Loading...
2019-04-16 Growth Committee Agenda Packet - OpenHr City of Saint John Growth Committee - Open Session AGENDA Tuesday, April 16, 2019 11:30 am 8th Floor Common Council Chamber (Ludlow Room), City Hall 1. Call to Order Pages 1.1 Approval of Minutes - March 21, 2019 1 -4 1.2 Guest Presenter: Yan Del Valle 1.3 2018 Reporting and 2019 Outlook 5-29 1.3.1 2018 Growth Work Plan Overview 1.3.2 2019 Growth Targets and Key Initiatives 1.3.3 Growth Info -Graphics 30-31 1.4 Saint John Local Immigration Partnership 32-36 1.5 Vacant and Dangerous Buildings Program: Growth Reserve Fund Request 37-46 Growth Committee Meeting Open Session March 21, 2019 MINUTES - OPEN SESSION GROWTH COMMITTEE MEETING MARCH 21, 2019 AT 2:30 P.M. 8T" FLOOR COMMON COUNCIL CHAMBER (Ludlow Room), CITY HALL Present: Mayor D. Darling Deputy Mayor S. McAlary Councillor J. MacKenzie Councillor B. Armstrong Councillor R. Strowbridge Also Present: City Manager J. Collin Commissioner Growth and Community Development J. Hamilton Deputy Commissioner Building and Inspection Services A. Poffenroth Deputy Commissioner Growth and Community Development P. Ouellette Population Growth Manager D. Dobbelsteyn Manager Infrastructure Development H. Young 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 — February 12, 2019 Moved by Councillor MacKenzie, seconded by Councillor Armstrong: RESOLVED that the minutes of February 12, 2019 be approved. LTA IQ1[4110te 1:k]k]11191 1.2 2018 Year -End Reporting and 2019 Outlook 1.2.1 Economic Development Greater Saint John (Mr. Gaudet, Mr. Oland, Mr. McPherson, Mr. Lawson and Ms. Crozier entered the meeting) Mr. Oland, chair of EDGSJ, stated that the two main objectives for 2018 were the achievement of the key performance indicators and the development of a three year work plan, which is focused on growing the labour force in greater Saint John. Growth Committee Meeting Open Session March 21, 2019 There are many unfilled jobs in the City. It is not an issue of not having jobs in Saint John but having skill sets and people to fill those jobs. The target in 2019 is to fill 350 of these unfilled jobs. To date, 220 of those have been successfully filled. EDGSJ assists local companies by reviewing their hiring practices, matching people with jobs, and assisting to re -skill people to fill these vacant positions. A job database has recently been developed to match and recruit skill sets to unfilled jobs. In response to a question, Mr. Gaudet stated that not enough is being done to positively market Saint John and surrounding areas. Moved by Deputy Mayor McAlary, seconded by Councillor Armstrong: RESOLVED that the presentation from Economic Development Greater Saint John, be received for information. MOTION CARRIED. 1.2.2 Develop Saint John (Mr. Irving, Mr. Carson, Ms. Comeau, Mr. Cyr, Mr. Power and Ms. Magee entered the meeting) Mr. Power stated that the mission of Develop SJ is to increase the tax base by working together as a team with other agencies and people. A positive customer centred experience is fundamental. It is also necessary to have a common theme and a common vision to identify our value proposition and our brand. Mr. Carson, referring to the submitted report, stated that three catalytic projects, identified as a new school in the Southern Peninsula, Fundy Quay site and Route 1 Interchange project, were selected in 2018 to drive growth and leverage private sector investment. Develop SJ is involved with 55 active projects with a potential tax base lift of $463M. Not all of these projects will come to fruition but they are optimistic that a number of them will move forward. Develop SJ assists developers through the process of securing funds, site acquisition and preparation, building permits, construction and other overcoming other challenges. Moved by Deputy Mayor McAlary, seconded by Councillor Armstrong: RESOLVED that the presentation from Develop Saint John, be received for information. MOTION CARRIED. 