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2017-12-05 Growth Committee Agenda Packet - Open Session Growth Committee Meeting Open Session October 3, 2017 MINUTES - OPEN SESSION GROWTH COMMITTEE MEETING OCTOBER 3, 2017 AT 11:OO A.M. th 8 FLOOR BOARDROOM, CITY HALL Present: Mayor D. Darling Deputy Mayor S. McAlary Councillor G. Lowe Councillor J. MacKenzie Councillor B. Armstrong Regrets: Councillor R. Strowbridge Also Present: City Manager J. Trail Deputy City Manager N. Jacobsen Commissioner Growth and Community Development J. Hamilton Deputy Commissioner Growth and Community Development P. Ouellette Deputy Commissioner Building and Inspection Services A. Poffenroth Director Strategic Real Estate Services S. Carson Common Clerk J. Taylor Planner J. Kliffer Planner J. Cyr Planner A. Reid Technical Services Engineer C. McKiel Administrative Assistant K. Tibbits 1. Meeting Called To Order Mayor Darling called the Growth Committee open session meeting to order. 1.1 Approval of Minutes September 6, 2017 Moved by Deputy Mayor McAlary, seconded by Councillor Armstrong: RESOLVED that the minutes of September 6, 2017 be approved. MOTION CARRIED. 1.2 Verbal Updates Mr. Ouellette provided a progress update on the Roadmap for Smart Growth, noting that the Growth committee will have to discuss focus areas for 2018 including the renewal of mandate letters, discussion of a long-term economic plan, roll out of the neighbourhood plan and other projects. Moved by Councillor Armstrong, seconded by Councillor MacKenzie: Growth Committee Meeting Open Session October 3, 2017 RESOLVED that the verbal update on the Roadmap for Smart Growth, be received for information. MOTION CARRIED. 1.2.1 Award Program Mr. Kliffer noted that the idea of the Award program was to look at properties outside of the heritage area that had significant work completed by the private sector and celebrate and acknowledge this work. There has been interest expressed in extending the program to other areas of the City. Due to budgetary concerns and a tight timeline, a recommendation was made to delay the Award Program to late 2018 or early 2019. Moved by Deputy Mayor McAlary, seconded by Councillor Armstrong: RESOLVED that the Award Program be delayed and that the proposal to recognize development in the City also include consideration of a signage program in the final recommendation. MOTION CARRIED. (Mr. Kliffer withdrew from the meeting) 1.2.2 Sandy Point Road Ms. Hamilton stated that the public presentation period for the proposed municipal plan development for 1671 Sandy Point Road has begun which provides an opportunity for citizens to make submissions on the proposed development. In addition to the legislative requirement, the City is engaging additional public awareness opportunities in the community with public thth information sessions scheduled the week of October 16 to October 20. Information on the project can also be lo Moved by Deputy Mayor McAlary, seconded by Councillor Armstrong: RESOLVED that the verbal update on the proposed municipal plan development for 1671 Sandy Point Road, be received for information. MOTION CARRIED. 1.2.3 Community Compliance Program Mr. McKiel commented on the Community Compliance program and the enhanced community standards program. The initial focus is on unsightly properties in key areas of the City. Staff will communicate with the committee via email updates on the enforcement initiative and notices issued. Moved by Deputy Mayor McAlary, seconded by Councillor Armstrong: RESOLVED that the verbal update on the Community Compliance program, be received for information. MOTION CARRIED. 1.3 Central Peninsula Neighbourhood Plan Mr. Cyr reviewed the submitted presentation and provided an update on the Central Peninsula Neighbourhood Plan. The plan is meant to be comprehensive and attempts to address all of the facets to pursue neighbourhood change and reinvestment. The engagement component of the neighbourhood plan is nearing completion and the program is on schedule. A transition is Growth Committee Meeting Open Session October 3, 2017 occurring from the public input portion to identifying solutions and development of the plan. rd An open house is tentatively scheduled for November 23 to share the strategy and receive feedback in preparation of finalizing the plan and subsequent adoption. Moved by Deputy Mayor McAlary, seconded by Councillor Armstrong: RESOLVED that the submitted presentation, Central Peninsula received for information. MOTION CARRIED. (Mr. Cyr withdrew from the meeting) 1.4 Developer Interviews Central Peninsula Neighbourhood Plan Moved by Councillor MacKenzie, seconded by Councillor Lowe: RESOLVED th Central Peninsula N MOTION CARRIED. 1.5 Develop Saint John Update 1.5.1 Budget Request from Growth Reserve Moved by Councillor Armstrong, seconded by Councillor MacKenzie: RESOLVED that the Growth Committee recommend to Common Council to allocate $25,000 from the Growth Reserve Fund to support one-time start-up expenditures associated with Develop SJ. MOTION CARRIED. Adjournment Moved by Councillor MacKenzie, seconded by Councillor Armstrong: RESOLVED that the open session meeting of the Growth Committee be adjourned. MOTION CARRIED. The open session meeting of the Growth Committee held on October 3, 2017 was adjourned at 12:20 p.m. ______________________________________ Recording Secretary Growth Committee Meeting Open Session November 7, 2017 MINUTES - OPEN SESSION GROWTH COMMITTEE MEETING NOVEMBER 7, 2017 AT 12:00 P.M. th 8 FLOOR BOARDROOM, CITY HALL Present: Mayor D. Darling Deputy Mayor S. McAlary Councillor G. Lowe Councillor J. MacKenzie Councillor B. Armstrong Absent: Councillor R. Strowbridge Also Present: City Manager J. Trail Commissioner Growth and Community Development J. Hamilton Deputy Commissioner Growth and Community Development P. Ouellette Deputy Commissioner Building and Inspection Services A. Poffenroth Population Growth Manager D. Dobbelsteyn Technical Services Engineer C. McKiel Planner J. Cyr Planner J. Brown Administrative Assistant K. Tibbits 1. Meeting Called To Order Mayor Darling called the Growth Committee open session meeting to order. 1.1 Introduction of New Enterprise Saint John CEO 1.1.1 Labour Market Report Enterprise Saint John 1.1.2 Talent Recruitment Update (M. Chiasson, R. Gaudet and J. Scott, Enterprise Saint John entered the meeting) Mr. Chiasson introduced the new CEO for Enterprise Saint John, Ron Gaudet. Referring to the submitted presentation, Mr. Chiasson reviewed the collaborative forecasting model which will link existing job opportunities with potential employees. A core group of organizations have indicated an interest in participating in this shared database to identify unfilled roles, predict future employment vacancies and provide a link to the economic immigrant program. Enterprise Saint John will require a separate agency to act as process owner of the database. Moved by Councillor MacKenzie, seconded by Councillor Lowe: Growth Committee Meeting Open Session November 7, 2017 MOTION CARRIED. (M. Chiasson, R. Gaudet and J. Scott withdrew from the meeting) 1.2 Enhanced Community Standards Program Mr. McKiel provided an update on the Enhanced Community Standards Program developed to address community standards and the aesthetics of urban neighbourhoods in the City. The initial focus was on unsightly premises in the uptown area but it is now expanding into other neighbourhoods. If voluntary compliance cannot be achieved, a notice to comply will be issued and a request to Council to authorize cleanup of the property. Ultimately, the cost of cleanup is bill by the province if not paid. Moved by Councillor MacKenzie, seconded by Councillor Lowe: RESOLVED that the submitted presentation MOTION CARRIED. 1.3 Real Estate Year-End Projections Mr. Ouellette commented on the benefits of strategic development of municipally owned property. The sale of 12 municipally owned properties is anticipated by yearend with revenue and savings projected at $290,000. Other savings and revenue include the City not having to pay the provincial portion of property tax, property tax revenue generated from the new owner, and development of the property which provides an additional $180k of new growth revenue anticipated annually. Moved by Councillor MacKenzie, seconded by Councillor Lowe: information. MOTION CARRIED. 1.4 Urban Development Incentive Program Year-End Referring to the Urban Development Incentive Program, Mr. Cyr stated that the focus has been on the central peninsula with the goal of encouraging new growth, development and re- investment. To date programs have leveraged between $5 ½M to $7M in private sector spending. Overall the City sees a $2.50 to $3 return on investment, for every dollar spent by the municipality. Moved by Deputy Mayor McAlary, seconded by Councillor Armstrong: received for information. MOTION CARRIED. 1.5 Growth Reserve 2017 Budget Actuals Ms. Hamilton provided an update on the expenditures related to the growth reserve budget with a focus on the initiatives in the roadmap for smart growth. $285k of the $450k budget has been allocated towards these initiatives. There is a potential expenditure for a signage related program pending but a surplus position in the growth reserve budget is projected. Growth Committee Meeting Open Session November 7, 2017 Moved by Deputy Mayor McAlary, seconded by Councillor MacKenzie: RES received for information. MOTION CARRIED. 