2011-01-10_Agenda Packet--Dossier de l'ordre du jourCity of Saint John
Common Council Meeting
Monday, January 10, 2011
Regular Meeting
1. Call to Order — Prayer
5:00 p.m. Council Chamber
2. Approval of Minutes
3. Adoption of Agenda
3.1 City Manager: Emergency Purchase of Used Fire Apparatus
3.2 Leisure Services Proposed 2011 Budget
3.3 2011 General Fund Operating Budget Discussions
REPORT TO COMMON COUNCIL
s�
COMMITTEE OF THE WHOLE
City of Saint John
5 January 2011
His Worship Ivan Court
and Members of Common Council
Your Worship and Councillors:
SUBJECT: Emergency Purchase of Used Fire Apparatus
BACKGROUND:
Council, at a regularly scheduled open session meeting in November 2010,
adopted a resolution authorizing the Purchasing Agent to seek out and negotiate
the purchase of a used fire apparatus and the subsequent expenditure of
unbudgeted funds, up to $500,000.00 to cover the cost of same.
It was reported at the time that the 100 foot reserve aerial truck, employed by the
Saint John Fire Department, was no longer considered safe for the job it is
required to do. Concern for public safety and the City's ability to respond with
the necessary tools to battle a fire would be compromised until such time as a
replacement apparatus could be acquired.
ANALYSIS:
Staffs of Materials and Fleet Management and Saint John Fire Department have
worked diligently in their attempts to locate a suitable vehicle that meets the needs
of the Fire Department, within the funding parameters approved. While several
trucks came close in specifications or cost only 1 has been found to meet both
requirements.
The Anderson Township, Cincinnati, Ohio has a 1997 Rosenbauer chassis c/w
with an HME Aluminum tilt cab and 109 foot R.K. Aerial Ladder. In addition it
has a 500 gal water tank and pump, and a 5000 watt Honda generator. This truck
was a front line responder until 2005 (8years) and has been in reserve for the past
5 years.
Page Two
The Anderson Township has accepted a conditional offer from the City of Saint
John to purchase this apparatus at a cost of $150,000.00. The conditions of the
sale are; 1) that it passes inspection by a staff officer from the Saint John Fire
Department and the City's top fire apparatus mechanic and 2) Common Council
gives approval for the purchase from the Anderson Township.
Given the urgency of this need, the staff persons referred to above will be on site
to inspect this apparatus on Monday January l0a' and will, pending the successful
outcome of their inspection, standby with intentions of returning with the truck
subsequent to Council's approval for the expenditure of the required funds.
FINANCIAL IMPLICATIONS:
As indicated in the report previously approved by Common Council, this is an
unplanned, emergency situation and as such funds to cover the cost were not
identified, nor included, in the 2010 Budgets.
Should Council accept the staff recommendation to purchase this apparatus the
necessary cost will include the purchase price of $150,000.00 in U.S. Funds, self
accessed sales tax of 13% - less applicable rebates, the cost to cover the
conversion of the speedometer and other gauges to meet Canadian Standards, as
per legislation and the cost to convert as necessary, pump and hose attachments to
meet City of Saint John standards for compatibility. Estimated total cost will be
approximately $175,000.00 Canadian.
RECOMMENDATION:
It is recommended that Council authorize the Purchasing Agent to complete the
negotiations with the Anderson Township for the purchase of their 1997
Rosenbauer, 109 foot aerial on an as is, where is bases for the purchase price of
$150,000.00 in U.S. funds and further that Council authorize the expenditure of
the funds necessary to purchase this apparatus and to put it into service with the
Saint John Fire Department.