1.3 Growth and Community Development Services — Customer Service Enhancements Mr. Collin stated that the goal is to enhance good customer service into better customer service. The organization is being re -aligned to focus on the growth agenda. Growth and Community Development services are undertaking initiatives to enhance customer service and responsiveness to the client. Growth Committee Meeting Open Session March 21, 2019 Ms. Hamilton stated that the customer relationship is a key priority and the Project Champion program, in which point people are assigned to key projects, assists the developer in navigating the process, anticipate issues and develop solutions for positive outcomes. Moved by Deputy Mayor McAlary, seconded by Councillor Armstrong: RESOLVED that the Growth committee approve the following: That the submitted report be received for information; the presentation be provided to Common Council at the meeting of March 25, 2019; that staff move forward with client engagement and deliver customer service enhancements that are responsive to client needs; and that regular updates be provided to the Growth Committee and Council at key milestones. 1.4 Development Incentive Programming Ms. Hamilton stated that improvements and reforms to the development incentive programs are being reviewed to enhance the suite of offerings. 1.4.1 Urban Development Incentive Pilot Program/Beautification Grant Mr. Reid commented on the Urban Development Incentive Program and Beautification Program, outlining the recommended amendments to these policies. Referring to the submitted report, Mr. Reid reviewed some of improvements that occurred in the Southern Peninsula due to the incentive programs. Minor amendments are being proposed to the Beautification Grant Policy such as extending eligibility to exterior painting of side yards under certain circumstances; improving administration of the program; and aligning the program with the Central Peninsula Neighbourhood Plan. Referring to the Urban Development Incentive Program, Mr. Reid reviewed the program's performance and commented on the policy amendments and impact. Moved by Deputy Mayor McAlary, seconded by Councillor Armstrong: RESOLVED that the Growth Committee: • Receive and file the Urban Development Incentive and Urban Beautification Pilot Program Evaluation (2016-2018) presentation; • Adopt the amended Urban Beautification Grant policy and recommend for approval to Common Council; • Authorize staff to proceed with amendments to the Urban Development Incentive Program for Common Council's consideration as outlined in the submitted report. MOTION CARRIED. 1.4.2 Heritage Development Grant: Growth Reserve Fund Request Growth Committee Meeting Open Session March 21, 2019 The recommendation to increase the Heritage Grant budget by $80K is based on two considerations: • 55% of the budget has already been earmarked; it is expected that the entire budget will be allocated before peak application season • Adding aluminum -clad wood windows to the list of ineligible materials; anticipated that the demand for reimbursement of these windows will be high Staff recommends that the reimbursement of aluminum clad wood windows only be implemented with the approval of the $80K increase to the grant budget as a one year test program. Staff is also proposing that this grant be made available to all heritage property owners, not just those with conservation plans, to provide access and opportunity to those buildings that would benefit most strongly. Deputy Mayor McAlary expressed concern with the proposed increase, noting that it was not approved in the operating budget, and Council publicly stated that there was no extra money to support heritage grants. Mr. Collin noted that there is currently over $600K in the Growth Reserve Fund. The recommendation is to withdraw $80K from this fund for the Heritage Grant program. Moved by Councillor MacKenzie, seconded by Councillor Armstrong: RESOLVED that the Growth Committee make the following recommendation to Common Council: That Common Council authorize the transfer of a maximum of $80,000 from the Growth Reserve Fund to increase the 2019 Heritage Grant Program operating budget; and that amendments to the Heritage Grant Program Policy as outlined in the submitted report be approved. MOTION CARRIED with Deputy Mayor McAlary voting nay. 1.5 Vacant and Dangerous Buildings Program: Growth Reserve Fund Request Moved by Councillor MacKenzie, seconded by Councillor Strowbridge: RESOLVED that item 1.5 Vacant and Dangerous Buildings Program: Growth Reserve Fund Request, be deferred to the next Growth Committee meeting. MOTION CARRIED. Adjournment Moved by Councillor MacKenzie, seconded by Councillor Strowbridge: RESOLVED that the open session meeting of the Growth Committee be adjourned. MOTION CARRIED. -W pf ti is all about GROWTH is all about GROWTH Key growth partner