1.6 Request for Funding Sign Policy Ms. Brown reviewed the proposal for a signage program intended to garner public support for significant development projects. The pilot project will include one billboard and two on-site signs to be installed before the yearend to generate attention from the community using positive messages and consistent branding. The cost of the pilot signage program is estimated at $11,475. If the pilot project is deemed successful, a full signage policy will be expanded for 2018 which could include a cost sharing model with the developer. Moved by Deputy Mayor McAlary, seconded by Councillor MacKenzie: RESOLVED that the Growth Committee recommend to Common Council that up to a maximum of $11,475 be released from the 2017 Growth Reserve to initiate the Development Signage Pilot Project as described in the submitted report to support marketing of development opportunities in the City. MOTION CARRIED. 1.7 Population Growth Framework Mr. Ouellette noted that this community work plan will guide the City and the community towards population growth and the roles of the various agencies. Prior to the Roadmap for Smart Growth, there was a gap in the process in that no specific agency was identified as being responsible for recruitment and immigration targets for Saint John. Mr. Dobbelsteyn reviewed the submitted report. Population growth is one of the key pillars in The framework will address action plans within a longer term strategy for sustained growth. Three key objectives of the population growth plan are to attract people to Saint John, enhance the newcomer experience and to retain population. In addition to recruitment, it is important that resources are available to assist with resettlement issues. Moved by Councillor MacKenzie, seconded by Councillor Lowe: received for information. MOTION CARRIED. Adjournment Moved by Councillor MacKenzie, seconded by Councillor Lowe: RESOLVED that the open session meeting of the Growth Committee be adjourned. MOTION CARRIED. The open session meeting of the Growth Committee held on November 7, 2017 was adjourned at 2:45 p.m. ______________________________________ Recording Secretary Growth Committee Meeting Open Session November 21, 2017 MINUTES - OPEN SESSION GROWTH COMMITTEE MEETING NOVEMBER 21, 2017 AT 2:45 P.M. th 8 FLOOR BOARDROOM, CITY HALL Present: Mayor D. Darling Deputy Mayor S. McAlary Councillor G. Lowe Councillor J. MacKenzie Councillor R. Strowbridge Absent: Councillor B. Armstrong Also Present: Commissioner Growth and Community Development J. Hamilton Deputy Commissioner Growth and Community Development P. Ouellette Deputy Commissioner Building and Inspection Services A. Poffenroth Population Growth Manager D. Dobbelsteyn Director Strategic Real Estate Services S. Carson Administrative Assistant K. Tibbits 1. Meeting Called To Order Mayor Darling called the Growth Committee open session meeting to order. 1.1 Population Growth Framework Mr. Dobbelsteyn reviewed the Population Growth Framework population decline. The population growth strategy is designed to coordinate and align the efforts of the community and various levels of government in efforts to grow the population. Objectives of the population growth framework are to attract more people to the City, enhance the newcomer experience and take actions to retain the population. Feedback from the committee will be integrated into the framework document and refined with community stakeholders. A final version will be presented to the Growth Committee in December. The intent is to reach out to stakeholders for support and endorsement of the plan with timelines and key performance indicators identified. Moved by Deputy Mayor McAlary, seconded by Councillor Lowe: RESOLVED that the presentation entitled, information. MOTION CARRIED. Growth Committee Meeting Open Session November 21, 2017 Adjournment Moved by Deputy Mayor McAlary, seconded by Councillor Lowe: RESOLVED that the open session meeting of the Growth Committee be adjourned. MOTION CARRIED. The open session meeting of the Growth Committee held on November 21, 2017 was adjourned at 4:10 p.m. ______________________________________ Recording Secretary GROWTH COMMITTEEREPORT M&C No.# found on Sharepoint Report DateNovember 29, 2017 Meeting DateDecember 05, 2017 Service AreaGrowth and Community Development Services His Worship Mayor Don DarlingandMembers of the Growth Committee SUBJECT: Year-End Overview of Growth Committee and Roadmap for Smart Growth OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary AuthorCommissioner/Dept. HeadCity Manager Phil OuelletteJacqueline HamiltonJeff Trail RECOMMENDATION th Growth Committee Members are asked to arrive to the December 5Growth Committee meeting prepared to discuss objectives and focus for the Committee in 2018. Staff recommend that Growth Committee receive and file this report and submit it to Common Council for presentation. EXECUTIVE SUMMARY The work which includes a continued persistent to reach new levels of success around growth in the areas of population, employment and tax base growth for the City. While there remain important action items to accomplish in the Roadmap for Smart Growth, this report highlights the progress and accomplishments of the Growth Committee and the Roadmap for Smart Growth over 2017. In addition, this report provides an update on a series of growth indicators, which leads staff to conclude that there is good reason to be optimistic for the 2018 fiscal year. PREVIOUS RESOLUTION Saint John Common Council adopted the Roadmap for Smart Growth on Monday th March 27, 2017. - 2 - STRATEGIC ALIGNMENT Common Council has adopted a new set of Council Priorities: 2016-2020 in early positive and supportive city. We grow in a smart way and attract talent, adopted key performance indicators to evaluate its ability to DƩƚǞ {W, including, x base assessment within th the Roadmap for Smart Growth on Monday March 27, 2017. REPORT which includes a continued persistent to reach new levels of success around growth in the areas of population, employment and tax base growth for the City. While there remain important action items to accomplish in the Roadmap for Smart Growth, this report highlights the progress and accomplishments of the Growth Committee and the Roadmap for Smart Growth over 2017. In March 2017, Common Council adopted the Roadmap for Smart Growth, which established a bold new direction for economic growth for the Saint John and requested that partners must work together to deliver three key community outcomes: 1. Population Growth 2. Tax Base Growth 3. Employment Growth Council adopted an initial list of 45 action items for the Roadmap, which was th later increased to 52 in August 2017. As of November 20, 2017, the following is the status of the 52 action items: 31 Completed; 16 Active; 3 Pending; 2 Discontinued. - 3 - COMMUNITY OF SUPPORT -system of partners committed to the delivery on Committee has demonstrated great leadership and dedication over the past year, meeting 12 times totaling over 30 hours of meeting time for Committee Members. of a dedicated team of contributors from the City of Saint John and partners, including the ongoing received the insight of 17 experts in the development and pursuit of the Roadmap, along with specific additional input generated through 7 engagement processes. ROADMAP FOR SMART GROWTH KEY HIGHLIGHTS Process Improvements (6 completed, 3 active, 1 pending) The p -equipped to manage and deliver on growth. When the Growth Committee was first established in August of 2016, the growth landscape in Saint John was not optimal and did not facilitate a purposeful role for the City of Saint John. Dramatic governance and structural changes occurred over a very short period responsive municipal economic development structures. Key Roadmap deliverables over 2017 included, among others: Creation of annual mandate letters associated with its investments towards economic development agencies. Merger of three existing real estate functions (Saint John Industrial Parks, team) into Develop SJ. Introduction of a new Population Growth Manager within the City of - 4 - Saint John; Introduction of a new Senior Financial and Economic Analyst within the City of Saint John. Recommendations and corresponding action plan to enhance the fairness of taxation-related inadequacies in Saint John. Population Growth (3 completed, 3 active, 1 pending) This remains a new area of focus for the City of Saint John, and Members of the Growth Committee and staff have used the year to immerse themselves in data, feedback from experts and necessary engagement with various partners. A population growth framework remains in the development phase, which should be released in early 2018 and will define a variety of new action items and key performance indicators to map-out efforts for 2018 and 2019. One important lesson learned over 2017 is that although the City of Saint John cannot be expected to manage and lead all facets of population growth and immigration in Saint John, it can play an important role as a strategic coordinator between the various partners. In addition, the City is well-positioned to play a leadership role in the formulation of targets for recruitment and