2012-06-23_Agenda Packet--Dossier de l'ordre du jourCity of Saint John
Common Council Meeting
Saturday, June 23, 2012
Si vous avez besoin des services en frangais pour une reunion de Conseil Communal,
veuillez contacter le bureau de la greffiere communale au 658 -2862.
Special Meeting of Council — Open Session
1. Call to Order
9:00 a.m. - 12:00 p.m. Interpretation Centre Rockwood Park
1.1 Strategic Services
1.2 Finance and Administrative Services
3 Saint John Water
1.4 Plan SJ
2
The City of Saint John
Seance du conseil communal
Samedi 23 juin 2012
Si vous avez besoin des services en frangais pour une r6union de Conseil Communal,
veuillez contacter le bureau de la greffi&re communale au 658 -2862.
Seance publique extraordinaire du conseil
1. Ouverture de la seance
De 9 h a 12 h au centre d'interpr6tation du parc Rockwood
1.1 Services strat6giques
1.2 Services financiers et administratifs
3 Saint John Water
1.4 P1anSJ
Common Council Orientation
Jacqueline Hamilton
Commissioner
June 23, 2012
Strategic approach to "responding to constant Strategic Services
changes" in our environment, society and 'responding to constont
economy to ensure that municipal services
align with Community and Council priorities Human
Resources Service
Corporate
Enables the City to be a service - based, Planning Service
results- oriented, high performance public
Intergovernmenta
service organization Affairs Service
Corporate
Total 2012 Budget: $4,406,000 FTE: 35.0 Communications Service
Information Technology
Systems Service
Strategic Services � ,
SAINT JOHN
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Fosters .... "a skilled and knowledgeable workforce
demonstrating commitment, integrity and responsibility in
service to the citizens of Saint John."
• Policies and Business Practices
• Recruitment and Staffing
• Employee Development
• Compensation & Benefits
• Industrial Relations
• Health, Safety and Wellness
Strategic Services � ,
SAINT JOHN
rA
Employees by Service Area
i Growth & Development (38) N Urban Environment (167)
WTransportation & Env (180) id Saint John Water (119)
id Finance & Administrative (93) Id Strategic (37)
N Legislative (14)
Strategic Services
[*1
Employees by Employee Group
LA Management (50) Professional (33)
Non -Union (8) Inside Workers (119)
Outside Workers (293) LA Firefighters (145)
SAINT JOHN
F AO
175
150
125
100
75
50
25 I
Cumulative Number of Potential
Retirements (Total Workforce)
9
2012 2013 2014 2015 2016
Average Employee Age: 46 Years
Average Years of Service: 16 Years
• Succession Planning
• Talent and Leadership
Development
• Creating an organization that is
reflective of the community
• Trends are predictable to
support planning
7
SAINT JOHN
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Plays a strategic role in championing change across the
organization by focusing on continuous improvement of service
delivery for the benefit of the community and the organization.
• Coordinates strategic planning processes to ensure
service delivery aligns with community priorities
• Facilitates a corporate -wide performance methodology
to achieve corporate accountability objectives and
service improvement
• Manages a service improvement process with a goal
of improving effectiveness and efficiency
• Conducts research /analysis in support of policy
development
Strategic Services
�..
SAINT JOHN
Service -
Based
Budget
Service
Plans
1
Vision &
Strategic
Directions
Council
Priorities
Corporate -
Strategic
Plan
Strategic Planning Successes
(Strategic Planning Cycle)
• Our Saint John — community led
and owned long -term vision and
goals for Saint John — 2007
• Integrated Community
Sustainability Plan (ICSP) — (2008)
• Council Priorities — 2008 and 2009
• Corporate Strategic Plan — 2009
• Service -Based Budget — 2010 -2012
R
SAINT JOHN
r AO
Advances the City's financial and policy interests in pursuing
opportunities and addressing priorities of the community.
• Builds and strengthens relationships
• Facilitates the exchange of information on
intergovernmental files between key stakeholders
• Develops external relations plan to advance the City's
policy and financial interests
• Collaborates on projects that need policy or financial
support from other levels of government
• Coordinates granting applications to various funding
programs
10
SAINT JOHN
rA
Works with service areas to help the public understand what
they can expect as a result of public service
value their investment has in the commur
• Develops and delivers strategic messaging for the
City of Saint John
• Manages processes that support effective
communication with our citizens, employees and
other community stakeholders
• Organizes, facilitates and assists community and
media events and meetings
• Supports communication initiatives in all service
areas
• Provides 24 hour — 7 days a week communication
support coverage in response to emergency events
Strategic Services 19
11
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Provides value as a service partner with the potential to help
most business processes in the organization become more
efficient in the effective delivery of municipal service.
• Manages, maintains and secures the City's network
and systems 24/7
• Manages the communication systems
• Delivers internal customer service by providing
application and desktop support
• Provides consulting advice to assist service areas in
implementing technology solutions
• Leverages information technology assets to support
data driven decision - making
Strategic Services 19
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SAINT JOHN
• Review and update Human Resource Policies and
Administrative Procedures
• Support implementation of the organization realignment
initiative
• Lead 2012 strategic planning process: Council Orientation,
Council Priority Setting and Service -Based Budgeting
• Coordinate a Core Service Review
• Manage implementation of a Customer Service solution
Strategic Services WRI
13
SAINT JOHN
• Develop a Government Relations and External Partnership
Plan that outlines how to achieve Council priorities
• Promote the City's interests in the establishment of a regional
services commission
• Update Communications Strategy and related procedures
• Leverage technology to improve customer service
• Technology review to address efficiencies and reduce costs
Strategic Services
14
SAINT JOHN
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• Support Council in achieving their priorities
• Enable collaboration and innovation in service delivery to
support the Community in achieving its vision and goals
• Position the organization for change
• Be an employer of choice
• Foster relationships with other levels of government and
surrounding communities
• Promote strategic communication
Strategic Services
15
SAINT JOHN
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Strategic Service Overview
City
City Manager
licitor
Commissioner,
Commissioner ,
Commissioner,
Commissioner, Commissioner,
Commissioner,
Growth &
,
Transportation &
Finance &
Urban Environment Saint John
I I I
Strategic
Development
Environment
Administrative
Services Water
Services
Services
Services
Services
Human
Resources
Strategic Services
Corporate I Intergovernmental' Corporate I Information
Plannin Affairs Communications Technology
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Jacqueline Hamilton
Commissioner, Strategic Services
(506) 632 -6148 12th Floor City Hall
Stephanie Walsh
Senior Manager, Human Resources
(506) 650 -7637 12th Floor City Hall
Kim Graham
Manager, Programs & Priorities
(605) 658 -2919 12th Floor City Hall
Nancy Moar
Manager, Corporate Communications
(506) 648 -3715 11th Floor City Hall
Stephanie Rackley -Roach
Manager, Corporate Planning
(506) 658 -2921 12th Floor City Hall
Phil Ouellette
Intergovernmental Affairs Coordinator
(506) 658 -4022 8th Floor City Hall
Brian Woods
Manager, Information Technology
(506) 649 -7950 9th Floor City Hall
17
SAINT JOHN
Strategic Services Overview
The Strategic Services team supports the organization in responding to the constant changes in our environment,
economy and society. Organization and service goals are achieved by employing a strategic approach to effective
communication; facilitating collaborative service delivery planning and policy development that engages the
public in the decision - making process; managing relationships with other levels of government, communities and
organizations; maximizing the use of information technology to support continuous improvement of service
delivery; and building a high performance public service.
Organizational Goals
To establish the City of Saint John as a service - based, results oriented, high performance public service
organization.
Service Based
• Considering the needs of the
community as a whole
• Creating opportunities for
citizen feedback and input
• Responding effectively and
efficiently to address
community needs
Approved Budget February 1, 2012
Results Oriented
• Respond to constant changes
in the community through
communication, collaboration
and technology
• Demonstrate value for
investment in the community
• Build capacity the
organization to effectively and
efficiently deliver service
High Performance
• Collaborative, strategically
minded workforce
• Culture focused on
contributing to community
goals through service delivery
• Resource conscious and
accountable for results
iF:?
Human
Resources Service
Corporate
Planning Service
Intergovernmental
Affairs Service
Corporate
Communications Service
Information Technology
Systems Service
ST -1
Strategic Services Summary
Approved Budget February 1, 2012
19
ST -2
2011
Approved
2012
Expenditures Revenue
2013 2014
FTE Projected Projected
Human Resources
1,460,169
1,289,937
10.20
Corporate Planning
514,842
505,331
3.20
Intergovernmental Affairs
122,100
143,151
1.20
Corporate Communications
527,426
521,346
3.20
Information Technology Systems
2,031,626
1,946,235 60,000
17.20
Strategic Services Budget
$4,656,163
$4,406,000
35.00
Approved Budget February 1, 2012
19
ST -2
Human Resources
We provide support services aimed at ensuring "a skilled and
knowledgeable workforce demonstrating commitment, integrity
and responsibility in service to the citizens of Saint John." Our sub -
services include benefits administration, staffing, employee
development, industrial relations, payroll, and health, safety and
wellness programs. Provides Human Resources services that
support the strategic direction of the organization in the
achievement of corporate goals and achievements — a service
based, results oriented, high performance public service
organization.
Compliance with regulatory and legislative requirements
Focus on strategic planning, priority setting and policy development
Organizational capacity
External labour market and economy
Emerging technology
2011 Human Resources Service Accomplishments and Performance
• Implementation of an online applicant tracking system.
• Staffed 143 positions from with internal and external candidates.
• Process annual payroll of fifty two million dollars. Weekly payroll processing for 980 + employees.
• Process annual pension payroll of twenty five million dollars, monthly payroll processing for 850 + pensioners.
• Implemented a new Employee Family Assistance program to the employees of the City of Saint John, Saint John Police Force and their eligible
family members.
• Managed 71 Return to Work cases.
• Maintained efficient and effective relations with Employee Groups. Resolved 84% of issues through Mutual Interest Committees.
• Established uniform standards of operational safety effectiveness across the organization.
• Increased the Corporate Safety score by 2 %. The organization has not had any compliance orders in 2011.
• Facilitated accident investigations and required follow up in all service areas.
• Lowered our Workers Compensation rate for 2012 by 24 %.
o Achieved a Lost Time Incident Frequency Rate 40% lower than our industry group in 2011
Approved Budget February 1, 2012
kv,
ST -3
• Employee performance reviews were completed with 402 employees, which represents 62% of the workforce.
• Year two of the LEAD program successfully delivered.
• Initiated payroll audits.
