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2016-11-08 Finance Committee Open Session AgendaCity of Saint John Finance Committee - Open Session AGENDA Tuesday, November 8, 2016 4:30 pm 8th Floor Boardroom, City Hall Pages 1. Call to Order 1.1 Approval of Agenda 1.2 Approval of Minutes 1.2.1 Minutes of October 6, 2016 2 - 5 1.2.2 Minutes of October 13, 2016 6 - 9 1.3 General Capital Budget: Recommend Draft General Capital Budget to Council 10-48 on November 14th 1.3.1 Cedar Point Capital Improvements 49-50 1.4 General Operating Budget 51 -75 1.4.1 Grant Allocation 1.4.2 Seek Finance Committee's Input regarding Changes to the Budget based on Council's Priorities 1.4.3 Additional Funding to Police for Vehicles 1.4.4 Amazeatorium Partnership Proposal 76-81 1.5 Aging AR Update 82-83 1 Poeta Sy:1 rIN. m MINUTES - OPEN SESSION FINANCE COMMITTEE MEETING OCTOBER 6, 2016 AT 5:00 PM Stn FLOOR BOARDROOM, CITY HALL Present: Mayor D. Darling Councillor D. Merrithew Councillor D. Reardon Councillor S. Casey Councillor G. Norton Councillor G. Sullivan Also Present: City Manager J. Trail Commissioner of Finance and Treasurer K. Fudge Comptroller C. Graham Senior Manager, Financial Planning H. Nguyen Commissioner of Transportation & Environment Services M. Hugenholtz Deputy City Manager N. Jacobsen Commissioner Saint John Water B. McGovern Commissioner Growth and Community Development J. Hamilton City Solicitor J. Nugent Fire Chief K. Clifford Assistant Comptroller Finance C. Lavigne General Manager Parking and Transit Commissions I. MacKinnon Common Clerk J. Taylor Administrative Assistant K. Tibbits 1. Meeting Called To Order Councillor Merrithew called the Finance Committee open session meeting to order. 1.1 Approval of Minutes — September 15, 2016 Moved by Councillor Sullivan, seconded by Councillor Reardon: RESOLVED that the minutes of the Finance Committee meeting of September 15, 2016 be approved. MOTION CARRIED. Moved by Councillor Sullivan, seconded by Councillor Reardon: RESOLVED that the agenda for the open session meeting of the Finance Committee be approved. Referring to the submitted presentation, Chief Clifford commented on the challenges in providing fire service to the City and potential opportunities that exist in terms of revenue generation. Goods and services have been reduced in an effort to control budgets which has caused a deficit in the department's assets as a result of this restricted spending. Moved by Mayor Darling, seconded by Councillor Reardon: RESOLVED that the presentation entitled, "Fire Rescue and Suppression Services 2017 Service Based Budget", be received for information. MOTION CARRIED. 1.3 Transportation and Environment Services Mr. Hugenholtz reviewed the submitted presentation. Transportation and Environment Services includes roadway maintenance, sidewalks, pedestrian traffic, storm water, solid waste, engineering department, and parks and recreation services. The Transportation and Environment Services budget is especially vulnerable to severe weather events and also to contract costs related to asphalt and roadway maintenance, which could be a variable in the 2017 contract costs. To achieve a balanced budget, discretionary spending was reduced, some goods and services cut, annual street sweeping program brought in-house, and savings in salaries through anticipated workforce attrition. Continuous improvement initiatives have reduced some of the service impacts. Continuous improvement is ongoing and additional opportunities have been identified. Mr. Trail commented on the developing theme of departments having a slight increase in salaries and benefits, offset by a corresponding decrease in goods and services. Without growth, there is little flexibility left in terms of reducing the operating budget and the impact to service delivery may need to be considered. Responding to a comment, Mr. Hugenholtz stated that approximately $4M has been allocated in the capital budget for routine capital renewal projects, but ideally it would be better funded through the operating budget. Moved by Councillor Sullivan, seconded by Councillor Norton: RESOLVED that the Finance Committee recommend to staff that if revenue opportunities become available that funds be shifted from the capital budget to the operating budget. MOTION CARRIED. Moved by Mayor Darling, seconded by Councillor Reardon: RESOLVED that the presentation entitled, "2017 Service Based Budget Transportation and Environment Services", be received for information. MOTION CARRIED. 1.4 Transit and Parking Administration Mr. MacKinnon reviewed the submitted report. With respect to the 2017 budget, a $ 247,000 increase in revenue is targeted largely due to the new zone in the South end. A Communication Plan is underway and it remains hopeful that the Transportation Plan will provide important input to the overall strategic plan. transit will ever be profitable but hopeful that transit will be able to reduce the subsidy received from the City. Moved by Councillor Merrithew, seconded by Councillor Reardon: RESOLVED that the presentation entitled, "2017 Service Based Budget Transit and Parking Administration Services", be received for information. MOTION CARRIED. 1.5 Corporate Services Mr. Jacobsen commented on the submitted presentation as it relates to the City Manager's office. Service areas include Human Resources, Corporate Communications, Strategy and Continuous Improvement Department and Special Projects. There have been annual increases in salaries and benefits, while goods and services have stayed the same or decreased, similar in the trends seen in other departments. Mr. Taylor commented on the submitted presentation related to the Common Clerk service area, including budgets for Common Council, Mayor's Office, Cultural Affairs and arts and culture grants. Consistent with other service areas, the goods and services budget has been decreased to offset the increase in salaries and benefits in order to maintain a 0% budget for 2017. Responding to a question, Mr. Taylor stated that the Council budget does not include a potential increase in Council salaries. Mr. Nugent commented on the submitted presentation as it relates to the Legal Department. He addressed the historical trends and the continued downward trend of goods and services, which for the most part is associated with necessary expenses such as memberships to the law society, continuing education requirements, and subscriptions to legal databases. Little room exists for further reduction to goods and services. Mr. Jacobsen stated that in addition to reducing the overall goods and services budget, the City's overall permanent establishment was reduced by 73 positions, or 8.3% of the workforce, in the past decade. These are challenges the City will continue to face if significant revenue growth is not seen on a go forward basis. Responding to a comment, Mr. Fudge indicated that staff can provide a summary of services the City provides to its agencies, boards and commissions as well as the services that the City is charging for. Moved by Mayor Darling, seconded by Councillor Sullivan: RESOLVED that the presentation entitled, "2017 Service Based Budget Corporate Services", be received for information. MOTION CARRIED. 