retention of new Saint John residents, while working with the various partners in the achievement of the desired outcomes. Key Roadmap deliverables over 2017 included, among others: Introduction of new population growth manager. Initial formulation of a new population growth framework. Commitment from local, provincial and federal partners to work in concert towards a new population growth framework. Establishment a Local Immigration Partnership (LIP) Council, comprised of community leaders to guide the LIP over the next three years. - 5 - Projected year-end outcomes (In addition to the Roadmap accomplishments highlighted above, community partners have assembled key data points that will inform the development of the population growth framework for Saint John. These statistics are drawn from the Government of New Brunswick, Government of Canada and local partners.) According to Government of New Brunswick officials working with the Atlantic Immigration Pilot Program (AIPP), as of November 24 there were 42 employers in the Saint John region that have expressed interest in hiring foreign nationals under the AIPP in 2017. Of these employers, 23 have made 65 job offers (employer endorsed applications). On average, each endorsement application through AIPP brings with it 2.4 residents (which regularly includes the employet may take anywhere from six months to a year before the applicant and their families land in New Brunswick due to individual circumstances. In other words, the work AIPP has completed in 2017 could yield approximately 156 additional permanent residents in Saint John by 2019 (this would be above and beyond immigration through the Provincial 1 Nominee Program as well as federally sponsored immigration). According to Immigration, Refugees and Citizenship Canada (IRCC), the Saint John CMA has received 555 landed foreign nationals as of the third quarter of 2017. This is below the comparable intake period in 2016 (due to influx of Syrian refugees), but above the comparable intake period in 2015. On average, 78% of all newcomers to the CMA choose to live in the City of Saint John, therefore, the estimated number of newcomers the City of Saint John within the first three quarters of 2017 is 433. In addition to above mentioned indicators from AIPP and IRCC, the following are population related trends for Saint John in 2017: Nearly 2,000 immigrants in the Saint John CMA that have settled in the past five years, which is more than double the previous Census period. For the first time in the post-World War II era, the Uptown has led the Greater Saint John Region in population growth with a rate of more than 15%, compared to a 2.2% decline in population in the neighboring Town of Rothesay and a 0.5% decline in the Provincial Population. 1 The delivery of the AIPP program falls under the provincial Department of Post-Secondary Education, Training and Labour with support from Opportunities New Brunswick, along with the support of various local partners, including YMCA and SJMNRC. The City intends to play a more active role in the coordination of immigration targets for Saint John in 2018, which will be detailed in the upcoming population growth framework. - 6 - Employment Growth (6 completed, 1 discontinued) The most substantial transformation in the area of employment growth that has occurred over the past year is the clarity in the expectations the City has placed in Enterprise Saint John (ESJ) to delivery employment growth for the Saint John Community. With that, ESJ has welcomed a new CEO and has also introduced ability to respond future labour market needs. ESJ remains the most sophisticated community partner in their ability to establish key performance indicators associated to their focus area, and ESJ will be an asset to all other partners in establishing clear and concise measurements. Key Roadmap deliverables over 2017 included, among others: Welcoming of new CEO to ESJ. s investment readiness strategy. -term labour market data strategy. Projected year-end outcomes ESJ established a key performance indicator of 500 new and retained jobs in high potential businesses for 2017, and as of Q3, ESJ estimates that their efforts have helped generate 541 new and retained jobs. ESJ established a key performance indicator of 250 new jobs from external investors for 2017, and as of Q3, ESJ estimates that their efforts have helped generate 199 new and retained jobs. ESJ established a key performance indicator of 20 startups and 40 jobs from start-ups and existing entrepreneurs for 2017, and as of Q3, ESJ has indicated that their efforts have helped generate 17 start-ups and 33 jobs. ESJ estimates that they are on track to fulfill, if not exceed, their job related key performance indicators for 2017 year-end. In addition to above mentioned indicators from ESJ, the following are 2 employment related trends for Saint John in 2017: The number of employed persons in the Saint John CMA in October 2017 2 Statistics were assembled by David Campbell through Statistics Canada. - 7 - was up by 2,000 compared to October 2016 (a 3.1% increase). The unemployment rate dropped from 7.2% in October 2016 to 6.1% in October 2017. The IT cluster is starting to get traction with 46 firms with employees and 10 that have at least 20 employees. Using the business registry we know that the number of business establishments (with employees) in Saint John (City) rose from 2575 in 2012 to 2,616 in December 2016. Tax Base Growth (16 completed, 10 active, 1 pending, 1 discontinued) The most pronounced and action item intensive section of the Roadmap for Smart Growth is the Tax Base Growth section, which illustrates the Growth development growth. Actions identified in the Roadmap are designed to negatively reinforce unfavorable behavior and positively reinforce favorable behavior, including increased focus on the Vacant and Dangerous Building Program as well as the Development Incentive Program. In addition, the Growth Committee prioritized the review and pursuit of possible developments on existing municipally-owned properties, and as such, identified 10 priority properties for 2017. Key Roadmap deliverables over 2017 included, among others: Launch and development of the neighborhood plan for the central peninsula. Ongoing implementation of the Development Incentive Program. Introduction of Develop SJ. Review and pursue 10 priority municipally-owned properties. Accelerated dangerous building programs focused on closing 85 cases to improve livability in the urban core. Launch of the large-scale project support program. Launch of the Building Permit Mapping Tool. Become first City in Atlantic Canada to enable mid-rise wood frame construction and promote demonstration project for municipal sites. - 8 - Projected year-end outcomes In the pursuit to maximize the value of municipally-owned properties in 2017, the City has raised nearly $300,000 in one-time revenue from the sale of properties, saved nearly $8,000 year-over-year on the cost the City was being charged on provincial property tax and the annual municipal tax revenue post-development is expected to be $180,000. By 2017 year-end, the Urban Development Incentive Program will have processed several projects representing over $3 million in construction activity in Saint John, which is similar to 2016 outcomes. This represents roughly 37 new residential units and 10,000 square feet of new or improved commercial space. The Beautification Grant Program of the Urban Development Incentive Program has leveraged more the $350,000 in reinvestment in building facades in the South End and Waterloo Village over the first two years of the program. Staff established a key performance indicator of 85 closed cases through the Vacant and Dangerous Building Program for 2017, and as of nd November 22, 2017, the total number of closed cases is 71. The five- year average of annual closed cases is 56, and the City is currently on track to close 78 (with 4 pending) by 2017 year- has already saw 16 City-initiated demolitions, 18 owner-initiated demolitions and 36 repair/reoccupy outcomes. In addition to above mentioned indicators, the following are tax base related trends for Saint John in 2017: Overall construction value for 2017 is currently $178.7 million, which is the highest since 2008. At the end of September 2017, non-residential construction was valued at $47.3M compared to $25.2M last year. The first 10 months of 2017 saw 133 housing units under construction in the Saint John, which is a three year high. According to Service New 0.39% increase in 2017, which remains lower than that of Fredericton, but higher than Moncton, Rothesay and Quispamsis. - 9 - Other notable growth-related efforts (outside of Roadmap) Development Signage Pilot Program: Upon request from Growth Committee Members in October 2017, Staff were able to present a proposal to Growth Committee in November, which was later adopted by Council, to initiative a development signage pilot program for 2017. The pilot will introduce at least two development signs in high-traffic areas in the Central Peninsula as well as a billboard sign on a primary highway artery entering and leaving the City. This item was completed above and beyond the workload associated with the Roadmap for Smart Growth. Community Standards Enforcement: In the short time that the Community