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2012-11-30_Agenda Packet--Dossier de l'ordre du jourr. City of Saint John Common Council Meeting AGENDA Friday, November 30, 2012 3:00 pm Council Chamber Si vous avez besoin des services en francais pour une reunion de Conseil Communal, veuillez contacter le bureau de la greffiere communale au 658 -2862. Powered By; ['� � �]E- 1 Pages 1. Call to Order 1.1 City Manager: Budget Process Overview 1 -2 1.2 City Manager: 2013 Operating Budget 3-176 1.3 Service Alignment PlanSJ 177-184 1.4 Core Services Review 185-239 1.5 ServiceSJ 2012 Public Engagement Results (Draft) 240-276 1.6 City of Saint John 2012 Citizen Survey 277-292 1.7 Council's Priorities 2012 -2016 293-294 1.8 Core Service Assessment City of Saint John 295-296 2. Approval of Minutes 3. Approval of Agenda 4. Disclosures of Conflict of Interest 5. Consent Agenda 6. Members Comments Powered By; ['� � �]E- 1 7 8 9 10 11 12 13 14 15 16 17 18 Proclamation Delegations / Presentations Public Hearings Consideration of By -laws Submissions by Council Members Business Matters - Municipal Officers Committee Reports Consideration of Issues Separated from Consent Agenda General Correspondence Supplemental Agenda Committee of the Whole Adjournment 2 The City of Saint John S6ance du conseil communal Le vendredi 30 novembre 2012 15 h Salle du conseil 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. S6ance ordinaire 1. Ouverture de la s6ance 1.1 Directeur g6n &ral : Aper�u du processus budg &taire 1.2 Directeur general : Budget de fonctionnement de 2013 1.3 Harmonisation des services. dans le cadre du P1anSJ 1.4 Examen des services de base 1.5 R6sultats relatifs a la mobilisation du public 2012 de ServiceSJ ( &bauche) 1.6 Sondage de 2012 men& aupr &s des citoyens de Saint John 1.7 Priorit &s du conseil pour 2012 -2016 1.8 The City of Saint John — Evaluation des services de base 2. Approbation du proces- verbal 3. Adoption de 1'ordre du jour 4. Divulgations de conflits d'int6rets 5. Questions soumises a 11approbation du conseil 6. Commentaires pr6sent6s par les membres 7. Proclamation 8. W16gations et pMentations 9. Audiences publiques 10. Etude des arrWs municipaux 11. Interventions des membres du conseil 12. Affaires municipales 6voqu6es par les fonctionnaires municipaux 13. Rapports d6pos6s par les comit6s 14. Etude des sujets 6cart6s des questions soumises a 1'approbation du conseil 15. Correspondance g6n6rale 16. Ordre du jour suppl6mentaire 17. Comit6 pl6nier 18. Lev6e de la s6ance 3rd Party Review Online Survey Public Engagem ent Council Orientati sit Plan SJ Ipsos Reid Draft Findings Our Saint John SLT Approval of Council Priorities 2014, 2015, 2016, Final Report Council Ap .ti 1012 -2016 Council Workshop Agenda — Core Service Review/ Budget Preparation Friday November 30, 2012 (3:00 PM to 6:00 PM) — Council Chambers (Open) 3:00 p.m. (20 minutes) City Manager: Expectations and outcomes • Seeking Council's direction on efficiencies and service level options • Opportunity to allocate resource to address Council's priorities • Core service review results • Change Management— timing, resource requirement 3:20 p.m. (40 minutes) Forrest: Service Area Alignment with PlanSJ • Primary Development Area as a driver for PlanSJ • Discussion on Direction /Phased Approach 4:00 -6:00 p.m. (120 MacDonald: Presentation of Core Service Review Results (Includes Q and A) minutes) • Core Service Review Process • Core Continuum • Benchmarking & Efficiency options Saturday December 1, 2012 (9:00 AM to 4:00 PM) — Council Chambers (Open) 9:00 a.m. City Manager: Expectations and Outcomes 9:20 a.m. Service Areas: Service Level Options — presentation (20 min + 20 min Q &A each) • 9:20 Roads and Sidewalks • 10:00 Recreation • 10:40 BREAK • 11:00 Growth and Development • 11:40 Transit 12:20 p.m. LUNCH 1:00 P.M. Service Areas: Service Level Options — presentation (20 min + 20 min Q &A each) • 1:00 Fire • 1:40 Police 2:20 p.m. (40 minutes) Council Direction: Council's Priorities and Service Level Analysis • Council direction on service levels in relation to Benchmarking results • Council direction on service levels in relation options — informing budget process • Service expectations — other service areas outside of CoSR • Non- Priorities 3:00 p.m. (15 minutes) City Manager: Wrap -up • Next steps in the budget process 2 City of Saint John 2013 Budget Summary 2012 Approved Budget 2013 Proposed Budget Community Planning & Development Service 1,493,282 1,356,820 Development Engineering 372,287 361,523 Geographic Information Systems 285,314 311,563 Heritage Conservation Service 317,672 300,994 Permitting & Inspection Service 960,142 993,678 By -Law Enforcement Service 655,645 758,885 Development Support Tourism Service - Destination Marketing Organization 845,000 845,000 Economic Development Service - Enterprise Saint John / Funds to Others 2,183,237 2,190,231 Urban Development Service - Waterfront Development/ Funds to Others 2,343,939 2,553,352 Industrial Park Development Service - SJ Industrial Parks 300,000 300,000 Total Growth & Development Services Budget Summary 9,756,518 9,972,046 Urban Neighbourhood Improvement Service 639,836 655,692 Community Development and Neighbourhood Improvement Grants 666,765 666,765 Recreation, Parks & Cultural Programming Service 1,254,034 1,350,571 Arts & Culture Grants 539,584 555,861 Fire Services 20,629,263 20,683,987 Water Supply and Hydrants 2,200,000 2,270,000 Emergency Management Service 334,304 325,421 Police Services 22,724,065 22,894,690 Public Safety Communications Service 2,292,610 2,491,853 Street Lighting 1,070,000 1,075,350 Affordable Housing Service - - Total Urban Environment Services Budget Summary 52,350,461 52,970,190 Roadway Maintenance Service Sidewalk Maintenance Service Pedestrian & Traffic Management Service Storm water Management Service Solid Waste Management Service Transportation & Environment Engineering 13,158,400 1,319,949 1,620,138 3,324,138 3,965,(.,40 459,3351 13,561,415 1,410,490 1,684,800 3,366,347 3,568,529 541,451 28/11/2012 28/11/2012 City of Saint John 2012 2013 2013 Budget Summary Approved Proposed Budget Budget Parks & City Landscape Service 2,456,817 2,654,268 Sport and Recreation Facilities Service 3,395,542 3,659,644 Parking Service (Administration) 530,845 560,379 Transit Service 5,570,256 6,517,991 Environment Committee 1,520 - Total Transportation & Environment Services Budget Summary 35,802,596 37,525,314 Finance . Administrative Services Financial Management Service 3,106,115 3,238,033 Asset Management Service (Fleet, Real Estate, Facilities, Purchasing, Insurance) 6,577,469 6,629,116 Total Administrative Service Budget Summary 9,683,584 9,867,149 Strategic Services Human Resources Management Service 1,289,937 1,428,037 Corporate Planning Service 505,331 499,585 Intergovernmental Affairs Service 143,151 148,657 Corporate Communications Service 521,346 521,505 Information Technology Systems Service 1,946,235 2,087,058 Total Strategic Services Budget Summary 4,406,000 4,684,842 Legislated Services City Manager's Office 399,574 401,268 City Solicitor's Office 823,759 703,834 Common Clerk's Office 813,130 735,400 Mayor & Council 629,130 565,785 Total Legislated Budget Summary 2,665,593 2,406,287 Fiscal Charges 15,757,821 15,722,947 Pension 14,220,080 14,220,080 Total Other Charges 29,977,901 29,943,027 Total Budget Summary 144,642,653 147,368,855 4 Growth & Development Services Overview The Growth and Development Services team delivers services that support the community in achieving its long -term vision of having a diverse, vibrant, resilient, and environmentally sound economy. Services include providing guidance, direction and support for development that enhances quality of life for our residents by working to create new and renewed places where people want to live, work and invest. 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 Results Oriented • Creating more complete neighbourhoods and communities • Increasing quality of life and the attractiveness of the City • Ensuring building environments are safe and healthy High Performance • Collaborative, strategically minded workforce • Culture focused on contributing to community goals through service delivery • Resource conscious and accountable for results Community Planning & Development Service Heritage Conservation Service Infrastructure Development Inspection & Enforcement Service Geographic Information Systems (GIS) By -Law Enforcement Service Development Support Draft November 26, 2012 g GD - 1 Growth & Development Services Financial Summary Draft November 26, 2012 g GD - 2 Approved 2012 Expenditures 2013 Revenue FTE Projected Expenditures 2014 2015 2016 Community Planning & Development Service 1,493,282 1,356,820 110,000 11.50 1,364,799 1,398,209 1,431,506 Heritage Conservation Service 317,672 300,994 2.00 305,560 309,455 313,433 Infrastructure Development 372,287 361,523 3,000 3.50 411,498 418,594 425,930 Inspection & Enforcement Service 960,142 993,678 884,500 10.45 1,021,337 1,043,660 1,065,275 Geographic Information Systems 285,314 311,563 37,500 2.50 319,449 323,731 328,099 By -Law Enforcement Service Dangerous and Vacant Building Program 137,341 281,692 1.50 285,344 288,438 291,393 Minimum Property Standards Program 269,646 237,671 2.50 243,650 248,656 253,578 Other By -Laws 168,343 156,779 1.55 161,234 165,028 168,491 Animal Control 80,315 82,743 82,743 83,260 85,342 Total Service 655,645 758,885 5.55 772,971 785,382 798,804 Draft November 26, 2012 g GD - 2 Summary Continued... Draft November 26, 2012 7 GD - 3 Approved 2013 Projected Expenditures 2012 Expenditures Revenue FTE 2014 2015 2016 Economic Development City Market 906,292 937,265 941,561 968,166 994,413 Enterprise Saint John 332,000 332,000 332,000 332,000 332,000 Saint John Trade & Convention Centre 570,283 536,576 536,576 536,576 536,576 Harbour Station 374,662 384,390 384,390 384,390 384,390 Total Service 2,183,237 2,190,231 2,194,527 2,221,132 2,247,379 Industrial Park Development Service Saint John Industrial Parks 300,000 300,000 1.00 300,000 300,000 300,000 Total Service 300,000 300,000 1.00 300,000 300,000 300,000 Tourism Service Destination Marketing Organization (DMO) 845,000 845,000 845,000 845,000 845,000 Total Service 845,000 845,000 845,000 845,000 845,000 Urban Redevelopment Saint John Development Corporation 160,000 160,000 160,000 160,000 160,000 Waterfront Development Corporation 95,000 120,000 95,000 95,000 95,000 Market Square - Common Area 2,088,939 2,273,352 2,273,352 2,273,352 2,273,352 Total Service 2,343,939 2,553,352 2,528,352 2,528,352 2,528,352 Growth & Development Service Budget $9,756,518 $9,972,046 37.00 $10,063,493 $10,173,515 $10,283,778 Draft November 26, 2012 7 GD - 3 Table of Contents — 2013 Service Plans Community Planning and Development Approval Service ............................................................................ ............................... GD -S HeritageConservation Service ....................................................................................................................... ............................... GD -8 InfrastructureDevelopment ........................................................................................................................ ............................... GD -10 Inspection & Enforcement Service .............................................................................................................. ............................... GD -12 Geographic Information Systems ( G. I. S.) ..................................................................................................... ............................... GD -16 By -Law Enforcement Service ...................................................................................................................... ............................... GD -18 Draft November 26, 2012 g GD - 4 Community Planning and Development Approval Service The Community Planning and Development Approval Service supports economic, social and environmentally sustainable development in the City of Saint John in keeping with community values. This involves using various means of public involvement to prepare statutory plans, bylaws, policies, studies and guidelines for development and land use. The service is responsible for providing advice and working with developers and property owners to ensure that development in the community is consistent with the City's municipal plan and related by -laws. The Service also plays a significant role in shaping all municipal service delivery and infrastructure development. The service aims to create land use and development that contributes to quality of life and our citizens health while being efficient and financially viable. The need for community economic development. Continued need to update Saint John's planning policies and by -laws Changing demographics and socio- economic trends Increased emphasis on community sustainability Requirements of Provincial legislation Focus on environmental sustainability and conservation Community's expectation that Plan SJ will be implemented The demand for more public engagement in the planning process 2012 Community Planning and Development - Service Accomplishments and Performance • Adoption of PlanSJ, the City's first new municipal plan in almost 40 years, which will drive all land use and municipal investment decisions in the community for the next 25 years. • Recognition of PlanSJ and the process to develop the Plan nationally as an innovative and leading edge planning document by winning the 2012 Canadian Association of Municipal Administrators Willis Award for Innovation and receiving the Honourable Mention from the Canadian Institute of Planners Awards for Planning Excellence for City and Regional Planning. • Conference presentations of the PlanSJ success story to the Canadian Association of Municipal Administrators, Atlantic Planners Institute, and the Northern New England chapter of the American Planning Association. • Launch of the process to completely overhaul the City's Zoning By -law including the hosting of two public events and drafting the bulk of the regulation that will form the new bylaw. • Anticipated completion of the Golden Mile Corridor Plan, a plan to maximize the community benefits resulting from intensified commercial development on the West Side. Draft November 26, 2012 9 GD - 5 • A continuation of the process of streamlining the City's current planning process and reducing the number of development proposals which require approvals from either the Planning Advisory Committee or Common Council. • Processed more than 115 applications (YTD to October 12, 2012) for rezoning, subdivision approval, and variances pursuant to the Community Planning Act, up from levels in 2011. • Investment of human resources to ensure that the City's interests are protected as the Province's regional service commission model is implemented. • Continued project management support for the City's new recreation master plan – Play SJ. • Dedication of human resources from this service to assist the Strategic Services Department in the core service review and to the Heritage Conservation Service to address staffing issues within that service. 2013 Initiatives and Major Projects • Complete the new zoning by -law including the adoption process. • Commence the rewriting of the subdivision by -law for the City. Number of Planning Applications per Million Dollars of Construction 2.5 oL 2 V p Q o 1.5 Q0 a o o - 1 v� E Q 0.5 — Z 0 2005 2006 2007 2008 2009 2010 2011 2012 The number of planning applications the City processes is a product of the level of development activity in the community as well as the relevance of the City's By -laws. The number of applications the City has received per million dollars of construction trended lower from 2005 to 2008 but is beginning to increase again. This points to the need to complete the review of the Zoning By -law. • Begin work on the first neighbourhood plan pursuant to PlanSJ. Continue to support the delivery of service plans and special projects. • Provide annual reporting of the City's progress in implementing Plan SJ. • Initiate major reforms to the development process to improve the quality of development in the community and make the process more predictable for the developers and the public. Draft November 26, 2012 10 GD - 6 Community Planning and Development - Service Levels and Resources Prepare statutory plans, policies, studies and guidelines for the development and use of land in the city. Provide advice and work with developers and property owners through various planning approval processes to ensure that development in the community is consistent with the City's municipal plan and related by -laws. • Complete review and rewriting of the City's Zoning Bylaw and Commence review of the Subdivision Bylaw • Periodic updating and amendment of the City's planning by -laws • Completion of the planning study for the Fairville Boulevard Area • Initation of the first neighbourhood planning process to implement PlanSJ • Project management responsibility for Play SJ — the City's Recreation Master Plan • Continue providing advice and information to property owners and residents respecting land use and planning matters. This function consumes about 10% of total planning staff resources • 2013 is anticipated to be an average year in terms of case volume with about 150 current planning applications expected including rezoning, subdivisions, and variances • Provide zoning certificates in support of property transactions in the City. Normal volume of 175 letters is expected in 2013. The staff complement for this service is impacted by having 3 positions vacant effective January 5, 2013. This will significantly impact: • The delivery of the City's new zoning and subdivision bylaw; • The ability to deal with large and complex development applications; • Project start -up for the City's first neighbourhood plans; • The ability to quickly and efficiently deal with current planning and building permit applications. Wages & Benefits 1,096,915 Goods & Services 154,905 PlanSJ Implementation 105,000 Total Expenditures $1,356,820 Revenue $110,000 Full Time Equivalent Positions(FTE) Management 2.00 Professional — Planners 5.00 Inside Workers 4.50 TotaIFTE 11.50 Part -Time Positions 0.30 Administrative / Other Support Services • GIS — analysis and mapping • IT —support technical applications • Legal — legal review of applications • Common Clerk — by -law processes • Communications — support communication related to planning processes Draft November 26, 2012 11 GD - 7 Heritage Conservation Service The Heritage Conservation Service is a public service provided to developers, property- owners, merchants, citizens and the general public. The service offers a process to have an area designated a Heritage Conservation Area under the Heritage Conservation Areas By -Law. If an area is designated, changes or work done to the exterior of properties in Heritage Conservation areas is regulated and subject to permit. The service also provides architectural, technical conservation and design advice on existing and proposed new construction and provides incentives including grants and other financial assistance to encourage and assist in the rehabilitation and development of heritage buildings. Providing information and education to promote and raise awareness of the social and economic benefits of heritage conservation to Saint John is another key deliverable. Requirements of new Provincial heritage legislation A new Municipal Plan for Saint John Implementation of a heritage service review The desire for growth in the community New development incentive programs delivered by the city Adherence to heritage conservation practices and procedures Need to undertake a comprehensive review of the Saint John Heritage Conservation Areas Bylaw to better reflect the community's objectives with respect to heritage 2012 Heritage Conservation - Service Accomplishments and Performance • Permit volume declined moderately in 2012 from the previous year but remains at average levels historically. A lack of human resources due to staffing issues remains a significant barrier to improving the Heritage Conservation Service. • Seven heritage projects were recognized with awards in 2012. • The full $90,000 in heritage grant funding is committed to property owners but given the significant reduction in funding for the grant programs, requests for funding far exceed the amount of money available. • Reform to the grant program was successfully achieved to match grant support to available funding. 2013 Initiatives, Major Projects and Heritage Conservation Service Delivery Highlights • Achieve full staffing for the Service and provide the training required to deliver the service efficiently and effectively. • When staffing permits, commence a major review of the Saint John Heritage Conservations Area Bylaw. Draft November 26, 2012 12 GD - 8 Heritage Conservation - Service Levels and Resources Administer process to have an area designated a Heritage Conservation Area under the Heritage Conservation Areas By -Law. • 11 Heritage Conservation Areas at present, 771 properties designated • The current number of Conservation Areas and number of properties designated is a major challenge given the limited staff resources and high level of effort required to administer the current Bylaw. Process applications for Certificates of • An average year of activity is forecast Appropriateness to regulate any changes in 2013 with approximately 100 or work done to the exterior of prop- applications expected. erties in Heritage Conservation areas. Process heritage grant applications and offer financial assistance to encourage and assist in the rehabilitation and development of heritage buildings. Provide architectural, technical conservation and design advice on existing and proposed new construction. Provide information and education to promote and raise awareness of the social and economic benefits of heritage conservation to Saint John. • $90,000 in grant funding is proposed to be available in 2013. • Staff meet with clients in the office and on -site to provide information and expertise with respect to projects impacting heritage buildings. This consumes significant resources and normal demand for this service is forecast for 2013 but staffing issues will make this a major challenge. • Various pieces of print materials • Internet information The service encourages the retention of the existing building stock to contribute to the overall sustainability of Saint John. • Provide a unique image for Saint John as a place well connected to traditional values and steeped in a proud history; building on our past while developing for a prosperous and dynamic future. • Contribute to a prosperous future by working to rehabilitate heritage buildings and integrate modern development in heritage conservation areas to attract new residents and support the tourism industry. The 2013 budget is a status quo budget but successful delivery of the service at the desired level will be dependent on a full staff complement. Funding for the Heritage Grant programs is proposed to remain at $90,000 with no application fees for service given the direction provided by Common Council in 2013. Wages & Benefits 176,389 Goods & Services 124,605 Total Expenditures $300,994 Revenue $0 Full Time Equivalent Positions(FTE) Professional — Heritage Planner 1.00 Inside Workers — Heritage Analyst 1.00 TotaIFTE 2.00 Administrative / Other Support Services GIS —database maintenance • Legal — Heritage By -Law enforcement • Bylaw Enforcement - Heritage By -Law enforcement Draft November 26, 2012 13 GD - 9 Infrastructure Development Infrastructure Development is responsible for engineering and servicing Service Drivers made necessary by new development. The objective of the Service is to The need to facilitate good development in Saint John that is fiscally and ensure that development is undertaken in a sustainable manner in environmentally sustainable and improves quality of life for residents. accordance with municipal, community and neighbourhood plans, and the strategic directions and policies of the City. The Service includes reviewing and approving plans and drawings for new infrastructure and also ensuring that what is constructed in the community meets City standards. The Service also plays a key role in ensuring that infrastructure issues are appropriately addressed as part of the building permit and planning processes. Staff also liaise with those who operate and maintain the City's infrastructure to ensure coordination. To protect public health, welfare, and safety. To ensure that good engineering practice is followed in the development of new infrastructure. To provide input into all development activity subject to the planning approval and building permit processes. To provide effective liaison between the services within the City corporation that deal with infrastructure that is proposed and under construction and the services responsible for the operation of existing infrastructure. 2012 Infrastructure Development - Service Accomplishments and Performance • Provided engineering information and advice to the development community and Community Planning and Building Inspection staff as part of the development approval process. • Reviewed and issued approvals for Excavation Permits and Water and Sewer Permits including field inspection. • Reviewed and issued approvals for Natural Gas Permits and provided field reviews. • Successfully closed the file on a number of outstanding developer- initiated infrastructure projects. • Initiated the process to formalize development guidelines for the City of Saint John. • Working with Bell Aliant, Rogers, and Saint John Energy to formalize access agreements for their use of public rights -of -way. • Assisted in the development of new street lighting guidelines and standards. Draft November 26, 2012 14 GD - 10 2013 Initiatives, Major Projects and Infrastructure Development Service Delivery Highlights • Initiate major reforms to the development process to improve the quality of development in the community and make the process more predictable for the developers and the public. • In support of the effort to improve the development process, complete the work to prepare development guidelines for the City of Saint John. • Conclude the process to develop access agreements with Bell Aliant, Rogers, and Saint John Energy to work within public rights -of -way. • Commence the process to develop new municipal bylaws for storm drainage and storm water management for new development. • Prepare revisions to the Excavation By -law (minor revisions) • Provide input into the revisions to the City's Subdivision By -law Draft November 26, 2012 15 GD - 11 Infrastructure Development - Service Levels and Resources PERMITS Applications, Review, Approval, Inspection REQUESTS FOR SERVICE /INFORMATION PAC Memo Review /Comments; Building Permit Review /Comments; Utility Reviews /approvals; Service Information requests; Testing- approving, coordinating; Field locate /layouts of municipal infrastructure. W & S Connection Permits- 133 Excavation Permits- 44 Building Permits (Engineering Review)- 349 Natural Gas: Service Permits- 102 Main Line Permits- 32 Tender Packages -166 Record Information Request- 5,795 General Inquiry from Public, Consultants, Legal, Planning, etc.- 1,100 Customer Inquiry follow -up (field tech)- 750 As part of the corporation reorganization, Transportation and Environment Services has proposed to re -gain a 0.5 FTE Engineer that has recently been fully assigned to Infrastructure Development. This move will improve delivery of the capital program but will negatively impact the ability of Infrastructure Development to improve the processes in place to: • Improve the permitting process and process integration with Community Planning and Building Inspection; Street Lights- new development- 8 • Document the City's requirements New Canada Post Mail Box Sites- 1 standards, and processes; and PAC Memo Application Review- 152 • Develop processes around site Infrastructure Locates (Call Before You Dig drainage and storm water Service)- 2,900 management to address flooding issues. Chlorination Co- Ordinations (domestic & fire lines)- 12 Pressure Testing New Development- 13 Fire Lines- Pressure Test- 9 W & S Installation Layouts- 61 Enbridge Gas • Pre - installation route layout- 134 • Layout for construction- 134 Development Active Subdivisions (various stages)- 34 Plan reviews for various submissions- new development servicing; stormwater drainage -65 Wages & Benefits 303,471 Goods & Services 58,052 Total Expenditures $361,523 Revenues $3,000 Full Time Equivalent Positions(FTE) Professional 1.5 Inside Workers 2.0 TotaIFTE 3.5 Administrative / Other Support Services • Information Technology- hardware and other support. • City Solicitor- Subdivision Agreements; Easements; By -law Enforcement; Municipal Agreements • Finance- Permit deposits /refunds Draft November 26, 2012 16 GD - 12 Inspection & Enforcement Service The Inspection and Enforcement Service is a public service offered to those engaging in a construction, renovation, demolition, or change of occupancy project within City limits. Permitting processes determine if the proposed design, construction and occupancy of new buildings; the renovation, demolition and occupancy of existing buildings; or other proposed activity meets minimum acceptable standards as established by building and plumbing codes and related by -laws. Inspection processes determine if the work related to the design approved during the permitting process is being completed in accordance with established standards. The City works with individuals to achieve compliance with these standards before more corrective actions are determined to be required. Regulatory and legislative requirements; new legislation Penalties available to encourage compliance with by -laws Projected growth in the community Organizational capacity Public expectations related to permitting, inspection, enforcement 2012 Inspection & Enforcement - Service Accomplishments and Performance Service area employees took part in technical training to prepare for the adoption of the latest version of the National Building Code of Canada and the proclamation of the New Brunswick Building Code Act. Other training took place to educate staff on new and emerging building technologies and methods. The City of Saint John is now set up to use the Service New Brunswick product, the Land Gazette. It is an information repository of land - related notices, restrictions, and other information about land parcels. It allows users to find out essential information, such as if requirements set out in municipal by -laws were met by a property owner /builder /developer. It will also flag when properties are subject to particular by -laws, such as if the property is in the Flood Risk Area, the Heritage Preservation Area, or if it is a vacant building that is subject to the Unsightly Premises and Dangerous Buildings and Structures By -law. The City of Saint John's use of the Land Gazette is being implemented in a phased approach and will continue into 2013. Draft November 26, 2012 17 GD - 13 The Service area reviewed various permit fees and recommended changes so that the cost recovery model for service delivery can be sustained. Staff also recommended changes for how construction projects are valued for permit application purposes; valuations now more accurately reflect actual construction costs and values. In addition to having permit fees reflective of actual construction costs, the construction values are utilized by Service New Brunswick in determining property assessments. The Service area hosted the New Brunswick Building Officials Association annual 3 -day conference and trade show in Spring 2012, and included a training session on issuing tickets pursuant to the Provincial Offences Procedure Act that was developed and delivered by staff of the Service area. 0 The Service area continued process improvements to deliver service that meets the community's needs. The percentage of permits that are issued in 10 business days after the receipt of a complete permit application is shown (right). Given the various degrees of complexity associated with permit applications, the goal is to issue permits in 10 business days 80% of the time. In 2012, this was achieved 83% of the time, meeting the established target. Factors that contribute to the increase from 2011 include continued process improvements, such as parallel processing among internal service areas and overall enhanced internal cooperation and communication. More focus and awareness of achieving the target among staff allowed for improved resource allocation during the busy construction season. Another significant factor is that in the past year, there were fewer large -scale building projects which are generally more involved and time consuming applications to process. Building projects have generally been less complex renovation and small building projects; value of construction in 2012 has decreased compared to recent years. Percentage of permits issued 10 business days after receipt of complete application. 100% v Target 80% 80% 60% v E 40% v v 20% a 0% 2008 2009 2010 2011 2012 YTD Draft November 26, 2012 18 GD - 14 The graph (right) depicts the level of by -law compliance when initial enforcement actions were utilized (violation notices). Effective by -law enforcement will result in a decreasing trend in the number of enforcement actions required. If compliance has not been achieved with enforcement notices, formal Orders may be issued, followed by a court appearance, if necessary. It is expected, and the results indicate, that the majority of developers, builders or owners will comply after receiving a first or second violation notice. Very few violations persist to the third and final notice stage as can be seen in the graph. This continual and significant decrease between the progressive notices shows that enforcement efforts are working to achieve by -law compliance. Enforcement of Building Permit Violations --4&--2008 t 2009 2010 t 2011 t 2012 450 0 300 oa v(U �v E Z- -U 150 0 w 0 First Second Third Final 2013 Initiatives, Major Projects and Inspection & Enforcement Service Delivery • Staff from the Service area will finalize its review and amendment of the Building By -Law to be in line with the New Brunswick Building Code Act and associated regulations. • The Service area will continue to actively participate in the review and rewrite of the Zoning By -Law. • An "Alternative Solutions" process will be implemented in early 2013 for applications that apply to the Objective Based section of the National Building Code of Canada, enhancing service delivery to citizens, builders, and designers. • The service area will continue its improvement efforts of providing quality service to the users of the permitting and inspection programs. • The next phases of Land Gazette implementation will continue into 2013, increasing the number of notifications available to property owners and the general public. Draft November 26, 2012 19 GD - 15 Inspection & Enforcement - Service Levels and Resources Building permits are issued within ten (10) business days after receipt of a complete application eighty (80 %) of the time. Projected for 2013: • 1,200 building permits • 225 plumbing permits • 40 demolition permits • 100 "other' permits and licenses The rate of by -law compliance with Projected for 2013: progressive enforcement actions. • 12,550 inspections Compliance increases with enforcement • 450 enforcement cases actions. • 520 violation letters The goal of the Permitting and Inspection program is to ensure that the public is protected in that buildings and properties are safe, healthy, and accessible. Budget reductions in 2012 have resulted in one less building inspector position, and one less plumbing inspector position. The plumbing inspection has no service coverage during a staff absence. The reduction of one building inspector position has resulted in less of a focus on quality of life issues, as life safety issues are a higher priority. Wages & Benefits 849,696 Goods & Services 143,984 Total Expenditures $993,678 Estimate Revenues $884,500 Full Time Equivalent Positions(FTE) Management / Professional 1.45 Inside Workers — Technical 6.50 Inside Workers — Administration 2.50 Total FTE 10.45 Administrative / Other Support Services • Legal —support enforcement cases, property ownership inquiries, prepare Orders to Comply, and represent City in court and at hearings • Fleet — equipment availability for inspectors • IT — support software for scheduling inspections, recording inspection results, and reporting Draft November 26, 2012 20 GD - 16 Geographic Information Systems (GIS) The Geographic Information Systems Division is responsible for creating and maintaining all mapping and associated geographic information for The City of Saint John. The GIS Division is also the official source for civic addressing and street names within the City of Saint John. Other responsibilities include coordinating spatial information collection projects for City departments, maintaining the City's Enterprise GIS for employee use and the Web- Mapping application for public use, producing maps for City departments, and responding to public and employee enquiries regarding mapping and geographic information. 2012 GIS - Service Accomplishments and Performance Hosting and keeping the City's geo- referenced data secure. Providing useful geographic information to the development community. Providing useful applications for citizens to obtain geographic information. Meeting the data requirements of all City departments and services. Utilizing data in accordance with the requirements of the provider such as Service NB. • Successfully completed the bi- annual process to acquire aerial photography for the Greater Saint John area; • Participated and contributed to the PSAB -3150 Tangible Capital Assets project; • Deployed the new Flex Capacitor GIS Viewer for all City staff and offered training to City staff on how to use the new GIS Viewer; • Developed a data model for Saint John Water employees to enable them to map water & sewerage infrastructure using ArcGIS; • Updated the snow plow routes, winter street restrictions, sanitation collection routes, and Saint John Transit bus route and schedule maps; • Performed response -time analysis for various fire station location scenarios; • Negotiated a data exchange agreement with Service New Brunswick; and • Drafted and revised digital geographic information distribution policy. 2013 Initiatives, Major Projects and GIS Service Delivery Highlights • Switch -over of the current web - mapping software for the public to access through the City's web site; • Oblique aerial photography acquisition; • Upgrade the GIS Viewer software and SDE geodatabase; and • Mapping for new Zoning By -law. Draft November 26, 2012 21 GD - 17 GIS - Service Levels and Resources Creating and maintaining all mapping and associated geographic information for The City of Saint John. Coordinating spatial information collection projects for City departments. • Provides and maintains the core information that is required for many of the City's information systems including the maintenance of approximately 200 different datasets • Perform spatial analysis and produce maps for City departments • Reconcile Provincial property information with civic addressing on a monthly basis. This is the core of the Municipal Information System. • Assist and guide City departments in data collection or mapping projects by recommending software, hardware, designing data models and training staff. • Spatial information is now a required part in many other systems, such as MIS, 311, AVL, Document Management, Pavement Management, and Asset Management. GIS Staff provide guidance in the selection and implementation of these systems. In 2012, one portion was removed from this Division resulting in a service level reduction. In 2013, it is proposed to split the existing Planning Technician position in Community Planning between the Community Planning Service (0.5 FTE) and the GIS Service (0.5 FTE) to maximize the use of this human resource. Wages & Benefits $199,047 Goods & Services 112,516 Total Expenditures $311,563 Revenue $37,500 Full Time Equivalent Positions(FTE) Professional 1.0 Inside Workers 1.5 Total FTE 2.5 Administrative / Other Support Services • Information Technology — hardware and other support. Draft November 26, 2012 22 GD - 18 GIS - Service Levels and Resources Continued Assigning all civic addresses and street names within the City of Saint John. Maintaining the City's Enterprise GIS for employee use and the Web- Mapping application for public use. Handling data sales and dissemination to external organizations. Responding to public and employee enquiries regarding mapping and geographic information. • Ensure that street names and civic addresses are assigned based on NB911 standards and guidelines, and respect the "By -law Respecting the Numbering of Buildings in the City of Saint John ", the "General Regulation — Emergency 911 Act" and the "Emergency 911 Act ". • Maintain, update and publish web services; • Ensure that sensitive or third -party use - restricted data is only available to City staff; and • Provide tools to enable City staff to perform their required spatial queries • Geographic data is crucial in major development projects. The City's GIS Division is the source for the highest quality geographic data available for areas within the city boundaries. • The number of data sales and dissemination is closely tied to and fluctuates based on the amount of development happening in the City. • The GIS Division encourages self - service by providing useful tools and information either through the GIS viewer or the City's website. The "Maps & Air Photos " - is one of the most popular sections of the website with the public. Draft November 26, 2012 23 GD - 19 By -Law Enforcement Service The By -Law Enforcement Service is a public service offered to citizens, property owners, occupants and neighbourhood residents involving the enforcement of City by -laws related to the maintenance and usage of properties, animal control, and licensing requirements. Inspection of properties and investigation of complaints are conducted to ensure standards established in related by -laws are met. In cases where there is a violation of a by -law, the City works actively for voluntary compliance with the appropriate by -law before more corrective actions are required. Service Delivery The Service area supports ensuring that Saint John is a safe and healthy community with an enhanced quality of life. The following chart identifies each of these programs and the percentage of funds allocated to them to deliver a defined level of service for 2013. By -Law Enforcement Programs W Dangeorus and Vacant Buildings H Minimum Property Standards u Other By -Laws map Legislation that supports more effective enforcement Penalties available to encourage compliance with by -laws Economic climate affects owner / developer ability to comply Organizational capacity Public expectations related to permitting, inspection, enforcement Draft November 26, 2012 24 GD - 20 2012 By -law Enforcement - Service Accomplishments and Performance The Service area issued a number of Notices to Comply and proceeded to Provincial Court for various Minimum Property Standards and Dangerous and Vacant Buildings cases. A number of dangerous buildings were either demolished by the City or demolished or repaired by the Owner. # Notice to Comply 12 10 (5 demo's by City) Court appearance 5 ($5,000 in fines) Demolitions by owner 8 Vacant bldgs repaired by owner 13 The City of Saint John is now set up to use the Service New Brunswick product, the Land Gazette. It is an information repository of land - related notices, restrictions, and other information about land parcels. It allows users to find out essential information, such as if requirements set out in municipal by -laws were met by a property owner /builder /developer. It will also flag when properties are subject to particular by -laws, such as if the property is in the Flood Risk Area, the Heritage Preservation Area, or if it is a vacant building that is subject to the Unsightly Premises and Dangerous Buildings and Structures By -law. The City of Saint John's use of the Land Gazette is being implemented in a phased approach and will continue into 2013. The Service area completed amendments to the Dog Control By -law, which addressed housekeeping items and reflects an increased fine structure that is consistent with the Municipalities Act. To manage ongoing costs of the service, the City will offer a limited cat control service as outlined in the amended by -law. • The Service area successfully negotiated a service agreement with the SPCA Animal Rescue for the provision of dog control services for a five year term. Highlights of the agreement include extended hours, full dog control services, a series of public awareness sessions every year, implementation of a plan to increase dog licensing and the establishment of performance metrics. The Service area hosted the New Brunswick Building Officials Association annual 3 -day conference and trade show in Spring 2012, and included a training session on issuing tickets pursuant to the Provincial Offences Procedure Act that was developed and delivered by staff of the Service area. Draft November 26, 2012 25 GD - 21 The Service area measures how quickly it responds to external complaints; the target is an initial response to a complaint within 5 business days, 80% of the time. Initial response generally means an initial inspection or contact with a property owner or complainant. The performance results (chart to the right) indicate that the target is not being met for these by -laws, although there has been significant improvement in the results from 2011 for Dangerous and Vacant Buildings (60% in 2011) and Unsightly Premises (57% in 2011) and slight improvement for Zoning issues (69% in 2011). Response to minimum property standards complaints is abnormally low due to staffing changes and training. This has been corrected and results are expected to improve significantly for the remainder of the year and into 2013. There is room for continuous improvement to meet these targets. Process changes have been made recently that will have a positive impact on meeting the target and staff will monitor on a regular basis to make necessary resource adjustments if required. Further analysis of the data shows that if the initial response does not take place within 5 days, it is typically taking place within 6 or 7 business days. The graphs (below) depict the level of by -law compliance when initial enforcement actions were utilized (violation notices). Effective by -law enforcement will see a decreasing trend in the number of enforcement actions required. If compliance has not been achieved with enforcement notices, formal Orders may be issued, followed by a court appearance, if necessary. It is expected, and the results indicate, that the majority of property owners comply after receiving a first or second violation notice. Very few violations persist to the third and final notice stage as can be seen in the graphs. This continual and significant decrease between the progressive notices shows that enforcement efforts are working to achieve by -law compliance. Draft November 26, 2012 26 GD - 22 Percentage of time complaints are initially checked within five business days (2012 YTD results) 100 ■ Minimum v Target 80% Property 80% Standards ■ Dangerous and V) 60% — Vacant Buildings v 40% — — Unsightly Premises v ° 20% — — ■Zoning oar — Case Type The graphs (below) depict the level of by -law compliance when initial enforcement actions were utilized (violation notices). Effective by -law enforcement will see a decreasing trend in the number of enforcement actions required. If compliance has not been achieved with enforcement notices, formal Orders may be issued, followed by a court appearance, if necessary. It is expected, and the results indicate, that the majority of property owners comply after receiving a first or second violation notice. Very few violations persist to the third and final notice stage as can be seen in the graphs. This continual and significant decrease between the progressive notices shows that enforcement efforts are working to achieve by -law compliance. Draft November 26, 2012 26 GD - 22 Minimum Property Standards By -law Compliance Rates By -Law Compliance Rates (2012 YTD Results) 125 N c u 100 w � Q s c 75 E E ' 50 z `o w 25 0 — 0-2010 12011 12012 1 2 3 4 This graph indicates that compliance is usually achieved after the issuance of a first and second notice. In 2012, the number of second notices was higher than the number of first notices issued mainly because of the way the data is recorded. The number of second notices includes additional follow up letters to owners as they work to comply with the original notices sent to them. This data will be tracked differently in 2013 so it can be reported on more clearly. Unsightly Premises By -Law Compliance Rates (2012 YTD Results) --M--2011 f 2012 80 c 60 — V o Q 10; v 40 E E 0 v z ' 0 20 c w 0 First Notice Second Notice Final Notice Legal Actions Dangerous Buildings and Structures By -Law Compliance Rates (2012 YTD Results) —0-2011 41-2012 125 N c 0 100 V- U Q 75 v � 9 N E 50 Z u 25 w 0 First Notice Second Notice Final Notice Legal Actions The graph to the left depicting compliance with Unsightly Premises and Dangerous Buildings and Structures By -law (concerning dangerous buildings and structures) indicates that the greatest percentage of compliance is achieved after the issuance of a first notice. Subsequent notices achieve further compliance, with very few remaining cases requiring legal action (which includes the issuance of a Notice to Comply and /or Court proceedings). The graph to the left depicting compliance with the Unsightly Premises and As expected, the compliance rate for Zoning By -law infractions increases with the Dangerous Buildings and Structures By -law indicates that the greatest percentage of number of violation notices sent. Very few require enforcement action after the compliance is achieved after the issuance of a first notice. Subsequent notices final notice stage. Volumes of complaints /cases and compliance rates have been achieve further compliance, with very few remaining cases requiring legal action generally steady over the past five years. (which includes the issuance of a Notice to Comply and /or Court proceedings). Draft November 26, 2012 27 GD - 23 Zoning By -Law By -law Compliance Rates (2012 YTD Results) 2010 11-2011 2012 50 40 0 w U 0 Q 30 v � n v E � 20 z 0 w 10 0 First Notice Second Notice Final Notice The graph to the left depicting compliance with the Unsightly Premises and As expected, the compliance rate for Zoning By -law infractions increases with the Dangerous Buildings and Structures By -law indicates that the greatest percentage of number of violation notices sent. Very few require enforcement action after the compliance is achieved after the issuance of a first notice. Subsequent notices final notice stage. Volumes of complaints /cases and compliance rates have been achieve further compliance, with very few remaining cases requiring legal action generally steady over the past five years. (which includes the issuance of a Notice to Comply and /or Court proceedings). Draft November 26, 2012 27 GD - 23 2013 Initiatives, Major Projects and By -Law Enforcement Service Delivery Highlights As the Service area is responsible for enforcement of the Zoning By -law, it will continue to actively participate in the review and rewrite of the Zoning By -Law with other City staff. • Staff from the Service area will continue to actively participate in the review of the Building By -Law. The next phases of Land Gazette implementation will continue into 2013, increasing the number of notifications available to property owners and the general public. Dangerous and Vacant Buildings Program - Service Levels and Resources Resolve 8 cases per year (most critical buildings). Complaints are initially checked within five (5) business days eighty (80) percent of the time. • 8 cases resolved annually • 50 new Vacant buildings added to the program per year • 20 new Dangerous conditions cases per year The goal of the Dangerous and Vacant Buildings program is to ensure the public and property are protected against safety hazards caused by vacant, dilapidated and structurally unsound buildings. Budget reductions in 2012 have resulted in a return to the previous service level of 8 cases resolved per year. Momentum gained in 2011 to rid the municipality of dangerous and vacant buildings was significantly impacted as staff was unable to keep ahead of old and new cases, given 50 new cases are added each year. Only highest priority cases are and will continue to be pursued —those that are structurally unsound, open to the public, or fire damaged to the point that demolition is required. The City's costs to demolish buildings in the case of non - compliance are typically reimbursed by the Province of New Brunswick. Demolition costs for 2013 are expected to be $146,000. Wages & Benefits 120,047 Goods & Services 161,645 Total Expenditures $281,692 Less Recovery (demolitions) 146,000 Net Expenditures $135,693 Full Time Equivalent Positions(FTE) Management / Professional 0.45 Inside Workers — Technical 0.60 Inside Workers — Administration 0.45 Total FTE 1.50 Administrative / Other Support Services • Legal — support enforcement cases, property ownership inquiries, prepare Orders to Comply, and represent City in court and at hearings. • Fleet — equipment for inspectors • IT — support software for scheduling inspections, recording inspection results, and reporting Draft November 26, 2012 28 GD - 24 Minimum Property Standards Program - Service Levels and Resources Work to achieve by -law compliance using progressive enforcement actions. Compliance increases with enforcement actions. Complaints are initially checked within five (5) business days eighty (80) percent of the time. Projected for 2013: • 80 new cases • 300 active cases • 500 inspections • 55 complaints from external sources (varies annually) The objectives of the Minimum Property Standards Program are: 1. To adopt and establish standards governing the condition, occupancy and maintenance of residential property; and 2. To provide safeguards for the safety, health and welfare of the general public and of the occupiers and users of residential property. Reductions in building inspection staff have impacted the delivery of this program in 2012 as Minimum Property Standards inspectors have been required to backfill or carry out additional building inspection duties during staffing shortages or peak periods in the Permitting and Inspection Service area. This approach will continue in 2013 as required. Wages & Benefits $196,608 Goods & Services 41,063 Total Expenditures $237,671 Full Time Equivalent Positions(FTE) Management / Professional 0.70 Inside Workers — Technical 1.20 Inside Workers — Administration 0.60 TotaIFTE 2.50 Administrative / Other Support Services • Legal — support enforcement cases, property ownership inquiries, prepare Orders to Comply, and represent City in court and at hearings. • Fleet — equipment availability for inspectors • IT — support software for scheduling inspections, recording inspection results, and reporting Draft November 26, 2012 29 GD - 25 Other By -Laws Program Service Levels and Resources Work to achieve by -law compliance using progressive enforcement actions. Compliance increases with enforcement actions. Includes enforcement of the Zoning By- Law, Flood Risk Area By -law, Mobile Home Park By -law for those cases which are impacting public health and safety, Dog Control By -Law and the issuance of a variety of licenses. The Dog Control service will focus on dog control, and a very limited cat control service. Complaints are initially checked within five (5) business days eighty (80) percent of the time. Projected for 2013: • 55 new Zoning By -law cases • 85 Zoning By -law violation letters • 5 Flood Risk Area By -law cases • 5 Mobile Home Parks By -law cases • 300 Dog Control By -law cases, 200 Dogs impounded The goal of enforcing the Other By -laws Programs is to support a healthy and safe community, protect property values, support an enhanced quality of life, and promote a sense of community pride. Departmental staffing reductions in 2012 impacted this area, as staff focus is on life safety issues first. Less serious by -law enforcement cases are prioritized at a lower level, resulting in fewer resources utilized in this area. This approach will continue in 2013 as required. Wages & Benefits $137,122 Goods & Services 19,657 Total Expenditures $156,779 Full Time Equivalent Positions(FTE) Management / Professional 0.40 Inside Workers — Technical 0.70 Inside Workers - Administration 0.45 TotaIFTE 1.55 Administrative / Other Support Services • Legal — support enforcement cases, property ownership inquiries, prepare Orders to Comply, and represent City in court and at hearings. • Fleet — equipment availability for inspectors • IT — support software for scheduling inspections, recording inspection results, and reporting Draft November 26, 2012 30 GD - 26 Urban Environment Services Overview The Urban Environment Services team delivers services that support the community in achieving its long- term vision of being a safe, livable community where people have a sense of belonging. Services are delivered to help improve quality of life and social well -being of all citizens with a focus on creating safe neighbourhoods that provide opportunities for individuals to develop and grow together through recreation, culture, leisure activities and public involvement. 