Respectfully submitted,
(j g,—
David J. Logan
Pu c ing
ick Woods
Cr Manager
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�. --e Leisure Services
SAINT JOHN Services des lolsirs
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Administration
Sport & Recreation
Facilities Service &
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Commissioner
Parks & City
Landscape Service
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Recreation Programming
& Neighbourhood
Improvement
Capital Program Support Service
Service Areas
0 Recreation Programming &Neighbourhood
Improvement Support Service
Sport &Recreation Facilities Service
Parks &City Landscape Service
Recreation Programming &
Neighbourhood Improvement
Support Service
Sub - services
• Neighbourhood Support
• Community Centre Programming
• Recreation Programming
• Facility Bookings and Scheduling
• Positive Recreation Opportunities for Kids
(P.R.O. Kids)
Service Drivers
• Council priorities
• Partnership opportunities
• P.R.O. Kids
• Demographics of community
• Diversity of needs of neighbourhoods
• Youth participation
• Level of funding
Staffing
Two managers
—Six full time coordinators
—One administrative assistant
— 26 sessional staff (community centres)
— 30 summer playground leaders
— Budget $863,023 (salaries &benefits)
Focus Areas &New Initiatives
• Proposed recreation master plan (capital)
• Maintain summer playground program
• Increase opportunities for adults and seniors
• Work with community partners to continue to
support special events each year (19 events in
2010)
• Community centres
• Neighbourhood development
• Volunteer recognition event
• Fees &charges review /ice allocation policy
Proposed Budget for 2011
• Recreation &Neighbourhood Improvement $2,.039,,619
(includes)
— Minor Hockey Subsidy $177,000
— Aquatic Clubs $15,361
— Boys and Girls Club $117,500
— Recreation Community Groups $36,000
— HOPE Centre $45,000
— Mispec Park $32,000
— YMCA Operations of FGCC /MCC $78,000
— Lifeguard Service (4 beaches) $118,000
— Pro Kids $100,500
— Neighbourhood Development $150,000 (not included)
POSITIVE RECREATION OPPORTUNITIES
FOR KICKS
P.R.O. Kids
• Growing since 2001
• 921 kids placed in 2010
• Anticipate over 1,000 kids in 2011
• Break even program
• Admin costs shared among 4 municipalities
(regional program)
• Potentially 8,000 children qualify
• Expanded budget for 2011
Proposed Budget for 2011
• 2011 Budget $100,500
• Increase by $22,183
• Budget includes:
— 1 contracted management position
— 1 co -op student
— marketing, printing, etc.
• Funds raised in 2010 - $180.1000
• All raised money goes directly to placing
youth in a wide range of programs
Sport &Recreation
Facilities Service
Sub - services
• Arena Maintenance
• Sports Field Maintenance
• Recreational Facility Maintenance
• Special Event Support
• Capital Program Management
Service Drivers
• Ability to access capital funding
• Council's priorities
• Environmental issues affect maintenance
requirements
• Changing demographics
• Service expectations are based on availability
of facilities during prime time
• Levels of funding
• Change in facility inventory impact on
resource levels
Facilities
— 72 playgrounds inspected weekly and maintenance
carried out as needed
— 16 tennis courts are maintained at 6 locations
— 30 baseball /softball fields maintained at 25 locations
— 7 multi -use fields (football, soccer, field hockey)
— 4 City owned arenas & 1 outdoor artificial ice surface
(Rainbow Park)
— Station 1 Skatepark
— 2 splash pads
— 6 public beaches
Staffing
—One manager
—One foreman
—19 parks staff
—18 casual staff
— Budget $1,810,284 (salaries &benefits)
Focus Areas &New Initiatives
• Proposed recreation master plan (capital)
• Develop operational plans to enhance
scheduling and maintenance of sport and
recreation facilities
• Proposed fee for advertising space in arenas in
2011
• Comprehensive turf management program
• Develop and update joint use agreements with
School District 8
• Contact information posted at all facilities
• Front line staff are more identifiable by the
public
Proposed Budget for 2011
• Sport, recreation &facilities service
$2,904,195
Parks& City Landscape Service
Sub - services
• Parks &Open Space Maintenance
• Urban Forestry
• Rockwood Park
Service Drivers
• Council's priorities
• Costs affected by vandalism
• Funding for urban forestry needs to reflect tree planting
requirements
• Increased public demand for community parks, trails
and maintenance standards
• Restrictions of pesticide use
• Climate change, weather patterns, air quality affects
plants used
• Large geographic area
• Challenge in hiring qualified staff
• Aging work force impacts labour intensive work
• Level of funding
Parks &Green Space
— 15 regional parks
— 13 community/ neighbourhood parks
— 25 km. of maintained trails (3.5 km. Harbour Passage)
— 907 ha. of green space
— 54 ha. grass mowed
— 6 tourist sites
— Over 14,000 street trees
— 70,000 annuals planted
— Marigolds on Main Street
— Rockwood Park (1,100 ha.)