Standards program has been established (June 2017) it has yielded important results which includes having 57 properties throughout the City cleaned-up, almost all of which were a result of voluntary compliance. Staff are currently conducting cleanups of properties throughout the City and have a total target of 8 City initiated cleanups completed before year end. One Stop Development Shop: As of late November 2017, the One Stop Development Shop has received 1311 applications, processed 740 building permits, 56 demolitions and 191 plumbing permits. In addition, the Development Shop has exceeded its turnaround time targets with an average of 3.8 days for Tier 1 permits (target is 5 days), 8 days for Tier 2 permits (target is 10 days) and 11 days for Tier 3 permits (target is 20 days). The 2017 building permit revenue by October was $1.6 million, which is the highest revenue since 2010. The City is forecasting total permit revenue of $ 1.7 million by year-end. Leveraged External Capital Funding: The past year has been another important year for the City in its ability to leverage provincial and federal funding for capital projects. Over the past 3 years, the Saint John community has successfully welcomed approximately half a billion dollars in federal and provincial infrastructure funding in order to support a variety of strategic projects, including: Safe, Clean Drinking Water; Westside Port Expansion; new Westside school; barge terminal; NBCC expansion; Fieldhouse project; City Market upgrades; Transit Funding; etc. - 10 - Growth Reserve Surplus: The Growth Committee has achieved impressive progress with the Roadmap for Smart Growth all while boasting a $150,000 surplus in the growth reserve budget. It is proposed that these funds be carried forward to support growth initiatives in 2018. Delivering strategic Roadmap communications Over the past year, Growth Committee has encouraged for a more proactive and strategic approach towards how the City shares its successes and celebrates growth related developments. A variety of tactics were used in 2017 to advance these ends, including, among others: Coordinated launch of the Roadmap; Development of info-graphic to celebrate development data; Publication of six op-eds related to the Roadmap; Periodic updating of Roadmap progress and successes presented to Growth Committee; Strategic engagement processes as part of the neighborhood plan, value proposition visioning exercise, population growth framework formulation, property matching program, municipal property development efforts, etc; Development Signage Pilot program. LOOKING TOWARDS 2018 While there are some pre-existing action items from the Roadmap for Smart Growth that will be pursued in 2018, there remains a need to clearly define the priority and focus of the Growth Committee for the 2018 fiscal year. The remaining action items that are currently expected to be pursued in 2018 include: Neighborhood Planning: The Central Peninsula Neighbourhood Plan project has completed the substantive public engagement phases of the project, with the draft directions for the neighbourhood plan being rd presented to the public on Thursday, November 23. This included design concepts for large catalytic areas of change for the peninsula, a proposed urban design approach, updates to the Heritage program, and more than 200 actions and policy options for evaluation for the final neighbourhood plan. The next steps will be to: - 11 - o Review the feedback received from the community and work with the Neighbourhood Action Team and other stakeholders to refine the directions; o Complete the draft plan and related updates to the Heritage Bylaw and other supporting documents and release to the public; o Engage key stakeholders such as the Heritage Board, Planning Advisory Committee, Growth Committee, and Common Council; o Identify priority implementation projects for 2018; o Initiate the formal adoption process; o Focus on implementation of the plan throughout much of 2018; o In final quarter of 2018, develop project plan for North end neighbourhood plan to support launch in 2019. Develop SJ strategic real-estate organization st will officially launch on January 1, 2018, and with it, a dedicated team to deliver tax base growth for the City of Saint John. Develop SJ will report in early 2018 to the Growth Committee on the progress of the 9 municipal properties that were identified in the Roadmap for potential development and will share the organizations key focus areas for 2018. Population Growth Framework: The City is currently finalizing the population growth framework along with key local, provincial and federal partners, which is expected to map-out the focus for population growth for the coming two years. Economic Targeting Exercise: The City is currently working with its local economic development partners to establish a baseline projection of economic growth in the areas of employment, tax base and population growth. After the baseline is established, economic development partners along with the City will seek to establish new short and longer- term targets. Value Proposition: The City has already initiated the value proposition exercise, which is intended on establishing greater focus and unity in the romote itself to external audiences. Local Immigration Partnership Strategy: A Local Immigration Partnership Council was established in December 2017, which will be tasked with establishing broad-based priorities for the community in the area of immigration integration, settlement and recruitment. The Council is - 12 - currently expected to release a strategy by 2018 year-end, which should establish longer-term priorities and actions. Property Matching Program: City Staff are placing the final touches on the property matching program which is expected to be launched early in 2018. Ongoing Roadmap for Smart Growth Focus Areas: In addition to specific projects to be pursued in 2018, there remains a handful of Roadmap initiatives and objectives that are now integrated into the regular operations of the City of Saint John, and will continue the ongoing support towards growth, including: o Vacant and Dangerous Building Program; o Community Standards Pilot Program; o Development Signage Pilot Program; o Development Incentive Program; o Mandate letters; o Continued pursuit of fair taxation recommendations; o Partnership with local, provincial and federal counterparts to maximize immigration recruitment and retention; o Implementation of investment readiness strategy; o Improve access and corresponding response to labour market data; o Large-Scale Project Support Program; o Support towards the continued optimization of the One-Stop Development Shop o Leverage further customer service improvements to One Stop Development Shop as part of the transition to a renewed City Hall; o Implement decision associated with City Hall; o Ongoing engagement with local and external developers. The Growth Committee has been well-briefed over 2017 on the various concerning and negative economic indicators currently facing the City of Saint John, including those formulated for the State of the Saint John Economy Report as well as the development of the 2018 Operating Budget. There are a variety of reasons why this report believes the Growth Committee and the Saint John community should approach 2018 optimistically. - 13 - The most important reason behind this optimism is that the City of Saint John has optimized its structure and focus in order to enable growth. From research of past economic development efforts originating from the City of Saint John and its partners, there is no other time that can be found that the City explicitly defined the community outcomes (employment, tax base and population) it is seeking from its growth-related investments, and in turn, require targets to be set to measure the progress towards these community outcomes. In other words, the entire Saint John economic development landscape is working in concert towards pre-defined growth-related community outcomes. In addition, the City is aware of a handful of important developments that are likely to progress in 2018 and maintain the momentum of the impressive 2017 development numbers. Developments that are likely to progress in 2018 include: Finalization of the Safe, Clean Drinking Water Program; Implementation program for the Central Peninsula Neighbourhood Plan Completion of the Irving Oil Headquarters building, which will become the third tallest building in New Brunswick. The last time a building of this height was built in New Brunswick was over 35 years ago. Initial phases of the Westside Port Expansion Project; First new school in the Central Peninsula in over 50 years; Development of a new New Brunswick Museum in Saint John; Continued development of The Crossing in East Saint John; Variety of municipal properties identified in the Roadmap: o Non-for-profit housing development at Union and Wellington o Property on the corner of Princess/Canterbury; o Property on the corner of Grannan/Canterbury; o Former Lantic Sugar Site; o 1671 Sandy Point Road (ongoing consideration); th Members of the Growth Committee will be asked during the December 5 meeting of their expectations and key focus areas for the 2018 fiscal year. SERVICE AND FINANCIAL OUTCOMES The objective of the Roadmap for Smart