2012-12-19_Agenda Packet--Dossier de l'ordre du jourr.
City of Saint John
Common Council Meeting
AGENDA
Wednesday, December 19, 2012
5:00 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.
Pages
1. Call to Order
1.1 Pension Plan Reform
1.2 Long Term Disability Insurance Coverage
1.3 City Manager: 2013 General Fund Operating Budget (Tabled from Dec 17, 1 -15
2012)
2. Approval of Minutes
3. Approval of Agenda
4. Disclosures of Conflict of Interest
5. Consent Agenda
6. Members Comments
7. Proclamation
8. Delegations / Presentations
9. Public Hearings
10. Consideration of By -laws
11. Submissions by Council Members
Powered By: [k � �]E-
1
12. Business Matters - Municipal Officers
13. Committee Reports
14. Consideration of Issues Separated from Consent Agenda
15. General Correspondence
16. Supplemental Agenda
17. Committee of the Whole
18. Adjournment
2
REPORT TO COMMON COUNCIL
December 12, 2012
His Worship Mayor Mel Norton and
Members of Common Council
Your Worship and Councillors,
Subject: 2013 General Fund Operating Budget
E tit �t
'fhe C ky of Saint )obn
The purpose of this report is to propose a 2013 General Fund Operating Budget and a property
tax rate of $1.785.
The Context
Priorities
Common Council pursued a deliberate and focused approach to establishing their strategic
priorities for the next four years. Citizen input was solicited at ward meetings and through a
formal Ipsos Reid satisfaction survey. An economic development plan, True Growth 2.0, was
formulated after extensive consultation with the private sector and other key stakeholders.
Council then engaged in a priority planning exercise to set out their key objectives. At the same
time, a Core Service Review process was initiated to look at comparable service benchmarks and
to identify opportunities to improve services or reduce costs.
While broad themes were evident, certain pressing matters came to the forefront. A compelling
need to solve the pension funding issue, the importance of re- investing in road improvements,
the significance of creating a livable community with enhancements to recreation services, a
focused and coordinated approach to economic development and the all- important need to
address the issue of Clean Water were identified as top priorities. Implementation of the policies
and principles of P1anSJ were also endorsed as the vehicle to advance the well -being of Saint
John and its residents through sound planning and development.
Pension Funding
Council, with the support of the Province of New Brunswick Task Force, commissioned an
analysis of a Shared Risk Pension model as a means of rendering the pension plan both
affordable and sustainable over the long -term. The City has already accrued a $195M liability
and the funding situation has been deteriorating for a number of years.
Page 2
The Task Force reported that the current plan was unsustainable and would cost the City $26.2M
per year to fund in future years with the risk of additional costs if the financial condition of the
plan worsened. They assessed the option of converting to a Defined Contribution Plan and
concluded that this would cost a minimum of $29M per year as the City would be obligated to
retire the existing $195M liability and contribute to the Defined Contribution Plan. Their
analysis of the Shared Risk model indicated that total annual plan contributions could be reduced
to $16AM and that the City's risk exposure would be limited to an additional 2.75% of payroll if
the plan condition worsened.
The Task Force recommended that the City adopt the Shared Risk Model. The City has provided
$22.7M in the 2012 operating budgets for the General Fund and Water Utility and with a move
to the Shared Risk option (with the deferral) the City's General Fund portion of the savings
would result in an immediate reduction of approximately $4,340,000 in the required contribution
to the pension plan in 2013.
A portion of the projected savings must be used to absorb the cost of existing LTD claims which
will no longer be an eligible expenditure in the SRP model. The total annual cost will amount to
$1.97M of which all but $191,000 will be in the Operating Budget. This payment obligation will
diminish with time as the beneficiaries turn 65 and move to regular pension status.
The City was unable to conclude the pension reform process as planned in 2011 and therefore
was obligated to contribute more than originally budgeted. This translated into a net shortfall of
$3.6M in the overall 2011 financial results. While the required amounts have been paid to the
plan, the City has requested an `accounting' deferral that would allow the contribution to be
recognized over an extended number of years. This will avoid a substantial deficit in 2011 and
allow the savings from the Shared Risk Plan to be re- invested in needed services.