1.6 2017 Draft General Capital Budget Mr. Fudge commented on the submitted 2017 draft General Capital Budget. Discussion included considerations on contingent projects and the need to prioritize those projects. The committee and Council should carefully consider the contingent budget envelope as it will signal to the other partners what the City considers its priorities. Responding to a comment, Mr. Trail noted that a plan for the future of the City's existing arenas is required which will include a plan for reinvestment and capital replacement. RESOLVED that the Finance Committee open session meeting held on Thursday, October 6, 2016 be adjourned. MOTION CARRIED. The Finance Committee meeting held on October 6, 2016 was adjourned at 7:25 p.m. Present Absent Also rIN. m MINUTES - OPEN SESSION FINANCE COMMITTEE MEETING OCTOBER 13, 2016 AT 5:00 PM Stn FLOOR BOARDROOM, CITY HALL Mayor D. Darling Councillor D. Merrithew Councillor D. Reardon Councillor S. Casey Councillor G. Sullivan Councillor G. Norton Present: City Manager J. Trail Commissioner of Finance and Treasurer K. Fudge Comptroller C. Graham Senior Manager, Financial Planning H. Nguyen Commissioner of Transportation & Environment Services M. Hugenholtz Commissioner Saint John Water B. McGovern Commissioner Growth and Community Development J. Hamilton Fire Chief K. Clifford Deputy Commissioner Growth & Community Development A. Poffenroth Assistant Comptroller Finance C. Lavigne Administrative Assistant K. Tibbits 1. Meeting Called To Order Councillor Merrithew called the Finance Committee open session meeting to order. Moved by Councillor Reardon, seconded by Councillor Sullivan: RESOLVED that the agenda for the open session meeting of the Finance Committee be approved. MOTION CARRIED. (Police Chief J. Bates, Deputy Police Chief G. McCloskey, Chair Police Commission A. Mullin and Director HR and Finance M. Corscadden entered the meeting) 1.1 Police Services Referring to the submitted report, Chief Bates and Mr. Corscadden commented on the 2017 operating budget for the Saint John Police Force. The police force is involved in contract negotiations and the potential wage settlement is not known. Salaries and benefits account for approximately 82%-83% of the overall budget. The force continues to look for ways to reduce years. There is risk and exposure to the force as a result in terms of sustainability and maintaining an adequate police service. Other risks to the budget include increased vehicle maintenance costs from retaining police vehicles longer; reductions to the training budget; and reduction in other operational equipment. Chief Bates and Mr. Corscadden commented on the submitted 2017 operating budget for the Public Safety Communicatons Centre. The centre does very well with respect to generating revenue to offset costs on the operating side. For every dollar spent, the centre generates approximately 0.40 cents in revenue to offset cost. The proposed budget for 2017 is approximately $109,000 less than the budget request for 2016. Responding to a comment, Chief Bates stated that there are sections in the taxi bylaw and the traffic bylaw that require a police officer to enforce such provisions. A bylaw amendment would be required to have these duties delegated to other areas. Gains could be made through synergies with community partners, specifically in the area of mental health calls. Moved by Councillor Sullivan, seconded by Mayor Darling: RESOLVED that the presentation entitled, "SJPF and PSCC 2017 Operating Budget", be received for information. MOTION CARRIED. (Mayor Darling withdrew from the meeting) (Chief J. Bates, Deputy Chief G. McCloskey, A. Mullin and M. Corscadden withdrew from the meeting) Moved by Councillor Reardon, seconded by Councillor Sullivan: RESOLVED that item 1.4 Saint John Water presentation be moved forward on the agenda. MOTION CARRIED. 1.4 Saint John Water Mr. McGovern reviewed the submitted 2017 budget report for Saint John Water. Revenue streams vary year to year due to the number of flat rate customers, which have been declining, and also the amount of metered water use which can fluctuate significantly. There is a 2.96% increase in the 2017 budget of which 0.8% is attributable to an increase in the operating budget. The remainder is being channeled from the capital budget to operating into the safe clean drinking water project for a reserve. It is a good practice to establish a reserve in order to reduce borrowing costs and fiscal charges. Salaries have remained stable with a 1% increase and is forecasted to decrease by one position, through attrition, in the utility next year. Goods and services are essentially flat but a number of initiatives have been added into the budget without increasing goods and services. Responding to a comment regarding the trend of the utility having small surpluses, Mr. McGovern commented that the surpluses are not significant in terms of the overall budget. Overall the utility is taking on significant debt for the safe clean drinking water project and surpluses are rolled back into the utility. Mr. Fudge commented that there is significant borrowing required at substantial completion in 2018. The S72 vearly increase to ratepavers will provide for a reserve to offset the amount of shock" for the customer. Moved by Councillor Reardon, seconded by Councillor Sullivan: RESOLVED that the Finance Committee recommend that the submitted Saint John Water Utility Budget be presented to Common Council with a recommendation to receive and file. MOTION CARRIED. (Councillor Reardon withdrew from the meeting) 1.2 Finance & Administrative Services Mr. Fudge reviewed the 2017 budget for Finance and Administrative Services and commented on the service areas and upcoming initiatives. Finance and Administration has seen a number of continuous improvement projects including the City hall space optimization project, fleet utilization project, phone utilization project, and Market Square HVAC maintenance all of which are designed to identify potential savings opportunities. An asset management program is being undertaken which will reduce operating costs and improve service levels. It will allow the City to strategically prioritize its capital spending to critical areas. The goal is aligning long term financial planning with strategic plans. The trend in the budget is consistent with other service areas. Salaries and benefits have increased with inflationary pressures which has been offset through reductions in goods and services. Moved by Councillor Sullivan, seconded by Councillor Casey: RESOLVED that the submitted presentation entitled, "2017 Service Based Budget Finance and Administrative Services", be received for information. MOTION CARRIED. 