Staffing
— Two managers
— One foreman
— 11 parks staff
— 30 casual staff
— Budget $1,518,852 (salaries &benefits)
Focus Areas &New Initiatives
• Proposed recreation master plan (capital)
• Greater focus on core service responsibilities
• Align operational needs with requests for funding
• Develop maintenance standards for green spaces
• Recruit and retain staff that reflect service needs
• Develop partnership agreements for shared green space
• Provide greater input on green space design and
development
• Identify locations for storage facilities across the city
• Support neighbourhood / community development initiatives
• Enhance IPM program
• Plant 300 trees (capital dependent)
• Investigate adopting a tree bylaw
Rockwood Park
• Over $10 million capital investment
• Park interpretation /education
• Environmental sustainability
• Outdoor recreation, special event
management
• Update Rockwood Park 1986 Master Plan
• Dedicate professional resources with full time
park manager
Rockwood Park
uu - Lily
Proposed Budget for 2011
• Parks &city landscape service $2,506,812
— Includes Rockwood Park budget $498,465
0
Proposed Budget Summary
Recreation & Neighbourhood Support $2,039,691
Sport & Recreation Facilities $2.,904,195
City Parks & Landscape $2,506,812
Total $7,450,698
2011— 3% increase:
— Same service level as 2010
Capital Budget
2011
Proposed Capital Budget
• 1. Master Plan for Recreation - $100,000.
• 2. Market Place West - $2,000,000.
• 3. Rockwood Park - $800,000.
• 4. Shamrock Park Trails - $225,000.
• 5. Flemming Court Playground - $90,000
• 6. Street Trees - $55,000.
• 7. Rainbow Park - $60.1000.
• Total: $3,330,000
Recreation Master Plan
• IFP Inventory completed in 2010 — Background
study for Plan SJ & RIVIP
• Rationalize &right -size inventory
• Identify gaps in programs &services
• Community engagement
• Alignment with Plan SJ
• Create a community supported policy
document
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Market Place West
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Rockwood Park
• Enhancement to Lily Lake duck pond
• Relocation of campground entrance
• Design work for phase 3
Shamrock Park Trails
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Flemming Court Playground
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Street Trees
• 346 trees planted in 2010 throughout the city
• 300 proposed in 2011
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Rainbow Park
Thank You
-•t Leisure Services
SAINT JOHN S
ervices des loislIrs
REPORT TO COMMON COUNCIL
7 January 2011
His Worship Ivan Court
and Members of Common Council
Your Worship and Councillors:
SUBJECT: 2011 Operating Budget
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r ,
The attached documents will be used as the basis for a discussion with Common
Council on the direction of the 2011 Budget. The attachments include a decision
matrix, a revenue summary, an expenditure summary and a proposed budget
framework. Some additional documentation will be provided at the Monday
meeting.
At the time of writing this report a shortfall of approximately $1.0M remains to be
identified in order to maintain a stable tax rate. The budget is still a work in
progress and the detailed numbers are yet to be finalized.
Staff propose to review;
• the current status of the budget process (revenues and expenditures)
• the nature of our expenditures (fixed vs flexible) and the key restraints
• the options available to Council (decision matrix) and attendant risks
• a proposed budget framework with planned service objectives
Once the budget is finalized the detailed numbers will be presented in the service
based format.
Respectfully submitted,
.rl
J trick Woods, CGA
C1W MANAGER
Shortfall with Pension Deficit $8.2M annually -Shortfall with legislative /regulatory relief $2.25M
Tax Rate Increase —1 cent generates +/- $600,000 in new revenue
IMPACT
COMMENT
CM Perspective
Raise Taxes
Requires 13.6 cent
Rate becomes $1.92/100.
Not recommended.
increase to residential tax
Excessive. Negative
rate.
impact on housing and
Need legislative relief
commercial development.
to avoid major
Extreme citizen and
increase.
business community
dissatisfaction.
Cut Services
Requires major and
Taxpayers will continue to
Not recommended.
permanent service
pay current rate and
reductions in core
receive substantially
Citizens would not be
services fire, police,
reduced services. Fixed
receiving full value for
works and /or recreation.
costs limit flexibility.
tax dollars.
Relief @ $1.785
Requires approx $2.25M
Calculated risk. Assumes
Option with some risk.
in budget adjustments.
the City will be successful
Targeted service
in obtaining needed
City will have to adjust
reductions and general
pension plan changes.
services if cuts to be
tightening across the
sustainable.
board.
Cumulative impact.
Relief+ 3.75 cents
Leaves core service levels
Calculated risk. Assumes
Option with some risk.
intact. Funding for
the City will be successful
pension shortfall and
in obtaining needed
Better positions City if
increased costs comes
pension plan changes.
Province does not act
from increased taxes.
Taxpayers will be
on changes as
opposed.
requested.