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 Results Oriented • Creating a safe, livable community • Improving quality of life and social well -being of residents • Building capacity in citizens through recreation, culture and leisure opportunities High Performance • Collaborative, strategically minded workforce • Culture focused on contributing to community goals through service delivery • Resource conscious and accountable for results Neighbourhood Improvement Service Recreation & Cultural Programming Service Fire Services Emergency Management Service Draft November 26, 2012 31 U - 1 Urban Environment Services Summary Draft November 26, 2012 32 UE - 2 Approved 2013 Projected Expenditures 2012 Expenditures Revenue FTE 2014 2015 2016 Neighbourhood Improvement Service Community Development 541,163 545,276 3.05 549,316 555,451 561,706 P.R.O. Kids 98,673 110,416 19,200 (contract) 1.00 112,180 113,985 115,830 Total Service 639,836 655,692 19,200 4.05 661,496 669,436 677,536 Community Development /Improvement Grants Mindcare NB (3 Street Hockey Championship) - South End Days Fusion Saint John - Pavilion Cup 2,500 Cherry Brook Zoo 60,035 Library 456,230 UNBSJ Capital Campaign - Senior Citizens Center - Seniors Citizen Centre Rent 41,000 Human Development Council 35,000 Human Development Council Rent 16,000 PRUDE Rent 52,000 Seafarer's Mission 1,000 Senior Resource Center 3,000 Key Industries - St. Joseph Hospital Foundation - Total Grants 666,765 666,765 680,452 694,549 709,070 Recreation and Cultural Programming Service Recreation Programming 1,142,986 1,241,594 15,500 4.45 1,225,324 1,246,485 1,268,141 Cultural Affairs 111,048 108,977 1.00 111,127 113,633 115,161 Total Service 1,254,034 1,350,571 15,500 5.45 1,336,451 1,360,118 1,383,302 Draft November 26, 2012 32 UE - 2 Summary Continued... Draft November 26, 2012 33 UE - 3 Approved 2013 Projected Expenditures 2012 Expenditures Revenue FTE 2014 2015 2016 Arts & Culture (Grants & Other Funding) Imperial Theatre 320,817 Saint John Arts Center 74,767 Arts and Culture Board 30,000 Public Art - Maintenance and Repair Budget 15,000 NB Arts Board (Public Art Reserve) 10,000 Jazz and Blues Festival -Salty Jam 20,000 Saint John Theatre Arts 10,000 Festival de la Baie Francois 4,000 New Year / Canada Day Celebrations 15,000 Remembrance Day Ceremonies 2,000 NB Historical Society - Loyalist House 10,000 Unspecified Grants 23,000 Sculpture Symposium 5,000 Total Arts & Culture (Grants & Other Funding) 539,584 555,861 555,861 555,861 539,639 Fire Services Fire and Suppression Service 19,446,868 19,428,400 193,650 149.50 19,785,275 20,038,888 20,098,239 Technical Rescue Service 55,981 63,607 0.25 65,314 65,989 66,679 Hazardous Materials Emerg. Response Service 115,413 121,427 100,000 0.25 126,184 126,859 127,549 Fire Prevention Service 918,761 963,498 4,000 8.00 996,717 1,007,621 1,011,579 Fire Investigation Service 20,600 21,055 22,505 22,505 22,505 Medical First Responder Service 71,640 86,000 96,000 96,000 96,000 Total Service 20,629,263 20,683,987 297,650 158 21,091,995 21,357,862 21,422,551 Water Supply and Hydrants 2,200,000 2,270,000 2,270,000 2,450,000 2,800,000 Draft November 26, 2012 33 UE - 3 Summary Continued... Emergency Management Service Police Services Public Safety Communications Street Lighting Urban Environment Services Budget Approved 2012 Expenditures 334,304 325,421 22,724,065 22,894,690 2,292,610 2,491,853 1,070,000 1,075,350 $52,350,461 $52,970,190 2013 Revenue Projected Expenditures FTE 2014 2015 2016 8,400 2.00 328,593 331,394 334,161 23,333,234 23,851,953 24,339,533 2,544,375 2,590,014 2,634,045 1,096,857 1,118,794 1,141,170 $340,750 169.50 $53,885,626 $54,952,197 $55,938,701 Draft November 26, 2012 34 UE - 4 Table of Contents — 2013 Service Plans Neighbourhood Improvement Service ........................................................................................................... ............................... UE -6 Recreation and Cultural Programming Service .................................................................................................. ..........................UE -12 FireServices ...................................................................................................................................................... ..........................UE -18 Fire Rescue and Suppression Service ............................................................................................................ ..........................UE -19 Medical First Responder Service ................................................................................................................... ..........................UE -21 Hazardous Materials Emergency Response Service ..................................................................................... ..........................UE -23 TechnicalRescue Service .............................................................................................................................. ..........................UE -25 Fire Prevention and Code Enforcement Service ........................................................................................... ..........................UE -27 FireInvestigation Service .............................................................................................................................. ..........................UE -29 Emergency Management Service ...................................................................... ............................... U E -31 Draft November 26, 2012 35 UE - 5 Neighbourhood Improvement Service The Neighbourhood Improvement Service provides neighbourhood residents with tools and support to build resilient, healthy communities. It promotes and delivers community based projects and programs that contribute to sustainable neighbourhoods and healthy communities through facilitation, partnerships and use of City facilities. The service works with neighbourhood groups and associations to obtain the appropriate funding required ensuring that a variety of opportunities are accessible and inclusive for all citizens. Service Delivery In supporting resilient, healthy neighbourhoods in Saint John, the City delivers several programs. The following chart identifies each of these programs and the percentage of funds allocated to them to deliver a defined level of service for 2013. Neighbourhood Improvement Programs O Community Development ® P.R.O. Kids Growth and diversity in population (age, culture, disability and accessibility) Diversity of needs among various neighbourhoods Changes in family unit Economic uncertainty, inflation, and supply and cost of service Focus on sustainable communities Organizational capacity; support from other services (e.g., parks, roads) Expectations for sustainable partnerships with community groups Draft November 26, 2012 36 UE - 6 2012 Neighbourhood Improvement Service Accomplishments and Performance Community Engagement • Record high of 70+ organizations with 800 staff engagement occurrences (target was 60+ organizations / 240+ engagements). Community Development — Park Projects • Private David Greenslade Peace Park— Significant park improvements including green space, footpaths, armour rock wall, flagpole installation and parking area were completed through a collaborative joint effort of the neighbourhood committee and City's Neighbourhood Improvement and Parks and Landscape Services. • Neighbourhood Park Revitalization Projects & Community Clean -up Days (2nd annual Dominion Park Clean -up, Crescent Valley Clean -up Day, Lou Murphy Park — Emera Trail Development Day, Waterloo Village — Grace of God Gardens). • Greater Saint John Community Foundation grant of $3,000 to support work at Jervis Bay — Ross Memorial Park. • Shamrock Park Community Gardens at full capacity in second year of operation. • On -going support to Greater Saint John Community Garden and South End Rainbow Park Community Garden. • Emera Trail Development Project (Lou Murphy Park) - Saint John Fire Service Argo Training Exercise. • Marigolds on Market Place - St. Patrick's School. • Marigolds of Main Street — Centennial, Lorne, Princess Elizabeth and Millidgeville North Schools. Community Development — Partnerships • Active member of the Fundy Wellness Network (second year). • Westside Food Bank at Carleton Community Centre —4500 visitations. Wellness Centres - Partnership with Horizon Health • Market Place Wellness Centre at Carleton Community Centre— 3500 visitations. • HOPE Wellness Centre — Supported by City of Saint John — 2047 visitations. • Horizon Health continues to provide specimen collection, social & education programs, consultation with social services and fitness programs for seniors. Active member of the program stakeholder committee at each centre. Draft November 26, 2012 37 UE - 7 • Joshua Group facility use agreement at Somerset Community Centre. • Little River Reservoir Park Development Project completed. • Daniels Drive Seniors Complex — Greenhouse Garden Project. Community Development — Neighbourhood Development Priority Neighbourhoods supported through the Neighbourhood Development Stimulation Grant Program (Vibrant Communities — Around the Block Neighbourhood Newspaper, Village Association, Teen Resource Centre, East Side Motivators, O.N.E. Change, Crescent Valley Resource Centre, People United in the Lower South End (PULSE), Westside PACT, Quality Learning NB Crescent Valley Parent Library and Anglin Drive Tenants Association Story Tent). • Vibrant Communities — Urban Transportation Initiative Study: Getting Around If You're Just getting By "Poverty, Policy and Public Transit" Community Development — Special Events /Program Support • Organizational support of Crescent Valley Days, Market Place West Family Fun Days, Old North End Days, East Side Motivators Family Fun Days. • Leisure Services plays an active role with the Vibrant Communities Priority Neighbourhoods "Speak -Up" Program. • 23rd Annual Disability Awareness Week — Partnership with 10 Disability Organizations (Partnership Sustainability). Draft November 26, 2012 38 UE - 8 P.R.O. Kids • Youth placements in recreational and cultural programs. o [2012] - 900 placements projected [2011] - 1093 placements [2010] - 929 placements [2009] -762 placements • Canadian Tire Jump Start Program —Year two • 100+ sponsors of the program including: corporate, service clubs, grants, community organizations and personal donations • Coordination of 4 major fundraising events /activities: Annual P.R.O. Kids dinner, golf tournament, basketball tournament, equipment drives • Facilitated funding processes to enable establishment of other local recreation programs 2013 Initiatives, Major Projects and Neighbourhood Improvement Service Delivery Highlights • Support the newly established Red Head Community Association. • Latimore Lake Recreation Association — Park Improvement Project. • Anglin Drive: Phase 3 Developing Active Play Area. • New signage program for Jervis Bay -Ross Memorial Park. • Maintain the P.R.O. Kids program between 900 - 1,000 placements. Draft November 26, 2012 39 UE - 9 Community Development Program Service Levels and Resources Encourage community -based organizations to be empowered to meet the needs of their neighbourhoods through forming partnerships and providing guidance, information and other available resources. Administer grants that community -based organizations may be able to leverage support from businesses and other levels of government for neighbourhood improvement initiatives. Provide planning assistance and advice to neighbourhood organizations; support implementation of community -based initiatives. 70+ community partnerships & relationships maintained 700+ engagements with community groups, associations and agencies $152,250 Neighbourhood Development Stimulation Grants (Crescent Valley, Lower West side, Waterloo Village, Lower South End, Old North End, East Saint John) $75,450 External Community Centre Facility Assistance Grants (KBM, Martinon, Lorneville, Loch Lomond, Latimore Lake, Milford, Randolph) $1,523 in support of the Ability Advisory Committee • Support of 10 neighbourhood / community special events annually (e.g., Crescent Valley Days, Canada Day, New Brunswick Day, etc.) Build community capacity to respond to opportunities, issues and concerns at the neighbourhood level. Programs and services aligned to meet neighbourhood needs. Strong inter - neighbourhood relationships and community networking; promoting partnerships that encourage information sharing and collaboration that strengthens groups and inclusion. Sustainable neighbourhood groups, facilities and services, and effective leveraging of other sources of funding. Building leadership capacity resulting in a higher level of neighbourhood engagement. Celebration and promotion of neighbourhood achievements. Neighbourhood and community spirit, collaboration, participation and involvement. Strong active community. Wages & Benefits $259,084 Goods & Services 56,969 Community Grants 229,223 Total Expenditures $545,276 Full Time Equivalent Positions (FTE) Management 0.75 Inside Workers 2.30 TotaIFTE 3.05 Administrative / Other Support Services • Legal — agreements • Communications — marketing and media relations • Parks /Landscape/ Recreation Facilities —support of neighbourhood and community development projects. • Planning / Real Estate — land ownership identification, GIS Support, Zoning, By -laws • Roadway Maintenance — special event support (equipment, plowing, street sweeping) • Police / Fire — address neighbourhood safety concerns Draft November 26, 2012 40 UE - 10 P.R.O. Kids Program Service Levels and Resources Placement of children (age 18 and under) into sport, recreation or cultural opportunities suited to their interest including assisting with the purchase of equipment and supplies when needed, and consulting with families on transportation needs. Form partnerships with community recreation, sport and cultural organizations that donate program spaces. Raising funds to purchase additional program spaces, equipment and transportation. • 900 - 1,000 placements • Regional participation extending the program to include families in Quispamsis, Rothesay and Grand -Bay Westfield • Connecting between 900 - 1,000 youth with approximately 100 program partners Target Range for 2013: $150,000 - $200,000 P.R.O. Kids is a non - profit program that provides opportunities for disadvantaged youth participating in positive healthy recreational, sport and cultural activities. Providing a safe place for youth to play, learn and be engaged. Improving self- esteem of Greater Saint John youth. Corporate and community pride in offering youth positive life experiences & opportunities. Diverse programs meeting the various needs & interests of youth. Increase program opportunities by reducing barriers to participation. Administration costs are covered by the participating municipalities, allowing 100% of the funds received through donations, grants and fundraisers to go directly to the children and youth of our community. Wages & Benefits $88,276 Goods & Services 22,10 Total Expenditures $110,416 Revenue $19,200 Contract Position 1.00 Part -Time Positions 0.80 Administrative / Other Support Services • Communications — marketing and media relations Draft November 26, 2012 41 UE - 11 Recreation and Cultural Programming Service The Recreation and Cultural Programming Service provides access to recreation, sport and cultural opportunities that allow our citizens to stay active, enjoy life in their leisure time, and connect with other members of the community. Through innovative leadership, the goal is to deliver service that promotes community well -being and enhances the quality of life of citizens to produce a healthy, vibrant, positive and strong community. Service is focused on meeting the diverse recreation, cultural and leisure needs of our citizens. Service Delivery In providing access to diverse set of recreation and cultural programming opportunities, the City delivers several programs. The following chart identifies each of these programs and the percentage of funds allocated to them to deliver a defined level of service for 2013. Recreation and Cultural Programming Programs ■ Recreation Programming rl Cultural Affairs ; ;I Growth and diversity in population (age, culture, disability & accessibility) Diversity of needs among various neighbourhoods Changes in family unit Economic uncertainty, inflation, and supply and cost of service Focus on sustainable communities Organizational capacity; support from other services (e.g., parks, roads) Expectations for better partnerships with community groups Draft November 26, 2012 42 UE - 12 2012 Recreation and Cultural Programming Service Accomplishments and Performance Special Events Support • Active partner with the organization of the Second Annual All American Soap Box Derby in Rockwood Park. • Active partner in the development of the PALS Passport to Fitness Rockwood Park Program. • 2012 Winterfest in partnership with the Pavilion Cup Pond Hockey Tournament. • Organized 2nd Annual City of Saint John Volunteer Recognition Dinner (189 attendees). • Continued Partnership with Horizon Health in provision of wellness programs at the HOPE Centre & Market Place Wellness Centre. • 2nd Annual International Trails Day at Rockwood Park – Volunteers working to enhance trails. • City of Saint John support to the 17`" Annual Marathon by the Sea. • City of Saint John support of the Celebration of Green Space Run Through History. • 3rd Annual Canaport Volleyball Tournament – Fundraised $13,000 for the Carleton Community Centre. • Tim Hortons '3 -on -3' Street Hockey Championships in Support of Mind Care – Event Planning Partner and Scheduling Service. • Active partner with Community Special Events including Canada Day, New Brunswick Day, National Canoe Day and Labour Day. Percentage of citizens satisfied with the overall level and quality of recreation programming service 100% 80% — v 60% 40% v v 20% 0i lift, 2009 2010 2011 2012 Percentage of citizens that think the City is doing a good job supporting arts and culture 100% v 80% 60% 40% V v 20% 0% 2009 2010 2011 2012 Senior Programs • Senior Friendship Games including activities such as golf, timed -walk, washer toss, badminton, cards, and opening & closing ceremonies (254 participants). • Seniors' Quarterly Special Events Partnership with Lily Lake Pavilion (programs at capacity). Draft November 26, 2012 43 UE - 13 • Senior programs developed through partnerships with NB Housing at Stephenson Towers, and Horizon Health Network at the HOPE Centre. • Support of Senior Wellness Fairs at Loch Lomond Villa and Stephenson Towers. • Senior's Springfest and Fallfest at Exhibition Park (programs at capacity). • Queen's Diamond Jubilee —Senior Programs. Inclusive Recreation Programs • Recreation Your Way (Inclusive Recreation Opportunities for Persons with a Disability) — Recognized Canada wide as a best practice resource. • Disability Access Awareness Week (DAW Opening Ceremonies, DAW Basketball Challenge, DAW Luncheon). Youth Programs • Sustained the summer playground program at 15 sites through acquisition of Federal and Provincial student employment grants and neighbourhood association partnerships. Special Events included Magic Mountain Trip, Dominion Park, Soccer Tournament and Ice Skate Day at Hilton Belyea Arena. • Carleton Community Centre Cheerleading Program expanded to 240 registrations, attended national competition in Halifax and international competition in Rhode Island, USA. • Expanded Community Centre "After School" Programs at Hazen White- St. Francis School & Centennial School to 4 days / week in fall of 2012. • Community Centre Youth Arts Awards with 150 attendees. Recreation Program Partnerships • C.E. Nick Nicolle Community Centre — Focus as the Community Hub for the North End with O.N.E. Change expanding its role within the Centre & Neighbours Working Together Community Partnership. Cultural Affairs • Responsible for coordinating the maintenance of public arts pieces and installed 3 new pieces of Public Art along Harbour Passage. • Awarded $30,000 in grants for new arts and culture projects that will be awarded in the next few weeks. • Coordinated art exhibits at the Saint John Gallery and the Millennium Art Place (NB Library) — on -going year to year. Draft November 26, 2012 44 UE - 14 • In 2012 coordinated Saint John Arts Awards -The Originals, Sculpture Saint John, and The Royal Visit. • Support several festivals and events (e.g., Remembrance Day Ceremony) —on -going year to year. • Reached over 1,400 followers on Twitter Performance on 2012 Major Initiatives • Play SJ Parks and Recreation Strategic Plan (90% complete). • Develop a standardized framework for partnership agreements for community centre operations (complete). 2013 Major Initiatives, Major Projects and Recreation and Cultural Program Service Delivery Highlights • Level of the summer playground program service is dependent on successfully receiving Provincial and Federal student employment grants. The minimum direct program service level for the number of playground sites whereby no grants are received is three (3). • Community Centre fall /winter programming offering afterschool, evening and weekend programs at 31 weeks. • Strengthen " afterschool" programs. • Introduce community use of school evening recreation opportunities at Hazen White -St. Francis School. • Support a Winterfest weekend at the neighbourhood level. • Maintain leisure opportunities for adults and seniors based on the interests of these demographic groups. • Support the community in coordinating various festivals and events. • Continue to promote broad community awareness of access to, and education, in the arts and culture sector through liaising with arts, cultural and heritage organizations, communicating events, administering the grant program, facilitating maintenance of public art and play a role in administering the public art policy. • Coordinating with Saint John Arts Committee to uncover more statistics from other sources related to Culture and Arts. Saint John only receives 9% of the funding available from the province for Culture and Arts while other municipalities receive significantly higher amounts. Draft November 26, 2012 45 LIE - 15 Recreation Program - Service Levels and Resources Deliver programs (direct programming) that provide a wide range of artistic, cultural, social, educational and recreational opportunities that meet the interests of all ages, regardless of physical limitation or ability to pay. Manage contract agreements for community -based organizations to deliver recreation programs (indirect programming) on the City's behalf. • Operate and manage 3 Community Centres (NECC, SCC, CCC) each offering nightly and weekend program opportunities over 31 weeks for youth • 15+ senior programs • 15+ inclusive /disability specific programs • 3+ direct programmed playground sites • 5+ playground sites supported partnerships • 1 instructional tennis program • Contract agreements# with the YMCA and Boys & Girls Club for 3 Community Centres (FGCC, MCC, SECC) - 32 Week Weeknight Program) • Integrated Day Camp at FGCC • Summer Camps at MCC • Playground Program at SECC Facilitate the delivery of special • Support 20+ community special events recreation, social and cultural programs in (e.g., SJ Sports Hall of Fame, Pavilion partnership with various organizations. Cup, Winterfest, Soap Box Derby, Running Events) • 1 volunteer recognition event Ensure all citizens have access to inclusive recreation and leisure opportunities that meet the diverse needs of our community Recreation programs offer citizens many benefits including: • Healthier citizens (physically, mentally, emotionally and socially) • Healthy communities and a healthy lifestyle • Investment in the future of our young people • Fostering cooperation and good citizenship • Positive behaviours • Involved community • Developing leadership skills • Developing physical and creative skills • Fun and enjoyment • Reduced crime • Stronger families • Social skills • Community pride and engagement • Connected community • Celebration of community pride Reduced programming hours in community centres and number of playground sites will result in a lower number of youth participating in recreation programs. Wages & Benefits $529,037 Goods & Services 481,618 Grants 230,939 Total Expenditures $1,241,594 Revenue $15,500 Full Time Equivalent Positions Management 0.75 Inside Workers 3.70 TotaIFTE 4.45 Part Time Positions • Community Centres: 27 part -time staff at 3 centres for 31 weeks • Playground Program: 10 part -time employees for 9 weeks Critical Internal Support Service • Fleet — vehicles for playground program • Purchasing — acquisition of equipment • Insurance —risk management • Communications — program promotion • Legal — agreements with service providers • Parks /Landscape / Recreation Facilities — providing safe and functional park, trail and recreation facilities; resources for initiatives • Facility Management — community centre maintenance; ensuring safety and functionality Draft November 26, 2012 46 UE - 16 Cultural Affairs Program — Service Levels and Resources Act as a point -of- contact with arts, • 55 arts organizations cultural and multicultural community- • 24 cultural and multi - cultural based organization to promote awareness organizations and support activities. Promote arts and culture events through social media outlets, web -based applications and signage. • 5,500 arts and cultural events posted in the Cyber - Calendar • Weekly bookings for signage in King's Square. Provide support and /or facilitate various • 12 events annual average festivals and events annually. Administer grant applications for the Saint John Community Arts Funding Program (small project oriented funding for festival ideas and new initiatives). Facilitate maintenance of public art and administration of the public art policy. Coordinate exhibits for showing at galleries. • $30,000 in grant funding available • 40 applications on average annually • 1 project annually (1% Public Art Policy) • Number of maintenance projects varies annually • 7 formal exhibits @ Art Gallery • 7 informal exhibits @ Millennium Art Place • Cultural Affairs program promotes broad community awareness of access to, and education, in the arts and culture sector. The service provides assistance and information services, as well as opportunities and support to artists and arts and cultural organizations; fosters cross - cultural understanding; and supports economic development of tourism, especially in the uptown core. It also works to increase awareness of the role and contribution arts, culture and heritage make to the City's economy and quality of life. Wages & Benefits $70,620 Goods & Services 38,357 Total Expenditures $108,977 Full Time Equivalent Positions Inside Workers 1.00 TotaIFTE 1.00 Draft November 26, 2012 47 UE - 17 Fire - Rescue Services Fire - Rescue Services involves the delivery of six public services to the community that focus on reducing loss of life, personal injury, property damage or impact on the environment caused by fire, accident, medical emergency, or hazardous materials release (accident or malicious), and through code enforcement and public education activities. The goal of the fire - rescue service delivery is to support public safety with effective and efficient emergency preparation and response across a diverse range of emergency calls (response profile); creating public awareness of fire safety and emergency planning; providing for safer assembly of work and residential living by ensuring compliance with regulatory and legislative requirements; and investigation of fire incidents to reduce the risk of future occurrences. Service Delivery In working to improve public safety, the City of Saint John provides six critical services through its Fire - Rescue Services. The following chart identifies each of these services and the percentage of funds allocated to them to deliver a defined level of service for 2013. Fire - Rescue Services ■ Fire Rescue and Suppression ® Technical Rescue u HAZMAT Emergency Response o Fire Prevention o Fire Investigation o Medical First Responder 4 Regulatory and legislative requirements (life safety and inspections) Diverse industrial sectors located throughout the community Large geographic footprint, bisected by a river, marsh and highway Diversity of needs among various neighbourhoods, focus on priority Type of housing stock (including dilapidated or vacant buildings) Multiple mixed -use neighbourhoods (residential, commercial, industrial) Organizational capacity Evolving demand for service Draft November 26, 2012 48 UE - 18 Fire Rescue and Suppression Service The Fire Rescue and Suppression Service provides emergency response to residential, commercial and industrial fires (and explosions). The service is responsible for coordination and implementation of fire suppression operations including sizing up the environment, performing a risk assessment, setting -up incident command, developing an incident strategy, assigning and obtaining resources, communicating status, establishing a safe perimeter, rescuing trapped victims, conducting fire suppression, evaluating preliminary cause, and ensuring the site is left in a safe condition. The goal is to save lives, minimize damage to property and the environment and ensure that commercial and industrial facilities get back into operation quickly. A key component of Fire Rescue and Suppression Service is preparation for safe, efficient response to incidents through training. 2011 Fire Rescue and Suppression Services - Accomplishments and Performance • 2,833 calls for fire rescue and suppression service • 107 Structure Fires - 104 fires contained to the area of origin • 75 Vehicle Fires — 75 fires contained to the area of origin • 295 Grass Fires — 295 fires contained to the area of origin • 273 Refuse Fires — 273 fires contained to the area of origin • 310 Motor Vehicle Accidents — 310 Motor vehicle accident scenes stabilized with no residual impact to the citizens • 33% of calls generate simultaneous demands on the Fire Department resources 2012 Fire Rescue and Suppression Services — Impact of Reductions • 39% of calls generate various levels of simultaneous demand on Fire Department resources • Between February and September, there were 19 occurrences of no crews being available to answer a call resulting in 31 stacked calls. 2013 Initiatives, Major Projects and Fire Rescue & Suppression Services Delivery Highlights • Re- establish live fire training within a controlled environment. • Investigate / examine opportunities to champion fire rescue and suppression service (training) at a Regional level. Draft November 26, 2012 49 UE - 19 Fire Rescue and Suppression Service — Service Levels and Resources The municipal objective for the initial • The number of structure fire calls over apparatus is arrival on scene within 5 the last five year annually ranges minutes and 30 seconds at least 90% of between 700 to 900. the time, from the end of dispatch. Ensure fire rescue operations are initiated immediately with the objective of saving lives, protecting property and environment. Ensure fire suppression operations are initiated immediately with the objective of containing the fire to the area of origin. Ensure members of Fire Rescue and Suppression Service are adequately trained in accordance with all applicable NFPA and OH &S standards (numerous NFPA Standards are applicable). Have sufficient resources to respond to emergency calls, with minimal stacking of calls. • Approximately 45% of geographical area is outside the desired response times. However, SJFD is attaining desired response time 80% of the time • A minimum of 920 hours of pre- planning, preparation and training per annum. • As a percentage of total fires, residential account for 75 %, commercial - Industrial 13% and heritage properties account for 12 %. Heritage properties could be residential or commercial. • 73% of victim extraction has been from fires. An effective and efficient fire response enhances the ability to contain fires to their area of origin, minimizing fire loss, which translates into lower insurance premiums for property owners. This is most relevant in the priority neighbour- hoods of Saint John where multiple unit dwellings are only feet apart. • Have sufficient depth of response to address non - simultaneous structure fire calls regardless of complexity. The response time objective is met 75% to 80% of the time. Have insufficient depth of response to address simultaneous structure fire calls, more so if the first of two simultaneous calls involves old stock housing, or industrial or commercial facilities. The percentage of time the response objective can be met diminishes based upon where the fire is within the city. The reduction of one company in early 2012 created a higher frequency of stacked calls. • Effectiveness increases or decreases proportionately with training. A comprehensive training program leads to better outcomes for both citizens and fire fighters. Wages & Benefits $17,832,328 Goods & Services $1,596,072 Total Expenditures $19,428,400 Revenue $193,650 Full Time Equivalent Positions (FTE) Management 6.6 Professional 1.75 Firefighters 139.0 Inside Workers — Administrative 1.67 Total FTE 149 Holiday Relief Firefighters 32.0 Administrative / Other Support Services • Fleet — equipment availability, replacement and fuel delivery • IT— supports software required for operational, and communication • Human Resources — supports recruitment, professional development and attendance management • Facility Management — station maintenance, capital planning • PSCC — receives, records and dispatches related emergency calls • Saint John Water — supplies the water and services the hydrants • Police — site safety, traffic control, as well as assists with site evacuation • Roadway Maintenance — provides site clean -up and materials disposal • Communications —notifications Draft November 26, 2012 50 UE - 20 Medical First Responder Service The Medical First Responder Service provides first responder pre - ambulatory care in instances where emergency medical assistance is required. The City of Saint John currently trains its Fire Fighters to the Medical First Responder level. This means fire crews can deliver advanced first aid, patient assessment and treatment prior to the paramedic's arrival on scene. The Fire Department only responds to medical calls that meet predefined criteria for tiered response (NFPA 450 - Guide for Emergency Medical Services and Systems), which represents about 25% of all medicals calls addressed by Ambulance NB. 2011 Medical First Responder Service - Accomplishments and Performance • 4,487 calls for medical first responder service • Actual response time to medical first responder incidents was 5 minutes and 30 seconds, 89% of the time • Self- sustaining skill maintenance and acquisition through internal training program for all 200 first responders 2012 Medical First Responder Service - Accomplishments and Performance • 55% of the time — the Fire Department arrive on scene prior to Ambulance NB • 25% of the time — Fire Fighters initiated first aid to advanced life support care • Between February and September (2012) there were 44 occurrences of initiating cardiac care 2013 Initiatives, Major Projects and Medical First Responder Service Delivery Highlights • Enhanced Medical First Responder scenario training as part of the SJFD training programs. • Investigate / examine opportunities to champion Medical First Responder Service (training) at a regional level. • Investigate new models for the delivery of Medical First Responder Service Draft November 26, 2012 51 UE - 21 Medical First Responder Service — Service Levels and Resources Participate in a tiered response with Police and Ambulance to emergencies based on predetermined criteria; motor vehicle accidents, heart attack, severe trauma. • Initial apparatus arrives on scene of the incident within 5 minutes and 30 seconds from dispatch at least 90% of the time. • Provide initial and on -going emergency medical triage of ill and injured patients that prioritizes the patient's respective treatment and transport. All Fire Fighters are trained to the national standard of Medical First Responder • The number of calls varies annually, • Having seven locations to respond MFR currently represent approximately from, the Fire Service arrives in advance 62% of total calls. of ANB about 55% of the time, thereby initiating lifesaving assessment and treatment sooner. • All Fire Fighters are recertified annually • Higher survivability rates for victims, supported by national statistics. • Fire Service's response objectives provide significant opportunity for successful intervention on MFR calls. Minutes mean the difference between life and death for heart attack or severe trauma victims. • During simultaneous call events, response times to medical calls will increase based upon the placement of the remaining resources. Wages & Benefits $0 Goods & Services $86,000 Total Expenditures $86,000 Full Time Equivalent Positions (FTE) Human resource requirements are included as part of Fire Suppression and Rescue Service. Administrative / Other Support Services • Fleet — equipment availability, replacement of equipment and vehicles and fuel delivery at extended incidents • PSCC — receives, records and dispatches related calls • Police — scene safety and security, traffic control, keeping of the peace, as well as assists with site evacuation Draft November 26, 2012 52 UE - 22 Hazardous Materials (HAZMAT) Emergency Response Service The Hazardous Materials Emergency Response Service provides a planned response to incidents where the public is exposed to risks created by the release of, or fire involving hazardous materials. All emergency response incidents that occur within a municipal boundary are the responsibility of the municipality. This includes emergency responses to spills or accidental releases of hazardous materials being any solid, liquid, or gas capable of creating harm to people, the environment, and /or property. Emergency responses include site assessment, container evaluation, threat assessment, victim removal, search and rescue, extrication /disentanglement, smoke /toxic gas ventilation, identification / analysis of the material, evacuation, establishing a safe working area and monitoring or sampling of the material. The service also includes decontamination of personnel and equipment, notification of other agencies, and referral to the proper authorities. Through a fee for service agreement, the City delivers (in cooperation with the appropriate local authorities) hazardous materials emergency response service to regional communities, in accordance with established service standards and operational plan. 2011 Hazardous Materials (HAZMAT) Emergency Response Service - Accomplishments and Performance • 329 calls for Hazardous Materials Emergency Response Service • Actual response time to Hazardous Materials Incidents was 5 minutes and 30 seconds, 82% of the time 2012 Hazardous Materials (HAZMAT) Emergency Response Service - Accomplishments and Performance • 94% of the time — arrived on scene within 10 minutes of call (three regional hazmat calls in 2012) • 100% of the time — had an action plan within 45 minutes 2013 Initiatives, Major Projects and Hazardous Materials (HAZMAT) Emergency Service Delivery Highlights • Scene Security / Product Identification — A better measure on scene security and product identification will be provided in 2012. • Increase revenue through an enhanced Regional Hazardous Materials Agreement. Draft November 26, 2012 53 UE - 23 Hazardous Materials (HAZMAT) Emergency Response Service — Service Levels and Resources First apparatus arrives to the scene of an emergency within 5 minutes and 30 seconds at least 90 % of the time for the completion of dispatch. Hazardous Materials Response is conducted in accordance with National Fire Protection Standards NFPA 471 & NFPA 472; activities include identifying, isolating hazardous materials releases, and to beginning recovery planning. • Scene security is established upon arrival and the product is identified within 10 minutes. • An Incident action plan is developed and initiated within 45 minutes from arrival on scene. Carry out a comprehensive fire training program that supports the effectiveness of Hazardous Materials Response Service. • Average of 300 local incidents each • The presence of a well- trained and Wages & Benefits $36,087 year reactive Hazardous Materials Goods & Services $85,340 Response team ensures minimal Total Expenditures $121,427 • O to 3 regional incident each year disruption to the community and impact on the environment arising Revenue $100,000 from a hazardous materials emergency response. Full Time Equivalent Positions (FTE) Management 0.25 • Hazardous Materials Incidents are the low frequency high impact Total FTE 0.25 incidents that can affect a great geographical area. Note: Firefighters are accounted for under Fire Rescue and Suppression Service • For non - simultaneous events, the existing Hazardous Materials Administrative / Other Support Services Response team is well positioned to . Fleet — equipment availability, replacement of deal with any incidents that occur equipment and vehicles and fuel delivery at through processing, storage and extended incidents transportation of hazardous • GIS — mapping and relevant occupancy data • All personnel trained to NFPA 472 materials within the regional critical to making decisions related to materials Hazardous Materials operations community incident mitigation and /or evacuation needs level • PSCC— receives, records and dispatches related • During simultaneous events, where calls • Over 50 trained personnel to a Hazardous Materials Response .police —scene safety and security, traffic control, Hazardous Materials Technician call is the second call, where the keeping of the peace, as well as assists with site Level first is a structure fire, there will be a limited depth response until evacuation such time as over time crews arrive. . Roadway Maintenance — provides site clean -up and materials disposal • Communications — notifications Draft November 26, 2012 54 UE - 24 Technical Rescue Service The Technical Rescue Service carries out emergency rescue to those individuals trapped by their physical environment (water, ice, motor vehicle accident, structural collapse, confined space or high angle). (The Fire Department is currently working toward certification in confined space and high angle rescue.) The industrial base, geography and size of Saint John increases the demand for the Fire Service (Technical Rescue Service) to respond to rescues that are highly technical in nature. Firefighters are cross - trained to meet these technical rescue needs. Although emergencies that require dispatch of a technical rescue team seldom occur, they are incidents that pose a highly technical response to ensure a safe intervention for both the victims and firefighters. 2011 Technical Rescue Service - Accomplishments and Performance • 31 calls for Technical Rescue Response Service • Response Time Efficiency —The Saint John Fire Department operates with the expectation that the first apparatus arrives to the scene of an emergency within 5 minutes and 30 seconds at least 90% of the time 0 21 vehicle extrications — on each occasion a victim was removed from automobile enabling advanced life support care • Actual response time to Technical Rescue Incidents was 5 minutes & 30 seconds, 89% of the time • Training —The comprehensive fire training program (920 hrs per person) supports the effectiveness of the Technical Rescue Response Service 2012 Technical Rescue Service - Accomplishments and Performance • 17 extrications from vehicles or other confined spaces between February and September 2013 Initiatives, Major Projects and Technical Rescue Service Delivery Highlights 0 Development of confined space rescue response team. • Investigate / examine opportunities to champion Technical Rescue Service at a regional level. Draft November 26, 2012 55 UE - 25 Technical Rescue Service — Service Levels and Resources First apparatus arrives to the scene of an • 30 technical rescues performed emergency within 5 minutes and 30 annually (average) seconds at least 90% of the time from the completion of dispatch. Provide highly skilled rescue services not part of structural firefighting or medical first responder service, but facilitated within the same response profile as Fire Rescue and Suppression Service. Develop an incident action plan within 10 minutes of arrival on scene. Skills training is unique to each type of • Skills as identified in NFPA Standard technical rescue (auto- extrication, water 1006 — Standard for Technical Rescuer /ice, confined space and high angle). Professional Qualifications • Technical rescue capability provides emergency response to persons trapped by their environment. • Saint John Water needs high angle rescue service to support critical operations. • Technical rescue helps address the occupational health and safety requirement inherent to numerous tasks. • Revenue Generation — As the depth of expertise evolves the Technical Rescue Service will generate revenue through the provision of service to third parties as well as eliminate the service cost for other City of Saint John services. • During simultaneous events, where a Technical Rescue Response call is the second call, where the first is a structure fire, there will be a limited depth of response until such time as overtime crews arrive. Wages & Benefits $36,087 Goods & Services $27,520 Total Expenditures $63,607 Revenue $0 Full Time Equivalent Positions (FTE) Management 0.25 Total FTE 0.25 Administrative / Other Support Services • Fleet — equipment availability, replacement of equipment and vehicles and fuel delivery at extended incidents • PCSS - receives, records and dispatches related calls • Police — provides site safety, traffic control, assists with evacuations Draft November 26, 2012 56 UE - 26 Fire Prevention and Code Enforcement Service The Fire Prevention and Code Enforcement Service performs technical and field work that includes inspections of all manner of occupancies to ensure life safety and to identify possible fire code violations. Service is delivered within the mandate of the Provincial Fire Marshal to enforce and rectify deficiencies found during inspections. Public education is also a huge undertaking carried out by the Fire Prevention Service team. 2011 Fire Prevention Services - Accomplishments and Performance • 1,706 inspections conducted • 2,716 violations identified • 1,414 violations closed 2013 Initiatives, Major Projects and Fire Prevention Service Delivery Highlights • Development of better performance measurements for violation pursued through judicial system for 2013 and public fire education programs. • Investigate / examine opportunities to champion fire prevention service at a regional level. • Implement a fire service by -law that will propose revenue generating options in support of Common Council's priority. Draft November 26, 2012 57 UE - 27 Fire Prevention Service — Service Levels and Resources Carry out inspections (annual, biennial, or for operating licenses) on properties requiring inspection (e.g., hotels, schools, apartment buildings, daycares) as outlined by the Fire Marshal. All Fire Prevention personnel trained to: • National Fire Protection Standard 1031 - Standard for Professional Qualifications for Fire Inspector and Plan Examiner; and • National Fire Protection Standard 1035 - Standard for Professional Qualifications for Public Fire and Life Safety Educator and NFPA Standard. Carry out a regularly scheduled public education program that addresses all schools in the community in addition to Children's Fire Safety House, Learn Not to Burn Program K -2, Juvenile Fire - setter Counselling, Building Trade Shows, Church Groups and Business Clubs. • Conduct 1,500+ inspections (including 500+ re- inspections) annually, to complete all required inspections over a 4 to 6 year cycle. • Identify and close 2,500+ violations annually • Numerous fire prevention programs annually. Inspections and public education sessions help to reduce the number of fire incidents. This supports Council's priority of creating safe, liveable neighbourhoods as well as reducing operating costs and those related to property loss or damage. The enforcement of fire codes through inspection activities contributes to public safety by ensuring that new and existing buildings are constructed and maintained to current fire safety standards. The fire inspection service aims to inspect nearly 6,000 properties on a regular rotation. Inspections are regulated for properties annually or every two years. Fire Prevention Service contributes to the improved public safety within the community by ensuring that people have the necessary information to stay safe and healthy from the adverse affects of inappropriate uses and behaviour of fire. Wages & Benefits $825,861 Goods & Services 137,637 Total Expenditures $963,498 Revenue $4,000 Full Time Equivalent Positions (FTE) Management 1.00 Firefighters 6.00 Inside Workers — Administrative 1.00 TotaIFTE 8.00 Administrative / Other Support Services • Fleet — equipment availability, replacement of equipment • GIS - provide mapping and relevant occupancy data critical to the decision making • Permitting and Inspection / By -Law Enforcement — support through their day -to -day inspection work including minimum standards and the vacant building program • Communications — assists with public education and awareness Draft November 26, 2012 58 UE - 28 Fire Investigation Service The Fire Investigation Service investigates every fire or explosion that results in property damage, injury, or death to determine the origin, cause and circumstances of the fire /explosion. The investigation is initiated immediately during the initial stages of a fire response. The results of the investigations are forwarded to the Office of the Fire Marshal as part of the collection of provincial fire statistics which in turn could impact changes to the provincial fire codes. If the fire is considered to be suspicious or if there is a fatality, the Saint John Police Force participates in the investigation and follow -up. 2011 Fire Investigation Services - Accomplishments and Performance • 107 fire investigations were conducted in 2010 2013 Initiatives, Major Projects and Fire Investigation Service Delivery Highlights • More effective performance measures to be in place for the fire investigation service beginning 2013. • Creating additional depth with respect to the capacity to conduct fire investigations. • Investigate / examine opportunities to champion fire investigation service at a regional level. Draft November 26, 2012 59 UE - 29 Fire Investigation Service — Service Levels and Resources Investigator arrives on within 30 minutes • 110 investigations on average carried of being called. out annually The Saint John Fire Department expects to identify the area of origin 95% of the time, the point of origin 90% of the time and the source of ignition 85% of the time. All Fire Investigators are certified to: • NFPA 912 - Guide for Fire and Explosion Investigations • NFPA 1033 - Standard for Professional Qualifications for Fire Investigator Without knowing the cause and origin of a structure fire, insurance companies may not payout claims, faulty products