The 2013 Budget as presented is predicated on the City adopting the shared risk
approach and securing the requested accounting deferral.
PlanSJ
Clearly, implementation of P1anSJ offers a transformative opportunity for our community. It
establishes a well - defined baseline for future policy development, targets higher density
development and future growth in the primary development area and yet still provides a range of
rural, suburban and urban lifestyles for citizens to choose from. It is also evident from the Core
Service Review that future deliberations on service delivery will have to consider service level
options both inside and outside the primary development area. This will be an evolving debate
but it offers the potential for lower costs as well as more effective and more efficient service
delivery.
PlaySJ
The preliminary results of the P1aySJ review concluded there is an over - abundance of parks and
playgrounds and as a result, the quality of the facilities has been compromised. It points to the
need to concentrate on improving quality rather than quantity. The P1aySJ report will be released
shortly and an opportunity for public input will be provided. It is anticipated that little used or
*SN
Page 3
substandard facilities will be taken out of service in favour of allocating the available resources
to those that are in active use and can serve larger areas.
Fiscal Responsibility
An overarching theme during Council's deliberations was the need to act in a fiscally responsible
manner. In practice this means living within the available revenue envelope, avoiding a tax rate
increase, focusing on the long -term interests of the community, managing our debt obligations,
balancing expenditures to ensure that a range of community needs are addressed and ensuring
that short-term decisions do not compromise our ability to respond to new opportunities or
address emerging challenges.
The availability of additional funds does not eliminate the need to exercise good judgment in the
use of public funds. The base budgets for each service area were prepared on the assumption
that current service levels would not increase. In other words the savings and reductions applied
in previous years will be retained. The proposed budget provides for selective service
enhancements based on Council's priorities and the public feedback during the community
consultations.
Revenues
The City is legally obligated to present a balanced operating budget. Effectively, expenditures
cannot exceed the available revenues. The three main sources of revenue for the City are
property taxes, the Community Funding grant transfer from the Province and proceeds from the
sale of services.
Total revenues are projected at $147,914,458 for 2013 an increase of 3.272M$ or 2.26% over
2012 with $118,239,743 derived from property taxes at the current $1.785 tax rate, $18,579,923
from the Provincial transfer and $11,094,792 from levies, fines and the sale of goods and
services.
There are no increases in service charges for recreation, parking, building permits or
development applications proposed in this budget.
Expenditures
The 2013 operating budget proposes total expenditures of $147,914,458. Approximately $2.65
million was necessary to simply absorb increased costs of wages, insurance, fuel and other base
expenditures.
Each department's service based budget submission documents the planned service objectives
and required resources for next year. The focus areas for the proposed budget directly reflect the
priorities established by Common Council and our statutory responsibilities.
The more significant allocations and adjustments proposed for 2013 are noted below.
1 ei
Page 4
Pension - the proposed budget is predicated on the City eventually adopting the Shared Risk
Pension Model. The SRP model requires minimum funding of 30% of payroll or $16.4M
million. There is also a necessity to transfer the annual cost of LTD benefits ($1.78M), which
are not permitted under the SRP approach, from the pension plan to the operating budget. The
net impact is a year over year cost reduction for pension of $2.56M for 2013. The cost sharing
mechanism for an insured LTD plan has yet to be determined.
P1anSJ - actual implementation of P1anSJ requires revising the Building Bylaw, Zoning Bylaw,
and Subdivision Bylaw, establishing Infrastructure Guidelines and creating a Stormwater Bylaw
as well as amending the Water and Sewerage Bylaw. This is a complex and involved process
that is dependent on having qualified and capable professional resources. This is not a process
that can be left to evolve over an extended number of years. Rather it is important that the
development community understand the rules of the road and it is equally important that the
policies be well defined so that the desired process improvements can be properly formulated.
The 2013 budget retains a full staff complement in the Growth and Development Department
and provides an additional $180,000 for two contract positions to assist in moving these various
elements forward on a timely basis. It is anticipated that legal services will be directly impacted
by the additional workload and a lump sum of $50,000 has been provided to secure supplemental
resources.