Growth is to generate cross-corporate and agency strategic programming that envelops, tracks & evaluates a variety of initiatives focused on the delivery of key growth-related community outcomes. - 14 - INPUT FROM SERVICE AREAS AND STAKEHOLDERS The support towards the Growth Committee and the Roadmap for Smart Growth was a significant undertaking in 2017, which necessitated the creativity, collaboration, commitment and expertise from Members of Council, staff, agencies, private sector and community members. The day-to-day support towards the Growth Committee was made possible by the dedicated staff of the Growth and Community Development Service Area. The success of the Roadmap for Smart Growth remains possible through the leadership and vision of Members of the Growth Committee and Members of Council. Growth Committee Members have remained steadfast to achieve growth for Saint John, and have immersed themselves in the theory, research and data of economic development and growth in order to best equip the City to achieve its growth potential. Growth Committee Members include: Mayor Don Darling Deputy Mayor Shirley McAlary Councilor Ray Strowbridge Councilor John Mackenzie Councilor Blake Armstrong Councilor Gerry Lowe The delivery of programming within the Roadmap for Smart Growth was made possible through the direct effort of various staff from the following 13 departments, agencies and committees: 1. 2. Growth and Development 3. Finance and Administrative Services 4. Saint John Water 5. Office 6. Human Development Council 7. YMCA 8. SJ Multicultural and Newcomers Resource Centre 9. PRUDE Inc. 10. Develop SJ 11. Enterprise Saint John 12. Opportunities NB - 15 - 13. Central Peninsula Neighborhood Action Team 14. The Saint John Regional Chamber This list of staff does not include the great ongoing operational support from the City of Saint John One Stop Development Shop, which provides an award winning service to citizens seeking to achieve their development goals here in Saint John. In addition, the ongoing support from the enabling service areas was essential in the pursuit and delivery of the Roadmap, including staff from the Procurement Team, Above and beyond the above supports towards the Roadmap, the plan could not have been made possible without the support from various external experts and partners, including: Alex Leblanc, New Brunswick Multicultural Council Ron Hanlon, Halifax Partnership Rob Kelly, Government of New Brunswick Charles Ayles, Government of New Brunswick Jake Arbuckle, Government of New Bruswick Stephen Lund, Opportunities New Brunswick Input from local developers Saint John Real Estate Board David Campbell, Jupia Consulting Natalie Pastuszak, Build Toronto Mike Baldwin, City of Fredericton Ken Forrest, City of Fredericton David Seabrook, City of Fredericton Kevin Silliker, City of Moncton Angelique Reddy-Kalala, City of Moncton Jake Whalen, Halifax Regional Municipality Maggie MacDonald, Halifax Regional Municipality Finally, the creation, pursuit and maintenance of the Roadmap for Smart Growth required and continues to require the ongoing engagement of various stakeholders through various discussions, including: Initial engagement to develop the Roadmap Value proposition visioning exercise - 16 - Population growth framework engagement Property matching program Municipal property development efforts Neighborhood planning for the central peninsula Establishment of the Local Immigration Partnership ATTACHMENTS Roadmap for Smart Growth Work Plan 2017 Roadmap Year End Overview Power Point 1 th Updated November 20, 2017 ΑΏΐΖ 7®±ª 0« Ȁ 2® £ - ¯ ¥®± 3¬ ±³ '±®¶³§ Djuz!pg!Tbjou!Kpio! ! !.!Psjhjobmmz!bepqufe!bdujpo!jufnt!gspn!Nbsdi!3128!wfstjpo!pg!Spbenbq! ui !.!Beejujpobm!bdujpo!jufnt!joufhsbufe!joup!Spbenbq!po!Bvhvtu!9-!3128! # ACTION ITEM/TASK RESPONSIBILITY TIMELINSTATUS NOTES E 1.Launch of Roadmap for Smart Growth City of Saint John March 2017 Completed th Media Briefing on Roadmap Mayor Darling March 28 Completed th Stakeholder information session on Roadmap Mayor Darling March 28 Completed st Op-ed to TJ Introduction to Roadmap S. Somerville April 1 Completed th Roadmap presentation to ESJ Board J. Trail / Hamilton / P. April 5 Completed Ouellette th Op-ed to TJ Tax Base Growth S. Somerville April 7 Competed th Roadmap presentation to DMO Board J. Hamilton / P. Ouellette April 11 Completed th Roadmap presentation to SJIP Board J. Trail / Hamilton / P. April 12 Completed Ouellette th Roadmap review with the in-house Real Estate Team J. Hamilton / P. Ouellette April 12 Completed th Op-ed to TJ Population Growth S. Somerville April 14 Completed th Op-ed to TJ Employment Growth S. Somerville April 28 Completed th Roadmap Presentation to SJWD Board J. Hamilton/P. Ouellette April 27 Cancelled th Op-ed to TJ Value Proposition S. Somerville May 8 Completed th Roadmap presentation to HDC Board J. Hamilton/P. Ouellette May 17 Completed 2.Approve and release mandate letters to agencies and partners City of Saint John April 2017 Completed th Send around draft mandate letters to agencies P. Ouellette April 4 Completed ESJ, HDC, SJIP, SJWD th Review mandate letter with Board Chair and CEO of ESJ J. Hamilton / P. Ouellette April 12 Completed th Review mandate letter with Board Chair and CEO of SJWD J. Hamilton / P. Ouellette April 12 Completed th Adopted final version of mandate letters Common Council May 15 Completed ESJ, HDC, SJIP, SJWD 3.Enhance capacity around strategic land development, which will include an alignment City of Saint John April 2017 Completed * To be reviewed in conjunction with the 2017 Growth Committee meeting schedule. 2 th Updated November 20, 2017 th Ad hoc Strategic Land Development Committee meeting Growth and Community April 18 Completed To review, coordinate and define next steps Development associated with high-priority real estate opportunities. Committee to meet monthly on go forward basis for 2017 Finalize employment contract for real estate alignment lead and position to begin J. Trail May Completed alignment exercise investigation 4. City of Saint John June 2017 Completed th HDC/P. Ouellette April 13 Completed Candidate has been hired the local immigration partnership th Staff complete Population Growth Manager job description and post position for J. Hamilton/ P. Ouellette May 12 Completed internal/external hiring process Hire Population Growth Manager J. Hamilton / P. Ouellette June Completed 5. City of Saint John June 2017 Completed th Staff complete Economic and Financial Analyst job description and post the position to K. Fudge April 19 Completed the public Hire Economic and Financial Analyst K. Fudge, Growth and June Completed Community Development 6.Create a unified City marketing brand City of Saint John, June 2017 Active This item is behind schedule due to complexity of advantage Partners developing value proposition and capacity to complete task th Receive feedback from key stakeholders on value proposition profiling exercise S. Somerville, N. Moar, L. April 25 Completed ESJ, SJIP, SJWD, DMO Caissie nd Receive feedback from Growth Committee on Value Proposition Profiling exercise S. Somerville, N. Moar, L. May 2 Completed framework Caissie Launch Value Proposition Profile exercise S. Somerville, N. Moar, L. July Completed Caissie Finalize report from Value Proposition Exercise and present to Growth Committee D. Campbell, A. Murray November Pending Integrate value proposition exercise findings into marketing and communications strategy N. Moar, L. Caissie, P. December Pending which will clarify a final value proposition for the City of Saint John Ouellette 7.Develop strategic marketing communication plan to leverage new marketing brand profile City of Saint John, June 2017 Active This item is behind schedule due to complexity of to be used in development, marketing and communications Partners developing value proposition and capacity to complete task Validate, test and formulate value proposition, which will be integrated into marketing N. Moar, L. Caissie, P. December Pending and communications strategy Ouellette * To be reviewed in conjunction with the 2017 Growth Committee meeting schedule. 3 th Updated November 20, 2017 Finalize and present integrated value proposition and marketing/communications N. Moar, L. Caissie, P. December Pending strategy to Growth Committee Ouellette 8.Undertake a fair taxation analysis and implement key recommendations within its control, City of Saint John September Completed Presented to Council in October 2017 with 2017 corresponding fair taxation report with the existing property and infrastructure within our municipal boundaries Identify third-party consultant to support investigation K. Fudge February Completed Presentation to Common Council on consultants findings on fair taxation analysis with K. Fudge September Completed corresponding action plan to respond to the findings 9.Transfer of existing Local Immigration Partnership City of Saint John, Human 2018 Pending A transfer is likely to occur by 2019, but in the Development Council meantime, the priority will be for the City, HDC and community partners to work together to proceed with the LIP Council and work towards a long-term immigration strategy. 10. Development of a 10-year economic plan for the City of Saint John B. Zirobwa 2018 Active City Staff are currently working with agencies to establish a baseline economic projection and proceed with the development of targets for 2018, 2023 and 2028. 