2016 General Operating and Capital BudgetsCity of Saint John
AGENDA
a
1. Cal! to Order
M&C No.
2015-274
Report Date
December 15, 2015
Meeting Date
December 17, 2015
Service Area
Finance and
Administrative Services
i Ir
OPEN OR CLOSED SESSION
This matter * • • • • •
AUTHORIZATIOV
Primary Author Commissioner/Dept. Head City Manager
Kevin Fudge Kevin Fudge Jeff Trail
RECOMMENDATION
1. That the sum of $151,542,1.84 be the total operating budget of the
City of Saint John for 2016;
2. That the sum of $120,141,178 be the Warrant of the City of Saint Joh
for 2016;
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 Municipality
of Saint John;
5. That Common Council authorizes the Commissioner of Finance and
Administrative Services to disburse, at a tHirne acceptable to him, to
the named Commissions, Agencies and Committees, the approved
funds as contained in the 2016 budget;
6. That Common Council approves the 2015 Establishment of Permanent
Positions at 646.
-2 -
EXECUTIVE SUMMARY
The 2016 General Operating Budget report was presented to Council at its
December 7th Council meeting. The report was received and filed. The budget
was later recommended by staff on the December 14th Council meeting and the
report was referred to the City Manager by Council for adjustment. The
following report is the recommended 2016 General Operating Budget, adjusted
from the version presented on December 14th, based on Council's feedback.
PREVIOUS RESOLUTION
Motion: Receive and File
STRATEGIC ALIGNMENT
Common Council has pursued a strategic and focused approach to establishing
its priorities over its four year term. The General Operating Budget is
strategically aligned with Council's priorities.
REPORT
The 2016 General Operating Budget report was presented to Council at its
December 14th Council meeting. At the meeting, Council provided feedback that
funding be increased for the Economic Development Agencies. In addition,
Council requested that funding for the Human Development Council and PRUDE
Inc. be separated into its own line items and funded at $50,000 and $20,000
respectively.
Notable adjustments have been made to address this input. Funding has been
separated to provide a dedicated envelope to each of the Human Development
Council, Cherry Brook Zoo and PRUDE Inc. The total amount of funds for
unspecified grants has been reduced by the amounts allocated to these three
organizations. The budget has been adjusted in Strategic Services to reflect an
amount that would have been used to procure consulting services associated
with the launch of a corporate continuous improvement initiative. That initiative
will continue, but costs associated with the launch will be charged back to
departments instead of being funded centrally and the use of consultants will be
reduced by using internal resources and leveraging partnerships with other
municipalities and other levels of government. Finally, funding has been
reallocated to the four economic development agencies, increasing to full
funding to Enterprise Saint John, a substantial increase to Destination Marketing,
and additional amounts for Industrial Parks and Waterfront Development.
-3-
Human Development Council
$50,000
Separated from Unspecified Grants and
increased to $50,000 ($15,00011n 2015)
Cherry Brook Zoo
$50,000
Separated from Unspecified Grants
(Funded at $50,000 in 2015)
PRUDE Inc.
$20,000
Separated from Unspecified Grants
(Funded at $20,000 in 2015)
Enterprise SJ
$28,200
Increased Funding to $475,000
($475,000 in 2015)
DMO
$25,000
Increased Funding to $965,600
($1,000,000 in 2015)
Saint John Industrial Parks
$16,080
Increased Funding to $270,000
($270,000 in 2015)
Waterfront Development
$10,720
Increased Funding to $270,000($275,600
in 2015)
Funding adjusted to $59,721($120,000
Unspecified (Community
-$142000
separated out for Cherry Brook Zoo,
Grant Program)
,Human
Development Council and Prude
Inc.)
Strategic Services —
Will leverage both external New
Consulting Services
Brunswick public sector and internal
(Continuous Improvement
-58,000
cross -functional support from all service
Program Launch)
areas in launching the City's continuous
improvement program in 2016
BALANCE
-
CONCLUSION
The recommended 2016 General Operating Budget allocates funds to Council's
strategic priorities, contains costs, and minimizes service impacts to the
Community while maintaining a stable tax rate.