2012 Initiatives, Major Projects and Human Resources Service Delivery Highlights
• Develop a succession and recruitment plan that will allow the City to attract and retain individuals that will support the organization in
achieving its goals and delivering quality service to the public.
• Implement a Respectful Workplace Program that will facilitate cultural change.
• Develop an orientation package for managers on Human Resource processes.
• Review and update Human Resource Policies and Administrative Procedures.
• Support the implementation of findings from the payroll process review conducted in 2011.
• Conclude Fire negotiations.
• Implement new performance review software.
• Support the implementation of the new Organizational Alignment and culture change.
• Develop and deliver Foreman / Operator Training.
• Implement performance reviews with all employees in the Fire Service.
• Continued improvements with the Return to Work program.
• Manual Material Handling program for the Outside Workforce.
• Implement Attendance Management program for all employees.
• Review, update and communicate probationary performance evaluations and processes.
• Transition to new records management system.
Approved Budget February 1, 2012
21
ST -4
Human Resources - Service Levels and Resources
• Develop and review existing plans that support succession planning, recruitment, • Supports the organization is building
performance management, employee wellness and recognition and employee
capacity to effectively and efficiently
orientation.
delivery service to the public and
Non -Union
respond to change.
• Benefit administration
10.20
• Ensure compliance to legislation
• Manage staffing process for all employee groups
governing employees in the workplace.
• Collective agreement administration
• Increase organizational capacity.
• Mutual Interest Committee facilitation
• Grievance administration
• Improve organizational performance.
• Update interpretive guidelines
• Fulfilling employer obligations.
• Employee development including performance reviews, training and development,
and coaching
• Budget eliminates funding for the LEAD
Program. The is a voluntary program
• Manage Return to Work program for all Employee Groups, including Workers
offered by the City to encourange youth
Compensation claims
development in the community.
• Facilitate Job Evaluation
• Budget eliminated funding for the
Retirement — Long Service Dinner that
• Deliver bi -monthly orientation sessions
may have an impact on employee
• Provide internal customer service
morale.
• Provide guidance and support to managers and employees on a variety of
employment issues
• Complete numerous benefit and payroll requests from internal customers
• Create awareness of employer obligations Consult with manager in all service
areas in regards to safety improvements
• Participation in various corporate projects and initiatives
Approved Budget February 1, 2012
WA
Wages & Benefits $897,848
Goods & Services 392,089
Total Expenditures $1,289,937
Full Time Equivalent Positions(FTE)
Management
2.20
Professional
2.00
Non -Union
6.00
TotaIFTE
10.20
ST -5
Corporate Planning
Corporate Planning provides strategic guidance and support to the Corporation in being a service - based, results oriented, high performance
public service organization. The area is responsible for coordinating strategic planning processes that ensures service delivery aligns with the
vision and goals for Saint John; facilitating a corporate -wide Service
performance methodology that support the Corporation in
meeting its accountability objectives; providing project
management for corporate initiatives that are transformative in
nature; managing a service process improvement program that
looks at end -to -end processes with a goal of improving
effectiveness and efficiency; and conducting research and analysis
in support of policy development.
Emergence of consultation and collaboration as a decision - making tool
Expectations for transparency and accountability in local government
Organizational capacity
Requirement to respond to evolving needs of the community
Focus on strategic planning and demonstration of results
2011 Corporate Planning Service Accomplishments and Performance
• Continued support for the design and implementation of an organization realignment that will establish the City as a service - based, results
oriented, high performance public service organization.
• Provided project management for the development of a customer service improvement strategy, focused on the long -term implementation
of a centralized customer service modelincluding:
o Facilitated extensive scoping exercise to ensure project objectives will meet the needs of key stakeholders including Common Council
and the public;
• Developed a methodology for conducting service request process reviews, supporting analysis to determine service improvements;
• Drafted a customer service policy and administrative procedures that will guide how the City provides quality customer service;
• Selected a customer service relationship management (CRM) software package, supporting the negotiation of a beta agreement; and
• Developed a team methodology for using SharePoint as a collaboration tool.
• Participated as a team member on fleet management review and right sizing project, providing critical analysis to ensure the objectives of the
City's service review policy were achieved.
• Facilitated a review of the Heritage Conservation service (nearing completion).
Approved Budget February 1, 2012
23
ST -6
• Led the redesign of the service -based format for budgeting, facilitating service planning across all public facing service areas to ensure that
service levels are linked to resources required.
• Continued participation in a performance network of New Brunswick municipalities to discuss was to improve service planning,
accountability, and performance reporting in the public sector.
• Continued focus on performance reporting, researching SharePoint as a potential performance dashboard and a preliminary design of a
performance template for the City's website, linking service performance to Common Council's priorities.
• Completed contract with a third party independent consultant to conduct three annual citizen surveys, focused on understanding the needs
and concerns of our citizens and support continuous improvement of service delivery.
• Coordinated the identification and organization of corporate initiatives and service projects related to Council's priorities (WIGS and PIGs).
• Provided project management support for a project to enhance the presence on the Police Commission on web. Leveraging the investment
the City made into its website re- design, the project involved developing customized templates using existing licensing, CMS training, content
development, new graphics, editing tool and maintenance guideline.
• Liaised with staff and the consultant to enhance some features on the website including the accommodation of a video tour of Saint John,
inclusion of date posting on the e-mail alert notification system, negotiated a customized tool for tenders and proposals, and coordination of
CSM training.
• Developed a draft terms of reference for governance of the City's website.
2012 Initiatives, Major Projects and Corporate Planning Service Delivery Highlights
• Development of an orientation program for Common Council that will support strategic planning and development of their priorities.
• Design and support the facilitation of Common Council's priority setting session.
• Design and facilitate a process for reviewing and updating the Corporate Strategic Planning, ensuring that it supports Council in achieving
their priorities and establishes the City of Saint John as a service - based, results oriented, high performance public service organization.
• Continued support for the implementation of customer service improvement as outlined in the customer service strategy. This will largely
involve the continuation of service request process mapping and service delivery standards using staff resources.
Approved Budget February 1, 2012
ME
ST -7
• Implementation of a web -based performance reporting tool, continued focus on measuring and reporting on citizen satisfaction.
• Continued coordination of service planning and improvements to the service -based approach to budget presentation.
• Provide project management for assigned corporate projects or initiatives.
Corporate Planning - Service Levels and Resources
Facilitate quarterly reporting of performance result.
• Citizen Survey
Coordinate measurement of service -based budget service levels
Contribute to City publications and web -based performance reporting
Project management of assigned corporate projects and initiatives (1 tot large
projects annually with 2 to 3 smaller initiatives).
• Customer Service Project will focus on the implementation of corporate wide
service improvements and the implementation of a new CRM. Implementation
will be designed with flexability to support an easy transition to a centralized (one
number) customer service model in the future.
Coordinate strategic and service planning processes:
• Common Council's Priorities
• Corporate Strategic Plan
• Service -Based Budget (service levels)
Coordinate value for money service reviews
• Information Technology Assets (2012)
Approved Budget February 1, 2012
• Strategic planning and performance
reporting guidance supports the City
of Saint John in establishing itself as a
service - based, results oriented, high
performance public service
organization
Corporate Planning supports the
organization in better
communicating strategic direction
and reporting results to the public,
providing a means to demonstrate
value for public investment in the
community.
• As a fairly new service area,
employees are developing in -house
expertise to conduct service reviews
for recommending and implementing
improvements.
• Reduced funding for tranlstation and
design work will require strategic
thinking around the type and amount
of measures to report to the public.
40i
Wages & Benefits $339,157
Goods & Services 166,174
Total Expenditures $505,331
Full Time Equivalent Positions(FTE)
Management
0.20
Professional
2.00
Inside Workers
1.00
TotaIFTE
3.20
ST -8
Intergovernmental Affairs
The Intergovernmental Affairs Office advances the City's financial and policy interests in pursuing opportunities and addressing priorities of the
community. Intergovernmental projects within the City will be coordinated, strategic and consistent with the objectives of the City of Saint
John. As a new function within the City's administrative structure, the goal will be to work collaboratively with key stakeholders from other
levels of government, other organizations, and service areas,
building relationships and improving communication of Common Service Drivers
Council's priorities for the community. The Office works to Focus on intergovernmental collaboration to achieve planned outcomes
coordinate the City of Saint John's grant applications, as well as Focus on strategic planning, priority setting and policy development
serve as an information resource for the Common Council on Organizational capacity
pending provincial and federal policies. In fulfilling its
responsibilities, the Intergovernmental Affairs Office will support Competition for funding and support for policy and regulatory change
the City in establishing itself as a service - based, results oriented Emerging internal coordination tools
and high performance public service organization.
2011 Intergovernmental Affairs Service Accomplishments and Performance
Completed an environmental scan of intergovernmental affairs across Canada that involved:
• Meeting with City of Saint John department heads as well as elected members of Council;
• Holding discussions with federal and provincial representatives from both political and bureaucratic perspectives;
• Meeting with external partners, organizations and associations that are directly linked to the City of Saint John;
• Holding interviews with neighboring municipalities, government affairs offices across Canada, and government relations professionals
from the non - profit and private sector; and
• Conducting research on files, media coverage, reports to Common Council and Council minutes.
• Coordinated the Shards of Time next steps among City employees, community stakeholders, proponents, and provincial government.
• Supported City of Saint John's participation and outcomes at Federation of Canadian Municiapities (FCM) and cities of NewBrunswick
Association (CNBA).
• Investigated and interpreted developments in the federal and provincial government that will affect municipal interests and communicated
with Common Council and City employees. Included changes to tax base, unconditional grant, the province's municipal reform action plan,
and recommendations to the upcoming renegotiation of the Building Canada Fund.
Approved Budget February 1, 2012
404
ST -9
• Worked with Information Technology to develop an office solution to track and monitor intergovernmental projects.
• Worked with city employees and community partners to determine necessary next steps to achieve improvements at the Trade and
Convention Centre.
• Developed organizational knowledge of municipal service delivery, governance, and emerging community issues.
2012 Initiatives, Major Projects and Intergovernmental Affairs Service Delivery Highlights
• Continue to investigate the condition of intergovernmental affairs in the City of Saint John, and utilize information to build a high - performing
and results oriented work plan.
• Strengthen and enhance existing relationships between the City of Saint John and other levels of government, organizations and companies.
• Implement a SharePoint tracking and monitoring tool for intergovernmental projects to support information sharing and successful delivery
of project outcomes. The tool will be available to employees, ABCs and elected officials (participating in projects).
• Support the Council Orientation and Council Priority setting sessions in Spring /Summer 2012.
• Work with Council and the City Manager's Office to build a Saint John Advocacy Plan that outlines how Council priorities will be achieved
from an intergovernmental perspective.