1.3 Growth & Community Development Services Ms. Hamilton reviewed the submitted budget presentation for the Growth & Community Development Service area. The budget includes city services delivered by the department and funding to the ABCs that relate to economic development. Funding is provided to support four economic development agencies, accounting for approximately $2M of the budget. Approximately % of the department's budget is offset by revenues. Revenue projections are based on historic trending; actuals are influenced by the level of economic activity in the community which is heavily influenced by major project construction. Referring to the expense budget for 2017, Growth and Community development services is projecting a budget of just over $10M which is a 4.4% increase from 2016. Most of the increase is caused by movement of funding for the urban development incentives program from the capital budget into the operating budget. Goods and services have been cut by 4% to offset increases in salaries. Moved by Councillor Merrithew, seconded by Councillor Sullivan: RESOLVED that the Finance Committee request direction from the Growth Committee on the allocation of the approximately $2M funding envelope for the economic development agencies. MOTION CARRIED Development Services", be received for information. MOTION CARRIED. 1.5 2016 Year End Proiections Ms. Nguyen commented on the year end projections for the general fund as at August 31, 2016. The projected year end surplus is $1.1M which is 0.72% variance from the overall budget. Ms. Graham commented on the year end projection for the water utility fund as at August 31, 2016. The surplus reported at the end of June has decreased from $317,000 to $233,000, predominantly the result of lower revenue. Moved by Councillor Casey, seconded by Councillor Sullivan: RESOLVED that the submitted report entitled, "2016 Year End Projections", be received for information. Adjournment Moved by Councillor Casey, seconded by Councillor Sullivan: RESOLVED that the Finance Committee open session meeting held on Thursday, October 13, 2016 be adjourned. MOTION CARRIED. The Finance Committee meeting held on October 13, 2016 was adjourned at 7:40 p.m. FINANCE COMMITTEE REPORT Report Date October 31, 2016 Meeting Date November 08, 2016 Chairman Councillor Merrithew and Members of Finance Committee SUBJECT: 2017 General Fund Capital Budget OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. HeadL4 City Manager Craig Lavigne Kevin Fudge m I Jeff Trail RECOMMENDATION It is recommended that the Finance Committee approve the 2017 General Fund Capital Budget and submit to Council for information at the meeting of November 14 and upon completion of Council's review be recommended for approval at the November 28 Council meeting. EXECUTIVE SUMMARY The draft 2017 General Fund Capital Budget was presented to the Finance Committee on October 6. The information has been updated to reflect Council's priorities approved on October 31, 2016. The purpose of the report is to provide the Finance Committee with the City of Saint John proposed 2017 General Fund Capital Budget for submission to Common Council. PREVIOUS RESOLUTION N/A STRATEGIC ALIGNMENT The proposed 2017 General Fund Capital Budget is aligned with Councils' priorities, Plan SJ and Play J, focusing on investment in the prime development areas. -2 - REPORT The 2017 General Fund Capital Budget aligns with Council's priorities to support investment in Growth and Prosperity, creating a Vibrant, Safe City, offering Valued Service Delivery and being Fiscally Responsible. The budget also strategically aligns with Plan SJ and Play SJ. Several of the capital projects in the proposed budget span across several of Council's priorities. For example, investing into road improvements not only supports value service delivery, but also demonstrates fiscal responsibility by preventing roads from falling into a more costly reconstruct stage. Investment in facilities such as the Aquatic Center and the Carleton Community Centre reduces the infrastructure deficit while at the same time invests in recreation experiences that create a sense of community pride. The City is undertaking an asset management plan will play an important part of future capital budget decision making. The plan will give Council the ability to make evidenced and strategic based decisions on where best to invest the limited capital dollars to help achieve Council's priorities. The asset management plan sets the foundation for long term debt planning, long term financial planning and supports fiscally responsible spending focused on service. The Finance Department received $50.07 million in capital budget requests from service areas in 2017. The requests exceed the $10-$12 million that the City has established as a financial measure to keep long term debt from growing to an unsustainable level. Long term debt for the General Fund will reach $117.6 million by the end of 2016. The proposed 2017 General Fund Capital Budget totals $22,214,250 of which $12,037,750 is to be funded from other sources (gas tax, reserves, etc.) and the remainder $10,176,500 is to be funded by debt issue ($11,926,300 in 2016). 2017 CAPITAL BUDGET HIGHLIGHTS Council Priority - Valued Service Delivery The capital budget includes investments that support sustainable city services and municipal infrastructure. Key investments include road improvements, investments in municipal buildings, storm water, fleet and information technology that will maintain service delivery and contribute to reducing the infrastructure deficit. Transportation — Council's priority to ensure valued service delivery calls for continued investment in road improvements including asphalt, curb and sidewalks, as well as surface reinstatements associated with water and sewer projects. The 2017 General Fund Capital Budget includes $5.345 million of investment in asphalt, curb and sidewalk and street reconstruction. This ito] -3 - represents a year over year reduction of $600,000 compared to the 2016 General Fund Capital Budget ($5.95 million). The reduction can be attributed to less road reconstruction tied into the Water and Sewerage Capital Budget. Total investment in roads in Capital and Operating Budgets for 2017 equals $6.71 million ($7.29 million 2016). Overall PCI is intended to remain at similar levels; however there is risk that the price of asphalt and the reduction in capital spending may have a negative impact if the trend continues. Additional funding for Transportation Services includes replacing the bus lay area on King Street ($100,000), and funding for Sand Cove Road ($700,000). Staff will report back to Council on Sand Cove Road. There is also funding included for the repairs at the Howe's Lake landfill ($100,000) to replace the landfill cover to ensure there are no negative environmental impacts. Drainage — Continuing to invest in Westgate Park, funds have been included in the amount of $880,000. There are also three projects included for storm sewer