-4 -
ATTACHMENTS
Residential Property Tax
118,325,922
120,141,178
Federal Payment in LieuofTaxes (M LIF)
120,729
41,244
Equalization & Unconditional Grant
20,935,308
19,923,206
Surplus 2nd previous yr.
567,702
Protective Services
1,350,200
1,270,200
Sports and Recreation
900,027
992,027
Emergency Dispatch
943,662
961,168
Administrative Support
2,153,000
2,209,000
Permits & Licenses
1,099,500
801,400
Parking
2,796,900
2,891,900
Rentals
845,504
1,031,561
Other
1,,,104„900
1,279,300
a
Fire Rescue and Suppression Service
21,726,535
21,721,402
Community PI a nn i ng & Development Service
1,660,163
1,396,533
Development Engineering
432,278
524,659
Geographic Information Systems
326,379
364,834
Heritage Conservation
205,343
231,905
Permitting & Inspection Service & By -Law Enforcement
1,970,593
1,948,602
Tourism Service
1,000,000 IF
965,600
Destination Hlarlang Organrzatlor
I ODO,OM
965,600
Economic Development Service
2,521,497
2,602,379
Regional Economic Development (Enterpnsq)
475,000
4754006
SamtJoh nTra'deand;:DnventionCenter
569,420
615,314
HarbourStation
524,882
473,781,.
City Ma rket
952,195
1,034,283
Urban Development Service
2,608,716 IF
2,603,116
Saint John DevelopmentColporation
275,+600
270,OOp
Market5quare- Common Area
2,333,116
;t:333,11fi
Industrial Parks Development Service
270,000
270,000
Saint John Industrial Parks
270,000 ,
270,000
Fire Rescue and Suppression Service
21,726,535
21,721,402
Water Supply and Hydrants
2,500,000
2,400,000
Emergency Management Service
292,601
316,239
Police Services
24,269,759
24,219,759
Public Safety Communications
2,488,769
2,480,400
StreetLightin
1.030.000
937,300
-6-
Roa dwa y Ma i ntena nce Servi ce
12,586,777
12,029,407
Snow Control Stieeis
4,849,817
6,036,446
Sire et Cl e a n i ng
1,663,684
1,64$448
Stieet5erwce5 (Surface Maiiiternance)
6,073,276
4,344,513
Sidewalk Maintenance Service
1,898,367
1,801,681
Snow Control :Adewal k
907,160
1,992,271
SidPwali: Maintenance
991,207
709,410
Pedestrian&Traffic Management Service
2,352,228
2,124,882
5tormwater Management
3,385,292
3,769,988
Solid Waste Management
3,546,103
3,592,409
Engineering
484,575
501,353
Parks & City Landscape
2,985,833
3,133,337
Parks frlamtenance
2,540,655
"_,634,276
Lifeguards
120,663
158,245
Urban Forestry
279,515
295,816
h4ispec Park
5,000
5,000
Saint John Horticultural ASSOCIahon
40,000
40,000
Sports & Recreation Facilities Service
3,919,850
4,040,753
Arana Operation 8, Maintenance
2.;502,745
1,464,330
SPortsfield Operation & Nlain'enance
1,273,653
1,188,022
Other Facility0peiation & Maintenance
385,740
404,723
Minor rlackev Suosidy
171-,000
173,000
Aquatic ChIbs
13,822
15,82' -
Lord Beaverbrook Rink
159,000
158,10
Aquatic Centre
406.890
636,494
Parking Service (Administration Support)
648,379
690,655
Aidministration Support
560,379
602,655
Grant-Pmperty To.,
88,000
38,001)
Transit Service
7,105,000
7,212,717
Financial Management Service
3,159,670
3,001,188
Fi na rice
1,873,563
1,695,452
Assessment
1,286,007
1,305,736
Asset Management
6,893,698
6,919,601
?urc lasing & Matonali Management
1,061,631
1,048;41;
Insurance Service
767,860
269,15
Li a b l l i ty I n s u ra nce
650,000
295,000
Fleet
1,190,274
1,583,263
Facilities Management
1,159,203
1,116,755
Ca rpentq, Shop
419,705
409,014
City Hall Building
1,824,110
1,878,337
Re a I Estate
330,41.5
32.9,604
SO
�General,Fund Surplus (Deficit)
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
Crick here to -1-iter te;a.