11. Work with the Atlantic Immigration Pilot Program to match immigrants with existing City of Saint John, December Completed Currently working in partnership with ONB and labour market shortages Partners 2017 Population Growth Division (GNB) in order to maxi newcomers to the City. The Atlantic Immigration Pilot Program has shared with the City their year- end projections as well as landed immigration from the Government of Canada. Meet with R. Kelly (Atlantic Immigration Pilot Program Lead in New Brunswick) and local P. Ouellette, D. April/ongoing Ongoing settlement associations to define optimal strategy for the City to maximize its opportunity Dobbelsteyn to leverage newcomers from the program. 12. Provide detailed targets for 2017 end-of-year population growth projections and present D. Dobbelsteyn December Completed Establishing targets for population growth will not corresponding actions 2017 be feasible in 2017, but targets will be established for the 2018 fiscal year. In lieu of targets, HDC has shared important milestones. The Atlantic Immigration Pilot Program has shared with the City their year-end projections as well as landed immigration from the Government of Canada. HDC to present to the Growth Committee in July 2017 with a preliminary overview of Human Development July 2017 Completed measures and indicators it intends to develop to support population growth and how the Council community can equip itself to begin the process of establishing annual population growth * To be reviewed in conjunction with the 2017 Growth Committee meeting schedule. 4 th Updated November 20, 2017 targets. Release updated version of Roadmap for Smart Growth with additional action items on P. Ouellette September Completed population, employment and tax base growth from Human Development Council, 2017 Enterprise Saint John and aligned real-estate practice, in addition to year-end targets. 13. Implement initial marketing campaign to welcome newcomers to Saint John City of Saint John October 2017 Active This item is behind schedule due to complexity of developing value proposition and capacity to complete task Action to be developed and executed by new Population Growth Manager Population Growth November Active Manager 2017 14. Establish a Local Immigration Partnership Strategy for Saint John Human Development December Pending Council 2018 wording through Council resolution on additions to Roadmap (approved by Council on Tuesday August th 8) 15. population growth strategy to recruit and retain new residents to Saint City of Saint John February 2018 Active John from neighbouring communities, New Brunswick, Atlantic Canada and the rest of Canada Action to be developed and executed by new Population Growth Manager Population Growth November Active Manager 2017 immigration strategy. 16. City of Saint John, Human March 2018 Active into Roadmap for Smart Growth Development Council Add new action items from feedback from Human Development Council P. Ouellette August Completed Add new action items from feedback from Population Growth Framework D. Dobbelsteyn, P. December Active Ouellette 17. Establish the Saint John Local Immigration Partnership Council Human Development December Completed Council 2017 th 18. Update existing work plan in order to align with Roadmap for Smart Growth Enterprise Saint John April 2017 Completed Completed on August 8, 2017. 19. Provide detailed targets for 2017 end-of-year employment growth projections and Enterprise Saint John July 2017 Completed present corresponding action plan Release updated version of Roadmap for Smart Growth with additional action items on P. Ouellette August 2017 Completed population, employment and tax base growth from Human Development Council, Enterprise Saint John and aligned real-estate practice, in addition to year-end targets. 20. Presentation of investment readiness strategy Enterprise Saint John July 2017 Completed 21. Integrate additional action items from Enterprise Saint John into Roadmap for Smart Enterprise Saint John July 2017 Completed Growth * To be reviewed in conjunction with the 2017 Growth Committee meeting schedule. 5 th Updated November 20, 2017 Release updated version of Roadmap for Smart Growth with additional action items on P. Ouellette August 2017 Completed population, employment and tax base growth from Human Development Council, Enterprise Saint John and aligned real-estate practice, in addition to year-end targets. 22. Enterprise Saint John, September Completed ESJ Strategy presented to Growth Committee on th market Opportunities New 2017 November 7, 2017. Brunswick Population Growth Manager to participate in Southwest Workforce Action Team along Enterprise Saint John, Ongoing Active with representative from ESJ. Population Growth Manager 23. -engages in the National Energy City of Saint John 2017 Discontinued TransCanada has removed their application with the NEB. working group will update Council and Growth Committee Ongoing Pending periodically on the progress of the National Working Group and important milestones. 24. Target to create 250 new jobs from external investors, 500 new and retained jobs from Enterprise Saint John 2017 Completed Year-end projections are included in the December th high potential businesses and 40 new jobs from start-ups and entrepreneurs. 5, 2017 Growth Committee report on Roadmap year-end overview. New addition to Roadmap (approved by Council on th Tuesday August 8) City of Saint John 2017-2018 25. Ongoing implementation of Urban Development Incentive Program Pilot Program Completed (pilot) S. Somerville, J. Kliffer, J. Cyr June 2017 Marketing strategy to be development and released on the benefits of the Urban Ongoing Development Incentive Program City of Saint John March 2017 26. Completed City has shared feedback with the Government of enforcement tools as well as a vacant building registry New Brunswick on proposed changes to the new proposed local government legislation. City of Saint John March 2017 27. Become the first City in Atlantic Canada to accept development proposals for 6-storey Completed wood frame construction and launch a request for proposals for the Canterbury and Princess site as a demonstration project th S. Somerville, N. Moar, L. March 9 City held a press conference to encourage applications from the development community Completed Caissie for 6-storey wood construction. RFP was released for the Canterbury/Princess property, which could be a demonstration project for a 6-storey wood construction Real Estate May In the event the City receives interest in the RFP for the Canterbury/Princess property, a Pending Ongoing marketing of site review of proposals will be completed along with an assessment of the preferred option. Private sector purchaser TBD The development of the site by the purchaser Pending City of Saint John May 2017 28. Launch of Neighborhood Plan for Central Peninsula Completed * To be reviewed in conjunction with the 2017 Growth Committee meeting schedule. 6 th Updated November 20, 2017 Growth and Community Ongoing Neighborhood planning exercise is being supported by Growth and Community Completed Development Services Development Team along with the Neighborhood Action Team Real Estate May 2017 29. An executed purchase of sale agreement for 50 Carleton Street Completed New addition to Roadmap (approved by Council on th Tuesday August 8) City of Saint John May 2017 30. An executed purchase of sale agreement for the Jelly Bean properties Completed Legal, Real Estate May 2017 Conclusion of the sale of the property to be completed Completed Saint John Non Profit Housing 2019 Development on site by purchases is expected to be completed Pending City of Saint John May 2017 31. Launch of Large-Scale Project Support Program that will provide support to developers for Completed Launched a streamlined municipal approvals process City of Saint John May 2017 32. Introduce new Building Permit Mapping Tool, which will offer a new live tracking tool for Completed Launched investors and developers seeking to pursue opportunities in Saint John One Stop Development Shop May 2017 Building Permit Mapping Tool to be completed by a working group under the One Stop Completed Development Shop program with Growth and Community Development Services. City of Saint John June 2017 33. Review and pursue Sandy Point Road municipal property development opportunities Active Additional time is needed for this action item because of the need for more comprehensive due diligence. Strategic Land Committee May 2017 Determine approach to further investigate and focus associated with possible Sandy Point Completed Road development of municipally-owned land Strategic Land Committee, June 2017 Present to Growth Committee on focused approach to pursuing this Roadmap action item Completed Growth Committee Strategic Land Committee, September Staff report back to Growth Committee on defined next steps associated with focused Pending Growth Committee development approach for municipally-owned land along Sandy Point Road. City of Saint John June 2017 34. An executed purchase of sale agreement for the former Synagogue property Completed Legal, Real Estate June 2017 Conclusion of the sale of the property to be completed Completed Cooke Aquaculture TBD Development on site by purchases is expected to be completed Completed City of Saint John June 2017 35. The City of Saint John to finalize its plans as it relates to the location of City Hall for its Completed A decision on the location of City Hall was made by th employees Common Council on November 27, 2017. Continuous Improvement Ongoing After the City finalizes its plans on the future location of City Hall, the project team Active Project Team on City Hall working on the initiative will proceed to execute the plan and complete the needed actions (move, renovations, purchase, etc). City of Saint John July 2017 36. ability to generate Completed Develop SJ is expected to be fully operational on st additional tax-base revenue January 1, 2018. S. Carson May 2017 Alignment lead to consult with various real estate partners and more clearly define the Completed terms of the exercise and clarify expectations S. Carson May 2017 Complete best practice analysis of real estate governance alternatives from other Completed Canadian municipalities S. Carson June 2017 Develop governance options and structure alternatives to respond to any identified Completed * To be reviewed in conjunction with the 2017 Growth Committee meeting schedule. 