separation that is being done in conjunction with Saint John Water for $375,250 which will continue to advance the reliability of the wastewater network through separation of storm water and wastewater as well as amount for land acquisitions of $50,000. Fleet — Funding of $2.5 million from the fleet reserve is included to ensure the City has the equipment and fleet required to provide necessary public services without having to increase borrowing. A new fleet model is being developed for 2017, along with a reduction of vehicles through the continuous improvement initiatives that aligns strongly with a value service delivery model. A separate report to Council will be coming in before the end of the year. Information Technology - The City's information technology is key in supporting Council and staff initiatives, as well as supporting effective and efficient delivery of the services provided to residents. The proposed budget includes $780,000 in IT investments, with $730,000 being funded from the computer reserve fund. This is made up of network infrastructure and upgrades to the ERP ($150,000), disk storage and backup systems ($200,000) and the regular replacement of monitors, laptops, workstations and licensing agreements ($380,000). There is also funding included to upgrade the Council Chamber electronic equipment ($50,000). Parking - Investment in an electronic chalking machine and purchasing additional pay and display machines ($152,000) will increase efficiency and replace aging coin machines. The chalking machine will require less manual work around monitoring parking and the pay and display machines will reduce the manual work of collecting and counting multiple meter devices. Energy Management - The City of Saint John is a finalist for a Quest — Smart Energy Community Award and has received other awards such as the Premier's 11 -4 - Award for Energy Efficiency through the work done around energy management. The 2017 budget has funding included for $22,000 for various energy efficiency projects. Council Priorities - Vibrant, Safe City & Growth and Prosperity The 2017 proposed budget continues to see investment in key assets that support services such as Transit, Recreation, Parks, and Public Safety that promote neighborhoods and creates a vibrant and safe City. Recreation— Strategic investment in recreation, culture and arts creates a sense of community pride. Investments in facility renewal in areas such as: the Rockwood Park Interpretation Center, the Dominion Park canteen, and Queen Square lighting ($200,000) has been identified. The budget continues with investments in facilities that include replacement of additional windows and HVAC upgrades at the Carleton Community Center ($470,000), safety rail replacement at LBR ($150,000), second air handling unit and equipment at the Canada Games Aquatic Centre ($610,000), and equipment and energy upgrades at Harbour Station ($170,000). Harbour Passage — Building on Play SJ and the Bike and Trailways Master Plan, staff has identified an extension of Harbour Passage to Sydney Street as a strategic priority. This extension would increase the accessibility of Rainbow Park, as well as Tin Can beach. Half of the cost of the project would be covered through the Public Infrastructure Fund ($600,000). City Market — The market is an historic icon for the City and was nominated as one of Canada's Great Public Spaces of 2013. Funding was officially committed from the Province and ACOA for $2.03 million each in 2016. This investment celebrates and protects the history around the historic City Market. The capital budget recommends $360,000 for the City's portion which will bring the City's total funding to $2.03 million since 2014, matching the other levels of government. Central Library — The Central library celebrates arts and culture. The Library hosts author readings, live music and is a community gathering place. Renovations to the central library include renovations to the children's department, teen space, creating a flexible space for authors and musicians and flooring replacement ($80,000). Fort Latour — Building upon Harbour Passage, $220,000 has been earmarked for the City's funding for the Fort Latour Project. Fort Latour celebrates the history of Saint John and this project will improve this green space on Harbour Passage for the enjoyment of citizens and visitors. 12 -5 - Saint John Stone Symposium - The Saint John Stone Symposium attracts international artists to the Saint John Waterfront. The capital budget includes $15,000 to cover the deposit of two stone sculptures for the 2018 Stone Symposium. These two works of art will be placed at two locations within the City. Transit — Access to reliable cost-effective public transportation plays an important part in creating great neighborhoods. Saint John Transit has secured funding from the Public Transit Infrastructure Fund (PTIF) in 2016. Funding of $2.5 million (half from PTIF) is included in 2017 capital budget for the purchase of 5 bus replacements and an approximate additional $3.1 million (half from PTIF) has been committed for 2018 for additional buses. This investment in buses will ensure reliable transportation and reduce the average age of the transit fleet of buses there by reducing operating expenses. Public Safety Services — A major investment for Public Safety was approved in the 2016 capital budget to replace the trunk radio system currently being used by the City's first responders. The second allocation of $1.25 million is provisioned in the 2017 capital budget. Upon completion of the project, Police, Fire and EMO will have the capabilities and efficiency around communications needed to perform the changes with an evolving community. This project will also provide more communication capabilities with other jurisdictions in New Brunswick, PEI and Nova Scotia that is not currently available today with the 30 year old technology being used. Fire — To ensure the Fire Department has the equipment to provide safe and effective delivery of service, equipment needs to be reliable and safe. The budget has $110,000 for replacement of safety equipment and $20,000 to replace the emergency generator at Fire Station #1. Police — The Police require replacement of their firearms that have been in use since the early 90's and are no longer supported by the manufacture ($200,000). Economic Development — The Trade & Convention Centre's year 5 of the 5 year commitment made by the City to upgrade the facility is included for $125,000 which will bring the total investment to $1.581 million since 2013. Fundy Quay — Drilling on the Fundy Quay site has been completed and an additional amount of $70,000 is needed to complete the environmental assessment on this site. Council Priority - Fiscal Responsibility The 2017 capital budget aligns with Council Priority of fiscal responsibility. The capital budget set forth is based on $10,176,500 of new borrowing; however there are significant contingent projects that could put