ATTACHMENTS
Appendix 1— 2016 General Operating Budget — Meeting Date December 14 M&C
2015-271
Appendix 2 — 2016 General Operating Budget — Meeting Date December 7 M&C
2015-259
I
City Manager
859,613
627,223
Legal
751,815
739,942
Common Clerk
662,296
642,938
Regional Service Commission
41,085
28,381
Mayor & Council
601,043
549,933
Mayor's Office
178,893
167;583
council
422,150
382,350
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F-ustal Cha r8ea
L8 58(5,679
18,971u712
Deficit 7n,d prevour Year
759,546
�General,Fund Surplus (Deficit)
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
Crick here to -1-iter te;a.
ATTACHMENTS
Appendix 1— 2016 General Operating Budget — Meeting Date December 14 M&C
2015-271
Appendix 2 — 2016 General Operating Budget — Meeting Date December 7 M&C
2015-259
J
11114 FIR-1111*1 I Z15 0,111 MR i
M&C No.
2015-269
Report Date
December 09, 2015
Meeting Date
December 14, 2015
Service Area
Finance and
Administrative Services
His Worship Mayor Mel Norton and Members of Common Council
SUBJECT: 2016 General Operating Capital Budget
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Common Council.
AUTHORIZATION
Primary Author Commissioner/Dept. Head City Manager
Craig Lavigne Kevin Fudge Jeff Trail
RECOMMENDATION
It is recommended that Common Council approve the 2016 Recommended
General Operating Fund Capital Budget in the amount of $21,926,300 (gross)
with contributions from other sources of $10,000,000 yielding a net Capital
budget in the amount of $11,926,300 (net) as set in Exhibit 1.
EXECUTIVE SUMMARY
The 2016 General Capital Budget was presented to Council at its November 9th
and its November 23, 2015 meeting. The purpose of this report is to allow
Council to approve the 2016 General Capital Budget.
PREVIOUS RESOLUTION
2016 General Capital Budget, M&C 2015-240: "Resolved that item 12.6 2016
General Capital Budget be tabled until after the 2016 Operating budget is
approved."
STRATEGIC ALIGNMENT
The 2016 Proposed General Capital Budget is aligned with Plan SJ and Play Si.
The concentration of investment is in prime development and intensification
areas and is aligned with Council's strategic priorities.
100
-2 -
REPORT
The proposed 2016 General Capital Budget totals $21,926,300 of which
$10,000,000 is funded from other sources (gas tax, reserves, etc.) and the
remainder $11,926,300 is to be funded by debt issue. ($11,749,010 in 2015)
There in an increase in the City share by $70,000 and an increase in Other Share
by $41,951 compared to the General Capital Budget presented to Council on
Nov. 23rd, 2015. The following modifications are as follows:
Transportation
$1,500,000
Asphalt Roadway Maintenance and
Rehabilitation program
Information Technology
$41,951
PSCC GIS Mapping Program (Other
Share)
Transportation
-$350,000
Boars Head Road—Curband Sidewalks
Parks and Public Spaces
-$250,000
Rainbow Park
Transportation
-$160,000
Storm water—Model
King Square North — New Fully
Transportation
-$335,000
Signalized Intersection —Top of King
Street
King Square North — New Fully
Transportation
-$335,000
Signalized Intersection — Front of City
Market
Total Adjustments
$111,951
Rainbow Park has been added to the not recommended 2016 Capital list. This
project does not have the funding in place; however a recommendation to
approve this project will be brought to Council at a later date if funding from
other sources is committed and secured.
SERVICE AND FINANCIAL OUTCOMES
This Capital Budget is making investments in long term municipal infrastructure
and other public assets. The projects included in the 2016 General Capital
Budget meet Council's priorities such as reducing flood risk, continual
improvements to roads and sidewalks, community of choice, and public safety;
while maintaining sound fiscal management of debt and operating costs.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
Click her,� to enttr text,
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Exhibit 1 — 2016 Recommended General Capital Budget
Not - .r ••. for 2016 General Capital Budget
2015-225
2015-240
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M&C No.