• Create business practices for intergovernmental affairs that define how to interact with different levels of government and Common Council,
provide status updates.
• Improve the City's performance in federal and provincial granting programs including development of an inventory of grant programs;
processes for facilitating the application process to a) encourage participation and b) set criteria to determine which priorities are included.
• Develop regular briefing materials to support intergovernmental coordination, development and communication to employees and Common
Council.
• Develop a Saint John forum to discuss cross jurisdictional priorities amongst elected officials (municipal, provincial, and federal).
• Strengthen the City's participation in municipal (provincial and federal) associations.
• Coordinate a Lobby Day in Fredericton to advance policy and financial interest.
• Participate in pre- budget consultation of the provincial government.
Approved Budget February 1, 2012
QA
ST -10
Intergovernmental Affairs - Service Levels and Resources
Support projects that need policy or financial support from other levels of government
in order to advance. Projects will include the Safe, Clean Drinking Water file and other
projects defined by Council's priorities.
Complete initiatives that will improve the effectiveness and efficiency of advancing the
City's financial and policy interests.
Coordinate and support the completion of grant applications to various funding
programs (varies annually).
Prepare correspondence, reports, presentations and submissions that support
intergovernmental initiatives.
Periodic updates to Common Council as required.
By- weekly meeting with the City Manager on progress of assigned intergovernmental
initiatives.
Approved Budget February 1, 2012
0.01
Intergovernmental Affairs works with
other levels of government, regional
agencies and organizations to form
mutually beneficial relationships that
work to garner support and financial
resources that benefit the residents of
Saint John.
A reduction in travel over previous
years will limit the quantity of out -of-
province travel for the Inter-
governmental Affairs portfolio.
Innovative use of technology may help
to continue to build relationships out -
of- province.
Wages & Benefits $132,351
Goods & Services 10,800
Total Expenditures $143,151
Full Time Equivalent Positions(FTE)
Management 0.20
Professional 1.00
TotaIFTE 1.20
ST -11
Corporate Communications
The City of Saint John serves its residents, businesses and visitors
every day by delivering a variety of public services and products. Service Drivers
Corporate Communications strives to foster positive relationships Organizational capacity
between the City, our employees, our citizens and other
organizations. Corporate Communications works with service
areas across the Corporation to help the public understand what
they can expect as a result of delivery of municipal services and
the value their investment has in the community and to promote
Saint John as a great place to live, work and invest. Awareness is
created using various channels including communications,
marketing, advertising, social media, and media relations.
Public expectation with respect to all public service delivery
Regulatory / legislative requirements for translation, public notifications
Communication requirements for information and public engagement
Emerging technology for effective communication
Diversity in population (age, culture, accessibility)
2011 Corporate Communications Service Accomplishments and Performance
• Supported the PIanSJ initiative by providing communications counsel, advertising and media relations to encourage public participation in the
process.
• Continued efforts to ensure the launch of the redesigned website reflects the communication needs of service areas and the public. This
involved focused effort to update news items and content daily.
• Published three issues of InSight Magazine, the official publication of the City of Saint John providing citizens and business with information
about city service and initiatives. InSight won the 2011 Canadian Public Relations Nova Scotia Award in the print category. Approximately
38,000 copies of each issue are delivered and made available to the public. It is cataloged and available on the City's website.
• Published six issues of Engage Magazine, a publication for employees and retirees of the City of Saint John, highlighting the people who deliver
services and providing organizational information.
• Key organizer of the City's inaugural Volunteer Recognition Awards Dinner, a priority of Common Council.
• Organized over twenty (20) media events, working with the local media, to create awareness of the value of service delivery initiatives and
highlights service levels (e.g., Wastewater Treatment Opening, Winter Management Plan, Bike Lanes on Main Street, Marigolds on Main
Street).
Approved Budget February 1, 2012
46;'
ST -12
• Provided support to over ten (10) emergency incidents that occurred after regular business hours (i.e., evenings, nights and weekends
including boil water orders, extreme weather notifications, road closures).
• Worked with Enterprise Saint John to submit a successful application to have the City of Saint John recognized as a Smart 21 Community by
the Intelligent Community Forum (ICF). A stakeholder event was held to continue in the process to have the City designated as one of the
Intelligent Seven. Invest NB has identified the ICF designations as way to attract business in the Province.
• Organized the Ward Meetings held in December of 2010.
• Prepared and submitted various award submissions, working with other service areas (e.g., Community Recognition Awards, Premiers Energy
Efficiency Awards, Corporate Knights Sustainability rankings).
• Key organizer for an event for various government representatives (provincial and local) and staff to demonstrate how the cross -
governmental nature of updating the Province's unoccupied building legislation will affect the community and municipalities around the
province.
• Worked with the Major's Office to promote the history of the City's award winning hockey teams.
• Completed the annual worker safety campaign, including police and fire in this year's advertising.
2012 Initiatives, Major Projects and Corporate Communications Service Delivery Highlights
• Working with key stakeholders to complete a website governance model, ensuring that the responsibility of website content becomes part of
service delivery and that the site is strategic in meeting communications needs.
• Update the communications plan and strategy, focusing on the organizational responsibilities for communication.
• Work with key stakeholders and others in the organization to develop a social media policy.
• Complete a public engagement policy.
• Continue to develop communications, brand and media relations standards.
• Continue to support and organize various community and media events, in order to promote service delivery and the City as a great place to
live, work and invest through various channels.
• Continue to provide strategic support as well as enable service areas to perform basic communication activities (such as notification).
Approved Budget February 1, 2012
KID;
ST -13
Corporate Communications - Service Levels and Resources
• Provide 24 hour — 7 days a week communication support coverage in response to
emergency events (not including fire and police unless required otherwise).
• Website maintenance daily including updating news events and content daily,
responding to external requests from the public.
• Produce print collateral — Insight Magazine (2 issues annually), flyers, posters,
print advertising for various publications (over 300 pieces annually).
• Produce Engage Magazine — distributed on -line only.
• Respond to media requests and media coordination within one business day (95
percent of the time). This accounts for approximately 15 % of the daily activity.
• Respond to request for information from the public, other levels of government
and other organizations) within two business days (95 % of the time).
• Support service areas in developing and executing communication plans that
educate the public on service initiatives and service levels and responsibilities.
• Work with service areas to ensure communication meets quality standards.
• Monitor media and social media sites to ensure that communication reflects City
messaging.
• Organize, facilitate or assist community and media events and meetings
(approximately 20 per year).
• Develop and delivering strategic messaging for the City of Saint John.
• Establish communications standards and processes across the organization,
improving organizational competencies, expertise and management practices to
support the delivery of high - quality communication services.
Approved Budget February 1, 2012
31
Corporate communications strives to
foster positive relationships between
the City, our employees, our citizens
and other organizations building trust
and confidence in the City as a public
service provider.
Corporate Communications works with
service areas across the Corporation to
help the public understand what they
can expect as a result of delivery of
municipal services and the value their
investment has in the community,
promoting Saint John as a great place to
live, work and invest.
Slightly less communication in the form
of print material will be made available
to the public as Insight will be published
twice a year (a reduction of one issue).
More strategic thinking will be required
to maximize information opportunities
in each issue to ensure public
information needs are addressed.
Wages & Benefits $267,356
Goods & Services 253,990
Total Expenditures $521,346
Full Time Equivalent Positions(FTE)
Management
1.20
Professional
1.00
Inside Workers
1.00
TotalFTE
3.20
ST -14
Information Technology Systems
Information Technology (IT) is responsible for delivering services
to the organization of The City of Saint John ( "organization ") in the Service Drivers
form of network connectivity, IT hardware, telecommunications, Changing technology; maintenance and availability demands
and business process enhancements. Security needs; protection of the City's information assets
IT value is as a partner service, rather than just a support service. Leveraging technology for process improvement and cost effectiveness
IT has the potential to help most business processes in the Legislative requirements around protection of privacy
organization become more efficient. Organizational capacity; needs of service areas
IT further supports all of their services during regular business Expectations of internal users of information technology assets
hours by means of a service desk, and after hours via on call
technicians providing 24/7 coverage.
2011 Information Technology Systems Service Accomplishments and Performance
• Installation of free public Wi -Fi service —Aquatic Centre, City's arenas, City Market and signed areas within municipal buildings.
• Investigation and negotiated Beta Agreement with Sungard for Customer Relationship Management (CRM) software. This
software is a critical piece to improving the City's customer service.
• Deployed 165 desktops / laptops as part of the Evergreen Program.
• Investigated and implemented virtualized desktop infrastructure (VDI) that supports the delivery of training programs and a more
efficient way of providing remote access to City infrastructure.
• Ran a new power source and uninterrupted power supply (UPS) for the ninth floor data centre.
• Pilot project for SIP Centrex Telephony System. This is the next generation voice over IP communication protocol to the City's
existing telephone system. A successful pilot will allow the City to move from a hosted solution to in- house, providing better
flexibility and cost - effectiveness.
Approved Budget February 1, 2012
W
ST -15
• Worked with Enterprise Saint John to identifiy projects and activities the City of Saint John has undertaken for recogniztion as a
Smart 21 Community by the Intelligent Community Forum (ICF). Participated in a stakeholder event to continue in the process to
have the City designated as one of the Intelligent Seven.
• Supported the City's information management project with technical expertise and direction in relation to the implementation of
SharePoint 2010.
• Planning and designing the technology infrastructure and business process move of Police Services to the new police
headquarters from City Hall.
• Implemented a telephony management software system to validate and optimize telephony usage and expenditures.
• Supported Corporate Communications with the corportate website (www.saintiohn.ca) to the redesigned website reflects the
communication needs of service areas and the public. This involved customization, ensuring high availablility, and reliability of
updated news items and content.
• Developed over 15 custom web applications for SharePoint and business process integration.
• Completed 6,930 service calls from internal customers. Service calls relate to application and hardware issues.
2012 Initiatives, Major Projects and Information Technology Systems Service Delivery Highlights
• Support the Clerk's office in the implementation of new communications solutions for members of Common Council.
• New Police Head Quarters (PHQ) at One Peel Plaza:
• Design PHQ network and firewalls to ensure security, appropriate segmentation, and system integration.
• Purchase and commission necessary network and servers to deliver services required the Police Force.
• Test systems to ensure high availability and functionality.
• Manage and maintain IT in PHQ.
• Business process improvements through the use of Sharepoint for most departments
• Strategized and / or developed new websites for Police, Transit, and Tourism to be launched in the first quarter of 2012.
Approved Budget February 1, 2012
33
ST -16
• Implement and rollout SharePoint 2010. The implemented system will accommodate future implementation of Records Management.