upward pressures on long 13 -6 - term debt if one of those projects moves forward. Staff continues to recommend that Council limit new debt to $11-$12 million per year in order to reduce the debt over time to ensure fiscal sustainability. Staff is currently preparing applications for funding under the New Building Canada Fund (Small Communities Fund). Applications for funding are due by November 15 and several projects recommended in the capital budget are being submitted for funding. If the City is successful in receiving additional funding for these projects, Council will have the opportunity to reduce borrowing or put additional money into other projects. With Council's endorsement, staff has undertaken the first steps in developing an Asset Management plan. A request for proposal has been issued and will be awarded to the successful proponent. The first phase of the plan is targeted to be completed by end of 2016 and second phase by end of 2017. This will set the foundation for current and future Councils, staff and all stakeholders enabling better sound financial decisions, setting levels of service and the creation of long term financial plans. This will be a living document to help guide financial decision making. Contingent Funding Envelope A contingent envelope of potential capital projects is also included with the 2017 General Fund Capital Budget. Several of these projects have been listed in previous capital budgets and are contingent on achieving additional funding. Fundy Quay — The contingent budget for 2017 includes $2.1 million (50% of the total cost) for refurbishment of the sea wall and $2.0 million for environmental remediation (approximately 1/3 of total cost). The business case for this investment will be tax base growth in the PDA and the costs of borrowing will be weighed against the return on investment. Exhibition Field House - This $25 million 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 City has been requested to consider a contribution of $4.2 million over a three year period. The City funding is contingent on securing federal and provincial funding commitments as well as ensuring the City has no exposure to risk of having to fund any future operating deficits. Loyalist Plaza — The estimated cost of the Loyalist 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. 14 CONCLUSION Planned capital expenditures total $22,214,250 with $12,037,750 coming from other sources. The annual funding from the gas tax program as well as funding from other government programs, has helped reduce projected borrowing costs and has allowed the City to undertake needed infrastructure improvements. This level of capital expenditures is within the City's borrowing capacity. The 2017 capital budget invests in road infrastructure, storm and environmental needs, public transportation, public safety, arts, cultural, and recreation while maintaining fiscal responsibility. The projects identified align with Council's priorities, Plan SJ and Play SJ. SERVICE AND FINANCIAL OUTCOMES The 2017 General Fund Capital budget will become a fixed charge for the next 15 years for the General Operating Budget. The projects chosen for the capital program that require borrowing have a useful life of 15 years or more. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Input has been received from the all the Service Areas, the ABCs and the Senior Leadership Team. 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L O U (D m 2 = N O u J 3 0 _ LU B i--� _� L 07 U 3 Q N H LI E E E E E E E E E E E E U U U U U U U U U U U U a a a a a a a a a a a a a NJ LL LL LL LL LL LL L- L- L- L- L- L- N N N N N N N N N N N N t1A t1A t1A t1A t1A t1A t1A t1A t1A t1A t1A t1A O fB fB fB fB fB fB fB fB fB fB fB fB NJ fCB fCB fCB fCB fCB fCB fCB fCB fCB fCB fCB H C 2:-:2: C C C C C C C C C C C cB cB cB cB cB cB cB cB cB cB cB cB L— L— L— L— L— L— L— L— L— L— L— L— M W m J Q a V J W W C7 W W LL W r -I O N N H m W O O O O O O O O O O O O O O O O O O O O O O O O Lr) N V O O O O O Lf1 O O O O O Lf1 NJ O Ln L6 N L6 I- O N O O r- I- O L6 N L6 M 00 r --I O Lf1 L6 r -I W = Lr) � N W � a W = N W m = H 0 CLO E > 0 ON CL E Lu m Z U fB O D fB ~ N Lit O > 0 O Q N " U Q W >, cB Q LL N u 3 � 0 cB 2 H a O OC 3 O °U' m = ++' •u Om JO L m 3 O o U (10 LL u _Q �OC NCL oo W c— O (7 N (f (10 Q O Q U f(10> N L F_ +•' U Q O N O }' N Mm N fB (10LL ::3 ::3 — OC N N LL L N L m LL LL m H Z LI fB U fB U fB U fB U N N N Q Q Q Q Q Q OC Q C: _0 cB Q C: _0 cB Q C: _0 cB Q C: _0iL cB Q LL iL U U U U U U CL NJ C: IL S LL LL C:S LL N N N N N N � � fB � fB � fB � fB > N > N > N •U Li— •U Li— •U Li— •U Li— •U L L •U L L ui a fCB C fCB C fCB C fCB C fB fB fB fB fB fB fB fB fB V — — — — O •4A O •4A O •4A O •4A O •4A O •4A fB fB fB fB L.L L.L L.L L.L W m J Q a Q J W W D W W LL W n r -I O N VO 0000 O O O N ' W a N r -I r -I O N 0) 0) rq Ln (L7 = p N cn 00 m t/? t/? t/? t/? t/? •c/f• W � a � W = � N W m = H O •c/f• L H Q D Q ca V U +' N i V O L N ULLI 4l Q N � � Q N 0 m C O a-0 O H Z NJ o � E o E OC U U U U (D U fB _ Q �+ O O a + O O Q LLI LZ LU M w H c H co U U O CSA 0Li-� LUE ++ O m O c H L H L Q 0 0 O O Ln Council Resolution Adopted at the Council meeting of October 31, 2016: 11.1 Cedar Point Capital Improvements (Councillor MacKenzie) Moved by Councillor MacKenzie, seconded by Councillor Lowe: RESOLVED that the report entitled Cedar Point Capital Improvements be referred to the Finance Committee for consideration in the 2017 the capital improvements budget process. MOTION CARRIED with Councillor Norton and Deputy Mayor McAlary voting nay. M-11 ..... . . ...... . Received Date C were c Meeting Date I e r, e . ......... - Open or Closed . . .......................... . . . . . ..... . ... . . - .... . ................................ .. . ...... . His Worship Mel Norton and Members of Common Council your Worship and Councilliors: Cedar Point is one of a few higher end developments in Saint John. It contributes appropriately $1.6 million to the SJ tax base, annually, This amount will grow as more development is anticipated on an, adjacent property that would be accessed by Cedarwood Drive, However the current entrance does not reflect positively on the development and acts as a disincentive to further development. In a 2015 report, staff priced improvements to Cedarwood Drive at $3,25 million. Staff went on to say the project could be done over a period of years to reduce the annual investment This investment would help to maintain assessments and would help strengthen the retain market within the area, further augmenting the tax base. When we talk about return on investment, this is, in my view, a perfect example. It is my opinion and that of many others that are investing in this area, we wiill draw more development and the resale prices will increase, helping to give us the growth we are looking for, That staff include in the capital budgets for the next few years (no more than 6) starting in 2017, funding to upgrade storm system and transportation upgrades (,curb and sidewalk) to Cedarwood Drive. Respectfully Submitted, (Received via email) John MacKenzie Councillor -Ward 2 City of Saint John SAINT JOHN RO. Box 1971 Saint John, N8 Canada E2L 4LI I Ywfw.saintjahn,ca I C.R 1971 Saint John, N, -B. Canada E21. 