2012-02-27_Supplemental Agenda Packet--Dossier de l'ordre du jour supplémentaireCity of Saint John
Common Council Meeting
Monday, February 27, 2012
Location: Common Council Chamber
Supplemental to Agenda
8.1 City of Saint John Development Support Activities and Service Levels Supplemental Report
12.1 Revised 2012 General Fund Capital Budget and Powerpoint Presentation
13.2 Committee of the Whole: Recommended Appointments to Committees
13.3 Committee of the Whole: Appointment of Commissioners
13.4 Committee of the Whole: Appointment of Fire Chief
13.5 Committee of the Whole: Termination — Employee Number 2381
13.6 Committee of the Whole: Water Committee Advice and Support
13.7 Committee of the Whole: Career Transition Funding for Employee Number 2447
13.8 Committee of the Whole: Existing Litigation
Ville de Saint John
Seance du conseil communal
Le lundi 27 fevrier 2012
Lieu: Salle du conseil communal
Ordre du jour supplementaire
8.1 Activites de soutien au developpement de la Ville de Saint John et rapport supplementaire sur les
niveaux de service
12.1 Presentation Powerpoint sur le budget d'immobilisations du fonds d'administration de 2012
13.2 Comite plenier : Recommandations de nominations pour sieger aux comites
13.3 Comite plenier : Nomination des commissaires
13.4 Comite plenier : Nomination d'un chef du service d'incendie
13.5 Comite plenier : Cessation d'emploi pour 1'employe no 2381
13.6 Comite plenier : Saint John Water — Conseils et soutien
13.7 Comite plenier : Financement de la reorientation professionnelle de 1'employe no 2447
13.8 Comite plenier : Litiges existants
R A
j • r a. �
The City of Saint John
SAINT JOHN
City of Saint John
Development Support Activities & Service Levels
Enterprise Saint John, Saint John Development Corporation,
Destination Marketing Organization, and Saint John Industrial Parks
February 2012
Background
The C" of SWnt jolm
■ In June 2011, Council approved the following recommendations from the City of Saint
John's Task Force on Economic Development:
1. Strengthen existing economic development model: Improve the link between the City and Enterprise Saint John through the
City's proposed economic development role. This proposed role would also coordinate activities for businesses within City
Hall.
2. Develop a Service Level Agreement, including Return on Investment metric and reporting processes, aligned with City of
Saint John priorities
3. Increase alignment between the City and Enterprise Saint John:
A. Clarify Mayor /Council's expectation of Enterprise Saint John Board Appointees on role and interaction
B. Improve alignment through a cooperative strategic planning process
C. Provide input to the Annual Performance Review process of Enterprise Saint John CEO
4. Apply Governance and alignment recommendations to other boards, agencies, and commissions
1. Coordinate recommendations with City's phased approach to reorganization
2. Review and update appointment process for agencies, boards, and commissions
■ This document is in response to Recommendation #2. It is a comprehensive view of
the key agencies performing various economic development activities on the City's
behalf, including:
• Enterprise Saint John
• Saint John Development Corporation
❑ Destination Marketing Organization
❑ Saint John Industrial Parks
2 SAINT JOHN
Reporting Process and Timeline
The City of Saint John
• It is important to note that the Service Levels are new to both
the City and to the Agencies, and it is recommended that an
ongoing review and development process continue
through 2012
• Semi - annual checkpoints should be set up with Council
to discuss the content and metrics held within the Service
Levels
The background and details of the Service Levels should also
be reviewed in a separate session with the incoming
Council as part of their orientation program following the
Spring 2012 election in order to clearly set expectations and
make any amendments reflecting the incoming Council's
priorities
3 SAINT JOHN
Alignment to City Priorities
The City of Saint john
■ The Activities and Service Levels included
in this document are aligned with:
❑Plan SJ's Economic Prosperity Goals
❑Council Goals
!!
SAINT JOHN
PlanSTs Economic Prosperity Goals
The city of Saint John
1. Support the development of a strong, diversified, and resilient economy.
2. Enhance the quality of life and the quality of the urban environment in the City to
support economic prosperity.
3. Support the development of the City's economy by attracting new investment to
the City and expanding the population and workforce.
4. Identify appropriate locations for a wide range of employment uses that support
economic growth while enhancing quality of life in the community.
5. Work cooperatively with the City's economic development partners and all
stakeholders in the community to:
a. Project a positive image of the City as a place to live and as a place to do business.
b. Cultivate an entrepreneurial business spirit to support economic prosperity and
community success.
C. Create and implement economic development strategies that support the PlanSJ
Vision and Directions, strengthen the local economy, and enhance quality of life in the
community.
d. Increase the attractiveness of the City as a destination for visitors as well as for
residents.
5 SAINT JOHN
Council Goals
The City of saint John
To provide a context for its priorities Council has established
the following goals:
❑ We are a City that draws people — they want to live here.
❑ We are in the top five of places to live in Canada.
❑ We have revitalized neighbourhoods that are safe, vibrant and
attractive.
❑ We have clean, safe drinking water.
❑ We have strategic /coordinated planning, development and
maintenance of municipal facilities and infrastructure.
❑ We have City services that are delivered efficiently and
effectively at an equitable tax rate.
❑ Our citizens /ratepayers consistently recognize municipal
services as being effective at a supportable cost.
l_—MM
6 SAINT JOHN
Note on the City of Saint John's
Updated 2012 Budget
The City of Saint John
■ Two of the agencies included in this document,
Enterprise Saint John, and Saint John
Development Corporation, were impacted by the
City of Saint John's 2012 Budget reductions.
■ As such, these agencies were required to amend
their original activities and service level
documentation to reflect the decrease to their
operating budgets, which has resulted in a change
in how they deliver economic development
services to the City and other stakeholders.
Details are included in the following pages.
SAINT JOHN
Enterprise Saint John
Activities and Service Levels for 2012
The City of Saint John
City of Saint John Service Overview
• Enterprise Saint John is the City of Saint John's Economic Development Agency and together with funding from
municipalities of Grand Bay - Westfield, Quispamsis, Rothesay, and St. Martins, the Province of New Brunswick and the
Atlantic Canada Opportunities Agency (ACOA), the Agency is responsible for the development and implementation of
the region's economic development strategic framework.
• Mission Statement: To create an environment for prosperity in the Saint John Community by inspiring and supporting
people, ideas and investment.
• Key service areas include:
❑ Investment attraction — Central to the Agency's role, investment attraction is a complex and often long term activity. It
requires coordination and collaboration with partners in both the public and private sectors to seek out and develop projects
that add value to our community. We work closely with InvestNB as the strategic partner responsible for attracting
investment opportunities to the province. Enterprise Saint John works strategically to identify domestic and international
investment prospects and follow -up on leads that flow directly from our local businesses and entrepreneurs. Using this
methodology, the Agency ensures we have strong value propositions to present to potential investors.
• Entrepreneur development — Enterprise Saint John provides free and confidential business counselling, training and
access to funding to promote new business start ups and business expansions. Programs and services are provided to all
residents including youth, immigrants, creative entrepreneurs and people living in poverty.
• Business support — Enterprise Saint John proactively reaches out to existing businesses in the Saint John region to
explore opportunities for growth, expansion and re- investment as well as helping businesses deal with challenges and
threats.
• Workforce development — For many existing businesses and potential investors, the retention and recruitment of qualified
workers is their biggest challenge. Enterprise Saint John actively works with employers and investment prospects to
strengthen their HR efforts by focusing on job retention training, providing labour market information,
workforce requirement analyses, targeted recruitment campaigns and community representation at� \,��
indu_ y -s ecific job fairs
8 SAINT JOHN
Enterprise Saint John
Activities and Service Levels for 2012
The City of Saint John
Enterprise Saint John's Strategic Direction and 3 -Year Objectives
• Enterprise Saint John is in year two of its three year strategic plan.
• Enterprise Saint John's 2012 Work Plan goals are aligned with Council's priorities as reflected in PlanSJ. Within the
Work Plan, key goals are indicated for each of the Agency's service functions.
• Strategic emphasis is placed on the development of priority growth sectors including: Energy, Advanced Manufacturing,
Health & Life Sciences, Information & Communications Technology (ICT) and Tourism.
• Corporate goals focus on three strategic areas:
1. Implementation of the region's 2011 — 2013 Economic Development Strategic Framework.
2. Achievement of our Core Services mission to inspire and support innovation, creativity and business investment in the Saint
John Community, as measured by improvement in key economic development indicators (i.e. ROI Model and Peer Group
Comparisons).
3. Achievement of our workforce development goals.
9 SAINT JOHN
Enterprise Saint John
aw Key 2011 Activity & Outcome Highlights
The City of Saint john
Key Accomplishments for 2011
• Provided business counselling, business plan assistance and financing advisory services which led to 28 new
entrepreneurial business start ups
• Attracted 3 new investment companies
• Provided business and financial advice which contributed to the expansion of 5 existing businesses
• Led the initiative to have Saint John named one of the world's Smart21 communities
• Coordinated integrated strategy to grow the knowledge cluster at Tucker Park
• Launched an Energy and Advanced Manufacturing Sector workforce development initiative
• Coordinated the investment attraction activities to secure potash mining rights for Millstream
• Coordinated a job fair for the contact centre industry with 28 employers to help find employment for 300 displaced
workers
• Conducted over 800 client counselling sessions
• Hosted 220 immigrant investor clients
• Hosted 48 investment clients
• Recipient of the Saint John Board of Trade's 2011 Chair's Award
• Recipient of the Saint John Multicultural and Newcomers Resource Centre's 2011 Outstanding Partnership Award
10
SAINT JOHN
Enterprise Saint John
Activities and Service Levels for 2012
The city of Saint John
Enterprise Saint John Activity & Outcome Summary (see pages 14 -16 for more detail)
Overall Economic
Coordinate efforts across development agencies
$332,000
ROI of 3 times the City's investment
Development
to align activities in support of PlanSJ
*(Total agency funding
based on a 3 year rolling average (See
_ $1,561,206)
pages 12 & 13)
Investment Attraction
1. Lead generation
$249,225
1. Target is to attract 2 new investment
- Attract new investment or
2. Community orientations & site tours
companies
business expansions in the
3. Prospect counselling
(Total investment =
2. Host 18 strategic investment prospects
region
4. Prospect networking
$686,931)
3. Host 110 potential immigrant investor
5. Develop cluster /sector strategies and lead
1. Increased investment
clients
investment attraction efforts for Health & Life
2. Increased tax revenue
4. Conduct 18 site tours
Sciences, ICT, Energy & Advanced
Job creation - direct,
Manufacturing
indirect & induced
6. Optimize investment opportunities related to
3. Employment
Halifax shipyard contract
opportunities for youth.
4. Strategic immigrant
Entrepreneur
1. Business counselling, training, and
retention & attraction
$24,400
1.515 client meetings with a goal of 18
Development
networking
5. Strengthen the core
new business start ups
- Assist new business start-
2. Administer SEED financing program
6. Supports business
(Total investment =
2. Counsel 15 new immigrant clients to
ups or expansions
p
3. Run Business Immigrant Mentorship Program
growth, development &
$265,405 )
support growth target of 4 new
4. Develop Tourism sector product development
reinvestment
businesses
strategy
7. Existing infrastructure
3. Match 12 immigrant mentees with
will be improved
mentors (70% retention)
Business Support
1. Business building & retention counselling
8. Job retention
$44,930
1. Target is for 4 business expansions
Services - Help employers
2. Business training
9. Improved labour force
2. Business and financial advice to 11
pursue opportunities and /or
3. Business networking
attachment
(Total investment =
local businesses
address challenges
4. Establish True Growth Network
$359,077)
Workforce Development
1. HR counselling
$13,445
1. Assist 70 organizations and 12 labour
- Assist employers with HR
2. Job retention training
groups to develop, retain and recruit a
recruitment, retention and
3. Labour market information
(Total investment =
skilled labour pool
training strategies
4. Sector - specific HR forums
$249.793)
2. Maintain 25 highly engaged workforce
5. Life on Your Terms portal
clients
*The City of Saint John's decreased contribution jeopardizes a further $57,438 leveraged from the other four municipalities
Enterprise Saint John
ROI Model
The City of Saint John
Notes on Metrics
■ The key metric is to deliver 3 times return on the City's investment based on a three year rolling employment
average. The ROI model was approved by Council in 2011 as part of the Economic Development Task Force
recommendation.
Enterprise SainitJohn
Return on City of 5a int John I nvestment - 201U
Illustrative example of quantification methodology
Calculated May 19, 2011
Notes
1 New em pioyment activity impacted directly by ESJ
From Line 11 below
A
1,245
2 Estimated proportion ofemployeeswho live in: Saint John
B
58%
3 Saint John residential propertytax rate
1.785
4 Avvidge VdIUC ur-uwned dweRing]
C
$
155,000
5 Average residential property tax bill
Line 3 x Line 4
S
2,767
6 Adjustment for employment income
Factor supplied by David
Campbell offupia Consultants
69%
7 Estimated residential pTOperty taxes supported per job
Lime 5 x Line 6
1,909
8 Estimated resldentlal property taxes supported by E5J
Line 1 x Llne 2 x Lrne 7
$
1,366,647
manuh[turing
Retail
service
& related
& related
& related
Totals
9 New em playment
207
a38
goo
D
1,245
10 Employment retained
-
-
-
-
11 Total emolovment impacted by IESJ
207
438
600
1,245 _
12 Estimated square fmt per emplovee
500
1,000
200
E
13 Total square faotagc
103,500
438,000
120,000
661,500
14 Estimated proportion within Saint John
95%
95%
95%
F
15 Estimated property tax per square foot
$ 1 -50 $
2.50
S 250
G
16 Total commercial property taxes supported
$ 117,499 S
1,040,250
S 285,000
H
$
1,172,738
17 Total municipal property taxes supported directly through E5J activitie Lime 8 + Line 16
5
2,839,384
TR City of Saint Inhn financial rnntrihntinn to FSi in 2ntn
5
4.97,75n
19 Retum on Municipal Investment (for every dollar invested)
$
6.561
12
SAINT
JOHN
tieEnterprise Saint John
ROI Model Notes
The City of Saint John
Notes
A This analysis quantifies the estimated property tax revenue generated for the City of Saint John on direct employment in 2010 which ES) had an active and
beneficial role in creating or retaining within the City, within the three years ended December 31, 2010.
While the average life span of the jobs created is well in excess of three years, this time frame presents a trackable base_
This calculation does not include contractors or indirect employment in those organizations which service the new employers, or construct their
buildings or leasehold improvements_
This calculation does not assign value to the numerous jobs supported by ES) through workforce initiatives with employers.
S Proportion of population in Census Metropolitan Area which resided in the City of Saint John based upon the 2006 Canadian Census_
C This is an estimate based upon year to date 2011 MLS data, reduced for inflation.
D These are the number of full -time equivalent jobs that were in existance as of December 31, 2010, which ESJ had played an active and beneficial role
in creating or retaining within the three years ended December 31, 2010.
E Manufacturing and service company estimates of average square foot per employee were provided by David Campbell of Jupia Consultants, based upon a
study conducted by a national accounting firm. The estimated average square footage per employee were based upon industry standard provided by
East Point Shopping.
F Estimate based upon review of the specific employers and their operating locations_
G Estimates used by David Campbell of Jupia Consultants in a recent study completed in rural Nova Scotia. Saint John rates may exceed these estimates.
Efforts will be made in future to determine best metrics for the City of Saint John. This schedule is to serve as a draft for discussion purposes only.
H Line 13 x Line 14 x Line 15
13 SAINT JOHN
Enterprise Saint John
Detailed Activities and Services Levels - 2012
The City of Saint John
Investment
. Lead community investment attraction efforts:
Increased
$249,225
Target is to attract 2
Attraction
- Develop and deliver executive briefings for key targeted prospects
investment.
(Total investment
new investment
-Host familiarization tours for qualified investment prospects
Increased tax
= $686,931)
companies.
-Help potential investors navigate jurisdictional and regulatory
revenue.
Host 18 strategic
approvals
A strong and
investment prospects.
- Undertake appropriate media and public relations activities to position
vibrant city core.
Host 110 potential
our community as "open for business"
Job creation —
immigrant investor
- Maintain website to service basic information needs of prospective
direct, indirect &
clients.
investors
induced.
Conduct 18 site tours.
- Produce relevant promotional materials for specific opportunities
Employment
- Attend business development conferences, conventions and
opportunities for
networking events
youth.
• Coordinate the development of a knowledge cluster strategy and
Immigrant
lead investment attraction to support growth and investment in Health
retention &
& Life Sciences, ICT Energy & Advanced Manufacturing:
attraction.