Roads and Sidewalks - there is universal recognition that additional work needs to be
undertaken to improve the overall condition of our road and sidewalk network. The City
Engineer has advised that in order to target a Pavement Condition Index of 80 the 2013 operating
budget would have to be increased from the current DAM to $4.4M. In addition, the operating
budget for curb and sidewalk work would have to be increased by $150,000. Both envelopes are
increased accordingly. It is recommended that the current level of service for sidewalk snow
plowing remain at the current 61 % coverage target.
Recreation and Parks Services- a range of quality recreation opportunities for children, adults
and seniors is a fundamental necessity in a livable attractive community. The budget
contemplates providing a free recreation component at each of the community centers ($60,000),
a partnership with ONE Change to operate the Nick Nicolle Community Centre ($30,000),
enhancing youth participation ($72,500) with additional casual resources, summer operation of
Mispec Park ($45,000) and Lifeguard services extended until September 2nd ($30,000).
Transit - The base budget for the Transit Service necessitates a $947k funding increase just in
order to cover recurring debt charges and other inflationary adjustments. It is proposed that an
additional $350,000 be allocated to the service to specifically target evening service in priority
neighbourhoods, the Hospital/LTNB route and morning service. It is projected that this extra
funding will yield approximately 7 -8,000 additional service hours. The Transit Commission will
be required to present Council with a detailed implementation plan including not just service
hours but also ridership usage as well as demonstrating how service improvements are consistent
with the P1anSJ direction and identify any needed capital investments prior to accessing the
additional funds. Funding in subsequent years is intended to be dependent on successful
achievement of desired outcomes.
Economic Development - the adoption of True Growth 2.0 and Council's stated priority to have
an integrated and coordinated approach to Economic Development will create new opportunities
54
Page 5
for the community and the region. It is proposed that the Economic Development envelope be
increased by $143k to $2.3M with the additional funding going to Enterprise Saint John in order
to allow it to take a leadership role in the implementation of the True Growth 2.0 initiative. New
wealth creation and tax base growth will provide the revenues needed to deliver affordable
services in the future. Given the changing role of the Provincial development agencies, it would
be appropriate to request an updated Service Level Agreement from ESJ showing how their
efforts will complement the new mandate of the Provincial development agencies.
Dangerous Building Enforcement — The budget provides for an increase in resources ($195k)
in order to double the enforcement program (dangerous /vacant/unsightly). Enforcement activity
protects the residents of these buildings, reduces the risk to neighbouring properties, improves
neighbourhood safety and encourages owners to take timely remedial action on at risk buildings.
The question of how to encourage new development or to just improve the appearance of vacant
lots will have to be addressed in due course.
Arts Culture Activities — a thriving arts and culture scene is a hallmark of a vibrant and livable
community. The proposed budget retains commitments to the Arts Centre ($75k) and Imperial
Theatre ($337k) through the Regional Facilities Commission and also includes funding for the
Saint John Theatre Company ($10k), Salty Jam ($20k), the Fundy Fringe Festival ($5k), the
Regional Library ($456k), the National Basketball League of Canada All Star Game ($5k) and
the Community Arts Board ($35k). Community based activities on Canada Day, New Year's
Eve, as well as the Mayor's Levee will also be funded.
Neighbourhood Support — the base budget contained a $152,250 funding envelope to provide
support to the various associations and development groups particularly in the priority
neighbourhoods. The City will be moving from a direct program provider to a program
facilitator role in the delivery of recreation programs with greater emphasis on community
engagement. It is proposed that an additional $50,000 be provided to deliver community
development grants that could be used to leverage additional private sector or community
support for needed programs. A means of determining the return on investment for this type of
financial support is currently being studied by graduate students at UNBSJ. Regardless of the
methodology Council should be looking for solid outcomes from each of the organizations
benefitting from this financial support.
Fire Service — the first draft of the Fire Service budget includes the full amount for the arbitrated
wage settlement. In effect, this group of employees would have avoided the wage freeze
requested and adopted for all other employee groups. This creates a fundamental inequity
between the wage treatment of the employee groups that cannot be ignored. It is proposed that
the departmental budget be adjusted on the assumption that there were no wage increases for the
members of Local 771 in 2011 and 2012. This would result in a reduction of the initial funding
request by $560,000 for 2013.