4L1 EM 061 The City of Saint John 2017 GENERAL OPERATING BUDGET City of Saint John 2017 Budget REVENUES Property taxes Federal Payment in Lieu of Taxes (PILT) Equalization & Unconditional Grant 2016 Approved Budget 120,141,178 41,244 19,923,206 2017 Proposed Budget 120,141,178 19,923,206 Surplus 2nd previous year - 416,472 Growth & Community Development Services 2,056,300 2,815,150 Public Safety Services 2,231,368 2,013,605 Transportation & Environment Services 2,894,027 3,884,188 Finance & Administrative Services 4,164,861 3,776,516 Corporate Services 90,000 30,000 TOTAL REVENUES 151,542,184 153,000,315 EXPENDITURES Growth & Community Development Services 4,241,016 4,591,016 Economic Development Service Growth & Community Planning Services Economic development agencies Growth & Community Planning Services 1,535,850 1,777,370 One Stop Development Shop Services Saint John Development Corporation 270,000 - Heritage Conservation 231,905 200,289 Permitting & Inpection Service & By -Law Compliance 1,948,602 2,083,117 Infrastructure Development 524,659 530,240 Destination Marketing Organization 965,600 - 1,980,600 2,048,495 Saint John Trade and Convention Centre 619,314 616,635 Harbour Station 473,782 485,880 Urban Development Service Market Square - Common Area 3,073,696 3,151,010 2,333,116 2,333,116 Total Growth & Community Development Services 9,647,828 10,075,142 Public Safety Services 4,241,016 4,591,016 Economic Development Service Economic development agencies Economic Development Agencies - 2,048,495 Regional Economic Development (Enterprise) 475,000 - Saint John Development Corporation 270,000 - Saint John Industrial Parks 270,000 - Destination Marketing Organization 965,600 - 1,980,600 2,048,495 Saint John Trade and Convention Centre 619,314 616,635 Harbour Station 473,782 485,880 Urban Development Service Market Square - Common Area 3,073,696 3,151,010 2,333,116 2,333,116 Total Growth & Community Development Services 9,647,828 10,075,142 Public Safety Services The City of Saint John 2017 GENERAL OPERATING BUDGET City of Saint John 2017 Budget 2016 Approved Budget 2017 Proposed Budget Fire Rescue and Suppression Service 21,721,402 21,731,402 Water Supply and Hydrants 2,400,000 2,300,000 Emergency Management Service 316,239 322,251 Police Services 24,219,759 24,769,759 Public Safety Communications 2,480,400 2,380,400 Street Lighting 937,300 937,300 Total Public Safety Service 52,075,100 52,441,112 Transportation & Environment Service Roadway Maintenance Service Snow Control Streets Street Cleaning 6,004,989 5,743,331 1,616,628 1,316,119 Utility Cuts - 550,000 Street Services - Surface Maintenance 4,375,848 4,905,411 11,997,465 12,514,861 Sidewalk Maintenance Service Snow Control Sidewalk 1,061,823 1,049,661 Sidewalk Maintenance 724,411 781,596 Sports & Recreation Facilities Service Arena Operation and Maintenance Sportsfield Operation and Maintenance Other Facility Operation and Maintenance Minor Hockey Subsidy Aquatic Clubs Lord Beaverbrook Rink !II 3,129,635 1,786,234 1,831,257 Pedestrian & Traffic Management Service 2,090,525 2,448,312 Stormwater Management 3,760,440 3,469,155 Solid Waste Management 3,629,410 3,747,324 Engineering 501,353 542,741 Parks & City Landscape Parks Maintenance 2,639,425 2,696,162 Lifeguards 158,245 164,000 Urban Forestry 286,965 296,392 Mispec 5,000 5,000 Saint John Horticultural Association 40,000 40,000 Sports & Recreation Facilities Service Arena Operation and Maintenance Sportsfield Operation and Maintenance Other Facility Operation and Maintenance Minor Hockey Subsidy Aquatic Clubs Lord Beaverbrook Rink !II 3,129,635 3,201,554 1,472,298 1,417,269 1,239,657 1,186,082 403,375 400,554 173,000 173,000 15,822 15,822 158,102 159,100 2 The City of Saint John 2017 GENERAL OPERATING BUDGET City of Saint John 2017 Budget 2016 Approved Budget 2017 Proposed Budget Aquatic Centre 636,494 505,431 4,098,748 3,857,258 Neighbourhood Improvement 624,313 653,419 Community Development 326,824 327,953 Neighbourhood Development 152,000 152,000 Loch Lomond Community Centre 45,000 45,000 PRO Kids 100,489 128,466 Recreation, Parks and Cultural Programming 624,313 653,419 Community Development Service Grants 906,052 878,126 Community Grant Program - 109,721 Cherry Brook Zoo 50,000 - PRUDE Rent 20,000 20,000 Human Development Council - Grant & Rent 50,000 50,000 Unspecified Grants 59,721 - 179,721 179,721 Library 478,579 478,579 658,300 658,300 Recreation, Parks and Cultural Programming Recreation Programming 906,052 878,126 Contracted Service - Boys and Girls Club 129,911 129,911 Contracted Service - YMCA-FGCC/MCC 159,085 159,085 Contracted Service - North End Community Centre 144,795 144,795 PlaySJ Recreation Programming Grant 15,000 15,000 1,354,843 1,326,917 Parking Service (Administration Support) 602,655 602,655 Parking Commission Grant - Property Tax 88,000 89,525 Transit Service 7,212,717 7,387,806 Total Transportation & Environment Service Finance and Administrative Services Financial Management Service Finance Assessment Information Technology Systems _:1P 41.534.638 42.331.084 1,695,452 1,710,083 1,305,736 1,305,736 3,001,188 3,015,819 3 The City of Saint John 2017 GENERAL OPERATING BUDGET City of Saint John 2017 Budget 2016 Approved Budget 2017 Proposed Budget Information Technology 2,201,626 2,207,391 Geographic Information Systems 364,834 348,680 2,566,460 2,556,071 Asset Management 13,521,532 13,700,645 Purchasing & Materials Management 1,048,413 1,096,765 Insurance Service 269,215 269,477 Liability Insurance 295,000 304,000 Fleet 1,583,263 1,423,000 Facilities Management 1,136,755 1,189,193 City Market 1,034,283 1,033,746 Carpenter Shop 389,014 333,696 City Hall Building 1,878,337 2,139,261 Real Estate 319,604 339,617 7.953.884 8.128.755 Total Finance and Administrative Services 13,521,532 13,700,645 Corporate Planning 368,849 368,849 Corporate Services 456,889 456,889 City Manager 665,994 665,994 Legal Department 739,942 739,942 Common Clerk 642,938 642,938 Cultural Affairs 119,688 119,688 Arts & Culture Grants and Other Funding Imperial Theatre 347,920 348,401 Saint John Arts Centre 84,119 84,236 Arts & Culture Board 35,000 35,000 Public Art - Maintenance and Repair 10,000 10,000 ECMA 50,000 75,000 Remembrance Day Ceremonies 2,000 2,000 New Year/Canada Day Celebrations 15,000 15,000 544,039 569,637 Human Resources 1,517,345 1,517,345 Corporate Planning 368,849 368,849 Corporate Communications 456,889 456,889 Regional Services Commission 28,381 24,227 Mayor & Council Mayor's Office 167,583 167,583 4 !193 The City of Saint John 2017 GENERAL OPERATING BUDGET City of Saint John 2017 Budget 2016 Approved Budget 2017 Proposed Budget Council 382,350 382,350 549.933 549.933 Total Corporate Services 5,633,998 5,655,442 Other Charges Fiscal Charges 16,031,173 