2015-225
Report Date
November 02, 2015
Meeting Date
November 09, 2015
Service Area
Finance and
Administrative Services
SUBJECT: MC 2015 - 225 2016 General Capital Budget Council Report. docx
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Common Council.
AUTHORIZATION
Primary Author Commissioner/Dept. Head City Manager
Kevin Fudge Kevin Fudge Jeff Trail
RECOMMENDATION
It is recommended that Common Council reflect upon the attached document
and make any and all inquiries and recommendations to staff, and receive and
file this report.
EXECUTIVE SUMMARY
The Purpose of the Report is to propose a 2016 General Fund Capital Budget.
PREVIOUS RESOLUTION
Click here to enter any previous re!uwalt resolution.
STRATEGIC ALIGNMENT
The 2016 Proposed General Capital Budget is aligned with Plan SJ and Council's
strategic priorities
REPORT
The Capital Budget is Council's plan for making investments in long term
municipal infrastructure and other public assets. The projects included in the
2016 General Capital Budget are driven by the need to renew or replace existing
infrastructure, to increase service standards, or to provide new infrastructure to
support growth initiatives.
112
mom
The requests received for capital projects exceed funding that is available.
Approximately $37 million in Capital requests were submitted. Staff has
strategically prioritized the capital submissions based on the following key
criteria:
1) Alignment with Council's priorities and Plan SJ;
2) Impact on employee or public safety;
3) Required by existing contractual commitments;
4) Co -funding opportunities;
5) Improves efficiency or effectiveness of the City;
6) Improves service to the community;
7) Produces incremental municipal revenue or reduces city operating
expenses;
8) Whether the project is linked to projects identified for funding in the
Utility Capital Fund or to another investment
9) Investment protects the City's assets.
The proposed 2016 General Capital Budget totals $21,662,349 of which
$9,958,049 is to be funded from other sources (gas tax, reserves, etc.) and the
remainder $11,704,300 is to be funded by debt issue. ($11,749,010 in 2015).
As illustrated in Exhibit 1, excluding the non -location specific investments,
virtually all of the proposed 2016 General Capital Budget investments are
located in the Primary Development Area. In addition, more than half of the
proposed investments are planned for the intensifications areas, with the
majority of those intensification investments being focused in the Uptown and
Central Peninsula Urban Core Neighborhoods.
2016 CAPITAL ENVELOPE
Transportation - It is a Council priority to continue to invest in direct road
improvements including asphalt, curb and sidewalks, and surface reinstatements
associated with water and sewer projects. The 2016 Capital Budget includes
$4.6 million of investment in asphalt, curb and sidewalk and street
reconstruction. This represents a year over year increase of approximately 10%
compared to the 2015 Capital Budget. In addition, funding is included for
ongoing guard rails replacement program ($200,000), two new fully signalized
intersections at King's Square ($700,000), and the ongoing program of
replacement of deteriorating retaining walls ($125,000).
Drainage - Upgrades to the storm water system include new storm sewers,
channel improvements, and separation of storm and sanitary sewers in 9
locations. With a total investment of $6.8 million ($5.7 million from other
government sources to offset this cost), the City continues to make focused
investments to address surface drainage and flooding issues throughout the
community.
HM
-3 -
Recreation - Key spending in recreation includes renewal of existing sport fields,
playground, park revitalization and tennis courts ($800,000). Funds are also
included to provide equipment replacements at Harbour Station ($110,500), and
key investments in the Canada Games Aquatic Centre for facility and equipment
renewal ($302,600). It is anticipated that the Canada Games Aquatic Center will
require considerably higher capital investment in future years.
City Market - City Market is in need of major upgrades and maintenance. The
exterior brickwork is decaying and the upper windows, pedway escalator and lift
are in need of replacement. The mezzanine is in need of upgrading as well as
general lifecycle renewal investments in windows, doors, and roof is required.
The City Market Tower suffered major water damage from a burst pipe. A total
investment of $3.5 million is required to restore the interior of the Market
Tower.