Relief+ 1.00 cents
Maintains core service
Calculated Risk. Still
Option with some risk.
levels and offsets grant
requires approx $1.6M in
reduction and
budget reductions and
Recognizes that current
assessment cap with
provincial support for
tax rate cannot be
marginal tax increase.
pension plan changes.
maintained indefinitely
with limited revenues
and increased costs.
Fee for Services
Service levels and tax
Would require new fees
Consider SW for 2012
rate not affected.
and /or major fee
increases for multiple
User fees can exclude
services. Solid waste fee is
most vulnerable from
viable target.
services. Still new cost
to taxpayers.
07/01/2011
Revenue:
Tax Rate
1.785
2011 Projected
2012 Projected
2013 Projected
Tax Base
5,861,160,628
2010 Budget
Budget
Budget
Budget
104,621,717
Revenue:
Tax Rate
1.785
1.785
1.785
1.785
Tax Base
5,861,160,628
6,096,081,660
6,339,924,926
6,593,521,923 Decision of the Province of New Brunswick
Property Tax Revenue:
104,621,717
108,815,058
113,167,660
117,694,366
Non -Tax Revenue:
10,082,189
10,099,571
9,730,554
9,854,304
Unconditional Grant:
$ 19,499,823
$ 19,304,825
$ 19,304,825
$ 19,304,825 Decision of the Province of New Brunswick
Total Revenue:
$ 134,203,729
$ 138,219,454
$ 142,203,039
$ 146,853,495
City of Saint John
1011 Budget Summary
Community Enrichment Program:
Neighborhood Support and Social Development Service
Sport and Recreation Facilities Service:
Arts and Culture Service:
Heritage Conservation Service:
Affordable Housing Service:
Public Safety Program:
Street Lighting:
Emergency Management Service:
Public Safety Communication Service:
Fire and Rescue Service:
Police Service:
By -Law Enforcement Service:
Inspection and Enforcement Service:
Development and Growth Program:
Community Planning Service:
Tourism Destination Marketing Service:
Economic Development Service:
Urban Development Service:
Industrial Park Development Service:
Environment Program:
Environment Committee:
Solid Waste Management Service:
Parks and City Landscape Service:
Transportation Program:
Parking Service (Administration Support):
Roadway Maintenance Service:
Sidewalk Maintenance Service:
Pedestrian and Traffic Management Service:
Stormwater Management Service:
Transit Service:
Legislative and Corporate Administration Program:
Legal Service:
Corporate Management Service:
Financial Management Service:
Purchasing and Materials Management Service:
Risk Management Service:
Human Resource Management Service:
Customer and Employee Communication Service:
Information Management Service:
Asset Management Service:
Fiscal Charges
Pension
Overall Total:
Regulatory Relief
Legislative Relief
07/01/2011
2010 Budget
1011 Projected
Budget
2012 Projected
Budget
2013 Projected
Budget
7,467,228
1 7,767,088
1 7,911,574
1 8,260,545
2,768,708
3,096,873
3,161,659
3,200,113
3,476,539
3,410,481
3,508,167
3,618,703
972,028
822,649
804,279
998,811
224,953
417,085
427,468
432,918
25,000
25,000
25,000
25,000
51,631,815
51,947,189
52,610,677
53,707,132
1,000,000
1,070,000
1,113, 000
1,158, 000
320,000
320,000
329,888
340,073
2,231,000
2,096,900
2,087,016
2,108,031
23,568,242
23,680,651
24,015,733
24,746,604
22,672,700
22,899,426
23,128,422
23,359,707
163,000
153,033
157,624
162,353
1,992,212
1,539,400
1,539,242
1,453,414
1,000,705
925,000
925,000
925,000
2,363,872
2,349,264
2,384,782
2,421,283
2,272,360
2,295,139
2,355,593
2,417,861
312,875
316,000
321,000
326,000
6,651,151
6,665,274
6,810,975
6,995,730
4,520
4,520
4,520
4,520
4,233,746
4,113,943
4,181,900
4,292,624
2,412,886
2,546,811
2,624,555
2,698,586
24,879,021
25,657,035
25,891,536
26,650,905
527,817
530,845
539,783
554,334
11, 700, 575
12, 642, 999
12, 777, 282
13, 093, 756
1,750,792
1,599,000
1,615,642
1,652,934
1,567,917
1,646,000
1,607,735
1,647,485
3,321,432
3,203,000
3,265,780
3,338,861
6,010,489
6,035,191
6,080,314
6,358,534
17, 832,126
18, 236, 652
18, 834, 436
19, 347,793
1,617,411
1,651,445
1,645,430
1,663,383
791,307
808,450
826,203
844,355
1,254,789
1,235,219
1,270,490
1,307,005
2,883,735
2,998,617
3,101,449
3,209,053
1,237,789
1,237,525
1,240,158
1,271,421
737,000
603,300
633,465
665,138
1,456,474
1,460,169
1,505,173
1,551,528
527,989
527,426
532,924
538,249
2,250,523
2,384,188
2,684,437