Uptown • Port Saint John • Saint John Airport • Post Secondary Training and Labour (GNB) • Population Growth Division (GNB) • Atlantic Canada Opportunities Agency • YMCA Newcomer Connections • University of New Brunswick — Saint John • Local Immigration Partnership 4 • Regional Chamber • Opportunities New Brunsv • Labour Market Team (GNB • Saint John Newcomer Ceni • PRUDE • Local Associations • The Chamber • Atlantic Human Services • New Brunswick Communit Economic Development Greater Saint John 2018 Year-En'l Report Develop ® - iiii l� im ii iiiii w w Growth and Growth and Community Developi Year-EndPopulation Services 2018 Report Discover i - G iiii iii iii iiiii w w 5 9 Financial Overview (excluding capital) Investment 0: Economic Development Agencies $2,329,497 • Develop Saint John • Discover Saint John • Economic Development Greater Saint John Economic and Cultural Facilities $4,876,776 • RF: Trade and Convention Centre • RF: Harbour Station • RF: Harbour Station • RF: Imperial Theatre • RF: Saint John Arts Centre • Saint John City Market • Market Square Growth and Community Development Services $5,230,653 10 $12,436,926 Financial Overview (Other) Neighbourhood Growth Fund ($350,00/year)* Operating reserve $814,580.24 7 11 2018 Summary 2018 Summary City Active City De i� eired City Active Launch Newcomer Guide Host welcome ceremonies for newcomers Conduct research on living in SJ City/YMC Active A Newcomer success stories 0 0 Net • • at least $•11 111 IF 11 T1111 lmazuesm. mansimsmaeogromm �e •,' • This represents a potential of >112 new jobs and >14M in business investment a! Le Centre the cheNewcomers de nouveaux arrivants 4 § V ECONOMIC Centre de Saint-Jean The S nt John DEVELOPMENT 'MINI OOR014 00 11 15 Uptown S1 ate i� eired EDGS1 Active PETL Active YMCA Active SJUP Active Host apartment/condo tours of Uptown International Business/ Employee Relocation Predictive model on local job needs Launch Youth Retention Task Force & Youth on program Profile most successful immigrants Landings of Permanent Residents Percentage of Economic Immigrants Net Increase of New Residents 835 1075 0 n M r 82% 70% Exceed 432 >400 Exceed SJ LIP —Release of Settlement Strategy Delayed —Connected to new Succeed; by 2018 Reduction in interprovincial migration compared to 2016 Census W,AV 13 17 -795 EDGS1/ Active City Pursuit of Filling Unfilled Jobs initiative im City De i� ere Water Rate Analysis on Vacant Properties City Active City Deferred Industrial raw water to the eastside Development Signage Policy 19 Develop Active si/city Support the redevelopment of Fundy Quay 20 • cityDeferred 5-10 Year Economic Plan Agency City Active Capital Investment Strategy for Neighbourhood City De i� ere Development and distribution of growth info gr; 21 $75 million tax base increase PlanSJ Geographic Targets - 95% development in PDA - 85% development in Intensification areas Permit Turnaround Time - Tier 1— 5 business days - Tier 2 —10 business days - Tier 3 — 20 business days Vacant and Dangerous Buildings Program - 75 resolved cases Community Standards Program - 25 resolved cases Development Incentive Program - $150,000 of leveraged facade upgrades / 20 projects Heritage Development Grant - Pay out minimum of 95% of grant budget by Nov. 30 25 new start-ups 845 new and retained jobs DevelopSJ $29.6 million in tax 55 active projects GCDS 90% in PDA 59% in intensificati( GCDS Tier 1 - 3.8 Tier 2 - 8.3 Tier 3 - 9.4 GCDS 83 total closed case 50 repaired/reoccul demolitions) GCDS 75 total resolved ca GCDS 41 approved propei $551,636 estimatec investment GCDS 29 approved propel $381,012 esti matec investment EDGSJ 37 start-ups EDGSJ 821 hired 22 896 announced job 2019 Growth Outlook 2 0 L Preparation and development associated with CM destination marketing fund Begin the implementation of the Succeed and Stay Project and continuation of Population Growth Framework Finalize new Heritage Bylaw GCDS GCDS X 11 13 Pursue three catalytic growth infrastructure projects DevelopSJ/GCDS ( Introduce new City Hall Develop and implement strategic communications framework 21 25 Cl CM 16 W Recommend renewal and updates to Development GCDS C Incentive Program Digital rendering of Neighborhood Plan 22 26 GCDS 2019 Growth Projects Economic Development • Greater Saint John Develop Saint John Discover Saint John Growth and Community • Development • Services Increase in employment —from 62,500 to 64,062 Increase in labour force — from 66,600 to 68,265 Increase GDP 0.5% greater than provincial GDP Increase in Consumer Confidence — from 99.1% to 100.'