- Develop and implement marketing & branding strategy
- Identify & target specific investment prospects
- Formally establish and support cluster organizations
- Building networks, map assets, leading a needs /gap and opportunity
analysis
- Pursue profile- building awards and recognition programs
- Target top energy investment prospects
- Secure a barge facility
• Lead the development of an integrated Economic Development
Strategy to support PlanSJ
14 SAINT JOHN
Enterprise Saint John
Detailed Activities and Service Levels - 2012
The City of Saint John
Support Development Key Activities Link to Council Investment by Targets/KPIs
Goals PlanSJ
Entrepreneur • Provide SME's (small & medium -sized enterprises) and Increased tax $24,4000 515 client meetings will result in
Development entrepreneurs business support services: revenue. (Total a target of 18 new business
- Provide one -on -one business counselling Increased investment = start ups. A goal is for at least 2
- Assist clients access capital employment — direct, $265,405) of the start -ups to be in the
- Assist clients develop business plans indirect & induced priority sectors.
- Mentor clients Strengthens the core Counsel 15 new immigrant
- Provide networking opportunities by developing clients to support growth of 4
- Conduct education /training seminars & workshops entrepreneurs. new immigrant run businesses.
- Conduct entrepreneurship awareness and training Employment Increase business skills for 200
opportunities for youth opportunities for students and assist 30 young
- Conduct workshops & seminars specifically for those living in youth. entrepreneurs with their
poverty Immigrant retention businesses.
• Conduct a tourism product development workshop for & attraction. Help 15 youth increase their
entrepreneurs entrepreneurial skills.
a Run the Business Immigrant Mentorship Program (BIMP): Provide 50 young entrepreneurs
-Match new business immigrant mentees with business mentors the opportunity to test their skills
- Conduct group and networking activities by selling products at youth
- Provide orientation & training markets.
• Provide business skills training and support services for the Match 12 immigrant mentees
arts & culture sector with mentors (2 cohorts of 6 per
- Conduct seminars and networking opportunities for creative year and achieve 70%
entrepreneurs immigrant retention for those
- Support the establishment of a post- secondary education participating in the program).
program Uptown
15 SAINT JOHN
Enterprise Saint John
Detailed Activities and Service Levels - 2012
The City of Saint john
Support Development Key Activities Link to Council Priorities/ Investment by Targets/KPIs
..
John
Business . Provide business support services to existing businesses: Maintains tax revenue. $44,930 Target is for 4
Support - Proactively reach out to 25 employers in the energy, Maintains or increases employment (Total business expansions.
Services advanced manufacturing , financial services and shipbuilding — direct, indirect & induced. investment =
to explore business expansion opportunities Supports business growth, $359,077)
- Provide one -on -one counselling development and reinvestment.
- Support the home team to identify and pursue solutions for Existing infrastructure will be
the challenges impacting investment retention and attraction improved.
• Establish a True Growth Network: Employment opportunities for
-Build network youth.
- Compile content on key discussion topics and report back to Immigrant retention & attraction.
the network
- Develop technology platform
Workforce • Energy and advanced manufacturing sector support: Increased tax base. $13,445 Assist 70
Development - Conduct and analyze labour market information and skills Enable long term employment (Total organizations, plus 12
requirements with 40 top employers (retention). investment = labour groups as well
- Conduct workshops and forums Increase youth retention. $249,793) as education and
- Distribute a bi- monthly newsletter Existing businesses access skilled government develop,
• Provide tools to improve HR capacity for SME's labour. retain and recruit a
- Conduct employer information sessions Strategic immigration recruitment skilled labour pool.
- Inform HR managers of government programs and retention. Maintain 25 highly
- Educate and inform through e- letter distribution Strengthen and enable SME's to be engaged workforce
Provide labour market information as requested more profitable /successful. clients.
Support current local employers.
Improve labour force attachment.
6 /— ' +_..a
16 SAINT JOHN
REPORT TO COMMON COUNCIL
M &C- 2012 -33
February 24, 2012
His Worship Mayor Ivan Court and
Members of Common Council city of saint John
Your Worship and Councillors:
SUBJECT: 2012 General Capital Budget
INTRODUCTION
Attached is the proposed 2012 Capital Budget for the General Fund. The proposed budget is the
culmination of a number of months of work from staff in nearly all City departments to ensure
that appropriate investments are made in the community's infrastructure. The General Capital
Budget includes important investments in our transportation system, our storm water
management infrastructure, municipal facilities and buildings, information technology, fleet
vehicles, our leisure facilities, and other assets. This infrastructure enables and enhances the
quality of life of our citizens and contributes to our economic prosperity. The net cost of capital
expenditures incurred by a City is financed by way of formal debt obligations. The annual
payments on these debt instruments are made through the operating budget and financed through
the tax rate.
Current global and local economic conditions have a very real impact on the City's ability to
invest in its assets. In adopting the "Plan B" 2012 Operating Budget for the City, Common
Council directed staff to present a budget for the General Capital Fund that included no more
than $10,000,000 in new expenditures excluding funded projects that must be carried over from
the approved 2010 and 2011 capital budgets. The $10 million budget cap is a significant
reduction from previous years but this level of expenditure is much better aligned with the fiscal
capacity of the City of Saint John at this time. The capital budgets approved by Common
Council in recent years have been exceptionally ambitious and maintaining a level of
expenditure comparable to recent years is simply unsustainable for this community.
Prior to providing further detail with respect to the proposed budget for the 2012 General Capital
program, Council should be reminded that the following additional direction was provided to
staff in advance of the preparation of this budget:
• Projects identified in the General Capital Fund must align with the objectives and
principles of P1anSJ. The infrastructure investments included as part of the General
Capital Budget must contribute to higher density objectives, discourage urban sprawl,
and enhance livability and sustainability.
2
• The 2012 General Capital Fund shall not include projects approved in previous years for
City funding support conditional on contributions from the Government of New
Brunswick and/or the Government of Canada. This aligns with the direction received
from the federal and provincial governments that the City must only maintain one priority
for capital works and that priority remains Safe, Clean Drinking Water.
• The City shall limit its capital expenditures in order to reduce future debt repayment
costs.
• Available funds in the General Capital Fund shall be used for the highest priority City
needs (infrastructure, roads, buildings, etc.) and be linked to PlanSJ and Council's
priorities.
The process followed by staff to arrive at this proposed budget for the General Capital Fund was
thorough and carefully considered. The first task undertaken as part of the process was to collate
all of the funding requests from City departments, agencies, boards, and commissions, as well as
funding requests from various community groups.
It is clear that the needs in the community are great and far exceed the municipality's fiscal
capacity. This is not a circumstance unique to Saint John and is perhaps the most significant
problem facing all urban communities in Canada. Regardless of the fact that Canada's urban
areas are home to more than 82% of the Canadian population (Source: 2011 Federal Census)
generating 86% of the nation's gross domestic product (Source: Statistics Canada, 2001),
municipalities receive only 8 cents of every tax dollar collected by the three levels of
government in Canada. As a result, municipal governments across the country lack the resources
they need to address deteriorating and inadequate infrastructure. In Saint John, the result is that
the City simply does not have the money it requires to appropriately maintain even its existing
infrastructure, without considering what is truly required to support the city's future growth and
prosperity.
After all of the capital funding requests were collated, more than $35 million in important
investments were identified just from City departments, agencies, board, and commissions.
Groups in the community identified projects where municipal contributions totaling tens of
millions of dollars of additional investments were sought. As identified previously, this
proposed budget limits new expenditures to $10 million. As a result, though many important
projects will be funded in 2012 resulting in substantive community improvements, many more
projects could not be funded.
Establishing the 2012 General Capital Program
The full 2012 program in General Capital is a product of identifying projects which fall within
four general categories:
3
Carry Forward Projects Underway — The proposed budget for the 2012 General Capital Fund
includes all of those projects that were funded in 2010 and 2011 and are underway but have not
been completed.
Carry Forward Projects Not Yet Started — In order to ensure that the limited resources available
for general capital expenditures in 2012 are utilized for those projects most necessary, all
projects funded in 2010 and 2011 that have not been started have been forced to compete for
funding with all new investments.
Previously Approved 2012 Investments — At the request of a City department or commission,
Common Council has already pre - approved a number of expenditures which must come from the
$10 million envelope identified for new investments in the 2012 capital program.
New Investments — Projects which are seeking funding in 2012 where no funding has been
previously approved. For the sake of clarity, projects in this category are often subsequent
unfunded phases of a large project that has already been initiated.
Carry Forward Projects Underway
Many of the projects undertaken by the City of Saint John are large and complex and cannot be
completed in a single fiscal year. In many situations, project work and expenditures are realized
over multiple years. In order to complete these projects, provision must be made in the 2012
General Capital Fund Budget for their completion. A full detailing of the carry forward projects
is included in Appendix "A" but the following table provides a summary of the financial
requirements by major funding category. A total of $7.4 million in projects are underway carry
forward projects including the completion of infrastructure work on Prince William Street, storm
water improvements at Rodney Terminal and Honeysuckle, and a variety of other projects.
CATEGORY
Carry Forward-City Share
Other share
TOTAL
BUILDING & ASSET PROTECTION
$413,090
$413,090
CORPORATE
$170,939
$170,939
ECONOMIC DEVELOPMENT
$1,036,600
$1,036,600
RECREATION & GREEN SPACE
$471,000
$471,000
SAFETY
$227,366
$227,366
SOCIAL
$112,821
$112,821
SPORTS
$155,653
$155,653
STORM (FLOOD CONTROL)
$2,526,472
$4,818,028
$7,344,500
TRANSPORTATION
$2,288,021
$2,288,021
Grand Total
$7,401,962
$4,818,028
$ 12,219,990
Carry Forward Projects Not Yet Started
Given the challenging financial times facing the City, all capital projects that were approved in
2010 and 2011 but have yet to begin were specifically identified and were forced to compete for
funds with the new projects identified for 2012. In total, approved projects with a budgeted cost
of $4,010,045 have not been started. Staff are recommending that a number of these funded
projects proceed in 2012 as they are important community investments. All of the projects are
4
listed in Appendix "B" and the column on the far right identifies those projects which are
recommended to move forward in 2012.
As a result of this evaluation, a further $1,213,247 of funding previously approved in 2010 or
2011 is available to fund new investments from the 2012 request list. Of the projects that are not
recommended for carry forward, Council may want to reconsider the specific project if funds
become available through land sales revenue or other revenues that accrue to the City from time
to time.
Previously Approved 2012 Investments
Common Council approved requests submitted from Saint John Transit, Waterfront
Development, and the Department of Municipal Operations and Engineering to pre- approve
certain capital expenditures from the 2012 General Capital Fund. The following expenditures
have already been approved:
Purchase of 2 New Transit Buses $900,000
Purchase of 3 New Packer Trucks for Solid Waste Collection $615,000
Rodney Terminal Storm $975,000
Fire Department Pumper Truck $500,000
Coast Guard Site Legal, Real Estate and Other Costs $200,000
Total $3,190,000
It should be noted that the pumper truck listed by the Fire Department is a crucial piece of new
equipment required given the redeployment of fire personnel and equipment from the North End
to the East Side. A truck with the ability to store water as well as provide fire suppression,
rescue and extrication services is required in East Saint John given the large amount of
unserviced development in this part of the community. The acquisition of this truck was
preapprovcd for 2012 when Common Council adopted the 2011 General Capital Budget.
New Investments — Projects Not Previously Approved or Funded
To review the approach taken to prepare the proposed budget for the 2012 General Capital Fund,
the amount of money available to undertake new projects has been established as follows:
Amount Identified for New Investments $10,000,000
Plus Carry Forward Projects Not Started $ 4,010,045
Minus Not Started Carry Forward Projects Recommended to Proceed $ 2,796,798
Minus Previously Approved 2012 Investments $ 3,190,000
Total $ 8,023,247
As mentioned previously, requests for funding as part of the 2012 General Capital Program far
exceeded the number of dollars available. In the instructions provided to City departments for
the capital budget process, the following information had to accompany each request for funding:
• Project Description
• Funds Required:
G
o City Share
o Other Share (Province, Federal Government, Other)
• An assessment of the relative significance of the project in terms of:
o Public or occupational health and safety;
o An existing contractual requirement;
o Whether the project is an identified Council priority;
o Whether co- funding or cost sharing is available;
o The strategic significance of the investment;
o Whether the investment will increase municipal revenues or reduce City operating
expenses;
o Improved efficiency or effectiveness;
o Whether the investment protects City assets; and
o Whether the investment improves City services.
• An examination of whether the project implements the City's municipal plan and is
consistent with the vision, directions, and policies of Plan SJ.
• Whether the project is linked to a project identified for funding in the Utility Capital
Fund or is linked to another capital investment (for example: a transportation project that
is linked to a storm water or sanitary sewer project).
As part of the process identified above, projects within each major funding category (such as
transportation, storm water, municipal facilities, etc.) were ranked in order of priority based on
all of the considerations identified. A comprehensive list of those projects submitted for
consideration is appended as Appendix "C ".
The Proposed 2012 General Capital Fund Budget
In summary, the proposed 2012 budget for the General Capital Fund continues to place priority
on those projects which protect the health and safety of Saint John residents and advances the
City's quality of life and economic objectives. The 2012 General Capital Budget has been
prepared in full recognition of the enormous effort invested into the City's new municipal plan,
P1anSJ and the future direction for Saint John clearly articulated in the Plan. The successful
implementation of P1anSJ and the prosperity and satisfaction of our citizens demands that the
City's capital investments advance our long -term vision for Saint John. The listing of projects
recommended for funding in the 2012 General Capital Fund Budget is attached as Appendix
Transportation and Storm Water (Drainage) Infrastructure Renewal
The proposed capital budget advances a strategic and targeted utilization of the very limited
financial resources of the City to make Saint John a better place to live and invest. The renewal
of the City's existing transportation and storm water infrastructure is essential to encourage
development in the City's urban and suburban core and to facilitate continued economic
development. As a result, the budget contains $2,345,000 in new investments in transportation
in addition to the $3,033,021 in projects already started and carried forward from previous years
for a total investment of more than $5.35 million in transportation projects.
M
Common Council is keenly aware of the many challenges that the City faces with respect to
drainage and storm water management. The City's difficult geology and topography poses many
challenges when dealing with the environmental impacts of urban development. It is essential
that the City maintain an efficient and effective system of storm water management to ensure
that our natural and built environments are appropriately protected while ensuring that the
community is positioned to accept growth and deal with the impacts of climate change.
Consistent with the direction provided by Council to prioritize storm water management, this
budget proposes $3,396,000 in new storm water investments added on top of a further
$8,399,500 in projects that have been started and are on the carry forward list for a total
investment of almost $11.8 million. The City's commitment to effectively dealing with storm
water issues is conveyed most clearly by the substantial investment the community is making in
this critical infrastructure.
The projects identified for funding are detailed in Appendix "D ". It is clear from the lists that
the investments are focused in areas that have the potential to receive new development while
serving those citizens who frequent those areas regularly. Transportation projects that are
proposed to move forward including improvements to important thoroughfares including Garden
Street, Rothesay Avenue, Westmorland Road, Loch Lomond Road, and Somerset Street.
Investments will also be made in nearly all corners of the City in curb and sidewalk. Significant
storm water system improvements will be carried out in the Honeysuckle, Rodney Terminal, and
Milford areas on the West Side as well as the Brentwood -Boars Head area in Millidgeville and
areas near Rothesay Avenue and Marsh Creek.
It is important to note that the City does make strategic use of funding from other sources such as
gas tax funding to advance the City's transportation and storm water objectives. Over
$7,000,000 of non -City funding will help advance these important projects in 2012.
Buildings, Equipment Upgrades, and Energy Manama
The City is responsible to operate and maintain a number of buildings and facilities that provide
services and amenities to our residents. These facilities require ongoing investment to ensure
that they will continue to serve our community for many years to come. The City has significant
challenges in making all of the investments necessary to best manage these important assets. In
reality, the limited financial resources available to municipalities leaves cities like Saint John
without the money needed to optimize building and equipment preventative maintenance.
The proposed 2012 General Capital Budget does continue to place significant emphasis on
taking care of the community's assets to avoid much more significant replacement costs later. A
budget envelope of $455,000 has been proposed for municipal facilities to undertake work at a
number of locations including the community centres and other City -owned buildings.
Funding has also been provided for a number of other important initiatives including energy
management and street lighting projects to reduce energy consumption and decrease operating
costs for the City on an ongoing basis. In addition, investments in equipment will proceed to
ensure that the services provided by the Fire Department, the Saint John Parking Commission,
7
the Trade and Convention Centre, Harbour Station, the Aquatic Centre, and the Library continue
to serve our citizens well. Overall, this capital budget provides for $1,182,100 in new
investments in buildings, equipment, and energy management in addition to $640,456 in carry
forward projects (identified as Building and Asset Protection and Safety projects in the carry
forward items) for a total investment of more than $1.8 million in 2012.