• Business process improvements through the use of Sharepoint for most departments
• Strategized and / or developed new websites for Police, Transit, and Tourism to be launched in the first quarter of 2012.
• Continue to support the implementation of customer service improvement strategy. Key contribution will be the implementation and testing
of the beta CRM software and procuring the final release version of the software. IT will also support the development of business processes
related to using the software to track and monitor service requests.
• Continue to upgrade desktops to Windows 7 and Office 2010 for all Police assets and the majority of City assets.
• Migrate critical service data to a new disk storage solution (Network Attached Storage - EMC). The project will involve:
o Load balance storage delivery between disk storage solutions to improve performance and availability;
• Develop and test procedures for back -up and restoration for data and system;
• Select and configure new backup tape location; and
• Consolidate Police and City backups on a single solution.
• Select and implement Mobile Device security for mobile devices and incorporate acceptable use in a revised Information Technology Asset
and Internet Policy.
• Review the Desktop Computer asset inventory and investigate cost reducing methods to deliver desktop services (e.g., Thin Clients and VDI).
The goal of this project will be to realize a $124,000 unsustainable cut to the service in the 2012 budget.
• Investigate and implement software to manage the City's fleet (vehicles and equipment).
• Continue to support all City information technology assets including maintenance and licensing agreements (including Financial and 911
Systems), server replacements, and internal service requests.
• Investigate providing mobile dispatch services to Rothesay Regional Police Service (fee for service).
Approved Budget February 1, 2012
Ki!
ST -17
Information Technology Systems - Service Levels and Resources
Provide technology support for all aspects of corporate software as required for
• IT service delivery is integral to all
Wages & Benefits $1,326,760
service related operations ensuring software is available and is licensed, maintained
aspects of services delivered to our
Goods & Services 619,475
and upgraded based on an agreed upon lifecycle (approximately 20 different
citizens.
Total Expenditures $1,946,235
applications)
• Exchange — email and calendar coordinations
. Vital to the protection of the City's
Revenue $60,000
• SharePoint — Intranet and Information Management
information assets and citizens'
• External Web presences — hosting saintjohn.ca, and other web sites
personal data.
Full Time Equivalent Positions(FTE)
• Shared drives — network drives for storing City documents
• Enables effective and efficient
Management 1.20
• Databases that store booking records for facilities, Parking Commission interfaces,
communications (internally and
Inside Workers 16.00
Billing applications, network health logs, GIS, Scheduling applications.
externally).
Total FTE 17.20
• CCTV recordings
• Building management and access control systems
. Supports continuous improvement of
service delivery by ensuring that
• Enterprise resource planning (ERP), Work Order, and Financial Systems
technology is utilized in a way that
• Support Emergency services
makes service delivery more effective
Support and maintain IT assets including:
and efficient. IT will need to work
• 600 desktops and laptop - replaced on a four year cycle as part of the Ever Green
collaboratively with other service areas
Programme
for project management and training
• 30 Police Toughbooks PCs laptop - replaced on a four year cycle as part of the Ever
expertise support.
Green Programme
• 15 handhelds
• 40 printers
• 6 SmartBoards
• 115 Blackberrys / Smart phones, 165 Cell Phones, and 361 Data devices
• 301 IP Phones, 324 POTS phones and 76 Fax / Modem lines
Provide consulting to assist service areas in evaluating, selecting and implementing
technology solutions including hardware and software
Approved Budget February 1, 2012 ST - 18
W
Service Levels and Resources Continued...
Manage, maintain and secure City's Local Area Network (LAN)
• 150 network devices (including firewall, telephony switches in city Hall, and Police
Infrastructure)
• 20 high speed links to other City facilities (eg Fire Stations, Municiple Operations
Complex, Police Stations)
• 25 links to small remote sites (Recreation Centers, Pumping stations)
• Remote access to employees (VDI and Netmotion) — travel and working from home
Manage the telecommunications system including cellular and desk phones and
validate /optimize usage and charges
Manage, maintain, secure and upgrade the citys servers and services including:
• Over 80 servers (physical and virtual)
• 20.4TB of data (including managing backups and restorations)
• Over 140 server and PC services and applications
• Maintain high availablility of these servers (99.99% uptime)
Deliver internal customer service by providing solutions or work order supported
assistance for application, desktop and printer technical support through the IT Service
Desk
Approved Budget February 1, 2012
000
ST -19
Common Council Orientation
Greg Yeomans
Commissioner
June 23, 2012
37
rA
• Financial Management Service
• Asset Management Service
9.1
r4 --
SAINT JOHN
r AO
• The Financial Management Service team provides guidance
to Common Council, the Corporation and a number of the
City's agencies, boards and commissions to ensure that
resources are used in a fiscally responsible and sustainable
manner.
• Examples include budget preparation, preparation of
audited financial statements, payment of suppliers, invoicing
of customers and collection of payments owed to the City.
39
SAINT JOHN
F AO
• Accounting
• Cash Management
• Debt Management
• Revenue Billing and Collection
• Accounts Payable
• Payroll
• Pension Administration
40
SAINT JOHN
rA
• Asset Management incorporates the processes of selection,
maintenance, inspection and renewal of the City's physical
assets.
• The goal is to minimize the whole life cost of assets that are
needed to deliver public services that the community
requires.
• The responsibilities for management of the City's assets are
shared by the following areas Fleet, Facilities Management,
Purchasing and Materials Management, and Real Estate.
41
'A
SAINT JOHN
rA
• Fleet Management — cost - effective life -cycle management
including timely acquisition, replacement, maintenance, and
disposal of the City's fleet of vehicles and equipment.
• Facilities Management — responsible for the management
and maintenance of over 100 buildings.
• Real Estate — manages the City's real estate holdings from
an acquisition, disposition and asset management
perspective.
42
SAINT JOHN
rA
• Purchasing & Materials Management — responsible for
the acquisition of all goods and services.
• Risk Management (Insurance) — protect the public's
interest against damage or liability claims that may occur as
a result of the City's delivery of public services.
SAINT JOHN
r AO
Thank you
Questions?
r4 --
SAINT JOHN
,john �d
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N
0
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Common Council Orientation
William Edwards, P. Eng., Commissioner
Kendall Mason, P. Eng., PMP, Deputy Commissioner
MI
July 23, 2012
IF
Growth & Planning
Neighbourhood
Roadway
Drinking
Financial
Human
Services
Improvement
Maintenance
Water
Management
Resources
Permitting &
Recreation and Cultural
Sidewalk
ml�
r
Industrial
Pension
Corporate
Inspection Services
Programming
Maintenance
Water
Administration
Planning
Development
Fire and Rescue
Pedestrian and Traffic
I
Asset
Intergovernmental
Support
Services
Management
Wastewater
Management
Affairs
Geographic
Emergency
Stormwater
Utility Business
Corporate
Information Systems
Management
Management
Management
Communications
Solid Waste
Information Technology
Collection
Systems
Engineering
Parks and Public
Spaces
11 -7„
jr
SAINT JOHN
The Saint John Water Team provides water and wastewater
services to homes, businesses, industry and institutions
These services are essential to the community, health,
environment, quality of life and economy
phn w
O
o
�4r water . Vone a
SAINT JOHN
2012 Operating Budget
Required Revenue
$5,605 ,('nn
$9,833,000
$3,482,120
Ent
$36,927,000
$36,9271000
Operating Expenses
• Internal Support Charges
Debt Servicing
• Capital from Operating
SAINT JOHN
W
Drinking Water Service
The City of Saint John (the Approval Holder) provides drinking water
services under Approval to Operate W -669 Drinking Water Treatment and
Distribution Facilities
The Approval Holder shall keep the operation of the Facilities in compliance
with the Water Quality Regulation 82 -126 under the Clean Environment
Act and the Potable Water Regulation 93 -203 under the Clean Water Act
of the Province of New Brunswick.
49
SAINT JOHN
Drinking Water Service
— Watershed Management
— Water Treatment
— Water Pumping & Storage
— Water Transmission & Distribution
— Customer Metering
2012 Operating Budget $8,374,000
Staffing Resources (FTE's)
Management /Professional 4.0
Inside Workforce 4.0
Outside Workforce 43.5
50
a,
SAINT JOHN
W
Industrial Water Service
The Industrial Water Service provides Industry with water to carry out their
processes
The service includes the supply of water, operation and maintenance of
related infrastructure, administration of the service and billing and collection
of water volumes used
SAINT JOHN
• Industrial Water Service
— Watershed Management
— Water Pumping & Transmission
— Customer Metering
2012 Operating Budget $1,402,000
Staffing Resources (FTE's)
Management /Professional 1.70
Inside Workforce 0.75
Outside Workforce 5.15
52
SAINT JOHN
W
Wastewater Services are currently authorized through six separate
approvals to operate, one for each facility.
Eastern WWTF
Lancaster WWTF
Millidgeville WWTF
Greenwood WWTF
Morna Heights WWTF
Marsh Creek WWTF
The Approval Holder shall operate the wastewater works in compliance
with the Water Quality Regulation 82 -126 filed under the Clean
Environment Act of the Province of New Brunswick.