16,560,407 Long Term Disability 1,098,605 993,000 Deficit 2nd previous year 799,546 - Pension 9,356,810 9,124,000 Others 1,842,954 2,119,483 Total Other Charges 29,129,088 28,796,890 TOTAL EXPENDITURES 151,542,184 153,000,315 5 !E,I LIP I4b I a ko V) z Q oc 0 N 41 = = O E a 0 N 0 0 Ll! +1 0 0 O Ln 0 0 O Ln 0 0 Cl Ln 0 0 O Ln 0 0 O Ln O 0 I� N O 0 Cl Ln O o O Ln p p 0 0 C Ln 0 0 C 0 0 C Ln 0 0 Cq Ln M i N0 ^ G1 Ln 0 O O Ln 0 0 O O N 0 0 O O Ln rl N n H Z � V a oC C7 O Z (� f O w 0 U 0 0 Q m wcl� z w 0 U (n O z� w z D Q 0 cn � Q Zcj� O m O ~ Q U 0 (n Q O w c w '-' w z p cl� z U z g D Q � 0 w o o=_ 0 0 cn J Q U D om +� C CO 0� U) Jco Q U D om U z m z p = w H z w U z D 2:w z� 0 z Q J>~ v (D S 0 CO Q w (D z o D (n � J w > Q U w 0� U w z w U w Ua, p (n a 0 w~ cl� z D g � 0 U w Q w LU a 0 0 Q VO z C7 0 a Z Z f V ° O 0 °° =� w o u z > O w 0 w w a D OAC z W d O w > LU G z O V a O V Q � J Z z (n � 2 LL (n 51 V 0-1 =1 I H M V) z Q oc w m O N u _ k - 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Council Resolution Adopted at the Council meeting of October 31, 2016: 5.3 Amazeatorium - PartnershiD Proposal Moved by Deputy Mayor McAlary, seconded by Councillor Sullivan: RESOLVED that the Amazeatorium - Partnership Proposal be referred to the Finance Committee for consideration for the 2017 Budget. ARI .�� M , �} S ��'`Sj�'�q�J c „ "tom �t ExkaardOy Ids Au%�rccr{ �«;' BIW. a eat riu .cdorn October 17th, 2016 Arnazeatorium Partnership Proposal. City of Saint John A collaborative project, the Amazeatorium embodies community development through partnership. The event brings a diverse range of community groups and program providers together with families, and spreads awareness of educational and recreational opportunities available in Saint John Touchstone Academy has 16 years of experience in delivering high quality educational and recreational programming, and five years of experience in running the Amazeatorium as a community event. Our operational and organizational structure is designed to maximize community participation. The growth of the event's popularity over the past five years has been steady as we have honed strategies for creating a unique program that combines local expertise with extraordinary guest acts and activity providers brought in from further afield. We believe that linking the Amazeatorium with the City's recreational arm will allow us to work together to raise awareness and maximize participation in local recreational and extracurricular programs. In addition, the Amazeatorium, increasingly attracts significant numbers of visitors to Saint John, ltm ani wu rud in'fm uaatlori: Organization Name. Touchstone Academy's Amazeatorium Registered Not for Profit ##: 8642031.95 RC0001 Contact Information: Julie Atkinson., Amazeatorium Coordinator Touchstone Academy 68a Hampton Rd, Rothesay, NE E2E 51,51- (506) 847-3038 1:,5;(506)847-3038 Jolie a amazcatorium.com www.amazeatorium.com Event hate, Saturday, April 1st 2017 (Contract with Harbour Station is secured). Venues: Harbour Station, with possible extension activities at other SJ sites Theme: Play Subject to your upproval, we would be pleased to use "Play SJl" as our2017 tag lane. Program: Community groups will once again be invited to set up interactive activity booths at the venue, loosely based on the theme of playfulness. A brand new, large scale LECA building activity and an expanded pop up playground* activity will also be the focal points of the program. In addition, we have secured the services of Playing By Air, a renowned comedy and circus shills performance troupe from Nashville. Playing By Air will provide interactive workshops and a show -stopping finale performance. (see http.ffplayingbyair.com%) *A "pop up playground" is a cutting edge innovation in recreation, based on the idea that kids gain more from the creative opportunities generated by the provision of "loose parts" and interesting materials than from static, predetermined play structures or activities. We pioneered a small scale pop up playground at the 2016 Amazeatorium, and it was unquestionably one of the most popular and engaging activities. We look forward to helping kids and their families build and play together in aro expanded and enhanced version in 2017. Special Guests: Canada's only LEGO Certified Professional, Robin Sather; JK Brickworks (master LEGO builders from Ontario); and Playing By Air, professional juggling and circus skills performers from Nashville. Program objectives: • To create an unforgettable day of hands-on learning and fiin for the community • To provide an opportunity for the community to experience the social and educational benefits of "playing together" • To attract visitors to Saint John from across New Brunswick and the Maritimes • To engage with a broad spectrum of local companies and organizations to host family -friendly, interactive learning activities • To maximize the capacity of Harbour Station for this type of event. 50+ different activities, .and 5000+ visitors • To ensure that the event is accessible to the community by providing hundreds of free tickets to organizations that work with disadvantaged children • To introduce families and kids to new areas of interest and to promote participation in local recreational and extracurricular programs View this video to see it in action: https.Ilvimeo.com/]79'936943 Community participants (2016 event): Corporate .Sponsors: Bell Aliant Telegraph Journal Fluor Sun Life Financial Association of Professional Engineers and Geoscientists NB Port Saint John FCNB CIBC Wood Gundy JD Erving Ltd Canaport LNG Bank of Montreal Transcanada Bird Construction Hardman Group K100 Dominoes Pizza ESL Repro Vantage Build Revolution Strategy Global Convention Services Chateau Saint John 19 AYA Ticket Donors: Dillon Consulting Manning Financial Inc. McInnes Cooper Teed, Saunders, Doyle and Co '14 G Higgins Insurance Town of Rothesay Bayview Credit Union Ltd Hemmings Clouse Pettingill Dental Brett Chevrolet Cadillac Buick GMC Grnt Thornton Ltd Killarn Propoerties ADM Systems Engineering Community Activity Providers; Touchstone Academy Horizon health -- various medical professionals ChildLife YMCA Be Me Kidz G®Go Gymnastics Science East Little Ray's Reptile Zoo NB Association of Optometrists Irving Oil (Calvin the Right Whale) Brittle Hill Comic Tir Na nOg Forest School. Saint John Arts Center Brilliant Labs Caton's island Port 'Saint John Soap Box Derby/Lily Lake Fundy Engineering Team Forceful Jedi Training Cherry Brook Zoo Fundy Discovery Aquarium Kingsbrae Gardens Indigo Sun Life Financial NovaLUG (Lego user Group) Snider Mountain Ranch FCNB Telegraph Journal Bank of Montreal Kadi's Fantacy Faces Investor's Group Sweet Caroline Foundation Darla Creations Magical Memories Moonbeams and Magnolias Canada Games Aquatic center Peekaboo Beans stylist Danielle Mercier ABC Dog Training W Girl Guides Joan Naismith. Tupperware Long and McQuade Connections 2 Learning SJHS Rugby/Trojans Rugby Club Ganong Nature Park Lil' Shop of