2,711,692
5,075,109
5,330,313
5,394,707
5,585,969
13,067,364
1 14,281,414
18,554,884
20,315,290
4,713, 000
13, 360, 611
12, 023, 510
12, 379, 327
$ 134,203,729
$ 145,340,066
$ 150,173,219
$ 155,210,278
($3,894,000) ($3,894,000) ($3,894,000)
$ 141,446,066 $ 146,279,219 $ 151,316,278
($2,212,500) ($2,212,500) ($2,212,500)
$ 139,233,566 $ 144,066,719 $ 149,103,778
2011 Operating Budget Framework
Theme — fulfilling commitments, charting a careful course (completing 2010 capital programs and
limiting 2011 capital, complete PlanSJ, stable tax rate, finalizing pension solution -- acknowledge
uncertainty about future tax base and grant, capital cost sharing expires,)
Foundation — stable tax rate (Council priority), maximize service value by responding to community
expectations (roads, drainage, value for money)
Financial — City must live within its means today and have prudent plans for the future
Freeze Budgets of Common Clerk, Council, Mayor, City Manager for 2011/12 at 2010 level or lower
Implement the 1% spending caps on Fire, Police Commission, Transit Commission
Provide $2.25M supplementary funding to pension plan (assumes legislative /regulatory changes)
All agencies including Regional Facilities, FRSWC to be frozen at 2011 funding levels for 2012/13
Capital budget limited to + / -$7.5M new plus carry over projects
Limit new hiring until Organization Reform process is implemented — exceptions - contracts, safety
No major purchases of equipment until fleet review completed — exceptions emergency
No new funding commitments to be made to third party organizations
Committed wage freezes to be incorporated into multi -year planning
Tax Rate - $1.785 per $100
Tax Base - $6,096,081,660
Tax Revenue - $108,815,058
Non Tax Revenue - $10,099,571
Unconditional Grant- $19,304,825
Gross Expenditures - $138,219,454
Focus Areas
Corporate
• Implement Organizational Reform — flatter structure designed to improve effectiveness and
decision making and full alignment with Council priorities
• Secure Changes to Pension Legislation — financial sustainability and affordability of the plan
• Complete Transition to Service Based Budgeting — better decision making, clearer choices
• Customer Service Improvement — finalize process review and implement changes
• Finn Report — prepare to participate /respond to PNB governance changes
• Intergovernmental Affairs— establish position to pursue financial and legislative interests
• Ward Meetings— review format and fix dates for community consultations
• Fleet Review— complete comprehensive value for money review of fleet services
• Purchasing Policy— introduce new purchasing policy to ensure best value achieved
Planning and Development
• Complete PlanSJ process — adopt the Plan of Growth and Change in February 2011 and then
complete the Municipal Plan for final approval by Common Council in early 2012
• Heritage Program Review — Complete a full review of the City's heritage programming to
improve service delivery, maximize the relevance of the program to all residents of Saint John,
and ensure an appropriate return on the City's investment in the program.
• SJ Industrial Parks — further investigation of the development potential of the Lorneville
Industrial Site and a Spruce Lake Barge Facility will be the primary activities. SAID will also build
on its park beautification and environmental stewardship initiatives in both parks; street trees
and landscaping focused.
• Development Incentives — To implement a new suite of development incentive programs in
2011 to complement the City's land use planning, housing, and revenue generation objectives.
• Fairville Blvd Planning Study — To move forward with the completion of the Fairville Boulevard
Planning Study in 2011 to help facilitate the positive transformation of this area into a high
quality community commercial area. Included in the study will be land use, urban design and
transportation recommendations as well as potential public realm improvements to foster
commercial development and growth.
• Geographic Information Systems —To transition the City to new GIS software in 2011 to support
leading edge data analysis and to provide additional public access to the City's spatial data.