rA --,
53
SAINT JOHN
W
• Wastewater Service
— Wastewater Pumping
— Wastewater Collection
— Wastewater Treatment
2012 Operating Budget $9,015,000
Staffing Resources (FTE's)
Management /Professional 3.2
Inside Workforce 8.0
Outside Workforce 37.3
54
SAINT JOHN
WATER ASSETS
Infrastructure Type
Quantity
Replacement Cost
Water Transmission Mains
117.5 km
$192,542,500
Water Distribution Mains
392.1 km
$27852121400
Fire Hydrants
2080
$16,0117900
Pressure Reducing Valves
26
$5,3547600
Water System Valves
6575
$28,3337100
Water Storage Reservoirs
7
$24,1917000
Water Pump Stations
11
$22,8877100
Dams (Earth and Concrete)
14
$19,0547100
Wells
2
$8267800
Approximate Replacement Value
$600,0009000
611
SAINT JOHN
WASTEWATER ASSETS
Infrastructure Type
Quantity
Replacement Cost
Sanitary Sewers
243.0 km
$16474747700
Combined Sewers
155.5 km
$10572507300
Manholes (Sanitary & Combined)
7680
$6474407100
Wastewater Lift Stations
44
$24,7707700
Wastewater Treatment Facilities
6
$4152077400
Approximate Replacement Value
$400,0001000
56
SAINT JOHN
rA
• By 2012 a complete comprehensive wastewater treatment system will
be fully operational
M 1111, 111 a
M. - - - - -- - - - -
-- - - - - -- - - - - - - - - - AIM
• Affordability of water rates will be carefully considered as construction
plans evolve with a goal to keeping rates at National average levels
• Work will continue on separation of wastewater and stormwater
collection systems
• Continue /increase the lining program being used to upgrade existing
potable water lines
57
SAINT JOHN
F A**AA
Citizen satisfaction with municipal program /service performance
• • also trending down, particularly in transportation related areas
2011 Citizen Survey - % Satisfied (Very or Somewhat) (n =802)
54%
2010 Citizen
2009 Citizen
Ipsos Reid
Public Transit
78 %,11
Survey
Survey
Municipal
Traffic Flow
54% L
62%
73%
Norm
Overall Municipal Programs /Services
70%
78%
76%
81%
Fire Services
[1 90%
96%
98%
96%
94%
pnrra. zr r„i—
75%
Q1 o/
78%
765/G
/
Wastewater Treatment
67%
j
69%
60%
84%
Heritage Preservation
80%
80%
82%
89%
Stormwater Management
62%,1,
68%
69%
72%
59%
n/a
Drinking Water
54%
65%
560/
57%
89%
Snow Removal
68%
8. I am going to read a list of programs and services provided to you by the City of Saint
to
71%
609/o
n/a
Drinking Water
54%
56%
57%
89%
Public Transit
78 %,11
82%
801/6
68:0
Traffic Flow
54% L
62%
73%
62%
Parking Availability
66%
67%
65%
n/a
Parks, Trails and Other Green Space
[1 90%
88%
90%
90'/0
Recreation Programs
75%
78%
765/G
87•%
Recreation Facilities
76%
73%
75%
87^/
Heritage Preservation
80%
80%
82%
89%
Land use, zoning approvals and community planning
62%,1,
69%
70o/
70%
Building Inspection
69%
68%
65%
605/o
7. Please tell how satisfied you are with the overall level and quality of services and programs provided by the of Saint John?
8. I am going to read a list of programs and services provided to you by the City of Saint
to
John. Please tell me how satisfied you are with the
job the City
is doing in providing
that pr � o
�
t,l, Arrow indicates a significant difference between 2010 and 2011 Survey Results
/04 ter.
ZZ F1
SAINT JOHN
rA
• Initial contact is made by calling 658 -4455
• A Work Request is created describing the issue /concern
• The request is investigated and prioritized
• The work is completed based on the timelines established
for each priority
SAINT JOHN
rA
Homeowner Responsibility
City Responsibility
proverty line --�:
viater meter
% Shut -off valve
water pipe
tir I—Mr s Res p ttsJ
&v.vnc fo, r wtrmtw Pircoses orly
slde,valk boulevard street
city
water main
SAINT JOHN
•
Routine Maintenance responsibility of
homeowner
Flushing & Videoing the Lateral
Typical Sewerline
Water & Sewerage Services
175 Rothesay Avenue
S E W E R
LATERAL
BACK -UPS
SAINT JOHN
r AO
• Water Quality Testing - Response to citizen requests for
water quality testing within one week, 80% of the time
• Water Service Leaks - Response to service interruptions and
service leaks within 2 hours for evaluation; within 48 hours
for emergency repairs; within 2 weeks for less urgent repairs
• Frozen Services - Response to frozen services within 48
hours, 80% of the time
• Sewer Back -ups — Evaluate within 2 hours of request; repair
or flush line within 24 hours providing the problem is the
City's responsibility; provide for courtesy clean
62
SAINT JOHN
F AO
Water Quality Testing
Water throughout the distribution system is analyzed based on the
Department of Environment approved sampling plan for Saint John. The
operating standards are:
• Daily — chlorine and fluoride residuals
• Weekly — 31 sampling sites, microbiologically analyzed (total coliform
and E. Coli)
• Monthly — THM, HAA, HPC, DOC & TOC
• Quarterly — 18 sampling sites for organic parameters
• Twice a year — 18 sampling for inorganic parameters
• Yearly — Bulk analysis of about 200 different parameters tested in total
for each full scan sample such as pesticides, herbicides, PCB's and
radioactivity
MW
SAINT JOHN
Unidirectional Flushing Program
• Entire City will be flushed in 2012
SAINT JOHN
Water Meter Technology
• Installation of modern automated system for reading meters
• Replacement of 1900 meters that are past useful life
• Project Goal — all 3000 meters to be reading automatically by end of 2014
SAINT JOHN
w
Watermain Cleaning & Lining — approximately 35 km completed
v
-� r- �= •dam;"
SAINT JOHN
W
Harbour Clean -Up
• Construction of remaining sanitary lift stations /forcemains /collection
sewers to complete Harbour Clean -Up Program by end of 2012
• Commission approximately 20 new wastewater lift stations as part of the
Harbour Clean -up Project and new developments
M*
,.Jove
"'""'r`_� ■ter
1 --
SAINT JOHN
w
Update the Contingency Plan for Drinking Water emergencies
Contingency Plan required as per the Approval to Operate
CONTINGENCY PLAN
FOR
DRINKING WATER FACILITIES
SAINT JOHN WATER
CITY OF SAINT JOHN, NEW BRUNSWICK
n ��
SAINT JOHN
W
Citizen Tours — A program of facility tours are being planned for the Fall
of 2012
• Forest Management Plan - University of New Brunswick
• Loch Lomond watershed water characteristics - Dalhousie University
2012/2013 Introduction of a Sewer Use By -Law
• 2012/2013 Major revision of the Water and Sewerage By -Law
• Structural evaluation of the 150mm raw water transmission main that
services IPP
• Sewer video inspection program of underground sewer pipe
— Record of the sewer condition maintained electronically
— Goal to establish a 5 year continual cycle of video inspection of all sewer
pipe infrastructure will be implemented in 2012
We
SAINT JOHN
F AO
To meet the Guidelines for Canadian Drinking Water Quality (GCDWQ), the
drinking water service has to address:
• Microbiological safety — protection against viruses and protozoa, like Giardia and
Cryptosporidium;
• Disinfection by- product reduction — reduce naturally occurring organic matter
found in our particular raw water supply, precursors to the formation of
trihalomethanes (THMs) and haloacetic acids (HAAs);
• Water stability — control pH and alkalinity levels which contribute to increased
levels of lead and copper concentrations in drinking water, along with pipe
corrosion; and
• Heath Canada Guidelines for Canadian Drinking Water Quality
70
SAINT JOHN
rA
• Water Conservation - Educate rate payers on the cost of
treating potable water; provide advice on potential areas of
water conservation in their homes
Water use in the home
100
70
ivr,et flushing
so
3W%
so
Laundry
a0
209'0
30
Kitchen and drinking
10%
20
Cleaning
`
A
5%
SAINT JOHN
rA
Capital projects determine future operational expenditures
Operating expenses related to the new Eastern Wastewater Treatment
Facility alone have increased by over a million dollars for 2012
SAINT JOHN
0ohn Ind
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w q
Thank you!
"Water is life and infrastructure makes it happen TM"
"When the well is dry, we learn the worth of water. "
-- Ben Franklin
73
Questions
SAINT JOHN
Saint John Water Services Overview
The City of Saint John provides water and wastewater services to homes, businesses, industry and
institutions through its utility Saint John Water. These services, essential to the community's health,
environmental protection, quality of life and economy, are regulated under the Province's Clean Water Act
and the Clean Environment Act.
Organizational Goals
To establish the City of Saint John as a service - based, results oriented, high performance public service
organization.
Service Based
• Considering the needs of the
community as a whole
• Creating opportunities for
citizen feedback and input
• Responding effectively and
efficiently to address
community needs
December 16, 2011
Results Oriented
• Clean, safe drinking water,
ensuring adequate supply
• Quality, fiscally responsible
maintained infrastructure
• Clean, healthy natural
environment
High Performance
• Collaborative, strategically
minded workforce
• Culture focused on
contributing to community
goals through service delivery
• Resource conscious and
accountable for results
WE
Drinking Water
Service
Industrial Water
Service
Wastewater
Service
Utility Business
Management
Water & Sanitary
Engineering
SJW -1
Saint John Water Services Summary
December 16, 2011
N
SJW -2
2011
2012
2013
2014
Approved
Expenditures
Revenue
FTE
Projected
Projected
Drinking Water Service
Watershed Management
245,000
249,000
2.00
253,000
253,000
Water Treatment
2,142,000
2,092,000
11.50
2,112,000
2,113,000
Water Pumping and Storage
971,000
996,000
5.50
1,006,000
1,013,000
Water Transmission and Distribution
4,397,000
4,370,000
26.00
4,415,000
4,416,000
Customer Metering
603,000
667,000
6.25
677,000
687,000
Total Service
$8,358,000
$8,374,000
$8,374,000
51.25
$8,463,000
$8,482,000
Industrial Water Service
Watershed Management
465,000
476,000
2.50
481,000
486,000
Water Pumping and Transmission
806,000
822,000
3.50
830,000
845,000
Customer Metering
101,000
104,000
1.00
106,000
108000
Total Service
$1,372,000
$1,402,000
$1,402,000
7.00
$1,417,000
$1,439,000
Wastewater Service
Wastewater Pumping
1,799,000
2,097,000
12.00
2,118,000
2,156,000
Wastewater Collection
2,218,000
2,520,000
15.00
2,549,000
2,578,000
Wastewater Treatment
3,643,000
4,398,000
22.75
4,430,000
4,487,000
Total Service
$7,660,000
$9,015,000
$9,015,000
49.75
$9,097,000
$9,221,000
Water & Sanitary Engineering
$1,599,999
$1,306,000
$1,306,000
11.00
$1,304,000
$1,327,000
Saint John Water Budget
$18,989,999
$20,097,000
$20,097,000
119.00
$20,281,000
$20,469,000
December 16, 2011
N
SJW -2
Drinking Water Service
The Drinking Water Service provides quality drinking water to all users within the community. This service includes the supply of water,
treatment, testing, transmission and distribution, administration of the service, and billing and collections. The service is provided under the
Approval to Operate W -254 Drinking Water Distribution & Treatment Facilities. The operation of the facilities shall be kept in compliance with
the Water Quality Regulation 82 -126 under the Clean Environment Act and the Potable Water Regulation 93 -203 under the Clean Water Act of
the Province of New Brunswick.
Service Delivery
Saint John Water delivers several programs as part of its disinfection and distribution of drinking water to the Community. The chart below
identifies these programs and the proportional allocation of resources required to deliver a defined level of service for 2012.