Science Sue's Chocolate Creations Kennebecasis Kayak flub NBCC Gaia Project Fundy Soccer Once Upon 'a Child Stoneharnmer UNESCO Global Geopark New Brunswick Museum ,Orbit Amusements Fluor - Community LEGO Building Competition Community Impact. Community Development The Amazeatorium builds community by bringing people together in a different way from a sporting event or a concert, or even at a park or playground. It allows families to spend time together and to interact with many different community organizations, literally allowing the community to "play together." This proactive social experience improves health and well being, and the quality of life for all in Saint John And in particular, the Amazeatorium provides an experience that is attractive for families and the younger generation of residents, helping to make Saint John a wonderful place to raise a family. Raising awareness and driving participation in local recreational and educational programs Families love the Amazeatorium, not just because it's one fun day, but also because it opens up new possibilities for activities that they can pursue throughout the year. This is the reason that community groups love the event too. Kids need to try things to find out if they enjoy them or have a skill or interest in therm. Parents are also often unaware of all the different kinds of programming and activities that might be engaging for their kids. While most families don't have a violin lying around the house, or a kayak„ or a collection of reptiles, the Amazeatorium brings all these experiences into one room, and allows families to explore. We routinely hear stories about families discovering an activity that their child wants to try that they never would have thought of or known about otherwise.. Attracting visitors to SaintJohn We established a formal connection with the LEGO company in 2015, via their Certified Professional Builder program. Activities led by Robin Sather, Canada's only Lego Certified Professional are a highlight of the Amazeatorium each year. LEGO events are extremely popular around the world, and for a smaller city like Saint John to host a LEGO event is an exciting addition to the City's cultural profile. As the Amazeatorium has grown in size and reputation since 2010, we've been delighted to work with Discover Saint John and with the provincial Department of Tourism, Heritage and Culture to promote the event more broadly and attract visitors to the city. With their support, we have expanded the program to include activities on two days, so that a weekend package can be advertised. We know that the Amazetorium is definitely having a growing economic impact on our city, drawing visitors from all across New Brunswick, from. Nova Scotia and from PEI. While they're in town, those visitor spend time in SJ restaurants" retail outlets and hotels. 1 C1'1 Groups Served: Families • Recreational and educational program providers (see attached list of "community activity providers") • Local businesses Geographic Area: • Activity providers are drawn primarily from Saint John and southern New Brunswick • Visitors travel to Saint John for the event from all over New Brunswick, from Nova Scotia, and, from PEI Support requested: $10,000 (can be a combined cash contribution and in kind services/ materials, see below). Benefits/recognition provided • incorporation of the City's "Explorer" logo into the Amazeatorium logo (see mock-ups here as examples, final presentutiori to be determined with your input) Prominent logo placement in promotional and marketing materials, radio advertising and event signage • Prominent logo placement on event website (www.amazeatorium.com) 25 event tickets to be donated to a children's group of your choice (Option to purchase additional tickets at a discount if desired) • City participation on the Steering Committee in order to assist with bringing the program to bear on objectives outlined in the Play SJ strategic plan ® Prioritization and promotion of city's recreational programs at event; a prominent booth can be provided for PRO bids or other relevant City agencies. In Kind Contribution Opportunities: (to a maximum of $7500) • Assumption of costs associated with Harbour Station rental. (approx. $6500) • Provision of technical or other equipment required for special performances • Provision of a variety of "loose parts" material for the pop up playground activity • Assumption of print and online advertising costs • Assumption of travel costs and/or performance fees (for performers and/or special guests) • Provision of event T-shirts for volunteers (with City of SJ and Amazeatorium logos) 5 22 rill FINANCE COMMITTEE REPORT Report Date November 01, 2016 Meeting Date November 08, 2016 Chairman Councillor Merrithew and Members of Finance Committee SUBJECT: Water and Sewerage Accounts Receivables — October 2016 OPEN OR CLOSED SESSION This matter is to be discussed in open session of Finance Committee. AUTHORIZATION Primary Author Commissioner/Dept. HeadCity Manager Cathy Graham Kevin Fudge Jeff Trail RECOMMENDATION It is recommended that this report be received and filed. EXECUTIVE SUMMARY The purpose of this report is to provide the Finance Committee with the aged accounts receivable balances for Saint John Water meter and flat rate customers as of October 31St PREVIOUS RESOLUTION At the Finance Committee meeting of August 16, 2016, the Water and Sewerage Accounts Receivable as of July 2016 was received for information. STRATEGIC ALIGNMENT This report aligns with being fiscally responsible by reporting to the Finance Committee the aging of receivables for Saint John Water accounts in a timely manner. It allows Finance to report on the management of the collection efforts, that money is being received in a timely fashion and provides an opportunity to provide the Finance Committee updated performance metrics. 71 -2 - REPORT As of October 31St, 2016, Water and Sewerage account receivable balances were as follows: Current: $16,385 Over 30: $3,868,670 Over 60: $197,045 Over 180: $1,586,402 Total: $5,668,502 • Meter rate billing totaling $2,331,875 was billed Sept 26th with a due date of October 27tH • Flat rate billing totaling $9,885,317 was billed on August 31St, with a due date of October 5tH • Of this balance, there are currently $2,271,276 in pending payments for 4,881 customer accounts that are set up on pre authorized payments plans. This represents 40% of the outstanding balance. • Of this balance, there are currently 543 accounts that have a negotiated payment plan for a total of $732,157. • In the month of October a total of 1945 delinquent notices were sent and 106 cut off notices were sent to accounts in arrears. • Accounts with balance over 180 days represent 3.61% of the 2016 operating budget ($43,947,000). • Account Receivable Balance for October 31, 2016 is over .5 million less than it was October 31St, 2015. SERVICE AND FINANCIAL OUTCOMES N/A INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS N/A ATTACHMENTS N/A