Recreation and Leisure
Council has identified recreation and leisure services as a community priority. The City has
dedicated significant resources to the renewal of many recreational amenities in previous years
and has undertaken significant planning work in this area including the recreation inventory/asset
study and the soon to be completed PlaySJ. The new Municipal Plan emphasizes the importance
of providing an appropriate number of high quality recreation facilities to enhance the quality of
life offered by this community and encourage citizens to lead an active and healthy lifestyle.
The 2012 budget significantly increases the amount of capital funding devoted to recreation and
leisure when compared to 2011. The budget includes the provision of $1,260,000 in new
investments including $700,000 for the renewal of existing facilities, $500,000 for a major
investment in Market Place West on the Lower West Side as well as continuing the City's
investment of $60,000 in street trees to improve the quality of the public realm on our roadways
and sidewalks. A further $626,653 has been identified as carry forward projects from 2010 and
2011 including arena improvements and projects in the South End and Crescent Valley. Almost
$1 million has also been identified as carry forward for the North End Community Centre so this
budget provides for a total investment of nearly $2.9 million in recreation and leisure capital in
2012 when those projects that include buildings (listed in the Buildings, Equipment Upgrades,
and Energy Management category) are included.
Technology and Communications
The City's information technology and communications infrastructure supports the delivery of
every service that is received by residents of the City of Saint John. Keeping this infrastructure
current and modern is critical to protect all of the information assets of the corporation and is
also crucial to maintaining and enhancing productivity within the organization. Saint John is an
acknowledged leader in this area as evidenced by the City's selection as one of top seven
Intelligent Communities, The 2012 budget establishes a line item of $914,202 to acquire the
appropriate tools including servers and other technology and there is a further $150,000 in
approved carry forward items from previous years. This amount is offset by funds available in
the Computer Reserve to reduce the amount of capital financed from borrowing. In 2012,
$464,202 of the acquisitions will be funded from the Reserve leaving a net expenditure of only
$450,000 in 2012.
Fleet Replacement
Common Council will recall that a full review of the City's fleet management system was
undertaken in 2011. The City's current approach to fleet management was generally given
positive reviews although it was acknowledged that the City struggles to replace fleet assets in a
timely manner therefore increasing repair and operating costs for the corporation. Common
E
Council has already approved significant expenditures totaling $2,015,000 for new packer trucks
for the solid waste management service, new transit buses, and a new pumper truck for the Fire
Department. In addition to these vehicle purchases, a further municipal investment of
$2,200,000 is recommended for a total investment of $4,215,000. The limited financial
resources available to the City for general capital will result in further aging of the City's fleet
and will undoubtedly lead to higher operating costs for the City. The City is very fortunate to
fund a significant proportion of the City's fleet costs from the operating fund which reduces the
amount of borrowing required for fleet replacement by $2 million. As a result, the net fleet costs
to be financed in 2012 will only total $2,215,000.
Waterfront Development
The City of Saint John has made significant and important investments in the community's
beautiful waterfronts. The community's fresh and salt water waterfronts are a defining feature of
the community; much valued by residents and an important feature that attracts visitors to Saint
John. The City's new municipal plan also emphasizes the importance of the City's waterfronts
as an amenity that must be further developed and enhanced to attract population and economic
growth. Investments in the waterfront have the potential to return many times more property tax
revenue to the City in the future as the appropriate conditions are created to secure investment.
Saint John Waterfront Development advanced an ambitious capital program for 2012. Requests
for almost $2.5 million were submitted to fund the Coast Guard project as well as Loyalist Plaza,
the North Market Slip and Boardwalk refurbishments, work related to Market Square, and the
eco hub development. In addition to these requests, a further $265,000 has been requested for
costs related to the Coast Guard administration building and preparing the Coast Guard site for
development.
The major investment that the City must make in 2012 is the acquisition of the remaining portion
of the Coast Guard site. An allocation of $1,968,000 has been made to facilitate the completion
of this real estate transaction. Unfortunately, the City is unable to fully fund all of the other
requests to further enhance our urban waterfront. A further $450,000 investment has been
proposed to complete the Boardwalk and eco hub work and to undertake necessary work at
Smythe Street related to Market Square. A carry forward amount totaling $125,000 has also
been identified which is necessary to complete an earlier phase of the work related to Market
Square at Smythe Street. The work related to Loyalist Plaza and North Market Slip is important
work but perhaps it is even more appropriate for this work to be deferred until the City has a
private sector partner engaged in the development of the Coast Guard site.
Economic Development
In difficult economic times, it is necessary for the City to make hard decisions respecting the
investments it can afford to make in capital assets. In past years, the City has invested
considerable money in private suburban development projects to create tax base and encourage
growth and investment in the community. P1anSJ advocates a major shift in the City's position
with respect to growth and development. The Plan advocates more dense residential and
commercial growth in urban and suburban neighbourhoods within a defined Primary
R]
Development Area. The Plan recommends that the City pursue this new growth pattern through
significant, regular, and reliable infrastructure investments in designated Intensification Areas.
A consistent program of investments in care municipal infrastructure (roads, water, sewer, storm
water, etc.) should be viewed as a necessary pre - condition for economic development and
necessary to maximize the community's growth opportunities. In the current fiscal environment,
the City must therefore focus its limited resources on infrastructure renewal and investments in
municipal facilities and recreational amenities. Without these public investments, the conditions
will not be appropriate for sustainable private sector investment in residential or commercial
development. As a result, this proposed budget maintains funding levels for important public
infrastructure including transportation, storm water management, curbing, sidewalks, street trees,
recreation facilities and the Waterfront. Consequentially, however, it has proven impossible to
provide any funding to a new suite of development incentive programs that was intended to be
released subsequent to the adoption of P1anSJ. This is not an ideal scenario but staff cannot
recommend redirecting funding away from core infrastructure to subsidize new private sector
development. The Hcroson Report on the City's development incentives clearly pointed out that
the City's contribution through incentives to new development only averaged about 2% of the
purchase price of a new home so the elimination of the incentive programs is not anticipated to
have any substantive impact on development activity. Conversely, reducing funding to core
infrastructure in favour of maintaining some incentive funding could significantly impact the
desirability of developing, living, or working, in the City. When economic conditions permit,
the City should re- examine whether there is role for the municipality to play in incenting
development. In the future, incentives could be directly tied to the implementation of
neighbourhood plans which is one of the important community deliverables identified in PlanSJ.
This budget contains only a small amount of funding necessary ($100,000) to meet the City's
obligations under the incentive programs that were terminated in 2011. It will be necessary to
continue to provide these payments until March 14, 2014.
The industrial development sector differs markedly from the residential and commercial
development business. Saint John Industrial Parks (SJIPL), an entity wholly owned by the City
of Saint John is practically the only major developer of industrial lands in the community.
Council is well aware of the importance of maintaining an inventory of industrial lands to
increase non - residential tax base and to increase employment and therefore housing demand in
the community. Funding of $200,000 is recommended for SJIPL in 2012 which leverages an
investment of $785,000 directly from SJIPL. This investment will help realize work to move the
barge facility at Lorneville forward as well as further land acquisition and servicing at Spruce
Lake. Streetscape improvements will also continue at Spruce Lake and McAllister Industrial
Parks.
Unfunded Items
The financial resources available to the City to undertake projects in the General Capital Fund
are significantly limited in 2012 and this will continue to be the case for the next number of years
going forward. This reality calls for careful decision making to ensure that the recommended
investments in infrastructure and facilities are consistent with the goals and objectives of the
community. Unfortunately, the City of Saint John, and nearly all Canadian urban municipalities,
10
are unable to raise the amount of revenue necessary to filly support community investment and
reinvestment. As a result, a number of worthy and important projects cannot be funded in 2012
adding to further to the community's infrastructure deficit. Following is a summary of some of
the projects that are not proposed for funding in 2012:
Transportation —11 of 17 new projects identified are unfunded
- Storm Water Management — 9 of lb new projects identified are unfunded
The new YMCA in Crescent Valley
- Funding for new municipal infrastructure in Crescent Valley to implement the Province's
housing plan for the area
- The Field House being pursued by the Exhibition Association
- The Paramount Theatre Restoration
City Market Office Tower renovations
- Phase 2 of the North End Community Centre Building Renewal Program
- Major renovations to the Trade and Convention Centre
- Major renovations to the Canada Games Aquatic Centre
The Fire Department Training Facility
Further investments in Rainbow Park
Further investments in Rockwood Park
- An artificial turf field at Millidgeville North
- Improvements to Fallsview Park
Improvements at Reversing Rapids
Commencing the implementation of the Shamrock Park Master Plan and mountain bike
trail construction
Elimination of the majority of the funding for the Customer Service Project
No funding for any new residential and commercial development incentive programs
The purchase of additional transit buses (2 additional buses will not be purchased)
Funding to improve the Coast Guard administration building and site preparation work
for the Coast Guard site
Council should be aware that there may be opportunities for some of these unfunded projects to
move forward in the future with the proceeds of various land sales that are being contemplated
by the municipality.
INPUT FROM OTHER SOURCES
Staff of all City departments have provided input in the development of the capital budget.
THE PATH FORWARD
Immediately following the approval of the budget for the General Capital Fund, work will begin
to finalize the capital budget for the Utility Fund. The Utility Capital Budget must align with the
General Fund budget to ensure that the financial resources necessary to complete a number of
11
important infrastructure projects are available. Staff anticipate being able to provide the Utility
Fund Capital Budget two weeks after approval of the General Capital Budget.
Following completion of the Utility Capital Budget, staff will then focus on the five -year capital
budget which must be appended to the City's new municipal plan and must be aligned with the
City's planning objectives, council priorities, and the municipality's fiscal reality. Staff hope to
have the five year budget to Council for review in four weeks time.
Given the significant financial challenges facing the City of Saint John, staff and Council must
adopt a rigorous discipline to the capital budget process. Following approval of the City's
capital budgets, it is recommended that Common Council adopt a resolution providing that the
overall envelope for each capital program shall be fixed and there shall be no new projects added
to the 2012 capital program without finding the required funding from within the pre - established
envelopes. Further, it is recommended that Common Council not pre - approve any project for
inclusion within the 2013 capital program without first making any consequential revisions
necessary to the five -year capital budget.
CONCLUSIONS
The proposed 2012 General Capital Fund Budget strategically uses the City's very limited
financial resources to make substantial investments in Saint John's community assets. The
budget continues to position Saint John for population and economic growth while ensuring that
the municipal corporation lives within its means to avoid property taxation increases. This
proposed budget is fully consistent with P1anSJ and begins the process of implementing the Plan.
The investments contained within the budget will make noticeable improvements to our
infrastructure and to the amenities that make Saint John a great place to live and invest.
As has been the case for many years now in Saint John and in all other urban municipalities in
Canada, this budget clearly demonstrates the need for a new financial relationship between cities
and the provincial and federal governments. The future of New Brunswick and the future of
Canada is increasingly in the hands of urban communities like Saint John that house the creative
and intelligent capital required to propel regional and national economies. Our cities require the
fiscal capacity necessary to take care of critical urban infrastructure to support growth and
development and improve quality of life. Saint John must compete with cities around the world
for growth. Saint John needs to provide excellent infrastructure and an enviable quality of life
not just to ensure the community's success, but also the success of our province and our nation.
Senior levels of government need to prioritize changes that provide Saint John and other cities
with the financial resources they require to be sustainable and successful. This is a critical issue
for the City and one which will benefit from the City's recent investment in intergovernmental
affairs.
12
RECOMMENDATION:
1. That Common Council,
Approve the 2012 Capital Budget for the General Fund in the amount of $16,030,302 (gross)
with contributions from other sources of $4,814,202 yielding a capital budget in the amount of
$11,216,100 (net) as set out in Appendix "D ".
2. That Common Council adopt the following resolutions:
a) That the overall funding envelope for the 2012 Capital Budget for the General Fund be
fixed and there shall be no new projects added to the 2012 capital program without
finding the required funding from the fixed envelope.
b) That Common Council not pre - approve any project for inclusion within the 2013 capital
program without first making any consequential revisions necessary to the five -year
capital budget.
Respectfully submitted,
Ken orrest, MCIP RPP
Commissioner of Planning and Development
J. Patrick Woods, CGA
City Manager
13
APPENDIX "A"
CARRY FORWARD PROJECTS FROM THE 2010 AND 2011 GENERAL CAPITAL BUDGETS CURRENTLY
Description
Carryover -Other
Share
Carryover -City
Share
Notes
TRADE & CONVENTION
202,000
Trade & Convention Centre - Other Capital
OPERATIONS GARAGE
142,754
Ventilation system upgrades, overhead door replacement, transit panel
removal
VARIOUS
37,130
Development of Standard Specifications
WORKS NORTH DEPOT
18,928
Exterior lightings
AQUATIC CENTRE -ROOF
12,278
Fitness centre roof replacement design
SAINT JOHN INFORMATION
MANAGEMENT PROJECT
150,000
Information System
ENERGY MANAGEMENT
20,939
Energy Management measures
HABOUR CONDO PLAZA
323,000
Harbour Front Condominium Plaza
INDUSTRIAL PARKS
195,840
Industrial Park capital expenditure
MARKET SQUARE COMPLEX
125,000
Expansion Joints Smythe St.
HARBOUR PASSAGE
100,000
Harbour Passage repairs
DERELICT BLDG ACQUISITION
100,000
Derelict building
FAIRVILLE BLVD IMPROVEMEN
100,000
Fairville Blvd Improvement
CITY MARKET
92,760
City Market - lighting upgrades, Linja storefront upgrades, preservation
program
SOUTH END PLAYGROUND
280,000
South End Playground
RECREATION MASTER PLAN
100,000
Master plan
CRESCENT VALLEY
46,000
Crescent valley
GLEN ROAD PLAYGROUND
45,000
Glen Road Playground
RECORDING SYS-INTERVIEW
85,000
Recording system
FIRE STATION #4
53,392
Under slab floor drain reinstatement
FIRE STATION #8
41,146
Basement area emergency egress
FIRE STATION #1
20,000
Bunker gear storage improvements
14
APPENDIX "A"
CARRY FORWARD PROJECTS FROM THE 2010 AND 2011 GENERAL CAPITAL BUDGETS CURRENTLY
Carryover -Other
Carryover -City
Description
Share
Share
Notes
FIRE STATION #5
10,590
Building code upgrades
FIRE STATION #7
9,238
Building code upgrades
FIRE STATION #2
8,000
Washroom improvements
ST ANDREW H- SW,CURB,PAVE
46,000
Curbs, sidewalks
CARLETON COMMUNITY CENT
28,050
Building renewal program
A BE C EXTERIOR
26,391
Washroom /Interior renovations
S 1 FREE PUBLIC LIBRARY
7,910
Library capital expenditure
PEDWAY SYSTEM
4,470
Elevator design
LORD BEAVERBROOK RINK
39,190
Ice surface expansion feasibility study
GORMAN ARENA
32,465
Building code and fire alarm
BELYEA ARENA
30,355
Building code and fire alarm
PETER MURRAY ARENA
27,188
Building code and fire alarm
STU HURLEY ARENA
26,455
Building code and fire alarm
Renewal or structural lining of approx 380m of 2150mm diameter CMP.
Project to be funded under G.T.F. (Design and approvals to be completed
in 2010 for construction in 2011) (GTF fund: $1,645,665), Design services
for renewal or structural lining of approx 380m of 2150mm diameter
RODNEY TERMINAL
1,721,528
1,398,472
CMP.
Install approx 694m of new storm piping and structures for separation in
the area per the 2010 Drainage study, including design and construction
management services. Project to be funded under G.T.F.
HONEYSUCKLE -FUNDY HEIGHTS
725,000
700,000
Remove catch basins from sanitary sewer and pipe to existing storm
sewers per 2010 Drainage Study. Includes design and construction
management services.
BEACH CRES - MEADOWNBANK
175,000
Install approx. 365m of new 300mm storm sewer for separation,
including design and construction management services
HONEYSUCKLE - BLEURY ST
160,000
&I
APPENDIX "A"
CARRY FORWARD PROJECTS FROM THE 2010 AND 2011 GENERAL CAPITAL BUDGETS CURRENTLY
Carryover -Other
Carryover -City
Description
Share
Share
Notes
Local drainage improvements - various locations as per 2009 drainage
basin study
MILFORD DRAINAGE BASIN
58,000
Install approx. 210m of new 600mm concrete class III storm sewer,
including design and construction management services
HONEYSUCKLE - MOLSON AVE
35,000
Install approx 400m of new storm piping and structures for separation in
the area per the 2010 Drainage study, including design and construction
management services. Project to be funded under G.T.F.
