,000 731,028 731,028
20,000
5,000
45,000
7,500
15,000
2,000
15,000
2,500
14,000
5,000 131,000
972,028
224,953
25,000
131,000
0 972,028
0 224,953
25,000
6f082
SAINT JOHN
2010 Service -Based Budget Summary
City of Saint John
2010 Service -Based Budget (Program, Service and Sub- Service Details)
Public Safety Program
Services
Emergency Management Service
Emergency Management Service
Public Safety Communications Service
Public Safety Communications Service
Fire and Rescue Services
Fire Rescue and Suppression Service
Fire Rescue and Suppression
Operations and Training 20,033,554
Water Supply and Hydrants 2,300,000 22,333,554 40,000 22,293,554
Technical Rescue Service 80,359 80,359
Hazardous Materials Emergency Response Service 148,145 150,000 (1,855)
Fire Prevention Service 830,140 4,000 826,140
Fire Investigation Service 90,568 90,568
Medical First Responder Service 85,473 85,473
Fire Services 23,568,240 194,000 23,374,240
Police Services
Police Services 22,672,700 150,000 22,522,700
By -Law Enforcement Service
By- Law Enforcement 656,647 94,000 562,647
Animal and Pest Control 163,000 163,000
By -Law Enforcement Service
Inspection and Enforcement Service
Inspection and Enforcement Service
Other Items
Street Lighting
2010 Service -Based Budget Summary 58
2010 2010
Expenditures Revenue
320,000
2010
Net
0 320,000
2,231,000 436,925 1,794,075
819,647 94,000 725,647
1,020,226 1,511,250 (491,024)
1,000,000 1,000,000
S \INT IOHN
MIME
Services
Community Planning Service
Community Planning
Municipal Plan
Urban Redevelopment Service
Industrial par Development Service
Grants: Ot er Service Providers
Saint John IndustraI Parks Ltd
Development
City of Saint John
2010 Service-Based Budget (Program, Service and Sub-Service Details)
2010 Service-Based Budget Summary 59
2010
Expenditures
453,271
756,500
1,209,771
2010 2010
Revenue Net
453,271
756,500
Community Nanning Service
Dev&opment Advisory and Approval Service
Development Advisory and Approval Service 782,441 37,500 744,941
Tourism Destination Marketing Service
Tourism Destination Marketing Service 1,000,706 75,500 925,206
0 1,209,771
Economic Developmen Service
City Market 881773 485,625 396148
Grants: Other Service Providers
Enterprise Saint John 432
Saint John Trade Convention Centre 565
Harbour Station 387,033
Cherry Brook Zoo 60,000 1,445,601 1
Grants: Economic Development Events
Pavilion Cup 5,000
International Police Conference 10.800
2010 Canadian Masters Curling 1,500
Acadian Games 20,000 36,500 36.500
Economic Developmen Service 2,363,874 485625 1,878,249
Urban Redevelopment Service
Grants: Other Service Providers
Waterfront Development 105,000
Saint John Developrnent Corporation 175,000
Market Sq Common 1 2 1,135 1,137,159
2,272,360 1,135,20 1,137,15
322,875 322,875
Industrial Par Development Service 322,875 0 322,875
SAINT 101.1N
2010 Service -Based Budget Summary
Services
Solid Waste Management Sery ice
Solid Waste Collection
Solid Waste Management Service
Parks City Landscape Service
Parks and Open Space Maintenance
Rockwood Park
Grants: Other Service Providers
Saint John Horticultural Association
Parks City Landscape Service
Other Items
Environment Committee
City of Saint John
2010 Service -Based Budget (Program, Service and Sub Service Details)
6,651,14
2010 Service Based Budget Summary 60
2010 2010 2010
Expenditures Revenue Net
4,233,745 5,000 4,228,745
4,233,745 5,000 4,228,745
2,194,493 2,194,493
178,391 2,300 176,091
40,000 40,000 40,000
2,412,884 2,300 2,410,584
4,520
4,520
SAINT 1(1kkIN
1
2010 Service-Based Budget Summary
TranspOrtation Prograrti
Services
Roadway Maintenance Service
Street Cleaning
Snow and Ice Control
Surface Maintenance
Roadway Maintenance Service
Sidewalk Maintenance Service