- Support 00.: Support $50 million in tax base growth To be presented in May to Growth Committee Permit Turnaround:Tier 1-5 days/Tier 2-10 days/Tier 3-2 Vacant and Dangerous Buildings Program - 75 resolved Community Standards Program - 85 resolved cases Development Grant- $150,000 of leveraged investment projects / $2.5 million in leveraged private sector invest (incentive program) Heritage Grant- $240,000 of leveraged investment/20 p Population Growth —Admission of 1,075 PRs / net popu increase City of Saint Produce 20 growth improvements and 20 customer ser John enhancements within rnunicipal departments • Continue to play role as stewards and ambassadors to • Mid -year reporting from agencies and targets • New expectation letters towards year-end • Receive recommendations on new aligned economic development model • Each meeting to begin with a "Growing in Saint John" presentation • Ensure regular reporting and updating on growth activi Common Council • Link growth -related efforts to ongoing fiscal challenges 25 29 892 new jobs in 1 1 41 GROWTH COMMITTEE REPORT M&C No. # fol'tild cm sharelpoil t Report Date April 09, 2019 Meeting Date April 16, 2019 Service Area Growth and Community Development Services His Worship Mayor Don Darling and Members of the Growth Committee SUBJECT: Saint John Local Immigration Partnership OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. HeadCity Manager Phil Ouellette/David Dobbelsteyn Jacqueline Hamilton John Collin RECOMMENDATION Staff recommend that: Growth Committee endorses a recommendation to Common Council that the City of Saint John apply to Immigration, Refugees and Citizenship Canada for funding to host the Saint John Local Immigration Partnership starting in 2020. EXECUTIVE SUMMARY "Saint John will be a City whose population is growing because new residents from around the world across Canada and New Brunswick choose our community as their new home" — Population Growth Framework r n n+ov+ A local immigration partnership (LIP) is Federally -funded local initiative that aims to improve settlement and integration outcomes for newcomers in its host community, and to strengthen the community's ability to better meet the needs of newcomers. LIPs promote strategic alignment of its partners' plans and priorities, facilitates their collaboration across sectors, and mobilizes engagement and resources to develop effective responses to complex and persistent barriers and challenges. LIPs are not legal corporations, but are typically hosted by an agreement holder. WA -2 - There are over 77 LIPs across Canada. As the primary function of a LIP is to provide a table for cross -collaboration of all local stakeholders in a community, to avoid duplication of services, and greater local alignment in the settlement sector, the majority of LIPs are hosted by local government; the remaining LIPs in other communities are typically housed by non -profits, settlement agencies, economic development agencies, chambers of commerce, among others. In Atlantic Canadian cities there are currently 5 LIPs. Halifax, Moncton, and St. John's are hosted by the local municipality, Fredericton is hosted by Ignite Fredericton, and Saint John LIP is currently housed by the Human Development Council (HDC). In Saint John, HDC received federal funding in May 2017 for a period of three years from Immigration, Refugees, and Citizenship Canada (IRCC) to be the agreement holder for the Saint John Local Immigration Partnership (SJLIP). The Federal funding for SJLIP was $87,687 in year one, $88,805 in year two, and $90,288 in year three for a project total of $266,780 At the time of HDC's application for SJLIP, immigration and population growth were not identified priorities from Common Council, so HDC and corresponding partners hoped the LIP exercise would more fully invite the municipal government into the immigration landscape of Saint John. After Common Council set its priorities for 2016-2020, population growth issues became increasingly important and were officially prioritized through the Roadmap for Smart Growth exercise. This eventually led to the creation of the Population Growth Manager, and a more deliberate effort to coordinate and manage population growth efforts across the City. Transitioning Local Immigration Partnership to the City