HONEYSUCKLE - LANCASTER MAL
845,000
Install approx. 460m of new 200mm and 300mm storm sewer and
structures for separation in the area including 160m of new 450mm
storm outfall piping, including construction management services.
Project to be funded under G.T.F.
MILFORD - BALMORAL CRIES
515,000
Install approx. 310m of new 900mm storm sewer and structures for
separation in the area and new storm outfall near "X' Lift Station,
including construction management services. Project to be funded under
G.T.F.
MILFORD -ST CLAIR AVE
500,000
Install approx. 300m of new 200mm and 300mm of new storm sewer
piping and structures for separation in the area and 140m of new 450mm
outfall piping. Includes construction management services. Project to be
funded under G.T.F.
MILFORD - KINGSVILLLE RD
295,500
Construction of community retention facilities - Caledonia Brook,
including land acquisition and environmental approvals, drainage
improvements along Woodward Avenue as per 2009 drainage basin
study. Project to be funded by under G.T.F. (2009). Design, approvals and
BRENTWOOD DESIGN /CONST
216,000
EIA to be completed in 2010 for construction in 2011.
Street reconstruction (excavation, storm sewer, underground utilities,
curb, sidewalk, landscaping, paving) to be done as part of the proposed
Peel Plaza Development, including construction management services
BUILDING SITE SELECTION
906,880
Culvert renewal including design and construction management services.
KENNEBECASIS- BROTHERS COV
400,000
Supplemental funding for street rehabilitation(excavation, backfill, curb,
sidewalk, landscaping and paving), including construction management
services. Project to be funded under G.T.F.
WESTFIELD RD- ACAMAC 2300
360,000
lity
APPENDIX "A"
CARRY FORWARD PROJECTS FROM THE 2010 AND 2011 GENERAL CAPITAL BUDGETS CURRENTLY
TOTAL 4,818,028 7,401,962
Carryover -Other
Carryover -City
Description
Share
Share
Notes
Street reconstruction (excavation, backfill, curb, sidewalk, landscaping
and paving), including design and construction management services.
Asphalt pavements $145,000 / 0.54LK
BLEURY STREET
200,000
Street Reconstruction
PRINCE WILLIAM STREET
150,000
Install approx. 170m of new concrete curb and sidewalk on western side,
including design and construction management services.
SIMPSON DRIVE
105,000
STREET LIGHTING
50,000
Facility Management
TRANSIT- BUILDING
50,000
Holdback for Transit Building
SAINT JOHN TRANSIT
50,000
Saint John Transit capital expenditure
Design for road reconstruction (excavation, backfill, curb, sidewalk,
landscaping, paving) in conjunction with road realignment as part of the
One -mile Interchange construction, including design services
L LOMOND -ST CATHERINE /WES
16,141
TOTAL 4,818,028 7,401,962
]7
Appendix "B" - Carry Forward Projects from the 2010 and 2011 General Capital Budgets
Not Yet Started
Carryover -City
Project to proceed
Description
Share
Notes
Category
in 2012? Yes /No
Installation of traffic signals and
other intersection
improvements, including design
and construction management
GARDEN STREET_
~
225,000
services.
TRANSPORTATION
YES
Installation of traffic signals,
including design and
construction management
ROTHESAY AVE- TRAFFIC SIG
120,000
services.
TRANSPORTATION
YES
SIMMS CORNER /BRIDGE
Retaining Wall Repairs Project -
ROAD
400,000
Simms Corner /Bridge Road
TRANSPORTATION
YES
Complete a Harmful Alteration,
Disruption or Distruction of fish
habitat study (HADD) in
advance of Manawagonish
Creek channel improvements
STORM (FLOOD
HONEYSUCKLE -HADD
220,000
project.
CONTROL)
YES
Install approx 77m of new
storm piping and structures for
separation in the area per the
2010 Drainage study, including
design and construction
STORM (FLOOD
HONEYSUCKLE- ONTARIO ST
145,000
management services.
CONTROL)
YES
Design services for twin
HONEYSUCKLE - DESIGN
2400mm x 1200mm box
STORM (FLOOD
CULVER
50,000
culverts.
CONTROL)
YES
Install approx 232m of new
storm piping and structures for
separation in the area per the
2010 Drainage study, including
HONEYSUCKLE- LANCASTER
design and construction
STORM (FLOOD
AVE
495,000
management services.
CONTROL)
YES
Install approx 77m of new
storm piping and structures for
separation in the area per the
2010 Drainage study, including
design and construction
STORM (FLOOD
HONEYSUCKLE - BEAVER CT
145,000
management services.
CONTROL)
YES
Facility Management, North
End Comm Centre, Legal
NORTH END COMM CENTRE
956,798
dealing with land issue
SOCIAL
YES
THERMAL IMAG & SCBA
EQUIP
525,000
Fire Dept. - Training Tower
SAFETY
NO
CUSTOMER SERVICE PROJ
546,000
Customer Service Project
CORPORATE
YES (only $40,000)
Facility Management -T &CC
BUILDING & ASSET
TRADE & CONVENTION CENT
182,247
Renovation go ahead or not
PROTECTION
TOTAL VALUE OF
NO
PROJECTS TO
TOTAL
4,010,045
PROCEED
2,796,798
18
Appendix "C" — Submissions Received for Fundin2 in the 2012 General Capital Fund
Eudtet
Project
#
CATEGORY
DEPARTMENT
DESCRIPTION
BUDGET - OTHER
SHARE
BUDGET - CITY
SHARE
1
Corporate
IT
Sewer Video System and Storage
37,000
2
Corporate
IT
Tape library (Combined)
62,000
3
Corporate
IT
Disk Storage City Hall
117,500
4
Corporate
IT
Disk Storage Expansion - City
10,000
5
Corporate
IT
Disk Storage Expansion - Police
10,000
6
Corporate
IT
MediaSolve - New Police HQ
7,000
7
Corporate
IT
Security Review- Penetration Audit
30,000
8
Corporate IT
6 Security Cisco Switches New Police HQ
45,000
9
Corporate
IT
6 Door Access Switches New Police HQ
45,000
10
Corporate
IT
Firewall - New Police HQ
33,000
11
Corporate
IT
Replace VMWare F51 ESX
17,000
12
Corporate
IT
Peel Plaza Connectivity - Conduit
Installation
40,000
13
Corporate
IT
18 User Cisco Switches New Police HQ
135,000
14
Corporate
IT
Fibre - City Hall to New Police HQ
10,000
15
Corporate
IT
Police HQ IT Implementation Team
62,500
16
Corporate
IT
Automatic Vehicle Location (AVL)
6,000
19
17
Corporate
IT
Exchange - Store
7,000
18
Corporate
IT
Exchange - Store
7,000
19
Corporate
IT
Exchange - CAS
6,000
20
Corporate
IT
HTE Professional Services (upgrades and
implement new features)
30,000
21
Corporate
IT
VMwareESX - Police
13,500
22
Corporate
IT
VMware ESX - Police
13,500
23
Corporate
IT
IBM AS400 Upgrades
10,000
24
Corporate
IT
20 WiFi Access Points New Police HQ
10,000
6,000
25
Corporate
IT
Wireless Bridge Fire
26
Corporate
IT
Fleet Management System
140,000
27
Corporate
IT
Agenda Management Software
24,000
28
Corporate
IT
Replace WCS and Apps Server
8,000
29
Corporate
IT
SQL Server
8,000
8,000
30
Corporate
IT
SQL Server
31
Corporate
IT
VMware ESX -City
10,000
32
Corporate
IT
Replace vCenter VMWare Server
8,000
33
Corporate
IT
VMWare ESX -City
7,000
34
Corporate
IT
Website - Tools, upgrades
10,000
35
Corporate
IT
Replace ORCA Web Server
8,000
20
36
Corporate
IT
Mobile Device Security
15,000
I
37
Corporate
IT
Citrix/ Virtual Desktop Software
10,000
38
Corporate
IT
VMWare DMZ ESX
17,000
39
Corporate
IT
Replace Utility Numera
9,000
40
Corporate
IT
10 WiFI Access Points Rothesay Avenue
5,000
2 User Switches - City Hall and Rothesay
41
Corporate
IT
Ave.
15,000
42
Corporate
IT
Communication Server
7,000
Desktop Computers (Chargeback
43
Corporate
IT
Program)
464,202
Economic
44
Development
Planning
Development Incentive Program
500,000
Economic
Saint John
Barge Facility - Major infrastructure
45
Development
Industrial Park
project in support of fabricators
250,000
Economic
Saint John
46
Development
Industrial Park
Land Acq. Lorneville - purchase of LIS
50,000
Lorneville Hydro Extension - hydro
Economic
Saint John
looping from Coleson Cove to Paddy's
47
Development
Industrial Park
hill along King Will.
50,000
Economic
Saint John
Spruce Lake Beautification - ongoing
48
Development
Industrial Park
beautifciation
25,000
Economic
Saint John
McAllister Beautification - ongoing
49
Development
Industrial Park
beautification
25,000
Materials &
Fleet
50
Fleet
Management
1 Pumper Truck
500,000
Materials &
Fleet
51
Fleet
Management
3 Packers
898,000
Materials &
Fleet
52
Fleet
Management
Fleet replacement
2,000,000
Canada
Games
Municipally
Aquatic
53
owned Facilities
Centre
Aquatic centre capital expenditure
1,830,265
21
Municipally
Harbour
54
owned Facilities
Station
Forklift
40,00
Municipally
Harbour
55
owned Facilities
Station
Snow blower
10,00
Municipally
Harbour
56
owned Facilities
Station
Evaporative Condenser
80,00
Municipally
Harbour
57
owned Facilities
Station
Phase 2 Fluorescent Lighting Retrofit
40,00
Municipally
Harbour
Video /Audio System Component
58
owned Facilities
Station
Upgrades
25,00
Municipally
Harbour
59
owned Facilities
Station
Roof and Facade Cleaning and Repairs
30,00
Rockwood
Municipally
Park Golf
Rockwood Park Golf Course capital
60
owned Facilities
Course
contribution
25,001
Municipally
Saint John
61
owned Facilities
Arts Centre
Carpet
15,00
Municipally
SJ Free Public
Renovations, signage, painting, Self
62
owned Facilities
Library
check -out - West Branch
55,001
SJ Trade &
Municipally
Convention
Relocation &Renovation of Trade Centre
63
owned Facilities
Centre
Sales Office
100,001
Parking
64
Parking
Commission
5 Pay & Display Machines
80,001
Parking
65
Parking
Commission
800 New alternate Parking Signs
70,001
Real Estate &
NORTH END COMMUNITY CENTRE -
Facility
Facility
Building Renewal Program - Ph 2:
66
Management
Management
Interior /M &E /Life Safety
1,300,001
Real Estate &
CARLETON COMMUNITY CENTRE -
Facility
Facility
Building Renewal - Phase 2 (Second
67
Management
Management
Floor, M &E)
35,001
Real Estate &
Facility
Facility
STEWART HURLEY ARENA - Floor Drain
68
Management
Management
Repair
40,001
Real Estate &
Facility
Facility
LOCH LOMOND COMMUNITY CENTRE -
69
Management
Management
Replace Septic System
25,001
Real Estate &
CITY MARKET - Office Tower
Facility
Facility
Renovations - Phase 1 (Building
70
Management
Management
Envelope)
1,080,00(
Real Estate &
Facility
Facility
CITY MARKET PEDWAY - Replace
71
Management
Management
Elevator
550,00{
22
Real Estate &
Facility
Facility
CARLETON COMMUNITY CENTRE-
72
Management
Management
Replace Windows
120,000
Real Estate &
Facility
Facility
CITY MARKET - Install New Security
73
Management
Management
System
50,000
Real Estate &
NORTH END COMMUNITY CENTRE -
Facility
Facility
Building Renewal Program - Ph 3:
74
Management
Exterior Cladding/Glazing
40,000
__Management
Real Estate &
Facility
Facility
CHARLES GORMAN ARENA - Replace
75
Management
Management
Lighting System
70,000
Real Estate &
Facility
Facility
76
Management
Management
STREET LIGHTING - Replace Street Lights
75,000
Real Estate &
Facility
Facility
SHAMROCK PARK CLUBHOUSE /FIELD -
77
Management
Management
Install New Plumbing Fixtures
50,000
Real Estate &
Facility
Facility
SHAMROCK PARK CLUBHOUSE /FIELD -
78
Management
Management
Washroom Renovations
10,000
Real Estate &
Facility
Facility
CHARLES GORMAN ARENA - Low
79
Management
Management
Emissivity Ceiling
40,000
Real Estate &
Facility
Facility
CHARLESGORMANARENA - Structural
80
Management
Management
Steel Painting
40,000
Real Estate &
Facility
Facility
CITY HALL - Interior Renovations for
81
Management
Management
Organizational Re- Alignment
350,000
Real Estate &
Facility
Facility
PETER G. MURRAY ARENA- New Water
82
Management
Management
Flooding System
35,000
Real Estate &
Facility
Facility
CHARLES GORMAN ARENA - Install New
83
Management
Management
Ammonia Heat Recovery System
50,000
Real Estate &
Facility
Facility
FIRE DEPARTMENT TRAINING CENTRE -
84
Management
Management
New Training Tower - Phase 2
450,000
Real Estate &
_
Facility
Facility
MUNICIPAL OPERATIONS COMPLEX -
85
Management
Management
Replace Lighting Equipment
30,000
Real Estate &
Facility
Facility
Rothesay Avenue Fleet Services Garage -
86
Management
Management
New Fire Alarm System
45,000
Real Estate &
SUSTAINABLE ENERGY MANAGEMENT -
Facility
Facility
Miscellaneous Energy Management
87
Management
Management
Measures
50,000
Real Estate &
Facility
Facility
FIRESTATION NO. 1 (LEINSTER) -
88
Management
Management
Modifications to Vehicle Exhaust System
30,000
Real Estate &
Facility
Facility
FIRESTATION NO. 5 (ADELAIDE) -
89
Management
Management
Modifications to Vehicle Exhaust System
30,000
23
Real Estate &
Facility
Facility
FIRESTATION NO. 8 (MILLIDGE)-
90
Management
Management
Modifications to Vehicle Exhaust System
30,000
Recreation &
Leisure
Facility Renewal Fund -to perform
91
Green Space
Services
necessary repairs & replacements
800,000
Recreation &
Leisure
92
Green Space
Services
Shamrock Park Master Plan Phase 1
2,833,000
Recreation &
Leisure
93
Green Space
Services
Rainbow Park Revitalization
1,800,000
Recreation &
Leisure
94
Green Space
Services
Rockwood Park Event Signage
50,000
Recreation &
Leisure
95
Green Space
Services
Rockwood Park Phase 3
800,000
Recreation &
Leisure
96
Green Space
Services
Shamrock Park Mountain Bike Trails
250,000
Recreation &
Leisure
97
Green Space
Services
Market Place West Phase 1
500,000
Recreation &
Leisure
i
98
Green Space
Services
Street Trees
60,000
Fire Dept. -
Urban
Environment
Equipment Renewal - Personal
99
Safety
Service
Protective Equipment
62,500
Fire Dept. -
Urban
Environment
Equipment Renewal - Self Contained
100
Safety
Service
Breathing Apparatus
76,000
Fire Dept. -
Urban
Environment
Equipment Renewal - Ropes and
101
Safety
Service
Harnesses
28,600
Rodney Terminal -Supplemental
Funding for renewal and structural lining
of 380m of 2150mm diameter CMP to
Municipal
include the installation of a check valve
Storm
to provide additional backflow
Operations
prevention not part of the original
860,000
975,000
design that has been determined to be a
necessary component of the overall
102
project.
Storm Water Management - Brentwood
- Boars Head Road Construction of
stormwater detention pond on
Municipal
Caledonia Brook - High Pond "A ",
Storm
Operations
including land acquisition, design and
1,140,000
construction management services.
Subject to environmental approvals..
103
Project to be funded under G.T.F.
24
Boars Head Road - Near Caledonia
Brook, construction of a detention Swale
along Boars Head Road at the Aliant
Municipal
building, installation of inlet control
Storm
Operations
devices and a new storm sewer outfall
225,000
to Caledonia Brook from Boars Head
Road, including design and construction
104
management services.
Milford Drainage Basin -Gifford Road -
Gifford Road from Milford Road to
approximately Civic #90. Install approx.
160m of new 300mm and 100m of
Storm
Municipal
200mm storm sewer and structures for
Operations
separation in the area and 25m of
500,000
375mm storm outfall piping with
headwall. Includes construction
105
�^
management services.
Milford Drainage Basin - River Hill Drive -
Dwyer Road to Silvermount Crescent,
including existing storm outfall. Install
Municipal
approx_ 300m of new 300mm and 65m
Storm
of 375mm storm sewer for separation in
Operations
the area and renew existing 300mm
510,000
with new 375mm storm outfall,
including construction management
106
services.