may not be identified, contributing human behaviour and potential acts of arson may go undetected. Accurate detection of the cause of fire helps determine fire education and code enforcement needs. Wages & Benefits $0.00 Goods & Services 21,055 Total Expenditures $21,055 Full Time Equivalent Positions (FTE) Resources are accounted for in other services. Administrative / Other Support Services • Fleet — equipment availability — Fire Investigation Van • Police — participate in the investigation of suspicious fires • Permitting and Inspection / By -Law Enforcement — support through their day -to -day inspection work including minimum standards and the vacant building program • Saint John Salvage Corp and Fire Police —volunteer organization providing site security and traffic management Draft November 26, 2012 60 UE - 30 Emergency Management Service The Emergency Management Service is the municipal catalyst for public and private inter - agency coordination of community -based emergency management and business continuity programs. It is managed by an all - hazards approach to preventing or mitigating risks, ensuring preparedness through effective response and recovery mechanisms, and achieving continuous improvement through program evaluation and revision. Provincial, Municipal and Federal legislation/ Standards Community readiness and resilience Municipal government operational readiness Industry standards 2011 Emergency Management Service - Accomplishments and Performance • Installed and inventoried 208 community evacuation signs. • Conducted one emergency operation centre exercise. • Updated promotional material and awareness campaigns 2013 Initiatives, Major Projects and Emergency Manager Service Delivery Highlights • Development of performance measures for the Emergency Management Service. • Enhanced utilization of the Sentinel software system as it relates to EMO activation and resource determination. • Identification and development personnel (network) to support the critical roles within the Emergency Operations Centre (EOC). • Conduct field exercises in conjunction with New Brunswick Emergency Measures Organization (NBEMO). • Develop SJEMO strategy in conjunction with the objectives of the Province of New Brunswick Regionalization initiatives. Draft November 26, 2012 61 UE - 31 Emergency Management Service — Service Levels and Resources Strive to maintain an up -to -date Emergency Plans (including Evacuation & Emergency Management Units) with regular operational testing (CSA Z1600). Strive to ensure that an appropriate number of people have been identified to support a prolonged EMO event. Strive to ensure documentation is regularly updated Strive to ensure the identified EMO participants are adequately trained. • The regular engagement of numerous EMO participants / stakeholders through planning and exercises • Effective response to events which require EMO participation • EOC fully functional within an hour of the Emergency Measures Organization activation. • The service strives to: minimize the impact of emergencies on the residents, property and environment of Saint John; support effective and efficient emergency operations and helps to develop a knowledgeable and prepared community. However without dedicated human resources and sufficient funding, service outputs will diminish. • Without dedicated human resources and sufficient funding for the Service, there will be no regular emergency event exercises or regular employee training. Emergency event exercises and employees training will be addressed on an ad hoc basis. • Without dedicated human resources and sufficient funding, public awareness campaigns will not be regular or ongoing. It will take longer to create an informed public about what to do during an emergency event. Similarly sporadic awareness campaigns lack effectiveness. • The opportunity to lead EMO at the regional level diminishes without dedicated human resources. Wages & Benefits $134,807 Goods & Services 190,614 Total Expenditures $325,421 Revenue $8,400 Full Time Equivalent Positions (FTE) Professionals 0.70 Inside Worked - Administrative 0.30 TotalFTE 1.00 Part -Time Staff 1.00 Administrative / Other Support Services • Fleet — equipment availability — EMO Command Trailer • IT — Facilitates the technological, software and communication needs of the Emergency Operations Centre • PSCC — receives, records and dispatches emergency calls as well as acts as acts as a resource to the Emergency Operations Centre during activation • Communications — notifications, assistance with public education and awareness, crisis communications preparedness • Other Service Areas — provide staff support to the Emergency Operations Centre as well as on scene management when the EOC has been activated Draft November 26, 2012 62 UE - 32 Transportation & Environment Services Overview "_ • ' Services The Transportation and Environment Services team delivers services that support the community in 'serving mobility , achieving its long -term vision and goal of creating a green, attractive city where people can get around safely environmental needs' and easily. Services are delivered to provide an evolving array of convenient, comfortable, affordable and efficient modes of transportation. Service also focuses on protecting the natural environment with the Roadway maintenance of outstanding parks, green and other public space, while promoting a shared commitment to Maintenance Service environmental stewardship and keeping Saint John clean. Services delivered include Roadway Maintenance, Sidewalk Maintenance, Pedestrian and Traffic Management, Stormwater Management, Solid Waste Sidewalk Management, Parks and City Landscape, and Recreation and Sports Facilities. Engineering is an internal Maintenance Service support to the delivery of these services and other services delivered by the City. Pedestrian and Traffic Organizational Goals Management Service To establish the City of Saint John as a service - based, results oriented, high performance public service Stormwater organization. Management Service Service Based Results Oriented High Performance Solid Waste Management Service • Considering the needs of the • Safe, efficient transportation • Collaborative, strategically community as a whole system with minimal service minded workforce Parks and City interruption . Culture focused on • Creating opportunities for Landscape Service citizen feedback and input • Quality, fiscally responsible contributing to community maintained infrastructure goals through service delivery • Responding effectively and Sports and Recreation Facilities Service efficiently to address • Clean and aesthetically • Resource conscious and community needs pleasing community accountable for results Engineering Draft November 26, 2012 63 TE - 1 Transportation & Environment Services Summary Projected Expenditures FTE 2014 2015 2016 27.16 31.72 21.14 Approved 2012 Expenditures 2013 Revenue Roadway Maintenance Service 13,763,749 13,950,559 14,144,341 Roadway Surface Maintenance 6,941,130 6,811,112 51,000 Roadway Snow and Ice Control 4,433,349 5,000,889 215,000 Street Cleaning 1,783,921 1,749,414 0 Total Service 13,158,400 13,561,415 266,000 Sidewalk Maintenance Service Sidewalk Surface Maintenance 762,202 517,233 0 Sidewalk Winter Maintenance 557,747 893,257 0 Total Service 1,319,949 1,410,490 0 Pedestrian and Traffic Management Service Traffic Enhancements 386,691 404,352 0 Traffic Maintenance 1,233,447 1,280,448 20,000 Total Service 1,620,138 1,684,800 20,000 Storm Water Management Service Stormwater Maintenance 3,324,138 3,366,347 0 Total Service 3,324,138 3,366,347 0 Solid Waste Collection Service Solid Waste and Compost Collection 3,965,640 3,568,529 81,976 Total Service 3,965,640 3,568,529 81,976 Engineering 459,351 541,451 2,000 Projected Expenditures FTE 2014 2015 2016 27.16 31.72 21.14 6,874,394 5,100,767 1,788,588 6,932,755 5,195,330 1,822,474 6,993,194 5,293,709 1,857,438 80.02 13,763,749 13,950,559 14,144,341 5.45 527,042 534,972 543,121 6.42 919,852 945,055 971,315 11.87 1,446,894 1,480,027 1,514,436 3.50 412,743 418,497 424,000 14.33 1,307,019 1,325,240 1,342,665 17.83 1,719,762 1,743,737 1,766,665 16.51 3,426,362 3,496,817 3,569,283 16.51 3,426,362 3,496,817 3,569,283 15.78 3,625,784 3,689,572 3,756,098 15.78 5.74 3,625,784 553,677 3,689,572 562,027 3,756,098 570,612 Draft November 26, 2012 64 TE - 2 Summary continued... Parks & City Landscape Service Parks Maintenance Urban Forestry Lifeguards Saint John Horticultural Association Total Service Sports and Recreation Facilities Service Arena Operation and Maintenance Sportsfield Operation and Maintenance Other Facility Operation and Maintenance Sport Administration (Facility Booking) Subsidies - Hockey Subsidies - Aquatic Clubs Lord Beaverbrook Rink Aquatic Centre Track Club Grants Approved 2012 Expenditures 2013 Projected Expenditures Revenue FTE 2014 2015 2016 2,084,961 2,237,921 11.68 2,230,028 2,263,835 2,298,691 331,856 258,627 3.00 261,990 265,141 268,404 Environment Committee 117,720 117,720 117,720 117,720 40,000 40,000 40,000 40,000 40,000 2,456,817 2,654,268 14.68 2,649,738 2,686,696 2,724,815 1,254,899 1,442,420 755,383 12.26 1,409,939 1,444,307 1,479,643 1,208,259 1,325,655 36,000 10.06 1,336,025 1,367,258 1,392,147 297,655 362,130 2.30 357,220 365,340 373,723 68,878 150,000 165,000 165,000 165,000 169,950 15,361 15,822 16,296 16,785 17,289 154,000 154,000 154,000 154,000 154,000 231,490 194,617 194,617 194,617 194,617 15,000 Total Service 3,395,542 3,659,644 791,383 Parking Service (Administration Support) 530,845 560,379 1,900,000 Transit Service 5,570,256 6,517,991 4,992,000 Environment Committee 1,520 Total Transportation & Environment Services $35,802,595 $ 37,525,314 8,053,359 24.62 3,633,097 1.50 561,062 6,485,672 3,707,308 3,781,369 563,530 565,371 6,543,816 6,600,668 189.00 $37,865,797 $38,424,089 $38,993,658 Draft November 26, 2012 65 TE - 3 Table of Contents — 2013 Service Plans Roadway Maintenance Service ...................................................................................................................... ............................... TE -5 SidewalkMaintenance Service ..................................................................................................................... ............................... TE -11 Pedestrian and Traffic Management Service ............................................................................................... ............................... TE -15 StormwaterManagement Service ............................................................................................................... ............................... TE -19 Solid Waste Management Service ................................................................................................................ ............................... TE -21 Parks and City Landscape Service ................................................................................................................. ............................... TE -26 Sport and Recreation Facilities Service ........................................................................................................ ............................... TE -29 Engineering................................................................................................................................................... ............................... TE -35 TransitService ............................................................................................................................................... ............................... TE -37 ParkingService .............................................................................................................................................. ............................... TE -39 Draft November 26, 2012 66 TE - 4 Roadway Maintenance Service The Roadway Maintenance Service provides motorists and cyclists with safe, functional roads and maintains accessibility of these roads through all seasons. The service utilizes various techniques and processes to maintain the integrity of the road surface and extend roadway service life, including preventive maintenance activities (asphalt patching, crack - sealing) and maintenance resurfacing of deteriorated roadway sections; mitigation of the effects of snow and ice during the winter months; maintenance of roadway structures (retaining walls, guiderails) and medians; surface reinstatement of roadway excavations; and cleaning streets of sand and debris. Service Delivery Roadways are maintained using a priority system based on street classification (use / need) and traffic volumes. The goal is to ensure that service is delivered to minimize the risk of injury or property damage and service interruptions. Priority 1: main streets, highway connections, emergency routes Priority 2: major bus routes, schools, business areas Priority 3: collector streets, minor bus routes, industrial parks Priority 4: local or subdivision streets In ensuring roadway maintenance is effective in providing the public with a safe and efficient transportation network, the City delivers several programs. The following chart identifies each of these programs and the percentage of funds allocated to them to deliver a defined level of service for 2012. Roadway Maintenance Programs ® Surface Maintenance ■ Snow and Ice Control W Street Cleaning Focus on asset management and integrated planning Accessibility to various sustainable modes of transportation Economic uncertainty, inflation, and supply and cost of materials Global weather conditions and impact on safety and infrastructure Inventory and condition assessment of transportation infrastructure Innovation in maintenance techniques and methodologies Organizational capacity Expectations for safe, functional roads with timely service response Draft November 26, 2012 67 TE - 5 2012 Roadway Maintenance Service Accomplishments and Performance • Council priority to implement recommendations for improvements to the City's roads using pavement condition index (PCI) measures and increase funding to enable a more aggressive maintenance program resulted in an increase in committed funding of $250,000. The proposed service level and funding reflects Council's increased funding commitment. The increase in funding allowed for the purchase of an additional 3,300 tonnes of hot mix asphalt which resulted in an additional 9.6 lane kilometres of asphalt resurfaced. Developed and implemented manhole inspection, retaining wall, and guide rail preventative maintenance programs to identify infrastructure deficits and plan maintenance and replacement costs. As part of the inspection, 433 structures exhibited some type of failure. Permanent repairs were completed for 37 structures as part of the asphalt resurfacing program (27 General Operating and 10 Capital) and approximately 120 temporary repairs (asphalt collaring) were completed until permanent repairs can be completed. • Developed and implemented a Street Sweeping Management Plan. • The extra funding received in 2012 was committed to the Localized Preventative Distress Maintenance Program. The prices in 2012 also decreased dramatically. This funding and price reduction was a determining factor in the decision to increase this program which results in a higher quality repair. The program in 2011 resulted in 1,407 square metres at a cost of $41.50 /sq.m. for a total of $65,981.; and in 2012 12,707 square meters at of cost of $25.90 /sq.m. for a total of $371,899. • Developed a best management practice for guiderail installation CL v to M a' 100 ss 70 ss 40 zs 10 Total Average Pavement Condition (PCI) for all City of Saint John Streets (asphalt surface only) � PCI 70 PCI Target a H u a In 2012, the PCI indicates an increase in asphalt pavement condition from the previous year. In order to maintain and improve on the 2011 PCI, it was recommended that 61 lane kilometres of asphalt rehabilitation and /or reconstruction work be completed. Given the funds allocated to the service, 98% or 59.6 lane kilometres of milling and overlay, microsurfacing and total reconstruction were actually completed in 2012. As a result, the percentage of streets below the critical PCI has remained steady. Citizen survey results saw an increase in citizen satisfaction (22% in 2011 to 32% in 2012) with road maintenance. Note: A correction in PCI results was applied to account for anomalies in the software. PCI is calculated using a ten (10) year trend to determine the relative PCI from one year to the next indicating improvement or decline in pavement condition. PCI includes assessment of provincial roads (citizens do not consider responsibility for maintenance when determining their satisfaction with service delivery). Draft November 26, 2012 68 TE - 6 • Implemented new winter storm response guidelines that should minimize overtime costs. • Decrease in citizen service calls related to snow control with improved communication of the Winter Management Plan (public meetings, vehicle flyers, City's website, InSight magazine articles, media interviews and advertising, notifications using social media, citizen response to inquiries, and information to businesses where by -law violations were observed as a courtesy warning). • Winter parking ban supported more efficient operations and a decrease in insurance claims and associated claim costs resulting from incidents with parked cars and snow clearing equipment (in relation to the severity of the winter storm season). • Street sweeping completed for 96.7% of asphalt street inventory with curb and sidewalk only. Service objectives for winter maintenance were achieved during most storm events (chart above). Issues occurred during storms of higher severity due to reduced equipment availability (winter operations are hard on equipment). In some situations, objectives could not be measured accurately as new storms started within the timeframes set out in the service objectives. 2013 Initiatives, Major Projects and Roadway Maintenance Service Delivery Highlights • Complete an Operational and Financial Analysis of the asphalt maintenance activities. • Implementation of a brine system for the purpose of minimizing salt usage and mitigate impact on the environment. Draft November 26, 2012 69 TE -7 Percent kilometres of streets plowed to service level standards by storm event. 2011 -2012 Winter Storm Season ■ Primary Standard Secondary Standard ♦ Storm Severity Index 100% 80 70 x Y 80% 60 v c N h 60% 50 Y 40 y 2 40% 30 N E 20 E 20% O 10 y; 0% 0 CL olti otiti otiti olti otiti otiti otiti otiti ytiti ytiv oti� oti� oti� oti� oti� A', � oti tiff ti� Service objectives for winter maintenance were achieved during most storm events (chart above). Issues occurred during storms of higher severity due to reduced equipment availability (winter operations are hard on equipment). In some situations, objectives could not be measured accurately as new storms started within the timeframes set out in the service objectives. 2013 Initiatives, Major Projects and Roadway Maintenance Service Delivery Highlights • Complete an Operational and Financial Analysis of the asphalt maintenance activities. • Implementation of a brine system for the purpose of minimizing salt usage and mitigate impact on the environment. Draft November 26, 2012 69 TE -7 Roadway Surface Maintenance Program - Service Levels and Resources Asphalt maintenance of roadway surface to maintain a network PCI of 70. Repair potholes, asphalt damage and shoulder drop -offs within the timelines set out below after becoming aware of the fact 80% of the time. Emergency or Urgent (hazard to persons or property, interrupts service or potential to turn into a hazard and > 200 cmz in area and 10 cm in depth) • Priority 1 Streets — 4 days • Priority 2 Streets — 7 days • Priority 3 Streets —14 days • Priority 4 Streets — 30 days Seasonal repair of potholes, asphalt damage and shoulder drop -offs as resources are available or when area deteriorates to Urgent priority. Repair or replacement of guiderail or retaining walls that may be a hazard to persons or property or interrupt service within 1 month for guiderail and up to 2 years for major retaining walls of the becoming aware of the fact. • 37 lane km resurfacing (mill and seal) • 14 lane km microsurfacing • 7 Lane km chip sealing • 20,000 lineal meters of crack sealing • 750 lineal metres of curb (minimum estimate — actual determined with asphalt resurfacing requirements) • 1,400 potholes (average) • 300 other various types of asphalt repairs that are generated through the work order system on average (water roll, asphalt sidewalks, curbing). • 1,400 metres of road shouldering (average) • Requirements vary annually depending on citizen requests and inspection results. • Service strives to maintain streets to an acceptable standard to ensure safety, extend service life, and achieve the best value for the investments made in these public assets. • Proposed asphalt rehabilitation work will support maintaining and minor improvements to the PCI standards and addresses a very small portion of the infrastructure deficit. Investment in asphalt rehabilitation reduces long term costs associated with maintenance and reconstruction of streets. • Cost - effective resurfacing of municipal streets should be coordinated with curb and sidewalk renewal in order to realize the expected service life of the street. Limited funding allocations for curb in the operating budget (some curb and sidewalk in capital) means that the focus of the resurfacing program will be on roads without curb and sidewalk. Asphalt repair (potholes and damage) addresses immediate safety and liability concerns. Guidelines support customer service improvement initiatives by providing better information to citizens on service expectations and reducing work order deficit. Wages & Benefits $1,931,508 Goods & Services 4,879,604 Total Expenditures $6,811,112 Revenue(PDH /RDH) $51,000 Full Time Equivalent Positions (FTE) Management 0.97 Inside Workers 1.90 Outside Workers 24.29 TotalFTE 27.16 Part Time Positions (PTE) 0.50 Administrative / Other Support Services • Fleet — equipment availability • Purchasing — supply of materials • Human Resources — staffing / training • Communications — notifications, assist with public awareness of service expectations • Police — Work Zone Safety monitoring • GIS —inventorying and displaying assets for management of infrastructure Draft November 26, 2012 70 TE - 8 Roadway Snow and Ice Control Program - Service Levels and Resources Plow all streets of snow (plowing) within the City's road network to meet service objectives after a storm event 100% of the time. Priority 1: 8 hours — bare travel lanes 2 days — bare curb to curb Priority 2: 8 hours — bare centre line 2 days — bare travel lanes Priority 3: 12 hours — bare centre line 3 days— bare travel lanes Priority 4: 12 hours — accessible / packed 4 Days — bare center line Remove snow as follows: Priority 1: Before 20 cm accumulation or a.s.a.p. after a major storm Priority 2: Before 30 cm accumulation or a.s.a.p. after a major storm Priority 3: Before 60 cm accumulation or a.s.a.p. after a major storm Priority 4: As determined by conditions Response to service requests for winter drainage issues, plowing and snow removal within 72 hours after end of storm 80% of the time - action taken as resources are available (immediate if urgent). Drainage issues may not be resolved until construction season. Average 10 -12 storm events annually • 330.4 lane km Priority 1 (main streets, emergency routes, highway connect) • 185.4 lane km Priority 2 (bus routes, schools, businesses areas) • 255.4 lane km priority 3 (collector streets, industrial parks, minor bus routes) • 572.4 lane km local streets / subdivisions • Tonnes of snow removed from streets depends on accumulation and severity of winter storm conditions • Number of requests varies annually • The service strives to enhance public safety by providing functional streets that allow safe movement of people, vehicles and goods safely through the extremes of winter snow and ice events. Ability to meet defined service objectives is dependent on storm severity and frequency as well as equipment availability (winter maintenance operations is hard on equipment). • The service strives to meet plowing objectives for priority 3 and 4 streets. The public should expect that initial response or pass to these streets will occur later than in past winter weather seasons. Wages & Benefits $2,228,308 Goods & Services 2,772,581 Total Expenditures $5,000,889 Revenue(PDH /RDH) $215,000 Full Time Equivalent Positions Management 1.00 Inside Workers 0.70 Outside Workers 30.02 TotaIFTE 31.72 Administrative / Other Support Services • Fleet — equipment availability • Purchasing — supply of materials • Human Resources — staffing / training • Communications — notifications, assists with public awareness of service expectations • Legal — parking / by -law enforcement • Parking — enforcing the Traffic By -law • Police — enforcing the Traffic By -law for the Overnight Parking Ban in the South Central Peninsula • GIS —inventorying and displaying assets for management of infrastructure Draft November 26, 2012 71 TE - 9 Street Cleaning Program - Service Levels and Resources Weekly sweeping of streets in the Central Business District Weekly sweeping of city wide priority 1 streets Annual sweeping of streets with curb only and designated biking areas city wide between April and mid - October (i.e., streets swept once a year) Maintain and collect garbage from City barrels and pole baskets (inspected and emptied 4 times / week) Illegal dumping complaints cleaned up within 5 days • 36.5 lane km streets • 41 lane km streets • 323 km streets annually • 39 City barrels • 101 pole baskets • 307 illegal dumping clean -ups (January to October 2012) • The service strives to clean streets of sand and debris to make it safer and cleaner for the community. • Limiting sweeping operations to only those streets with curbs minimizes the impact on stormwater management operations. However, in areas of the City where materials and debris builds up, line painting may deteriorate faster, dust may be more difficult to control and may pose a small safety hazard to pedestrians, cyclists and motorists. • To maintain a healthy and attractive urban environment, the Central Business District (CBD) receives a strong focus due to high density of activity from citizens and tourists including Cruise Ship visitors. • The barrel /pole basket program provides a valuable service in keeping City streets clean on an ongoing basis. • Illegal dumping clean -ups mitigate construction debris on streets and furniture that can be a fire hazard. Wages & Benefits $1,361,339 Goods & Services 388.075 Total Expenditures $1,749,414 Full Time Equivalent Positions (FTE) Management 0.56 Inside Workers 0.22 Outside Workers 20.36 TotaIFTE 21.14 Part Time Positions (PTE) 0.10 Administrative / Other Support Services • Fleet — equipment availability • Purchasing — supply of materials • Human Resources — staffing / training • GIS— inventorying and displaying assets for management of infrastructure Draft November 26, 2012 72 TE - 10 Sidewalk Maintenance Service The Sidewalk Maintenance Service provides pedestrians with safe and functional sidewalks, walkways and access ramps. The service consists of maintenance of concrete, asphalt and brick infrastructure; installation and maintenance of access ramps; maintenance of grass medians and other green spaces; mitigation of the effects of snow and ice during winter months; and effective lifecycle management of sidewalk assets. Well maintained, connected and accessible sidewalk infrastructure allows all pedestrians to safely exercise or gain access to schools, businesses, public transit or other destination. Service Delivery In ensuring sidewalk maintenance is effective in providing the public with a safe and efficient pedestrian network, the City delivers several programs as part of its service delivery. The following chart identifies each of these programs and the percentage of funds allocated to them to deliver a defined level of service for 2013. Sidewalk Maintenance Programs 61 Sidewalk Maintenance © Sidewalk Snow and Ice Control Focus on asset management and integrated planning Accessible municipal sidewalk, walkway and trail network Economic uncertainty, inflation, and supply and cost of materials Global weather conditions and impact on safety and infrastructure Maintained infrastructure that connects neighbourhoods Innovation in maintenance techniques and methodologies Organizational capacity Expectation for safe, functional sidewalks with timely service response Draft November 26, 2012 73 TE - 11 2012 Sidewalk Maintenance Service Accomplishments and Performance • Completed 50 Sidewalk Maintenance Job Orders as of August 31, 2012 • Concentrated on repaired of trip hazards in asphalt sidewalks more in 2012 than previous years • Installed 9 Access Ramps as of August 31 • The primary service objective for winter sidewalk maintenance was met 97% the time • Completed a comprehensive inspection of 50% of the City's sidewalk assets 100% s0% E� Y c 60% vv m 40% � v 20% 0i Percent kilometres of sidewalks plowed to service level standards by storm event. 2011 -2012 Winter Storm Season ti °yy ti °1y ti °yam ti °yam ti °yam ti °yam ti °yam ti °1� tiff tiff oti oti oti oti oti oti 11 ti3 ti3' y° y� o"' lip ,yam 2013 Initiatives, Major Projects, and Sidewalk Maintenance Service Delivery Highlights • Continue to repair trip hazards with more efficient grinding equipment. • Continue to improve accessibility of sidewalks by installing Access Ramps. • Complete a full re- inspection of 50% of the City's sidewalk system to proactively identify Trip Hazards. • Work toward transferring data on inventory of sidewalk assets to City's GIS system. ao 70 v 60 c 50 > 40 30 N 20 0 10 0 Draft November 26, 2012 74 TE - 12 Sidewalk Maintenance Program - Service Levels and Resources Repair Priority 1 Trip Hazards (sidewalks that provide direct access to pedestrian generators with lips or gaps of 25 mm or greater) within 1 month of receiving a request between May and October and within 10 months between November and April. Repair Priority 2 Trip Hazards (sidewalks that do not provide direct access to pedestrian generators with lips or gaps of 25 mm or greater) within 9 months of receiving a request between May and October and within 18 months between November and April. Installation of barrier free accesses to sidewalks at crosswalks. • Approximately 125 trip hazards repaired annually • 10 new access ramps installed annually Mowing of medians and other • As required greenspaces around sidewalks will not be completed as part of service delivery other than are required in areas where sight -lines are obstructed. Draft November 26, 2012 75 The service strives to provide maintenance that ensures there is a clean, clear, accessible and safe place for pedestrian traffic, focusing on (1) repair or replacement of sidewalk sections to eliminate trip hazards and (2) installation of access ramps ensuring sidewalks are accessible to everyone. • Pedestrian safety improves with repair to trip hazards. • Mitigate liability to City with respect to trips and fall resulting in injury to the public. • Lower priority trip hazards remain unrepaired, with a small chance of causing injury. • Improve accessibility to the sidewalk and walkway network for everyone. • Mowing of greenspaces around sidewalks will focus on public safety issues resulting in areas of the City that may not be as aesthetically pleasing. Wages & Benefits $373,759 Goods & Services 143.474 Total Expenditures $517,233 Full Time Equivalent Positions (FTE) Management 0.35 Inside Workers 0.08 Outside Workers 5.02 TotaIFTE 5.45 Administrative / Other Support Services • Fleet — equipment availability • Purchasing — supply of materials • Human Resources — staffing / training • GIS — inventorying and displaying assets for management of infrastructure TE -13 Sidewalk Snow and Ice Control Program - Service Levels and Resources Plow 61% of the sidewalks in the City to the standards set out below 95% of the time. a) plow a pedestrian passage: • Priority 1 within 12 hours • Priority 2 and 3 within 24 hours • Priority 4 within 72 hours b) plow to a walking surface with traction standard • Priority 1 within 2 days • Priority 2 and 3 within 3 days • Priority 4 within 4 days 240 km of sidewalks plowed based on the following criteria: • Higher pedestrian volumes (close proximity to retail areas, SJ Transit bus stops, schools) • Continuity of a pedestrian system • Sun exposure in melting snow and ice • Efficiency of servicing by sidewalk plowing equipment • Higher vehicle volumes or speeds • The service strives to remove snow from a portion of the City's sidewalk infrastructure during and after winter storm events that include salting and sanding operations, supporting the safe, efficient flow of pedestrian traffic in a portion of the City. • With the right- sizing of equipment to support snow control operations, the public should expect that initial response (or first pass) to sidewalks may occur later than in past winter weather seasons. Wages & Benefits $451,189 Goods & Services 442,068 Total Expenditures $893,257 Full Time Equivalent Positions (FTE) Management 0.17 Inside Workers 0.22 Outside Workers 6.03 TotaIFTE 6.42 Critical Internal Service Support • Fleet — equipment availability • Purchasing — supply of materials • Human Resources — staffing / training • Communications — notifications, assists in public awareness of service expectations • Insurance — claims for damage to private property from city vehicles and trip and fall claims • Legal — defense of trip and fall claims • GIS — Inventorying and displaying assets for management of infrastructure Draft November 26, 2012 76 TE - 14 Pedestrian & Traffic Management Service The Pedestrian & Traffic Management Service provides motorists, cyclists and pedestrians with safe, efficient, organized and synchronized use of the transportation network and maximizes the benefit of the system for all users. This service promotes use of best practices and standards of the Transportation Association of Canada and consists of year round maintenance of traffic signals, pedestrian signals, marked /signed crossings, stop signs, and other warning, directional, regulatory (e.g., parking), and informational (e.g., street name) signage. The service is also responsible for painting lane lines, crosswalk lines and directional arrows on municipal streets for vehicular traffic control. Service Delivery In ensuring the public is provided with a safe and efficient multi -modal transportation network, the City delivers several programs as part of its service delivery. The following chart identifies each of these programs and the percentage of funds allocated to them to deliver a defined level of service for 2013. Pedestrian and Traffic Management Programs W Traffic Maintenance W Traffic Enhancements Focus on Asset Management and integrated planning Accessibility to various sustainable modes of transportation Economic uncertainty, inflation, and supply and cost of materials Environmental considerations in traffic management Regulations, legislation, industry best practices related to roadway safety Innovation in maintenance techniques and methodologies Organizational capacity; Cooperation with enforcement officers Land development that changes traffic flow and demand Road users' knowledge in and participation in following traffic rules Draft November 26, 2012 77 TE - 15 2012 Pedestrian & Traffic Management Service Accomplishments and Performance • All crosswalks around schools were painted prior to the start of the 2012 -2013 school year. • An Accessible Pedestrian System (APS) was finished at Crown /Dunlop and Hilyard /Simonds. • Accessibility improvements were completed at Consumers /Westmorland and Union /Waterloo with plans to finish full APS systems at these intersections in late 2012 or 2013. • A comprehensive traffic signal infrastructure inspection program continued. • A comprehensive traffic sign infrastructure inspection and inventory program continued. • A Traffic Calming Policy was completed and adopted by Common Council. • 100% of traffic markings (hatches /arrows /crosswalks /lane stop lines) and traffic lane lines inventory has been completed. • Continued to introduce innovations and efficiencies into the traffic line and marking program. • On track to complete targeted maintenance of 2000 traffic signs in 2012 • Completed a detailed design and cost estimate for the Campus- Harbour Connection, which would be Saint John's first continuous bike route connecting major destinations • Completed 56 various Traffic Enhancement Investigations or Installations as of October 10 including truck route elimination on Manawagonish Road, speed limit changes on Westfield Road, safety improvements at two intersections on Park Street, and traffic signal improvements at the Thorne /Rothesay Avenue intersection. 2013 Initiative, Major Projects and Pedestrian & Traffic Management Service Delivery Highlights • Implement Traffic Calming Policy with completion of three Traffic Calming Plans for different neighbourhoods. • Complete a Transportation Master Plan (that supports Plan SJ). • Continue to install Accessible Pedestrian Systems at signalized intersections. • Improve access across Westmorland Road for pedestrians of all abilities. • Improve traffic flow along Loch Lomond Road. • Finish Traffic Signal Infrastructure specifications. • Place Traffic Sign, Line and Road Marking assets on GIS layer. Draft November 26, 2012 78 TE - 16 Traffic Maintenance Program - Service Levels and Resources Annual painting of all traffic lines and required street markings (based on previous markings) Maintenance of signalized intersections with a focus on proactively replacing worn out equipment: • Temporary solution to Priority 1 signal maintenance activities such as malfunctioning red /amber lights, removed or loose poles and lights to be completed within 24 of a request with a permanent solution to follow. • Priority 2 signal maintenance activities such as malfunctioning low volume intersection or some preventative maintenance tasks to be completed within 1 month of a request. Maintenance of the City's inventory of traffic and information signage: • Priority 1 sign maintenance activities (missing Stop and Yield signs) to be completed within 8 hours of a request • Priority 2 sign maintenance activities (missing Warning, Pedestrian crossing, School Zone, or Street Name signs) to be completed within 1 month of a request • 350 kilometres of traffic lines • 3,300 traffic markings including crosswalks • 67 signalized intersections • 23 red /amber flashing lights • 9 signalized pedestrian crossings • Inspection and inventory of signalized intersections infrastructure to continue 2,000 (approximately) maintained / installed annually • The service strives to improve safety Wages & Benefits $753,397 and flow of movement for pedestrian, Goods & Services 527.051 bicycle, and vehicular traffic. Total Expenditures $1,280,448 • Current inventory of traffic control markings signs and signalization can be maintained. • Delayed replacement of line painting vehicle will continue the risk of not refreshing all traffic lines by year's end. • Lower priority requests (important to a small number of citizens) as well as resource - intensive higher priority requests will be delayed. • PlanSJ recommendations for additional infrastructure for alternative modes of transportation, including the Campus - Harbour Connection can be implemented with dedicated resources. Inspection and inventory of sign • High priority signage can be maintained infrastructure to continue in a timely manner, lower priority (e.g., parking and guide signs) will take longer to replace. Revenue $20,000 Full Time Equivalent Positions (FTE) Management 0.96 Inside Workers 3.24 Outside Workers 10.13 TotaIFTE 14.33 Administrative / Other Support Services • Fleet — equipment availability • Purchasing — supply of materials • Human Resources — staffing / training • GIS — inventorying and displaying assets for management of infrastructure Draft November 26, 2012 79 TE - 17 Traffic Enhancements Program - Service Levels and Resources Priority 1 traffic enhancements that meet the following criteria to be completed within 1 year of request: • Potential immediate hazard to road users • Intersections that experience a Failing Level of Service • Potential pedestrian crossings providing direct access to high pedestrian generators • Traffic calming projects — at least 3 projects of highest priority Complete traffic signal infrastructure standards. • Investigation and /or implementation of 100 traffic enhancements annually including: • Traffic calming measures • Parking restrictions • Traffic lights • Bike lanes • Pedestrian Crossings • Street lights • Current set of standards • The service strives to improve safety and enhance the flow of movement for pedestrian, bicycle, and vehicular traffic. • Service delivery is focused on the highest priority requests required to improve traffic safety and movement with current resource levels. • Planned completion of signal infrastructure standards in 2012 will promote consistent and proactive installations. Wages & Benefits $237,915 Goods & Services 166.437 Total Expenditures $404,352 Full Time Equivalent Positions Management 0.50 Inside Workers 1.00 Outside Workers 2.00 TotaIFTE 3.50 Administrative / Other Support Services • Human Resources — staffing / training • Communications — notifications, assists with public awareness of service expectations Draft November 26, 2012 80 TE - 18 Stormwater Maintenance Service The Stormwater Management Service provides neighbourhoods, roadway users and adjacent property owners Focus on asset management and preventive maintenance with functional public drainage systems: the minor (piped) component designed to convey runoff from a 1 in 5 -year level Expanding infrastructure storm and the major (overland) system a 1 in 100 -year return Combined sewers period storm. The service utilizes various techniques and Economic uncertainty, inflation, and supply and cost of materials processes to maintain the integrity of drainage courses, ditches, Changing weather conditions culverts, storm sewers, combined sewers (through SJ Water), Regulations around stormwater retention and management manholes and catch - basins. The service involves a Organizational capacity comprehensive system of inspection, preventive maintenance and repair of drainage systems, and reporting on infrastructure Public expectations related to stormwater management and response condition. 2012 Stormwater Management Service Accomplishments and Performance • Developed and implemented a catch basin preventative maintenance program to identify infrastructure deficit required to plan maintenance and determine replacement costs. • Developed a database collection system for storm sewer video inspection. • Completed 10 local drainage projects including icing problem at the intersection of Loch Lomond Road and Hickey Road 2013 Initiatives, Major Projects and Stormwater Maintenance Service Delivery Highlights • Develop and implement a Stormwater Retention Pond Preventative Maintenance Program. • Continue with ditching and culvert inventory and condition assessment. • Ongoing stormwater infrastructure inventory condition assessments and local drainage projects. Draft November 26, 2012 81 TE - 19 Stormwater Maintenance Program - Service Levels and Resources Preventative maintenance of stormwater piping infrastructure: • Stormwater lines videoed and inspected • Catch basins cleaned on a 7 - year cycle Complete 70% of all Priority 1 Critical or Emergency Service Requests - hazard to persons or property, catastrophic causing interruptions to service delivery. Response is within the construction season (April to October) • 4,787 m stormwater lines videoed and inspected • 499 catch basins • Above Data as of October 16, 2012 • Completed 78 of 107 priority 1 service requests (73 %) • 11 stormwater lines repaired • 30 culverts replaced • 147 structures repaired / adjusted • 5 local drainage projects • 3 km ditching • Above Data as of October 16, 2012 • The service strives to effectively control erosion and mitigate potential damage caused by flooding Wages & Benefits $1,126,477 Goods & Services 2,239,870 Total Expenditures $3,366,347 • Removal of material from the piped Full Time Equivalent Positions (FTE) system to prevent blockages and failure Management 0.76 Inside Workers 2.25 Outside Workers 13.50 TotaIFTE 16.51 • Permit overland drainage of water off of roads and away from properties to mitigate flooding Part Time Equivalents 0.25 Administrative / Other Support Services • Fleet — equipment availability • Purchasing — supply of materials • Human Resources — staffing / training • Communications —flood warnings, preparedness notifications • Insurance— claims for damage to private property from flooded basements • Legal — defense of liability for flooded basements as necessary Draft November 26, 2012 82 TE - 20 Solid Waste Management Service The Solid Waste Management Service provides effective and efficient collection and disposal of refuse and compost waste to residential households. Working with the public, the goal is to achieve optimal waste diversion and to reduce environmental degradation. Collection is carried out in accordance to the Solid Waste By -law and the guidelines set out by the Fundy Region Solid Waste Commission Focus on sustainability (waste diversion) Regional partnership relationships, landfill operations Illegal dumping considerations Geographic characteristics of the community Changing customer base (residential mix in relation to commercial) Organizational capacity, nature of labour intensive work Public expectations related to collection and diversion 2012 Solid Waste Management Service Accomplishments and Performance • Completing collection routes within an eight (8) hour shift at least 95% of the time remains a challenge. The chart to the right illustrates the percentage of collection routes completed within an 8 hour shift (inclusive of contractors and City forces). However, the results show a steady improvement in the efficiency of service delivery over previous years. Two factors likely contribute to the service's ability to meet this objective: 1) large geographical area of Saint John and the distance and time required to travel to the landfill and 2) volume of residential refuse resulting in more trips to the landfill to dispose of refuse required more time to complete collection routes. • 3,674 bulky items were collected from 1,574 households in 2011. 2,526 bulky items were collected from 1,085 households to the end of August, 2012 • Implemented city wide residential garbage /compost collection by City Forces Draft November 26, 2012 83 TE - 21 Pecentage of collection routes completed within an 8 hour shift in 2012. Refuse Compost Target 95% Tonnage 157.74 120% 1,200 100% 1,000 y v 80% • 800 a E v tko M 8 60% 600 c En 40% 0 400 ~ 0 20% 200 0% : 0 rata aA tr PQc� aJ \A °oJS� vet over ge oe� vet `a � O�w oecc e`er Pie � � o Draft November 26, 2012 83 TE - 21 2013 Initiatives, Major Projects and Solid Waste Management Service Delivery Highlights • Move to collection of all residential household units with City forces for September 4, 2012. • Report to Council regarding Strategic Service activities such as recycling programs. • Report to Council for approval of updated Solid Waste Bylaw M -2 for the storage, collection and disposal of solid waste • Partner with Fundy Region Solid Waste Commission and five central area schools to increase composting & environmental education Solid Waste Collection Program - Service Levels and Resources Ensure all residential refuse and compost collection routes are completed within an eight (8) hour shift not less than 95% of the time. Annual delivery of Bulky Item Pick -Up (scheduled) and White Goods Drop -Off programs. Partner with community organizations to assist improving the local environment. • 22,190 residential household units covering 53 City administered routes • Approximately 11,835 tonnes of refuse and 3,254 tonnes of compost (2011) • Year round bulky item pick -up (Wednesday scheduled pick -up) with approximately 3,674 items collected • 4 White Good Drop -Off days (May & October) with approximately 284 items collected • 1,000 gloves /1,500 bags and garbage pickup to 15 neighbourhood cleanups in ACAP partnership • Waste Reduction Week / Yard Waste Program (Partnership with Fundy Region Solid Waste to promote awareness, funding component) Draft November 26, 2012 84 • The service strives to provide efficient Wages & Benefits $1,050,241 collection of refuse and compost for Goods & Services 2,518,288 residential households. Total Expenditures $3,568,529 • Solid waste collection improves Revenue $81,976 quality of life by creating a healthy, clean place to live work and play. Full Time Equivalent Positions (FTE) • Supporting waste diversion programs Management 0.78 contributes to a sustainable Inside Workers 0.35 environment. Outside Workers 14.65 TotaIFTE 15.78 Part Time Positions 0.25 Administrative / Other Support Services • Fleet — equipment availability • Purchasing — supply of materials • Human Resources — staffing / training • Communications —assists with public education • Legal — support by -law enforcement TE - 22 Parks & City Landscape Service The Parks & City Landscape Service provides citizens and visitors to the community access to parks and open green spaces for their recreational and leisure needs. Service delivery is achieved through the development, operation and maintenance of all community parks, squares, trails, tourist sites, and City right of ways, the preservation and protection of our natural areas, and urban forestry operations and initiatives. Service Delivery In ensuring parks and city landscape maintenance is effective in improving the environment, the City delivers several programs as part of its service delivery. The following chart identifies each of these programs and the percentage of funds allocated to them to deliver a defined level of service for 2012. Parks & City Landscape Programs * Parks Maintenance o Urban Forestry u Rockwood Park Focus of sustainability, asset management, expanding infrastructure Regulatory and legislative requirements related to maintenance Economic uncertainty, inflation, and supply and cost of materials Global weather conditions and impact on trees and plants Geographic area of Saint John Vandalism Changes to tracking and reporting on Tangible Capital Assets Public expectations for the provision of parks and trails Draft November 26, 2012 85 TE - 23 2012 Parks & City Landscape Accomplishments and Performance • Continued Improvements to Dominion Park including new trail head establishment. • New walking trail system completed in Milford. • Park improvements at Public Gardens (fencing removal and landscape installation) • Coordinated local green space and park improvements in conjunction with community groups: Pvt. Greenslade Park, Hope Gardens, Jervis Bay Park, SJ Waterfront Development Committee, Saint John Cycling, Pavillion Cup, Dominion Park and Milford Park. • Quinton Heights Park redevelopment complete by Dec ember2012. • Completed on trail signage of all existing multi - purpose trails (over 40 kilometres) throughout Rockwood Park and significant trail upgrades. • Reinstatement of Visit Canada Stones in Rockwood Park, and Sculpture SJ art installation. • Helped develop new community gardens at Montgomery Crescent. • Supported beautification efforts at local area schools for Arbor Day. • Provided leadership and technical support for the 12th year of Marigolds on Main. • Supported the refurbishment of LaTour Memorial Statues at Harbour Passage. • Supported neighbourhood cleanup efforts at Rainbow Park and Old North End. Percentage of Citizens Satisfied with Parks and Trails 100% v so% T v o 60% $ v 40% vo a� 20% 0% 2010 2011 2012 Citizen satisfaction is an indicator of how well service delivery is addressing the community's needs. Satisfaction with service is determined through an independent survey of Saint John citizens. Over the last three years, it is clear that citizens are very satisfied with park and trail systems in the community. Satisfaction results in Saint John are consistent with municipal norms calculated by the consultant (Ipsos Reid) of 90 %. Draft November 26, 2012 86 TE - 24 • Provided resources and assistance for special events (South End Days, Earth Day, Canada Day, New Brunswick Day, Labour Day, Marathon by the Sea, Marsh Creek Eco- Challenge, Pavilion Cup, Soap Box Derby, New Year's Eve, Mayor's Christmas Tree, Downtown Christmas Lights Program and many other smaller events). • Supported the Queens Square Farmers Markets and Harvesting the Arts Festival. • Completed Urban Trees Inventory. • No hunting signage program completed at all City owned Nature Class Parks in support of future Parks bylaw. 