Sidewalk Maintenance
Sidewalk Snow and Ice
City of Saint John
2010 Service-Based Budget (Program, Service and Sub-Service Details)
Sidewalk Maintenance Service 1,750,790 0 1,750,790
Pedestrian and Traffic Management Service
Pedestrian and Traffic Management Service 1,567,918 25,000 1,542,918
Stormwater Management Service
Stormwater Management Service
Transit Service
Transit Operations
Transit Debt
Transit Service
Parking Service
Parking Service
TransPortation Program
2010 Service-Based Budget Summary 61
2010 2010 2010
Expenditures Revenue Net
1,836,291
4,223,600
5,640,687
11,700,578 275,000 11,425,578
831,047
919,743
3,321,432
4,451,050
1,559,439
6,010,489 6,010,489
527,817 1,773,500 (1,245,683)
4 879 024
0 3,321,432
073 SO 22,80S
1
SAT NT JOHN
Legislative and Corporate Administration rogra
Services
Legislative Service
Mayor's Office
Common Council
Common Clerk
Grants: Legislative Events
Twin City Meetings
Legislative Service
Legal Service
Legal Service
Corporate Management Service
City Manager's Office
Corporate Planning
Corporate Management Service
City of Saint John
2010 Service -Based Budget (Program, Service and Sub Service Details)
2010 Service -Based Budget Summary 62
5,500
zu10
Expenditures
220,200
565,000
826,711
5,500 5,500
1,617,411
791,307
1C'jp
Revenue
2010
Net
220,200
565,000
826,711
0 1,617,411
0 791,307
717,824 717,824
536,965 536,965
1,254,789 0 1,254,789
Financial Management Service
Finance 1,711,504 1,711,504
Property Assessment 1,172,232 1,172,232
Financial Management Service 2,883,736 0 2,883,736
Risk Management Service
Risk Management Service 737,000 0 737,000
Customer and Employee Communication Service
Customer and Employee Communication Service 527,989 0 527,989
Human Resource Management Service
Human Resource Management Service 1,456,474 0 1,456,474
Purchasing and Materials Management Service
Purchasing and Materials Management Service 1,237,788 0 1,237,788
t
SAINT IOHN
110110
I I I
1,1,0 P
000 111 1 0 ,11,111110 11100110100110,10101010000000003 0 0
00010,
1,1),.. 110111111111111111
000000000.0.00111,i0JJ00.0,0000.00011111111101111101111.111.1111111111.111.1113
111111111111111 1
111111111111111111111111111111 1
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Services
information Management Service
Information Technology
Geographic Information Systems (GIS)
Information Management Service
Asset Management Service
Municipal Engineering
Engineering
Infrastructure Development
Corporate Properties and Facility Management
Facility Management
Carpentry Shop
Real Estate
City Hall Building
Fleet Management
Asset Management Service
Other Items
Administrative Cost Recoveries
2010 Service-Based Budget Summary
City of Saint John
2010 Service-Based Budget (Program, Service and Sub-Service Details)
63
599,260
235,277
1,038,057
453,297
405,983
1,573,460
2010
Expenditures
834,537
2010
Revenue
2010
Net
1,958,191 1,958,191
292,332 25,000 267,332
2,250,523 25,000 2,225,523
500 834,037
3,470,797 204,500 3,266,297
769,775 5,000 764,775
5,075,109 210,000 4,865,109
0 1,859,500 (1,859,500)
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0,01110 1,110
SAINT JOHN
New Brunswick
Community College
Training Sales Agreement
Campus Saint John N N47
Agreement entered into this 8 day of February, 2010.
College communautaire
du Nouveau-Brunswick
BETWEEN Her Majesty the Queen in Right of the Province of New Brunswick represented by the
Minister responsible for post-secondary education and training (hereinafter called the
Minister"), of the first part;
1,
AND City of Saint John
P.O. Box 1971, Saint John, NB E2L 4L1 Attn: Stephanie Walsh, Human Resources
(Name, address and telephone number of the "Purchaser"), hereinafter called the "Purchaser", of the
second part.