Milford Drainage Basin - Russell Hill
Road - Russell Hill Road from Civic #484
to Greenhead / Dwyer Road
Storm
Municipal
intersection. Install approx. 140m of
Operations
new 200mm and 300mm storm piping
175,000
and structures for separation in the
area. Includes construction
107
management services.
Storm Water Management - Brentwood
- Cambridge Estates Modifications to the
Municipal
storm outfall at Boars Head and
Storm
Operations
Cambridge Estates - new outfall to
35,000
Caledonia Brook including construction
108
management services.
Storm Water Management - Brentwood
Municipal
-Various locations Property acquisition
Storm
for construction of stormwater
Operations
detention ponds in various locations in
150,060
109
Millidgeville.
Allison Street - Milford Road to Francis
Municipal
Street. Replace existing 375mm storm
Storm
sewer with new 600mm storm sewer,
Operations
including design and construction
140,000
110
management services.
Frederick Street - Rothesay Avenue to
end. Install approx. 100m of new
Storm
Municipal
300mm storm sewer for separation,
Operations
including design and construction
60,000
111
management services
25
Honeysuckle, Sherbrooke Street
Municipal
Drainage Basin - Culvert #2 -
Storm
Operations
Honeysuckle Drive. Install twin 2400mm
415,000
x 1200mm box culverts including
112
construction management services.
Loch Lomond Road - Russell Street to
Westmorland Road; Atlantic Avenue.
Renewal of existing sections of storm
Storm
Municipal
sewer in conjunction with road
Operations
realignment as part of the One Mile
210,000
Interchange project; includes
construction management services. Will
113
seek to tender as part of D.O.T. contract
Mystery Lake Flow Control Structure -
Storm
Municipal
Mystery Lake Environmental Impact
Operations
Assessment for the Flood Control
90,000
114
System
Seaton Street - Rothesay Avenue to end.
Municipal
Install approx. 90m of new 300mm
Storm
storm sewer for separation, including
Operations
design and construction management
50,000
115
services
Adelaide Street - Between Victoria
Municipal
Street and Newman's Brook. Install
Storm
approx. 125m of new storm sewer for
Operations
separation, including design and
100,000
116
construction management services.
Sea Street - Sea Street to outfall_
Approx. 335m of various size pipe with
Municipal
associated swales, manholes,
Storm
Operations
landscaping and reinstatements,
400,000
including outfall analysis, design and
117
construction management services.
Saint John
118
Transit
Transit
2 Buses (Pre - approved in 2011)
900,000
I
i
Saint John
119
Transit
Transit
Fleet Replacement (2 new buses)
860,000
Saint John
Handi -Bus replacement (1 new
120
Transit
Transit
paratransitvehicle)
100,000
Saint John
Garage Equipment, Bus Stop & on Street
121
Transit
Transit
Infrastructure
160,000
Transportation Master Plan - Plan SJ.
Development of a comprehensive plan
that guides implementation of
Transportation and Mobility policies of
Municipal
PlanSJ. The developed plan will
Transportation
Operations
recommend means of improving the
350,000
movement of people and goods within,
to, from and the City in the mode of
choice, be it walking, cycling, public
r
122
transportation or driving.
26
Westfield Road - Civic #2184 to Civic
#2300 (275m). Road reconstruction
Municipal
(drainage control, curb and sidewalk
Transportation
Operations
(north side), landscaping, expanded
1,175,00
foam asphalt resurfacing), including
construction management services_
123
Phase A2.
Anglin Drive - Thornbrough Street to
Sandy Point Road (including storm sewer
on Pidgeon Terrace from Anglin Drive to
end) Design services for storm sewer,
Transportation
Municipal
curb, sidewalk, landscaping, cold milling,
Operations
paving_ Design in 2011 for construction
125,001,
in 2013, design to consider local traffic
calming measures and an assessment of
the pedestrian crosswalk at Sandy Point
124
Road.
4
Curb & Sidewalk Renewal -
Neighbourhoods -Various locations.
Transportation
Municipal
Renewal of concrete curb and sidewalk
Operations
in conjunction with the annual asphalt
650,000
roadway maintenance and rehabilitation
125
Y
program.
Frederick Street - Rothesay Avenue to
end. Street reconstruction (excavation,
Transportation
Municipal
backfill, curb, sidewalk, landscaping,
Operations
paving), including design and
150,000
construction management services.
126
Asphalt Pavements $100,000 / 0.42LK
Loch Lomond Road - Saint Catherine
Street to Westmorland Road including
Westmorland Road Intersection Road.
Reconstruction (excavation, backfill,
Municipal
curb, sidewalk, utilities, traffic lights,
Transportation
Operations
landscaping, paving) in conjunction with
805,000
road realignment as part of the One
Mile Interchange project; including land
acquisition and construction
management services. Will seek to
127
tender as part of D.O.T. contract
Seaton Street - Rothesay Avenue to end.
Street reconstruction (excavation,
Transportation
Municipal
backfill, curb, sidewalk, landscaping,
Operations
paving), including design and
140,000
construction management services_
128
Asphalt pavements $100,000 / 0.42LK
Upland Road -John T. McMillan Avenue
to Reading Crescent. Street
Municipal
reconstruction (excavation, backfill,
Transportation
Operations
curb, sidewalk, landscaping and paving)
155,000
including design and construction
management services. Asphalt
129
pavements $85,000 / LK 0.33
27
Westmorland Road -At Loch Lomond
Road intersection Intersection.
Reconstruction to be done in
Transportation
Municipal
conjunction with construction of One -
Operations
Mile House Interchange including land
250,00(
acquisition, design and construction
management services. Will seek to
130
tender as part of D.O.T. contract.
Westmorland Road - Kervin Road to
Golden Grove Road. Street
Municipal
rehabilitation(curb, sidewalk and
Transportation
Operations
landscaping), including design and
350,00(
construction management services, in
conjunction with asphalt resurfacing
131
(operating budget)
Whipple Street -Sea Street to Fundy
Drive. Street reconstruction (excavation,
backfill, curb, sidewalk, landscaping and
Municipal
paving) along with access improvements
Transportation
Operations
to Beaconsfield School, including design
400,000
and construction management services.
Street asphalt pavement width to be
narrowed. Asphalt pavements $160,000
132
/ 0.61LK
Somerset Street - (RDH) - Wellesley
Avenue to Samuel Davis Drive Street.
Transportation
Municipal
Reconstruction (storm sewer,
Operations
excavation, backfill, curb, sidewalk,
350,000
1,100,000
landscaping), including design and
133
construction management services
Adelaide Street -Victoria Street to
Visart Street Street. Reconstruction
Municipal
(excavation, backfill, curb, sidewalk,
Transportation
Operations
landscaping and paving), including
490,000
design and construction management
services. Asphalt pavements $360,000 /
134
1.42LK.
Golden Grove Road - Dresden Avenue to
Essex Street East (May need to reduce
Municipal
scope) Road reconstruction (excavation,
Transportation
Operations
drainage control, curb, sidewalk,
1,650,000
landscaping, paving), including design
and construction management services.
135
Asphalt pavements $770,000 / 3.00LK
Loch Lomond Road - Between
Commerce Drive and Old Champlain
!
Transportation
Municipal
Drive. Slope remediation - slope the area
Operations
between the curb and existing guide rail
100,000
towards the road and resurface this area
136
with asphalt.
Roundabout Analysis - Rothesay Avenue.
Engineering services to evaluate
Transportation
Municipal
potential for a traffic roundabout at
Operations
Rothesay Avenue/Ashburn Lake
40,001
Road /Retail Drive and preparation of a
137
conceptual design report.
/:
Municipal
Trails and Bikeways - Various. Design
Transportation
and construction of projects from the
Operations
Trails and Bikeways Master Plan
100,001
138
Waterfront
Waterfront
Land Acquisition - CCG 2nd and Final
139
Development
Development
Phase
1,968,00+
Waterfront
Waterfront
140
Development
Development
Expansion Joint #2 - Smythe Street
160,001
Waterfront
Waterfront
141
Development
Development
Boardwalk Area refurbishment
50,001
Waterfront
Waterfront
CCG -Administration Bldg: HVAC
142
Development
Development
design /engineering
75,001
Waterfront
Waterfront
143
Development
Development
Waterfront
Eco -Hub infrastructure development
40,001
Waterfront
144
Development
Development
Loyalist Plaza & North Market Slip
40,001
Waterfront
Waterfront
CCG - Administration Bldg: interior
145
Development
Development
renovations
30,001
Waterfront
Waterfront
_
146
Development
Development
Site Re- Development /Construction
80,001
Waterfront
Waterfront
CCG - Administration Bldg: Sewer /water
147
Development
Development
hook -up
70,001
Waterfront
Waterfront
CCG - Administration Bldg:
148
Development
Development
interior /exterior signage
10,001
Waterfront
Waterfront
CCG - EA, Legal, Real Estate, engineering
149
Development
Development
professional services
200,001
GRAND TOTAL
4,814,202
34,470,36!
29
Appendix "D" — The 2012 General Capital Fund Budget
Project
CATEGORY
DEPARTMENT
DESCRIPTION
BUDGET-
BUDGET -
#
OTHER SHARE
CITY SHARE
1
Corporate
IT
MediaSolve - New Police HQ
7,000
2
Police HQ IT Implementation Team -
Corporate
IT
New Police HQ
62,500
3
Peel Plaza Connectivity - Fiber
Corporate
IT
Installation (in CH)
12,000
4
Corporate
IT
Mobile Device Security
18,000
5
Corporate
IT
Fleet Management System
140,000
6
Corporate
IT
IBM AS400 Upgrades
10,000
7
Corporate
IT
Sewer Video System and Storage
10,000
8
Corporate
IT
Tape library (Combined)
40,000
9
Corporate
IT
Citrix /Virtual Desktop Software
10,000
10
Corporate
IT
Website - Tools, upgrades
10,000
11
Corporate
IT
Replace VMWare FS1 ESX
17,000
12
2 User Switches - City Hall and
Corporate
IT
Rothesay Ave.
15,000
13
Corporate
IT
VMware ESX - Police
13,500
14
Corporate
IT
Disk Storage Expansion - City
10,000
15
Corporate
IT
Disk Storage Expansion - Police
10,000
16
10 WiFI Access Points Rothesay
Corporate
IT
Avenue
5,000
17
HTE Professional Services (upgrades
Corporate
IT
and implement new features)
20,000
18
Corporate
IT
SQL Server
8,000
19
Corporate
IT
SQL Server
8,000
20
Corporate
IT
VMware ESX - City
13,500
21
Corporate
IT
Exchange - Store
10,500
22
Desktop Computers (Chargeback
Corporate
IT
Program)
464,202
30
23
Economic
Development
Planning
Development Incentive Program
100,000
24
Economic
Saint John
Barge Facility - Major infrastructure
Development
Industrial Park
project in support of fabricators
100,000
Lorneville Hydro Extension - hydro
25
Economic
Saint John
looping from Coleson Cove to Paddy's
Development
Industrial Park
Hill along King William.
50,000
26
Economic
Saint John
Spruce Lake Beautification - ongoing
Development
Industrial Park
beautification
25,000
27
Economic
Saint John
McAllister Beautification - ongoing
Development
Industrial Park
beautification
25,000
Materials &
28
Fleet
Fleet
Management
3 Packers
615,000
Materials &
29
Fleet
Fleet
Management
Fleet replacement from Fleet Reserve
2,000,000
Materials &
30
Fleet
Fleet
Management
1 Pumper Truck (Fire)
500,000
Canada
31
Games
Aquatic centre capital expenditure
Municipally
Aquatic
(Earth Filters, Control actuators with
owned Facilities
Centre
electronics, Energy Audit)
71,450_
Municipally
Harbour
32
owned Facilities
Station
Evaporative Condenser
80,000
33
Municipally
Harbour
owned Facilities
Station
Phase 2 Fluorescent Lighting Retrofit
40,000
Municipally
Harbour
34
owned Facilities
Station
Snow blower
10,000
Rockwood
35
Municipally
Park Golf
Rockwood Park Golf Course capital
owned Facilities
Course
contribution
25,000
36
Municipally
Saint John
owned Facilities
Arts Centre
Carpet
15,000
37
Municipally
SJ Free Public
Renovations, signage, painting, Self
owned Facilities
Library
check -out - West Branch
45,000
SJ Trade &
38
Municipally
Convention
Relocation & Renovation of Trade
owned Facilities
Centre
Centre Sales Office
100,000
39
Parking
Parking
Commission
Equipment and Signage
80,000
40
Parking
Parking
Commission
Equipment and Signage
13,550
Real Estate &
Sustainable Energy Management -
41
Facility
Facility
Miscellaneous Energy Management
Management
Management
Measures
50,000
Real Estate &
42
Facility
Facility
Management
Management
Street Lighting- Replace Street Lights
50,000
31
Real Estate &
North End Community Centre -
43
Facility
Facility
Building Renewal Program - Ph 2:
Management
Management
Design consulting)
235,000
Real Estate &
44
Facility
Facility
Rothesay Avenue Fleet Services
Management
Management
Garage - New Fire Alarm System
45,000
Real Estate &
45
Facility
Facility
Loch Lomond Community Centre -
Management
Management
Replace Septic System
25,000
Real Estate &
46
Facility
Facility
Management
Management
Renewal of City -owned buildings
150,000
47
Recreation &
Leisure
Green Space
Services
Market Place West Phase 1
500,000
48
Recreation &
Leisure
Green Space
Services
Street Trees
60,000
49
Recreation &
Leisure
Facility Renewal Fund -to perform
Green Space
Services
necessary repairs & replacements
700,000
Fire Dept. -
Urban
50
Environment
Equipment Renewal - Personal
Safety
Service
Protective Equipment
62,500
Fire Dept. -
Urban
51
Environment
Equipment Renewal - Self Contained
Safety
Service
Breathing Apparatus
56,000
Fire Dept. -
52
Urban
Environment
Equipment Renewal - Ropes and
Safety
Service
Harnesses
28,600
Rodney Terminal - Supplemental
Funding for renewal and structural
53
Storm
Municipal
lining of 380m of 2150mm diameter
Operations
CMP to include the installation of a
860,000
975,000
check valve to provide additional
backflow prevention.
Loch Lomond Road - Russell Street to
Westmorland Road; Atlantic Avenue.
Renewal of existing sections of storm
54
Storm
Municipal
sewer in conjunction with road
Operations
realignment as part of the One Mile
21,000
Interchange project; includes
construction management services.
Frederick Street - Rothesay Avenue to
Municipal
end. Install approx. 100m of new
55
Storm
Operations
300mm storm sewer for separation,
6D,000
including design and construction
management services
32
Seaton Street - Rothesay Avenue to
Municipal
end. Install approx. 90m of new
56
Storm
Operations
300mm Storm sewer for separation,
50,000
including design and construction
management services
Allison Street - Milford Road to
Francis Street. Replace existing
57
Storm
Municipal
375mm storm sewer with new
Operations
600mm storm sewer, including design
140,000
and construction management
services.
Storm Water Management -
Brentwood - Boars Head Road
Construction of stormwater detention
Municipal
pond on Caledonia Brook - High Pond
58
Storm
"A ", including land acquisition, design
Operations
and construction management
1,140,000
services. Subject to environmental
approvals. Project to be funded under
G.T.F.
Storm Water Management -
Municipal
Brentwood -Various locations
59
Storm
Operations
Property acquisition for construction
150 000
of stormwater detention ponds in
'
various locations in MiRidgeville.
60
Saint John
Transit
Transit
2 Buses (Pre- approved in 2011)
900,000
61
Saint John
Handi -Bus replacement (1 new
Transit
Transit
paratransit vehicle)
100,000
62
Saint John
Garage Equipment, Bus Stop & on
Transit
Transit
Street Infrastructure
100,000
Westmorland Road - At Loch Lomond
Road intersection. Reconstruction to
Municipal
be done in conjunction with
63
Transportation
construction of One -Mile House
Operations
Interchange including land
25,000
acquisition, design and construction
management services.
Loch Lomond Road - Saint Catherine
Street to Westmorland Road
including Westmorland Road.
Reconstruction (excavation, backfill,
64
Transportation
Municipal
curb, sidewalk, utilities, traffic lights,
Operations
landscaping, paving) in conjunction
80,000
with road realignment as part of the
One Mile Interchange project;
including land acquisition and
construction management services.
33
Somerset Street - (RDH) - Wellesley
Avenue to Samuel Davis Drive.
65
Transportation
Municipal
Reconstruction (storm sewer,
Operations
excavation, backfill, curb, sidewalk,
350,000
1,100,000
landscaping), including design and
construction management services.