2013 Initiatives, Major Projects and Parks & City Landscape Service Delivery Highlights • Establishment of Saint John Waterways Park plan- kayaking and canoe route with maintained launch areas for non motorized watercraft. Coordination with outlying communities on the SJ River system on this project. • Completion of Urban Forestry Maintenance Program. • New Maintenance responsibilities at Little River Reservoir Park and Peel Plaza. • Rockwood Park Website re- design completion. • Rockwood Park Mountain Bike Park launch area establishment, as well as the design and location for youth track completed. • Interactive a -map complete for Parks trails systems — for citizens and also to support tourism. • Redesign of Interpretation Center at Rockwood Park to facilitate interpretive youth programming and visitor information. • Full year calendar of Interpretive and Nature Activity Programming at Parks for all ages. (Coordination with youth educational programs and Seniors Active Living). • New spring planting program pilot to provide early season plant life color in high traffic areas (i.e Tulips) • New Parks Bylaw to be brought for Council's consideration Draft November 26, 2012 87 TE - 25 Parks Maintenance Program — Service Levels and Resources Year round daily maintenance of Rockwood Park including: • Mowing, snow removal, planting, leaf removal, turf maintenance, tree planting, tree pruning, lighting maintenance, fertilizing, watering, pruning, garbage clean up and removal. • Cross country and snowshoeing trails maintained • Mountain biking and general use trail system maintained Year round daily maintenance of 14 community parks including: • Mowing, snow removal, planting, leaf removal, turf maintenance, tree planting, tree pruning, lighting maintenance, fertilizing, watering, pruning, garbage clean up and removal • Christmas decoration, set up and removal • Water features maintenance. • 2,200 acres of nature park space available for public use year -round • 56 kms of general use and wilderness trails maintained • 30 acres of community parks, such as • King's Square • Queen Square • Loyalist Burial Grounds • Harbour Passage • Victoria Square • 90,000 annuals planted annually • Service strives to improve the urban environment by offering highly maintained parks, greenspaces, trails and tourist sites. These greenspaces provide people with safe and beautiful spaces for both leisure and active pursuits. • A wide range of trails are available to make active living easily accessible to citizens of all fitness levels and age groups. • A first class nature park is available and easily accessible in the city core, which promotes healthy living through connection with nature. • Environmental benefits include better air quality, increased water retention and reduction of noise and pollution. Wages & Benefits $1,273,444 Goods & Services 964,477 Total Expenditures $2,237,921 Lifeguard Grant $117,720 Horticultural Society Grant 40,000 Total Grants $121,720 Full Time Equivalent Positions (FTE) Management 1.375 Inside Workers 2.0 Outside Workers 8.25 TotalFTE 11.675 Part Time Positions 33 Administrative / Other Support Services • Fleet — equipment availability • Purchasing — supply of materials • Facilities Management — building maintenance and capital improvements • Human Resources — staffing / training • Communications — signage and promotion of facilities, communication material development Draft November 26, 2012 88 TE - 26 Parks - Resources and Service Levels Continued... City right -of -way turf maintenance and Tourist Information Center maintenance: • Seasonal mowing and trimming • Soil and pest management as determined necessary by trained staff • General clean up and garbage removal • Washroom cleaning and maintenance • 134 acres of turf maintained (right -of- way) • 6 Tourist Information Sites maintained Seasonal operation and maintenance of • public beaches: • Greenspace maintenance, beach cleaning, and garbage removal • Lifeguard program supervision Support various community projects Public access (unsupervised) to 5 beaches open 7 days a week from June to September • Dominion Park • Lily Lake • Little River Reservoir • Tucker Park • Fisher Lake • Marigolds on Main - Support planting of 300,000 marigolds with school children, and all subsequent maintenance • Flag Maintenance - Raise and lower all city flags. Replace as necessary • Community Gardens - 3 Community gardens established and maintained — soil, fencing, water • Christmas Decorations — Uptown SJ Christmas Tree program and lighting • Beautiful public spaces increase property values and promote community building through citizen interaction. • All visitors can easily access Saint John parks and see the pride taken in our community. • Right of ways maintained to safe driving standards. • Orderly City appearance maintained to foster respect for all public spaces. • Active living options for entire families which encourages healthy lifestyles and community building through recreation and leisure activities. • Respect shown to other regions of the province and country, and also to veterans through proper flag display etiquette. • Environmental awareness raised through local food production and community pride instilled in citizens at a very young age. • Establishing strong working relationships between local government and community groups working for positive change. Draft November 26, 2012 89 TE - 27 Urban Forestry Program — Service Levels and Resources Maintain existing streetscape tree canopy • 200 trees maintained (pruning, no • Service strives to eliminate hazards and Wages & Benefits $200,324 through the timely removal, maintenance fertilizing) annually improve the health and aesthetics of Goods & Services 58.303 (pruning, fertilize) • 25 unhealthy /dead trees removed the urban environment. Total Expenditures $258,627 Increase urban forestry canopy by • 138 trees planted (new and planting new and replacing unhealthy replacements) existing trees Respond to citizen requests for tree • Average annual of 198 service hazards within 3 days (assessed for safety requests for tree removal or immediately) maintenance Response to special community -based • Approximately 50+ special requests groups requests (Christmas decorations, requiring various amount of effort banners and flags, parks improvement) Draft November 26, 2012 90 Resources support efforts to achieve international municipal urban forestry standards, so the community can realize the full benefit the urban forest (e.g., stormwater mitigation, increase in asphalt life expectance, improving air quality, aesthetics). Full Time Equivalent Positions (FTE) Management 0.25 Outside Workers 2.75 Total FTE 3.0 • Service delivery is reactive to hazards Administrative / Other Support Services and not currently meeting municipal • Fleet —equipment availability urban forestry standards. • Purchasing —supply of materials • Facilities Management— building maintenance and capital improvements • Human Resources —staffing /training TE - 28 Sports and Recreation Facilities Service The Sports and Recreation Facilities Service is a public service that provides all citizens with access to a wide range of indoor /outdoor sport and recreation opportunities. This service is delivered through the scheduling, booking and maintenance of facilities that include sport fields, arenas, parks, and playgrounds. The service also provides event management support and coordination of special community events. Service Delivery In ensuring sports and recreation facilities maintenance is effective in providing spaces for citizens to recreate and enjoy leisure activities, the City delivers several programs as part of its service delivery. The following chart identifies each of these programs and the percentage of funds allocated to them to deliver a defined level of service for 2013. Sports and Recreation Facilities Maintenance Programs Focus of sustainability and asset management for aging facilities Expanding facilities require adequate maintenance funds Number of facilities for population Economic uncertainty, inflation, and supply and cost of materials Growth and diversity in population (age, culture, accessibility) Recreation recognized as a community priority Regulatory requirements for turf maintenance Changes to tracking and reporting on Tangible Capital Assets Formal agreements for maintenance of provincial (school) facilities Draft November 26, 2012 91 TE - 29 2012 Sports & Recreation Facilities Accomplishments and Performance • Continue the process of developing a new strategic master plan for sport and recreation facilities and programming. The goal is to ensure that the inventory of recreation facilities and programs address the needs of residents. • 'Eco- Patinoire' cold water conditioning system at Belyea Arena that realized savings on energy costs without sacrificing ice quality. • New energy efficient lighting system and low emissivity ceiling installed at Charles Gorman Arena. • Developed turf maintenance schedule that supports industry standards and best practices of Integrated Pest Management. • Consolidate play on fewer fields reducing maintenance costs on class C fields. Percentage of Citizens Satisfied with Recreation Facilities 100% v 80% v 60% > v 40% vo a� 20% 0% 2010 2011 2012 • Moved to hourly rate for sports field bookings in order to give a more accurate Citizen satisfaction is an indicator of how well service representation of user demand and effective deployment of resources. delivery is addressing community needs. Satisfaction with • Increased arena rental fee by 10% to be in line with the market value of ice time in service is determined through an independent survey of the region. Saint John citizens. Over the last three years, results have remained consistent with citizens being generally satisfied • Spring /Summer ice allocated and managed by City of Saint John to allow for more with recreation facilities. These results are below the equitable access for all program operators while resulting in approximately $38,600 in municipal norm calculated by the consultant (lpsos Reid) additional revenue. of 87 %. • Developed service level standards and benchmarks for fields, playgrounds, splash pads, and courts. • Developed performance tracking and reporting system for fields, playgrounds, splash pads, and courts. • Hosted 15 tournaments, provincial and Atlantic championships on city fields. Draft November 26, 2012 92 TE - 30 2013 Initiatives, Major Projects and Sport and Recreation Facilities Service Delivery Highlights • Complete Play SJ process for new Strategic Plan for Parks and Recreation. • Install new water conditioning system at another arena to save on energy costs (as budget permits). • Continue to consolidate play on class C fields and re- direct maintenance to higher class fields. • Review user fee charges for field and arena facilities. • Increase subsidy for arena youth sports in an attempt to off -set 10% increase of ice time rentals. • Review and update all service level standards with key staff. Draft November 26, 2012 93 TE - 31 Arena Maintenance Program — Service Levels and Resources Maintain ice daily at 4 civic arenas for public use and organized sporting groups Lobby, bathrooms, locker rooms, bleachers, multi - purpose room cleaned daily. *Includes spring /summer ice • 4 ice surfaces • Gorman Arena • Stu Hurley Arena • Peter Murray Arena • Belyea Arena • *13,280 hours (approximate) of available Ice time • *11,052 hours ice time booked • Booked at 83% capacity • Approximately 12 ice floods daily (hourly after each booking or public skate) • Youth Sport Subsidy $165,000 • Regular cleaning throughout the day Draft November 26, 2012 94 • Service strives to provide quality, safe Wages & Benefits $824,027 arenas and ice time for recreational Goods & Services 618,393 opportunities for all residents to enjoy. Total Expenditures $1,442,420 • City arenas available for public use 17 youth Arena Rental Grant $165,000 hours per day, 7 days per week from Lord Beaverbrook Rink 154,000 mid October to the end of March. Other Expenditures $319,000 • All prime time (4 pm to 11 pm Monday to Friday and all day Saturday and Sunday) ice booked with availability during other times of the day Revenue $755,383 Full Time Equivalent Positions (FTE) Management 0.76 Outside Workers ** 11.00 Inside workers 0.50 Total FTE 12.26 ** FTE based on 26 weeks (seasonal operations) Administrative / Other Support Services • Fleet — equipment availability • Purchasing — supply of materials • Facilities Management — electrical, plumbing, carpentry work • Human Resources — staffing / training • Communications — promotion of facilities TE - 32 Sportsfield Maintenance Program - Service Levels and Resources Class A Fields — Complexes with multiple field surfaces, lights and amenities: • Aerate, topdress, fertilize, overseed completed mid - season and fall • Mowed weekly • Lined per game schedule • Clean -up weekly • Washroom cleaned daily Class B Fields — Lower use, single sportfields with no lights or amenities: • Mowed every 1.5 weeks • Response to requests (timing, clean- up) as time permits Class C Fields — Neighbourhood greenspaces that see very limited use: • Mowed every 2 weeks • Response to requests (timing, clean up) as time permits • 4 Complexes (Shamrock, Memorial, Forest Hills, Allison Grounds) consisting of 15 Class A Fields • 124,424 square meters of sports turf maintained • 16,947 hours of booking time available (includes weekends - 8,038) all fields) • 5,752 hours booked (representing 34% of total available capacity — 48% weekdays, 18% weekends) • 15 Class B Fields (e.g., Havelock, Beaconsfield, Barnhill) • 8 Class C Fields (e.g., Thornborough, Barrack Green) • Limited maintenance on o East Saint John o Lornville • KBM • Dennis Morris o Chown o Barrack Green • Service strives to provide quality, safe sports fields for recreational opportunities for all residents to enjoy. • The goal is to maintain facilities to accepted standards (aesthetics and safety) to encourage involvement in structured recreational activities and attract tournaments or special events. Wages & Benefits $794,578 Goods & Services 531.07 Total Expenditures $1,325,655 Revenue $36,500 Full Time Equivalent Positions (FTE) Management 0.76 Inside Workers 0.50 Outside Workers* 8.80 TotaIFTE10 10.06 * FTE based on 26 weeks (seasonal operations) Part Time Positions 7.00 Administrative / Other Support Services • Fleet — equipment availability • Purchasing — supply of materials • Facilities Management — electrical, plumbing, carpentry work • Human Resources — staffing / training • Communications — promotion of facilities Draft November 26, 2012 95 TE - 33 Other Facility Maintenance Program — Service Levels and Resources Splash Pads: • 2 splash pads (Rainbow Park and • Filter cleaning twice per week Fleming Court) • Garbage and washroom cleaning daily • Maintenance of system contracted to Canada Games Aquatic Centre Playgrounds: • 69 playgrounds • Inspected once per season (June - September) • Mowing and litter pickup every two weeks • Remove or replace broken equipment as required Tennis Courts: • Putting nets up and down (seasonally) • Maintain windscreens • Litter pick -up daily Basketball Courts: • Nets maintained on request • Maintenance only at Shamrock Park (although 31 tennis courts City wide) • 40 courts (e.g., Rainbow Park, Dominion Park, Rockwood Park) Draft November 26, 2012 96 • Service strives to provide quality, safe Wages & Benefits $200,842 playgrounds, tennis courts, basketball Goods & Services 161,288 courts, and splash pads for recreational Total Expenditures $362,130 opportunities for all residents to enjoy Aquatic Clubs Grant $15,822 Track Club Grant 15,000 Aquatic Centre 194,617 Other Expenditures $211,939 Full Time Equivalent Positions (FTE) Management 0.10 Outside Workers* 2.20 TotaIFTE 2.30 * FTE based on 26 weeks (seasonal operations) Part Time Positions 3.00 Administrative / Other Support Services • Fleet — equipment availability • Purchasing — supply of materials • Facilities Management — building maintenance and capital improvements • Human Resources — staffing / training • Communications — promotion of facilities TE - 34 Engineering The goal of the 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. 2012 Engineering Accomplishments and Performance • In 2012 the following Stormwater system projects were undertaken and completed to reduce flooding occurrences: • Allison Street • Milford Drainage Basin • Beach Crescent /Meadowbank Avenue • Rodney Terminal Storm Outfall 2013 Initiatives, Major Projects and engineering Service Delivery Highlights • The major initiatives for 2013 will be to continue with improvements to the storm systems and to undertake major Street Reconstruction projects that will greatly improve the City's transportation network. Stormwater projects to reduce flooding occurrences will be designed and constructed in the following areas: • Brentwood Stormwater Detention Ponds • Milford Drainage Basin • Honeysuckle /Sherbrook Street Drainage Basin • Major Street Reconstruction projects will be completed in the following areas: • Somerset Street (Wellesley Avenue to Samuel Davis Drive) • Loch Lomond Road (Saint Catherine Street to Westmorland Road) Draft November 26, 2012 97 TE - 35 Engineering - Service Levels and Resources Provide design and construction management for the annual General Fund Capital Program —Storm and Transportation Categories as well as the annual Water & Sewerage Utility Fund Capital Program Support annual review and revisions to general specifications Coordinate with the City's Finance and Intergovernmental Affairs Divisions and the Province and /or Federal Government on infrastructure funding agreements • Infrastructure projects designed and constructed and outlined in the Capital program submission • Updated general specifications • Sound engineering design and construction management is essential to provide an efficient transportation network and to protect the environment and provide safe, clean drinking water by providing infrastructure that is built properly using sound engineering standards. • The development and application of sound engineering standards ensures • Funding agreements established to the long -term integrity of the City's finance infrastructure upgrades transportation network, storm systems and water and sanitary systems. Wages & Benefits $498,778 Goods & Services 42,673 Total Expenditures $541,451 Revenue $2,000 Full Time Equivalent Positions Management 0.40 Professional 1.64 Inside Workers 3.70 Total FTE 5.74 Part -Time Positions 0 Administrative / Other Support Services • Fleet — equipment availability • Purchasing — engagement of consultants and contractors • Human Resources — staffing / training • Legal — land issues, agreements • Real Estate — land issues, acquisition • IT — support of software for design and asset inventory • Intergovernmental Affairs — coordination of funding applications Draft November 26, 2012 98 TE - 36 Transit Service The Transit Service is a public service that provides the community with safe, accessible and environmentally - friendly public transportation by way of bus. Delivery of service is provided by Saint John Transit, a commission of the City of Saint John. Service consists of scheduled routes, some of which are guaranteed to be accessible, parallel service for the physically disabled, bus charters and site seeing tours. Focused on the environment, the Transit Service offers a number of environmentally friendly park and ride transportation programs within the community and the region. 2012 Transit Service Accomplishments and Performance • Although Saint John Transit's fixed costs are spread over fewer service hours this year, the revenue cost ratio has been maintained at 50 %, which continues to be the highest recovery rate for cities in Canada with a population under 150,000. • Installed 10 new bus shelters to both replace older dilapidated shelters and at new locations. • Actively participated in the Vibrant Communities study of transit as requested by Common Council. The report from this study was presented to Common Council. • In order to meet reduced hours of service, Saint John Transit delayed morning start up times by an hour, reduced service from 10 pm to 6 pm on most feeder lines, and reduced frequency on most of the other lines. Two routes were also eliminated. The goal was to reduce service on routes that had the lowest ridership, but recognized that these low ridership services are often critical to passengers who depend on public transit for employment since such passengers are more likely to travel at off peak times. • With service reductions in 2012, ridership was expected to drop by around 150,000 rides per year, but in fact currently trending towards a ridership reduction of around 10% or 250,000 passengers per year. • In addition, currently overspending driver wages as a result of needing about eleven extras each day during peak hours to meet volume demands that used to be mostly met by the scheduled service at 117,000 service hours. Percentage of citizens satisfied with the overall level and quality of the Transit Service 100% 80% v L 60% v U 40% a 20% 0% 2009 2010 2011 2012 In 2009 -2011, citizens were very satisfied with the Transit Service with an average of 80% very or somewhat satisfied well above the municipal norm of 68 %. In 2012, there was significant drop in satisfaction down to 56 %, likely as a result of service reductions. Draft November 26, 2012 99 TE - 37 2013 Initiatives, Major Projects and engineering Service Delivery Highlights • Continue to deliver 96,000 service hours. Transit — Service Levels and Resources Routes • Service within 500 m of 85% of city residents • Main Routes: Monday to Friday — (6 /7am to midnight), frequency is 20 minutes peak; 40 minutes off peak • Feeder Routes: Monday to Friday — 6 /7am — 6pm, frequency of 30 -60 min • Suburban Service : Monday to Friday (two trips morning and evening) • Saturday service is less frequent on mains and feeder routes; Sunday service is limited for four main routes and Harbour Bridge; No service on Statutory Holidays Other Service Provision • Comex Service (as requested) at net financial benefit to City • Low entry buses for wheelchair accessibility and riders with mobility impairment —on scheduled routes • Bike racks available on new buses • Handi -bus service — available by reservation Monday- Saturday 7am — 7pm with later hours (10pm) Tuesday and Thursday; within City limits the cost is $5,00 one way • Charter bus service and City tours available for service fee • 96,000 service hours of service • Projected 2.5 million ridership (2012) • Fare range of $2.50 - $3.50 / Representing approximately 50% tax subsidy • In 2012, Saint John Transit reduced annual service hours by 18% from 117,000 hours to 96,000 service hours. To meet best practice service standards that the Commission believes is the correct goal for Saint John Transit, would require about 120,000 service hours per year. To target a sustainable cities goal of 18 to 20% of the trips taken in the Saint John area would likely require in excess of 160,000 service hours. • With regards to suburban service, best practices would suggest three return trips in both the morning and afternoon, provided they could be operated with in a four hour period in the morning and a four hour period in the afternoon. A noon hour trip would also be preferred as part of the standard. Service standards should represent the goal based on best practices. Total Expenditures $ 6,517,991 Revenue $4,992,000 Administrative / Other Support Services • Finance - administration Draft November 26, 2012 100 TE - 38 Parking Service The Parking Service is a public service that provides all citizens access to both on- street (meters, permits, special events) and off - street (hourly and monthly parking locations) places to park within the uptown area of the City. The service is managed through the Saint John Parking Commission and is responsible for conducting research to maintain current data that supports the efficient operation of both on- street and off - street parking facilities in meeting public needs; establishing a permanent coordinating system of parking facilities; planning, designing, locating, acquiring, holding, constructing, improving, maintaining and operating, owing, leasing, either in the capacity of lessor or lessee, land, buildings and facilities to be devoted to the parking of vehicles of any kind. 2012 Parking Service Accomplishments and Performance • Internal business processes have been implemented to streamline the parking ticket dispute and summons processes. Improvements in these areas will decrease the amount of administrative work required to process the summonses for parking violations, as well as a potential cost savings in summons delivery. • The City of Saint John, in 2012, invested in several new parking meters to replace the aging parking infrastructure (70 meters) currently employed on- street. The new parking equipment is anticipated to increase meter revenue and improve the experience of visitors to the uptown area. • In 2012, the City of Saint John purchased and installed new alternate -side parking signs for streets within the South - Central Peninsula. The new signs were developed in response to concerns expressed by citizens about the current signs. It is anticipated that the new signage will better communicate the alternate side parking regulations and /or time restrictions to members of the public. • Construction of the Carleton - Sewell Parking Garage was ongoing in 2012 and will be open in January 2013. The parking garage will have a total of 447 parking spaces and will be used for both short -term and long -term parking. ' • Completed review of the feasibility of implementing pay -by -phone technology (as per Council resolution). Technology will result in easier payment methods for citizens and reduce effort required to process tickets. Percentage of citizens satisfied with the overall level and quality of parking availability 100% 80% L 0 60% v 40% a 20% 0% 2009 2010 2011 2012 Citizens have remained consistent in their satisfaction with parking availability in Saint John from 2009 -2012. Draft November 26, 2012 101 TE - 39 Revenue for 2012 will be lower than budget projection as the rate increase was implemented in implemented in August (due to by -law amendment requirements and equipment reprogramming). 2013 Initiatives, Major Projects and engineering Service Delivery Highlights • Repeal of the traffic and parking meter bylaws to revise to support better enforcement and parking capacity. • Replace remainder of on- street parking meters. • As per Council's direction, implement pay -by -phone service. • Commission new parking garage as part of the Peel Plaza capital project. Of note, the parking garage will be managed by the Saint John Parking Commission. Draft November 26, 2012 102 TE - 40 Parking — Service Levels and Resources Manage all on- street parking including: • maintenance of meters and pay -and- display machines; • parking by -law enforcement; • issuance of residential and temporary parking permits; • support for snow bans; • and parking administration (processing - including tickets, complaints, customer service) Not included in the allocated resources is the service provided by the Saint John Parking Commission. Expenditures are not budgeted for under the City's general fund operating budget, rather under the Commission's budget. The Commission manages off - street (surface lot) parking including. • 620 metered and pay- and - display on- street parking spaces • 37,000 average number of tickets issued (annual) • 900 average number of residential parking permits issued (annual) • 400 average number of temporary parking permits issued (annual) • Cost of on- street parking is $2.00 per hour • 37 Commission surface lots • 2,200 Commission surface lot spaces • 4 Commission centrally located parking garages • As a result of staff cuts in the Finance Department in 2012, supervisory and administrative responsibilities related to parking tickets, summonses and court processes have been transferred to the Saint John Parking Commission. Any reduction to staffing levels would significantly reduce customer service levels and hinder summons and court processes. • It is anticipated that the current level of enforcement costs (Corps of Commissionaires) will increase by 2 %. If no increase in budget amount is approved, the SJPC would have to reduce the number of enforcement officers on- street which would reduce the number of tickets issued and associated fine revenue. • 2,100 Commission centrally located Ability to meet revenue projects are • parking garage spaces impacted by slow economic growth and favourable weather (i.e., less ticketing as a result of snow bans). Wages & Benefits $76,030 Goods & Services 484,349 Total Expenditures $560,379 Revenue $1,900,000 Full Time Equivalent Positions (FTE) Inside Workers 1.5 Total FTE 1.5 Administrative / Other Support Services • Road and Sidewalk Services — parking signage, alternate side parking and winter parking restrictions, • Finance and Administrative Services — administration and purchasing • Legal — by -law amendments, parking tickets (court) Draft November 26, 2012 103 TE - 41 Finance and Administrative Services Overview The Finance and Administrative Services team enables the delivery of municipal services that are effective and efficient in meeting the needs of our community. Service delivery focuses on responsible financial management and sustainable life -cycle management of the City's physical assets (including fleet, facilities, real estate, and materials management). 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 Results Oriented • Fund the services provided to the community using sustainable financial resources • Ensure corporate assets are of high quality, fully utilized and meet established standards High Performance • Collaborative, strategically minded workforce • Culture focused on contributing to community goals through service delivery • Resource conscious and accountable for results Financial Management Service Finance Pension Administration Property Assessment Asset Management Service Purchasing & Materials Management Risk Management (Insurance) Fleet Management Facilities Management (Includes Carpentry Shop /City Hall) Real Estate Draft November 26, 2012 FAS - 1 104 Administrative Services Summary Draft November 26, 2012 FAS - 2 105 Approved 2013 Projected Expenditures 2012 Expenditures Revenue FTE 2014 2015 2016 Financial Management Service Finance 1,861,641 1,962,447 258,000 24.00 1,911,885 1,939,978 1,879,252 Assessment 1,244,474 1,275,586 1,301,098 1,327,120 1,353,662 Total Service 3,106,115 3,238,033 258,000 24.00 3,212,983 3,267,098 3,232,914 Asset Management Purchasing and Materials Management 1,082,953 971,819 5,000 12.00 990,903 1,009,206 1,027,926 Risk Management (Insurance) 157,977 2.00 162,573 166,020 169,554 Liability Insurance 633,605 596,700 596,700 596,700 596,700 Fleet Management 1,231,969 1,081,302 33.00 1,006,745 936,725 855,209 Facilities Management (inc Carpenter Shop /cityHall) 3,230,956 3,450,008 142,780 16.00 3,528,225 3,613,050 3,732,601 Real Estate 397,986 371,310 2.35 380,198 389,130 398,306 Total Service 6,577,469 6,629,116 147,780 65.35 6,665,344 6,710,831 6,780,296 Total Finance and Administrative Services $9,683,584 $9,867,149 $405,780 89.35 $9,878,327 $9,977,929 $10,013,210 Draft November 26, 2012 FAS - 2 105 Table of Contents — 2013 Service Plans Financial Management Service ................................................................................................................... ............................... FA - 4 AssetManagement Service ........................................................................................................................ ............................... FA - 8 MaterialsManagement ......................................................................................................................... ............................... FA - 9 Insurance and Risk Management ........................................................................................................ ............................... FA - 12 FleetManagement .............................................................................................................................. ............................... FA - 14 FacilitiesManagement ........................................................................................................................ ............................... FA - 21 RealEstate ........................................................................................................................................... ............................... FA - 28 Draft November 26, 2012 FAS - 3 106 Financial Management Service 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. The service is responsible for financial planning, control, and decision - making required for the organization to achieve its financial objectives with respect to service delivery, providing advice and information that helps to ensure that decisions are informed and made in a timely manner. The Financial Management team manages the accounting systems that support financial reporting requirements that allow service areas to be both accountable and successful in meeting their service objectives. The service also plays an important role in customer service relations with our citizen's, rate payers and vendors. Compliance with regulatory and legislative reporting requirements Focus on financial planning and policy development Growth in the community Global economy Organizational capacity Expectations related to accountability / performance reporting Emerging technology 2012 Financial Management Service Accomplishments and Performance • Completion of the Inventory listing of Tangible Capital Assets for Public Sector Accounting (PSA) • Initiation and progress on Project to have the City of Saint John PSA Compliant for December 31, 2012 Financial Statements • Support the implementation of findings from the payroll process review conducted in 2011. • Continued payroll audits • Automated Municipal Financial Statements — CaseWare Project • Worked collaboratively with the Transportation & Environment Service Team to provide financial analysis for the a more cost - effective solid waste collection model for the City of Saint John that recommended in -house collection to residential customers at an estimated savings of approximately $500,000 • Coordinated Annual Audits Draft November 26, 2012 FAS - 4 107 • Supported the 2012 service -based budget process, working collaboratively with the Corporate Planning Team to continue the transition to a service -based approach to budgeting. • Completed compliance audits • Processed payments for goods and services acquired (9,000 cheques / 24,000 invoices) • Collected money owed to the City for services rendered ($97,000 cash receipt transactions) • Cash flow analysis done on a regular basis to ensure the City maintains sufficient funds for its day -to -day operations and to minimize borrowing cost • Administered funding agreements signed between the City and the Federal and Provincial governments • Budget reports and analysis • Maintained low debt service ratio (10.54 • Supported responsible capital spending through long term forecast and project prioritization • Sent out 17,400 (6 x 2,900) metered bills, 27,600 (2 x 13,800) flat rate bills, 1,500 miscellaneous bills for a total of 46,500 invoices per year • Processed approximately 5,200 water and sewerage delinquent notices (annual average) • Conversion from Radix to Sensus Meter Software • Underwent process alignment with Pension Plan Custodian • Produced and provide annual report to Pension Members • Produced annual employee Pension Statements • Continued to provide employees /retirees with accurate and timely benefit calculations and information regarding the Pension Plan Draft November 26, 2012 FAS - 5 108 2013 Initiatives, Major Projects and Financial Management Service Delivery Highlights • Completion of the Tangible Capital Assets for Public Sector Accounting for years 2011 and 2012 • Completion of Policy for managing and sustaining the City's Capital Assets • Investigate an asset management solution for the accounting of capital assets of the City • Complete Value for Money P3 Financial Analysis on Safe Clean Drinking Water • Support the Water & Sewerage By -Law review • Support resolution of expired negotiated water contracts • Automate PSAB Financial Statements — CaseWare Project • Implement PSAB's section 3150 - Tangible Capital Assets and consolidate City of Saint John financial statements and Agencies, Boards and Commissions • Coordinate Annual Audits and special project audits • Support a coordinated approach to the 2013 service -based budget process • Compliance Audits • Develop a Debt Management policy • Implement new banking software solution • Co- ordination of disability applications with 3rd party claims provider • Members Report • File all required regulatory filings for the Pension Plan Draft November 26, 2012 FAS - 6 109 Financial Management - Service Levels and Resources • Accounting — oversees the production of financial statements and reports for the • Effective planning and stewardship of Wages & Benefits $1,959,077 City and agencies such as Saint John Non - Profit Housing, Transit, Parking and financial resources provides the Goods & Services 545,370 Industrial Parks. This service includes Chart of Accounts design and maintenance, leadership required to ensure the long- Recoveries -542,000 account reconciliation and year -end auditing functions. term viability of the Corporation. Total Expenditures $1,962,447 • Cash Management — projects cash flow requirements, ensures all funds received are • Sound financial management practices Full Time Equivalent Positions(FTE) deposited in the City's bank account, sufficient funds are available for the City's day- support the effective and efficient Management 4.00 to -day operations and borrowing cost is minimized. delivery of City services — ensuring the Inside Workers 20.00 • Debt Management — manages long -term debt instruments to ensure rea City can do what it planned to do in Total FTE 24.00 sonable contributing to the achievement of a debt levels are maintained and financial obligations are promptly paid. vision for the community. • Long -term Financial Plan- develops long -term financial strategies to maintain sustainability and financial stability. • Revenue Billing and Collection — responsible for the collection of monies owed to the City for services rendered. This service includes the billing and collection of funds for a number of services, most notably Water & Sewerage services. • Accounts Payable — pays the Corporation's financial obligations for goods and services acquired. • Payroll - 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. Complete numerous benefit and payroll requests from internal customers • Pension Administration — Administrative services to the City of Saint John Pension Plan Provide administrative support to the Pension Board, regulatory compliance employee /retiree benefit calculations, fund administration, monitoring and service providers, member communications and retention of actuarial services • Strong financial management processes also make it easier for the City to report back to its stakeholders on how well it has achieved its objectives; enhancing accountability in local government. Draft November 26, 2012 FAS - 7 110 Asset Management Service 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. Service Delivery Compliance with regulatory and legislative service requirements Focus on asset management Global economy Emerging technology Organizational capacity Service requirements and expectations In ensuring the effective life -cycle management of the City's corporate assets several service programs are delivered to support efficient public services address the needs and interests of the community. • Materials Management • Risk Management (Insurance) • Fleet Management • Facility Management • Real Estate Draft November 26, 2012 FAS - 8 111 Materials Management Materials Management is an enabling service that is responsible for providing professional procurement advice and services including: • the promotion of competitive bidding for the City's needs through the preparation, issuance and receiving of various types of bid solicitations such as public tender calls, requests for proposals and invited bids; • monitoring compliance with the City's Procurement Policy, the Public Purchasing Act of the Province of New Brunswick and applicable legislation and Trade Agreements; • maintaining an internal inventory of commonly used parts and materials including automotive parts, water stock, and general merchandise; • administration of the Corporate Procurement Card Program; and • disposal of surplus equipment. 2012 Materials Management Accomplishments and Performance Police Headquarters (PHQ) Facility Awarded tenders /Request for Proposals for various goods and services required including: • Public Plaza Tender • Moving Services • Public Safety Communication Centre Consoles • Athletic Equipment • Furniture Sewell /Carleton Street Parking Garage • Shelving • Provided procurement advice to the Saint John Parking Commission for the procurement of signage, video surveillance equipment, and revenue control equipment. Draft November 26, 2012 FAS - 9 112 Other Major Procurement Projects • Successfully completed the competitive bid process for the following projects: o Nick Nicolle Community Center Revitalization — Phase I • Core Service Review Professional Services • Professional Audit Services (4 year engagement) • Advisory Services — Safe Clean Drinking Water o Market Place West— Phase I Revitalization o Purchase of (3) sanitary packers Inventory Stores • Achieved the best results to -date on the annual physical inventory count. Discrepancies have shown a steady decrease from year to year. This year's physical inventory continued that trend with a 1% improvement over the previous year. 2013 Initiatives, Major Projects and Materials Management Service Delivery Highlights • Work with all departments to achieve a standard tender template for construction bids. • Incorporate required changes to procurement documents to enhance PSAB reporting. • Enhance the 5 *22 Safety Program within the Inventory Stores Area. • Eliminate the Police Clothing Inventory from Central Stores and relocate to the Police Headquarters. Draft November 26, 2012 FAS - 10 113 Materials Management - Service Levels and Resources • Ensure all City departments continue to comply with all are required Procurement Legislation and required City Policies including: • City's Procurement Policy • New Brunswick Public Purchasing Act • Atlantic Procurement Agreement • Agreement on Internal Trade • NB / Quebec Agreement • Procure required goods and services for all City departments through established tendering and request for proposal procedures. • Provide a link to the vendor community on all matters relative to the procurement of goods and services. • Maintain internal inventory of approximately 2,000 commonly used parts and materials to provide City departments with required goods in a timely fashion. • Administration the City Corporate Procurement Card Program. • The competitive bid process and increased competition results in lower costs and therefore, ensures taxpayers receive the best products and services at the lowest cost. • Reduce operational expenses through the inventory of routinely used goods and hard to source items. • Resource levels of procurement staff directly impacts project timelines and service delivery for the requesting departments. Wages & Benefits $833,758 Goods & Services 138,061 Total Expenditures $971,819 Revenue Sale of Surplus $5,000 Total Revenue $5,000 Full Time Equivalent Positions(FTE) Management 1.00 Inside Workers 4.00 Outside Workers 7.00 TotaIFTE 12.00 Draft November 26, 2012 FAS - 11 114 Insurance and Risk Management Insurance and Risk Management is an enabling service provided to the Corporation that is responsible for the protection of the City's assets and its ability to provide the services required to achieve community outcomes by reducing its exposure to loss through prevention, mitigation, and the acquisition of insurance. In order to protect the public's interest against damage or liability claims that may occur as a result of the City's delivery of public services, it is necessary to put in place and administer Risk Management practices and insurance policies of the appropriate type and size. 2012 Insurance and Risk Management Accomplishments and Performance • Managed 400 claims • Helped developed Risk Management practices on Sidewalk management and winter snow removal /parking ban. • Obtained approval to implement Facility User Insurance Program, researched and approved by council. • Reduced overall claim count by 13% • Reduced claim payments by 30% approx ( approximate number due to long -tail claims) • Revamp procedures for Insurance specifications for projects, instead of one size fits all, tailor the requirements to the specific project to give best value and protection for money. 2013 Initiatives, Major Projects and Risk Management Service Delivery Highlights • Recommendations to departments on Risk Management practices in relation to Parks, Sidewalks, Water repairs and Fleet Management practices. • Develop new Risk Management policy to be implemented with council approval • Implement Facility Users Insurance program • Develop Business Continuity Plan • Source and implement claims management and certificate tracking software. • Implement recovery program from insurance companies for insured related losses from third parties involving /damaging city property. Draft November 26, 2012 FAS - 12 115 • Review revenue generation possibilities for City services that may involve an insurance company relating to fire protection or police services. • Develop more comprehensive incident /accident reporting for insurance related losses, develop on -line reporting to ease information sharing • Implement driver's license review to ensure all fleet operators have valid licenses. • Form Risk Management committee to review vehicle accidents /incidents. Risk Management - Service Levels and Resources • Advising on insurance coverage for City contracts • Acquires and recommends coverage for City along with various agencies, boards and commissions. • Develop Risk Management practices for claim avoidance. • Handling claims and direct outside claim handlers such as adjusters or legal counsel on city claims. • Analyzing past losses to develop Risk Management practices to limit future losses. • Sound risk management practices support the effective and efficient delivery of City services - ensuring the City limits its own liability, protects City assets and to protect the public from damage. • Potential to generate revenue to ensure all city damage relating to insurance claims is recovered. • Ensuring the right amount of coverage is demanded on City contracts to limit cost and limit exposure to the City's assets. Wages & Benefits $138,045 Goods & Services 19,932 Total Expenditures $157,977 Full Time Equivalent Positions(FTE) Inside Workers 2.00 TotaIFTE 2.00 Draft November 26, 2012 FAS - 13 116 Fleet Management The City of Saint John owns, operates and, manages a fleet of of 350 vehicles and equipment, including an additional 800 small engine equipment assets provided for use to various City of Saint John departments who deliver services to the community. Fleet Services, who are responsible for vehicle maintenance, vehicle acquisitions and vehicle asset disposals, includes a team of 33 management, technical and administrative professionals who provides front line departments with their vehicle and equipment needs on a year round basis. 2012 Fleet Management Accomplishments and Performance Organizational Initiatives • Utilized Optimum Replacement Point (ORP) analysis to complete cost - benefit analysis (i.e. repair vs. replace) of various City -owned vehicle and equipment which are nearing the end of their expected useful life • Fleet disposals of 73 fleet assets generating residuals values of $270,846 Operational Efficiency • 2012 Vehicle Replacement Program recommendation (and adopted by Council in October) including City Manager- New 36 month vehicle lease; SJ Water - (4) one ton to % ton trucks; Municipal Operations - Front line sanders, one -ton trucks, garbage packers, and line painting equipment; Arenas: (2) ice machines; SJFD - (1) pumper; SJPF - (6) patrol sedans and (3) unmarked sedans; Misc: Bldg. Insp. and Fleet • Worksafe NB Compliance Orders • Vehicle and equipment inventory per PSAB 2010 • 2011 Fleet Staff Performance Reviews Draft November 26, 2012 FAS - 14 117 • SJPF 2012 replacement vehicle program • 2012 Fleet staffing (per Local #18 C.A staffing requirements) including Foreman (1 new position - Welding Shop); Sub - Foremen (6 new positions); Mechanics (2 replacement positions); Skilled Worker - Hoist • Revised Fleet Duty Manager role • Implementation of NBCC and District #8 Co -Op Student program • Renew rental vehicle contract (completed April, 2012) • Reduced previous year rental vehicle damage claims • Fleet Main Hoist (Rothesay Avenue) replacement recommendation (adopted by Council September) — December install Accountability and Transparency • Reviewed SJFD fleet service and Fleet response including service accountability level reviewed; established monthly meetings with SJFD managers and Fleet; provided additional mechanical support for SJFD mechanical technician; and improved financial and administrative accountability (i.e. provided monthly vehicle maintenance reports) • Monitored EMO Command Trailer maintenance schedule that included conducting monthly Fleet Inspections and developing a mechanical repair assessment SOP. Risk Management • Developed a pre - operational vehicle inspection program for implementation requiring vehicle operators to conduct daily vehicle inspections • Developed standard fleet specifications • Implemented the 5 *22 fleet facility inspection program • Implemented a comprehensive Fire Safety Plan for the Rothesay Avenue fleet facility Draft November 26, 2012 FAS - 15 118 2013 Initiatives, Major Projects and Fleet Management Service Delivery Highlights Major Fleet Projects • Fleet Policy recommendation approval and implementation, including departmental "Service Level Agreements" and "Fleet Core Service Review" • Continuation of the Right Size Fleet program — remaining city vehicle disposals per Mercury Associates review recommendations and departmental surplus (i.e. budget reductions) • Distribute new employee identified vehicle fuel supply cards and supply contract (Irving Oil Ltd.) • Completion of Automatic Vehicle Locators (AVL) program installation including the complete installation in remaining 200 vehicles, assessment of vehicle data and, renegotiate supply agreement or develop and implement in -house operating solution Organizational Initiatives - High -Level Review of Fleet Operations • Develop an annual business plan and fleet report • Develop and implement the administration of optimizing "Fleet Utilization" (i.e. alternative transportation, vehicle needs analysis, etc.) • Implement a new Fleet Management System (i.e. Fleet Focus M5) to catalogue fleet inventory, create and monitor vehicle maintenance and, identify process improvements • Issue monthly summary reports of key fleet statistics to Management • Create a Fleet Advisory Board • Develop a business case for a New centralized Fleet Facility • Investigate new revenue opportunities • Report on established KPIs for Fleet Services at the departmental and staff levels • Continue development of Standard Operating Procedures (SOPS) for functions within the Fleet Services • Complete the mechanical Tractor and Trailer apprenticeship program Draft November 26, 2012 FAS - 16 119 Operational Efficiency - Governance of Fleet Management Functions • Develop Fleet policies, procedures, & Service Level Agreements (SLAs) • Implement a formal fleet training program for Management and Staff based on industry recognized certiciation programs (i.e. NAFA CAFM /CAFS or APWA certification) • Implement outside mechanical welding, autobody repair, vehicle towing and automotive parts and tire supply service contracts • Vehicle and equipment inventory control to meet Public Sector Accounting Board (PSAB) requirements and to support asset management • Review, assess and develop a proactive Fuel Management (FM) program (absent in Mercury Assoc. report) • Review, assess and develop a Vehicle Rental Management (VRM) (absent in Mercury Assoc. report) • Create individual "Business Units" service based budgets (i.e. Mechanical Shop, Welding and Autobody Repair, and Tires) • Commenced the development of the City of Saint John Vehicle Policy • Developed and implemented a SharePoint site for Departmental Maintenance status report • Expand SharePoint site for Departmental requests to include Rothesay Avenue Shop Work Requests • Additional Fleet Technical and Administration Support (in deference to a Superintendent and additional Clerk III positions) • Complete Fleet PSAB 2011 • Reassign responsibility and enhance City of Saint John property housing vehicle and equipment assets (i.e. security cameras and automated vehicle authorization access) • Re- implement /establish Fleet Preventative Maintenance Program: program for entire Fleet • Implement organizational wide "Pre- Operational Vehicle Inspections — Operator Requirements" • Replace HTE Fleet deficiencies with new Fleet Management software • Identify and assess Heavy Truck Weights (i.e Operating within legal limits - N.B. DOT) • Review and Refurbishment Fleet "Dump Body ": Potentially a fraction of the cost to replace • Improve and establish Fleet 5 *22 accountability status • Organize monthly service level Fleet meetings with Managers, Draft November 26, 2012 FAS - 17 120 • Continue monthly facility Inspections • Weekly Tool Box Talks (Sub- Foremen role ?) • Staff Training Matrix • Rothesay Avenue Site - Fleet Facility Clean Up and Re- Organization • Fleet Job and Work Order Process review: Foremen monitoring and supervision, invoice processing and stock inventory control • Supply Contract status; • Complete vehicle Automatic Vehicle Locator system (AVL) installs • Renew auction services contract (April 2013) • Towing (Loyalist Towing) • Subject to Common Council Approval of the 2013 Capital Budget: • Replace and purchase new 2013 Fleet Replacement program • Accelerate the 2006 SJFD pumper apparatus program and replace one pumper Accountability and Transparency - Review of the Fleet Business Model including the Chargeback System • Develop and implement a new internal Vehicle Rate Fee system (i.e. Capital charge back rates based on depreciation & future residual values) • Initiate a Fleet "right size" exercise • Develop a 20 year Strategic Vehicle Replacement Program so as to capture the optimum vehicle life cycle which in turn identifies annual capital funding requirements and maximizes residual values, • Continue to use the vehicle optimum replacement point (ORP) tactical replacement analysis methodology • Manage the Vehicle Reserve Fund balance in harmony with ORP analysis to support annual funding requirements, • Develop a comprehensive, proactive customer relationship management program, • Complete the development of a detailed inventory and established replacement costs and remaining useful asset life for over 1,100 vehicle Draft November 26, 2012 121 FAS - 18 • Implemented the use of weekly timesheets and time entry to record and report on staff utilization • Developed custom reporting tools through our financial management system to report on completed and outstanding work orders; departmental building maintenance expenses; staff utilization; as well as other performance management measures • Developed the framework for a voluntary internal customer satisfaction survey on SharePoint • Establish new Key Performance Indicators (KPIs) for maintenance response time, overall project completion time, estimates vs. actual costs, accounts receivable, customer satisfaction • Complete a customer satisfaction survey • As time and resources permit: o Implement a voluntary internal customer satisfaction survey on SharePoint • Develop and implement service level agreements or guidelines for the provision of Fleet services to internal departments • Report to Common Council on the current state of City -owned vehicles and equipment to assist with future capital planning Risk Management • Continue to develop Standard Operating Procedures (SOPS) for equipment operated by in -house personnel, as time permits • Implementing a comprehensive Fire Safety Plan for the Rothesay Avenue fleet facility Draft November 26, 2012 FAS - 19 122 Fleet Management - Service Levels and Resources • Provision of Fleet maintenance, vehicle rentals, fleet fuel managment, and AVL • Sound Fleet management practices management services for 350 City -owned vehicle and equipment with a value of support the effective and efficient over $35 million: delivery of City services. • Identification and prioritization of maintenance and capital renewal requirements • Manage risks associated with through routine inspections, vehicle condition assessments, and consultation with compliance with Federal and Provincial user departments. legislation • Management of routine and preventative maintenance programs which has historically represented up to $3 million in fleet maintenance costs annually • Identification and management of energy reduction strategies through audits, project implementation, and monitoring • Management of standing offer agreements for maintenance services with external Contractors and /or other service providers • Comply with Federal and Provincial legislation including, but not limited to: o Province of N.B. Motor Vehicle Act • Occupational Health and Safety Act • Clean Environment Act • Vital to the support of over $35 million in Fleet assets and management • Support operations to focus on front line service providers while managing internal Fleet issues • Reduce operational expenses through the implementation of preventative maintenance and sustainable energy management strategies • Enhance proactive maintenance by way of an agressive vehicle "Preventative Maintenance" program Wages & Benefits $2,270,986 Fleet Services $2,042,457 Fleet Administration $228,529 Goods & Services $4,005,600 Fleet Services $3,978,604 Fleet Administration $26,996 Total Expenditures $6,276,586 Internal Recoveries ($5,195,285) Fleet Fuel Recovery ($1,653,750) Fleet Maintenance ($3,127,010) -Equipment Maintenance ($159,000) - Vehicle Use ($255,525) Net Expenditures 1,801,302 Full Time Equivalent Positions (FTE) Management 1.00 Inside Workers 2.00 Outside Workers 30.00 - Fleet Services 20.00 -Welding and Autobody Shops 6.00 Small Engine Shop 2.00 Fuel Truck 1.00 Tire Shop 1.00 Total FTE 33.00 Administrative /Other Support Services • Legal • Materials Management • Property Management • Finance • Information Technology • Human Resources Draft November 26, 2012 FAS - 20 123 Facility Management The City of Saint John owns and manages a portfolio of over 80 buildings, including tourist information centers and destinations, historic properties, community and recreational facilities, maintenance and storage depots, police and fire stations, and administrative buildings. A portion of these buildings are occupied by support staff who deliver services to the City. Other buildings are utilized by the public for community events /activities, to support recreational needs, and in some cases to provide a shopping experience, as provided by the Saint John City Market. Facility Management is comprised of a team of administrative and technical professionals that provide building maintenance, capital renewal, and energy management services for City -owned buildings on a 24 -7 basis. Facility Management also includes an in -house Carpentry Shop that completes requests for user departments, as well as in -house Building Maintenance personnel who support the operation of the Saint John City Market. 