Drinking Water Service Programs
o Watershed Management
o Water Treatment
* Water Pumping & Storage
Water Transmission & Distribution
® Customer Metering
December 16, 2011
Public Health
Expectations for clean, safe drinking water and adequate supply
Regulatory and legislative requirements
Advancements in technology and system upgrades
Economy and increasing costs of goods and services
Focus on sustainable asset management; aging infrastructure
Ratepayers control usage
Focus on environmental sustainability and conservation
Organizational capacity
1511
SJW -3
2011 Drinking Water Service Accomplishments and Performance
• Saint John Water Asset Management Team estimated the replacement costs for all water assets at the end of 2010 at just over $600 million.
Water assets are approximately 60% of all current utility assets.
• Approximately 90% of the entire water distribution system in 2011 was flushed by unidirectional flushing (UDF). In 2012 the entire City
water distribution system will be flushed utilizing unidirectional flushing methods.
• Approximately 1.2 km of cleaning and lining work was completed in 2011. Approximately 31.8 km of unlined cast iron watermains were
cleaned and lined since 2006.
• Saint John Water operations staff repaired 86 watermain breaks in 2011.
• Saint John Water Operations Staff continue to achieve higher Water Certification levels. It is recognized that training of staff is integral to
improving the quality, efficiency and effectiveness of the water service.
• The annual Water shed clean -up day was held June 15 2011.
• Average daily potable water production is 110 million litres per day in 2011.
• Average daily industrial water production is 120 million litres per day in 2011.
• Renewal through Capital of water transmission and distribution mains to support Safe, Clean Drinking Water.
• Environmental site assessment for the new water treatment plant is underway and scheduled to be completed early in 2012.
2012 Initiatives, Major Projects and Drinking Water Service Delivery Highlights
• Initiate preliminary design of the new water treatment facility.
• Renewal through Capital of water transmission and distribution mains to support Safe, Clean Drinking Water.
• Construction of facilities to protect watersheds from runoff from highway hazards and condition assessment of existing structures.
• Acquisition of land for watershed protection.
December 16, 2011
rr1
SJ W - 4
Watershed Management Program Service Levels and Resources
Maintain the area of Loch Lomond and
Spruce Lake watersheds including
inspections of dams and other
infrastructure and repairs as required.
• Regular inspection of dams (14 earth
and concrete dams)
• Daily inspection at each watershed
intake
Patrol the City's two watersheds regularly • Regular site visits
Investigate and act as necessary to
reports of questionable activities in the
watershed
Watershed clean -up days
December 16, 2011
• Notify appropriate authorities as
required
• 12 Clean Water Act Inspectors on staff
currently
• Clean -up days as required
• Protects drinking water sources from
adverse influences of human beings and
nature, and to maintain the
environmental sustainability of those
watersheds through sound
management of water, land, forests and
infrastructure within each watershed.
• Designated watersheds are protected,
reducing the risk of contaminated water
entering the drinking water system
• Watershed clean -up days promote the
importance of protecting the
watersheds
rE:'.
Wages & Benefits $148,332
Goods & Services 100,668
Total Expenditures $249,000
Revenue $249,000
Full Time Equivalent Positions (FTE)
Management
0.75
Administration / Technical
0.25
Outside Workers
1.00
Total FTE
2.00
Critical Administrative Service Support
• Fleet — equipment availability
• Purchasing — procurement of
materials and contracted services
• Real Estate — support land purchase
process in watershed
• Legal — support land purchase
process in watershed
• Human Resources — staffing and
training requirements
SJW -5
Water Treatment Program Service Levels and Resources
Treat water to meet regulatory
standards, safety requirements and
customer demand 24 hours a day, 365
days a year.
Maintenance and repairs as necessary
on water treatment facilities.
Weekly water samples collected across
the three water systems and
microbiologically analyzed.
Quarterly water samples collected
across the three water systems and
analyzed for organic parameters
Semi - annual water samples collected
across the three water systems and
analyzed for inorganic parameters.
Continuous sampling and monitoring of
chlorine levels through SCADA.
Response to citizen requests for water
quality testing (e.g., colour, odor, taste)
within one week (80% of time).
December 16, 2011
• Approximately 110 ML /day of treated
water
• Maintenance varies each facility
• 31 sampling sites weekly (1,612
annually) for total coliforms and e.coli
and 31 sampling sites monthly (372
annually) for heterotrophic plate
count
• 18 sampling sites quarterly (72
annually) for organic parameters
• 18 sampling sites semi - annually (36
annually) for inorganic parameters
• 9 locations (Latimer Lake, Lakewood
Heights Pump Station, Somerset
Street Pump Station, Spruce Lake,
Gault Road PRV Station, Churchill
Heights Water Storage Reservoir,
Lancaster Water Storage Reservoir
and Ocean Drive Well) are monitored
continuously.
• Number of requests varies annual
(average is 75 calls per year)
• The service strives to deliver safe, clean
drinking water that protects and
enhances the health of the community,
help sustain the economy and provide
for growth and development in the
community and enhance the quality of
life in the community.
• Water treated to meet demands of
residential, commercial & institutional
customers
We
Wages & Benefits $825,295
Goods & Services 1,266,705
Total Expenditures $2,092,000
Revenue $2,092,000
Full Time Equivalent Positions (FTE)
Management
0.75
Administration / Technical
1.25
Outside Workers
9.50
Total FTE
11.50
Part -Time Positions 0.50
Critical Administrative Service Support
• Fleet — equipment availability
• Purchasing — procurement of
materials and contracted services
• IT— support SCADA and other
performance tracking software
• Human Resources — staffing and
training requirements
4
Water Pumping & Storage Program Service Levels and Resources
Operate and maintain water pumping
stations and water storage reservoirs
Examples of work (as required) include:
• cleaning, inspection and maintenance
• Continuously monitor and control
through SCADA
• Maintenance of pumps and associated
control systems
December 16, 2011
• 11 pumping stations
• 7 water storage reservoirs (tanks)
• Pumping of treated water to meet
demands of residential, commercial
and institutional customers as
necessary
• Water storage reservoirs (tanks) store
water to meet the peak water demands
and for fire flows during an emergency.
Storage reservoirs provide water during
emergency and planned maintenance
at treatment facilities.
Evil,
Wages & Benefits $412,836
Goods & Services 583,164
Total Expenditures $996,000
Revenue $996,000
Full Time Equivalent Positions (FTE)
Management
0.75
Administration / Technical
0.25
Outside Workers
4.50
Total FTE
5.50
Part -Time Positions 0.05
Critical Administrative Service Support
• Fleet — equipment availability
• Purchasing — procurement of
materials and contracted services
• IT— support SCADA and other
performance tracking software
• Human Resources — staffing and
training requirements
SJW -7
Water Transmission & Distribution Program Service Levels and Resources
Maintain water transmission and
distribution piping and associated
appurtenances (e.g., valves, hydrants,
chambers)
Response to service interruptions and
service leaks (80% of time):
• Within 2 hours for evaluation
• Within 48 hours for emergency repairs
• Within 2 weeks for less urgent repairs
Response to frozen services within 48
hours, 80% of the time.
Annual (June— October) uni- directional
flushing (UDF) of all water distribution
pipes of sizes 12" and less.
Conventional flushing is executed on
dead ends and in response to areas
where water quality problems are
reported.
December 16, 2011
Maintenance requirements vary annually:
• Over 500 km of pipe
• 6,575 valves
• 2,080 fire hydrants
• Number of service leaks or breaks
varies annually depending on weather
conditions and age of infrastructure.
• Number of frozen service varies
depending on weather conditions.
• 1,072 sequences in 2011
• 861 sequences in 2010
• 566 hydrants involved
• 212 total length of pipe flushed
• 933 valves used
• Safe clean drinking water is available to
users at adequate pressures and in
sufficient quantities to meet customer
demand and fire flow requirements.
• Flushing moves fresh water through
areas of low flow and expels sediment
and loose particles out of the
distribution system. In areas that can't
be flushed, problems compound with
the inability to introduce fresher water
1.011
Wages & Benefits $1,906,585
Goods & Services 2,463,415
Total Expenditures $4,370,000
Revenue $4,370,000
Full Time Equivalent Positions (FTE)
Management 1.00
Administration /Technical 2.00
Outside Workers 23.00
Total FTE 26.0
Part -Time Positions (PTE) 0.05
Critical Administrative Service Support
• Fleet — equipment availability
• Purchasing - procurement of
materials and contracted services
• IT— support SCADA and other
performance tracking software
• Human Resources — staffing and
training requirements
Customer Metering Program Service Levels and Resources
Provide water meters for qualified
customers as and when required; Advise
on the proper installation of water
meters
Read water meters on a bi- monthly cycle
(ICI and residential) and detect
anomalies in consumption that point to
leakage or a meter malfunction; identify
malfunctioning water meters.
Replace malfunctioning and obsolete
water meters as and when required
Provide notification and inspection
services to customers experiencing
excessive water use.
• Approximately 50 new meters issued
for installations annually
• Approximately 50 follow -up
inspection and installation of remote
reading equipment
• 3,066 meter reads bi- monthly
• Replace approximately 140
malfunctioning or obsolete water
meters per year.
• Issue approximately 550 high
consumption notices annually,
regarding higher than normal water
consumption.
Respond to customer concerns with • Number of customer concerns varies
meter and plumbing fixture inspections. annually (average 340 /year)
December 16, 2011
• Ensures qualified customers are billed
based on measured quantities
• Ensures the accuracy and designed
operation of the water meter
• Ensures proper installation as well as
accurate and efficient meter readings
• Fair and equitable billing of water use
• Accountability and control of
consumption data for drinking water.
• Reduce the waste of water and
associated costs.
• Safeguards the accuracy of measured
water
• Improves efficiency by utilizing
modern meter reading methods
• Customer service follow -up on
abnormal consumption.
• Identify possible causes of excessive
water consumption
1.0
Wages & Benefits $390,150
Goods & Services 276,850
Total Expenditures $667,000
Revenue $667,000
Full Time Equivalent Positions (FTE)
Management
0.75
Administration / Technical
0.50
Outside Workers
5.00
Total FTE
6.25
Critical Administrative Service Support
• Fleet — equipment availability
• Purchasing - procurement of water
meters
• Finance — billings and collections,
customer service related to water
meters
• IT— support meter reading software
and equipment
• Human Resources — staffing and
training requirements
0
Industrial Water Service
The Industrial Water Service is a public service that provides industry west of the St. John River with raw process water. The service includes the
supply of untreated water, operation and maintenance of related infrastructure, administration of the service, and billing and collection for
water volumes used.
Service Delivery
Saint John Water delivers several programs as part of its Industrial Water Service. The chart below identifies these programs and the
proportional allocation of resources required to deliver a defined level of service for 2012.