Frederick Street - Rothesay Avenue to
end. Street reconstruction
66
Transportation
Municipal
(excavation, backfill, curb, sidewalk,
Operations
landscaping, paving), including design
150,000
and construction management
services.
Seaton Street- Rothesay Avenue to
end. Street reconstruction
67
Transportation
Municipal
(excavation, backfill, curb, sidewalk,
Operations
landscaping, paving), including design
140,000
and construction management
services.
Curb & Sidewalk Renewal -
Neighbourhoods - Various locations.
65
Transportation
Municipal
Renewal of concrete curb and
Operations
sidewalk in conjunction with the
500,000
annual asphalt roadway maintenance
and rehabilitation program.
69 Waterfront
Waterfront
CCG - EA, Legal, Real Estate,
y
Development
Development
engineering professional services
200,000
70
Waterfront
Waterfront
Development
Development
Boardwalk Area refurbishment
50,000
71
Waterfront
Waterfront
Development
Development
Expansion Joint #2 - Smythe Street
160,000
72
Waterfront
Waterfront
Development
Development
Eco -Hub infrastructure development
40,000
73
Waterfront
Waterfront
Land Acquisition — Coast Guard 2nd
Development
Development
and Final Phase
1,965,000
TOTAL
4,814,202
11,216,100
- — � a'
The 2012 General Fund
Capital Budget
The Foundation nf the Budget
New capital expenditures limited to $io million
(excluding the outstanding commitments to the new
Police Headquarters) in order to reduce future debt
repayment costs.
Projects must align with the objectives and principles
of PIanSJ and Council's priorities.
All projects funded conditionally prior to 2012 were
removed.
Funds shall be used for the highest priority core City
SAINT JOHN
The Budget Making Process - 1
Each project description included:
• The funding required (City and Other Share)
• An assessment of the relative significance of the project
in terms o
Public or occupational health and safety;
An existing contractual requirement;
Whether the project is an identified Council priority;
Whether co- funding or cost sharing is available;
The strategic significance of the investment;
Whether the investment will increase municipal revenues or
reduce City operating expenses;
SAINT JOHN
The Budget Making Process - 2
Improved efficiency or effectiveness;
Whether the investment protects City assets; and
Whether the investment improves City services.
• An evaluation of whether the project implements the
City's municipal plan and is consistent with the vision,
directions, and policies of Plan SJ.
• Whether the project is linked to a project identified for
funding in the Utility Capital Fund or is linked to
another capital investment.
• Each project was then ranked in order of priority based
on all of the considerations identified. i
SAINT JOHN
The Funding Envelope
New City Money
Expenditures Approved in zoio and 2011
Total Amount Invested by the City
Amount Invested by Others
Total Investment in General Capital
$1010001000
+$1134123007
$21,412,007
+$9,632,230
T
$3l i O44, 237
SAINT JOHN
Carry Forward Projects Underway
CATEGORY
Carry Forward -City
Share
Other share
TOTAL
BUILDING & ASSET PROTECTION
$413,090
$413,090
CORPORATE
$1701939
$170,939
ECONOMIC DEVELOPMENT
$1,0361600
$1103600
RECREATION & GREEN SPACE
$4711000
$4711000
SAFETY
$2271366
$2271366
SOCIAL
$1121821
$1121821
SPORTS
$155,653
$1551653
STORM FLOOD CONTROL
$215261472
$418181028
$7,344,500
TRANSPORTATION
$2,2881021
$21288,021
Grand Total
$7,4019962
$498189028
$ 12,219,990
Not Started Carry Forward to Proceed
Category
Carryover -City
Share
TRANSPORTATION
$745,000
STORM (FLOOD CONTROL)
$1,055,000
SOCIAL
$956,.798
CORPORATE
$40,000
TOTAL VALUE OF PROJECTS TO PROCEED
$2,796,798
SAINT JOHN
"Dre- App roved" ' ^"' Projects
Purchase of a New Transit Buses
Purchase of 3 New Packer Trucks
for Solid Waste Collection
Rodney Terminal Storm
Fire Department Pumper Truck
Coast Guard Site Legal, Real Estate
and Other Costs
Total
$9001000
$615,000
$975,000
$500,000
$2,00,000
$3,190,000
S,AI \j )()B!\
The 2012 General Capital Program
Waterfront
8%
n
Fleet
14%
Technology
4%
Recreation and
Leisure
io% Buildings,
Equipment
and Energy
Economic
0 evelopment
�%
Drainage
39%
Transportation
18%
Transportation and Storm Water (Drainage)
Total Investment in Transportation - $5.35 million
Total Investment in Storm Water - sii.8 million
Highlights
Transportation - Garden Street, Rothesay Avenue,
Westmorland Road, Loch Lomond Road, Somerset Street,
curb and sidewalk work
Storm - Honeysuckle, Rodney Terminal, Milford,
Rr""flAT""A / "n VC! uAnrl Rl1t "kACntT AXT""11"/]kA-nrCb 1 rAA1r
SAINT JOHN
Buildings, Equipment and Energy
Total Investment s1.8 million
Highlights
Buildings and Facilities -
centres, Harbour Station,
Investments in the community
the Aquatic Centre, the Arts
Centre, the Trade and Convention Centre, and the libraries
Equipment - Investments in Parking Commission and Fire
Department assets.
Energy - Investments in energy audits and street lighting
SAINT JOHN
Recreation and Leisure
Total Investment $2.9 million
Hiiahli
Facility Renewal - $700,00o and Market Place West (pending)
-$500,000
Investments in Street Trees, arena improvements, projects in
the South End and Crescent Valley.
Nearly si million for the North End Community Centre.
SAINT JOHN
Technology and Fleet
Total
Investment
in Technology
s1.o6 million
Total
Investment
in Fleet $4.215
million
Highlights
Technology - Fleet Management System, other system
upgrades.
Fleet - 3 packer trucks for solid waste, new fire truck, Z new
transit buses, other vehicle replacement.
Waterfront Development
Total Investment $Z.543 million
Highlights
Acquisition of the balance of the Coast Guard Site -
$1,968,000
Other Coast Guard site costs - $200,000
Other projects including Boardwalk refurbishment and Eco
Hub - $250,000
SAINT JOHN
Economic Development
Total Investment $300,000
Highlights
No new development incentive programs. Wind -up funds for
incentive programs cancelled in 2011.
$Z00,000 for Saint John Industrial Parks to leverage an
additional investment of $785,000 from SJIPL to move the
barge facility project forward, acquire additional land in
Spruce Lake, extend electrical infrastructure in Spruce Lake,
and carry out further improvements at Spruce Lake and
McAllister.
SAINT JOHN
Unfunded Projects - 1
Transportation - ii of 17 projects unfunded
Storm Water Management - 9 of 16 projects unfunded
The new YMCA in Crescent Valley
Crescent Valley infrastructure (related to housing plan)
The Exhibition Association Field House
The Paramount Theatre Restoration
City Market Office Tower renovations
Phase Z of the North End Community Centre Building Renewal
Program
Major renovations to the Trade and Convention Centre and the Canada
Games Aquatic Centre
The Fire Department Training Facility
SAINT JOHN
Unfunded Projects - 2
Further investments in Rainbow Park, Rockwood Park, an artificial turf
field at Millidgeville North, Fallsview Park, Reversing Rapids and
Shamrock Park
Elimination of the majority of the funding for the Customer Service
Project (the centralized service model)
The purchase of additional transit buses (Z additional buses will not be
purchased)
Funding to improve the Coast Guard administration building and site
preparation work for the Coast Guard site
The Path Forward
Utility Capital Budget -Two weeks after approval of the
General Capital Budget and aligned with this budget.
Five Year Capital Budget
Four weeks after approval of the General Capital
Budget.
Must be appended to the new Municipal Plan.
SAINT JOHN
Recommendations
That Common Council:
• Approve the 2012 Capital Budget for the General Fund in the amount of
$16,030,302 (gross) with contributions from other sources of $4,814,202
yielding a capital budget in the amount of $11,216,ioo (net) as set out in
Appendix `D'.
That Common Council adopt the following resolutions:
• That the overall funding envelope for the 2012 Capital Budget for the
General Fund be fixed and there shall be no new projects added to the
2012 capital program without finding the required funding from the
fixed envelope.
That Common Council not pre- approve any project for inclusion within
the 2013 capital program without first making any consequential
revisions necessary to the five -year capital budget.
SAINT JOHN
Conclusions
The 2012 General Fund Capital Budget:
Strategically uses the City's very limited financial resources;
Makes substantial investments in Saint John's community
assets, hard infrastructure, and quality of life
infrastructure;
Positions the community for population and economic
growth;
Is fully consistent with P1anSJ; and
Distributes investments across all parts of the City.
r3.2, ON
City Hall P.O. Box 1971
15 Market Square Saint John
New Brunswick
Canada E2L 4L1
February 27, 2012
Your Worship, Deputy Mayor and Councillors:
E
Subject: Committee of the Whole — Recommended Appointments to Committeeistty of Saint John
The Committee of the Whole, having met on February 27 2012, adopted the following
resolution:
RESOLVED that as recommended by the Nominating Committee, having met on February 23
2012, Committee of the Whole recommends that Council makes the following appointments to
Committees:
Heritage Development Board: to appoint Dr. Elizabeth McGahan to replace Grant Heckman
and re- appoint Colin Waldschutz for a three year term from February 2, 2012 to February 2,
2015.
Leisure Services Advisory Board: to appoint Dr. Theresa Koppert, Daryl Steeves and Derrick
Mitchell, and to re- appoint Andrea Garland for a three year term from February 27, 2012 to
February 27, 2015.
City of Saint John Non - Profit Housing Committee: to re- appoint Sandy Bastarache for a
three year term from February 27, 2012 to February 27, 2015.
Saint John Parking Commission: to appoint Lori Byrne for a three year term from February
27, 2012 to February 27, 2015.
Planning Advisory Committee: to appoint David Drinnan for a term from February 27, 2012 to
January 1 St, 2014.
PRO Kids: to appoint Patrick Darrah, Michael Whelton and Charlie Swanton for one term
ending on December 31, 2014 and to re- appoint Danny Jardine for one term ending on
December 31, 2014.
Saint John Free Public Library: to re- appoint Patti Chisholm for a three year term from
February 27, 2012 to February 27, 2015.
Rockwood Park Advisory Board: to appoint Derrick Mitchell for a one year term from
February 27, 2012 to February 27, 2013.
Saint John Energy: to re- appoint Councillor Titus for a three year term from March 15, 2012 to
March 15, 2015.
City Hall
15 Market Square
Respectfully Submitted,
Jonathan Taylor
Assistant Common Clerk
P.O. Box 1971
Saint John
New Brunswick
Canada P2L 4L1
A
aIA111)
City of Saint John
REPORT TO COMMON COUNCIL
27 February 2012
ICA ,ot
C
His Worship Ivan Court
and Members of Common Council city of saint John
Your Worship and Councillors:
SUBJECT: Commissioner Appointments
The organizational realignment is founded on a key objective, "to create a service
based, results oriented, high performance public service organization ". Council
has approved the new organizational structure with six commissioner positions
and the job descriptions for each position. The 2012 Operating Budget was
developed in a service based format consistent with the new organizational
structure.
The new structure will not in itself achieve the desired objective. It is necessary
to appoint highly competent and experienced individuals to the Commissioner
positions. These individuals must function in a team environment while fulfilling
their respective mandates.
Commissioners have significant managerial responsibilities as department heads
and exercise key leadership roles in the City structure. They occupy public
positions that must demonstrate professionalism, trust, and competence to the
citizens of the City of Saint John. Just as importantly, they are expected to
regularly provide professional advice to the City Manager and policy advice to
Common Council on a broad range of complex issues_
It falls to the City Manager to recommend appointments to these positions and it
is the prerogative of Council to make the actual appointment. The purpose of this
report is to recommend the appointment of four Commissioners.
The four departmental areas under consideration include;
Growth and Development Services — delivers services that support the
community in achieving its long -term vision of having a diverse, vibrant, resilient
and environmentally sound economy. Responsibilities include growth and
planning services, permitting and inspection services, development support and
geographic information systems.
Ken Forrest, MURP, MCIP, RPP currently Commissioner of Planning
and Development Services, is ideally suited to this role. He offers a strong
planning and development background, has demonstrated effective
leadership and municipal experience and has a clear understanding of
how to achieve the PlanSJ outcomes while encouraging quality
investment in the community.
Finance and Administrative Services - enables the delivery of municipal
services that are effective and efficient in meeting the needs of our community.
The focus is on responsible financial management and sustainable life cycle
management of the City's physical assets (fleet, facilities, real estate, purchasing
and materials management).
Greg Yeomans CGA MBA, currently Commissioner of Finance, is the
most qualified candidate for this key position. He has the relevant
professional accounting qualifications, has excellent financial
management experience, has a solid understanding of the organizational
demands as well as its capacity and has the leadership abilities to.take on
a broader mandate responsible for the lifecycle management of the City's
physical assets.
Strategic Services — supports the organization in responding to constant
change by employing strategic approaches to effective communication,
collaborative service delivery, corporate planning and policy development,
fostering productive intergovernmental relationships, maximizing the use of
information technology and positioning human resources as a key element in
building a high performance public service.
Jacqueline Hamilton, MURP, MCIP, RPP currently Deputy
Commissioner Planning and Development Services, has excelled in her
role in the development of PlanSJ and has demonstrated her ability to
work with the community, as well as both internal and external
stakeholders in a collaborative manner while still achieving the desired
outcomes. She has a broad range of experience in the municipal sector
and has the strategic thinking skills and professional strength to lead
significant change in the organization.
Transportation and Environment Services and City Engineer - supports the
community in achieving its long -term vision and goal of creating a green,
attractive city where people can travel safely and easily. Services are delivered to
provide an evolving array of convenient, comfortable, affordable and efficient
modes of transportation. Services also focus on protecting our natural
environment with the maintenance of outstanding parks, green and other public
spaces, while promoting a shared commitment to environmental stewardship and
keeping Saint John clean.
William Edwards, BSc, PEng - currently serving as Commissioner of
Buildings and Inspection Services and most recently assigned to lead
construction of the Peel Plaza development. He has continued to assume
increased responsibility throughout his engineering career and excelled in
each assignment. His proven management skills coupled with his project
management experience and his professional engineering qualifications
make him an exceptional candidate for this assignment. His ability to get
the job done in a complex multi- stakeholder environment will bring real
value to this leadership position.
Financial Implications
The annual budget includes provision for the salaries of the Commissioner
positions.
Recommendations
That Common Council adopt the following recommendations in order to make the
appointments to the positions of Commissioner Growth and
Development Services, Commissioner Finance and Administrative Services,
Commissioner of Transportation and Environment and City Engineer and
Commissioner of Strategic Services;
Resolved that the attached job descriptions for the positions of Commissioner
Growth and Development Services, Commissioner Finance and Administrative
Services, Commissioner of Transportation and Environment and City Engineer
and Commissioner of Strategic Services be approved, and;
Resolved that the position of Commissioner of Finance is hereby deleted from
the City Establishment; that the position of Commissioner of Finance and
Administrative Services is hereby added to the City Establishment and further
that Gregory Yeomans is hereby appointed to the position of Commissioner of
Finance and Administrative Services pursuant to Section 74 of the Municipalities
Act upon his same terms and conditions of employment at his current Group and
Step in the Management Pay Scale, and;
Resolved that the position of Commissioner of Planning and Development is
hereby deleted from the City Establishment; that the position of Commissioner of
Growth and Development Services is hereby added to the City Establishment
and that Mr. Ken Forrest is hereby appointed to the position of Commissioner of
Growth and Development Services, upon his same terms and conditions of
employment and at Group 9 and Step F in the Management Pay Scale, and;
Resolved that the position of Commissioner of Corporate Services is hereby
deleted from the City Establishment; that the position of Commissioner of
Strategic Services is hereby added to the City Establishment and further that Ms.
Jacqueline Hamilton is hereby appointed to the position of Commissioner of
Strategic Services upon her same terms and conditions of employment and at
Group 9, Step B in the Management Pay Scale, and;
Resolved that the position of Commissioner of Buildings and Inspection Services
is hereby deleted from the City Establishment: that the position of Commissioner
of Transportation and Environment Services and City Engineer is hereby added
to the establishment and further that Mr. William Edwards is hereby appointed to
the position of Commissioner of Transportation and Environment Services and
City Engineer pursuant to Section 74 of the Municipalities Act at Group 9 and
Step F in the Management Pay Scale.
Respectfully submitted,
\\P}}atrick Woods CGA
Cry Manager
Finance and Administrative Services - enables the delivery of municipal
services that are effective and efficient in meeting the needs of our community.