2012 Facility Management Accomplishments and Performance Building Project Highlights • Broke ground on Phase 1 of the Nick Nicolle Community Centre Revitalization • Installed new Fire Alarm Systems at four City -owned Arenas, Fleet Garage, and City Market • Completed third and final phase of the new Vehicle Exhaust System at Fleet Garage • Responded to approximately 1,600 work requests at City -owned buildings to address urgent, routine, and preventative maintenance requirements, representing approximately $1.1 million in maintenance costs • Police Headquarters (PHQ) Facility at One Peel Plaza • Shop drawing and submittal review for critical building systems • Review materials and construction from a long term maintenance and serviceability perspective • Engaged contractors in standing offer agreements for approximately 15 different preventative maintenance services • Building system operator training • Start -up and commissioning of building systems • Development and implementation of comprehensive Fire Safety Plan • Planning and implementation of building takeover at substantial completion of construction • Implemented post- construction warranty management Draft November 26, 2012 FAS - 21 124 Organizational Initiatives • Completed the development of a detailed inventory and established replacement costs and remaining useful lives for over 2,000 building system components (Tangible Capital Assets — TCAs) for all City -owned buildings to meet Public Sector Accounting Board (PSAB) requirements and to support asset management • Developed an Occupancy Agreement between the City and the Board of Police for the occupancy and management of the new Police Headquarters (PHQ) facility Operational Efficiency Commenced the development of Standard Operating Procedures (SOPS) for functions within the Facility Management Division, as time permitted • Developed and implemented a SharePoint site for Departmental Maintenance Requests as well as the tracking thereof Accountability and Transparency • Implemented the use of weekly timesheets and time entry to record and report on staff utilization (i.e. time allocated to projects, inspections, general administration, etc.) • Developed custom reporting tools through our financial management system to report on completed and outstanding work orders; departmental building maintenance expenses; staff utilization; as well as other performance management measures • Established various Key Performance Indicators (KPIs) for the Facility Management Division at the departmental and staff levels, and established KPI baseline data for future performance goal setting and management • Developed the framework for a voluntary internal customer satisfaction survey on SharePoint • Re- established City Market Merchants' Association as well as various other new merchant /management committees Risk Management • Calculated Facility Condition Indices (FCIs) for all City -owned buildings based on estimations of deferred maintenance and building replacement costs to assist with comparative analysis of facilities and prioritization of projects • Used Equivalent Annual Cost (EAC) Analysis and priority matrices to complete cost - benefit analysis (i.e. repair vs. replace) of various City - owned facilities that are nearing the end of their expected useful life Draft November 26, 2012 FAS - 22 125 • Commenced development of Standard Operating Procedures (SOPs) for equipment operated by in -house building maintenance personnel, as time permitted • Implemented mandatory requirements for Contractors to sign in and out of City -owned facilities and to carry City - provided identification badges • Developed and held the first bi- annual mandatory Contractor Orientation session for service providers working on facility related projects • Commenced the development of a standard form of construction Contract as well as a shift to the use of National Master Specification (NMS) as a basis for all future facility related tenders • Developed standard "front end" specifications (e.g. instructions to bidders, health and safety, etc.) for use on future facility related tenders • Developed and implemented a formal facility inspection program and construction site review program • Developed and implemented an organization wide Asbestos Management Program • Developed and implemented a comprehensive Fire Safety Plan for the Fleet Garage • Negotiated and executed 14 over - holding leases for the City Market • Collected lease payment arrears in excess of $120,000 in the City Market • Increased City Market bench revenue by almost 25% over previous two years 2013 Initiatives, Major Projects and Facility Management Service Delivery Highlights Major Building Projects Subject to Common Council Approval of the 2013 Capital Budget: • Continue the Revitalization of the Nick Nicolle Community Centre with Phase 2 of the project • Begin Phase 1 of the Renewal of the City Market Head Tower • Construct Shoreline Protection System and pathway down to beach at Mispec Park Beach Draft November 26, 2012 FAS - 23 126 Police Headquarters (PHQ) Facility at One Peel Plaza • Provide 24 -7 maintenance and operation services for PHQ facility • Develop and implement Standard Operating Procedures (SOPs) related to the operation and management of the PHQ facility • Continuous testing and commissioning of building systems • Post - construction warranty review and management Organizational Initiatives • Physical relocation of departments and staff in relation to the Organizational Re- alignment and "Restack" of City Hall • Implement and administer Occupancy Agreement between the City and the Board of Police for the occupancy and management of the new Police Headquarters facility Operational Efficiency • Establish new Key Performance Indicators (KPIs) for maintenance response time, overall project completion time, estimates vs. actual costs, accounts receivable, customer satisfaction • Report on established KPIs for the Facility Management Division at the departmental and staff levels • Continue development of Standard Operating Procedures (SOPS) for functions within the Facility Management Division, as time allows • Expand SharePoint site for Departmental Maintenance Requests to include Carpenter Shop Work Requests Accountability and Transparency • Complete a customer satisfaction survey for the City Market • Rebrand the City Market • Develop and publish a Tenant /Merchant Handbook for the City Market • Develop and present a year -end report for the City Market summarizing sales, revenue, promotions, merchant mix, and other notable information Draft November 26, 2012 FAS - 24 127 • As time and resources permit: • Implement a voluntary internal customer satisfaction survey on SharePoint • Develop and implement service level agreements or guidelines for the provision of Facility Management services to internal departments • Report to Common Council on the current state of City -owned buildings and the potential use of Facility Condition Indices (FCIs) and priority matrices to assist with future capital planning Risk Management • Continue to develop Standard Operating Procedures (SOPs) for equipment operated by in -house personnel, as time permits • Develop a Standard Operating Procedures (SOPS) for facility inspections • Develop Strategic Marketing Plan for City Market • As time and resources permit: • Implement a standard form of construction Contract as well as a shift to the use of National Master Specification (NMS) as a basis for all future facility related tenders • Complete Asbestos Surveys and develop facility specific Asbestos Management Plans for high priority facilities identified in the Asbestos Management Program o Develop Fire Safety Plans for all City -owned public facilities Draft November 26, 2012 FAS - 25 128 Facility Management - Service Levels and Resources Provision of building maintenance, capital renewal, and energy management services for over 80 City -owned building assets with a value of over $130 million and an average age of 30 years, including: • Tourist information centers and destinations • Historic properties • Community and recreational facilities • Maintenance and storage depots • Police and fire stations • Administrative buildings • Excludes water and wastewater treatment facility buildings • Excludes Agencies, Board, and Commission(ABC) buildings • Identification and prioritization of maintenance and capital renewal requirements through routine inspections, building condition assessments, and consultation with user departments, currently representing approximately $45 million in cumulated deferred maintenance • Management of routine and preventative maintenance programs which has historically represented the completion of approximately 1,400 -1,600 work orders or up to $1.1 million in maintenance costs annually, including in -house maintenance (e.g. Carpenter Shop) • Development, implementation, and management of capital renewal projects which has historically represented an average of $4 to $6 million in capital costs annually • Identification and management of energy reduction strategies through audits, project implementation, commissioning, and monitoring • Sound facility management practices support the effective and efficient delivery of City services, ensure public safety, and improve accessibility and functionality of City -owned buildings • Manage risks associated with compliance with Federal and Provincial legislation • Vital to the protection of over $130 million in building assets and management of $45 million in cumulated deferred maintenance • Allow operations to focus on external facing services rather than dealing with facility issues • Reduce operational expenses through the implementation of sustainable energy management strategies Wages & Benefits $1,533,181 Facility Management 566,538 Carpenter Shop 619,358 City Market 347,285 Goods & Services $6,218,441 Facility Management 2,333,798 Carpenter Shop 239,518 City Market 589,980 City Hall 1,979,795 Street Lighting 1,075,350 Internal Recoveries ($2,292,000) Facility Management (1,872,000) Carpenter Shop (420,000) Total Expenditures $5,459,622 Revenue $763,880 Facility Rentals 75,250 City Market Rentals 621,100 City Hall Sublease 67,530 Total Revenue $763,880 Full Time Equivalent Positions (FTE) Management 1.00 Professional 2.00 Inside Workers 5.00 Outside Workers 13.00 Carpenter Shop 9.00 City Market 4.00 TotaIFTE 20.00 Draft November 26, 2012 FAS - 26 129 Facility Management - Service Levels and Resources Continued • Completion of comprehensive analysis for space optimization, changing functional / operational needs, feasibility studies, and life cycle renewal of existing and proposed facilities • New Brunswick Building Code Act • National Fire Code of Canada • Fire Prevention Act • Occupational Health and Safety Act • Boiler and Pressure Vessel Act • Electrical Installation and Inspection Act • Plumbing Installation and Inspection Act • Elevators and Lifts Act • Heritage Conservation Act • Clean Environment Act • Day to day operational management of the Saint John City Market, including: • Negotiation and administration of over 20 long term leases • Administration of 60 -80 temporary occupancy agreements annually • Merchant /tenant relations • Marketing and promotions • Managing accounts receivable and accounts payable • Process and policy development • Resource levels directly contribute to: • Reactive versus proactive maintenance • Magnitude of the backlog of service requests and deferred maintenance • Degree of ability to comply with legislative requirements, including asbestos management, fire safety, and environment • Inability to manage facilities currently operated by ABCs and SJ Water Administrative / Other Support Services • Legal • Materials Management • Fleet • Finance • Real Estate • Information Technology • Human Resources Note: • City Market managed through facility management, but contributes to the Growth and Development Services Program • Street Lighting managed though facility management, but contributes to Urban Environment Service Program Draft November 26, 2012 FAS - 27 130 Real Estate Real Estate Services professionally manages the City's real estate holdings from an acquisition, disposition and asset management perspective. Real Estate supports the Municipality's' interests in land matters for capital and operating initiatives and also responds to the public's inquiries regarding the City's real estate assets. Revenue generation from real property leases and licenses complement the cost saving work involved with the annual organization, analysis and referral (as necessary) of approximately 800 municipally owned property tax notices. 2012 Real Estate Accomplishments and Performance • Acquired 31 various interests in real property; supporting Harbour Clean up primarily (Lift Stations and pipe work). • Referred 13 property tax notices resulting in approximately $19,2000 in savings, bringing the 4 year running total to more than 70 successful referrals and more than $200,000 in annual savings • 11 land sales, licenses or leases (e.g. pipe crossing agreements, leased lots, communication towers, signage etc) completed generating more than $32,000 gross revenue and annual revenue which is captured in the bullet following. • Managed the revenue streams of more than 40 real property agreements /uses resulting in $130,000 of revenue annually. • Initiated 7 and completed 5 Stop up and Closures of unused public right of way to support municipal capital projects or private initiatives • Facilitating 13 PAC applications for municipal projects e.g. variance and rezoning applications for the location of municipal infrastructure such as pumping stations. • Managing an additional 80 real estate files which have a variety of current status. 2013 Initiatives, Major Projects and Real Estate Service Delivery Highlights • Acquiring real property interests for infrastructure renewal both sanitary and water as well as watershed protection. Historically 40 to 60 real property interests are negotiated per year. • Finalizing the last of the necessary acquisitions for Harbour Clean Up; supporting the installation and build out of 23 lift stations and thousands of meters of pipe. • Acquiring real property interests for storm water and transportation capital projects. Draft November 26, 2012 FAS - 28 131 • Analyze and refer (appeal) as necessary the 800 +/- tax bills. • Managing the PSAB requirements in municipal land related requirements. Real Estate - Service Levels and Resources • Acquiring land interests for municipal projects • Actively manages the City's Real Estate Assets (e.g., tax management, surplus land sales) • Provides professional analysis of land values, negotiating strategies and advice around real property matters throughout the organization • Reports to Council in such land matters • Sound property management practices support the effective and efficient delivery of City services - ensuring the City has access and /or ownership to land required for the delivery of municipal services or capital projects. • Aggressive management of the tax roll has resulted in a cumulative savings of $725,000 since 2009 supporting the organizations cost control initiatives. • Revenue streams in the form of land agreements, land sales and any ensuing development generate highly desired revenue and tax base for the City. More than $100,000 of annual revenue is under management in this category. Wages & Benefits $181,535 Goods & Services 49,775 Property Tax (Land) 140,000 Total Expenditures $371,310 Total Revenues $113,000 Full Time Equivalent Positions(FTE) Management* 0.35 Professional 2.00 TotaIFTE 2.35 * Management position paid for out of the Saint John Industrial Parks budget allocation Draft November 26, 2012 FAS - 29 132 Strategic Services Overview Strategic The Strategic Services team supports the organization in leading innovation and responding to the constant Services changes in our environment, economy and society. Organization and service goals are achieved by employing a innovation ' and collaboration' strategic approach to effective communication; facilitating collaborative service delivery planning and policy in the community through development that engages the public in the decision - making process; managing relationships with other levels of • Creating opportunities for government, communities and organizations; maximizing the use of information technology to support Human Resources Service continuous improvement of service delivery; and building a high performance public service. Strategic Services and technology plays a key role in championing organizational collaboration through the Senior Leadership Team and ensuring • Responding effectively and service delivery supports Council and Corporate Priorities and Strategic Plans. This area is also responsible for Corporate measuring and reporting to Council and citizens on organizational performance to improve accountability for Planning Service service delivery. community needs • Build capacity the Intergovernmental Organizational Goals Affairs Service To establish the City of Saint John as a service - based, results oriented, high performance public service Corporate organization. Communications Service Service Based Results Oriented Information Technology High Performance Systems Service • Considering the needs of the • Respond to constant changes • Collaborative, strategically community as a whole in the community through minded workforce • Creating opportunities for communication, collaboration • Culture focused on citizen feedback and input and technology contributing to community • Responding effectively and • Demonstrate value for goals through service delivery efficiently to address investment in the community • Resource conscious and community needs • Build capacity the accountable for results organization to effectively and efficiently deliver service Draft November 26, 2012 133 ST -1 Strategic Services Summary Draft November 26, 2012 ST - 2 134 Approved 2012 Expenditures 2013 Revenue FTE Projected Expenditures 2014 2015 2016 Human Resources 1,289,937 1,428,037 10.20 1,424,028 1,446,708 1,429,933 Corporate Planning 505,331 499,585 3.20 508,243 515,704 523,323 Intergovernmental Affairs 143,151 148,657 1.20 153,556 158,403 163,023 Corporate Communications 521,346 521,505 3.20 531,892 541,500 550,836 Information Technology Systems 1,946,235 2,087,058 60,600 17.20 2,132,591 2,178,727 2,220,102 Strategic Services Budget $4,406,000 $4,684,842 $60,600 35.00 $4,750,310 $4,841,042 $4,887,217 Draft November 26, 2012 ST - 2 134 Table of Contents — 2012 Service Plans Human Resources............ Corporate Planning.......... Intergovernmental Affairs Corporate Communications ........ Information Technology Systems Draft November 26, 2012 .............................................................................................................. ............................... ST -4 ............................................................................................................ ............................... ST -10 ............................................................................................................ ............................... ST -16 ............................................................................................................ ............................... ST -21 ...................................................................... ............................... ST -25 135 ST -3 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 human resources, salary and benefits administration, job staffing, employee training and development, industrial relations, performance management, organizational development and employee health and safety 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. 2012 Human Resources Service Accomplishments and Performance Human Resources, Salary, and Benefits and Administration Compliance with regulatory and legislative requirements Focus on strategic plan, human resources planning, priority setting and policy development Organizational effectiveness External labour market and economy Emerging technology • Administered employment and provided related services for 650 employees plus casual employees (benefits, personnel records, training, salary, total compensation) • Administered employment and provided related services for 860 + pensioners • Managed 43 Return to Work Cases • Managed 19 Workers Compensation Cases as of Oct 24, 2012 • Administered Outside Workforce Career Development System, 293 permanent employees • Implemented new Performance Review software and updated and supplied training materials • Co- ordinated Scheduling of Outside Workforce training • Completed Benefits Audits • Conducted Long Service Recognition and Retirement Banquet; Honored 33 Long Service employees and 72 retirees • Prepared for Transition to New Records Management System — On -going Draft November 26, 2012 136 ST -4 • Improved the Return to Work Program, including new OMA for Outside Workforce • Implement Attendance Management Program for all employees —Policy has been drafted Organizational Development • Supported the on -going implementation of the new Organizational Alignment and culture change • Prepared Three -Year Staffing Forecast for the Outside Workforce • Initiated Development of succession management strategy • Developed & delivered corporate coaching program • Carried out Tal Op function mapping analysis for HR services • Provided Internal Consulting Services to managers • Implement a Respectful Workplace Program that will facilitate cultural change. Policy has been drafted Occupational Health and Safety • Established uniform standards of operational safety effectiveness across the organization • Facilitated 15 accident investigations and required follow up in all service areas • Achieved a Lost Time Accident Frequency Rate 33% lower than our Industry group in 2012 • Implemented new Manual Material Handling Program in Saint John Water (SJW) and Transportation Services to reduce back injuries and other types of and musculoskeletal Injuries • Provided value -added Safety Program Development and Internal Consulting Services to all Departments • Protected the City's Corporate Compliance Record and Due Diligence Posture Job Staffing • Staffed 254 positions - Internal and External Candidates • Successfully Delivered Year Three of the LEAD Program • Conducted numerous orientation sessions & on boarding activities • Administered workplace reduction arising from 2012 budget process Draft November 26, 2012 137 ST -5 Performance Management • Completed performance reviews for employees in our outside workers, non union all management /professional groups • Conducted Performance Management Training for all new managers and supervisors • Monitored completion of Performance Reviews for each Employee Group Industrial Relations • Maintained positive relations with Employee Groups and resolved issues through Mutual Interest Committees • Finalized new Collective Agreement with Outside Workers, C.U.P.E Local #18 • Finalized new Collective agreement with Inside Workers, C.U.P.E Local #486 • Concluded Fire Negotiations and the Arbitration Process (IAFF Local # 771) • Managed Rights Arbitrations, various workforces • Managed Grievance Process, various workforces • Carried out special investigations related to matters of employment • Managed the disciplinary process, all workforces Training and Development • Managed Outside Workforce Career Development Training System • Designed, developed and delivered in consultation with departments on the Job Training (OJT) and related Outside Workforce Operational Training • Delivered 21 In -house safety training programs • Liaised with Government Departments, Agencies and Professional Associations to integrate current standards of certification and licencing into the Outside Workforce Career Development System Draft November 26, 2012 138 ST -6 2013 Initiatives, Major Projects and Human Resources Service Delivery Highlights Human Resources, Salary and Benefits Administration • Continued improvement to the Return to Work Program • Transition reporting to align with new Career Development System, Outside Workforce • Implement Attendance Management Program for all employees • Align HR Records with Corporate Records Management System • Update Job Descriptions and Job Profiles for management /professional staff and outside workforce Organizational Development • Review and update Human Resource Policies and Administrative Procedures, and manage the Implementation of Human Resource Policies and Administrative Procedures • Implement a Respectful Workplace Program that will facilitate cultural change • Design a Corporate Wellness Program —draft scope and begin implementation • Support the on -going implementation of the Organizational Alignment and Culture Change, and support Implementation of the Core Service Review • Design an employee communication /engagement strategy in partnership with Corporate Communications • 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 • Further develop & implement corporate coaching initiative • Provide internal consulting services to all City Departments Occupational Health and Safety • Increase operational effectiveness of the 5 *22 through communication, training, and audits • Enhance 5 *22 Performance Reporting and Accountability • Provide Manual Material Handling Program to all Operational Departments • Facilitate Development of standard Operating Procedures, all Operational Service Areas Draft November 26, 2012 139 ST -7 • Provide internal consulting services to all City Departments Job Staffing • Staff vacant positions, all workforces, in accordance with approved 2013 establishment Performance Management • Implement Performance Reviews for all employees in the Fire Service • Review, Update and Communicate Probationary Performance Evaluations and Processes • Develop and implement new administrative model and communication strategy to increase compliance with respect to performance review. Industrial Relations • Prepare for Negotiations with C.U.P.E Local #18, Outside Workers • Prepare for Negotiations with C.U.P.E Local #486, Inside Workers • Strengthen Mutual Interest Processes with all City Workforces Training and Development • Develop an orientation package for managers on Human Resource processes • Develop and deliver Foreman / Operator Training in progress • Review and Revise Training Structures to ensure Alignment with Operational Requirements and New Employment Structure • Develop and Manage Outside Workforce 2013 Training Plan • Develop and Manage Career Training System for Inside Workers Draft November 26, 2012 140 ST -8 Human Resources - Service Levels and Resources • Develop and review existing plans that support succession planning, recruitment, performance management, employee wellness and recognition and employee orientation. • Benefit administration • Manage staffing process for all employee groups • Collective agreement administration • Mutual Interest Committee facilitation • Grievance administration • Update interpretive guidelines • Interpretation and administration of Collective Agreements • Employee development including performance reviews, training and development, and coaching • Manage Return to Work program for all Employee Groups, including Workers Compensation claims • Facilitate Job Evaluation • Deliver bi- monthly orientation sessions • Negotiations • Provide internal customer service • 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 • Deliver internal consulting services for all HR services Draft November 26, 2012 141 • Supports the organization is building capacity to effectively and efficiently delivery service to the public and respond to change. • Ensure compliance to legislation governing employees in the workplace • Increase organizational capacity. • Improve organizational performance. • Fulfilling employer obligations. • Human Resources is currently staffed at 70 *strength in total, and at 50% of its management complement. Effective execution of the 2013 Service Plan for this area is contingent upon full staffing of human resources services. • Unplanned service demands requiring a program response are inevitable and consume significant resources and reduce ability to carry out service plans. The Tal Op function mapping and ISN interventions were two such examples in 2012. Wages & Benefits $905,029 Goods & Services 523,008 Total Expenditures $1,428,037 Full Time Equivalent Positions(FTE) Management 2.20 Professional 2.00 Non -Union 6.00 TotaIFTE 10.20 ST -9 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 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. 2012 Corporate Planning Service Accomplishments and Performance 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 Strategic Planning • Developed a high -level plan to complete the strategic planning process (based on the City's planning framework adopted by Common Council) inclusive of Council orientation and priority setting, corporate strategic plan and the 2013 service -based budget process. • Designed and managed the delivery of a Council Orientation Program that incorporated input and feedback on expectations from the previous Council. The program was conducted over four sessions and was intended to provide information related to process, service delivery and the financial position of the City to support Council's decision - making. A bus tour was included as part of the program to provide an opportunity for Council to see the impact of their decisions through the implementation of policy, plans, and strategies. • Designed and carried out a public engagement program that included community workshops (with over 200 participants at four ward located workshops) , on -line consultation (over 400 surveys started), and statistically valid survey tools to inform Council's priority setting, core service review and the 2013 service -based budget process. The program was supported by a number of consultants; however, Corporate Planning staff was responsible for the overall management of the program and reporting of engagement results. • Managed Council's priority setting process including development of a Terms of Reference for external facilitation services, administrative support to deliver Council's priority setting sessions, guidance in drafting Council's priorities and development of a communications strategy. Draft November 26, 2012 ST - 10 142 Designed and facilitated a strategic planning process for the P.R.O. Kids Board. This involved working with Community Development staff and board members to redefine a vision and mission for P.R.O. Kids and identify key outcomes and actions to focus resources. • Review and update of the Corporate Strategic Planning was planned for 2012. In terms of 2012 accomplishments, outcomes and planning objectives where outlined in a more strategic and integrated planning approach to support Council's priority setting and the budget - process. Given staffing levels in Corporate Planning (with vacancies throughout the year) and corporate capacity, the planning processes will be completed in 2013. As a result of the Council's priority setting, the planning process will better align and support the achievement of council's goals and objectives. Project Management Continued project management support for the implementation of a customer service improvement strategy that focuses on the development of corporate customer service standards, development of a training program, and implementation of a customer relationship management (CRM) solution and software. Work in 2012 consisted of working collaboratively with the City's Information Technology team to secure an early adopter agreement that will support a CRM solution that will result in significant savings to the City, drafting of corporate standards and mapping service processes to support the implementation of CRM software. • Completed a corporate resource leveling process to understand commitments to corporate initiatives and projects to better understand organizational capacity to support the achievement of Council, service and legislative priorities and requirements (Wigs & Pigs). Work involved supporting service areas in defining over thirty -five (35) corporate initiatives /projects including high -level scoping of goals and objectives and identifying resource requirements. Additional work included developing a definition of a corporate initiative /project, criteria for prioritizing, integrated schedule (Gantt chart) of projects, resource allocation and analysis of internal service support requirements. • Provided detailed project planning facilitation and project management support for the Public Sector Accounting (PSA) corporate projects being led by Finance and Administration Services. This is a multi - project initiative (total of three projects) that will ensure the City is compliant with provincially legislated Public Sector Accounting standards. Draft November 26, 2012 ST - 11 143 Performance Management, Service Improvement and Organizational Effectiveness • Engaged services of Ipsos Reid to conduct an independent, statistically valid citizen surveys, focused on understanding the needs and concerns of our citizens, assess citizen satisfaction and service performance, and support continuous improvement of service delivery. • Continued focus on performance reporting, researching SharePoint as a potential performance dashboard and how to better utilize the City's web -site to report service results. Given staffing levels in Corporate Planning (with vacancies throughout the year) and corporate capacity, the more detailed planning and implementation of accountability and reporting tools will be completed in 2013. • Managed the first year of a multi -year core service review. This involved the development of a Terms of Reference and engagement of an external service provider. Year one results include an inventory of public- facing services, core service assessment (continuum), identification of service opportunities for change and analysis of year one service opportunities for cost savings or service improvements. • 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. More specifically in 2012, provided consulting advice and support for the development of competency based position profiles for the senior leadership team and the next management level down, documentation of organizational structure for service areas, transition of the City's establishment into the new organization alignment, and completion of service -based budget documents. • Research of organizational structures and service responsibilities across many Canadian municipalities to determine best practices for reporting relations related to legislated services, specifically legal and service typically delivered through the Common Clerk. • Worked in collaboration with the Information Technology team to create a corporate policy governing organizational use of mobile devices. Budget Planning Finalized the initial phase of implementation of a service -based format for budgeting in early 2012. Significant work was required to determine and documents new service levels and the impact of changes in service to implement the cuts identified as part of the 2012 budget process. • Developed an integrated, strategic approach to the 2013 service -based budget process that incorporates Council's priority setting and a core service review, all to be informed through a public consultation program to ensure decisions reflect the community's priorities. The approach was approved by Council July 18, 2012. Draft November 26, 2012 ST - 12 144 • Managed a coordinated approach to the 2013 service -based budget process. Working with the Financial Management service area, work included a collaborative approach to setting budget guidelines, providing guidance to service areas in meeting service -based budget expectations, analyzing budget submissions in terms of service level options (some of which will incorporate core service review results), and finalizing the service -based budget package. • Refinement of the service -based approach to budgeting, brining on -line a number of the City's enabling services and better estimating service related expenditures to support the move to full- costing of service. 2013 Initiatives, Major Projects and Corporate Planning Service Delivery Highlights Strategic Planning • Design and facilitate a process to review and update 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. • Support Council in the detailed planning and identification of performance indicators required to successfully achieve the priority outcomes and actions identified in Council's Priorities 2012 -16. • Develop a coordinated strategic planning framework that supports the implementation PlanSJ principles across all services. Project Management • Continued support for the implementation of the improvements outlined in the Customer Service Strategy. This will largely involve continued implementation of corporate customer service and communication standards, training program, customer relationship management (CRM) solution (including process documentation and software implementation). • Coordinate corporate initiatives (i.e., WIGs and PIGS) project management among service areas. This will involve the continued development and maintenance of an on -line system to support a coordinated approach to the management of corporate initiatives to support the process (i.e., WIGs and PIGs). • Provide project management consultation for corporate initiatives like the implementation of the Public Sector Accounting (PSAB) projects. • Provide project management for assigned corporate projects or initiatives as they arise. Draft November 26, 2012 ST - 13 145 Performance Management, Service Improvement and Organizational Effectiveness • Manage year two of core service review, focused on identification of cost savings or service improvements and supporting the service -based budget process. • Review of technology device deployment to ensure employees have the appropriate device for work requirements and that the charge back program supports sound financial management of technological resources. • Support the development of a Council reporting system that links Administrative recommendations to Council's priorities. This would include reorganization of Council meeting agendas to support better decision - making. • Design and publish an annual report that outlines progress on Council's priorities, results of key service performance indicators, and financial position of the City. • Support implementation of strategic communications by ensuring that information is available to create better awareness of community and corporate strategic direction, demonstrate accountability for results, and facilitate public education that communicates what citizens can expect as a result of service delivery. • Develop and implement a framework to coordinate reporting of service performance metrics and PlanSJ service measures. • Implement a web -based performance reporting tool, with continued focus on measuring and reporting on citizen satisfaction. Budget Planning • Continued coordination of service planning and improvements to the service -based approach to budget presentation. Draft November 26, 2012 ST - 14 146 Corporate Planning - Service Levels and Resources Strategic Planning • Administer the City's planning frameworks • Design and manage public engagement opportunities (as required) • Lead or facilitate service -based strategic planning initiatives • Research and analysis to support the Senior Leadership Team • Build cross - functional teams to create citizen - focused outcomes Project Management • Manage corporate projects using sound project management principles • Provide project management consultation for corporate initiatives • Promote the use of corporate project management standards • Establish and manage a corporate projects repository • Provide project management training for the career progression program Policy Analysis and Development (Corporate) • Conduct research and analysis to develop policy recommendations • Create opportunities to working collaboratively with key stakeholders Performance Management (Service- based) • Produce public performance reports by collaborating with service areas • Provide guidance or advice as part of service area planning • Facilitate development of performance indicators / service level standards • Liaise with other municipal governments to develop 'best practices' • Create a corporate performance dashboard to report on service metrics Service Improvement • Analyze service metrics to determine areas for service improvement • Lead or facilitate corporate service improvement initiatives • Provide subject matter expertise on the service alignment • Participate as a subject matter expert for service area improvements Service —Based Budget Design and administer a service -based approach to budgeting Support service areas in meeting budget objectives Provide subject matter expertise on vertical service alignment Draft November 26, 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 translation and design work will require strategic thinking around the type and amount of measures to report to the public. • Assignment of unplanned initiatives to the Corporate Planning work plan may result in a change in direction or in the execution of planned priorities for 2013. 147 Wages & Benefits $332,720 Goods & Services 166,865 Total Expenditures $499,585 Full Time Equivalent Positions(FTE) Management 0.20 Professional 2.00 Inside Workers 1.00 TotalFTE 3.20 ST -15 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 the outcomes of Common Council's priorities for the community. The Office works to coordinate the City of Saint John's grant applications, as well as serve as an information resource for the Common Council on pending provincial and federal policies. In fulfilling its responsibilities, the Intergovernmental Affairs Office will support the City in establishing itself as a service - based, results oriented and high performance public service organization. Focus on intergovernmental collaboration to achieve planned outcomes Focus on strategic planning, priority setting and policy development Organizational capacity Competition for funding and support for policy and regulatory change Emerging internal coordination tools Develop action plans to deliver strategic positions to external partners 2012 Intergovernmental Affairs Service Accomplishments and Performance • Distributed findings from environmental scan on intergovernmental affairs and presented action plan on intergovernmental affairs. • Investigated and interpreted developments in the federal and provincial government that will affect municipal interests and communicated with Common Council and City Staff. Included briefing notes on Community Infrastructure Improvement Fund, Reception with local elected officials, proposed Regional Service Commissions, Provincial Budget 2012, Cities of New Brunswick Association AGM, and Government Renewal Program (GNB). • Developed reports and /or presentations for Council, including: Orientation on Intergovernmental Affairs, Municipal Reform Action Plan (x3), and Affordable Housing. • Supported City of Saint John's participation and outcomes at Federation of Canadian Municipalities (FCM) and Cities of New Brunswick Association (CNBA). In addition, maintained regular contact with other municipal associations, including Union of Municipalities of New Brunswick, Association francophone des municipalites du Nouveau - Brunswick, and Association of Municipal Administrators of New Brunswick. Draft November 26, 2012 148 ST -16 • Contributed to the administrative support and municipal transition in and around Municipal Election 2012: o In partnership with Corporate Planning, developed, implemented and evaluated data compiled through exit survey for Members of Council 2008 -2012; • In partnership with the Clerk's Office, orchestrated and supported pre - election information session for public and interested candidates; • In partnership with Corporate Planning, developed and supported council orientation programming, including orientation on intergovernmental affairs as well as bus tour; • Designed and implemented introductory reception to support relationship building amongst all local, provincial and federal elected officials from Saint John; • Worked with the Board of Trade to design the private sector orientation for Members of Council and all other elected officials from Saint John. • In collaboration with Enterprise Saint John and Communications, contributed to the Intelligent Communities Forum in New York City and the City's achievement of Top 7 Intelligent Communities. Encouraged the participation of provincial elected officials and orchestrated meetings amongst distinguished guests during event. • Developed process to solicit feedback, research policy alternatives and draft City of Saint John Position Paper on Local Governance Reform 2012. To strategically deliver the City of Saint John Position Paper on Local Governance Reform 2012, the office of Intergovernmental Affairs formulated and successfully implemented the Government Relations and Communications Plan: • Directive to Members of Council and Senior City Staff to pursue access points within the Government of New Brunswick in order to successfully deliver position; • In partnership with Communications, developed strategy to effectively deliver position to the public and media; • Provided review and analysis of implementation of Government Relations and Communications Plan. • Facilitated the exchange of information and coordination on intergovernmental initiatives between City of Saint John Staff and Common Council: • Developed process to identify City projects to be pursued for external funding programs; • Led the screening process to identify priority City projects under ACOA's Community Infrastructure Improvement Fund; • In partnership with Communications and Facility Management, supported 2012 Community Recognition Award submission from the City of Saint John; • In partnership with Communications and local elected officials, successfully organized an announcement on GNB funding to the City tied to Provincial Designated Highways. Draft November 26, 2012 149 ST -17 o Supported City Staff on various matters, including Safe, Clean Drinking Water; Pension updates to external partners; Relationship with DOT and ongoing financial arrangements; Shards of Time Project; Cultural funding in Saint John; Safety concerns tied two -way radio use in SJ fleet; Saint John and Environmental Trust Fund; Model Municipal Access Agreement. Facilitated the exchange of information and coordination on intergovernmental initiatives between City of Saint John, community partners, agencies, boards and commission: • Identified 6 City research projects in partnership with UNBSJ MBA Research Methods class, and supported interaction between class and City of Saint John; • Ongoing participation and support to the Board of Trade Government Relations Committee; • Contributed to Enterprise Saint John's efforts around research on urban New Brunswick; • Maintained ongoing intergovernmental support on SJ Industrial Parks endeavors; • Supported intergovernmental objectives of Saint John Hotel Association, both linked to the developments on hotel taxation matters as well as Saint John Trade and Convention Centre; • Maintained an ongoing exchange of intergovernmental information and developments with Destination Marketing. Acted as a conduit of information and influence between the City of Saint John and other governments: • Relationship building amongst Senior City Staff and Senior Staff of the Department of Environment and Local Government; • Orchestrated a bilateral exchange of best practices between the City of Saint John and the Government of New Brunswick on core service review and the Government Renewal Program; • Strengthened relationships with key senior public servants and decision - makers in Fredericton and Ottawa; • Strengthened relationship with fellow municipal administrators linked to intergovernmental affairs from Moncton, Fredericton, and Halifax. Above and beyond regular correspondence, from January 2012 to end of October 2012, participated over 180 appointments and /or events associated to intergovernmental affairs, including those with: elected officials; community /private sector partners; agencies, boards and commissions; provincial public servants; City Staff /Council; and, municipal associations /partners. In addition, participated in over 20 different conferences or major meetings with linkages to government and external relationships. Draft November 26, 2012 150 ST -18 2013 Initiatives, Major Projects and Intergovernmental Affairs Service Delivery Highlights • Strengthen and enhance existing relationships between the City of Saint John and other levels of government, organizations and companies. • Improve the City's performance in federal and provincial granting programs including development of an inventory of grant programs. • Continue regular briefing materials to support intergovernmental coordination, development and communication to employees and Common Council. • Strengthen the City's participation in municipal (provincial and federal) associations. • Coordinate a Saint John Day in Fredericton to advance policy and financial interest. • Participate in pre- budget consultation of the provincial government. • In partnership with the Strategic Services Team, develop the Government Relations and External Partnerships Plan to help in the successful delivery of Council priorities. • Internal /external marketing of intergovernmental affairs functions in the City of Saint John. • In order to support a strong evidence -based approach to intergovernmental programming and direction, conduct an environmental scan (biennial) of the City of Saint John's relationships with external partners. • Solicit input from Council and City Staff, research and develop IGA Protocol and Best Practices, which will eventually govern all intergovernmental matters linked to the City of Saint John. • Continue providing high level analysis and strategic direction on the Province's Local Governance Reform program; o Support City Manager with involvement in pan - provincial working on unconditional grant reforms; • Support Commissioner of Finance with involvement in pan - provincial working group on municipal property assessment; • Coordinate efforts in and around the transition into the regional service commission; • Continue developing strategy and coordinating interaction between Senior City Staff, Members of Council, fellow municipalities and provincial counterparts linked to local governance reform. • Further materialize a Saint John forum to discuss cross jurisdictional priorities amongst elected officials (municipal, provincial, and federal). Draft November 26, 2012 151 ST -19 Intergovernmental Affairs - Service Levels and Resources Support projects that require policy or financial support from other levels of government in order to accomplish. Projects will include those defined by Council priorities or otherwise advised by Council. Support to agencies, boards, commissions and City Staff in developing, implementing and monitoring intergovernmental initiatives. 