Through the Roadmap for Smart Growth and the Population Growth Framework, the City has demonstrated its commitment and leadership on supporting population growth and vision to be the most welcoming city in Canada. Housing the SJLIP within the City of Saint John will enhance the City's ability to play a coordinating and leadership role with key local partners involved in supporting and welcoming newcomers. Housing the SJLIP within the City of Saint John will also invite added synergy with the existing population growth initiatives and portfolios, including the urban planning team, population growth manager, arts and culture coordinator and the population growth officer. There are further synergies that can be found as every City Department plays an active role in 091 -3 - facilitating growth throughout the City, and all City staff are currently receiving cultural awareness training. As early as 2017, the HDC and the City have been working together to prepare to Transfer the existing SJLIP from HDC to the City of Saint John. The City's Population Growth Manager has been acting as co-chair of the LIP Council and has briefed them on the proposed transfer, and received their endorsement. The City and HDC have also worked collaboratively to prepare for the eventual transition of the SJLIP from HDC to the City, by aligning some key initiatives of SJLIP with that of the City's Population Growth Framework (adopted by Common Council in February 2018). In addition, over 2019, the current Project Coordinator for the SJLIP has started working partially out of City Hall, to begin the transition of the SJLIP into the City of Saint John. HDC fully supports the City's application to house the SJLIP and a letter of support from HDC can be found attached to this report. With the approval of Council, staff intend to apply for the City of Saint John to be the agreement holder of Saint John LIP from April 111 2020 to March 31, 2025 IRCC Application Timeline: Application Deadline: April 30, 2019 Final Funding Decision: by August 30, 2019 Contribution Agreement or Grant Negotiation: Until February 2020 Contribution Agreement or Grant Signing: March 2020 Projects Begin April 1, 2020 In the event the City is successful in its application to house the SJLIP, it will result in approximately $100,000/annually for five years to support the hiring of a local immigration partnership coordinator and to operate the LIP. While the contract would be for five years, there is a history amongst more mature LIPs in other parts of Canada that funding from the Government of Canada is renewed as long as the partnership continues to achieve its objectives. PREVIOUS RESOLUTION Saint John Common Council adopted the Roadmap for Smart Growth in March 2017, which included action item #9: "Transfer of existing local immigration partnership." HDC to CSJ 011 -4 - "Strategic focus on attraction, integration, and retention of all Saint Johners is needed in the community, and our new Local Immigration Partnership will be essential in developing a longer term strategy for our community." — Population Growth Framework STRATEGIC ALIGNMENT The Transfer of SJLIP aligns with the Roadmap for Smart Growth and the Population Growth Framework. Common Council has adopted a new set of Council Priorities: 2016-2020 in early November 2016, and under the heading of "Growth and Prosperity," the following is stated: "Saint John is recognized by residents and businesses as a positive and supportive city. We grow in a smart way and attract talent, innovation and opportunities so all people can thrive." In addition, Council adopted key performance indicators to evaluate its ability to Grow SJ, including, among others: "Building permit value," "Change in tax base assessment within the City," "Change in population." SERVICE AND FINANCIAL OUTCOMES The intended outcomes of the City of Saint John's growth -related efforts and investments are to achieve new levels of employment, population and tax base growth. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS This report was developed with the support of the Human Development Council. ATTACHMENTS Letter of support from Human Development Council W April 10, 2019 Mayor Don Darling, City of Saint John PO Box 1971 Saint John, NIB, F2L 41-1 Dear Mayor, Darhng, Human Development Council Identihe's and aiddrcsscN Sio'c41l iS5LIL_5 in, Gteaier Saint )ohn t h rouk TIONC VHi lng. !h restarch, irit"co The Saint John Hurnan Development Councd (HDC),has been p�leased to host our COITIMunity's Local Irnmigration Partnership (LIP) since 2017, As Agreornent Holder with Immillgratio n, refugees and CRIi7enship Canada (IRCC), the HOC has pI,ovlded overslight, office and meeting space, along with mally in-ki[nd supports to boisterthe c4y',s efforts to inlegrate and retain newcomers. This i's in keepilng with our ro,le of inQubating orgiaoizations to, address i$Stle5 of local C01IM"n, We betieve that the -IIP has made solid progrc,ss, and is on track to meet ilts inliflal three-vear, objectives. We also bellk,�ve that, It Is timle to ornbed the LIP within the Oty to ensure that the retention acid iougration of newcouiers contr6utes to, and aligns with, Saint John's new fbCUS On popuIation growth, The ambitious goal of growing our population requires, a coordinated, conne(fted effort with strong municipal leadership. AcCordineley, thip, HDC is happy to support the City's appFration to IRCC for Agreement Holder status for the next r0U0 of feder4l funding. We are prepared to assist in the preparaton of the formal alppkdtiOrl. If the City is SUCCeSSU, WL' COMMit to en,suring, a smooth transition of the LIP to City Hall. if yoo have any queOions or require any additional inforrviation, please do not hesitate to contact the undersigned. YoUrs tr V, Randy t is ield rxecutive Director 31'd Hooc, Suda� 1,"niem,prise Hub, 139 Pdvux Pdvai-d St,, &Jvt Jol'in,, Pfll 1�21, 319 Main Line: 506-634,11671 36 1 41 GROWTH COMMITTEE REPORT M&C No. # fol'tild cm sharel.roint Report Date March 14, 2019 Meeting Date March 21, 2019 Service Area Growth and Community Development Services His Worship Mayor Don Darling and Members of the Growth Committee SUBJECT: Growth Reserve Fund Request - Dangerous and Vacant Building Program OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. HeadCity Manager Rachel Van Wart Amy Poffenroth/ Jacqueline Hamilton John Collin RECOMMENDATION Staff recommend that the Growth Committee adopt the following resolution for Common Council's consideration: Common Council authorizes the transfer of $25,000 from the Growth Reserve Fund to support the enhanced Dangerous and Vacant Building Program for 2019. EXECUTIVE SUMMARY In 2017, the Dangerous and Vacant Building Program was included in the Roadmap for Smart Growth to help deliver tax -base growth within the City of Saint John by eliminating dangerous, vacant buildings that negatively impact property value and compromise the safety and quality of life of citizens. The accelerated Program resolved 80 cases in 2017. In 2018, the Program's momentum continued with additional resources allocated to enhance the program's mandate which included a focused approach in the City's North End. In 2018, 83 cases were resolved. The following report will provide a 2018 year-end Program update, in addition to providing 2019 targets given the same level of funding as 2018. Kul -2 - PREVIOUS RESOLUTION On September 10, 2018, Common Council adopted the following resolution: "RESOLVED that as recommended by the City Manager in the submitted report, M&C2018- 256: Growth Reserve Fund Request Common Council authorizes the transfer of up to a maximum of $200,000 from the Growth Reserve Fund towards Growth and Community Development Services to support the pursuit of growth - related activities." This investment included $25,000 to deliver an additional 10 notices to comply under the Vacant and Dangerous Buildings Program in 2018 and continue efforts to encourage more repair and reoccupation of buildings. STRATEGIC ALIGNMENT Enforcement of the Saint John Unsightly Premises and Dangerous Buildings and Structures By-law aligns with Council's Vibrant, Safe City priority. REPORT 2018 Dangerous and Vacant Building Program Results Aggressive, strategic targets, a temporary professional resource and a focused, streamlined approach were key components to the success of the enhanced Dangerous and Vacant Building Program in 2018. Public response to the accelerated Program continues to be extremely positive. The success of 2018 was made possible with the additional temporary resource allocated to the program from May — December. The extension funded by the Growth Reserve, allowed for the target number of Notices issued to increase from 25 to 35 and for the targets for demolitions and repairs to be exceeded. The 2018 North End Focus area, which included 26 properties, saw significant results. A total of 10 buildings were demolished and 2 buildings were repaired and reoccupied. Focus in the North End will continue throughout 2019. The table below details 2018 Program targets and year end results. A total of 83 cases were resolved in 2018, with 33 demolitions and 50 repaired and reoccupied buildings. The City completed 27 of the 33 demolitions. 