The focus is on responsible financial management and sustainable life cycle
management of the City's physical assets (fleet, facilities, real estate, purchasing
and materials management).
Greg Yeomans CGA MBA, currently Commissioner of Finance, is the
most qualified candidate for this key position. He has the relevant
professional accounting qualifications, has excellent financial
management experience, has a solid understanding of the organizational
demands as well as its capacity and has the leadership abilities to take on
a broader mandate responsible for the lifecycle management of the City's
physical assets.
Strategic Services — supports the organization in responding to constant
change by employing strategic approaches to effective communication,
collaborative service delivery, corporate planning and policy development,
fostering productive intergovernmental relationships, maximizing the use of
information technology and positioning human resources as a key element in
building a high performance public service.
Jacqueline Hamilton, MURP, MCIP, RPP currently Deputy
Commissioner Planning and Development Services, has excelled in her
role in the development of PlanSJ and has demonstrated her ability to
work with the community, as well as both internal and external
stakeholders in a collaborative manner while still achieving the desired
outcomes. She has a broad range of experience in the municipal sector
and has the strategic thinking skills and professional strength to lead
significant change in the organization.
Transportation and Environment Services and City Engineer - supports the
community in achieving its long -term vision and goal of creating a green,
attractive city where people can travel safely and easily. Services are delivered to
provide an evolving array of convenient, comfortable, affordable and efficient
modes of transportation. Services also focus on protecting our natural
environment with the maintenance of outstanding parks, green and other public
spaces, while promoting a shared commitment to environmental stewardship and
keeping Saint John clean.
William Edwards, BSc, PEng - currently serving as Commissioner of
Buildings and Inspection Services and most recently assigned to lead
construction of the Peel Plaza development. He has continued to assume
increased responsibility throughout his engineering career and excelled in
each assignment. His proven management skills coupled with his project
management experience and his professional engineering qualifications
make him an exceptional candidate for this assignment. His ability to get
the job done in a complex multi - stakeholder environment will bring real
value to this leadership position.
Financial Implications
The annual budget includes provision for the salaries of the Commissioner
positions.
Recommendations
That Common Council adopt the following recommendations in order to make the
appointments to the positions of Commissioner Growth and
Development Services, Commissioner Finance and Administrative Services,
Commissioner of Transportation and Environment and City Engineer and
Commissioner of Strategic Services;
Resolved that the attached job descriptions for the positions of Commissioner
Growth and Development Services, Commissioner Finance and Administrative
Services, Commissioner of Transportation and Environment and City Engineer
and Commissioner of Strategic Services be approved, and;
Resolved that the position of Commissioner of Finance is hereby deleted from
the City Establishment; that the position of Commissioner of Finance and
Administrative Services is hereby added to the City Establishment and further
that Gregory Yeomans is hereby appointed to the position of Commissioner of
Finance and Administrative Services pursuant to Section 74 of the Municipalities
Act upon his same terms and conditions of employment at his current Group and
Step in the Management Pay Scale, and;
Resolved that the position of Commissioner of Planning and Development is
hereby deleted from the City Establishment; that the position of Commissioner of
Growth and Development Services is hereby added to the City Establishment
and that Mr. Ken Forrest is hereby appointed to the position of Commissioner of
Growth and Development Services, pursuant to Section 74 of the Municipalities
Act upon his same terms and conditions of employment and at Group 9 and Step
F in the Management Pay Scale, and;
Resolved that the position of Commissioner of Corporate Services is hereby
deleted from the City Establishment; that the position of Commissioner of
Strategic Services is hereby added to the City Establishment and further that Ms.
Jacqueline Hamilton is hereby appointed to the position of Commissioner of
Strategic Services upon her same terms and conditions of employment and at
Group 9, Step B in the Management Pay Scale, and;
Resolved that the position of Commissioner of Buildings and Inspection Services
is hereby deleted from the City Establishment: that the position of Commissioner
of Transportation and Environment Services and City Engineer is hereby added
to the establishment and further that Mr. William Edwards is hereby appointed to
the position of Commissioner of Transportation and Environment Services and
City Engineer pursuant to Section 74 of the Municipalities Act at Group 9 and
Step F in the Management Pay Scale.
Respectfully submitted,
Matrick Woods CGA
City Manager
Commissioner, Growth and Development Services
of Work
As a member of the senior management team reporting directly to the City Manager, strategically lead the
organization in being a high performance public service — one that is service- based, customer focused and resource
conscious, and accountable. As a member of the team, ensure the collaborative and collective management of the
organization by promoting change and innovation, fostering a culture around providing quality customer service,
achieving results efficiently, building high performance teams, and enabling others to act.
As the Commissioner of the Growth and Development Services team, provide strategic leadership in nurturing a
positive, productive and collegial workplace focused on service excellence. This is accomplished by promoting the
skills, coaching, mentoring and collaborative leadership required to inspire employees and produce a unified effort
in quality service to our customers (public and internal).
The Growth and Development Services team delivers services that support the community in achieving its long-
term vision of having a diverse, vibrant, resilient, and environmentally sound economy. Services include providing
guidance, direction and support for development that enhances quality of life for our residents by working to
create new and renewed places where people want to live, work and invest.
Key Result Areas
As a member of the senior management team, enhance the ability of the City of Saint John to fulfill its service
mandates; working collaboratively across the organization to ensure service delivery continues to address the
needs of the community and is efficient.
Consider Council's priorities in recommending corporate strategic priorities and directions for the
organization; evaluating the extent to which progress is being made to ensure service delivery is customer
focused and resource conscious.
• Ensure that Common Council, through the City Manager, is provided with professional advice and options
concerning emerging issues and policies to achieve their priorities.
• Review all major corporate initiatives, policy changes, and changes to service delivery to ensure Common
Council's priorities and corporate objectives can be achieved.
• Endorse and provide leadership in the implementation of major organizational policy changes and other
key initiatives; effectively communicating opportunities and issues impacting the organization across all
service delivery areas.
• Champion a service -based approach to the operating and capital budget process that incorporates long-
term planning and measurement of outcomes to assist Council in making policy decisions about service
offerings.
• Strengthen ties between the Corporation, the City's agencies, boards and commissions (ABCs) and other
organizations that share a commitment to the sustainable development of Saint John and the delivery of
quality public service; ensuring there is alignment between the activities of these organizations and
Council's priorities.
• Strategically build organizational capacity to achieve corporate objectives through analysis, coordination,
and innovation.
• Encourage personal and professional development activities that foster a culture of collaboration and
creativity; focusing on building relationships across the organization, external agencies (including ABCs),
other levels of government, and the public in support of a positive, productive and collegial workforce.
As the Commissioner of Growth and Development, build, lead and manage teams of professional, technical and
administrative employees who deliver service in the areas of growth and community planning, permitting and
inspection, heritage, infrastructure development, GIS and development support in order to;
• Foster a commitment to quality customer service in the delivery of municipal services; ensuring
courteous, knowledgeable, and responsive interactions with citizens that help to demonstrate the value
of public investments (tax dollars) into the community.
• Provide balanced direction and attention to all areas of responsibility within the organization unit.
• Promote a collaborative and coordinated approach to service delivery, working with service areas across
the organization as required, to more effectively and efficiently achieve community and organizational
goals.
• Fulfill regulatory requirements of the position in accordance with all relevant legislation including the
roles of the Municipal Planning Director and the Development Officer pursuant to the Community
Planning Act subject to the authority provided to the Building inspector appointed pursuant to the
Municipalities Act and subject to the authority provided to the Heritage Officer appointed pursuant to the
Heritage Conservation Act.
• Ensure service objectives, policies and systems are aligned to efficiently address community needs.
• Act as the lead contact with the City's relevant agencies, boards and commissions to coordinate strategic
direction and service activities.
+ Approve the annual work plan for each service area in accordance with Council's Priorities and corporate
strategic objectives; ensuring services can be delivered effectively within available resources.
• Demonstrate accountability for service results by ensuring clear outcomes for service delivery are
established, performance is measured and publically reported, and service improvement strategies are
implemented.
• Establish a comprehensive policy planning framework for Saint John that will guide the development and
integration of community planning policies (inclusive of land -use, transportation, recreation and
infrastructure planning).
+ Lead an aggressive planning policy program that strives to build strong and vibrant communities that
considers the implications of a wide range of social, economic, physical and environmental issues;
balancing the historic character of the community with future needs; constructing safe, accessible
buildings and municipal infrastructure; and supporting diverse recreation opportunities.
• Develop plans, policies and services that support land development, use and growth management in
support of the community's long -term vision and goals for Saint John.
• Manage future growth and change on a city wide basis by ensuring development processes support the
City's planning policies and can be efficiently and consistently applied.
• Establish linkages with the City's budget to ensure municipal investment supports the long term
objectives of the City's municipal plan.
• Develop capacity in recreation, transportation and infrastructure planning to support implementation of
the City's municipal plan.
• Integrating the City's development processes to ensure that planning, inspection and infrastructure
requirements are clearly communicated to developers and applied in a responsible and efficient manner
that improves the services provided to customers.
• Ensure permitting and inspection processes are developed to confirm that building environments are safe
and healthy for occupancy and proposed use; making sure standards identified in codes and related by-
laws are applied consistently.
+ Ensure municipal infrastructure investments and servicing requirements for sustainable development is in
accordance with community and neighbourhood plans, strategic direction and policies of the City of Saint
John, Provincial regulations and sound engineering standards.
• Provide advice and support to the development and business community that will help foster growth;
supporting the economic viability of the community.
• Manager the City's corporate investment in geographic information systems and data to support the
delivery of services provided by the City of Saint John.
Service Areas of Responsibility
+ Growth and Planning (policy and current planning (including land -use, transportation, recreation and
infrastructure), heritage conservation, and development engineering)
+ Permitting and Inspection (permitting and inspection, by -law enforcement)
• Development Support
• Geographical Information Systems (GIS)
Essential qualifications
Certification: The incumbent shall be a full member of the Canadian Institute of Planners and a Registered
Professional Planner and may possess other certifications) that will add value to the strategic
nature of the position and meets essential legislative requirements.
Experience: A minimum of ten years of progressively responsible and relevant experience in government or a
large corporation is essential.
Education: A university degree, preferable at the graduate level (i.e., Master's Degree), in a related discipline is
required.
Competencies
As a member of the strategic leadership team the incumbent must demonstrative the following competencies:
Strategic leadership: Developing and inspiring commitment to a vision of success; supporting, promoting and
ensuring alignment with the organization's vision and values. More specifically, the incumbent provides leadership
in the development of the vision and strategic objectives for the organization and aligns change initiatives with
organizational values.
Customer - f=ocus: Identifying and responding to current and future public needs; providing service excellence to
both internal and external customers. More specifically, champions a strategic direction of being a customer -
focused organization.
Accountability: Understanding scope and responsibility in the delivery of public service. More specifically, charts
the future direction of major components of municipal service and ensures alignment with strategic directions set
by Common Council as well as stewardship of the best long term interests of the community.
Collaboration: Building working relationships with others (including internal and external) to achieve common
goals and positive results. More specifically, the incumbent facilitates collaboration across the organization and
with other organizations.
Innovation: Questioning status quo, exploring alternatives and responding to challenges with creativity using
intuition, experimentation and fresh perspectives. This involves encouraging leadership and fostering creativity in
others. More specifically, develops an environment that nurtures creative thinking, questioning and
experimentation.
Results- Orientation: Focusing personal and team efforts on achieving results consistent with the organization's
strategic objectives.
Communication: Listening to others and communicating in an effective manner that fosters open communication
within the service stream and across the organization to foster a collaborative and productive workplace. More
specifically, the incumbent communicates strategically to achieve specific objectives.
Influence: Gaining support from and convincing others to advance the objectives of the organization. More
specifically, the incumbent designs strategies that position and promote ideas and concepts to stakeholders.
Developing Others: Providing a supportive environment for enhanced performance and professional growth to
foster the development of others. More specifically, the incumbent creates a continuous learning environment
ensuring there are opportunities for growth and development.
Commissioner of Finance and Administrative Services
Scope of Work
As a member of the senior management team, strategically lead the organization in being a high performance
public service — one that is service- based, customer focused and resource conscious, and accountable. As
Commissioner of Finance the incumbent is the Chief Financial and Accounting Officer of the City and reports
directly to the Common Council on financial matters. As a member of the senior management team, ensure the
collaborative and collective management of the organization by promoting change and innovation, fostering a
culture around providing quality customer service, achieving results efficiently, building high performance teams,
and enabling others to act_
As the Commissioner of Finance and Administrative Services, provide strategic leadership in nurturing a positive,
productive and collegial workplace focused on service excellence. This is accomplished by promoting the skills,
coaching, mentoring and collaborative leadership required to inspire employees and produce a unified effort in
quality service to our customers (public and internal).
The Finance and Administrative Services team enables the delivery of municipal services that are effective and
efficient in meeting the needs of our community. Service delivery focuses on responsible, strategic management
of the City's finances, budgets, debt and pension plan and sustainable life -cycle management of the City's physical
assets (including fleet, facilities, real estate, purchasing and materials management).
Key Result Areas
As a member of the senior management team, enhance the ability of the City of Saint John to fulfill its service
mandates; working collaboratively across the organization to ensure service delivery continues to address the
needs of the community and is efficient.
• Consider Council's priorities in recommending corporate strategic priorities and directions for the
organization and evaluate the extent to which progress is being made to ensure service delivery is
customer focused and resource conscious.
+ The Treasurer acts as an advisor to Common Council and its Committees on all matters related to finance
and accounting and ensures Common Council is aware of the financial implications of relevant strategic
issues.
+ Undertakes research projects and makes appropriate policy recommendations to Council through the City
Manager
• Ensure that Common Council and its committees, are provided with sound professional advice and
options concerning financial issues and policies to achieve their priorities.
• Review all major corporate initiatives, policy changes, and changes to service delivery to ensure Common
Council's priorities and corporate objectives can be achieved.
• Endorse and provide leadership in the implementation of major organizational policy changes and other
key initiatives; effectively communicating opportunities and issues impacting the organization across all
service delivery areas.
• Champion a service -based approach to the operating and capital budget process that incorporates long-
term planning and measurement of outcomes to assist Council in making policy decisions about service
offerings.
+ Strengthen ties between the Corporation, the City's agencies, boards and commissions (ABCs) and other
organizations that share a commitment to the sustainable development of Saint John and the delivery of
quality public service; ensuring there is alignment between the activities of these organizations and
Council's priorities.
+ Strategically build organizational capacity to achieve corporate objectives through analysis, coordination,
and innovation.
• Provides financial advice and guidance to City Departments, Commissions, Boards and other City agencies,
boards and commissions as required.
• Encourage personal and professional development activities that foster a culture of collaboration and
creativity; focusing on building relationships across the organization, external agencies (including ABCs),
other levels of government, and the public in support of a positive, productive and collegial workforce.
As the Commissioner of Finance and Administrative Services, build, lead and manage teams of professional,
operation, technical and administrative employees who deliver service in the areas of financial management
(accounting, treasury, and payroll, budgeting, financial reporting), pension administration, and asset management
(fleet, real estate, facilities, purchasing and materials management, and insurance).
• Foster a commitment to quality customer service in the delivery of municipal services; ensuring
courteous, knowledgeable, and responsive interactions with citizens that help to demonstrate the value
of public investments (tax dollars) into the community.
+ Provide balanced direction and attention to all areas of responsibility within the organization unit.
• Promote a collaborative and coordinated approach to service delivery, working with service areas across
the organization as required, to more effectively and efficiently achieve community and organizational
goals.
• Fulfill regulatory requirements of the Treasurer's position and the Pension Plan in accordance with all
relevant legislation.
• As treasurer of the City of Saint John Pension Plan ensures that the plan is properly managed, provides
professional support/advice to the Board of Trustees, ensures compliance with all relevant regulations
and legislation and keeps current on developments in pension legislation and administration.
• Ensure service objectives, policies and systems are aligned to efficiently address community needs.
• Act as the lead contact on financial matters with the City's relevant agencies, board and commissions to
coordinate strategic direction and service activities.
• Approve the annual work plan for each service area in accordance with Council's Priorities and corporate
strategic objectives; ensuring services can be delivered effectively within available resources.
• Demonstrate accountability for service results by ensuring clear outcomes for service delivery are
established, performance is measured and publically reported, and service improvement strategies are
implemented.
• Ensure the strategic management of the financial affairs of the City; including the development of
effective control measures for the protection of the City's assets and resources.
• Ensure that financial management and accounting processes support the organization in realizing its
mandate and are consistent with best practices.
• Provide strategic, technical advice and direct financial services to all departments and a number of the
City's agencies, boards and commissions (ABCs), as appropriate.