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 and Senior Leadership Team as required. By- weekly meeting with the City Manager and Commissioner of Strategic Services on progress of defined intergovernmental initiatives. Build intergovernmental tools and infrastructure to ensure a strategic and sustainable intergovernmental approach for the City of Saint John. Develop briefing materials for Senior Leadership Team and Council within 24 hours of pertinent developments /announcements from Government of Canada and Government of New Brunswick. Respond to all intergovernmental inquiries from City Staff, Members of Council, community partners, agencies, boards, commissions, private sector and government partners within 24 hours. If necessary, have action items formulated to advance initiative /inquiry within one week of initial contact. Provide briefing material to Members of Council and Senior City Staff prior to major interactions with key external partners. Draft November 26, 2012 152 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 $137,857 Goods & Services 10,800 Total Expenditures $148,657 Full Time Equivalent Positions(FTE) Management 0.20 Professional 1.00 TotaIFTE 1.20 ST - 20 Corporate Communications The City of Saint John serves its residents, businesses and visitors every day by delivering a variety of public services and products. Corporate Communications strives to provide public education and information that will foster positive relationships 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 and education are created using various channels including print, online and media. Organizational capacity 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) 2012 Corporate Communications Service Accomplishments and Performance Note: As of March 2012 the department consists of two employees as a result of a vacancy (current establishment is three permanent employees)which has had an impact on achieving planned initiatives. • Key participant in the City's application and site visit to become a Top 7 Community as designated by the Intelligent Community Forum, an international organization that studies the economic and social development of the 21st Century community. In 2012 Saint John was named as one of the world's Top 7. • Supported the ServiceSJ initiative by providing project support, communications counsel and advertising to encourage public participation in the process. • Supported Common Council to create priorities for their term. • Continued efforts to ensure that the website reflects the communication needs of service areas and the public. This involved focused effort to update news items and content daily. Draft November 26, 2012 153 ST -21 • Published two 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 residents and businesses. It is cataloged and available on the City's website. • Key organizer of the City's Volunteer Recognition Awards Dinner. • Organized a number media events, working with the local media, City staff, other levels of government and other organizations, to create awareness of the value of service delivery initiatives and highlights service levels including the launch of the new Rockwood Park map, the dedication of the Emera Trail at Lou Murphy Park and the Market Place Asphalt resurfacing project and Harbour Bridge construction. • Provided support to over five (5) emergency incidents that occurred after regular business hours (i.e., evenings, nights and weekends including boil water orders, extreme weather notifications, road closures and flooding). • Provided support (in a variety of service levels) to a number of community events including Glen Falls Clean Up, Carleton Community Centre fundraisers, Crescent Valley Days, Winterfest, the Return of the Lighthouse, Best Places in Canada contest (City Market) and Royal Visit. • Supported marketing efforts in Rockwood Park (including new printed maps, web presence and event collateral) and the Commuter Challenge. • Issued and posted (as of October 25) over 115 bilingual news releases, advisories and PSAs. • Provided branding, collateral and communications support for the PRO Kids 10th anniversary dinner • Provided strategic communications on a number of sensitive files and unplanned initiatives. • Prepared and submitted various award submissions, working with other service areas (e.g., Community Recognition Awards (three submissions), and several successful submissions for PIanSJ) • Supported large- scale, ongoing projects such as the Harbour Bridge Construction, Harbour Clean -up, the Winter Management Plan and the 2012 construction season. • Provided support for the EMO evacuation signs video project. Draft November 26, 2012 154 ST -22 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. • Design an employee communication /engagement strategy with Human Resources. • Address needs for public education about City services and operations (from workshops). • 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). Draft November 26, 2012 155 ST -23 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 including updating news events and content, responding to external requests from the public. • Produce print collateral — Insight Magazine (2 issues) flyers, posters, print advertising for various publications (over 100 pieces annually). • Respond to media requests and media coordination within one business day (95 percent of the time). This accounts for approximately 25 % 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 and products 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. 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. • 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. • Common Council has adopted Priorities for their term, one of which is strategic communication. • Organize, facilitate or assist community and media events and meetings • At current staffing levels, the (approximately 5 per year). department can only function in an operational, reactive capacity, affecting • Develop and delivering strategic messaging for the City of Saint John. ability to communicate and educate. • Establish communications standards and processes across the organization, • Must consider ability of new staff to improving organizational competencies, expertise and management practices to "ramp up" and training time. support the delivery of high - quality communication services. Draft November 26, 2012 • Unplanned and "ad hoc" work affects ability to respond and response times. • Full staff complement (3) is lower than similar sized municipalities. 156 Wages & Benefits $286,333 Goods & Services 235,172 Total Expenditures $521,505 Full Time Equivalent Positions(FTE) Management 1.20 Professional 1.00 Inside Workers 1.00 TotaIFTE 3.20 ST - 24 Information Technology Systems Information Technology (IT) is responsible for delivering services to the Service Drivers organization of The City of Saint John ( "organization ") in the form of Changing technology; maintenance and availability demands network connectivity, IT hardware, telecommunications, and business Security needs; protection of the City's information assets process enhancements. Leveraging technology for process improvement and cost effectiveness IT value is as a partner service, rather than just a support service. IT Legislative requirements around protection of privacy has the potential to help most business processes in the Organizational capacity; needs of service areas organization become more efficient. 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. 2012 Information Technology Systems Service Accomplishments and Performance • New Police Head Quarters (PHQ) at One Peel Plaza: • Designed PHQ network and firewalls to ensure security, appropriate segmentation, and system integration. • Provided the Police Force expert guidance in creating required security documentation and certification. • Purchased and commissioned necessary network and servers to deliver services required the Police Force. o Test systems to ensure high availability and functionality. • Moved Police Force technology to PHQ without affecting Police Operations. • Manage and maintain IT in PHQ. • No unplanned service outage in 2012. o This includes maintaining the City's telephony and 911 services during a province wide service disruption in February. • Deployed new desktops / laptops as part of the Evergreen Program and upgraded desktops and laptops to Windows7 o This was achieved in -house without hiring a contractor and saving $25,000. • Introduced an improved server and network infrastructure maintenance program. The program that streamline and simplified internal processes, and in addition save over 15% over maintenance costs. Draft November 26, 2012 157 ST -25 • Restructured the backup and restore processes. The restructuring improves efficiency and allowed expanding City data stores to grow and be protected. • Implemented 3 external web sites which received over 2 million visits in 2012: • saintjohnpoliceforce.ca — a new bilingual website for the Saint John Police Force. • Tourism — designed website for the Destination Marketing Organisation. • Transit — a new bilingual site for the City Transit • Installed, configured, and migrated all users to a new eMail system (Microsoft Exchange 2010 and Symatec Vault 10) and security authority. The transition was accomplished transparently without user knowledge or interaction. • Migrate critical service data to a new disk storage solution (Network Attached Storage - EMC). The project involved: • Load balanced storage delivery between disk storage solutions to improve performance and availability; • Select and configure new backup tape location; and • Worked with GIS to transition and implement a new City GIS system, ESRI. • Support the Clerk's office in the implementation of new communications solutions for members of Common Council. • Worked with Enterprise Saint John to identify projects and activities the City of Saint John has undertaken for recognition 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. • Developed a new community web service for those with the Autism. The website allows information to be securely entered into a database hosted by the City. The information is then available to Police officers and medical professionals in the event of an incident. This was an excellent learning and collaborative experience between the City, the Police Force, the Horizon Health Service, and UNB Nursing. • Created over 50 reports and online systems for a variety of service areas including Common Council (system to track and report on Council action resolutions) and Inspection Services (a Dog License registry and Animal control database). • Supported the City's information management project with technical expertise and direction in relation to the implementation of SharePoint 2010. Draft November 26, 2012 ST - 26 158 • Completed 6,430 service calls from internal customers (a reduction of 5% over 2011). Service calls relate to application and hardware issues. 2013 Initiatives, Major Projects and Information Technology Systems Service Delivery Highlights • Business process improvements through the use of Sharepoint for most departments • Implement and rollout SharePoint 2010. The implemented system will accommodate future implementation of Records Management. • 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. • Complete City wide upgrade of all desktops and Laptops to Windows 7 and Office 2010 for all City assets. • 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 and hosting digital evidence (fee for service). • Develop and test procedures for back -up and restoration for data and system. This will involve • Selecting and configuring new backup tape location; and • Consolidate Police and City backups on a single solution. • Complete a security test of the City's logical and physical networks and the information protection systems. Draft November 26, 2012 159 ST -27 • Replace the City's central network Core. This will require increase performance and flexibility, and enable new technologies. • Upgrade network infrastructure at the CGAC to support an Enterprise CCTV system. • Implement a video conferencing system for City staff to leverage for City business. Video conferencing will reduce the travel requires of staff. • Expand the use of alternative technologies for enabling staff to complete roles; this includes Thin Clients, Virtual Desktops, and tablets. Information Technology Systems - Service Levels and Resources Provide technology support for all aspects of corporate software as required for service related operations ensuring software is available and is licensed, maintained and upgraded based on an agreed upon lifecycle (approximately 20 different applications) • Exchange — email and calendar coordinations • SharePoint — Intranet and Information Management • External Web presences — hosting saintjohn.ca, and other web sites • Shared drives — network drives for storing City documents • Databases that store booking records for facilities, Parking Commission interfaces, Billing applications, network health logs, GIS, Scheduling applications. • CCTV recordings • Building management and access control systems • Enterprise resource planning (ERP), Work Order, and Financial Systems • Support Emergency services Draft November 26, 2012 • IT service delivery is integral to all aspects of services delivered to our citizens. • Vital to the protection of the City's information assets and citizens' personal data. • Enables effective and efficient communications (internally and externally). • Supports continuous improvement of service delivery by ensuring that technology is utilized in a way that makes service delivery more effective and efficient. IT will need to work collaboratively with other service areas for project management and training expertise support. 160 Wages & Benefits $1,310,938 Goods & Services 860,020 Recoveries (Police HQ) (83,900) Total Expenditures $2,087,058 Revenue $60,600 Full Time Equivalent Positions(FTE) Management 1.20 Inside Workers 16.00 TotaIFTE 17.20 ST - 28 Service Levels and Resources Continued... Support and maintain IT assets including: • 600 desktops and laptop - replaced on a four year cycle as part of the Ever Green Programme • 30 Police Toughbooks PCs laptop - replaced on a four year cycle as part of the Ever 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 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 facilities, 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 90 servers (physical and virtual) • 20.4TB of data (including managing backups and restorations) • Over 140 server and PC services and applications • Maintain high availability 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 Draft November 26, 2012 161 ST - 29 Legislated Services Legislated services are inclusive of the corporate offices outlined in the Municipalities Act. These include the City Manager's Office, The Common Clerk's Office and the City Solicitor's Office. The budget also incorporates the planned expenditures related to Common Council. Organizational Goals To establish the City of Saint John as a service - based, results oriented, high performance public service organization. Service Based Results Oriented High Performance Considering the needs of the community as a whole Creating opportunities for citizen feedback and input Responding effectively and efficiently to address community needs Draft November 21, 2012 • Providing strategic leadership in delivery cost - effective service to the community • Ensuring access to Council and its decision through corporate records management • Protecting the interests of the City as a corporation 162 • Collaborative, strategically minded workforce • Culture focused on contributing to community goals through service delivery • Resource conscious and accountable for results LS -1 Legislated Services Financial Summary Draft November 21, 2012 163 Projected Expenditures FTE 2014 2015 2016 2.00 408,334 Approved 2013 7.00 754,640 2012 Expenditures Revenue 5.00 717,007 732,261 746,903 City Manager's Office 399,574 401,268 Common Clerk's Office 813,130 735,400 City Solicitor's Office 823,759 703,834 Common Council $ 2,496,385 $2,543,584 Mayor's Office 201,630 183,305 Council 427,500 382,480 Total Common Council 629,130 565,785 Legislated Services Budget $2,665,593 $2,406,287 Draft November 21, 2012 163 Projected Expenditures FTE 2014 2015 2016 2.00 408,334 415,387 422,600 7.00 754,640 769,623 784,905 5.00 717,007 732,261 746,903 186,360 189,439 190,957 386,120 389,675 398,219 572,480 579,114 589,176 14.00 $ 2,452,461 $ 2,496,385 $2,543,584 LS -2 Table of Contents — 2013 Service Plans City Manager's Office ................................. ............................... LS -4 CommonClerk's Office ...................................................................................................................................... ...........................LS -7 (Legal Service) City Solicitor's Office ................................................................................................................ ..........................LS -12 Draft November 21, 2012 LS - 3 164 City Manager's Office The City Manager's Office provides overall corporate management and strategic and managerial direction to the Corporation of the City of Saint John. The primary objective is to ensure that the administration operates efficiently, cost effectively and in accordance policy set by Common Council. The City is striving to become recognized as a service - based, results oriented high performance organization. The goal is to deliver service that meets the needs of our community in a cost effective manner. In Service Drivers Expectations for transparency and accountability in local government Organizational capacity Responsiveness to evolving service needs of the community Priority on strategic planning and demonstration of results Focus on building government, corporate and community relationships Expectations for cost - effective service delivery working to accomplish this goal, the City Manager is directly responsible Growth and Development Services, Urban Environment Services, Transportation and Environment Services, Saint John Water Services, Finance and Administrative Services, Strategic Services and Legislative Services. The City Manager and senior administrative officers provide Council with information and advice on policy matters and ensure that Council's decisions, policies and programs are executed. In addition, they oversee The City's operating and capital budgets and are accountable for long - range and corporate plans for the organization. 2012 City Manager's Office Service Accomplishments and Performance • Delivery of a service -based budget — working collaboratively with service areas to identify service reductions to offset the unfunded pension liability (greater than S million dollars in the general and utility operating budgets) • Facilitation of the development of affordable and sustainable options to address pension requirements, working collaboratively to seek input from all stakeholders and supporting the transition to the Provincial task force • Appointment of commissioners as part of the organization re- alignment initiative implementation and working collaboratively as a senior leadership team to establish the City of Saint John as a service - based, results oriented, high performance public service organization • Corporate leadership in facilitating support for Common Council's initiative of greater service efficiency through function mapping Draft November 21, 2012 165 LS -4 • Leadership for intergovernmental opportunities and challenges including representing the City's interests with respect to provincial mandates on the implementation of Regional Service Commissions, local governance reform and revenue generation (i.e., alternatives to the unconditional grant). • Strategic guidance in the implementation of an integrated approach to the 2013 service -based budget process including Council's priority setting and a multi -year core service review to determine what services the City should be proving and at what level • Oversight in the development of policy and service recommendations that are intended to support cost - effective delivery of service that addresses the needs and interests of the community • Corporate support for the delivery of service and community development that aligns with the principles of PlanSJ including the development of a long -term capital investment plan that support Council's priorities (i.e., Harbour Clean -up) and infrastructure asset management 2013 Initiatives, Major Projects and City Manager's Office Service Delivery Highlights • Continue to provide strategic leadership in working to create an organization that is a service - based, results oriented, high performance public service organization • Provide leadership in the delivery of service that achieves Council's priorities ensuring alignment with the Community's vision and the principles of PlanSJ, more specifically in developing a new Corporate Strategic Plan • Support the organization in working toward demonstrating accountability for effective and efficient service delivery through a service -based approach to core service analysis and implementation of service improvements; ensuring that limited resources are allocated in areas that will derive maximum benefit to the entire community • Continue to offer leadership for intergovernmental opportunities and challenges Draft November 21, 2012 166 LS -5 City Manager's Office - Service Levels and Resources Impact Service Leve' of • Provide leadership to more than 600 City employees in working toward the implementation of Council's priorities that align with the Community's vision and the principles of PlanSJ • Set the overall strategic direction for short and long -term corporate goals and objectives • Provide oversight to City operations • Motivate and monitor performance to ensure that standards are met, that priorities are pursued and high quality City services are consistently delivered • Make policy recommendations to Council that support the cost - effective delivery of service • Keep Common Council informed of the operations and affairs of the City as well as ensuring that the decisions and the policy direction set out by Council are implemented • Prepare and present operating and capital budgets and make recommendations concerning the financial condition of the City (in consultation with the Commissioner of Finance) • Perform the duties and exercise the responsibilities assigned to the City Manager by Common Council • Provides strategic leadership to support the achievement of Council's priorities Supports the City in establishing itself as a service - based, results oriented, high performance public service organization Resource Requirements-- Wages & Benefits $315,768 Goods & Services 85,500 Total Expenditures $401,268 Full Time Equivalent Positions(FTE) Management 1.0 Non -Union 1.0 Total FTE 2.0 Draft November 21, 2012 LS - 6 167 Office of the Common Clerk The Office of the Common Clerk focuses on the activities of the eleven (11) members elected to Common Council. Common Council establishes the policies that guide the delivery of all City Services, and enacts bylaws that regulate a wide range of property related and other issues within the City. Council Priorities and Council Resolutions Public Expectation for Civic Engagement with Council Corporate Strategic Plan The Common Clerk plays an important statutory role within City Municipalities Act, Community Planning Act, Municipal Elections Act, government. The Clerk is the Clerk of Council whose presence is required Archives Act, Right to Information and Protection of Privacy Act, Bylaws for the activation and functioning of Council meetings. The Clerk serves as Enabling Technology Advances the official link between the Council and the public, is the custodian of the corporate seal and is the official signing officer for the City. The Clerk provides policy and procedural advice to Council and City staff. The Clerk is the designated Head under the Right to Information and Protection of Privacy Act, is legislated to lifecycle manage corporate records and information assets under the Archives Act, and is required to maintain an indexed register of certified copies of all bylaws of the City that must be available for public inspection during regular office hours. 2012 Clerk's Office Service Accomplishments and Performance • Facilitated transition for newly elected Council • Provided Municipal Quadrennial Election Orientation Sessions for potential candidates seeking position on Council • Maintained Electronic Records Management System (Laserfiche) o Added in excess of 10,000 pages of official records to Laserfiche • Innovated, architected and piloted an Enterprise Content and Records Management System (ECRMS) for information management (SharePoint 2010 integrated with Laserfiche) and presented Proof -of- Concept to Senior Leadership Team • Prepared for Right to Information & Protection of Privacy legislation applicable to municipalities Sept 1, 2012 — Staff trained, ATIPXpress software implemented, responded to 17 requests • Computerized Volunteer Application process for Agencies, Boards and Commissions • Developed a Corporate Information Management Suite of Policies, endorsed by Senior Leadership Team and approved by Council, consisting of the following: Access Policy, Privacy Policy, Information Management Policy, Information Security Policy and Video Surveillance Policy Draft November 21, 2012 LS - 7 168 • Reorganized /distributed administrative support workload as a result of staff cuts • Provided Records and Information Management consultancy advising on compliance and lifecycle management • Indexed, scanned and filed 137 legal agreements and contracts with accompanying plans • Authorized destruction and secure shredding of 217 boxes of financial records • Transferred 65 years of permanent records of Council to PNB Archives • Secured resources from PNB Archives to conduct a Preservation Assessment of the holdings housed under the custody of the Common Clerk • Partnered with PNB Archives Conservation Unit for preservation of City's Historical Records • Collaborated with The Council of Archives New Brunswick to promote awareness of archival records • Provided historical research services to staff, and public • Responded to 7,500 calls and email requests for information • Advertised 40 Public Notices for Property Rezoning • Registered 38 Bylaws at Service New Brunswick • Prepared 64 Council Agenda Packets • Prepared 485 pages of Council Open Session Minutes, 45 pages of Committee of the Whole Open Session Minutes, 163 pages of Committee of the Whole Closed Session Minutes • Prepared 12 Pension agendas, 46 pages of Pension Board minutes, 7 Nominating Committee agendas • Collaborated with Legal Services to Consolidate and Reformat City Bylaws • Maintained accurate information for the Clerk's unit on the City website • Provided internal payroll and invoice processing for the Clerk's unit • Published and distributed in eCity 12 editions of the Clerk's newsletter, "For the Record" • Conducted an Enterprise wide Forms Inventory and initiated a Forms Management Program to classify corporate forms with codes based on Service and Business Unit and presented process to Senior Leadership Team for endorsement Draft November 21, 2012 LS - 8 169 • Implemented new software for Council agenda preparation (eScribe) • Various authorities under RTIPPA delegated in writing by Head to Access & Privacy Officer, Corporate Records Manager and City Solicitor • Limited risk exposure of City by digitizing and then transferring to PNB Archives records which were to have become accessible under RTIPPA • Enterprise wide public facing forms review conducted, reported to Senior Leadership Team with recommendations to make forms RTIPPA compliant • Access & Privacy related consultancy advising on RTIPPA compliance with respect to a variety of initiatives taking place across the City involving the use and disclosure of personal information • Implemented public facing web presence for RTIPPA including electronic forms • Enterprise wide communications on RTIPPA developments delivered via SharePoint and in person 2013 Initiatives, Major Projects and Clerk's Office Service Delivery Highlights • Staged Roll out of Enterprise Content and Records Management system (ECRMS) — Laserfiche - SharePoint Integration Phase 1 • Initiate measures to preserve the City Charter 1785 in a humidity and temperature controlled environment or alternatively consider transfer to PNB Archives for preservation • GIS integration with Laserfiche Saint John Information Management project (SJIM) Phase 2 • Initiate SAM Governance Group to Manage and control the development of the Corporate Information Management Strategy SAM Project Phase 3 • Complete Social Media Policy for Senior Leadership Team endorsement and Council approval • Develop Procedures for Information Management Suite of Policies • Document processes for Information Management, Access and Privacy, Bylaw preparation, Council Agenda preparation, and other administrative functions • Consolidate Archival Indexes • Conduct Privacy Gap Analysis Draft November 21, 2012 LS - 9 170 • Develop a RTIPPA records release table • Develop Inventory of personal information banks • Perform an analysis of the information contained in the published Agenda Packets of Council and report on the measures that need to be initiated to ensure RTIPPA compliance • Facilitate transition to new corporate reporting structure • Publish and distribute in eCity 12 editions of the Clerk's newsletter, "For the Record" • Continue Partnership Agreement with Conservation Unit PNB Archives • Continue Consolidation and Reformatting City Bylaws Draft November 21, 2012 171 LS -10 Clerk's Office - Service Levels and Resources Service Level Impact of Service Delivery Resource Requirements • Council meeting preparations with strict timeline requirements • Enterprise wide Archival, Records and Information Management functions: including legislated requirement to transfer official records to PNB Archives following a records schedule • Right to Information and Protection of Privacy functions: legislative requirement to acknowledge RTIPPA requests within 24 hours and provide a final response within 30 days • Timely policy and procedural advice to Council and City employees • Professional member and admin support to Pension Board, Saint John Energy, EMO, Nominating Committee and other ABCs • Inside workers have been impacted by an increased workload as a result of recent staff cuts in the Clerk's Office, stressing the 24 hour response standard to public inquiries • The preparation of Council agendas requires Wages & Benefits $598,076 timely input from City Manager, Legal, all other Goods & Services 137,324 services Total Expenditures $735,400 • Clerk's services relies heavily on timely and adequate services of Information Technology Full Time Equivalent Positions (FTEs) Management 2.00 • Culture Change in all business units to file and Professional 2.00 lifecycle manage information in a corporate Inside Workers 3.00 ECRMS Total FTEs 7.00 • Inaccuracy of input from City services results in increased time spent on searching for correct information • Employee professional development required to remain current in emerging Information Management and Access and Privacy areas • Enabling technology needs to be reviewed and filtered to ensure proper application for Information Management • Lack of information from committees impacts accuracy of committee records • Effective internal communication increases effectiveness • Timely and adequate responses to access and privacy requests required to minimize likelihood of Court action • Failure to lifecycle manage records affects time spent in search activity, increases storage costs, e- discovery costs and costs associated with disclosure under RTIPPA • Council support required Professional staff are knowledge workers with subject matter expertise in Procedural Rules of Order, Records and Information Management, Archival Management, SharePoint, Laserfiche, Right to Information and Privacy legislation, ATIPXpress, FTR and eScribe Inside workers provide admin support to the Mayor and Clerk's office. Duties include: minute and agenda preparation, invoice processing, payroll, budget preparation, recordkeeping, bylaw processing and advertising, customer service, answering city's main phone line and external email to the Clerk's Office. Draft November 21, 2012 LS - 11 172 (legal Service) Office of the City Solicitor The City Solicitor's Office, commonly referred to as the Legal Department, provides legal services to The City of Saint John which can be broadly categorized as follows: • Providing legal advice to Common Council in matters of relevance to the municipality; Resolutions and directions from Common Council and Committee of the Whole respectively. Requirement from each City Department for advice /support. Initiatives directed against the City by others (e.g. actions, appeals, arbitrations, Human Rights complaints, etc.). • Providing legal advice to officers of the municipality with respect Queries from external sources who have a relationship with the City or to the exercising of their authority and the discharging of their its operation (e.g. subdivision developers, building permit applicants). responsibility; • Providing legal representation for the City, its officers and certain committees and boards before the courts and other adjudicative bodies; and • Providing the legal support services which are required to implement the decisions taken by Council or by officers of the municipality (e.g. executing property transactions, preparing contract documentation, drafting by -laws, prosecuting by -law violations). 2012 Legal Service Accomplishments and Performance (to November 1, 2012, unless otherwise noted) • 300 ± items before Common Council and Committee of the Whole prepared or materially contributed to by the City Solicitor's Office, or which gave rise to decisions, the implementation of which fell to the City Solicitor's Office. • Completion of all land transactions necessary for the successful execution of the Harbour Clean -Up Project (last acquisition scheduled to close in December, 2012). • Successful defense before the Assessment and Planning Appeal Board, WorkSafe NB Appeals Tribunal, and the Employment Insurance Board of Referees of all challenges made to decisions of officers of the municipality. • Successful representation of the City in all Human Rights Complaints against the City, disposed of in 2012. • Settlement of 3 civil actions /potential actions against the City. Draft November 21, 2012 LS - 12 173 • Synopsis and analysis of Regional Service Delivery Act prepared for Council and made available to Cities of New Brunswick Association. • Prosecution in Provincial Court of approximately 800 traffic and parking meter by -law offenses generating net revenue of $48,000.00 ±. • Prosecution of 15 ± Noise By -Law and Panhandling By -Law violations, each successful. • Preparation of a number of subdivision agreements and vetting of required security /insurance documentation provided by developers; seizure of security on default by developer. • 16 Dangerous Building By -Law enforcement proceedings undertaken. 12 Minimum Standards enforcement proceedings undertaken. (Fines of $5,000 recovered.) • Preparation of text of Police Headquarters Occupancy Agreement complete, subject to resolution of the personnel requirement respecting maintenance of the facility. • Preparation of the Facilities Sharing Agreement between the Board of Police Commissioners and the Province of New Brunswick complete, subject to resolution of a few relatively non - contentious matters. • Preparation of the Operating Costs Agreement between the Board of Police Commissioners and the Province of New Brunswick respecting the Peel Plaza Tunnel and Holding Cells complete, subject to resolution of a few non - contentious matters. • 47± formal written opinions delivered to Common Council or Committee of the Whole. • Vetted 30 capital works contracts and 5 engineering services contracts. • Prepared a number of one -off contracts such as those with HDS (Power Generation associated with the Lancaster Lagoon site), Hargrave Associates (consultancy for the possible water treatment plant), agreements with Point Lepreau respecting fire service, contract with the Emergency Preparedness College, etc. • Established the City as a Data Owner for purposes of the Provincial Land Gazette, thereby enhancing likelihood of achieving compliance with land related by -laws such as the Dangerous or Unsightly, Zoning and Minimum Property Standards. Draft November 21, 2012 LS - 13 174 2013 Initiatives, Major Projects and Legal Service Delivery Highlights • As noted earlier, the major projects and legal service delivery activities will be determined in large measure by Council's priorities and the corresponding planned initiatives of other departments as well as the need of Council and City departments to respond to unanticipated in addition to foreseeable, recurring circumstances. • Zoning By -Law revision in collaboration with the Growth & Development Department. • Subdivision By -Law revision in collaboration with the Growth & Development Department. • Development and introduction of a work tracking system which will identify qualitatively and quantitatively the services provided by this Office, broken down by service area. • Anticipated RTIPP Act - generated requirements for advice /support. • Complete the revision of the Taxi By -Law regulation of the taxi business. • Support /advice associated with the prospect of a P3 based water treatment and delivery system. • Transportation and Environment has indicated that a revision of the Solid Waste By -Law is an initiative they wish to pursue and that will require significant support /advice from this office. • Traffic By -Law might require significant revision in light of recent communications received by the City from the Registrar of Motor Vehicles. • Potential dispute with Pomerleau respecting the Police Headquarters could result in significant demand for legal services. Draft November 21, 2012 LS - 14 175 Legal Service - Service Levels and Resources Service Level Impact of Service Delivery Resource Requirements • Provide advice to Common Council /Committee of the Whole respecting • Allows the municipality to avoid potential liability Wages & Benefits $555,099 the nature and scope of the municipality's authority; as well as matters or impinging unjustifiably upon citizens' decisions; Goods & Services 148,735 of potential liability for the City. avoids expenditure of unproductive effort. Total Expenditures $703,834 • Defend City and the municipality's officers in their exercise of statutorily • Serves to confirm and preserve the legitimate decision - making authority conferred by the Full Time Equivalent Positions(FTE) conferred authority, against challenges brought before courts and Management 1.00 administrative bodies. Legislature. Professional 3.00 • Provide advice /support to Common Council and the Administration on a wide range of Labour Relations matters. • Advice /support to Common Council and the Administration on a wide variety of employment matters. • Provide advice /support respecting the procurement process. • Support /advice respecting all real property related matters. By -Law enforcement — including advice to Administration respecting collection of evidence, preparation of documentation required as condition precedent to prosecution. • Civil litigation lying beyond the ambit of the City's liability insurance coverage. • By -Law preparation. • Contract preparation /review /assessment. Draft November 21, 2012 • The interpretation and application of collective agreements in a manner consistent with the intention of the parties and the language of those documents is key to stable labour relations and predictable working relationships. • This promotes and defends the City's legitimate interests, vis -a -vis, employer /employee relationships. • This serves to optimize the procurement process resulting in best value to the City and in minimizing the risk of legal action undertaken by either the successful bidder or those who are unsuccessful. • Absent this service, capital works projects could not proceed and development initiatives of third parties would be stalled; prosecutions of by -law violations could not occur; claims made against the City would succeed by default; the City would not secure an express and enforceable description of its agreed upon rights and obligations. • This is the vehicle at which the City may establish "rules" of general application within the territory of the municipality. Absent this service, the municipality's ability to regulate within its jurisdiction would be frustrated. 176 Non -Union 1.00 TotaIFTE 5.00 Other Service Support: Ongoing communication with the City Manager, the Commissioner of Finance and Common Clerk is imperative. This office in significant measure depends upon the input of each other City Department. In the latter's providing the factual information necessary to allow us to effectively and efficiently deliver our services. LS -15 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 & ecusyste, Growing the City smarter with complete & compact communities A strong plan for action & making change 17 T- SAINT JOHN 1951 Population: 73,100 0 36 sq.km Land Base 2011 Population: 70,100 17A 44-)- SAINT JOHN lJ c I� r w•" ' j _ j is 1 ' a• i 0 a *x,71 . Saint John 88 km2 (Primary Development Area) Moncton 75 km2 (urban boundary) Fredericton 33 km2 (within 50 metres of a water line) 17 T- SAINT JOHN 2p' e A0 7 Alm, 4A 1 s . f-N f .01 oil .0p . / .1p I ZX<l tar Oct.%,, ow " 4 ^..; 4P 1 A 1 4- 0 lw SAINT JOHN :+;M .�� F A& M Inside the Primary Development Area m/rPcJr]Pnt r, j ir - Nlp� =�� inside and Outside th Inside the PDA 23% of City landmass 82% of City population 79% of assessment base 62% of the City's roads Ji -sue E M091 Outside the PDA 77% of City landmass �a 18% of City population 21 % of assessment base 14.5% (excluding major industrial) 380240A-1 of the City's roads 1.25X assessment /person 2.8X road /person lJ • Many of the City's current and future fiscal pressures are unrelated to development: — Pension — Provincial water /sewer standards — Aging infrastructure and buildings requiring repair and replacement • Forecast development over the planning horizon is: — Small relative to current base (15% to 2031) — Projected to rise only after 2017 • Investment is required to achieve intensification. • Many changes to bylaws and service delivery must be made to realize efficiencies and savings. SAINT JOHN 2012 Core Service Review Results SAINT JOHN City of Saint John November 30, 2012 185 Pee fConceconsurr Presentation Outline Core Service Review Scope and Process Core Continuum Peer Benchmarking Results Opportunities for efficiencies or improvements 186 Review Scope and Process Multi -year review process Year one — focus on public- facing services Public consultation Preliminary continuum assessment for public engagement Design and facilitation of Community Workshops September 11, 12, 19, 20 Presentation at Council Priority setting session October 12 187 Review Scope and Process Selection of Year One Services for Review Service triage — High potential for savings (property tax burden), revenue generation, process improvement, expectation for change (public engagement results) Staff Input — Consultation with staff to ensure strategic alignment and evaluate implementation challenges :: Review Scope and Process Community Planning Process Improvement (Integrated approach — approvals, inspection, engineering) i Fire Benchmarking /Review of Tiered Response & Prevention Police 'Road Maintenance Sidewalk Maintenance Parks / Sportsfields Arenas Transit Drinking Water Benchmarking / Evaluation of Best Practices Asphalt Benchmarking Review Winter Service Levels / Business Processes Winter Service Levels / Business Processes Deployment Model and Service Levels Deployment Model and Service Levels High level Benchmarking Selected User Pay Activities 189 Review Scope and Process Analysis Review of materials (i.e., 2012 service based budget, previous reviews, information requested) Independent benchmarking and efficiency analysis with feedback from service areas (Site visits — Sep 24 -26 and Oct 24 -25) Facilitation of staff workshop (November 15 and 16) — staff feedback on core service review results and development of opportunities for efficiencies and service level options 190 Core Service Continuum More Core Survival — municipalities need to function Regulatory — legislated or influence behaviour Beneficiary — reduce tax burdens / user pay Quality of Life — add value for citizens Less Core Fairness — promote social progress or equity Core: Rightsize Enabling — exist to facilitate public service for Public Service 191 Core Continuum Results Core Service Assessment City Of Saint John Core Continuum • City of Saint John Services "Survival Services" Avoid Modern City Breakdown "Regulatory" Services Drive Positive Core Behaviors "Beneficiary Services" Reduce Tax Burdens & Are User Pay Friendly "Quality of Life" Services Add Value for Citizens "Fairnes Services" Promote Social Progress /Equality Growth & Development Services Community Planning & Development Development Engineering Heritage Conservation Permitting & Inspection By -law Enforcement Tourism Economic Development Urban Development- Waterfront Industrial Park Development Urban Environment Services Neighbourhood Improvement Community Development (Grants) Recreation /Parks /Culture Programming Arts & Culture (Grants) Fire and Rescue Services Emergency Management Police Services Streetligh ting Core Continuum Results Core Service Assessment City of Saint John kNMWzW Core Continuum NW� City of Saint John Services "Survival Services" Avoid Modern City Breakdown "Regulatory" Services Drive Positive Core Behaviors "Beneficiary Services" Reduce Tax Burdens & Are User Pay Friendly "Quality of Life" Services Add Value for Citizens "Fairnes Services" Promote Social Progress /Equality Transportation & Environment Services Roadway Maintenance Sidewalk Maintenance Pedestrian & Traffic Management Stormwater Management Solid WasteMonagement Parks & City Landscape Sports & Recreation Facilities Transit Parking Saint John Water Drinking Water Industrial Water Wastewater 193 Benchmarking Primer No uniform Pan - Canadian benchmarking for municipalities Initial findings will enhance the City's ability to affectively formulate suitable benchmarking Why Saint John is ahead of the game: Motivated City staff Service -Based Budget Clear and concise Council Priorities Benchmarking versus community values on service delivery Consequences of service level reductions require research 194 How City Peers Were Selected For existing "mature" benchmarking data sets (Police, Transit) we used the already - selected peer municipalities For other City services we carefully selected peers NB peers... Fredericton & Moncton Atlantic peer... St. Johns, NF Ontario peers ... Sarnia & Sault Ste. Marie Peer selection considered population size, population density, heavy industry risk, neighborhood challenges (i.e., poverty) 195 Benchmarking Transit 6. Winter — Sidewalks Police . Winter — Roads Fire 8. Development Review Sports Fields /Parks Turf 9. Pavement Quality* Arenas 1C Water* * High level benchmarking completed — not presented — more analysis required 196 Benchmarking Assessment Categories Gold 0 Service level quality and /or amount of service exceeds industry standards Silver 0 Service level quality and /or amount of service matches /approximates industry standards Bronze Service level quality and /or amount of service under industry standards. Also underperforming delivery models. 197 Transit Benchmarking (CUTA 2011) • Variances in how ridership is determined by municipalities — Saint John extrapolates from fare box revenue while others count, also Saint John and St. John's do not include transfers in ridership counts while others do • 2012 Saint John Transit Operating support is budgeted at $0 M — cuts in 2012 and the impact on service are not reflected in the data Total Operating Municipal .._ . . Regular Service Revenue City Revenue/ Operating Regular assenger/ Vehicle Ridership* Operating Total Direct Contribution Service Revenue Hours / Contribution Operating pens _ Saint John 51% $43.11 $1.87 23.95 0.92 2,685,520 $5,275,979 Moncton 31% $55.67 $2.40 22.04 0.95 2,530,143 $6,710,032 Fredericton 41% $46.14 $1.91 37.50 0.64 1,350,000 $2,583,926 Sarnia 34% $44.83 $2.82 NA NA 1,205,420 $3,480,855 Sault Ste. Marie 32% $61.57 $2.64 24.10 1.18 1,990,583 $5,233,111 St. John's 33% $68.54 $3.75 22.00 0.92 2,519,591 $8,569,759 Cities Population 37% $53.95 $2.67 24.31 1.16 NA NA 50,000 - 150,000 • Variances in how ridership is determined by municipalities — Saint John extrapolates from fare box revenue while others count, also Saint John and St. John's do not include transfers in ridership counts while others do • 2012 Saint John Transit Operating support is budgeted at $0 M — cuts in 2012 and the impact on service are not reflected in the data Transit Benchmarking (CUTA) Saint John features highest "User Pay" yield (by far) from the fare box across the peer comparators Saint John features the lowest level of municipal property tax support per capita across the Peer comparators — the logical flip -side of its fare box performance The cost to operate the transit service for a regular passenger is the lowest across the peer groups Saint John transit system displays typical levels of passenger utilization compared to the peer comparators with satisfactory overall usage patterns — especially given the lower population density Saint John Transit Benchmarking (CUTA) Service operating hours per capita are slightly lower than the average for Cities with a population group of 50,000 — 150, 000 Saint John has the largest Ridership amongst the peer comparators Ridership per vehicle hour could be adversely affected by fare hikes — falling to below average levels f Transit Benchmarking Assessment Value Questions Is there an opportunity to better support PlanSJ outcomes through service planning (routes)? 201 Police - Benchmarking Truro 12,328 38 292 36 167.4 53.0 21.0 Saint John 70,063 316 233 164 120.6 45.2 16.5 Fredericton 56,224 132 205 115 79.9 35.2 14.3 Moncton 108,395 -228 140 152 77.2 46.8 16.0 (Cardiac RCMP Regional) Sarnia 74,447 165 149 111 78.4 41.9 19.0 Sault Ste. Marie 76,975 223 147 138 87.7 41.2 13.7 Notes: Data taken from Stats Canada: Police Resources in Canada - 2011 (Based on 2010 Data) Stats Canada 2011 Police Data indicates Saint John's Police per 100,000 population is 222 for 155 actual police officers 202 Police - Benchmarking Saint John 70,063 233 164 120.6 62 38 London 378,809 155 587 92.8 69 39 Sudbury 164,357 158 260 84.2 69 28 York Region 1,040,165 141 1,466 46.7 66 39 Durham Region 620,427 148 920 51.3 65 39 Waterloo Region 522,968 138 725 67.6 61 38 Regina 198,322 196 389 137.8 56 37 Police services selected to compare policing strength with similar violent and non - violent clearance rates - Data taken from Stats Canada: Police - reported weighted clearance rates, Crime Severity Index and police strength, selected police service�03010 Police — Realities (stars Canada 2011) Declining national crime rates (violent and non - violent) driven by demographics of an aging society and community based policing strategies (crime rates down across Canada and NB every year since 2002) Reduced national crime severity as measured by Statistics Canada Crime Severity Index (year- over -year reductions in 10 out of last 11 years across Canada and NB) New Brunswick Crime Severity Index 2nd lowest among Provinces /Territories in 2011 204 Police — Benchmarking Assessment • High policing strength — in top 20% (2011 data) Gold although many of the police services with higher policing strength service much smaller populations (Staffing) • Measures only focus on staffing and not service delivery, so more analysis is required Value Question Does Saint John require higher policing strength than many other police services in order to deliver similar clearance rates and declining Crime Severity Index values to peer benchmarking leaders with lower policing strength? 205 Police — Efficiency Opportunity Opportunity Investigate the feasibility of implementing a peer benchmarking derived staffing model that ensures appropriate service objectives are met, and addresses community needs Considerations Collective agreement barriers — reduction through attrition and current negotiations Service objectives that respond to local considerations Affordability, efficiency & appropriate levels of public $ investment Timing High priority f Fire — Service Realities: An Urban Service I Fire Calls Service Summary Fi. S=laotbns Fire Service Calls a.me Fire SC.I.�.��....mw�.smV1O. ...