The vast majority of fire service costs are salary related and this adjustment will mean a
consequent reduction in staffing strength in the department. The Fire Chief will develop a
staffing plan in line with the proposed level of funding.
City Clean Up — there continues to be interest in re- instating the City wide spring clean-up
program. It is estimated that this service would cost approximately $380k annually. Staff are
0
Page 6
suggesting that given the availability of the large item pick -up service and the white goods drop -
off program it may be more beneficial to the entire community to first explore the potential for
curb side pick -up of recyclables. Once a cost comparison is completed Council can consider the
available options for the 2014 Budget year.
Value for Money — each year the City identifies a service area for an in -depth value for money
review. In 2011, a Fleet Review was undertaken and in 2012 a Mobile Communication Services
review was completed by our IT department. It is proposed that a value for money review of
Legal Services be undertaken in 2013. This review will not require additional funding. Instead it
is proposed that we move to a bi- annual Ipsos Reid satisfaction survey and redirect the available
funds ($50,000) for the value for money project. Should sufficient funding be available it is
suggested that Engineering Services also be reviewed. The Citizen survey would then be
undertaken in 2014 and again in 2016.
Corporate Strategic Plan — Common Council has identified its priorities for its term of office.
It is now imperative that the organization filly embrace and implement these key goals. A
review and update of the Corporate Strategic Plan will ensure that corporate plans and initiatives
are supportive of and contribute to Council's objectives. It will also provide a clear and common
understanding across the organization of our overall direction, priorities and objectives. The
plan will require limited outside resources ($25k) and will be led by our Corporate Planning
staff.
Core Service Review — The second phase of the Core Service Review will begin in 2013 with a
budget of ($50k). The information gathered will provide peer benchmarks, identify opportunities
for additional revenue, new approaches to service delivery and generally assist in challenging the
status quo. Implementation of the results of the first phase of the review will also begin next
year with particular attention to:
• Triggers for multi -level Medical First Responder Calls in the Fire Service
• Winter day time vs night time shift deployment for snow removal
• Arena staff redeployment — daytime operations
• Turf maintenance with consolidation and new remote operation site
• Seek the cooperation of the Board of Police Commissioners on a 3 year civilianization
Plan for Police Services with cost reduction targets
• Begin public consultation on right sizing of parks /playgrounds /fields
YM -YWCA — the City has agreed to provide property to facilitate the development of the new
YM -YWCA. This facility will introduce a marked increase in services in the Crescent Valley
area and will also allow the City to refine its program delivery in this neighbourhood. The Y has
requested that they be provided relief from the building permit and plumbing fees. It is
estimated that their costs will total approximately $175,000. The City cannot exempt individuals
or organizations from such fees however it can provide a grant to offset the cost incurred. The
budget will show revenue for the permit fees and a grant for the same amount in the expense
budget.
Regional Service Commission — the Province of New Brunswick has begun implementation of
Regional Service Commissions across the Province, including the Greater Saint John area, as
Page 7
part of its Local Governance Reform process. The Commission will initially be responsible for
solid waste management, regional planning and EMO planning. It is hoped that a formal regional
structure will also lead to more sharing of services at the regional level. The City's contribution
to the 2013 Commission is $42,054.
Revenue Opportunities — the City introduced increases to ice time rates and development fees
during 2012 as well as a small increase in parking meter rates. The primary focus in 2013 will be
to pursue contracted service rates with other agencies. The Fire Service has identified some
potential revenue generation opportunities and will be developing a bylaw for Council's
consideration.
Tax Rate Reduction
The potential for a tax rate reduction was raised in the context of potentially offsetting some of
the proposed increase in water rates. The water rate issue has largely been mitigated in the
revised rate submission.
A tax rate reduction is much like a corporate dividend in that it should not be extended unless
there is certainty that it can be sustained for an extended period. The decision to provide a tax
reduction rests with Council but should be made in full consideration of the current and projected
financial position of the City.