Buildings and Inspection
Facility Management
• Facility Condition Assessment — provide measurement tool for life cycle analysis of City owned
buildings and allocating /prioritizing projects for the short and long terms
• PSAB requirements - establish methodology and work towards development of inventory of
building assets and condition to be used for PSAB reporting and for identifying /prioritizing
capital requirements
• North End Community Centre— Building Renewal Program Phase 1: Building Addition
• Carleton Community Centre — Building Renewal Program Phase 1: Second Floor Renovations
• Trade and Convention Centre — secure Provincial and Federal funding for renovation project
• Various facilities — ongoing Building Code and accessibility upgrades
• Develop terms of "Occupancy Agreement" between the City of Saint John and the Police
Commission for the new Police Headquarters
2
City Market
• Issue new contract for management of operations; improved customer service, reporting, and
accountability; traffic counting and improved analysis of marketing, events and programming;
develop historical interpretive program
• Ongoing Building code upgrade and preservation program
Green Thermal Utility
Finalize business case analysis and make decision to proceed or not
Pursue funding from other levels of government, such as the Green Municipal Fund
Energy Management
Energy management projects at various city facilities, resulting in an estimated $260,000 in
annual energy savings
Pursue funding from other levels of government for major projects /initiatives, such as the Green
Municipal Fund for the Police headquarters
By -law Enforcement
• Target 500 Minimum Property Standards By -law Inspections and 30 formal Notices to Comply
• Target 625 Unsightly Premises and Dangerous Buildings By -law Inspections and 8 formal Notices
to Comply and remedial action (demolitions)
• Secure PNB commitment to implement stronger legislation re: Derelict Buildings
Building Inspection
• Target 13,500 inspections to protect people and property
• Undertake review of Mobile Home Parks By -law
• Amendments to the Building By -law to coincide with new Provincial Building Code Act
Municipal Operations
Municipal Operations and Engineering General
Service to the Public - Enhancing service to the public calls for strengthened management of
requests brought forward by citizens. Managers and supervisors (foremen) at all levels will give
first priority attention to their work order management responsibilities. This will also involve
establishment of priority guidelines and benchmarking in 2011 and formal standards for
prioritization of job /work orders by 2012.
Asset Management - Priority focus on asset management will continue in 2011, with support
provided to the City's PSAB initiative. Adequate and sustained investment in infrastructure
renewal maximizes the service life of tangible assets and, hence, optimizes return on taxpayer
investment. Good asset management helps Councils set aside the right amounts for the right
things at the right time.
• Workforce Efficiency and Effectiveness - Part of the process in 2011 involves reducing the
establishment of Municipal Operations (General Fund) by four operational positions; from 124
outside workers to 120. Those four positions would be transferred to fill a need in Leisure
Services and are provided for in that department's budget.
Solid Waste Management
• 2011- Changes in the solid waste collection model will improve overall cost - effectiveness of the
service. The City will also work with the Fundy Region Solid Waste Commission to increase
public participation in waste diversion programs (composting and blue bin recycling) —to reduce
tipping fee costs to taxpayers. A 2 -bag limit program will be piloted in 2011, with possible wider
implementation later in the year.
• The Solid Waste By -Law will be updated, with resources assigned to its administration and
enforcement.
Pedestrian & Traffic Management
• 2011 - A comprehensive condition assessment of traffic system assets will be undertaken in
2011 and policy recommendations developed for traffic calming measures and signage.
Coordination with the department of Transportation on the Harbour Bridge renewal project will
be a priority again in 2011.
Sidewalk Maintenance Service
• 2011 - The organization and motivation of the winter sidewalk team should provide for
enhanced winter service (subject to severity of the season). The maintenance focus for 2011 will
be on completing installation of accessible ramps at all crosswalk - sidewalk junction points,
reducing trip hazards and responsiveness to requests for service from the public.
• A more extensive maintenance program, including assistance from the public, for the expanding
inventory of grass medians and roadway green spaces will be pursued.
Roadway Maintenance Service
• 2011 - asset management programs are being developed for concrete curb and roadway
structures (retaining walls and guiderail systems).
• Enhancing service to the public will involve prompt response to service requests and ongoing
dialogue with citizens.
• 2011 Resurfacing - increased investment in asphalt pavements permitting the resurfacing of
approximately 42 lane- kilometres of streets, along with annual crack sealing, some chip seal
work and micro - surfacing of a selected street.
• Curb Renewal - ($100,000) has been built into the budget for curb and sidewalk renewal
associated with the paving program.
91
Stormwater Management Service
• 2011 - With the video inspection support trailer being equipped over the winter, resources will
be in place to deliver a full storm sewer maintenance program. An asset inventory and condition
assessment of stormwater systems will form the basis for life -cycle management of stormwater
infrastructure.