2018 Dangerous and Vacant Building Program Target Result Notices to Comply 35 32 Demolitions 30 33 (27 City Demolitions) Repaired/ Reoccupied 45 50 Total Closed Cases: 1 75 1 83 011 -3- 2019 Dangerous and Vacant Building Program The Program momentum of encouraging owners of vacant and dangerous properties to repair, reoccupy or demolish buildings will continue in 2019 with a target of 80 resolved cases. Targets have been adjusted to reflect anticipated challenges and case management predictions, which includes: • Issuing 30 Notices to Comply, this is on par with 2018 at 32 Notices issued. Entry warrants will be required to inspect abandoned buildings or to gain entry into buildings with uncooperative owners. Active owners will also yield more discussion, negotiating and potential appeal hearings. • Total of 30 demolitions. It is anticipated that fewer city demolitions will be required as the severity of conditions in the buildings at the top of the priority list are decreasing. Focus will remain on encouraging property owners to repair and reoccupy, in addition to encouraging owners to demolish derelict buildings themselves. • 50 Repaired/ Reoccupied buildings. This volume is expected to remain steady with continued focus on encouraging repairs as opposed to demolishing, yielding tax -base growth. In addition, a number of buildings on the list have open building permits and are expected to be completed in 2019. See the below table which reflects 2019 Targets for the Dangerous and Vacant Building Program. 2019 Dangerous and Vacant Building Program 2018 Results 2019 Target Notices to Comply 32 30 Demolitions 33 30 Repaired/ Reoccupied 50 50 Total Closed Cases: 83 80 There are currently 190 vacant buildings on the City's monitoring list. In 2018, a high of 220 active cases was reported, with an average case load of approximately 200 in the past few years. Although it appears as minimal progress, the program is trending in the right direction with the quality of buildings on the list improving. It is anticipated that a pivot of program direction will be required in the near future; from the focus on enforcement and demolitions to encouraging and spurring re -investment and revitalization of communities. SERVICE AND FINANCIAL OUTCOMES As included in this report, in addition to: As per section 143(1) of the Local Governance Act, City staff submitted reimbursement packages to the Province of New Brunswick in December for 2018 demolition and unsightly clean-up bills left unpaid. In total, 22 properties were submitted for reimbursement and all were approved by the Province, resulting in reimbursement in the amount of $304,833.89, which will be paid to the City in the March transfer payments. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS N/A ATTACHMENTS N/A Dangerous & Vacant Building Progran Growth Committee April 16, 2019 Rachel Van Wart, PEng & Amy Poffenroth, PEng MBA 41 2 2018 Dangerous & Vacant Building Progran Target Results 35 32 Notices Issued 45 50 Repaired/ Reoccupied 30 33 Demolitions (27 City Demolitions) 75 83 Cases Closed 42 • 2018 North End Focus Area: • 26 Properties: • 10 buildings demolished • 2 buildings repaired and reoccupied • Focus on the North End will continue throughout 201 • The severity of conditions in the buildings at th top of the priority list are decreasing. • Case load decreasing: • 2019 YTD 188 active cases vs. • 2018 high of 220 cases 3 43 • Maintain service level to continue Program momentum. • Demolish derelict buildings when required and spur re -investment and revitalization of communities by encouraging property owners 1 repair and reoccupy. • 2019 Targets: • 30 Notices to Comply • 30 Total Building Demolitions • 50 Repaired and Reoccupied Buildings • Total Resolved Cases: 80 4 44 Staff recommend that the Growth Committee adc the following resolution for Common Council's consideration: Common Council authori $25,000 from the Growth the enhanced Dangerous Program for 2019. 5 45 zes the transfer of Reserve Fund to sup and Vacant Building Questions 6 46