%. F„oe,=ca.. ails .x�„ :,: Saint John Fire Deaprtment Service Calls 2009 - 2011 Fire Call Location • 2011 • 2010 2009 Primary Development Area Plan SJ Fire - Observations How does the true urban firefighter strength compare — namely the land area inside PlanSJ and the number of firefighters derived from the actual call volume within the PlanSJ area? This question is critical if we want to set distinct urban versus non -urban service levels or generate formula based staffing models! We must recognize the reality in that Saint Johns urban form is certainly not compact. The PlanSJ urban map is highly problematic for efficient /effective service delivery. R Fire - Benchmarking Urban* 77 Saint John Moncton 141 Fredericton 132 131 105 104 0.59 57,400 2.28 1.34 69,074 1.27 56,224 0.59 1.52 1.34 1.85 1.27 652 On site in 9 -10 minutes 90% of time 489 80% of City on -site in 4 minutes 80% of time 427 Sarnia 165 120 1.38 72,366 1.66 1.38 439 "10 men in 10 minutes" 90% of time Sault Ste. Less than 5 minutes Marie 223 88 2.53 75,141 1.34 2.21 336 within Urban Service Line St. John's 446 180 2.48 106,172 1.70 2.48 238 * Saint John only Fire Service adjusted for urban response Fire (Medical Response) — Benchmarking 210 Saint John responds to medical calls identified by SOG's — Fire is not dispatched to all medical calls Fact: 41 % of all Ontario urban fire department calls are tiered response medical calls ... #1 source of calls (31 Ontario urban Fire Departments) Total Fire Service Medical Total -. Calls Calls for Service as % Total Dispatch? Saint John 62% Yes (20 1) (201) ) Moncton NA NA NA Yes Fredericton 1,901 3,616 53% Yes (2011) (201 1) Sarnia 15% Yes (005) (2005) Sault Ste. 630 2,463 26% Yes Marie (2011) (2011) St. John's 42% No (2009) (2 009) 210 Saint John responds to medical calls identified by SOG's — Fire is not dispatched to all medical calls Fact: 41 % of all Ontario urban fire department calls are tiered response medical calls ... #1 source of calls (31 Ontario urban Fire Departments) Fire — Benchmarking Assessment Actual urban response times are already not meeting the "standard" 90th P response time of 5:30 — 8 Bronze minute actuals — with service calls primarily in (Fire Response) PlanSJ urban area • Irregular shape of the 77 square km urban response map... problematic for coverage and efficient staffing (Medical Response response (non urban 230 km2) / Staffing) • Community risk profile (petrochemical industrial, old heritage buildings with steep burn curves) — primarily in PlanSJ urban area Staffing - Need to consider mitigating factors outlined in the commentary Medical - All aspects of the NB EMS triggers used by Ontario comparators, but in total NB has more T2j�e respond" triggers than Ontario comparators Fire — Efficiency Opportunities Opportunities Recommend urban service levels (for Council approval) - with current station locations and resources to at least maintain existing 9 -10 minute 90th P response times (including dispatch, assembly and travel) Deliver a non -urban model with significantly slower response times (e.g. 15 minute 90th P) for structure fire suppression (Aggressive fire prevention /education program to compensate) Review of revenue generation opportunities (cost- recovery) including isolated housing fire safety audits, inspections /prevention, false alarms 212 Fire — Efficiency Opportunities Opportunities Review medical call dispatch "triggers" in order to migrate towards Ontario urban average call volume profile (where medical calls are 41 % of total Fire calls) Reality... 75% of Saint John Fire medical calls feature no medical acts by firefighters, but 100% of the medical calls feature "hot" lights and siren full speed responses by 4 man pumpers on City streets Less than 1 % of medical calls require ALS life saving interventions Eliminate non -urban tiered medical calls Small share of total Fire medical calls Low probability of positive medical impacts with "hot" call transportation risk Avoids drawing apparatus out of ideal structure fire response positions & reduces apparatus travel risk 213 Fire - Efficiency Opportunities Considerations Community risk profile — understanding how other communities address industry needs Collective agreements Understanding of Ontario service standard for EMS versus those in the New Brunswick context Community expectations in relation to fire service Consultation around revenue generation opportunities with evaluation of a balance between suppression and prevention service delivery Timing Evaluation & potential implementation of identified opportunities in 2013 — some may be addressed in the Fire Service By -Law 214 Arena - Benchmarking Saint John 4 2 N 60 Moncton - 6 Y 36 Fredericton 6 - Y 28 Sarnia 4 - N 20 Sault Ste. Marie 3 2 N 15 -20 St. John's - 2 N - Notes: Other ice services — operated by commissions, partnerships or privately Data collected through municipal contacts and web -sites 215 Average 10 Good Good Minimal 25 seniors 40 -70 ►off Oki /_W High 75 -80 Booked Solid Arena - Observations Saint John has... good utilization during prime -time hours (sold hours) Monday to Friday daytime under recovery with low utilization aging infrastructure with deferred maintenance Regional Service Commission will impact service delivery Trend toward... multi - purpose /ice surface complexes private or partnership based operations of arena complexes closure of arenas or reduced operating hours as a result of low utilization 216 Arena — Benchmarking Assessment 0 Typical levels of prime time ice booking Silver 0 Monday to Friday daytime under - recovery of costs and low utilization. Value Question Is there a potential to improve performance or generate savings with rationalizing operating hours or facilities? 217 Arena — Efficiency Opportunity Opportunity Rationalize service levels in arenas (hours of operation) to match utilization during non -prime time... redeploy resources to other high demand service areas to achieve cost savings Considerations Collective agreements — limitations with guaranteed staffing requirements and career paths Staffing needs for ice maintenance and facility cleaning Agreements in place for booked ice time for 2013 Consultation with user groups Timing Evaluate 2013 (possible implemeplation 2013 -14) Winter Roads — Benchmarking * Denotes final service objectives — all others are first pass 219 Objectives Service City Lane km ("First - response • Priority 1 — arterials /emergency: 8 hrs (travel lanes) Saint John 1,319 • Priority 2 — major bus /CBD /schools: 8 hrs (travel lanes) No . Priority 3 — minor bus /collectors: 12 hrs (centre line) • Priority 4 — local streets: 12 hrs (snow pack) Moncton 1,000 • All streets - travelled width within 8 -10 hrs 2 -8 cm Fredericton 770 • All streets - 24 hrs* N -A Sarnia 1,300 • 24 hrs for mains, bus routes * N -A • 48 hrs for local roads* Sault Ste. Marie 1,210 • Policy — clear in 24 hrs 5 cm • Typically — mains 10 hrs St. John's 1,400 • Initial cut of all streets within 12 hours (< 25 cm) 5 -7 cm * Denotes final service objectives — all others are first pass 219 Winter Roads — Observations Saint John service objectives are typical across peer comparators Municipalities typically provide service on a priority basis generally focused on mains followed by bus routes and schools and then local streets Saint John is achieving secondary objectives (snow clearing pass) for most severe winter events Saint John deploys crews based on weather forecast rather than on snow accumulation — with current shift schedules overtime needed for operations 220 Winter Roads - Assessment Silver 0 Standards are typical across comparators (Standards) 0 Almost all severe winter events achieving standard migration to silver may be appropriate Service is more proactive than reactive (lack of (Deployment) deployment trigger) Value Question Is there a potential to gain efficiencies through a reduction of overtime or change in service objectives? 221 Winter Roads — Efficiency Opportunities Opportunities Re- deploy existing winter staffing or staff from other areas (service rationalization) / units evenly across day and night shifts — overtime reduction Reduce winter service level on Priority 3 roads to 18 hours and Priority 4 roads to 24 hours (Priority 1 -2 unaffected) Introduce accumulation trigger of 5 cm to initiate a winter event response to improve staff response timing and reduce material costs Re- evaluate plow routing to align with PlanSJ 222 Winter Roads — Efficiency Opportunities Considerations Collective agreements — limitations with guaranteed staffing requirements Skill sets of staff available for redeployment may not meet the needs of winter road maintenance (i.e., requirement for Class 3 license) Citizen expectations with respect to snow and ice control Timing Evaluation of options in 2013 Re- routing to align with PlanSJ — 2013; Implement 2013 -14 winter season 223 Winter Sidewalks — Benchmarking High pedestrian traffic areas — CBD, • Priority 1 within 2 days Saint John 61% 242 retail, schools, bus stops, connecting • Priority 2 -3 within 3 days S /W, efficiency, high vehicle speeds • Priority 4 within 4 days Downtown, arterials, schools, hospitals, • 24 hours downtown and Moncton 65% 280 bus routes integrated S/W • 5 days rest of City Fredericton 100% 231 All sidewalks • 48 hours Schools, hospitals, arterial roads where Sarnia 10% city is putting snow on S /W; by -law for • N -A residents to clear in front of property Arterial roads, roads to schools or other Sault Ste. 77% 270 community facilities, hospitals, bus 24 hours Marie stops; some sub - division Downtown core (cost- sharing with 4 -7 days after main push - St. John's NA NA Downtown Development Commission); back of streets completed at least one side of arterial /collector streets within 1.(?W of schools Winter Sidewalks - Observations Municipalities typically provide service on a priority basis generally focused on mains (high traffic - safety), bus routes, schools, hospitals and community facilities; local street lower priority With 61 % of sidewalks maintained through the winter in Saint John, the City receives many requests each year to add to the inventory Trend for municipalities to enact by -laws requiring property owners to clear sidewalks fronting their property; municipal service focuses on core 225 Examples: Halifax Sarnia Barrie Calgary Red Deer Vernon Edmonton Prince Albert Winter Sidewalks — Assessment Silver (Standards) (By -law Model) • Service objectives typical of peer comparators • Trend to enact by -law placing responsibility on property owners to provide winter sidewalk maintenance in front of properties Value Question Is there a potential to gain efficiencies through a reduction of overtime, change in service objectives or alternative service delivery models? 226 Winter Sidewalks — Efficiency Opportunity Opportunity Investigate the impact of reducing service levels by eliminating low priority sidewalks for the inventory while ensuring alignment with PlanSJ; may involve enactment of a Sidewalk Cleaning By -law Considerations Collective agreements — limitations with guaranteed staffing requirements Enforcement resources requirements (by -law) Citizen expectations with respect to snow and ice control Timing Evaluate 2013 (including public consultation) Parks / Sportfields — Benchmarking Facility Existing Per Capital Requirement Total Required '� f 1 small non -reg / 5,000 people 14 Sports fields 25 1 large reg / 20,000 people (3) Diamonds 30 1 / 5,000 �! (Baseball) people 14 p Playgrounds 71 1 / 5,000 people 14 y �- ..t1 Saint John leisure Services Infrastructure, Facilities & Programming (IFP) Inventory Study 2,943 900 square feet of parkland �` Cf oSalnt MM1n. Leiw.e Servke npartmmt Parkland 1,400 acres ice_ o00 acres per person "'" "'° a1:'° Notes: Data from Play SJ: Saint John comparison of facilities against per capita requirements Distance between facilities and limited centralized `depots', significant time spent travelling I P lay � Recres,j Parks / Sportfields — Benchmarking City Fields Fields Fields Saint John 1 -2 weekly cuts as required 1.5 weeks typically 2 weeks 3 inches Moncton 1 weekly min or 20 /season 1 weekly min or 16 /season Bi- weekly min or 12 /season 2.5 to 4 inches 2.5 to 4 inches 2.5 to 4 inches 2 weekly cuts 2 weekly cuts 1 -2 weekly cuts Fredericton 2 inch soccer grass 2inch soccer grass Up to 3.5 inches turf length 2 -3 inches baseball 2 -3 inches baseball Sarnia 2 inches or less turf length 2 inches or less turf length 2 inches or less turf length 18 -20 seasonal cuts Sault Ste Marie 1 weekly cut 3 inch turf length 3 inch turf length 3 inch turf length St. John's 2 -2.5 inches 2 -2.5 inches 2 -2.5 inches 3 -4 cuts per 2 week cycle 3 -4 cuts per 2 week cycle 3 -4 cuts per 2 week cycle 229 Parks / Sportfields — Assessment Silver • Service levels adequate (silver) but overall system (Standards) design flawed ... too many small sites generating unavoidable inefficient maintenance performance Bronze • Consolidation required and new maintenance (Deployment) routing /deployment model Value Question Is there a potential to gain efficiencies through right- sizing facilities to meet community needs and /or facility consolidation for operating cost savings or reinvestments? 230 Parks /Sportsfields — Efficiency Opportunities Opportunity Consolidate facility maintenance operations to reduce travel time Right -size facilities to improve quality while continuing to address community needs (Council Priority) Considerations Resource investments required for consolidation Community expectations Timing Evaluation 2013 (Alignment with PlaySJ) 231 Development Approvals - Benchmarking Saint John Building permit No mandatory pre- Coordinated, but Not checked targets 10 days consultation meeting not sequenced Building inspectors control Coordinated intake quality; pre- submission Planning and 12 month after foundation Moncton 20 days meeting; application checklist; Building Code permit for a report to be conditional zoning; $1,000 approvals submitted confirming grading performance deposit No guarantee; Planning staff control intake Coordinated Land surveyor or engineer Sarnia Will meet to discuss quality; pre- submission Planning and certification that grades match within 2 weeks of meetin g Building Code p Ian application approvals Sault Ste. Building inspectors control Coordinated Planning and None - Building dept. staff Marie Aim for 90 days intake quality; pre- submission Building Code review application only meeting approvals i Planning staff control intake i St. John's 6 — 10 weeks quality; online manual for Building dept. staff check each submissions; pre- submission lot meeting Note: Data is provided for information purposes to highlight processes in other communities — data mixes functions of development (i.e., development and buiMg issues) Development Approvals: Accomplishments and Challenges Plan SJ critical to set new urban service levels and control service delivery costs generated by sprawl Organizational alignment... the framework for a "one stop" shop has been created ... a positive step City Building and Development Bylaws are in need of modernization; outdated and do not support PlanSJ City review processes are not predictable /optimal Quality of applications submitted also sub - standard 233 Development — Benchmarking Assessment • Bylaws in need of modernization; processes unpredictable Bronze ' Hi h potential for process improvements to reflect emerging best practices and to implement PlanSJ Value Question With lower application volumes , can staff resources be redeployed to create a more predictable framework for development through modernized by -laws and process improvements to facilitate well - planned and executed development approvals? 234 Development Approvals - Opportunity 1. Established Submission Requirements 3. Good "Gatekeeping" At Intake 4. Timdly Review . Quality Applications 5. Planning & Building coordination (sequential applications and approvals) Considerations and Timing • Work plan outlining steps for 2013 and beyond • Requirement to start modernizing2by -laws before process improvement Benchmarking Assessment Summary Service 2012 Transit Silver Fire Bronze /Gold mom* Police Gold Arenas Silver Sidewalks — winter Gold /Silver Roads — winter Gold /Silver Development Bronze Parks /Sportsfields Silver /grgnze 2013 Efficiency and Cost Saving Barriers A largely haphazard "sprawl" form of development that drives up service delivery costs and makes it virtually impossible to avoid significantly different urban and non -urban service levels. Restrictive union contract provisions that prevent evidence -based adjustments in overall City staffing. These contract provisions may also prevent evidence - based transfer of staff across City services within the same service area. Finally, they represent an impediment to alternative service delivery mechanisms. 237 Medium Term Solutions to Barriers Urban Sprawl Solution Plan SJ intensification targets must remain rock solid - will be used to define service levels within growth zones (higher service level) and outside growth zones (lower service level) as service costs are higher Union Contract Barrier (2 options) Secure increased union contract flexibility in order to continue direct delivery model by staff Pursue aggressive contracted service delivery model fm Next Steps Council input regarding service levels and opportunities for service efficiencies through budget process Finalize report Service areas to develop implementation plans Continue to foster a culture of innovation and continuous improvement Build on the City's leading -edge Service Based Budget Continue to refine the City's peer benchmarking and performance measurement capacity 239 DRAFT j 2012 Plubllc Engagement Results City of Saint John Prepared in coordination with Dillon Consulting Performance Concepts Consulting Table of Contents Introduction Priority and Service Themes 1 1a Community Workshop Overview and Summary of Results 6 1.0 Purpose 6 2.0 Process 6 3.0 Rationale for Approach 7 4.0 Interpreting Results and Data Limitations 10 5.0 Workshop Results and Highlights 11 On -Line Consultation Citizen Survey Lessons Learned Appendix 12 13 13 15 Reader's Guide to Workshop and On -line Consultation Results 16 Workshop and On -line Consultation Results 241 17 DRAFT Introduction Public engagement is the process of working collaboratively with municipal stakeholders to develop policy, strategies and plans for investment. It involves information sharing, consultation, and active involvement in decision- making. Effective public engagement results in decisions that are more sensitive and responsive to citizen values and concerns. Like many other Canadian municipalities, the City of Saint John is facing significant budget challenges in delivering services that continue to meet public expectations. Given that the budget process has broad community impact, many stakeholders and competing priorities, it was recommended that a public engagement program be conducted in 2012 to inform decisions that will result in more cost - effective service delivery. Results of the engagement program are intended to inform Council's priority setting, the core service review, and the 2013 service -based budget process. The goal of the public engagement program was to not only consult citizens, but more importantly, engage citizens in a real discussion around important issues using a variety of techniques to reach a broad cross - section of Saint John residents. The public engagement program was designed to support and encourage Saint John residents and property owners to learn about City services, to share ideas and provide input on: Service priorities for the community What they think are core services What they want the City to consider when making decisions about service delivery The public engagement program was designed to take on a holistic approach to ensure meaningful participation by a wide range of community members. It built on the highly successful community engagement strategies that were completed for PlanSJ, the creation of a new Municipal Plan, and OurSaintlohn, the creation of a long -term vision and goals for the community. The public engagement program was branded ServiceSJ to build off these past successes. I i t I Engagement activities that facilitate inclusive and accessible two -way communication and dialogue are preferred as they create shared agreement and understanding on decisions. As a result, the public engagement program focused on the delivery of community workshops that have the capacity to bring together diverse and unlike- minded people to think, talk and work together on shared problems. On- line engagement was designed to strengthen the face -to -face approach of the community workshops, The citizen survey was a parallel process that was undertaken to provide a more statistically valid engagement process; however, it does not provide an opportunity to create awareness on the City's service offerings or facilitate dialog. SerVIC 'S1: Public Engagement Q,osul.s 242 11P g F i Priority and Service Themes Results of the public engagement program are expressed in themes or general conclusions. Themes are indicators of what the public considers to be a priority for the community and where they feel service improvements are needed. These themes also address where the public is comfortable with investigating or implementing reductions to current service levels. Public engagement themes are one of the inputs that should guide Council's priority setting and budget deliberations. Themes are sorted into two categories including general government and service specific. The themes presented in this section are based on analysis that combines the qualitative and quantitative data generated from the community workshops and on -line consultation process; weighed against the statistically valid citizen survey conducted by Ipsos Reid on behalf of the City. Process and analysis of individual engagement activities is provided in subsequent sections of this report. • Efficient Service Delivery • Better Communication • Accountable Government • Public - Private Partnerships/ Outsourcing • Increase User Fees • Tax Rate versus Revenue Generation • Urban -Rural Service Levels • Regional Service Coordination • Community Responsibility • Roads (number one priority) • Drinking Water (continues to be a priority) • Community Planning (development approval process) • Winter Sidewalk Maintenance (property owners) • Fire (tiered response review) • Service Level Reductions • Right -Size Recreation and Sports Infrastructure • Priority Neighbourhood Seances • Mobility Needs (Transit Service) The following provides some brief commentary for each of the noted priority and service themes. More detailed information (qualitative and quantitative data) can be found in the appendix to this report. • Efficient Service Delivery — Qualitative data suggests that citizens would like to see service improvements, but are not willing to pay more. Workshop participants commented that efficiencies can be found through better management of service delivery, process improvements, and employee productivity. The qualitative data is supported by workshop and on -line voting where many participants chose the option 'to explore a different service delivery moder. • Better Communication —Workshop and on -line participants expressed the need for more information to make decisions or comment on service levels. In reviewing on -line comments, suggestions for service improvement indicate that there is often a lack of understanding as to why and how the City delivers service. • Accountable Government— Building off the efficiency and communication themes, citizens are looking for the City to be more accountable for service results. Many workshop participants commented on the quality of service delivery and the need to look at how other municipalities are delivering service. There is clearly a desire for the public to understand the value received for their investment in the community through tax dollars and service fees. 5ervice!;J; Public Enba�,ement Results 243 21Fa� • Public- Private Partnerships / Outsourcing— Workshop and on -line participants indicated the need to evaluate the benefit of other service delivery models (i.e., Option 4). In the qualitative comments provided by participants, many indicated that an alternative service delivery model could involve public- private partnerships, corporate sponsorship, service agreements with community groups, and contracting out service. The expectation is for cost savings. The citizen survey also supported the use of public- private partnerships to deliver service with more than 40% of respondents opting for this method of revenue generation to deliver service for most service groups. Increase User Fees — The results of the public engagement program indicate there is an appetite to raise or introduce user fees to support the delivery of service. The focus is on better cost recovery for services that are accessed by specific user groups (e.g., heritage, recreation, arenas) to relieve the burden on the taxpayer. Citizens are comfortable with user fees providing rates are affordable and equitable. Many participants commented that rates need to be competitive with other municipalities and in some cases different rates need to be provided for youth, seniors, or low income families. The citizen survey compares to the views of workshop and on -line participants, indicating some support for user fees to generate revenue to deliver the level of service citizen expect. • Tax Rate versus Revenue Generation — Views on the property tax rate are mixed. The citizen survey indicates citizens would be comfortable with a tax increase to maintain or expand services. However, there is little appetite to increase property taxes to generate revenue if there is another service option (i.e., user fees or public- private partnerships). Citizen survey views on increasing property taxes are somewhat balanced with many respondents indicating a preference to reduce service levels to maintain or lower taxes. Many workshop and on -line participants indicated that they would like to see improvements in a number of service areas, but not willing to pay more, as a result Option 4 — explore a different service delivery model was often selected. • Urban -Rural Service Levels —Building on the principles of PIanSJ a number of workshop and on -line participants suggested different service levels for urban (intensification areas) and rural areas of the City. In the qualitative data many participants noted that the core of the City should be a priority for service delivery. In practice, there is a general expectation that the tax rate would reflect the level of service to be provided in each of these areas. • Regional Service Coordination — In the qualitative data workshop and on -line participants mentioned region coordination of service delivery to find efficiencies. Although there was no agreement on any particular service for regional cooperation, it was a general theme throughout all services. Mentions for regional service coordination were provided primarily for recreation based services (programming and facilities), fire and transit. • Community Responsibility —Workshop and on -line participants suggested partnerships with business and neighbourhood groups to support service delivery. Encouraging citizens to volunteer their time to support the delivery of service was also mentioned to find cost savings. Participants noted that partnership and volunteer programs had the added benefit of creating community pride SarviceSJ: Public Engagement Results 3 a e 244 and improving the image of Saint John. This theme was also reflected in participant suggestions that property owners should be responsible for clearing the sidewalks of snow and ice in front of their properties. Roads (number one priority for citizens) —Results of the citizen survey and the ServiceSJ public engagement program indicate that citizens are not satisfied with roads. It was identified in the citizen survey as the number one top of mind issue (28%) that Council and City management should address. Although some citizens are willing to pay more, the implementation of a new delivery model is the suggested approach to service improvement. • Drinking Water (continues to be a priority) — Citizens continued to be concerned about the quality of drinking water. In addition to being one of the top of mind issues in the citizen survey, many of the workshop and on -line participants indicated a need for full water treatment to address quality and perceived safety concerns. Workshop participants (50 %) indicated a different model should be implemented to deliver drinking water, many of them citing a public- private partnership as a preferred alternative in the qualitative comments. • Community Planning (development approval process) — Citizens are generally satisfied with the Community Planning Service (alignment of ServiceSJ and survey results); however, there were suggestions from workshop and on -line participants to introduce a new model for service delivery. Citizens feel there is a need to improve the development process to make it more user - friendly, specifically with respect to understanding roles and responsibilities of key stakeholders, a coordinated and consistent approach to service delivery (decision- making), and better communication of application requirements. While there is clearly support for PlanSJ, the City's new municipal plan, there are concerns that 'forcing' development into the plan's intensification areas would drive investment to neighbouring communities. Citizens suggested that incentives may be required to attract development in the PlanSJ intensification areas. • Winter Sidewalk Maintenance (property owners) — Citizens are generally satisfied with this service offering (alignment with ServiceSJ and citizen survey); however, workshop and on -line participants were willing to consider other service delivery models to find cost savings. Most notable was the suggestion that a by -law be created that would require property owners to clear sidewalks of snow and ice in front of their properties particularly in residential neighbourhoods. Citizens noted that winter sidewalk maintenance should focus on the City's core and in school zones with no new sidewalks added to the maintenance network. A number of participants also noted that there was a preference to have more timely response to clearing streets of snow and ice. • Fire (tiered response review) — Workshop and on -line participants indicated a willingness to see a reduction in service for cost savings, particularly around tiered response. While more information about how this service is delivered and the relative cost to other core fire services may impact citizen perceptions, the total cost for providing fire service likely caused many participants to suggest that there are potential savings to be realized. These results vary from the citizen survey that indicates that fire services are important to the community and there is little appetite to decrease service. ServiceSJ: Public Enbagenient Results 245 41 e • Service Level Reductions —The engagement program was designed to determine what citizens are willing to 'trade-offto maintain or increase service in other areas. Through the citizen survey, residents indicated they were more willing to accept a lower level of service for Building and Development Services (Planning, Building Permits, By -law Enforcement) and Parks, Recreation & Culture Services (Arts, Leisure, Recreation, Parks). In terms of the workshop and on -line results Heritage, Parks and Sports fields, and Arenas were the service areas where there was a willingness to accept a lower level of service. These results align with the citizen survey in that these are services that are typically accessed when there is a specific need, rather than those services that touch a wide breadth of the community. Right -size Recreation and Sports Infrastructure (parks, sports fields and arenas) — Many workshop and on -line participants noted the need to focus on quality of recreation facilities and infrastructure, not necessarily quantity. Participants commented on the need to align infrastructure with community needs and utilization. Participants suggested repurposing parks and sports fields for community gardens or selling assets to community groups or sporting organizations as ways to right - size recreation infrastructure. There was some agreement that recreation facilities need to be multi- purpose for a variety of summer and winter recreation and sport activities. A number of participants indicated the need for a multiplex that would accommodate a variety of activities, some citing that this could be accomplished by closing an arena. • Priority Neighbourhood Services —A general theme of the workshops, and on -line public engagement process was the need to focus on the City's priority neighbourhoods. Service offerings that have a positive impact in these neighbourhoods include Recreation Programming, Community Development, and Vacant and Dangerous Buildings. Participants were generally satisfied with these services, noting that service should not be decreased because of the value they bring to priority neighbourhoods. The exception being Vacant and Dangerous Buildings where participants felt a different service delivery model should be explored to deal with this important issue. Participants were also mindful of how public transit and access to recreation facilities play an important role in the lives of people who live in these neighbourhoods, suggesting that service objectives or fees ensure these services are accessible to all citizens. • Mobility Needs (Transit Service) — Transit was a service area where there were differing views on the level of service to be provided. Many workshop and on -line participants indicated the need to increase service by reinstating routes that were recently cut. This view was balanced by the need to rationalize routes to support demand and find cost savings by cutting or reducing the frequency of underutilized routes. Participants also questioned the size of buses in relation to ridership on certain routes. Participants recognized that public transit becomes more sustainable with increased ridership and cite better communication on schedules as a strategy. ServiceSJ: Public Engagement Ref ults 246 5 1 P a C e Community Workshop Overview and Summary of Results 1.0 Purpose A series of workshops was held as part of the ServiceSJ. Information from these workshops will be used as an input into Council's priority setting, core service review outcomes and the upcoming service -based budget process. Warkshnj�j Date Location Number of Attendees Workshop #1 September 11, 2012 Ward 1— St Marks Church 40 (2 Employees) Workshop #2 September 12, 2012 Ward 2 — Lorne Middle School 55 (10 Employees 14 Repeat) Workshop #3 September 19, 2012 Ward 3 — Boys & Girls Club 64 (16 Employees /5 Repeat) Workshop #4 September 20, 2012 Ward 4 — Forest Hills Baptist Church 50 (7 Employees/ 4 Repeat) : Note: Not all repeat participants voted in each workshop. The threefold purpose of these workshops was to provide opportunities for residents to: 1. learn about a selection of services and service levels currently being provided by the City; 2. discuss service expectations and priorities with each other, City staff and Council; and 3. provide input on service expectations and priorities as well opportunities for efficiencies and innovations. 2.0 Process The workshops were designed and facilitated by the ServiceSJ consulting team (Performance Concepts and Dillon Consulting Limited) with input from City staff. Holly McMackin of Dillon was the lead facilitator and was assisted by more than twenty -five (25) City staff members who volunteered their time to act as facilitators during the four workshops. The workshop process was designed to provide a variety of ways for residents to participate in the process and provide input: Each attendee received a workbook upon registration. Content of the workbook mirrored Individual presentation content of the workshop and provided questions and space for answers and Workbook comments Participants were encouraged to record their thoughts and ideas in their workbook throughout the workshop, to be submitted afterwards Small Group Attendees were assigned to a table upon registration, small group discussions amongst table participants took place throughout the workshop These discussions were an opportunity for Discussions participants to learn and share ideas with each other as well as with their table facilitator A volunteer City staff member acted as a facilitator at each table Their role as facilitator was to Facilitator keep participants focused on the questions to be discussed, to act as a resource for questions Notes and to keep track of comments and key themes discussed at their table Audience Each attendee received a hand -held voting device upon registration These voting devices and Response audience response technology (ART) were used at various points to allow participants to answer Technology a question and display results in real time through a PowerPoint presentation ServiceSJ: Public Engag_ment Results 247 61 g e r Each workshop followed the same general format: Core Service The external facilitator provided a brief overview to the core service review concept — what is it, Review 101 why it is important, how it will benefit the taxpayer and the rationale behind what services were selected for discussion at the workshop Workshop The external facilitator provided an overview of the remainder of the workshop A total of 14 Overview service groups were discussed at each workshop, these services were grouped into 3 rounds Each of these rounds followed the same format• • The external facilitator provided a brief overview of the services in that round, followed by a 15 to 20 minutes period where participants discussed those services with their table and facilitator Rounds 1- 3 • Following the small group discussions, participants were brought back together as a larger group to use the ART to respond to questions about each service Using the ART, results to each question were displayed in real time on a large screen at the front of the room • Each time results were displayed for a question, the external facilitator asked if one or two participants would like to share their thoughts with the larger group, a microphone was provided to participants who accepted the offer Round 4 The final round of the evening involved asking participants a series of questions on groups of services rather than considering services on an individual basis as was done in Rounds 1— 3 3.0 Rationale for Approach 3.1 Selection of Services for Inclusion in Workshops The first phase of the core service review is focused on front - facing services, of which the City provides more than forty (40). These services have been categorized into five (5) groupings as described in the table below. Groups of fourteen (14) service offerings were selected for inclusion in the workshop. These selected services cover all five (5) of the above listed categories, including several services that were noted to receive significant public interest. The service offerings included in the workshop account for approximately fifty percent (50 %) of the 2012 general fund operating budget. Service Category Overview Services included in Workshop These services are not option for a Survival Services municipality, however, service levels can vary significantly These services present a 'user -pay' Beneficiary opportunity to maximize cost recovery and reduce tax burdens. These services generate desired public Regulatory behaviors around development, property upkeep and traffic /driving safety • Roadway Maintenance • Solid Waste Management • Fire Services • Police Services • Drinking Water • Community Planning • Recreation Programming • Heritage • Dangerous and Vacant Buildings ServiceSJ: Public Engcgement Results 7 p a 2 248 ` � � ;" Service Categor Overview Services Included in Workshop J These services consume significant tax funded Quality of Life Services budgets While discretionary, they are typically highly valued by many taxpayers These services attempt to counterbalance income disparities among citizens and /or promote equality and build capacity These Fairness Services services are often associated with the Provincial government and are often provincially funded or at least heavily leveraged by cost sharing 3.2 Question Answer Options • Transit • Winter Sidewalk Maintenance • Parks & City Landscape • Arena Maintenance • Neighbourhood Support The same question was asked for each of the 14 groups of service offerings in Rounds 1— 3 of the workshops: Now do you feel about this service? The following four options were provided as possible answers for participants to discuss in their small groups and then to select an answer using the ART (a brief elaboration of each option was also provided verbally to participants as described below): Options; How do you feel about this servic Elaboration Option 1 Satisfied with the level of service Do taxpayers buy enough 'units' of each service right now? and cost Does the price seem reasonable? Option 2 Would like more service and Do you feel taxpayers need to buy more /better service? willing to pay more Are you willing to pay more. Option 3 Service should be decreased, cost Could you get along with less service and a lower tax /utility bill? savings should results A different service delivery model Could we save dollars or improve quality by delivering a City Option 4 should be explored service in a different way le g City workers competing with private sector for the work) The options provided were intended to encourage workshop participants to think about service levels (quantity and quality) in a context that mirrors the reality of what Council must consider in making budget decisions. Essentially, the quality of services and the benefit to the community must be balanced against the cost of delivering those services and the burden on the taxpayer. The answer options were intentionally structured in a way to encourage participants to think, discuss and answer those types of difficult questions that acknowledge the reality of accepting tradeoffs when it comes to budget decisions. As was noted by many workshop participants, an option on finding efficiencies was not provided (i.e., to increase service at no cost or to maintain service but decrease cost). The rationale for not including 'Option 5' was that it was already assumed by the consultant team and City staff that the majority of participants want to find cost savings or service improvements through efficiencies. Had 'Option 5' 5ervice:J: Public Engagement P:ss•?9ts 249 - -- 8 1 P a v e DRAFT been provided, most participants would likely have chosen it. As a result, the process would not have provided much new insight into preferences and priorities for service delivery of participants. An additional question was asked for the three beneficiary (user -pay) services discussed at the workshop — Community Planning, Heritage and Recreation Programming: Options: 1 Option 1 Think users and taxpayers already pay Are we striking the right balance between how much the about the right share of total costs user pays and how much the taxpayer pays? Think users (as opposed to taxpayers) Should users being Option 2 should shoulder a more significant paying more of their share of the cost share of total costs Should the taxpayers be subsidizing less of this service Think -axo:ayers (as opposed to users) Option 3 should shoulder a more significant Should tax payers be providing more of a subsidy to users share of total costs In Round 4 of each workshop, participants were asked to consider similar questions but rather than considering questions on an individual service, participants were asked to answer questions when considering a group of service offerings. Due to limitations with the ART (i.e., a maximum of ten (10) options could be considered for a single question), the list of fourteen (14) service offerings was divided into two groupings: survival services and the remaining services. • Roadway Maintenance • Solid Waste Collection • Drinking Water • Fire • Police • Transit • Parks & Sports Fields • Sidewalks Winter Control • Arenas & Ice Scheduling • Dangerous Vacant Buildings • Neighbourhood Services • Community Planning • Recreation Programming • Heritage The intent behind the Round 4 series of questions was to encourage tax payers to understand that in most cases trade -offs must be made and that changes in services levels cannot be considered in isolation but instead must be considered as part of a larger budget of the City as a whole. Which services are you most satisfied with the level of service, amount, and cost? Which service would you most like to see increased re amount/quality and be willing to pay more? Which service would you most like to see a reduction in service that would result in savings? Which service would you most like to see a different service delivery model explored? SE:fviceSJ: Public Engagement Results 250 91 P a F e 4.0 Interpreting Results and Data Limitations The workshop process and results (and subsequent workbook questionnaire posted online) were not intended to be statistically valid. As with similar consultation events used through the PlanSJ process, workshop results of this nature do not represent a large enough sample size of the population to be statistically valid; nor were workshop question and answer options designed to be statistically valid. Voting results of the workshops provide an indication of the appetite citizens have for service changes. These results need to be weighed and analyzed against the qualitative data that was recorded. Designed to complement the statistically valid data gathered through the telephone survey, the value of the workshops was to provide an opportunity for residents to: 1. learn about a selection of services and service levels currently being provided by the City; 2. discuss service expectations and priorities with each other, City staff and Council; and 3. submit input on service expectations and priorities as well as opportunities for efficiencies and innovations. Beyond not being statistically valid, additional limitations exist in both the qualitative and quantitative data collected. Specifically, it is common for these types of public engagement activities to attract special interest groups or attendees that are trying to advance a particular agenda. In the case of ServiceSJ, City employees (including those of the City's agencies, boards and commissions) and repeat participants represented special interest groups. Not only do these groups have an impact on voting results, they have the ability to influence others in their voting and sharing ideas by lobbying for or against a specific service area. In responding to these challenges, City employees were asked to identify themselves at their tables so that citizens understood their perspective. Participants who attended other workshops were asked not to vote. In a number of cases, participants respected these requests. Through the registration process special interest group participation can be quantified to qualify workshop results. The Ipsos Reid annual citizen telephone survey of residents contained similar questions and provides statically valid views of service priorities. Combined with workshop and online results, all of these engagement initiates will inform Council's decision- making with respect to its priorities, core service offerings and the budget process. Despite these data limitations, the combined qualitative and quantitative data still provides insight for the consultant team, City staff and Council. Many residents volunteered their time to participate in these sessions in order to provide valuable insights and ideas and to gain a better understanding of how the City delivers services. ServiceSJ: Public Engan;_ment Results 251 10 1 P Ir;s 5.0 Workshop Results and Highlights Raw qualitative and quantitative data from the workshops has been included as an Appendix to this report. A brief overview of highlights and trends from the workshop results (both qualitative and quantitative) is provided below. In reviewing this information, it is important to bear in mind that these trends and highlights are reflective of those citizens who chose to attend the workshop and are not representative of the Saint John population as a whole. 5.1 The desire for efficiencies and /or a different way of delivering services One of the most predominant themes that emerged in all four workshops and through both the qualitative and quantitative data was a desire for efficiencies and /or a different way of delivering particular services. In total results for all four workshops, a different service delivery model should be explored was the most popular answer for every service except Fire and Police Services. Between 40%- 66% of participants selected this response for specific service offerings. Based on this trend in the quantitative data, combined with the qualitative input received, this is indicative of participants' opinions that there is a way to: 1. create cost savings by providing a service more efficiently but at the same level or quality; 2. increase or improve service levels or quality through increased efficiencies as opposed to increased delivery costs; or 3. deliver a service using a different service delivery model (many citing other municipalities). Service offerings most commonly selected for exploration of a different service delivery model were: Transit (66 %), Roads (66 %) and Vacant Buildings (58 %). Service offerings where exploring a different service delivery model was least frequently selected were Neighbourhood Services (39 %), Police (28 %) and Fire (26 %). 5.2 The desire for additional information Complementing the desire for efficiencies and change, was the desire for additional information about current service levels and how those levels compare to what is being offered in other similar municipalities in the Maritimes and across the country. This theme emerged very strongly through the qualitative data but is also partially reflected in the quantitative data through participants' tendency to select 'a different service delivery model should be explored'. Many City staff facilitators also noted that participants who did not feel they had adequate information to make an informed decision chose 'a different service delivery model should be explored' as their default answer. ServiceSJ: Public Engagement Results ill P 252 5.3 Services most commonly identified for change A number of services emerged as most commonly identified for change over the course of the four workshops: Transit, Roads and Vacant Buildings. This was not only evident in the prevalence of 'explore a different service delivery moder responses for these services (as discussed above) but also in other aspects of the qualitative and quantitative data. For example, Transit (4 %), Roads (4 %) and Vacant Buildings (3 %) were some of the least commonly identified services when participants were asked about whether a service should be decreased. This supports the many qualitative comments that were received in regards to the need to increase and /or improve these service areas. Vacant Buildings (28 %) was the most commonly identified service when participants were asked what service they would like more of and be willing to pay more; Transit (23 %) was also commonly identified. These three services were also the least commonly identified services when participants were asked if they were satisfied with the current level of service and cost: Roads (19 %), Vacant Buildings (11 %) and Transit (7 %). 