• Development of a stormwater management by -law is also contemplated for 2011.
Fire Service
• Fire Administration will renegotiate current service agreements and identify "fee for service "
options that are linked to sustaining specialty services /programs
• Fire Administration.will actively participate in collective bargaining with a goal of achieving a
multi -year collective agreement consistent with Council's guidelines
• Operational capacity will be further developed in relation to: natural gas, liquefied natural gas
and liquid petroleum emergencies
• Operational partnerships will be further developed so as to enhance working relationships with
industrial partners and neighboring communities and by extension improve operational capacity
• Technical Rescue — efforts will be undertaken to close the capability gap in high angle rescue and
confined space
• Hazardous Materials — expand the delivery of Hazardous Materials service to the Province of
New Brunswick broaden close several delivery gaps to expand service coverage
• Fire Administration will update its administrative practices so as to comply with Corporate
Records Management Policies and achieve further efficiencies
• Employee development and skill acquisition — training and professional programs will be
delivered through in- service training programs so as to ensure staff maintain and develop skills
consistent with the core services of the Fire Department
• Further develop video conferencing capabilities to enhance in- service training and reduce
operating costs
• Implementation of a complete overhaul of the Fire Prevention inspection application program
Emergency Measures
• Update and complete a community wide HVRA (Hazard Vulnerability and Risk Assessment)
• Complete the revision of the Municipal Emergency Management Plan (EMMP)
• Introduce and implement a Saint John Emergency Management Advisory Committee so as to
broaden community consultation and migrate towards compliance with CSA Z1600 standards.
• Broaden the City's Emergency Social Services (ESS) program so as to ensure the vulnerable and
special needs of the community are properly addressed
• Participate, coordinate and plan emergency exercises aligned to the HVRA (Hazard Vulnerability
and Risk Assessment) of the community
• Undertake the first phase of the installation of evacuation signage and develop a public
education campaign in support of the initiative
Leisure Services
• Rockwood Park— prepare multi -year operational plan to set direction for programs /services etc
• Parks and Playgrounds — rationalize number of installations based on inventory analysis &
lifecycle.
• Leisure Services Master Plan that will provide a blue print for the next decade. In 2010, a
complete inventory of Recreation facilities in SJ was prepared. Now it is important to consult
with the public and align our plans with Plan SJ. There will be efficiencies that could significantly
impact on future budgets by right sizing our recreation inventory.
• Community Centres— negotiate new service agreements to better respond to community
needs; improve buildings and programming, more partnerships, city to take higher facilitation
role; Develop and update joint use agreements with School District 8
• Increase recreation opportunities for adults and seniors
• Work with community partners to continue to support special events each year
• Neighbourhood development program to be enhanced
• Host a Volunteer recognition event
• Develop plans to enhance scheduling and maintenance of sport and recreation facilities
• Comprehensive turf management program
• Develop maintenance standards for green spaces
• Provide greater input on green space design and development
• Plant 300 trees (capital dependent); Investigate development of a tree bylaw
• Fees & charges review/ ice allocation policy
Communications
• Insight - (circulation 39,000) 16 pages, 3 times per year (late March, mid -June, mid November).
In Sight is a bilingual communication tool delivered to residences within the City boundaries. The
publication will also be sent to a stakeholder's list and is available online.
• Engage - (circulation 1,200) 8 pages, 16 times per year (bi- monthly). Engage is a communication
tool for City employees and is also sent to CSJ retirees via mail, posted on Sharepoint and
distributed to employees through internal mail and pay advices.
• Website - establish a governance structure to monitor and improve quality and instruction (use
and content development) throughout departments.
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• Communications Plan - develop a three year internal and external plan. The plan will attempt to
incorporate and streamline operational and strategic functions of the department. Plan will
include media (traditional and social), advertising, corporate formal design standards and
"brand" refinement (signage, collateral, sponsorships and refined logo standards).
• Public Engagement - in addition to producing requested ward meetings, investigate other
opportunities for public engagement.
Finance
Financial Reporting
• With respect to government financial reporting the CICA through the Public Sector Accounting
Board has established the standards that need to be followed. New Brunswick has now
mandated that municipalities in New Brunswick become PSAB compliant effective January 1,
2012. In 2011 a cross departmental team is being assembled to enable the City to implement
this required reporting format.
Corporate Support
• The Finance Department provides support services to other departments, agencies, boards, and
commissions with respect to budget preparation and budget analysis. Support is also provided
with respect such items as collective bargaining, calculation of water rates, contracts, and
pension reform.