The City committed $270,000 in 2014, $700,000 in 2015 and staff proposes
$700,000 in 2016. In 2017 a final investment of $360,000 would bring the total
City investment to $2.03 million. Along with committed funding from ACOA for
$2.03 million and a pending application from the Province for another $2.03
million, a total investment in the City Market would total $6.09 million to restore
this City treasure
Public Safety Services:
A. Trunk Radio Emergency System - Communication is an essential component
for public safety (Fire, Police and EMO services). Trunk radio systems provide
the communication backbone for protective services in Saint John,
throughout New Brunswick and across Canada. The existing analog trunk
radio system technology is outdated, over 30 years old and was installed in
Saint John in the early 1990's. It is used by the Saint John Police Force, Saint
John Fire Department, Saint John Emergency Measures Organization, and
Saint John Municipal Operations. The equipment, radios and infrastructure
are no longer supported by the manufacturer. The Province and other New
Brunswick municipalities have also been dealing with aging and obsolete
trunk radio systems.
The Provincial Government is making a significant financial investment to
upgrade and enhance its mobile trunk radio communication system in
partnership with Bell Mobility. The project includes configuration of a new
network, digital mobile equipment and the construction of communication
towers. Bell Mobility has commenced work on the new system and it is
being carried out in stages with completion expected in late 2016. The
current Bell Mobility analog system will continue to be used until the new
one is fully functional.
114
-4 -
The Provincial project presents a strategic window of opportunity to align the
City investment with the investment in the Provincial network. The Trunk
Radio Emergency System project is estimated to cost approximately $2.5-$3
million dollars. The City investment is expected to include new subscriber
gear (radio equipment for Police and Fire) estimated between $1 to $1.5
million dollars; equipment and conversion build costs for the Public Safety
Communication Center (911) in the range of $500 thousand to $1 million
dollars; and additional tower requirements for City wide coverage, yet to be
determined, that could cost $500 thousand to $1 million dollars. Monthly
subscription charges are expected to be similar to the current subscription
charge of the analog system.
Detailed quotes, specifications and implementation timelines are still not
final. The Public Safety Communication Center (911) conversion is estimated
to take place in Q3. Implementation of subscriber equipment could be late
Q3 or Q4. It is optimistic for the City to be fully converted by early
December. A robust City business case must be performed to ensure value
for money. Although project costs are estimated at $2.5 million to $3 million
dollars, given the uncertainty in timing, the 2016 Capital Budget includes
funding of $1.250 million for the Trunk Radio Project with the remaining
investment planned for 2017. When project timelines are finalized, Staff will
report back to Council with a request for any required adjustments to the
Capital envelope accordingly.
Staff is seeking Council's formal commitment to the Trunk Radio Emergency
System Project given its critical importance and risk to public safety. Staff
will present a business case to Council in 2016 with options that provide best
value for money.
B. Fire Service - A fleet replacement schedule for the 10 primary fire units was
established approximately 10 years ago with the objective of getting the
most effective and efficient use of these capital purchase ( including the goal
of minimizing large scale maintenance issues related to operating cost and
availability). Three of the ten fire service units have now exceeded their
replacement period and in turn maintenance cost have risen. The
maintenance cost for Engine # 2 (2001) has exceeded $40,000 in 2015. The
proposed 2016 Capital Budget includes funding to replace Engine #2
($500,000). Funding has also been included to replace aged SCBA packs and
bottles ($75,000). Investments are proposed to upgrade the HVAC in Fire
Station #4, 36 Courtney Avenue and Fire Station #6, 286 King Street West
($40,000) as well as to replace the roof in Fire Station #4 ($80,000).
Transit - The City will continue its investment in Public Transportation by
committing to the purchase of a new bus ($475,000) which will positively impact
the average age of the transit fleet. The Transit average fleet age is currently
10.79 years whereas the national average is 7.5 years. The General Manager of
115
.5 -
Saint John Transit believes a sustainable target should be 9 years. 11 of the 47
buses in the fleet were acquired in the year 2007 through external funding.
Given this distribution curve, the average age of the bus fleet is expected to
increase to 11.50 years in 2016 even with the purchase of 1 new bus.