• Provide the information necessary to make sound financial decisions and plan for the future, while
meeting statutory financial reporting requirements.
• Identify financial, operational and strategic risks of the organization and ensure there are effective risk
management processes in place and put into practice.
• Protect the public's interest against damage or liability claims that may occur as a result of the City's
delivery of public services, enduring that insurance policies of the appropriate type and size are put into
place and properly administered.
• Co- ordinate supply management for the City including procurement, tendering, inventory and
distribution, surplus sales, strategic supply chain support and asset disposal.
• Develop corporate principles, policies and protocols that support the effective life -cycle management
(governance, planning, acquisition and maintenance) of the City's fleet (equipment), land, and facility
assets.
Service Areas of Responsibility
• Chief Financial and Accounting Officer of the City of Saint John, responsible for all financial Services
(accounting, treasury, payroll, preparation of annual financial statements, development of long -term
financial plans for the General Fund and Water and Sewerage Utility)
• Treasurer City of City of Saint John Pension Plan (pension administration, financial reporting, legislative
compliance, advice to Board of Trustees, advises on investment opportunities and proposed plan
amendments).
• Asset Management (fleet real estate, facilities, purchasing and materials management, insurance)
Essential Qualifications
Certification: The incumbent shall possess an undergraduate degree and appropriate professional Accounting
designation (CGA, CA, CMA) and other certifications that will add value to the strategic nature of
the position and meet essential legislative requirements.
Experience: A minimum of ten years of progressively responsible and relevant experience in government or a
large corporation is essential.
Education: A university degree, preferable at the graduate level (i.e., Masters degree), in a related discipline is
required.
Competencies
As a member of the strategic leadership team the incumbent must demonstrative the following competencies:
Strategic Leadership: Developing and inspiring commitment to a vision of success; supporting, promoting and
ensuring alignment with the organization's vision and values. More specifically, the incumbent provides leadership
in the development of the vision and strategic objectives for the organization and aligns change initiatives with
organizational values.
Customer - Focus: Identifying and responding to current and future public needs; providing service excellence to
both internal and external customers. More specifically, champions a strategic direction of being a customer -
focused organization.
Accountability: Understanding scope and responsibility in the delivery of public service. More specifically, charts
the future direction of major components of municipal service and ensures alignment with strategic directions set
by Common Council as well as stewardship of the best long term interests of the community.
Collaboration: Building working relationships with others (including internal and external) to achieve common
goals and positive results. More specifically, the incumbent facilitates collaboration across the organization and
with other organizations.
Innovation: Questioning status quo, exploring alternatives and responding to challenges with creativity using
intuition, experimentation and fresh perspectives. This involves encouraging leadership and fostering creativity in
others_ More specifically, develops an environment that nurtures creative thinking, questioning and
experimentation.
Results - Orientation: Focusing personal and team efforts on achieving results consistent with the organization's
strategic objectives.
Communication: Listening to others and communicating in an effective manner that fosters open communication
within the service stream and across the organization to foster a collaborative and productive workplace. More
specifically, the incumbent communicates strategically to achieve specific objectives.
Influence: Gaining support from and convincing others to advance the objectives of the organization. More
specifically, the incumbent designs strategies that position and promote ideas and concepts to stakeholders.
Developing Others: Providing a supportive environment for enhanced performance and professional growth to
foster the development of others. More specifically, the incumbent creates a continuous learning environment
ensuring there are opportunities for growth and development_
Commissioner, Transportation and Environment Services and Chief City Engineer
Scope of Work
As a member of the senior management team reporting directly to the City Manager, strategically lead the
organization in being a high performance public service — one that is service- based, customer focused and resource
conscious, and accountable. As a member of the team, ensure the collaborative and collective management of the
organization by promoting change and innovation, fostering a culture around providing quality customer service,
achieving results efficiently, building high performance teams, and enabling others to act.
As the Commissioner of the Transportation and Environment Services team and Chief City Engineer, provide
strategic leadership in nurturing a positive, productive and collegial workplace focused on service excellence. This
is accomplished by promoting the skills, coaching, mentoring and collaborative leadership required to inspire
employees and produce a unified effort in quality service to our customers (public and internal).
As the Chief City Engineer, has the primary responsibility to Council for the construction and maintenance of public
works in the City of Saint John, including SJ Water, and exercises the authority provided in the Water and Sewer,
Traffic, Solid Waste and Subdivision Bylaws_
The Transportation and Environment Services team delivers services that support the community in achieving its
long -term vision and goal of creating a green, attractive city where people can get around safely and easily.
Services are delivered to provide an evolving array of convenient, comfortable, affordable and efficient modes of
transportation. Services also focus on protecting our natural environment with the maintenance of outstanding
parks, green and other public spaces, while promoting a shared commitment to environmental stewardship and
keeping Saint John clean.
Key Result Areas
As a member of the senior management team, Enhance the ability of the City of Saint John to fulfill its service
mandates; working collaboratively across the organization to ensure service delivery continues to address the
needs of the community and is efficient_
+ Consider Council's priorities in recommending corporate strategic priorities and directions for the
organization and evaluate the extent to which progress is being made to ensure service delivery is
customer focused and resource conscious.
• Ensure that Common Council, through the City Manager, is provided with professional advice and options
concerning emerging issues and policies to achieve their priorities.
• Review all major corporate initiatives, policy changes, and changes to service delivery to ensure Common
Council's priorities and corporate objectives can be achieved.
} Endorse and provide leadership in the implementation of major organizational policy changes and other
key initiatives; effectively communicating opportunities and issues impacting the organization across all
service delivery areas.
• Champion a service -based approach to the operating and capital budget process that incorporates long-
term planning and measurement of outcomes to assist Council in making policy decisions about service
offerings_
Strengthen ties between the Corporation, the City's agencies, boards and commissions (ABCs) and other
organizations that share a commitment to the sustainable development of Saint John and the delivery of
quality public service; ensuring there is alignment between the activities of these organizations and
Council's priorities.
• Strategically build organizational capacity to achieve corporate objectives through analysis, coordination,
and innovation.
• Encourage personal and professional development activities that foster a culture of collaboration and
creativity; focusing on building relationships across the organization, external agencies (including ABCs),
other levels of government, and the public in support of a positive, productive and collegial workforce.
As the Commissioner of Transportation and Environment Services and Chief City Engineer, build, lead and manage
teams of professional, operational, technical and administrative employees who develop, plan and deliver service
in the areas of roadway maintenance, sidewalk maintenance, pedestrian and traffic management, parks and public
spaces maintenance (including recreation and sport facilities), stormwater management, solid waste collection,
and engineering (Water, Sanitary, Transportation and Environment).
• Foster a commitment to quality customer service in the delivery of municipal services; ensuring
courteous, knowledgeable, and responsive interactions with citizens that help to demonstrate the value
of public investments (tax dollars) into the community.
• Provide balanced direction and attention to all areas of responsibility within the organization unit.
• Promote a collaborative and coordinated approach to service delivery, working with service areas across
the organization as required, to more effectively and efficiently achieve community and organizational
goals.
+ Fulfill regulatory requirements of the City Engineer position in accordance with all relevant legislation.
• Ensure service objectives, policies and systems are aligned to efficiently address community needs.
• Act as the lead Engineering contact with the City's relevant agencies, board and commissions to
coordinate strategic direction and service activities.
• Provide professional engineering oversight and guidance for sustainable municipal infrastructure,
including that of SJ Water, through the application of infrastructure asset planning, cost - effective
engineering design, specification development, and construction coordination and management.
* Develop and implement capital construction initiatives, providing engineering planning, design and
project management for a number of capital projects to install or upgrade municipal systems including
those of SJ Water.
• Ensure quality standards and appropriateness of engineering plans, drawings and construction
specifications are in compliance with all relevant standards, regulations, and certifications of approval to
operate_
• Assess technical needs, issues and construction management and provide reports on engineering
standards and programs.
■ Approve the annual work plan for each service area in accordance with Council's Priorities and corporate
strategic objectives; ensuring services can be delivered effectively within available resources.
• Demonstrate accountability for service results by ensuring clear outcomes for service delivery are
established, performance is measured and publically reported, and service improvement strategies are
implemented.
• Ensure that services are planned and delivered to provide citizens with a reliable and integrated
transportation network; allowing pedestrians, motorists and cyclists to move safely and efficiently in the
city.
• Oversee the implementation of the stormwater management strategy and related policies; ensuring
maintenance activities are effective in protecting the City's infrastructure, property and the natural
environment.
• Ensure the collection of residential solid waste is effective and efficient.
■ Develop parks, open space and urban forestry related service level standards; ensuring maintenance
operations meet these standards and are effective in improving the environmental health of the
community while providing quality places for leisure activities.
• Provide for the maintenance of facilities that provide citizens with access to a wide range of indoor and
outdoor recreation and sport opportunities.
• Enable research of innovative methods of maintaining infrastructure and delivering services; ensuring that
service delivery is cost- effective in addressing community needs.
• Promote environmental stewardship through education initiatives that highlight the value of our parks
and open space, waste diversion and alternate modes of transportation.
• Ensure planning, design and construction of capital improvements to transportation, water, sanitary and
park related infrastructure supports the long -term sustainability and cost - effectiveness of these municipal
assets in providing quality service.
+ Maintain design and construction standards for the City's civil infrastructure with an aim towards
installation of cost - effective, enduring infrastructure throughout its life - cycle.
Service Areas of Responsibility
• Chief City Engineer
• Roadway Maintenance
• Sidewalk Maintenance
• Pedestrian and Traffic Management
• Stormwater Management
• Solid waste Collection
• Transportation and Environment Engineering (capital budget planning)
• Water and Sanitary Engineering (collaborate with Sl Water on capital budget planning)
• Parks and Public Spaces Maintenance (parks and playgrounds, green paces (right of ways), urban forestry,
recreation and sport facilities)
Essential Qualifications
Certification: The incumbent shall possess a Professional Engineering Designation and other appropriate
professional designations or certifications that will add value to the strategic nature of the position
and meet essential legislative requirements.
Experience: A minimum of ten years of progressively responsible and relevant experience in government or a
large corporation is essential.
Education: A university degree in a relevant engineering discipline, ideally with the completion of a
complementary graduate program (i_e_, Masters degree) is required.
Competencies
As a member of the strategic leadership team the incumbent must demonstrative the following competencies:
Strategic Leadership: Developing and inspiring commitment to a vision of success; supporting, promoting and
ensuring alignment with the organization's vision and values. More specifically, the incumbent provides leadership
in the development of the vision and strategic objectives for the organization and aligns change initiatives with
organizational values.
Customer- Focus: Identifying and responding to current and future public needs; providing service excellence to
both internal and external customers. More specifically, champions a strategic direction of being a customer -
focused organization.
Accountability: Understanding scope and responsibility in the delivery of public service. More specifically, charts
the future direction of major components of municipal service and ensures alignment with strategic directions set
by Common Council as well as stewardship of the best long term interests of the community.
Collaboration: Building working relationships with others (including internal and external) to achieve common
goals and positive results. More specifically, the incumbent facilitates collaboration across the organization and
with other organizations.
Innovation: Questioning status quo, exploring alternatives and responding to challenges with creativity using
intuition, experimentation and fresh perspectives. This involves encouraging leadership and fostering creativity in
others. More specifically, develops an environment that nurtures creative thinking, questioning and
experimentation.
Results- Orientation: Focusing personal and team efforts on achieving results consistent with the organization's
strategic objectives_
Communication: Listening to others and communicating in an effective manner that fosters open communication
within the service stream and across the organization to foster a collaborative and productive workplace. More
specifically, the incumbent communicates strategically to achieve specific objectives.
Influence: Gaining support from and convincing others to advance the objectives of the organization. More
specifically, the incumbent designs strategies that position and promote ideas and concepts to stakeholders.
Developing Others: Providing a supportive environment for enhanced performance and professional growth to
foster the development of others. More specifically, the incumbent creates a continuous learning environment
ensuring there are opportunities for growth and development.
City of Saint John Service Alignment
Growth & Planning
Services
Permitting &
Inspection Services
Develnpment
Support
Geographic
Information Systems
July 14, 2011
Neighbourhood
Roadway
Drinking
Financial
Human
Improvement
Maintenance
Water
Management
Resources
Recreation and
Sidewalk
Industrial
Pension
Corporate
Cultural Programming
Maintenance
Water
Administration
Planning
Fire and Rescue
Pedestrian and Traffic
Wastewater
Asset
Intergovernmental
Services
Management
Management
Affairs
Fmergency
Stormwater
Utility Business
Corporate
Management
Management
Management
Communications
Solid Waste
Water & Sanitary
Information Technology
Collection
Engineering
Systems
Transportation & Envir-
onment Engineering
Parks and Public
Spaces
1 � ' 4 mm
City Hall P.O. Sox 1971
15 Market Square Saint John
New Brunswick
Canada E2L 4L1
February 27, 2012
Your Worship, Deputy Mayor and Councillors:
Subject: Committee of the Whole — Appointment of Fire Chief
City of saint John
The Committee of the Whole, having met on February 27th, 2012 adopted the following
resolution:
RESOLVED that the Committee of the Whole recommends that Kevin Clifford be appointed to
the position of Fire Chief for the City of Saint John at Group 9 Step B of the Management Pay
Scale.
Respectfully Submitte ,
s
Jonathan Taylor
Assistant Common Clerk
'� 5—
City Hall
15 Market Square
February 27, 2012
Your Worship, Deputy Mayor and Councillors:
P.O. Box 1971
Saint John
New Brunswick
Canada E2L 4L1
Subject: Committee of the Whole — Termination — Employee Number 2381
.,
City of Saint John
The Committee of the Whole, having met on February 27th, 2012 adopted the following
resolution:
RESOLVED that Committee of the Whole recommends that Common Council authorize the
payment of Career Transition Funding to the individual identified by Employee No. 2381 in an
amount equal to ten (10) weeks of Employee No. 2381's current salary and benefits, which shall
increase to three (3) months provided that the City Manager receives a satisfactory Full and
Final Release in favour of the City on or before March 2nd, 2012.
Scale.
Respectfully Submitted,
l
Jonathan Taylor
Assistant Common Clerk
��).a
City Hall P.O. Box 1971
15 Market Square Saint John
New Brunswick
Canada E2L 4L1
February 27, 2012
Your Worship, Deputy Mayor and Councillors:
Subject: Committee of the Whole — Water Committee Advice and Support
'L
city of Saint John
The Committee of the Whole, having met on February 27th, 2012 adopted the following
resolution:
RESOLVED that the Committee of the Whole recommends that the Agreement between the
City and W.J. Hargrave & Company Inc. authorized by Common Council on the 19th day of
December, 2011 -be amended by stipulating that the Consultant shall provide Services to the
City of Saint John Water Committee (the Committee) in connection with the Action Plan for Safe
Clean Drinking Water and also by providing that the Consultant shall assure, in consultation with
the City Engineer that all work related to, and the delivery of all Services whether to the
Committee or to the Civic Administration are undertaken and delivered in a coordinated and
integrated fashion_
Respectfully Submitted,
A --
Jonathan Taylor
Assistant Common Clerk
W
City I [all
15 Market Square
February 27, 2012
Your Worship, Deputy Mayor and Councillors:
P.O. Box 1971
Saint john
New Brunswick
Canada E2L 4L1
:L
City of Saint john
Subject: Committee of the Whole — Career Transition Funding for Employee Number 2447
The Committee of the Whole, having met on February 27th, 2012 adopted the following
resolution:
RESOLVED that Committee of the Whole recommends that Common Council authorize the
payment of Career Transition Funding to the individual identified by Employee No. 2447 equal
to one -third of Employee No. 2447's current salary and benefits, on condition that the City
Manager receives a satisfactory release in favour of the City on or before March 4th, 2012.
Scale.
Respectfully Submitted,
A _�
Jonathan Taylor
Assistant Common Clerk
13- �
Cite Hall
15 Market Square
February 27, 2012
Your Worship, Deputy Mayor and Councillors:
PO. Sox 1971
Saint John
New Brunswick
Canada B2L 4L1
Subject: Committee of the Whole — Existing Litigation
c1b
City of Saint John
The Committee of the Whole, having met on February 27th, 2012 adopted the following
resolution:
RESOLVED that Committee of the Whole recommends that Common Council authorize the City
Solicitor or his designate to add, by Third Party Claim under Rule 80 of the New Brunswick
Rules of Court, Richard & Co. Architecture Inc. and MCW Consultants as Defendants in the
action identified by New Brunswick Court of Queen's Bench Cause No. SISC/698/2011 between
Viking Fire Protection Inc. (as Plaintiff) and W & S General Contractors Ltd. and The City of
Saint John (as Defendants).
Respectfully Submitted,
Z_-O� -; <
Jonathan Taylor
Assistant Common Clerk