7 th Updated November 20, 2017 obstacles or opportunities generated from the initial investigation S. Carson Ongoing Complete recommendations from final report of alignment exercise adopted by Council Completed th on August 8, 2017 City of Saint John July 2017 37. Provide detailed targets for 2017 end-of-year tax-base growth projections and present Completed Establishing targets for tax base growth will not be corresponding action plan feasible in 2017, but targets will be established for the 2018 fiscal year. In lieu of targets, staff presented tax base projections from the 10 properties identified in the roadmap for smart growth. Strategic Land Committee October 2017 Provide Growth Committee with projections of potential tax base revenue from the 10 Completed municipal-owned properties identified for review and pursuit in 2017 in the Roadmap for Smart Growth. Develop Saint John 2018 Establish targets for tax base growth through strategic real estate practice Pending City of Saint John July 2017 38. integrated Completed Four additional municipal properties were into Roadmap for Smart Growth identified and introduced to the Roadmap for make the total number of pursued properties to 10 for 2017. P. Ouellette August 2017 Release updated version of Roadmap for Smart Growth with additional action items on Completed This should be aligned with action #12, #18, #20, population, employment and tax base growth from Human Development Council, #34 Enterprise Saint John and aligned real-estate practice, in addition to year-end targets. City of Saint John September 2017 39. Continue local and external developer consultation to re-generate inventory of Completed Developer engagement occurred for Sandy Point opportunities Road Development as well as neighborhood plan for the central peninsula in 2017. Growth and Community October 2017 Growth and Community Development Staff to reach-out to developers to receive input on Active Development Services initial place-making concepts generated form the Neighborhood Planning exercise as well as potential development in the 10 identified municipal-owned properties identified in the Roadmap for Smart Growth City of Saint John September 2017 40. Develop marketing and awareness campaign to support strategic tax-base development Completed Initial signage pilot program approved by Common th Council on November 14, 2017. City of Saint John November 2017 41. Review and pursue Tucker Park (municipal-owned land) development opportunities Discontinued Discontinued by resolution of Common Council. Strategic Land Committee June 2017 Build inventory of primary obstacles, challenges and considerations associated with Active development on Tucker Park Strategic Land Committee, August 2017 Build initial plan to support development objectives associated with Tucker Park and Pending Growth Committee present to Growth Committee Strategic Land Committee, November 2017 Develop necessary documents, marketing and place-making (if needed) for Tucker Park, Pending Growth Committee seek necessary municipal approvals and launch necessary procurement exercise. * To be reviewed in conjunction with the 2017 Growth Committee meeting schedule. 8 th Updated November 20, 2017 TBD TBD After procurement exercise, evaluation and finalization of development opportunity, Pending partner to proceed with proposal City of Saint John February 2018 42. Review and pursue former Lantic Sugar site development opportunity Active Full update on 10 pursued municipal properties in 2017 to occur by February 2018. Strategic Land Committee June 2017 Build inventory of primary obstacles, challenges and considerations associated with the Active development of the former Lantic Sugar site Strategic Land Committee, August 2017 Build initial plan to support development objectives associated with former Lantic Sugar Pending Growth Committee Site and present to Growth Committee Strategic Land Committee, November 2017 Develop necessary documents, marketing and place-making (if needed) for former Lantic Pending Growth Committee Sugar Site, seek necessary municipal approvals and launch necessary procurement exercise. TBD TBD After procurement exercise, evaluation and finalization of development opportunity, Pending partner to proceed with proposal City of Saint John February 2018 43. Deliver development strategy for 10 high-profile municipal properties Active Full update on 10 pursued municipal properties in 2017 to occur by February 2018. Strategic Land Committee August 2017 Strategic Land Committee to define the four other municipal-owned properties that will Completed See action #33 be pursued in 2017 Strategic Land Committee December 2017 Report back to Growth Committee on progress of 10 municipal-owned properties Active City of Saint John December 2017 44. Close 85 cases under the Dangerous and Vacant Building Program (includes City Completed Year-end projections are included in the December th demolitions, owner-initiated demolitions, repairs and reoccupy) 5, 2017 Growth Committee report on Roadmap year-end overview. Growth and Community May 2017 Presentation to Growth Committee on refined evaluation matrix to define high-profile Completed Development Services vacant and dangerous buildings and provide updates list of priority properties Growth and Community May 2017 Hire temporary role to provide added support towards the Vacant and Dangerous Building Completed Development Services Program and reach the desired outcome of 85 closed cases (financed through existing budget capacity) Growth and Community Ongoing Pursue 85 high-priority cases and provide periodic updates on progress to the Growth Active Development Services Committee City of Saint John February 2018 45. Recommendation to Common Council on water rate analysis on vacant lots Active Presentation will be scheduled to occur by February 2018. Saint John Water September 2017 Present proposal on water rate analysis on vacant lots to Growth Committee Pending Strategic Land Committee February 2018 46. Review and pursue development opportunity for 90-102 Mecklenberg Street Active Full update on 10 pursued municipal properties in 2017 to occur by February 2018. Strategic Land Committee February 2018 47. Review and pursue development opportunity for 45 Boars Head Road Active Full update on 10 pursued municipal properties in 2017 to occur by February 2018. Strategic Land Committee February 2018 48. Review and pursue development opportunity for the existing parking structure at the Active Full update on 10 pursued municipal properties in corner of Grannan Lane and Canterbury Street 2017 to occur by February 2018. * To be reviewed in conjunction with the 2017 Growth Committee meeting schedule. 