Information Technology - The City's information technology supports the
effective and efficient delivery of the services provided to residents, and is largely
dependent on current and modern IT systems. The proposed budget includes
$800,000 in IT investments, with $600,000 being funded from the computer
reserve fund for a net capital requirement of $200,000. Network infrastructure
and upgrades to the enterprise resource planning system ERP ($130,000), needed
disk storage and backup systems ($220,000), One Stop Development Shop
Application & Hardware ($50,000) and the regular replacement of monitors,
laptops, workstations and licensing agreements funded from reserves. Finally, a
funding commitment has been secured for a Public Safety GIS mapping solution
that creates a common operating picture for emergency services ($108,049).
Fleet - $2.5 million (including the investment in a fire truck of $500k) in fleet
replacement will ensure the City has the equipment and fleet required to
provide necessary public service. The cost is offset by a contribution of $2.0
million from the fleet replacement fund. Staff will present a list of proposed
acquisitions for Council approval in the coming weeks.
Economic Development — includes year 4 of 5 commitments for the Trade &
Convention Centre as well as funding for chair replacement ($270,000) to
maintain competitiveness in the marketplace. The budget also proposes an
investment in land development for the Saint John Industrial Parks ($200,000).
Waterfront Capital is based on the City's committed contribution to the Loyalist
Plaza refurbishment. The City has committed $3.4 million provided the
campaign raises the funds needed to proceed with the refurbishment. The 2016
Capital Budget includes funds for the engineering, final design and construction
drawings, in the amount of 290,000. Also included in the Budget is $35,000 for
the third Eco Hub on Harbour Passage which will be located at the back corner of
the Fort Latour site. Funding from TD Bank for this Eco Hub has already been
received. The budget also includes $195,000 for dredging at Market
Slip. Currently most boats cannot get into Market Slip because there has been
no dredging done since 2005. This will provide the boating community with a
place to get their boats into Market Slip and be able to enjoy what Uptown Saint
John has to offer.
Facilities — Lily Lake will receive its final installment for the 3 year commitment
of capital for $150,000 to improve accessibility, fire protection, audio/visual
equipment and energy efficiency as part of a three year renewal plan. The East
Branch Library will be re -locating to Saint John Transit Atrium. Rents will be paid
to Saint John Transit, resulting in financial savings for the City of approximately
116
%V
$100,000 per year that the Library would have been paying in Rent at its current
location. Funding is included for new shelving, furniture, moving costs, and
signage ($221,200). A repair envelope will allow for improvements at the
Rockwood Park Interpretation Centre, the Arts Building and for Leasehold
improvements ($110,000). Window replacement and foundation waterproofing
will be carried out at the Carleton Community Center ($140,000) and the Forest
Hills Canteen will be connected to the municipal sanitary system ($40,000).
Contingent Funding Envelope - While a nominal budget allocation is shown for
each of these projects, actual disbursement by the City is contingent on certain
conditions being met. It is contemplated that the City will seek to secure funding
for these projects through any of the Building Canada Fund, Gas Tax Fund or
other Federal or Provincial programs.
A. Exhibition Centre this $22 million dollar project involves the
construction of a new Field House at Exhibition Park. The Centre would
include an indoor track and facilities for a range of indoor sport activities.
The Exhibition Association is willing to commit land and funding to
initiate the development. The City has been requested to consider a
contribution of $4.2 million over a three year period. It is unlikely that a
City contribution would be required prior to 2017. The City funding is
contingent on the project sponsors identifying the capital funding to
construct the project and a strict limit on the City's exposure to fund any
future operating deficit.
B. Loyalist Plaza — the estimated cost of the Plaza Development is $6.4
million with an anticipated City contribution of $3.4 million. A master
plan has been developed, after a series of public consultations, that when
implemented will serve to rejuvenate this anchor location in the Uptown.
The City's commitment is contingent on the remainder of the capital
funding being secured.
Fiscal Responsibility
The 2016 Capital Budget places more financial pressure on future operating
budgets as the cost of principle and interest payments become fixed costs for
the City, thus committing future operating budgets to these expenses. Through
responsible fiscal management, based on an annual $11-12 million dollar Capital
program, debt retirement will start to exceed new debt issues in 2017.
The Capital Budget must strike a balance between sustainable infrastructure
needs and affordable and responsible fiscal management. The Finance
Department, continuing to build upon the completion of identifying and tracking
of the City's Tangible Capital Assets, will work in 2016 to develop a Financial
Sustainable Planning Program which includes an Asset Management Plan, Long
Term Debt Policy and Long Term Capital Plan. The success of the project
117
_7_
involves the participation of not only Finance, but the major stewards of the
City's assets, such as Water, Transportation, Fleet, and Facility Management.