Industrial Water Service Programs
• Watershed Management
• Water Pumping & Transmis
• Customer Metering
December 16, 2011
Service Drivers
Efficient needs of industry
Regulatory and legislative requirements
Advancements in technology and system upgrades
Economy and increasing costs of goods and services
Focus on sustainable asset management; aging infrastructure (East
Musquash Pumping Station
Ratepayers control usage
Focus on environmental sustainability and conservation
Organizational capacity
E:1i?
SJW -10
2011 Industrial Water Service Accomplishments and Performance
On August 15t, 2011 an electrical fire at the Musquash Pumping Station damaged equipment that pumps water from Musquash to Spruce Lake.
Interim repairs began on August 3rd and the station was returned to service August 8th. As a result of efforts by Saint John Water staff, there
was no service disruption while interim repairs were being completed.
A detailed revenue requirement analysis and a cost of service analysis have been conducted for a West Industrial (Water) System — to develop
a framework for equitable allocation of system costs to users.
2012 Initiatives, Major Projects, and Industrial Water Service Delivery Highlights
• Planning for Capital replacement /renewal of the Musquash Pumping Station
• Establishment of a West Industrial System for management and costing of service to users
• Structural evaluation of the 1500mm raw water transmission main that serves IPP.
December 16, 2011
[-Or.,!
SJW -11
Industrial Watershed Management Service Levels and Resources
Maintain the area of Loch Lomond and
Spruce Lake watersheds including
inspections of dams and other
infrastructure and repairs as required.
Investigate and act as necessary to
reports of questionable activities in the
watershed
December 16, 2011
• Regular inspection of dams (14 earth
and concrete dams)
• Daily inspection at each watershed
intake
• Notify appropriate authorities as
required
• Protect the supply of industrial water
to support business.
• Adequate supplies of industrial water,
at fair and equitable rates, supports
development and growth in the
community.
[.30
Wages & Benefits $202,105
Goods & Services 273,895
Total Expenditures $476,000
Revenue $476,000
Full Time Equivalent Positions (FTE)
Management 0.25
Administration / Technical 0.25
Outside Workers 2.00
Total FTE 2.50
Critical Administrative Service Support
• Fleet — equipment availability
• Purchasing — procurement of
materials and contracted services
• Real Estate — support land purchase
process in watershed
• Legal — support land purchase
process in watershed
• Human Resources — staffing and
training requirements
SJW -12
Industrial Water Pumping & Transmission Program Service Levels and Resources
Meet raw water demands of heavy • Approximately 120 ML /day of
industrial users 24 hours a day, 365 days a industrial water
year.
Maintain water pumping station • 13 km of transmission piping and all
(Musquash), screen building (Spruce Lake) associated appurtenances
and flume (Latimer Lake) and Coleson
Cove Screen Building
Pumping water from Musquash to
Menzies Lake to ensure adequate supply
(high electrical charges and purchase of
water from the Province of New
Brunswick)
December 16, 2011
• Rate of 150ML /day when operating
(usually 3 to 4 months per year)
• Involves pumping to Menzies Lake
(from Musquash) in order to maintain
optimum water levels at Spruce Lake
during periods of high consumption or
low precipitation, to maintain facility
and grounds.
• Delivery of industrial water to meet
demands of industrial customers
[.*I
Wages & Benefits $317,916
Goods & Services 504,084
Total Expenditures $822,000
Revenue $822,000
Full Time Equivalent Positions
Management
0.50
Administration /Technical
0.50
Outside Workers
2.50
Total FTE
3.50
Critical Administrative Service Support
• Fleet — equipment availability
• Purchasing — procurement of
materials and contracted services
• IT— support SCADA and other
performance tracking software
• Human Resources — staffing and
training requirements
SJW -13
Industrial Customer Metering Program Service Levels and Resources
Read meters for large industrial water
users.
December 16, 2011
• 3 customers (IPP, Coleson Cove, Irving
Paper)
• Provide accurate and timely
measurement of water consumed by
industrial water users to calculate
consumption for billing and examine
opportunities for conservation.
1:11
Wages & Benefits $79,920
Goods & Services 24,080
Total Expenditures $104,000
Revenue $104,000
Full Time Equivalent Positions (FTE)
Management
0.25
Administration / Technical
0.25
Outside Workers
0.50
Total FTE
1.00
Critical Administrative Service Support
• Fleet — equipment availability
• Purchasing - procurement of water
meters
• Finance — billings and collections,
customer service related to water
meters
• IT— support meter reading software
and equipment
• Human Resources — staffing and
training requirements
SJW -14
Wastewater Service
The Wastewater Service treats domestic sewerage; wastewater collected from residential and commercial sources is conveyed to treatment
facilities through sanitary and combined sewers, lift stations and forcemains. Wastewater is treated to meet standards set out in the Approvals
to Operate as issued by the Minister of Environment and applicable statutes.
Service Delivery
Saint John Water delivers several programs as part of its Wastewater Service to ensure protection of the environment. The chart below
identifies these programs and the proportional allocation of resources required to deliver a defined level of service for 2012.
Wastewater Service Programs
® Wastewater Pumping
u Wastewater Collection
o Wastewater Treatment
December 16, 2011
Environmental health
Management of municipal wastewater effluent -CCME
Saint John's varying elevations, hills and rocky terrain
Regulatory and legislative requirements
Advancements in technology and system upgrades
Economy and increasing costs of goods and services
Focus on sustainable asset management; aging infrastructure
Focus on environmental sustainability and conservation
Organizational capacity
1;1;1
SJW -15
2011 Wastewater Service Accomplishments and Performance
• Eastern Wastewater Treatment Facility began treating wastewater on August 17, 2011. Achieved effluent quality objectives within first week
of operation.
• Decommissioned Hazen Creek Wastewater Treatment Facility in August, 2011 after approximately 40 years in service.
• Six new wastewater pumping stations commissioned as part of ongoing work in the Harbour Cleanup project.
• Treatment of just under 12,000 ML of wastewater at just over $604.00 per ML.
• 79% of effluent quality samples taken at treatment facilities were in compliance; 1085 samples, 852 in compliance.
• 23 bypass events. Total wastewater bypassed: 16.7 ML (0.14% of treated total).
• Automated sanitary sewer video unit purchased.
2012 Initiatives, Major Projects and Wastewater Treatment Service Delivery Highlights
• Treat 100% of collected wastewater from serviced areas of the City.
• Commission approximately 20 new wastewater lift stations as part of the Harbour Clean -Up Project and new developments.
• Operating expenses relating to the Eastern Wastewater Facility alone have increased by over a million dollars (2012 Operating Budget).
• A new Sewer Use By -law will be finalized for translation in early 2012, planned public consultations in the Spring, and the By -law will be ready
for Council approval early in the Fall.
• The Sewer Inspection Program provides video inspection of underground sewer pipe infrastructure with a record of the sewer condition
maintained electronically. A new goal to establish a 5 year continual cycle of video inspection of all sewer pipe infrastructure will be
implemented in 2012.
December 16, 2011
I -OR
SJW -16
Wastewater Pumping Program Service Levels and Resources
Maintenance, inspection and safe
operation of wastewater pumping
facilities
December 16, 2011
• 44 wastewater pumping facilities in
2011
• 21 wastewater pumping facilities being
added in 2012 as part of Harbour
Clean -up
• 3 additional wastewater pumping
facilities added due to property
development
• Preventative maintenance and repairs
as required
• The service strives to transfer
wastewater from the collection system
to the treatment facilities, to provide
protection for the pumping mechanical
systems and maintain facilities and
grounds
ON
Wages & Benefits $891,787
Goods & Services 1,205,213
Total Expenditures $2,097,000
Revenue $2,097,000
Full Time Equivalent Positions (FTE)
Management
1.00
Administration / Technical
.50
Outside Workers
10.50
Total FTE
12.00
Part -Time Positions 0.05
Critical Administrative Service Support
• Fleet — equipment availability
• Purchasing — procurement of
materials and contracted services
• IT— support SCADA and other
performance tracking software
• Human Resources — staffing and
training requirements
SJW -17
Wastewater Collection Program
Maintain sanitary and combined sewer • Over 400 km of pipe •
piping along with all associated • Repairs based on video results , breaks
appurtenances. and back -ups varies annually
Response to sewer -back ups once made
aware of issue within the following
timelines (80% of the time)
• Evaluate within 2 hours
• Repair or flush line within 24 hours,
providing the problem is the City's
responsibility
• Provide for courtesy clean (property
owners convenience if City line is
surcharged)
Video maintenance program - annual
System flushing
December 16, 2011
• # back -ups varies annually
• System completed in 5 years (annual
cycle)
• Requirements for flushing based on
video results
0111
Within the City's service areas 100%
of wastewater is collected and
delivered to treatment facilities for
treatment contributing to the
protection of public health from
waterborne diseases, the natural
environment including aquatic life
and wildlife that depend on it.
Wages & Benefits $1,235,115
Goods & Services 1,284,885
Total Expenditures $2,520,000
Revenue $2,520,000
Full Time Equivalent Positions
Management
0.75
Administration /Technical
2.75
Outside Workers
11.50
TotaIFTE
15.00
Part -Time Positions 0.05
Critical Administrative Service Support
• Fleet — equipment availability
• Purchasing —procurement of
materials and contracted services
• IT— support SCADA and other
performance tracking software
• Legal - by -law enforcement support
• Human Resources — staffing and
training requirements
SJW -18
Wastewater Treatment Program Service Levels and Resources
Maintenance, inspection and safe
operation of wastewater treatment
facilities to provide for wastewater
treatment 24 hours per day, 365 days
per year
Collect and analyze samples of influent
entering the facilities, the effluent
leaving the treatment facilities and at
various strategic locations within the
process
December 16, 2011
• 6 wastewater treatment facilities
(one to be decommissioned in 2012)
• Preventative maintenance
• Repairs vary annually
• 11,963 ML wastewater treated
annually
• 9,000 wastewater samples annually
(consistently collects and analyzes
more samples than required by the
Approvals to Operate)
• Protect public heath from waterborne
disease
• Protect natural environment
including aquatic and wildlife
• Preserve shorelines for
recreational use
• Safety reuse nutrients found in
wastewater biosolids
O
Wages & Benefits $1,366,851
Goods & Services 3,031,149
Total Expenditures $4,398,000
Revenue $4,398,000
Full Time Equivalent Positions (FTE)
Management
2.25
Administration /Technical
4.50
Outside Workers
16.00
TotaIFTE
22.75
Part -Time Positions 0.80
Critical Administrative Service Support
• Fleet — equipment availability
• Purchasing —procurement of
materials and contracted services
• IT— support SCADA and other
performance tracking software
• Human Resources — staffing and
training requirements
SJW -19
Water & Sanitary Engineering
The goal of the Water & Sanitary Engineering program is to provide professional engineering and technical staff resources for engineering
support, design and construction management for projects related to capital programs for the improvement of municipal infrastructure and to
ensure the integrity of that system through the implementation of sound engineering standards.