More particularly, the City will be facing reductions in the order of $350 -400K per year in the
provincial grant transfer in both 2014 and 2015. In addition, the rate of tax base growth is
expected to slow given the relative lack of major development in the community. As well,
because of the significant increases to the pension contribution envelope in recent years there is a
real service backlog in various service areas (transit, recreation, roads etc.). Finally, we are only
in the first year of the pension reform process and some financial flexibility should be retained
until all the implications are fully known (LTD, deferral, Market returns etc.)
It is staff s opinion that the financial position of the City first be fully stabilized and that a tax
rate reduction be considered only when there is more certainty with respect to the concerns
previously noted.
Establishment
The approved establishment sets out the number of permanent employee positions included in
the budget and acts as a control mechanism for Council in that any change in the total number of
permanent positions requires Council approval. It is proposed that Common Council adopt a
resolution establishing the number of permanent positions funded in the budget at 647 for the
coming year (a net reduction of two positions).
Wage Increases
The operating budget includes contracted wage increases for our unionized employees as set out
below. A 2.5% wage adjustment for the management, non -union and professional employees is
proposed for 2013 but is proposed to split into a 1.25% adjustment on January 1St and a further
1.25% adjustment on July 1St. Phasing the adjustment in over 6 months reduces the budget
so
Page 8
impact to approximately 2% in 2013. With the exception of Local 771, each of the unionized
groups has had a two year wage freeze applied to their scheduled adjustments. The non -union
group has had three years of wage freezes in the last four years.
City of Saint John - Comparative Salary Increases 2005 - Present
Year
Management
Local486
Local 771
Local 18
SJPA
% Increase
% Increase
% Increase
% Increase
% Increase
Expiration of
Dec 31,
Collective
2014
Dec 31, 2014
June 30, 2014
Dec 31, 2012
Agreement
2005
2.90%
3.00%
400%
2.75%
400%
2006
3.00%
3.00%
4.00%
2.75%
4.00%
2007
3.25%
3.00%
6.00%
3.25%
4.50%
2008
2.50%
3.50%
575%
3.25%
575%
2009
0.00%
3.25%
4.50%
3.50%
4.50%
2010
0.00%
3.25%
450%
3.25%
5.2596
2011
2.90%
3.00%
2.00%
0.00%
0.00%
2012
0.00%
0.00%
2.00%
0.00%
0.00%
2013
2.50%
0.00%
4.00%
3.00%
N/A
2014
N/A
2.90%
4.00%
1.50% 1
N/A
Total 1705% 24.90% 40.75% 2325% 28.00%
Annual Avg. 189% 249% 408% 233% 350%
Citizen Responsibility
The City continues its efforts to identify efficiencies and cost reductions in its day to day
operations. Citizens also have a role to play in helping to control service delivery costs. Off
street parking during winter storms directly reduces snow clearing costs, recycling plastics and
metals reduces our solid waste charges at the landfill, using the compost bin reduces our costs by
another $75 per tonne. Likewise, fixing faulty alarm systems reduces the waste of fire and police
resources. Individual actions may not seem like they make a difference but taken across the
community it does make a significant difference.
Conclusion
With the exception of the new costs for the City's share of the Regional Service Commission,
each of the enhanced investments is intended to contribute to the achievement of Common
Council's priorities and to respond to identified community needs.
Council identified three broad focus areas when establishing its priorities: Economic Health,
Community of Choice, and Sustainable Infrastructure. Enhanced enforcement of the dangerous
and unsightly bylaw provisions coupled with new emphasis on recreation programming, arts and
,
Page 9
culture activities and improved transit services will all contribute to creating a vibrant and livable
community. The pension reform, value for money review, Core Service Review and the updated
Corporate Strategic Plan will help to ensure that public resources are used in a responsible
manner and maintain a healthy financial position. The major new investment in road repairs will
benefit the entire community with improved infrastructure while continued support for priority
neighbourhoods will support revitalization of these areas. Finally the commitment to a
coordinated economic development strategy and aggressive implementation of the core elements
of P1anSJ will help to create new wealth in the community and create the environment for sound
development in the years ahead.