9 th Updated November 20, 2017 K. Davis February 2018 49. Launch a vacant property and lot matching program Active Property matching will be launched by February 2018. City of Saint John June 2018 50. Adoption of recommendations from Neighborhood Plan for Central Peninsula Active Plan remains active and progressing as planned, which currently proposes 200+ action strategies. City of Saint John June 2018 51. Submit recommendations to Common Council on Vacant Building Fee-for-Service program Pending To occur in mid-2018 City of Saint John August 2018 52. Implementation of a piped industrial raw water service for east Saint John, in order to Active support and attract large industry demands th As of November 20, 2017: 31 Completed / 52 Projects (60%) 3 Pending / 52 Projects (6%) 16 Active / 52 Projects (30%) 2 discontinued/52 projects (4%) * To be reviewed in conjunction with the 2017 Growth Committee meeting schedule. Presentation to Senior Leadership Team August 14 2017 2017 Roadmap Progress While there remain important economic obstacles to overcome in the coming years (which have been previously reviewed with Growth Committee and Council), Ʒŷźƭ ƩĻƦƚƩƷ ŷźŭŷƌźŭŷƷƭ ƷŷĻ ƦƩƚŭƩĻƭƭ ğƓķ ğĭĭƚƒƦƌźƭŷƒĻƓƷƭ ƚŅ ƷŷĻ DƩƚǞƷŷ /ƚƒƒźƷƷĻĻ ğƓķ ƷŷĻ wƚğķƒğƦ ŅƚƩ {ƒğƩƷ DƩƚǞƷŷ ƚǝĻƩ ЋЉЊА. Community of Support 5 Committee Members 12 Committee meetings (totally 30 hours) 14 departments, agencies and committees 17 external experts/organization advising 7 distinct engagement efforts Roadmap for Smart Growth Cross-corporate & agency strategic program that envelops, tracks & evaluates a variety of initiatives focused on the delivery of key growth-related community outcomes Roadmap for Smart Growth: Roadmap Breakdown 3 Key Outcomes 6 Strategies 45 Specific Actions Roadmap for Smart Growth: Roadmap Breakdown 3 Key Outcomes 6 Strategies 52 Specific Actions Roadmap for Smart Growth: New Additions Addition of ESJ targets; Addition of establishment of Local Immigration Partnership Council; Addition of vacant property and lot matching program; Addition of 90-102 Mecklenburg St; Addition of 45 Boars Head Road; Addition of 50 Carleton Street; Addition of parking garage on corner of Grannan/Canterbury; Completed = 31 (60%) Active = 16 (30%) Process Improvements Completed = 6/10 (3 active, 1 pending) Launch of Roadmap Four mandate letters (HDC, SJIP, SJWD, ESJ) Alignment exercise Develop Saint John Population Growth Manager Financial/Economic Analyst Fair Taxation Analysis and Recommendations Population Growth Completed = 3/7 (3 active, 1 pending) Supporting Local Immigration Partnership Integrating City into immigration landscape Development of Population Growth Framework relevant research Population Growth Atlantic Immigration Pilot Program 2017 effort could yield up to 156 additional permanent residents in Saint John by 2019. As of October 2017, Saint John has welcomed an estimated 433 foreign nationals into the City. Employment Growth Completed = 6/7 (1 discontinued) Investment readiness strategy 2017 year-end targets Labour market strategy Introduction of new ESJ CEO Employment Growth ESJ established KPIs of 500 new and retained jobs in high potential businesses, 250 new jobs from external investors, 20 start-ups and 40 corresponding jobs all for 2017, and as of Q3, ESJ estimates that their efforts have helped generate 541 new and retained jobs, 199 new and retained jobs and 17 start-ups and 33 jobs. Tax Base Growth Completed = 16/28 (10 active, 1 pending, 1 discontinued) Targets for Vacant and Dangerous Building Program Introduction of Develop SJ Launch of neighborhood planning program Urban development incentive program Active Strategic Land Committee Identified 10 municipal-owned properties Large-scale project support program Building permit mapping tool Tax Base Growth Municipal Property - $300,000 sale revenue and estimated $180,000 in eventual tax base growth. Development Incentive - $3 million in construction activity, 37 new units, leveraged $350,000 in building façade upgrades. Vacant and Dangerous Building Likely to close 78 cases by year-end, includes 34 demolitions and 36 repairs/reoccupy. Development Signage Pilot Program Community Standards Enforcement One Stop Development Shop Growth Reserve Budget Leveraged External Capital Funding Strategic Roadmap Communications Looking towards 2018 optimistically City of Saint John has optimized its economic development structure - the entire Saint John economic development landscape is working in concert towards pre- defined growth-related community outcomes. Finalization of the Safe, Clean Drinking Water Program. Completion of the Irving Oil Headquarters building, which will become the third tallest building in New Brunswick. The last time a building of this height was built in New Brunswick was over 35 years ago. Initial phases of the Westside Port Expansion Project. Looking towards 2018 optimistically First new school in the Central Peninsula in over 50 years. Development of New Brunswick Museum in Saint John. Continued development progress for The Crossing. Variety of municipal properties identified in the Roadmap: 1671 Sandy Point Road (ongoing consideration); Property on the corner of Princess/Canterbury; Property on the corner of Grannan/Canterbury; Non-for-profit housing development at Union and Wellington. Looking towards 2018 optimistically 2017 construction value = $178.7M (highest since 2008) As of October 2017 - 133 housing units under construction in SJ (highest in three years). Saint John CMA employment in October 2017 was up by 2,000 compared to October 2016 (a 3.1% increase). Looking towards 2018 optimistically Nearly 2,000 immigrants in the Saint John CMA that have settled in the past five years. For the first time in the post-World War II era, the Uptown has led the Greater Saint John Region in population growth with a rate of more than 15%, compared to a 2.2% decline in population in the neighboring Town of Rothesay and a 0.5% decline in the Provincial Population. Looking towards 2018 KNOWN REMAINING ROADMAP ACTIONS: Value Proposition Economic Targeting Exercise Population Growth Framework Local Immigration Partnership Strategy Property Matching Program Neighborhood Planning Program Develop SJ Looking towards 2018 ONGOING ROADMAP IMPLEMENTATION: Vacant and Dangerous Building Program; Community Standards Pilot Program; Development Signage Pilot Program; Development Incentive Program; Mandate letters; Continued pursuit of fair taxation recommendations; Partnership with local, provincial and federal counterparts to maximize immigration recruitment and retention; Implementation of investment readiness strategy; Improve access and corresponding response to labour market data; Large-Scale Project Support Program; Support towards the One-Stop Development Shop; Implement decision associated with City Hall; Ongoing engagement with local and external developers. Looking towards 2018 Question: What are your expectations and key focus areas for 2018? DwhI /haaL99w9thw M&C No.# found on Sharepoint Report DateNovember 21, 2017 Meeting DateDecember 05, 2017 Service AreaGrowth and Community Development Services His Worship Mayor Don Darlingand Members of the Growth Committee SUBJECT: Establishment of Growth Reserve Fund OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary AuthorCommissioner/Dept. HeadCity Manager Phil OuelletteJacqueline HamiltonJeff Trail RECOMMENDATION consideration: Direct the City Manager to establish a permanent growth reserve fund; Council authorizethe transfer of $183,000 to the newly created growth reserve fund, which is the projected allocated and unallocated surplus of the 2017 growth reserve budget. Report 2017 Operating Budget, Council did not pass a separate resolution at the time to direct the City Manager to establish a permanent growth reserve fund. As it currently stands, the existence of the 2017 growth reserve budget will simply no longer be included in future budget documents, unless Council establishes a permanent reserve fund. The primary benefit of a permanent reserve fundallows for operational funding to transfer over from one fiscal year to another, which is not the case in regular budget lines. There is currently a projected surplus of $153,000 from the unallocated portion of thethe 2017 growth reserve budgetin addition to $30,000 of surplus from the allocated portion of the 2017 growth reserve budget (i.e. total of $183,000), and the only way in which these remaining and unallocated funds can be carried over to 2018 (and beyond) is to create a permanent growth reserve fund. Attachment Growth Reserve Budget 2017 Remaining Budget: 2017 Growth Reserve th Updated: October 30, 2017 ITEM ALLOCATION NOTES Adopted Budget Allocation Fair taxation analysis $25,000 Common Council adopted on March th 27, 2017 HDC support for Local Immigration $30,000 Common Council adopted on March th Partnership 27, 2017 Creation of Population Growth $50,000 Common Council adopted on March th Manager role 27, 2017 Value proposition exercise $40,000 Common Council adopted on March th 27, 2017 Real Estate Alignment Exercise $90,000 Common Council adopted on March th 27, 2017 th Urban Development Incentive Program: $25,000 Common Council adopted on July 10, Beautification Grant 2017 One-time Develop SJ expenditures $25,000 Common Council adopted on October th 16, 2017 Development Signage Pilot Project $12,000 Common Council adopted on November th 14, 2017 Total allocated funding: $297,000 Existing Budget Surplus Remaining Reserve $153,000 Undefined and unallocated Remaining surplus from allocated $30,000 This is currently unspent funds that funding were allocated through the 2017 reserve budget. Total remaining surplus $183,000 To be transferred into Growth Reserve Fund TOTAL 2017 Budget: $450,000 DwhIw9thw Report DateNovember 27, 2017 Meeting DateDecember 05, 2017 Service AreaGrowth and Community Development Services His Worship Mayor Don Darling and Members of the Growth Committee SUBJECT: Proposed 2018 Meeting Dates OPEN OR CLOSED SESSION This matter is to be discussed in open session of the Growth Committee. AUTHORIZATION Primary AuthorCommissioner/Dept. HeadCity Manager Phil Ouellette Jacqueline HamiltonJeff Trail RECOMMENDATION Growth Committee approves the recommended meeting dates for 2018. Report The following dates are recommended to establish a regular meeting schedule for 2018. th Meetings will be held in the 8floor boardroom. Meeting times are proposed to occur from 11:00am to 2:00pm. th Tuesday, Jan 16 th Tuesday, Feb 6 th Tuesday, March 6 rd Tuesday, April 3 st Tuesday, May 1 th Tuesday, June 12 rd Tuesday, July 3 th Tuesday, August 7 th Tuesday, September 4 nd Tuesday, October 2 th Tuesday, November 13 th Tuesday, December 11