2011 Engineering Accomplishments and Performance
• Harbourview Subdisision — New well house and chlorination system placed into operation
• Harbour Clean -Up Program — Eastern Wastewater Treatment Facility and Marine Outfall completed and placed into operation; collection and
pumping component construction projects completed and /or underway including Spar Cove Road LS #22, Harbour Station LS #10, Riverview
Avenue LS #30, Crown Street LS #8, Bridge Street LS #23 and Marsh Creek collector sewer. Harbour Clean -Up Program is on schedule with
80% of program projects committed by award of contracts.
2012 Initiatives, Major Projects and engineering Service Delivery highlights
• Continue with Combined Sewer Separation Strategy (North End will be focus for 2012)
• Continue with Phase 8 of Watermain Cleaning and Lining
• Detailed design of Water Treatment Facility (funding dependent)
• Construction of remaining sanitary life stations /forcemains /collection sewers to complete Harbour Clean -Up Program by end of 2012
December 16, 2011
�0%
SJW - 20
Engineering Service Levels and Resources
Provide design and construction
management for the annual Water &
Sewerage Utility Fund Capital program
Support annual review and revisions to
general specifications.
Coordinate with the City's Finance
Division and the province and /or Federal
Government on water and wastewater
infrastructure funding agreements
December 16, 2011
• Infrastructure projects designed and
constructed
• Updated general specifications
• Funding agreements established to
finance infrastructure upgrades
• Sound engineering design and
construction management is essential
to provide safe, clean drinking water
and to protect the environment by
providing infrastructure that is built
properly using sound engineering
standards.
• The development and application of
sound engineering standards ensures
the long -term integrity of the City's
water and sanitary systems.
015!
Wages & Benefits $936,723
Goods & Services $369,277
Total Expenditures $1,306,000
Revenue $1,306,000
Full Time Equivalent Positions
Management
1.00
Engineers
5.00
Administration /Technical
4.00
TotaIFTE
10.00
SJW -21
Common Council Orientation
Ken Forrest
Commissioner
Growth and Development Services
June 23, 2012
OR
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Total Public Engagement
people are PlanSJ
people visited
11,017th PlanSJ
by the Numbers
October 140
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December 110 1
0
Facebo kfans
January 2010 -July 2011
0 Attendance Common
Council
7 A at Youth
Workshops updates
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1 5
. .. . .............. I .................. 11 ..........
Invitations
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written comments
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number of people at public workshops
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anSJwebsite
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Growth and Development Services
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Shaping the best future for the City
The strong heart of the Greater Saint John Region
A progressive, robust & prosperous economy
Protecting the- natural environment & ecosyste,
Growing the City smarter with complete & compact communities
A strong plan for action & making change
SAINT JOHN
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• Traditional rural uses are regulated but generally
permitted.
• Most land beyond the PDA is placed in the Rural
Resource designation.
• New lots must be a minimum of 4 hectares & have
direct access to an existing street.
• 3 traditional rural settlements are recognized where
further small scale new development will be
permitted.
SAINT JOHN
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• Targets growth in areas which benefit most & promotes efficient community form at
densities that support transit
• Promotes complete communities where people can live, work, play & learn
• Provides incentives to encourage residential development in Neighbourhood
Intensification Areas
SAINT JOHN
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• Invests in priority neighbourhoods
• Increases quality of parks & community amenities
• Invests in streetscaping of major gateways,
corridors & parks
• Reinforces sense of place in neighbourhoods &
continues strong legacy of heritage conservation
• Promotes excellence in design of new buildings &
public spaces
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• Supports diversification of economy
• Maintains Uptown as centre for office, retail & finance
• Intensifies development near the University campus
• Encourages clustering in industrial parks & responds to
unanticipated industrial growth
• Improves predictability for development
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• Supports transportation choice
• Encourages active transportation, implements
Bikeways & Trails Plan
• Focuses transit service in Intensification Areas
• Reinforces a connected hierarchy of streets
• Improves accessibility for all users
• Ensures parking is managed to promote transit &
urban development
• Supports growth at the Airport and Port as vital
components of the national transportation network
SAINT JOHN
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• A thorough understanding of the cost of servicing & sources
of revenue from development informed plan preparation
• The growth options considered during plan development
were evaluated fiscally
• Major planning applications that require Planning approval
will undergo a fiscal review:
• More than 50 housing units
• More than 5,000 m2 of non - residential building space
• Potential fiscal deficit likely to be more than 0.5% of the total
City tax levy
• Assessment created exceeds $40 million
• Major challenge to Plan directions or goals
FISCAL IMPACT ANALYSIS OF
PLAN SAINT JOHN
City of Saint John
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• Each chapter contains metrics to evaluate
progress in Plan implementation
• Preparation of an annual report card is
required
• The annual review will be communicated
to Council, the public, and key stakeholder
groups
• A comprehensive Plan review will be
undertaken every 5 years or sooner if a
"game- changing" event emerges
SAINT JOHN
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• Land use decisions cannot be inconsistent
with the Plan
• PlanSJ will figure prominently in all
Council reports, particularly those related
to service provision and policy
• The City's operating and capital budgets
are prepared to be consistent with PlanSJ
• The City intends to prepare a series of
service -based strategic plans to support
Plan implementation
• A neighbourhood planning program is
being introduced to bring the Plan closer
to the ground
Mal
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SAINT JOHN
• Delivers a holistic Plan to drive City decision making
• Supports an integrated investment strategy with capital budget priorities & service based plans
• Encourages sustainable and innovative development
• Provides accountability through a monitoring program with: metrics, annual report card, 5 -year
review
• Creates a framework for Neighbourhood Plans to continue strong culture of planning &
community engagement
SAINT JOHN
After two years of community engagement, research and analysis, PlanSJ, the City of Saint John
Municipal Plan, was unanimously adopted by the previous Council on January 30, 2012 and approved by
the Province of New Brunswick on February 21, 2012. The previous Council identified the development
of a new Municipal Plan as a key priority in order to replace a Plan developed in 1973 and address
changing population and fiscal realities. In addition, the new Plan was intended to address issues of
rural and urban sprawl and the associated rising operating and capital costs for the municipality (for
instance, the City of Saint John maintains approximately 11.2 metres of road per resident, as compared
to Fredericton with approximately 8.5 metres per resident and Moncton with only 7.7 metres per
resident).
The Municipal Plan is a guide for development and investment in the City of Saint John; ensuring
decisions by the City over the course of the 25 year planning period are coordinated in the long term
best interest of the whole community. The Plan represents a fundamental shift in the City's future and
daily operations, based on innovative best practices and a strong message from the community urging a
more sustainable and compact pattern of growth for the City. The Plan provides a sound basis for
decision - making for all facets of the City, and will be reviewed regularly to ensure policies and actions
address the identified goals and outcomes.
The Municipal Plan is not just about land use. It addresses a broad range of comprehensive and
interrelated issues, including:
- City Structure;
- Land Use;
- Urban Design;
- Neighbourhoods and Housing;
- Economic Prosperity;
- Natural Environment and Energy;
- Transportation and Mobility;
- Municipal Services and Infrastructure;
- Community Facilities; and
- Arts, Culture and Heritage.
The Municipal Plan is intended to guide public and private sector development decisions to use the
City's land resources more efficiently and to maximize community benefits from growth and
development. In order to accomplish these goals, the Plan limits urban and rural sprawl by directing
95% of new growth and development within the Primary Development Area (PDA) where roads,
municipal water and sanitary sewer services already exist and identifies priority areas for residential,
commercial and industrial growth. As well, the Plan focuses on the creation and enhancement of mixed-
use and walkable neighbourhoods and recognizes the importance of urban design and quality
community facilities in creating an attractive and welcoming City.
In addition to the overall objectives of the Municipal Plan, each section of the Plan contains a unique set
of Goals and Monitoring and Review Metrics that will be communicated to our residents through annual
'report cards' and more comprehensive reviews of the Plan every five years.
120 SAINT JOHN
PlanSJ is a municipal bylaw and guides all land use planning decisions, and the New Brunswick
Community Planning Act states that the City cannot undertake any development that is inconsistent
with the Municipal Plan. The Plan, however, goes far beyond providing guidance to the use of land. The
Plan is fully integrated into the way that all City services are delivered to our residents.
Council has directed that a Neighbourhood Planning program be established to provide more detailed
consultation and guidance for the Intensification Areas identified in the Plan. The Neighbourhood
Planning program will be an intensive, action - oriented process that involves all City Service Groups in
creating and implementing the key elements of complete communities in the Intensification Areas.
Neighbourhood Plans will consider and coordinate land use, infrastructure, active transportation and
public transit, public spaces, neighbourhood- specific urban design and heritage guidelines, stormwater
management, community improvement plans and other mechanisms to strengthen the identity of each
neighbourhood and increase its attractiveness as a destination and a place to live.
PIanSJ is also based on sound fiscal management policies that target future growth and development in
areas where City services already exist and are not being used to capacity, or where the City can
efficiently provide municipal services. The Plan requires major developments (those with a minimum of
50 housing units or over 5,000 square metres of new non - residential building space) to undergo a
comprehensive fiscal analysis that considers the long -term capital and operating costs of providing
municipal services to the development evaluated against the anticipated revenue for the City.
The Plan also calls for the completion of Strategic Plans to guide the management and operation of the
City and ensure that the business practices of the City align with the Municipal Plan. These Strategic
Plans include:
- Stormwater Management Master Plan;
- Urban Design Guidelines;
- Industrial Parks Strategic Plan;
- Economic Development Strategic Plan;
- Energy and Greenhouse Gas Emissions Plan;
- Climate Change Plan
- Transportation Strategic Plan;
- Parks and Recreation Strategic Plan.
The Parks and Recreation Strategic Plan, also known as PlaySJ, is currently under development as is the
new Zoning Bylaw. Moving forward, the cooperation and coordination of City Service Groups with
Council, the Municipal Plan and the community will be required to develop the required Strategic Plans
and achieve the goals of the Municipal Plan.
The successful implementation of the Municipal Plan and other associated initiatives will require the
collaboration and support of all sectors of the community. Most importantly, it requires strong
leadership from Council to make sound, consistent decisions and strategic investments to enhance the
quality of life in Saint John's neighbourhoods. During the PlanSJ community engagement process, the
need for strong, consistent and courageous Council leadership was one of the strongest messages
delivered by the citizens of Saint John.
121 SAINT JOHN