Recommendation
It is recommended that Common Council approve the 2013 Operating Budget for the General
Operating Fund and adopt the following resolutions:
Therefore be it resolved:
1. That the sum of $147,914,458 be the total operating budget of the City of Saint John for
2013;
2. That the sum of $118,239,743 be the Warrant of the City of Saint John for 2013;
3. That the tax rate for the City of Saint John be $1.7850;
4. That Common Council orders and directs the levying by the Minister of Environment and
Local Government of said amount on real property liable to taxation under the
Assessment Act within the City of Saint John;
5. That Common Council authorizes the Commissioner of Finance and Administrative
Services to disburse, at a time acceptable to him, to the named Commissions, Agencies,
and Committees, the approved funds as contained in the 2013 budget;
6. That Common Council approves the 2013 Establishment of Permanent Positions at 647;
and
7. That Common Council approves an increase in the 2013 Management Professional Pay
Scale of 1.25% on January 1 st, 2013 and 1.25% on July 1 st, 2013.
Respectfully submitted,
A,;r�
4 J. Patrick Woods CGA
City Manager
12/12/2012
The City of Saint John
2013
Budget Summary
2013
2012 PROPOSED
BUDGET BUDGET VARIANCE
Total Expenditures:
$
144,642,653
$
147,914,458
$
(3,271,805)
Less: Non -Tax Revenue:
$
(11,219,478)
$
(11,094,792)
$ (124,686)
$
133,423,175
$
136,819,666
$
(3,396,491)
Unconditional Grant
$
18,918,728
$
18,579,923
$
(338,805)
Net Budget
$
114,504,447
$
118,239,743
$
(3,735,296)
Tax Denominator
$
6,414,814,937
$
6,624,075,264
Tax Rate
$
1.7850
$
1.7850
s0
2012.12.12
City of Saint John
2012
2013
2013
2013 Budget Summary
Approved
Base Budget
Adjustments
For Approval
Comments
Growth & Development Services
Contract positions to move PlanSJ bylaw completion
Community Planning & Development Service
1,493,282
1,356,837
230,000
1,586,837
forward- $50,000 included for Legal
Development Engineering
372,287
361,523
361,523
Geographic Information Systems
285,314
311,563
311,563
Heritage Conservation
317,672
300,994
300,994
Permitting & Inspection Service
960,142
993,679
993,679
By -Law Enforcement Service
655,645
758,885
953,885
Dangerous Bldg - one new position, demolition,
Dangerous and Vacant Budding Program
137,341
281,692
195,000
476,692_
legal support
Minimum Property Standards Program
269,646
237,671
237,671
Other By -Laws
168,343
156,779
156,779
Animal Control
80,315
82,743
82,743
Tourism Service
845,000
845,000
845,000
Destination Marking Organization
845,000
845,000
845,000
Economic Development Service
2,183,237
2,190,231
2,333,231
Regional Economic Development (Enterprise)
332,000
332,000
143,000
475,000
ESJ - enhance role to pursue True Growth 2.0
Saint John Trade and Convention Center
570,283
536,576
536,576
Harbour Station
374,662
384,390
384 390
City Market
906,292
437,265
937,265
Urban Development Service
2,343,939
2,553,352
2,553,352
Saint John Development Corporation
160,000
160,000
160 000
Woterf ontDevelopmentCorporation
95.000
120,000
120,000
Market Square - Common Area
2,088,339
2,273,352
2,273,352
Legislated responsibility - city share determined by
Regional Service Commission
42,054
42,054
formula
Industrial Parks Development Service
300,000
300,000
300,000
Saint John Industrial Parks
300,000
300,000
300,000
Total Growth & Development Services
9,756,518
10,014,118
10,582,118
i,Urban Environment
Neighourhood Improvement
639,836
655,692
705,692
64
Establish community development grants to
Community Development
?14,663
316,053
50,000
366,053
leverage programs with neighbourhood groups
City of Saint John
2013 Budget Summary
Neighbourhood Development
Loch Lomond Community Center
Ability Advisory Committee
Recreation Community Groups
P R O Kids
Community Development Service Grants
Pavilion Cup
Cherry Brook Zoo
Library
UNBSJ Capital Campaign a?