WHEREAS the Minister is responsible for the provision of post-secondary, non-university education in
New Brunswick;
AND WHEREAS the Minister is empowered, under the authority of the Adult Education and Training Act,
to establish and operate post-secondary training institutions;
AND WHEREAS the Minister has established two (2) New Brunswick Community College College
communautaire du Nouveau-Brunswick training institutions (hereinafter called "NBCC OR "CCNB");
AND WHEREAS the Minister has further established campuses under the operation of each of NBCC
and CCNB, one of these campuses being party to this agreement;
AND WHEREAS the parties have agreed that the training courses hereinafter referred to shall be
conducted under the direction of the training institution relevant to this agreement;
NOW THIS AGREEMENT WITNESSETH:
The aforementioned Campus of shall provide training as follows:
Program Title: (if applicable):
Course(s) Title
Course(s) code
Language of instruction'
Number of trainees:
Instructor's name:
Training dates:
Schedule (days):
Hours:
Public Works Fundamentals 2010
English
15
Revised: 2007 05 02 Page 1 of 3
Michael Grant
January 4 December 17 2010
Wednesdays and (Tuesdays beginning May 11
From: 8:30 To: 4:00
Specific course objectives or general program objective; As per schedule "A" hereto attached
2. Costs:
Development cost:
Training cost:
Total cost:
Total cos of trair'ting shaU be paid for in one payment or accordance with the following scheduie of
payments, within 30 days of receipt of an invoice from the Minister. [themvise, it can be paid for based
on an agreement between the Purchaser and the Campus. All payments are to be made in the name of
the Minister of Finance.
Payment #1
Date due:
Amount:
Payment 2
Date due:
Amount:
Payment 3
Date due:
Amount:
April 1
$15.877.41
July 1 2O1D
$15.877.41
October 1 2O1O
$15.877.41
Payment 4
Date due:
Amount: $15,877.41
December l 2010
3, The training may be canceled, by notice in writing or fax, by either party without cost, at any time prior
to 2:00 P.M. on class start date.
4. When a trainee, in the opinion of the Minister in consultation with the purchaser, is not progressing
satisfactorily, or is otherwise determined to be undeeinsb]e, the trainee shall be withdrawn from the
course.
5. The Minister shall provide administrative and instructional staff, haoi|itiom, materials and tests needed
to conduct the course, exc pt for:
6. The purchaser agrees, in consideration of being awarded this contract, to indemnify and save
harmless the Minister and the Province of New Brunswick including all officers and employees of the
Province, from and against any claims for damage or injury that may be caused or sustained by a
trainee during the period of tnsinimg, and the purchaser shall provide all trainees with workers
compensation coverage.
7, All equipment purchased by the Minister for the purpose of this agreement shall remain the property
of the Ministe
8. Both parties may amend this agreement upon mutual consent in writing.
$63,509.63
$63,509.63
Revised: 2007 05 02 Page 2 or 3
IN WITNESS WHEREOF the parties hereto have caused this Agreement to be executed on the day and
year first above written.
SIGNED, SEALED AND DELIVERED IN THE PRESENCE OF:
Minister's Representative Signature
(Print in block letters) Minister's Representative
Minister's Witness Signature
(Print in block letters) Minister's Witness
Purchaser's Representative Signature
(Print in block letters) Purchaser's Representative
Purchaser's Witness Signature
(Print in block letters) Purchaser's Witness
Revised: 2007 03 23 Pacie 2 of 3
1
Specific Course Objectives Program Objectives
Prepared by Campus de/d' Saint John Campus
Training Sales Agreement CSP N N47
Date 8 February 2010
William B. Stroud
Name of the Department Head (Print or type)
SCHEDULE A
Revised: 2007 03 23 Pan 3 of 3
i 14 A
1
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The city or Saint J'ohoa
March 1, 2010
Common Council of the City of Saint John
His Worship Mayor Court, Deputy Mayor Chase and Councillors,
Subject: Committee of the Whole Closed Session
The Committee of the Whole, having met on March 1, 2010, made the following
recommendation:
"Planning Advisory Committee: to appoint Donald Gillis for a three year term ending December
31, 2012"
SAINT JOHN
Respectfully Submitted,
Jonathan Taylor,
Assistant Common Clerk
P.O. Box 1971 Saint John, NB Canada E2L 4L1 I saintjohn.ca I C.P. 1971 Saint John, N.-B. Canada E2L 4L1