Along with input from Council, Staff and other Stakeholders, a Financial
Sustainable Planning Program must be developed to help guide how Financial
Resources are managed moving forward.
Planned capital expenditures total $21,662,339 with $9,958,049 coming from
other sources for a net Capital budget of $11,704,300. The annual funding from
the gas tax program has helped reduce projected borrowing costs and has
allowed the City to undertake needed infrastructure improvements. Funding
from bond issues is within the City's borrowing capacity.
The Capital Budget addresses a range of community needs with a strong
emphasis on Council priorities. The investments made will contribute to Saint
John being a Community of Choice — with better roads, reduced flooding,
improved recreation facilities, better public spaces, improved protective services
and continued enhancement of strategic assets.
Input has been received from the Senior Leadership Team and the Finance
Committee of Council
ATTACHMENTS
Exhibit : 2016 Capital Investment Map
Exhibit 2: 2016 General Capital Recommended
Exhibit 3: 2016 General Capital Not Recommended
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M&C No.
2015-240
Report Date
November 17, 2015
Meeting Date
November 23, 2015
Service Area
Finance and
Administrative Services
OPEN •• CLOSED SESSION
This matter is to be discussed [in oDen session of Common Cou-icil.
AUTHORIZATION
Primary Author Commissioner/Dept. Head City Manager
Craig Lavigne Kevin Fudge Jeff Trail
RECOMMENDATION
It is recommended that Common Council approve the 2016 Recommended
General Capital Budget.
EXECUTIVE SUMMARY
The 2016 General Capital Budget was presented to Council at its November Stn,
2015 meeting. The purpose of presenting the 2016 Capital Budget was to allow
Council to provide feedback and allow staff to incorporate that feedback into a
final version of the 2016 General Capital Budget.
PREVIOUS RESOLUTION
2016 General Capital Budget, M&C 2015-225: It is recommended that Common
Council reflect upon the attached document and make any and all inquiries and
recommendations to staff: and receive and file this report.
STRATEGICALIGNMENT
The 2016 Proposed General Capital Budget is aligned with Plan SJ, Play SJ and the
concentration of investment is in prime development and intensification areas
and is aligned with Council's strategic priorities.
129
shareThe proposed 2016 General Capital Budget totals $21,814,349 of which
$9,958,049 is funded from other sources (gas tax, reserves, etc.) and the
remainder $11,856,300 is to be funded by debt issue. ($11,749,010 in 2015)
The following modifications were made based on the feedback from Council,
there in an increase in the City by i i! compared to the Capital
Budget.• on Nov. 9th 2015.
SERVICE AND FINANCIAL OUTCOMES
This Capital Budget is making investments in long term municipal infrastructure
and other public assets. The projects included in the 2016 General Capital
Budget meet Council's priorities such as reducing flood risk, continual
improvements to roads and sidewalks, community of choice, and public safety;
while maintaining sound fiscal management of debt and operating costs.
130
Handi-Bus—Additional Handi-Bus
Transit Commission
$155,000
needed to increase service and reduce
expenditures
Parking Commission
$20,000
Coin Wrapper — Replace existing
wrapper which is at end of useful life
Harbour Station
$32,000
Replace Replay Video — Contractual
agreement
LBR
$50,000
Replace Exit Fire Doors and Interior—
Safety Issue
Transportation
$350,000
Boars Head Road — Curb and Sidewalks
Transportation
$250,000
Union Street—Street Signalized Lights -
Safety Issue
Transportation
-$250,000
King Square Work- Delay Work on Bus
Lanes
Waterfront Development
-$290,000
Loyalist Plaza —Await to see if funding is
in place before supporting
Waterfront Development
-$195,000
Dredging Market Slip- Seeking support
from Port Authority
Waterfront Development
$30,000
Harbour Passage and Boardwalk
Total Adjustments
$152,000
SERVICE AND FINANCIAL OUTCOMES
This Capital Budget is making investments in long term municipal infrastructure
and other public assets. The projects included in the 2016 General Capital
Budget meet Council's priorities such as reducing flood risk, continual
improvements to roads and sidewalks, community of choice, and public safety;
while maintaining sound fiscal management of debt and operating costs.