Seniors Citizen Centre Rent
Human Development Council
Human Development Council Rent
PRUDE Rent
Seafarer's Mission
Senior Resource Center
Recreation, Parks & Cultural Programming
Recreation Programming
Contract Service - Boys & Girls Club
Contracted Service - YMCR -FGCC /MCC
North End Community Centre
Cultural Affairs
Arts & Culture Grants & Other Funding
Imperial Theatre
SafntJohn Arta Center
Saintlohn Community Arts Board
Public Art -Maintenance and Repair Budget
1V13 Arts Board (Public Art Reserve)
Fundy Fringe Festival
Jazz and Blues Festival - Salty Jam
SaintJohn Theatre Company
Festival de la Bale Francois
New Year/ Canada Day Celebrations
Remembrance Day Ceremonies
2012.12.12
2012
2013
2013
Approved
Base Budget
Adjustments
For Approval
Comments
150,000
15.250
152,250
45,000
45,000
45,000
1,500
1,523
1,523
30,000
30,450
30,450
98,673
110,416
110,416
666,765
666,765
666,765
500
,500
7500
60,035
60,035
60,035
456,230
456,230
455,230
41,000
41,000
41,000
35,000
3-5,000
35,000
16,000
16,000
16,000
52,000
52,000
52 000
1,000
1,000
1,000
3,000
3,000
3,000
1,254,034
1,350,571
1,513,071
915.460
1,010,655
72,500
1,083.155
5 sessionals -more youth programming
122,400
124,236
124,236
105,126
106.703
60,000
166,703
Establish free programs
30,000
30,000
Half year operation by One Change
111,048
108.977
108 977
539,584
555,861
560,861
320,817
337,039
337,039
74.767
74,822
74,822
30,000
35,000
35,000
15,000
15,000
15,000
10,000
5,000
5,000
20,000
20,000
20,000
10,000
10,000
10,000
4,000
4,000
4,000
15, 000
15,000
15,000
��
2,000
2,000
2,000
City of Saint John
2013 Budget Summary
2012 2013
2013
Approved Base Budget Adjustments For Approval
Comments
2012.12.12
NB Historical Society - Loyalist HousE
10,000
10 000
10,000
Unspecified Grants
23,000
28,000
28,000
National Basketball League -All Stai
5,000
5,000
Sculpture Symposium
5,000
-
Water Supply and Hydrants
2,200,000
2,270,000
2,270,000
Fire Services
20,629,263
20,683,989
20,123,989
Assumes 0,0 for 1011 & 2012 with current
Fire Rescue and Suppression
19,446,868
19,428,400 -
560,000
18,868,490
establishment
Medical First Responder
71,640
86,000
86,000
Hazardous Materials Emergency Response
115,413
121,428
121,428
Technical Rescue Response
55,981
63,608
63,608
Fire Prevention
918,761
963,498
963,498
Fire Investigation
29,600
21,055
21,055
Emergency Management Service
334,304
325,421
325,421
Police Services
22,724,065
22,777,842
22,777,842
Public Safety Communications
2,292,610
2,491,853
2,491,853
Street Lighting
1,070,000
1,075,350
1,075,350
Total Urban Environment Services
52,350,461
52,853,344
52,510,844
Transportation •
Roadway Maintenance Service
13,158,400
13,561,415
14,861,415
Snow Control Streets
4,433,349
5.000.889
5.000,889
Street Cleaning
1,783,921
1749,414
1 749 414
Street Services (Surface Maintenance)
6,941,130
6,811,112
1,300,000
8.111.11,
Road repairs and maintenance
Sidewalk Maintenance Service
1,319,949
1,410,490
1,560,490
Snow Control Sidewalk
?62,:202
893,257
893,257
Sidewalk Maintenance
557,741
517,233
150,000
567,233
Curbing to allow for road re- instatement
Pedestrian & Traffic Management Service
1,620,138
1,684,800
1,684,800
Storm water Management
3,324,138
3,366,348
3,366,348
Solid Waste Management
3,965,640
3,568,529
3,568,529
Engineering
459,351
541,451
541,451
Parks & City Landscape
2,456,817
2,654,268
2,729,268
Parks Maintenance
-2,084,961
2,237,921
2,237,921
Lifeguards
117,720
6t3 30,000
147,720
Extend service to Sept 2nd
City of Saint John
2013 Budget Summary
Ui ban Forestry
M►spec