5.4 other Themes for Change Identified through Workshops Workshop participants offered many ideas for change and service improvements. Service specific themes have been outlined in the Priority and Service Themes section of this report. More detailed workshop information can be found in the appendix to this report. On -Line Public Engagement An on -line option was provided to citizens to weigh -in on service priorities and provide ideas changes to service delivery that would result in savings. The value of on -line consultation is to strengthen face -to- face engagement activities. It provides access to citizens that prefer to be engaged on -line or not able to attend the workshops. On -line consultation also provides citizens with more time to think about their decisions. The on -line consultation process built off the community workshops. The goal was to provide service information for citizens to make informed decisions. For consistency, the questionnaire that was designed for the workshop provided the basis for on -line consultation. The questionnaire is a combination of quantitative and open -ended questions (qualitative data). Citizens could access the on- line questionnaire from September 13, 2012 to October 1, 2012. Like the community workshops, there are challenges to on -line consultation. On -line consultation is not statically valid given the types (not reflective of the community's profile) and number of citizens that participate. There is the possibility that participants may choose to fill out the questionnaire more than ServiceSJ: Prjblic Engz ement Results 253 12 1 P a g e DRAFT once to advance or inhibit the interests of a particular service area. It is also difficult to limit participation to Saint John residents. While there are challenges with on -line consultation, the comments provided by participants helps to define service priorities and provide context to how citizens feel about service delivery. Results of the on -line consultation have been provided in the appendix to this report. The qualitative results of the on -line consultation have been combined with workshop data to form the priority and service themes outlined in an earlier section of this report. Citizen Survey The City of Saint John has made a commitment to demonstrating accountability for decisions made and results achieved with respect to the services it delivers to the public. In October of 2009, the City of Saint John engaged Ipsos Reid to design and conduct three annual citizen surveys to understand the priorities and concerns of its residents and to support its desire to continuously improve service delivery. Given the aggressive timelines set out for the City's budget process and supporting initiatives, direct engagement of Ipsos Reid was undertaken to support the engagement process. The citizen survey is a statically valid engagement tool carried out by an independent market research firm. It helps to interpret the results of the workshops and on -line consultation activities. While the priority and service themes outlined in an earlier section of this report were weighed against preliminary citizen survey results, detailed analysis of citizen survey results will be presented under separate cover. Lessons Learned • During staff debriefs of the workshops sessions, employees shared that participants found value in the workshops as they felt they learned something about what and how the City delivers service. in some cases, participants felt that the opportunity to discuss and learn about municipal service helps to change or share their perspectives. Citizens also valued the opportunity to meet with people outside their normal social and work circles. Participants were generally satisfied with the workshop style as was expressed through voting and the evaluation sheets. • Set the context for how data collected will be interpreted and used to support Council's decision - making. While participants may use voting technology or fill in a questionnaire, there needs to be a common understanding that the process is not statistically valid and that the value is in community dialog on service priorities and the qualitative data that is generated. • Providing service information was beneficial as it helped to provide context to discussions and how participants answered the questions. Workshop improvements would include more time for discussion. One or two (depending on content) larger workshops would help eliminate repeat participants and minimize the attendance of special interest groups. ServiccSJ: Public Zngag•,�!ment Results 254 131 P a a e • Utilize an on -line public consultation tool that better controls who and the number of times an individual can participate. • Continue efforts to improve outreach for public engagement activities to attract a broad representation of the community. • Parallel employee engagement program to the public engagement program in the future to minimize employee participation in public workshops. • Continue to communicate service delivery objectives to create a better awareness of what citizens can expect from the City's service offerings. As a next step, public open houses could be held monthly for specific services throughout the year to support on -going consultation related to service priorities and the budget process. • Given the large number of staff volunteers and community member attendance required for the success of each workshop, debriefing sessions were held after each workshop. The goal of these debriefing sessions was to solicit feedback at what did and did not work to make changes that would provide a more enriching experience for participants. ServiceSJ: Public Engapf mert Results 255 14 1 P e WITI Appendix Reader's Guide to Workshop and On -line Consultation Results 16 Workshop and On -line Consultation Results 17 • Community Planning 17 • Recreation Programming 18 • Heritage 19 • Dangerous and Vacant Buildings 20 • Neighbourhood Services 21 • Transit 22 • Parks & Sports Fields 23 • Sidewalks — Winter Control 24 • Arenas 25 • Solid Waste Collection 26 • Roads 27 • Drinking Water 28 • Fire Services 29 • Police Services 30 • Trade -Offs: Satisfied with service 31 • Trade -Offs: Increase in service 32 • Trade -Offs: Decrease in service 33 • Trade -Offs: Different service delivery model 34 • General Questions 35 Sr�rviceSJ: Public Engagement R�z;alts 256 151 e e DRAFT Reader's Guide to Workshop and On -line Consultation Results Qualitative results are a combination of workshop, workbook and on -line comments. These qualitative results are based on the number of mentions of a particular service opportunity or ideas for change. Each point is colour coded based on the number of mentions to provide some context to the reader. Greater than 20 mentions Between 10 and 20 mentions Less than 10 mentions Quantitative results have been provided in a table and visual (graph) format. Given the challenges of both the workshop and on -line consultation activities, data has been provided separately for each process. As a note, Ward 4 data was cleaned to adjust for employee participation. This was not possible for Ward 3; however, the attendee breakdowns (employee and repeat participants) have been provided in the text of the report to ensure context when reviewing the data. Note: Where data is not provided, the specific question was not asked in the workshop (i.e., workshops process was adjusted to address participant concerns). The data presented is not meant to be statistically valid. The value of the workshop and on -line public consultation activities was to provide an opportunity for residents to: 1. learn about a selection of services and service levels currently being provided by the City; 2. discuss service expectations and priorities with each other, City staff and Council; and 3. submit input on service expectations and priorities as well as opportunities for efficiencies and innovations. ServiceSh Public Enpgement R�:sults 257 161 a g e Community Planning Service Opportunities and Ideas for Change for Community Planning Streamline Application Process — make the process clearer for applicants; make it faster and easier to receive an approval, took at other areas to modernize the process More Support for Applicants — staff should provide more support and guidance to applicants; better process to inform the public of planning applications Increase Planning Fees — greater cost recovery to reduce taxpayer funding; more accountability for time from City staff; use different fees in different areas of the City to stimulate investment Increase Density in the City— implement PlanSJ, invest in urban areas, older neighbourhoods and public spaces to attract residents PO Regionalize the Service — cost efficient approach, potential for revenue generation by serving surrounding communities, department cost is too high Community Planning - Service Levels and Trade -Offs DRAFT 100% 80% Planning - Service Levels and Trade -Offs Service Level Questions User Pay Questions 60% 43 419% 18 40% 19 21.4% 6 20% 154 2 Would like more service, willing to pay more 96% PP 47% 2 0% 8 71% 2 13.0% Satisf led Increase Decrease New Balanced Users Taxpayers Think service should be decreased, cost savings should result 112% Model Share More More 5 ■ Workshops � On -line ■ ■Workshops On -line 344% 43 419% 18 i Satisfied with level of service 344% 43 419% 18 352% 19 21.4% 6 435% 154 2 Would like more service, willing to pay more 96% 12 47% 2 14.8% 8 71% 2 13.0% 46 3 Think service should be decreased, cost savings should result 112% 14 116% 5 74% 4 179% 5 133% 47 4 Think a different service delivery model should be explored 44.8% 56 41 -9% 18 426% 23 536% 15 302% 107 5 Think users and taxpayers already pay about the right share 322% 49 513% 20 385% 20 30.0% 9 417% 146 6 Think users should shoulder more share 520% 79 •t 15 436% 17 538% 28 633% 19 551% 193 7 Think tax a ers should shoulder more share 15.8% 24 51.6% 16 5.1% 2 77% 4 67% 2 31% 11 P :: Recreation Programming Service Opportunities and Ideas for Change for Recreation Programming Increase User Fees — programs should be paid by those who access them; focus on providing quality programs not a large quantity; sell memberships to those who want access to structured programming More Partnerships for Delivery — partner with community groups to provide programming; focus on cost effectiveness; explore a regional framework; City should provide facilities not programs Decrease /Eliminate User Fees - should not apply to all, kids should have affordable access; options based on income to ensure access; recreation is central to supporting a healthy lifestyle Decrease Program Offerings — too many programs to support; increase programming through volunteers only More Programming Needed — more activities needed for youth and kids across the City in summer and in the winter ■ Equal Access to Services - recreation services not equally provided across neighbourhoods; more services needed in established neighbourhoods, not just opportunity neighbourhoods Recreation Programming - Service Levels and Trade -Offs Recreation - Service Levels and Trade -Offs 100% Service Level Questions User Pay Questions ■ Workshops o On -line ■ Workshops On -line 80% 60% 40% = 20% { — 0% Satisfied Increase Decrease New Balanced Users Taxpayers Model Share More More Tote ttf" Workshop 1 Workshc - _ — — ,Wprlishops 1 Satisfied with level of service 240% 31 267% 12 245% 13 2 Would like more service, willing to pay more 23396 30 311% 14 264% 14 3 Think service should be decreased, cost savings should result 109% 14 44% 2 132% 7 4 Think a different service delivery model should be explored 41.9% 54 378% 17 35.9% 19 1 Think users and taxpayers already pay about the right share 213% 33 270% 10 327% 17 2 Think users should shoulder more share 54.8% 85 394% 13 56.8% 21 51.9% 27 3 Think taxpayers should shoulder more share 23.996 37 an. 6% 20 16.29A F h S a% R Ell 1 194% 6 432% 139 65% 2 248% 80 161% 5 96% 31 58.1% 18 22.4% 72 182% 6 454% 142 727% 24 470% 147 9.1% 3 7.7% 2a 259 181Page Heritage Service Opportunities and Ideas for Change for Heritage Increase Grant Funding — heritage stimulates investment; rewards in tourism, higher assessments, and improvements to neighbourhoods Reduce or Eliminate Grant Funding — this is not a priority, not something taxpayers should be funding; property owners should be responsible for their property maintenance; provide loans not grants Heritage Board — rules for property maintenance need to be relaxed; allow modern expressions of design; current requirements are too costly which ads as a disincentive to investment Approval Process —too many buildings are designated, need new criteria; approval process is too long, not flexible; applicants need better staff support Funding Priority — better protection of heritage buildings is needed; too many are burning down, are dilapidated or are being demolished Heritage - Service Levels and Trade -Offs 1 Satisfied with level of service 216% 2. Would like more service, willing to pay more 128% 3 Think service should be decreased, cost savings should result 232% 4 Think a different service delivery model should be explored 424% 1 Think users and taxpayers already pay about the right share 325% 2 Think users should shoulder more share 478% 3 Think taxpayers should shoulder more share 197% X'; i Heritage - Service Levels and Trade -Offs 100% Service Level Questions User Pay Questions 80% ■ Workshops ;s On -line ■Workshops On -line 60% 40% 20% 0% Satisfied increase Decrease New Balanced Users Taxpayers Model Share More More 191P�' 27 32.4% 12 74% 4 324% 11 27 32.4% 12 74% 4 324% 11 490% 150 16 162% 6 185% 10 00% 0 46% 14 29 108% 4 296% 16 265% 9 320% 98 53 405% 15 44.4% 24 412% 14 144% 44 51 50.0% 21 40.8% 20 294% 10 541% 158 75 531% 17 262% 11 469% 23 70.6% 24 435% 127 31 469% 15 23.8% 10 122% 6 0 -0% 0 24% 7 260 ge Dangerous and Vacant Buildings Service Opportunities and ideas for Change for Dangerous and Vacant Buildings Increase Funding – there are too many buildings that need to be taken down; more resources are needed to increase the number being removed every year Process Must be Faster – it takes too long to remove these buildings; they are dangerous, become fire hazards, discourage investment, reduce assessments, continue to cost the City in inspections, and put neighbours at risk Penalize Property Owners – owners should be responsible for demolition or upgrades; City needs more expropriation powers to be able to deal with absentee and non- compliant property owners quicker Re- development Plan – a plan to deal with the vacant lots Is needed, too many are left undeveloped for too long and the state they are in does not encourage investment Prevention – more resources are needed to prevent buildings from ever reaching the state of being dangerous; earlier expropriation; take more absentee owners to court; more enforcement of bylaws needed Vacant Buildings - Service Levels and Trade -Offs Workshops On -line 100% 80% -- 60% — — 40% 20% — 0% Satisfied Increase Decrease New Model Dangerous and Vacant Buildings - Service Levels and Trade -Offs Total Woritshops .. Ors Lint 1 Satisfied with level of service 107% 17 20.0% 6 119% 5 76% 4 59% 2 338% 102 2 Would like more service, willing to pay more 277% 44 20.0% 6 357% 15 340% 13 147% 5 341% 103 3 Think service should be decreased, cost savings should result 31% 5 33% 1 00% 0 19% 1 88% 3 53% 16 4 Think a different service delivery model should be explored 585% 93 56.7% 17 524% 22 566% 30 70 -6% 24 268% 81 toLals 159 30 42 S3 3,1 302 261 201 Page Neighbourhood Services Service Opportunities and Ideas for Change for Neighbourhood Services Eliminate the Program — users should pay for this kind of programming; community groups receive enough support; resources should be spent on physical improvements, not social programming; funding does not benefit all City neighbourhoods; Provincial government is responsible for social programs Increase the User -Pay component -- community agencies and organizations should be taking more responsibility for these types of social welfare programs; reduce spending on this type of program until the budget Is balanced; more accountability needed from benefiting agencies ■ Existing program is adequate — retain the existing program, no additional funding is needed; program needs to be better advertised, was not aware it existed Neighbourhood Services - Service Levels and Trade -Offs 1 Satisfied with level of service 310% 2 Would like more service, willing to pay more 234% 3 Think service should be decreased, cost savings should result 63% 4 Think a different service delivery model should be explored 39.2% DRAFT Neighbourhoods - Service Levels and Trade -Offs Workshops On -line 100% 80% 60% 40% 20% 0 % Satisfied Increase Decrease New Model 49 30.0% 9 36.4% 16 300% 15 265% 9 37 300% 9 250% 11 300% 15 59% 2 10 67% 2 46% 2 60% 3 88% 3 62 333% 10 34.1% 15 340% 17 588% 20 262 684% 131% 88% 98% 203 39 26 29 Transit Service Opportunities and Ideas for Change for Transit Increase service - options for weekends, holidays and evenings; express or direct routes; improve connections to decrease wait time for transfers Introduce smaller buses - low ridership on feeder routes and off -peak hours Optimize /decrease routes - focus service hours on core and priority neighbourhoods and cutting routes with low ridership provided warning is given and rural areas; reducing frequency, especially during off -peak hours Increase ridership - better communication of schedules; service reliability; incentives; encourage employees to take the bus; reduce parking spaces / increase parking rates Improve communication - schedules, routes; service changes; bike racks; NextBus Review fairs - balance user -pay and tax subsidy; discounts for bulk purchases (monthly), round trips, families, and youth Transit facility considerations - rent out space; obtain property tax rebate DRAFT Transit - Service Levels and Trade -Offs Workshops On -line 100% 80% 60% 40% 20% - — Satisfied Increase Decrease New Model Transit - Service Levels and O° Total Workshop I Workshop 2 Workshop 3 Workshop UlnrLchnn� ie 1 Satisfied with level of service 69% 11 32% 1 70% 3 4 -0%6 2 143% 5 342% 100 2 Would like more service, willing to;).!,, :• 226% 36 194% 6 326% 14 180% 9 200% 7 247% 72 3 Think service should be decreased, cost savings should result 44% 7 3.2% 1 23% 1 80% 4 29% 1 11096 32 4 Think a different service delivery model should be explorer' cc !"Q� 19c 74.2% 23 581% 25 700% 35 629% 22 301% 88 263 221 Page Parks & Sports Fields Service Opportunities and Ideas for Change for Parks and Sports Fields Reduce number of parks, sports fields and playgrounds — quality over quantity; align with community needs and utilization (demand); repurpose or give to community groups for gardens Review user fees — affordable fees focused on better cost recovery; resident versus non - resident fees; subsidies or lower fees for youth Outsource or partnerships for - maintenance - less frequently used fields; leagues to provide maintenance Encourage neighbourhood and volunteer Involvement — maintenance of neighbourhood parks and facilities; City supplies materials; adoption program Better promotion of parks and recreation facility infrastructure — events; Rockwood Park; non - traditional uses (e.g., weddings) ■ Expand trails (cycling/walking) — expand and connect; age appropriate; Marsh Creek and Harbour Passage Parks and Sports Fields - Service levels and Trade -Offs 6 238% 30 255% 13 313% 1 Satisfied with level of service 250% 39 2 Would like more service, willing to pay more 141% 22 3 Think service should be decreased, cost savings should result 16 -0% 25 4 Think a different servire dalivpry menial ck—ila ko eX In•ed 41.91K 70 DRAFT Parks & Sports Fields - Service levels and Trade -Offs Workshops ; On -line 100% j I 80% - 60% --- -- — .�. 40% 20% 0% Satisfied Increase Decrease New Model 194% 6 238% 30 255% 13 313% 10 531% 155 226% 7 95% 4 216% 11 0.0% 0 164% 48 25.8% 8 167% 7 157% 8 63% 2 147% 43 323% in snns, 71 373% 19 625% 20 158% 46 264 231Pa;e Sidewalks — Winter Control Service Opportunities and Ideas for Change for Sidewalks — Winter Control Property owner responsible for clearing sidewalks — introduce new by -law; fines for non - compliance; support options for those with challenges; consideration for some businesses Rationalize service areas —focus on priority areas (uptown, schools); no new sidewalks added Service efficiencies — better coordination with winter street maintenance; review standard and better utilize staff to ensure that sidewalks need maintenance (not bare or icy) Review service objectives — focus on safety and accessibility; faster service; more sidewalks maintained using priorities Contract Out — cost savings expected Focus on winter street maintenance — reduce sidewalk service objectives to direct resources to streets Sidewalks - Winter Control - Service Levels and trade -Offs DRAFT Sidewalks Winter - Service Levels and Trade -Offs Workshops :On -line 100% F-1010 60% 40% m 20% — 0% i« _a Satisfied Increase Decrease New Model 7'r Workthop I Workshop 2 Workshop 3 Workshop 4 On-Line 1 Satisfied with level of service 30.3% 47 258% 8 200% 8 392% 20 333% 11 49.1% 144 2 Would like more service, willing to pay more 103% 16 32% 1 17 -5% 7 118% 6 6.1% 2 288% 55 3 Think service should be decreased, cost savings should result 116% 18 323% 10 25% 1 98% 5 61% 2 92% 27 4 Think a different service delivery model should be explored 477% 74 387% 12 600% 24 392% 20 545% 18 229% 67 265 241P -gc Arenas Service Opportunities and Ideas for Change for Arenas Increase fees — cost recovery with higher fees for adults and lower for youth /subsidies; non - resident premium charged; competitive to attract tournaments Multi- purpose facilities — promote more uses for arenas (other than skating/hockey); partner or build multiplex preferably east (can eliminating one or more areas) Privatize or partnerships for maintenance — contract out maintenance; lease arenas to operate and maintain Optimize utilization and operations — provide incentives to book off -peak hours; review shift schedules to cover booked hours and close when arenas not in use Accessible public skates — provide better communication on public skating times; schedule public skates when will get high attendance; build outdoor rinks (e.g., Shamrock) Regional service — leverage regional assets to provide better ice time; do not build new rinks Arenas - Service Levels and Trade -Offs 5 Satisfied with level of service 6 Would like more service, willing to pay more 7 Think service should be decreased, cost savings should result R Thinly n tiiffarpnf cawv u delivery model should be explored DRAFT Arenas - Service levels andTrade -Offs ■ Workshops . On -line 100% 80% — 60% 40% 20% 0% ML Satisfied Increase Decrease New Model 333% So 387% 12 34.2% 13 32.0% 16 29.0% 9 6u 5% 173 60% 9 97% 3 26% 1 100% 5 00% 0 94% 27 147% 22 12.9% 4 158% 6 180% 9 97% 3 143% 41 46 094 69 aR 70A 1? e7 qat 1? 400% 20 61396 19 15 746 GS 266 25 - -..; Solid Waste Collection Service Opportunities and Ideas for Change for Solid Waste Collection Introduce curb -side recycling program — consider fee for service; monthly /weekly Introduce bag -limit — reduce costs related to operations and tipping fees Move back to weekly pick -up — public desire but no willingness to pay more; concerns over smell and vermin in summer Contract out — cost savings expected Reinstate spring clean -up — public desire; concerns over illegal dumping; consider user fees Improve blue -bin recycle service — safety; locations (more); emptied in a timely fashion Convert to a fee for service — pay for what is pick -up; pay for additional bins and bags Improve communication —service schedules; promotion of waste diversion Fines for not recycling/composting — reduce refuse pick -up and tipping fees DRAFT Solid Waste - Service Levels and Trade -Offs Workshops ['On-line 100% 80% 60% -- 40% 20% 0% Satisfied Increase Decrease New Model Solid Waste Collection - Service Levels and Trade -Offs Total 387% 12 175 93% 5 Satisfied with level of service Workshops 444% 71 Workshop 355% 11 614% 27 6 Would like more service, willing to pay more 6.9% 11 65% 2 68% 3 7 Think service should be decreased, cost savings should result 31% 5 97% 3 00% 0 8 Think a different service delivery model should be explored 45.6% 73 48 446 15 318% 14 389% 21 387% 12 612% 175 93% 5 32% 1 109% 31 19% 1 3.2% 1 63% 18 500% 27 548% 17 217% 62 267 261Pag•_. Roads Service Opportunities and Ideas for Change for Roads Improve quality of contracted /City forces work — better contract management with penalties for delays and poor quality Better coordination of utility and maintenance work — plan street maintenance work to coordinate with utilities or other maintenance work (e.g., line painting) Improve traffic during construction season — better coordination of projects; complete work during off -peak (night -time) hours Privatize /contract out maintenance work — expect cost savings; better quality Improve standards— asphalt repairs, utility cuts, construction; consider other materials (e.g., chipseal outlying roads, concrete high traffic) Introduce truck traffic measures — enforce truck traffic routes (penalties) Lower snow control service objectives —focus on main and emergency routes; acceptable snow packed standard with winter tire by -law Roads - Service Levels and Trade -Offs 3 14.9% e. 291% Total 16.1% 1. Satisfied with level of service 190% 31 2 Would like more service, willing to pay more 110% 18 3 Think service should be decreased, cost savings should result 43% 7 4 Think a diffarPnt ,�awira rial „ori m.ndel should be explored 656% 10 DRAFT Roads - Service Levels and Trade -Offs ■ Workshops .e;.On-line 10096 80% y I 60% 40% 20% — 0% — 'k Satisfied Increase Decrease New Model 10.0%, 3 14.9% 7 291% 16 16.1% 5 285% 82 133% 4 128% 6 109% 6 65% 2 337% 97 3.3% 1 43% 2 1.8% 1 97% 3 24% 7 7;t qOA 77 rR 1U 77 c4 10[ 32 677% 21 35 4% 1n7 • i 27 1 Drinking Water Service Opportunities and Ideas for Change for Drinking Water .. Safe, clean drinking water as a priority — need for treatment plant and piping upgrades; concerns over number of boil orders, quality, taste VJ Universal metering — pay for what you use; .31 Review rates — affordable rates; equity among ratepayers with heavy users paying fair share; rates to reflect cost of greater infrastructure needs to support industry 11 Implement P3 model /privatize /independent commission — affordability of safe, clean drinking water ■ Eliminate fluoride — value questioned; need to be consistent with other municipalities i Raw water industrial system — untreated water to reduce costs ■ Protect watershed — safety and quality of water ■ Better communication — notification of boil orders /shout -offs; water conservation; understanding on utility versus tax rate Drinking Water - Service Levels and Trade -Offs Workshops On -line 100% 80% 60% !r--- I 40% 20% 0% _. 1i t Satisfied Increase Decrease New Model Drinking Water - Service Levels and Trade -Offs F . ToW Workshops —V Workshop I .. .. 1 Satisfied with level of service 335% 54 290% 9 273% 12 37.0% 20 406% 13 4s3% 140 2 Would like more service, willing to pay more 81% 13 65% 2 68% % 3 i 3 0" 7 31% 1 228% 66 3 Think service should be decreased, cost savings should result 68% 11 32% 1 136% 6 74% 4 00% 0 28% 8 4 Think a different service delivery model should be explored 516% 83 613% 19 523% 23 426% 23 56.3% 18 262% 76 269 281 Page Fire Service Opportunities and Ideas for Change for Fire Review Tiered Response – ensure firefighters are not responding to calls they do not need to respond too; review criteria for dispatching Increase Funding – citizens not well covered for fire protection; community is at a higher risk because of the number of derelict buildings and heavy industry; service has already been cut Decrease Funding to Fire – bring service cost in line with Moncton and Fredericton; explore use of volunteer firefighters; reduce service levels to control costs Cost Recovery – Fire should be charging for services; charge for inspections, non- compliance, false alarms, technical services; cost - recovery should be a focus for the service Service Review – benchmark then bring service in -line with where it should be; use data to establish what services and what level of service is needed; regionalize the service with surrounding municipalities Fire - Service Levels and Trade -Offs 4 Satisfied with level of service 5 Would like more service, willing to pay more 6. Think service should be decreased, cost savings should result 7 Think a rli fprant cennra r4a11%enr% .node) should be explored DRAFT Fire - Service Levels and Trade -Offs a Workshops ;.,On -line 100% – 80% 60% — 40% 20% 0% -. Satisfied Increase Decrease New Model 293% 48 15.6% 5 23.3% 10 29.6% 16 48.6% 17 327% 96 195% 32 31% 1 116% 5 389% 21 143% 5 286% 84 250% 41 313% 10 395% 17 130% 7 200% 7 289% 85 262% ag 50,0% i6 25,6% 11 18.5% 10 17.1% 6 9 996 79 270 29 1 P a Q e Police Services Service Opportunities and Ideas for Change for Police Services Different Policing Approach — more police on the streets walking or biking to be more visible; more attention to the smaller crimes that have a negative effect on the community leg. vandalism); more enforcement of traffic violations Service Changes — examine the potential for the RCMP to provide the service; look at regionalizing to save costs; revenue generation potential should be explored (eg charging for false alarms and specialty services); costs should be in -line with other similar sized cities Facilities — more community policing stations, could be integrated into community centres; concern with a centralized model Stabilize / Increase Funding — service is effective; more police presence needed; there are not enough police on duty during the night shifts Police Services - Service Levels and Trade -Offs Police - Service Levels and Trade -Offs Workshops . -On -line 104% 80% 60% 40% 20% 0% Satisfied Increase Decrease New Model 271 301Pa3g5: 7 17 8 Satisfied with level of service 429% 70 387% 12 267% 12 611% 33 394% 13 577% 168 9 Would like more service; willing to pay more 11.7% 19 65% 2 11 1% 5 13.0% 7 152% 5 151% 44 10 Think service should be decreased, cost savings should result 178% 29 16.1% 5 333% 15 111% 6 91% 3 127% 37 11 Think a different service delivery model should be 77 c°` i F '° 10` '.' '° 9W_ '.' '." . •°Z 8 364% 12 ii ^.°C 42 271 301Pa3g5: DRAFT Service Trade -Off Questions Which service are you most satisfied with the level of service, amount, and cost? (priority ranking) 40.00% 30.00% 20.00% 10.00% 0.00% ■ Workshop on -line Roads Solid Drinking Fire Police Waste Water 40.00% 30,00% 20.00% 10.00% 0.00% Workshop , ;on-line Transit Parks Sidewalks Arenas Buildings Neighbour- Planning Recreation Heritage hood 272 311Pa -1 e • .. 11 Un-Line Roads 43% 7 94% 3 44% 2 1.9% 1 3 0% 1 39% 11 Solid Waste Collection 35.2% 57 406% 13 S11% 23 30.8% 16 152% 5 33 -8% 95 Drinking Water 49% 8 125% 4 44% 2 1.9% 1 3.0% 1 85% 24 Fire 333% 54 9.4% 3 222% 10 442% 23 545% 18 33.5% 94 Police 222% 36 28.1% 9 178% 8 212%1 31 24.2% 8 203% 57 On-Line Transit 15% 12 97% 3 47% 2 59% 3 121% 4 161% 43 Parks & Sports Fields 114% 18 129% 4 14.0% 6 78% 4 12 1% 4 139% 37 Sidewalk Winter Control 228% 36 194% 6 116% 5 333% 17 242% 8 124% 33 Arenas & Ice Scheduling 146% 23 97% 3 16.3% 7 9 -8% 5 242% 105% 28 Vacant Buildings 57% 9 97% 3 23% 1 78% 4 30% 1 79% 21 Neighbourhood Services 177% 28 387% 12 20 9% 9 78% 4 91% 3 97% 26 Community Planning 63% 10 47% 2 118% 6 61% 2 109% 29 Recreation Programming 89% 14 163% 7 11.8% 6 30% 1 82% 22 Heritage S 8 9.3% 4 3.9% 2 61% 2 t 2$ 40.00% 30.00% 20.00% 10.00% 0.00% ■ Workshop on -line Roads Solid Drinking Fire Police Waste Water 40.00% 30,00% 20.00% 10.00% 0.00% Workshop , ;on-line Transit Parks Sidewalks Arenas Buildings Neighbour- Planning Recreation Heritage hood 272 311Pa -1 e DRAFT Service Trade -Off Questions Which service would you most like to see increased re. amount /quality and be willing to pay more? (priority ranking) Service! Transit Parks & Sports Fields Sidewalk. Winter Control Arenas & Ice Scheduling Vacant Buildings Neighbourhood Services Community Planning Recreation Programming Heritage 40.00% 30.00% 20.00% 10.00% 0.00% Workshop o On -line Roads Solid Drinking Fire Police Waste Water 285% Workshops 387% 12 325% 13 188% 9 281% 9 23.5% 61 99% Roads 35.2% 56 457% 16 405% 17 19.2% 10 433% 13 356% 95 Solid Waste Collection 31% 5 57% 2 00% 0 39% 2 33% 1 56% 15 Drinking Water 277% 44 34 3% 12 357% 15 269% 14 100% 3 142% 38 Fire 270% 43 57% 2 167% 7 481% 25 300% 9 333% 89 Police 5.9% j1 8 6°A :t 7 19A 1 1 9IA 1 1; 39ti; 4 11.2'1 30 63% 3 94% 3 23% 6 40% 6 25% 1 83% Service! Transit Parks & Sports Fields Sidewalk. Winter Control Arenas & Ice Scheduling Vacant Buildings Neighbourhood Services Community Planning Recreation Programming Heritage 40.00% 30.00% 20.00% 10.00% 0.00% Workshop o On -line Roads Solid Drinking Fire Police Waste Water 285% 43 387% 12 325% 13 188% 9 281% 9 23.5% 61 99% 15 161% 5 5 0% 2 125% 6 63% 2 138% 36 119% 18 97% 3 12 -5% 5 83% 4 188% 6 158% 41 60% 9 32% 1 25% 1 104% 5 6.3% 2 7.7% 20 205% 31 129% 4 225% 9 292% 14 125% 4 188% 49 99% 15 194% 6 100% 4 42% 2 94% 3 73% 19 60% 9 75% 3 63% 3 94% 3 23% 6 40% 6 25% 1 83% 4 31% 1 81% 21 33% 5 5.0% 2 2 1% 1 63% 2 27% 7 40.00% 30.00% 20.00% 10.00% 0.00% Workshop On -line Transit Parks Sidewalks Arenas Buildings Neighbour- Planning Recreation Heritage hood 273 32 1 P t, g e DRAFT Service Trade -Off Questions Which service would you most like to see a reduction in service that would result in savings? (priority ranking) 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% ■ Workshop ..On-line Roads Solid Drinking Fire Police Waste Water 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% Workshop :.On -line Transit Parks Sidewalks Arenas Buildings Neighbour- Planning Recreation Heritage hood 274 331 Paac ,10 Roads 72% 33% 1 0.0% 0 16.3% 7 77% 2 70% 18 Solid Waste Collection 259% 36 133% 4 225% 9 34,9% 15 30.8% 8 280% 72 Drinking Water 94% 13 010% 0 75% 3 116% 5 192% 5 109% 28 Fire 469% 65 767% 23 60 -0% 24 23.3% 10 308% 8 393% 101 Police 108% 15 67% 2 1010% 4 14.0% 6 115% 3 148% 38 Workshops Total Workshop .. Transit 101% 16 91% 3 68% 3 18.8% 9 29% 1 105% 28 Parks & Sports Fields 132% 21 212% 7 114% 5 167% 8 29% 1 53% 14 Sidewalk Wintei Control 132% 21 333% 11 114% 5 63% 3 59% 2 75% 20 Arenas & Ice Scheduling 14S% 23 15 -2% 5 136% 6 167% 8 118% 4 150% 40 Vacant Buildings 57% 9 152% 5 4 -6% 2 2.1% 1 29% 1 6.0% 16 Neighbourhood Services 50% 8 61% 2 46% 2 63% 3 2 -9% 1 56% 15 Community Planning 94% 15 114% 5 125% 6 118% 4 90% 24 Recreation Programming 57% 9 114% 5 63% 3 .-Jr. 1 41% 11 Heritage 233% 37 75 AOA 11 146% 7 559% 19 368% 98 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% ■ Workshop ..On-line Roads Solid Drinking Fire Police Waste Water 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% Workshop :.On -line Transit Parks Sidewalks Arenas Buildings Neighbour- Planning Recreation Heritage hood 274 331 Paac DRAFT Service Trade -Off Questions Which service would you most like to see a different service delivery model explored? (priority ranking) 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% Workshop *On-line Roads Solid Drinking Fire Police Waste Water 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% Transit Parks Sidewalks Workshop .On -line J Arenas Buildings Neighbour- hood Planning Recreation Heritage 275 341Page Total .. izorrsnop i .. .. Workshop On-Line Roads 340% 54 212% 7 317% 13 365% 19 455% 15 241% 65 Solid Waste Collection 22.6% 36 212% 7 7.3% 3 327% 17 273% 9 25.2% 68 Drinking Water 182% 29 12 1% 4 317% 13 173% 9 91% 3 193% 52 Fire 201% 32 394% 13 22.0% 9 77% 4 182% 6 20096 54 Police 50% 8 61% 2 73% 3 5.8% 3 00% 0 115% 31 Neighbourhood Services 38% 6 00% 0 46% 2 00% 0 114% 4 52% 14 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% Workshop *On-line Roads Solid Drinking Fire Police Waste Water 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% Transit Parks Sidewalks Workshop .On -line J Arenas Buildings Neighbour- hood Planning Recreation Heritage 275 341Page Total .. Work-shop I Workshop 2 Workshop On-Line Transit _ 43 -8% 70 500% 16 386% 17 469% 23 40.0% 14 273% 73 Parks & Sports Fields 69% 11 6.3% 2 46% 2 102% 5 57% 2 8.2% 22 Sidewalk Winter Control 94% 15 156% 5 91% 4 61% 3 86% 3 97% 26 Arenas & ice Scheduling 69% 11 94% 3 9A% 4 4.1% 2 57% 2 116% 31 Vacant Buildings 113% 18 94% 3 136% 6 143% 7 57% 2 135% 36 Neighbourhood Services 38% 6 00% 0 46% 2 00% 0 114% 4 52% 14 Community Planning 31% 5 00% 0 46% 2 41% 2 29% 1 71% 19 Recreation Programming 56% 9 6 -3% 2 91% 4 20% 1 57% 2 64% 17 Heritage 94% 15 31% 1 6.8% 3 122% 6 143% 5 109% 29 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% Workshop *On-line Roads Solid Drinking Fire Police Waste Water 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% Transit Parks Sidewalks Workshop .On -line J Arenas Buildings Neighbour- hood Planning Recreation Heritage 275 341Page DRAFT General Questions How did you learn about tonight's Workshop? Newspaper 221% 30 244% 11 170% 9 263% 10 Radio 147% 20 222% 10 113% 6 105% 4 Council 140% 19 89% 4 113% 6 237% 9 Friends/family 287% 39 289% 13 359% 19 184% 7 City Website 44% 6 44% 2 19% 1 79% 3 Other 16.2% 22 111% 0 5 226% OIL 12 132% 5 In which area of Saint John do you live? North End 214% 30 45.8% 22 12 -5% 7 2.8% 1 12.8% 55 Millidgeville 157% 22 417% 20 36% 2 0.0% 0 112% 48 East Saint John 300% 42 21% 1 179% 10 861% 31 288% 124 West Sa int John 100% 14 4 -2% 2 161% 9 83% 3 244% 105 Fairville 07% 1 0.0% 0 1.8% 1 00% 0 09% 4 Lancaster 14% 2 00% 0 36% 2 00% 0 35% 15 South End 121% 17 2.1% 1 28 -6% 16 00% 0 40% 17 Uptown /Downtown 64% 9 00% 0 161% 9 00% 0 86% 37 Other 21% 3 42% 2 0.0% 0 2.8% 1 58% 25 How do you feel about the Workshop style and delivery method used tonight? Unsatisfied 243% 33 20.0% 9 35.2% 19 135% 5 Somewhat unsatisfied 162% 22 111% 5 222% 12 13 -5% 5 Neutral 140% 19 200% 9 93% 5 135% 5 Somewhat Satisfied 243% 33 289% 13 110% 7 351% 13 Satisfied 213% 29 200% 9 204% 11 243% 9 276 351''3ge Ipsos Reid City of Saint John 2012 Citizen Survey 2012 Citizen Survey, City of Saint John Nobody's Unpredictable 277 • • 2012 marks the 4th "City of Saint John" Citizen Survey ■ City of Saint John Annual Citizen Survey o Why is it important? How is it conducted? How it can help guide priorities? ■ Key Studv Findings: o Resident Profile: Community composition should be considered —one in five residents are now over 65 years of age; 57% are now 45 years of age & older; only one in three households have children under 18 living in the home; two- thirds own their home (which varies greatly by Ward); two- thirds of residents lived in the City for 20 years or more; one in four have a university degree o Quality of life: Measures remain stable compared to one year ago, both in terms of overall quality of life and the past 3 year trend o Satisfaction with Overall Municipal Programs /Service: 75 %, up 5% from one year ago; most significant decrease in resident satisfaction is with public transit (56 %, down from 78% in 2011); most significant increase in resident satisfaction is for land use, zoning approvals, community planning Ipsos Reid 2012 Citizen Survey, City of Saint John 278 Issues of local Concern: While roads and water continue to dominate, concern among • citizens with matters relating to municipal finances have doubled in the past 4 years The state of our roads, there are many potholes destroying our cars. • Have got to prioritize roads, they are terrible. " • Potholes, drive around the City, you will see them everywhere • Roads, every road you go down, it's ripped up. • Water, it has to be cleaned up and the system has to be rebuilt, they hove to protect our 1- clean water supply. I • My water has a smell to it when you turn on the tap, i get my water from Sobey's. • Water quality should be a high priority ' • Pension fund, it's in the tank. • Pension needs to be sorted one way or another and get control of the pension board. • Pension the City employees get, it is all screwed up, the sooner they get it taken care of, it is bankrupting the City • Get the debt under control. t Curb unnecessary spending such as Peel Plaza. Budget —for in debt and not providing enough services. • Reducing City expenditures INFRASTRUCTURE (ROADS) WATER /WASTEWATER PENSION ISSUES _ FISCAL MANAGEMENT/ BUDGET /FINANCES /DEBT TAX ISSUES 28% 23% 12% 16% 11% 15% 10% 7% 5% 7% 19% 23% 16% 13% 1% 2% 6% 2% 12% 6% • Property taxes are too high, everyone is moving away. • Tax rate, too high I • Only issue 1 have is property taxes are too high 1. In your view, as a resident of the City of Saint John, what is the one most important LOCAL issut facing the City today, that is the One issue you feel should receive the greatest attention from Common Council and City Management? IPsos Reid 2012 Citizen Survey, City of Saint John 279 13 Citizen Priority Items: 2012 citizen priorities relate to key infrastructure (roads /sidewalks, • drinking water, storm water management, snow removal) and economic development Municipal Services & Programs: 2012 Priorities 751 Higher Resident Satisfaction Levels Garbage and Compost � Collection Police Services Parks, trails and other green space V w C b Emergency o EPreparedness o Traffic flow 0 0 , Municipal Wastewater treatment Heritage Preservation Parking g g RECREATIONS FACILITIES -- Building Inspection °Availability Public o Snow Removal ! ° A a Drinking o Municipal RECREATION Transit Neighbourhood a Storm water management V By -law enforcement C PROGRAMS° o Animal o improvement o Sidewalk maintenance Water for property issues Land use, zoning approvals Economic Economic c Road and community planning Development o Maintenance Lower Resident Satisfaction Levels Lower Importance to Citizens Higher Importance to Citizens 1psos Reid 2012 Citizen Survey, City of Saint John importance (Requirement) 280 Balancing Service Delivery & Taxation: Slightly more residents now opt to increase taxes (to either improve or maintain services) rather than reduce services (to either reduce or maintain • tax levels) None of these/ Don't Know, 159+ Reduce Services tom Reduce Taxes, 13% Reduce Services to Maintain Tax Level, 25% 2012 Citizen Survey (n =775) Increase Taxes to I--- pand Services, 20% Increase Taxes to Maintain Services, 27% 14. Municipal property taxes are the primary way to pay for services and programs provided by the City of Saint John. Due to the increased cost of maintaining current service levels and infrastructure, the City must balance taxation and service delivery levels. To deal with this situation, which of the following four options would you most like the C, to pursue? IpSOS Reiff 2012 Citizen Survey, City of Saint John is 281 Ipsos Reid 2012 CITIZEN SURVEY DETAILED STUDY FINDINGS n:& w SAINT JOHN II� 2012 Citizen Survey, City of Saint John Nobody's Unpredictable 282 Overall quality of life measures in Saint John remain stable compared to one year ago Overall Quality of Life (%very Good + Good) IMPROVED —HOW ?� 96% 7996 78% 8796 $496 I r, 2012 (n =118) - I Ipsos Reid 2012 2011 2010 2009 Municipal Norm Past 3 Year Trend — Quality of Life in Saint John ■ Ipsos Reid Municipal Norm re 2012 2011 ■ 2010 ■ 2009 Improved 18% 24% 29% 51% Stayed the Same 49% 48% 54% 22% 35% Worsened 32% 21% .r -- MEMMMM 22% r Gov't/Council is doing better 17% .a Improvements to Roads 946 Construction /Facility Upgrades 9% Better /More Positive outlook 6% i Better Parks/Trails/Looks Nicer 6% WORSENED — HOW? ■ 2012 (n =287) _, Employment Issues Gov't/Council Finances /Debt Poor Service /Cutbacks Economy /Recession Tax Issues /High Taxes 2. How would you rate the overall quality of life in the City of Saint John today? 3. And, do you feel that the quality of life in the City of Saint John in thu past three years has ... 4. Why do you think the quality of life has improved? 5. Why do you think the quality of life has worsened? IpSOS Reid 2012 Citizen Survey, City of Saint John 283 17 City of Saint John is seen to be doing a good job creating a community that is attractive to both residents and visitors, on a variety of dimensions I% Very or Somewhat Good Job 2011 zolo 2009 Ipsgsf =a i 2012 Citizen Survey (n =775) Citizen Survey Citizen Survey Citizen Survey Municipal morn, Ensuring a safe and caring community 78i(, 83% 81% 84% 76% a Preserving the City of Saint John's heritage 8000 83% 81% 83% 731L Promoting and supporting arts and culture 74% 76% 80% 77% Wa Supporting strong economy with different kinds of businesses i 55% 57% 65% 73% a Promoting responsible and quality urban development 61% 579'0 66% 69% 5255 Supporting the community's vision ! 56% 56% 63% 68% 57'x' J Improving quality of life for residents 58% 56% 62% 66% 72 a— Engaging the community in municipal decisions E . 51% 46% 46% 47% fit% Creating a great community to raise a ° family 72% n/a n/a n%a n /.,, Creating an attractive destination for tourists 84% n/a n/a n/a n/a Valuing and respecting the natural environment 74% n/a n/a n/a n/a Offering exciting entertainment activities I and recreational opportunities 59% n/a n/a n/a r „u 12. Now please tell mo whether you think the City of Saint John is doing a good or a poor job in each of the following areas. The first area is... T4o Arrow indicates a significant difference between 2011and 2012 Survey Results 01Q, Ipsos Reid 2012 Citizen Survey, City of Saint John 284 Level of importance of municipal services /programs remains generally • consistent with past years; however some slight variances are noted 2012 Citizen Survey - % Very Important Ipsos KeW (n -775) 2011 Citizen 2010 Citizen 2009 Citizen munitipal Survey Survey Survey Drinking water �' 95% 95% 95% 97 110 96% Police services 92% 9U% 91% 93% 84% Fire services '4 TV- 93% 93% 94% 36% Road maintenance � Y 91% 91% 89% 91% 64% _ � Garbage and compost collection 87% 85% 84% 89% 74% ^.^ Wastewater treatment _ 86% 85% 88% 90% 84% Snow removal Millit 85% 89% i�i.S. - -, :i.• •.F. .ic - _....l.t .s':.f_ -- 87% 92% n/a _ : iSrD-a a',r., :•..�= 1.;ia�C�.• Traffic safety (Motor /Pedestrian) . 81% -i /a n/a n/a n/a Economic Development 78% n/a n/a n/a n/a Sidewalk maintenance (including snow removal) 75% 77% 77% 81% 59% Emergency Preparedness 75% n/a n/a n/a -11/a Storm water management 73%T 68% 65'0 74% n/a Recreation Facilities i _ 67% 63% 62% 63% 51% Parks, trails and other green space 63 %,,� 71% 73% 67% 63% Public transit 62% 55% 48% 54% 60% Neighbourhood Improvement _ 62% ,i /a n/a n/a n/a Animal Control ! _ 58% n/a n/a n/a n/a Recreation Programs 56% O 51% 52% 52% 43% Parking availability _ 52% n/a n/a n/a n/a Land use, zoning approvals and community j 46% 55% 48% 54% 60% Building Permits /inspection I 46% • ; 59% 57% 63% 43% Bylaw Enforcement for Property Issues 43% n/a n/a n/a n/a Heritage preservation 42% 43% 50% 3296 9.1 sm going to read a list of programs and services provided to you by the City of Saint John. Please tell me how important each one is to you? tslo Arrow Indicates a significant difference between 2011 and 2012 Survey Results Vok Ipsos Reid' 2012 Citizen Survey, City of Saint John 19 285 Citizen satisfaction with municipal program /service performance has improved • overall and in a number of key areas with a few declines noted 2012 Citizen Survey - % Satisfied (Very or Somewhat) (n =77S) 2011 Citizen 2010 Citizen 2009 Citizen I'psos RL14 Surve S S municipai _.....____ y urvey urvey Norin Overall Municipal Programs /Services 75% 70% 78% 76`Y° is i'+ Drinking water 4 y y -Ili A a r 58% 54% 56% 57 "6 Police services .{ M ?� 90% 91% 89% ° 92/0 Fire services W - --A 92 %N� 96% 98% 96% :��! 1• Road maintenance 32 %t 22% 34% 3.L% Garbage and compost collection dim 84 %t 79% 78% 80% Wastewater treatment _ _ 77%4 67% 69% 60% Snow removal i 7491it 68% 71% 60% ; Traffic safety (Motor /Pedestrian) 82% r, /a n/a n/a ;a Economic Development 64% n/a n/a n/a �? Sidewalk maintenance (including snow removal) 6196 57% 58% 4$% '33% Emergency Preparedness 87% n/a n/a n!a .; /a Storm water management _ 66% 68% 72% 59 % A la Recreation Facditles 75 °% 76% 73% 75% Parks, trails and other green space �_ t- 91% 90% 88% 90a/o Public transit -- S6 %-4/ 780 8356 80 °/u 8 ZT Neighbourhood Improvement 75% n/a n/a n/a Animal Control S3% n/a n/a n/a '3 Recreation Programs 9 74% 75% 78% 76% 8' G Parking availability 69% n/a n/a n/a E;,•�a Land use, zoning approvals and community planning 74% 4A 629' 69 70°% �- Building Permits /Inspection 74% j 69% 68% 65% 60';I Bylaw Enforcement for Property Issues 72% n/a n/a n/a n' a Heritage preservation _ 85 %ot $00% 8Tb 80% 7. Please tell me how satisfied you are with the overall level and quality of services and programs provided by the City of Saint John ?' S. I am going to read a list of programs and services provided to you bythe City of Saint John. Please tell me how satisfied you are with the job the City is doing in providin ++ Arrow indicates a significant difference between 2011 and 2012 Survey Results g that 1psos Reid 2012 Citizen Survey, City of Saint John � ✓ 110 286 Residents are mixed in their evaluation of City services compared to other similar sized cities in the region, however they are clear, the City should seek to deliver services at the same level of other similarly sized cities in the region How Do City of Saint John Service Levels Compare to Other Cities of Similar Size in... Sn =775) 7% 7% Better ■ New Brunswick 42% Atlantic Canada 43% Same 44% City of Saint John Should Provide Service Levels That Are.... ■ New Brunswick Atlantic Canada 28% 31% Better 66% 64% Same 40. How do you think City of Saint John service levels compare to other cities of a similar size in ... ? 41. And, similarly, do you think the City of Saint John should provide service levers that are the same, better or worse tha;i other cities of a similar size in...? Ipsos Reid 2612 Citizen Survey, City of Saint John 287 43% Worse 3% 3% Worse 11 Four in ten believe "private- public partnerships" should be pursued if the City has • to generate additional revenue to deliver the level of service citizens expect User Fees 41% 26% 16% ii.._ Means of Generating Additional Revenue to Deliver Municipal Services at Level Expected �n =775 ■ Property Tax Mix of User Fees & Property Tax 43% 42% 29% 20% k 6% Public Safety Services Road /Sidewalk Services Transportation Services (Fire, Police) (Summer, Winter Maint.) (Pedestrian, Public Transit, Parking) Solid Waste Collection (Garbage, Compost) Private /Public Partnership 41% 2396 020% 1 Parks, Rec & Culture Services (Arts, Leisure, Rec, Parks) 42% 19% 5% 25% Building & Dev. Services (Planning, Building Permits, Bylaw Enforcement) 38. If the City had to generate additional revenue to deliver the level of service citiz.ns expect, which of the following options would you most like the City to pursue for each of the following types of municipal services? � I —� $ " 2012 Citizen Survey, City of Saint John 112 WE 34% While most City residents believe the municipality should deliver Public Safety Services, Road /Sidewalk Services and Transportation Services directly, they are more mixed in opinion on who should deliver other municipal services 7% 0 Who Should Deliver Municipal Services? (o =775) ■ City Directly 57% m Contracting Some to Private Contractors P Pursue Partnerships with other service providers /levels of gov't U;El 26% Public Safety Services Road /Sidewalk Services (Fire, Police) (Summer, Winter Maint.) 46% 38% 39% 33% 28% 36% 33% 35% Transportation Services Solid Waste Collection Parks, Rec & Culture Building & Dev. Services (Pedestrian, Public (Garbage, Compost) Services (Planning, Building Transit, Parking) (Arts, Leisure, Rec, Parks) Permits, Bylaw Enforcement) 39. There has been some discussion about who should deliver some of the municipal services. Service could be provided by the City directly, contracted out to private opzrators, or it could be in partnership with other service providers or levels of government. What is your preference for who should deliver each of the following types of municipal se ' l?' acv i 2012 Citizen Survey, City of Saint John 289 113 Residents identify the areas where they are unwilling to accept lower service levels • if required to address other service priority areas. % of Residents Willing to Accept Lower Service Levels to Address Other Service Priorities (n =775) Water/Wastewater Services 12 Road /Sidewalk Services (Summer & Winter Maintenance) 17% Public Safety Services (Fire, Police) 22 Solid Waste Collection (Garbage, Compost) Transportation Services (Pedestrian, Public Transit, Parking) Parks, Recreation, & Culture Services (Arts, Leisure, Recreation Parks) Building & Development Services (Planning, Building Permits, Bylaw Enforcement) 74% 42. If the City had to reduce service levels in one area to address priorities in othLr service areas, please indicate in which area (s) you would be willing to accept lower service levals7 (Must select at least one area) t I *— Ipsos Reid 2012 Citizen Survey, City of Saint John 114 290 Ipsos Reid 2012 CITIZEN SURVEY - APPENDIX 1&' N't SAINT JOHN 2012 Citizen Survey, City of Saint John Nobody's Unpredictable 291 • Reliability of the Survey Results Question: Is the survey sample similar to the population on key characteristics? Does the sample "represent" the actual population of the City of Saint John? Answer: The sample was selected to reflect the proportion of the population living in each Ward. Additionally, quota sampling and weighting are used to ensure representation of residents by age and gender groups in levels similar to the actual population of the City of Saint John (based on 2010 census information). Margin of Error: The margin of error for a sample of n =775 (assuming a 95% confidence level) is + 3.5% Ipsos Reid 2412 Citizen Survey, City of Saint John Age 18 to 24 years 12% 12% 25 to 34 years 16% 16% 35 to 44 years 15% 15% 45 to 54 years 20% 20% 55 to 64 years 17% 17% 65 years or older 20% 20% Gender Male 48% 46% Female 52% 54% 292 Economic Health Community of Choice Sustainable Infrastructure 1;-7W- t I I - - hwesrsJ ,. r r j �' InvestSJ ' • Implement clear and consistent internal processes to facilitate investment and development in Saint John while maintaining City standards that align with PlanSJ • Deliver an integrated approach to economic development • Cooperate with neighbouring municipalities to advance the economic prosperity of the region through the True Growth 2.0 initiative • Invest wisely to continue to build our community and deliver services while maintaining a healthy financial position • Implement an affordable and sustainable plan to address pension issues • Strategic communication • Implement policies that create a livable community, one that has vibrant neighbourhoods and provides diverse and accessible opportunities to engage in arts, culture and recreation in a safe and caring environment • Continue to invest in key community recreation facilities such as Rockwood Park and Harbour Passage • Work with community partners to develop and maintain a new signature multi - purpose recreation facility and strategic neighbourhood projects that support PlanSJ • Improve the "face' of our City by increasing investment in our roadways and sidewalks that connect our neighbourhoods • Build a more robust transit system that is aligned with the principles of PlanSJ • Implement policies that maintain and protect the quality and integrity of all our infrastructure assets in an environmentally sustainable way and reinforces the principles of PlanSJ • Execute an equitable city -wide strategic road improvement plan that supports PlanSJ • Implement a city -wide strategic recreation plan that 'right - sizes' the delivery of quality recreation programs and facilities for our diverse population • Secure funding for projects to deliver quality drinking water to our citizens • Accountability for service results • Responsive customer service • Service -based decision - making * We enjoy strong community support with the ability for Setting priorities Is ,'J ,Alt determining what goals and diverse groups to rally around a common purpose objectives will be acted upon during Council's term to • We have a strong urban flare with plenty of space to live, support the community in achieving its long-term vision -- 0 F work, and play OurSointJohn. Council's Priorities will also support the • Our history is strong, with numerous heritage properties to complement our modern amenities • Our parks, natural environment, and waterways offer a variety of recreation options • we boast highly qualified and internationally - recognized staff and community leaders • Our entrepreneurial spirit is alive and well • We are a modern industrial leader D4.4 Co4f A+44� • We will become a community of choice for people and lousiness • We will create a culture of forward- thinking and positive action within City Hall and around our community • We will actively promote the development of a diverse and growing population • We will be seen as a well -ruin municipal government • We, will focus on sustainability — a clean, green city with public transit that meets the needs of our citizens • We will work toward integrated walkways and bike paths to connect our neighbourhoods and waterways • We will boast an active network of community champions, advocating economic, social and community investment that drives positive change implementation of ftnSJ, our new municipal pian. As part of its governance role, Common Council establishes strategic priorities that will guide decision- making and allow the City to demonstrate accountability Saint John for service results. Common Council f�'� ads �� , 2012 -2016 E4-Z Public engagement was the cornerstone of the strategic planning process to identify goals and objectives that reflect the priorities of our citizens. Engagement with our citizens helped us to recognize the community's strengths, opportunities and aspirations while focusing on results From there, Council agreed on priority outcomes for the community and the actions required to achieve these GO goals during their term. TTW e► A Keep the conversation going with your Council on Twitter using #sjcouncil The City of Saint Join Core Service Assessment City of Saint John City of Saint John Services Growth & Development Services Community Planning & Development Development Engineering Heritage Conservation Permitting & Inspection By -law Enforcement Tourism Economic Development Urban Development - Waterfront Industrial Park Development Urban Environment Services Neighbourhood improvement Community Development (Grants) Recreation /Parks /Culture Programming Arts & Culture (Grants) Fire and Rescue Services Emergency Management Police Services Streetlighting Transportation & Environment Services Roadway Maintenance Sidewalk Maintenance Pedestrian & Traffic Management Stormwater Management Core Continuum _ • A "Survival Services" "Regulatory" "Beneficiary Services" "Quality of Life" Avoid Modern Services Drive Reduce Tax Burdens Services Add Value City Breakdown Positive Core Behaviors & Are User Pay Friendly for Citizens 295 "Fairnes Services" Promote Social Progress /Equality 296