130
-3 -
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
Council Members asked a variety of questions during the discussion of the 2016
General Capital Budget. Many of the questions were answered by staff at the
meeting. The following questions were not answered at the November 9th
meeting; please see attached answers to the following questions.
Library — Please confirm follow up with Library concerning the widening of
meeting rooms not recommended for approval. Staff followed up with Library
to confirm request does not meet capital guidelines and would be considered
maintenance item. Facility management will add this item as part of their 2016
maintenance program.
Waterfront Development — Is dredging the City's responsibility or should the Port
look after this? Market Slip is owned by the City and does not fall under the
responsibility of the Saint John Port Authority; however discussions with the
Port Authority have been initiated. There floating docks will not be able to be
put in for the 2016 season.
Waterfront Development — Loyalist Plaza Design Costs — This request has been
deferred until Staff has more information on the project and there is a
reasonable expectation that third party funding for the project will be met.
Transit — King Square Bus Shelters — Referring to the list above of adjustments;
Transportation will not be proceeding with adding bus lanes on King Street
North in 2016, therefore this request will be deferred until Transportation
proceeds with this project.
Transit — Small Bus Trial — There has been no business case presented to Council
to make an informed decision on whether the City should proceed with smaller
buses. The request should be deferred until the new CEO is hired and a
business case is prepared to justify the investment.
Transit — Tools — $75,000 was approved in 2013 for tools and staff will have a
discussion with Transit on a detailed listing of tools for the 2017 Capital
budget.
Parking Commission — Electronic Chalking Systems — in order for Parking to fully
leverage this asset, there needs to be By-law changes for the increased area to
be patrolled for parking violations. A business case has yet to be developed
therefor, the request should be deferred until the new CEO is hired and a
business case is prepared to justify the investment.
Transportation — Cedar Point — Staff was asked to look at improvements to the
area. The addition of 350K to complete the curbs and sidewalks an Boars Head
131
-4 -
Road will fill in a gap in the sidewalk and curbing, address safety concerns for
pedestrians and Improve the area near the entrance to Cedar Point.
Transportation - Grannan Lane — Should the City continue to redo street witlhl
concrete or look at using asphalt? With the proper quality control in place,
Transportation staff recommends continue with using concrete.
Transportation — The City is spending an extra 10% this year and Council would
like to know what that 10% is and please confirm Gas Tax Funding for 2015 to
2016. The additional 10% is directly related to additional road work. Staff also
confirms the Gas Tax Funding for 2015 and 2016 as it relates to roads was $1.5
for both 2015 and 2016. Included in the investment of the additional road work
is fixing cuts in asphalt and backfilling resulting from necessary underground
work as was the case in the 2015 Capital Budget.
2015
2016
Gas Tax Funding 1,500,000.00
1,500,000.00
City Share 2,665,000.00
3,075,000.00
Total 4,165,000.00
4,575,000.00
Information Technology — is there a huge risk by not replacing Air Conditioning
unit as requested. Staff continues to monitor the Data room and Is confident
the risk can be reduced through ongoing monitoring and minor repairs.
Fleet — Where is the new fire truck going to be used and confirm Fire
Department contributes to the Fleet Reserve? The proposed Fire Truck will be
located at #2 Fire Station (Loch Lomond Road). The Fire Department does
contribute to the fleet reserve when it comes to their smaller vehicles
(passenger vehicles), however Fire Trucks are not part of the Fleet Reserve
Capital Budget — What is on the deferred list that is not approved because i
would be considered a Maintenance Expense? See Appendix 2 for items that
would be considered maintenance.
Police — Is there a safety risk by not replacing firearms. Police agreed it would
be acceptable to purchase these firearms out of the 2017 Capital Budget
However, if Council wishes to proceed with the replacement of firearms this
year, the total capital budget would be increased by $200,000. This amount has
not been included in the recommended budget.
132
• FEW,P.Ml 1
Appendix I — 2016 Recommended General Capital Budget
2015-225 1
133
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