Surntlohn Horticultural Association
Sports & Recreation Facilities Service
Arena Operation & Maintenance
Sports field Operation & Maintenance
Other Facility Operation & Maintenance
Sport Administration
Mina Hockey Subsidy
Aquatic Clubs
Lord Beaverbrook Rink
Aquatic Centre
Saintlohn Track Club
Parking Service (Administration Support)
2012 2013
2013
Approved Base Budget Adjustments For Approval
Comments
2012.12.12
331,856
258,627
258,627
Financial Management Service
45,000 45,000 Contracted operation plus maintenance
40,000
40,000
40,000
3,395,542
3,659,644
3,659,644
1,254,898
1,442,420
1,44,420
1,208,259
1,325,655
1,325,655
297,655
362,130
362,130
68,879
971,819
971,819
150,000
165,000
165,000
15,351
15,822
15,822
154,000
154,000
154,000
231,490
194,617
194,617
15,000
997,856
_
530,845
560,379
560,379
Transit Service 5,570,256 6,517,991
Environment Committee 1,520 -
Total Environment & Transportation Services 35,802,596 37,525,315
350,000 6,867,991 Enhanced service - evenings, UNBSJ /SJRH, mornings
39,400,315
Finance and Administrative Services
Financial Management Service
3,106,115
3,247,518
3,247,518
Finance
1,861,641
1,962,447
1,962,447
Assessment
1,244,474
1,285,071
1,285,071
Asset Management
6,577,469
6,629,116
6,641,116
Purchasing & Materials Management
1,082,953
971,819
971,819
Insurance
157,977
157 977
Liability Insurance
633,605
596,700 12,000
608,700 Agency fee increase
Fleet
1,131,969
1,081,302
1,081,302
Facilities Management
997,856
1,031,337
1,031,3:37
Carpentry Shop
466,8963
438,876
438,876
City Hall Building
1,766,204
1,979,795
1,979,795
Real Estate
397,986
371,310
371,310
Total Administrative Services
9,683,584
9,876,634
9,888,634
64
City of Saint John
2013 Budget Summary
2012 2013
2013
Approved Base Budget Adjustments For Approval
Strategic Services
City Manager
Human Resources
1,289,937
1,428,037
1,428,037
Corporate Planning
505,331
499,585
499,585
Intergovernmental Affairs
143,151
148,658
148,658
Corporate Communications
521,346
521,505
521,505
Information Technology
1,946,235
2,087,058
2,087,058
Total Strategic Services
4,406,000
4,684,843
4,684,843
Mayor's Office
201,630 183,305
Council 47,500 382,4130
Total Legislated Services 2,665,593 2,406,287
401,268
703,834
735,400
585,785
183,305
2012.12.12
Comments
Includes 100,000 for ISN investigation
20,000 402,480 Weekly Council - translation /meals
2,426,287
Other Charges
Fiscal Charges 15,757,821 16,333,837 426,757 16,760,594 To be used to fund capital projects
LTD Payments 1,780,743 1,780,743 Annual estimated cost of current LTD pensions
Pension 14,220,080 14,220,080 (4,340,000) 9,880,080 Assumes deferral approved and SRP adopted
Total Other Charges 29,977,901 30,553,917 28,421,417
Total Budget (Expenditures)
144,642,653 147,914,458
68
147,914,458
City Manager
399,574
401,268
Legal
823,759
703,834
Common Clerk
813,130
735,400
Mayor & Council
629,130
565,785
Mayor's Office
201,630 183,305
Council 47,500 382,4130
Total Legislated Services 2,665,593 2,406,287
401,268
703,834
735,400
585,785
183,305
2012.12.12
Comments
Includes 100,000 for ISN investigation
20,000 402,480 Weekly Council - translation /meals
2,426,287
Other Charges
Fiscal Charges 15,757,821 16,333,837 426,757 16,760,594 To be used to fund capital projects
LTD Payments 1,780,743 1,780,743 Annual estimated cost of current LTD pensions
Pension 14,220,080 14,220,080 (4,340,000) 9,880,080 Assumes deferral approved and SRP adopted
Total Other Charges 29,977,901 30,553,917 28,421,417
Total Budget (Expenditures)
144,642,653 147,914,458
68
147,914,458