Debt Management
• The management of debt can and will have a significant impact on the ability of the City of Saint
John to control expenditures as well as plan for capital expenditures. To this end a Debt
Management Policy and a related multi -year plan will be developed for consideration and
adoption by Common Council.
Pension Administration
• The City of Saint John provides administrative support to the Pension Plan. A review of these
services is required to ensure compliance with the agreement and that the services are
adequate to meet the needs of the plan.
Service Based Budgeting
• Continued support for the implementation of the Service Based budget initiative.
Special Projects Support
• Provision of analytical support for process change initiatives and /or other special projects
7
Economic Development
• Service Level Agreements — institute agreements with Waterfront, Industrial Parks, ESJ, DMO to
ensure value for money invested
• Destination Marketing Organization — complete strategic plan and position city for future
• Waterfront Development — continue aggressive pursuit of development opportunities
Human Resources
• Lead Negotiations with Local 771
• HR Policy— Introduce a new Policy that reflects contemporary trends in HR
• Succession Plan- With anticipated retirements and possible resignations this must be a
corporate priority
• Job Evaluation —A follow up to our commitment to Management in 2010
• Change Management Training- A responsible action that supports Organizational Reform
Common Clerk
Information Management
• Evaluate /Implement Sharepoint Enterprise Content Management Model to organize currently
unmanaged information /records to improve customer service, comply with legislation and
reduce risk of liability
• Corporate ISO Gap Analysis and Corporate Forms Inventory
• Evaluate /Integrate Laserfiche, ESRI and HTE with Sharepoint
• Transfer Committee of the Whole Closed Minutes and Supporting documents (1954 -1995) to
PNB Archives
• Transfer Regular Minutes, paper and electronic, and supporting documents (1975 —1995)
• Update Records Management Policy to reflect Information Management and Cloud Technology
Right to Information Protection of Privacy (RTIPPA)
• Prepare by -law to designate 'head' under the RTIPPA legislation
• Prepare Policies and Procedures Manual
• Prepare Personal Information Bank - Privacy Gap Analysis
• Implement RTIPPA Sharepoint Tracking Module
• Create RTIPPA Web presence to uniformly manage requests from public
Corporate Planning
• Citizen Survey /Advertise — Conducting the third citizen survey (Ipsos Reid)
• Customer Service— service process reviews /public consultation
requirements /workshop /engagement of consult
• Corporate Planning — Planning workshops — service process reviews /accountability reporting
• Performance Reporting — Dashboard requirements — development of an internal (planning for
public) performance system leveraging Share Point
• Service Reviews (VFM) —value for money audits /service reviews
City of Saint John
2011 Operating Budget
Summary of Grants
Saint John Public Library
456,230
Lord Beaverbrook Arena
149,400
UNB
200,000
Imperial Theatre Capital Campaign
25,000
Key Industries
30,000
St. Joseph's Hospital Foundation (ends 2012)
25,000
Enterprise Saint John
413,567
Industrial Parks
316,000
Loch Lomond Community Centre
45,000
Boys & Girls Club
122,400
YMCA
91,000
Lifeguards
118,000
Neighbourhood Development
160,000
Water Front Development
280,000
2,431,597
10/01/2011 Page 2 of 2
City of Saint John
2011 Operating Budget
Summary of Committed Expenditures
Item
Amount
Lease City Hall
1,669,537
Market Square Common Area Costs
2,015,139
Regional Facilities Commission
1,528,439
Parking Administration
530,000
Saint John Transit
Operating Grant
4,495,561
Fiscal charges
1,539,631
6,035,192
Property assessment fee
1,182,640
City Market
908,226
DMO
925,000
Pension Funding (with relief)
7,077,111
Fiscal charges
14,281,114
Street lighting
1,070,000
Liability Insurance
603,300
Grants (see other side of page)
2,431,597
Contracts in Freeze Period
Police
22,889,426
Fire
23,680,651
46,570,077
86,827,372
10/01/2011 Page 1 of 2
City of Saint John
Tax Rates
1990-2010
Year
Tax Rate
1990
1.580
1991
1.580
1992
1.580
1993
1.580
1994
1.580
1995
1.580
1996
1.580
1997
1.580
1998
1.580
1999
1.725
2000
1.725
2001
1.725
2002
1.725
2003
1.725
2004
1.725
2005
1.795
2006
1.795
2007
1.795
2008
1.795
2009
1.785
2010
1.785
10/01/2011