Loading...
2020-05-21 Growth Committee Agenda Packet - Open SessionCity of Saint John Growth Committee - Open Session AGENDA Thursday, May 21, 2020 10:15 am Meeting Conducted by Electronic Participation 1. Call to Order Pages 1.1 Approval of Minutes - April 16, 2020 1 -3 1.2 Economic Recovery Planning 4-26 1.2.1 Existing Recovery Efforts 1.2.2 COVID-19 and the Economy 1.2.3 Municipal Economic and Community Recovery 1.3 Growth Reserve and Recovery 27-35 1.4 10 -Year Strategic Plan 36-64 Growth Committee Meeting Open Session April 16, 2020 MINUTES - OPEN SESSION GROWTH COMMITTEE MEETING APRIL 16, 2020 AT 12:30 P.M. MEETING CONDUCTED THROUGH ELECTRONIC PARTICIPATION Present: Mayor D. Darling Deputy Mayor McAlary Councillor J. MacKenzie Councillor D. Hickey Councillor R. Strowbridge Councillor B. Armstrong 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 Director of Strategic Affairs I. Fogan Discover Saint John V. Clarke EDGSJ R. Gaudet Develop Saint John S. Carson 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 4, 2020 Moved by Deputy Mayor McAlary, seconded by Councillor Hickey: RESOLVED that the minutes of February 4, 2020 be approved. MOTION CARRIED. 1.2 COVID-19 Update — Growth and Community Development Services Ms. Hamilton provided an update on COVID-19 as it relates to growth related services and the role the City can take to support economic recovery. The pandemic will have both local and global economic impacts. The City has altered its service delivery approach and has a cost - mitigation strategy to reduce the impact to the 2020 budget. Since the mandatory order, growth service delivery has been focused on essential services, critical services, service restoration (under review), economic recovery (under review) and other strategic priorities, such as population growth. The cost mitigation plan includes both best and worst case scenarios for three and nine month timeframes. Impacts range from $4M to $9M; some cost mitigation measures will impact growth related service levels. The plan minimizes impact to the Development Incentive program and also includes the recommendation to allocate the growth reserve to support economic recovery efforts. 1 Growth Committee Meeting Open Session April 16, 2020 Ms. Poffenroth commented on the growth service restoration plans. The first phase ensured the delivery of emergency services. The second phase included the commencement of the virtual One Stop Development Shop to deliver permit processing and building inspection services. Building permits are down from the same time as last year; however, larger developments are proceeding. Phase 3 will reinstate the Planning Advisory Committee and Heritage Development Board meetings in a virtual setting. Mr. Ouellette commented on the economic response efforts. All municipalities across Canada must deal with the economic fallout of COVID-19 and are developing short and long term strategies to respond. The economic impact to Saint John is significant. The federal and provincial governments have introduced large scale relief programs for individuals and businesses. Local governments will have an important role to play in the economic recovery plan. Saint John is working with local agencies and have offered payment deferral programs on a case by case basis through SJ Energy, SJ Water, City Market and other city -owned facilities. In response to a question, Mr. Collin stated that there is currently no mechanism in place to allow street sweeping under the current provincial orders. However, staff will present a report to Council that may make it possible to proceed with additional service delivery. Mr. R. Gaudet, EDGSJ, stated that an economic development response group has been engaged and are actively aggregating all information from government sources and disseminating that information to the business community. All programs have continued to operate in an on-line forum. Looking forward, EDGSJ will assist in economic recovery efforts. Ms. V. Clarke, Discover SJ, stated that the financial downturn has affected their organization significantly. Funding from the City of Saint John in 2019 was $990K. This changed in 2020 to an operational contribution of approximately $593K from the City and $1.4M from the hotel levy. To date, $130K has been collected from the hotel levy. The City has amended its agreement with Discover SJ as a result of the COVID-19 pandemic. Discover SJ has lost approximately $4M in business in the last few weeks due to cancelled contracts. Moving forward, Discover SJ intends to use a conservative marketing approach and market NB Tourism and possibly Ontario into the fall. Discover SJ has reduced its staff as well. Mr. S. Carson, Develop SJ, stated that the economic impact of this event is unprecedented in terms of size, scale and scope. Construction activity has continued with the required safety precautions in place. The majority of developments have continued. The entire team including One stop Development has quickly transitioned into a virtual world. The City has endorsed three catalytic projects to energize the private sectors and investment in our community, including the Ashburn Interchange and Rothesay Avenue realignment, the South Central peninsula school and the Fundy Quay project. All three continue to have very positive discussions with the province. Moved by Councillor Hickey, seconded by Councillor MacKenzie: RESOLVED that the COVID-19 update be received for information. MOTION CARRIED. Adjournment Moved by Deputy Mayor McAlary, seconded by Councillor MacKenzie: RESOLVED that the open session meeting of the Growth Committee be adjourned. MOTION CARRIED. K Growth Committee Meeting Open Session April 16, 2020 The open session meeting of the Growth Committee held on April 16, 2020 was adjourned at 1:25 p.m. Recording Secretary K3 Municipal Economic and Community Recoverl C! AGENDA 1. Existing Recovery Efforts 1. Existing Recovery Efforts 1. Existing Recovery Efforts 1. Existing Recovery Efforts 2. COVID-19 and the Economy PE; rt: E! n t a g e o f vv o ii II< f o ii c II aid o f f e c a s e o f (:0 V IIID,,-, 19 Accommodation wid food ser0ces 17 "€ Health care and social assimance [611 Ai, L, s, i, r al, t z",t l I, r 1-1, 1 alrt a i, y d i Mar i, a t l c,:,� i, r [ 7 11 [44-45] [ �2 3 1 Educational ser0ces [61] (except public admPOstration) [8 1] Public adminisration [9 1] N,4hrflng, qt,�a,,',trry1ng, atnd oH a,",tnd gas y11 \A/ -r (� I s I a t I, d 4, 1 N4 a n t,l f a c t ti, i n g [ 3 1 13 3 "PanyorWhon and warkousing [48-49] Professional, scier0k: and AVON ser0ces [54] ITUHhes [22] estate a"marcrrfiaal nand leas Arra, 5 3 AgAmAtme, fsh-flng a,"tnd-yt,lIntng 11 nformation and Atural indwUles [51] nari age neri L—, N4 I, g t (,:,� f c d I, � t 0 20 40 60 80 Im 100%r E] 80% to Ins Own 10011 1160% to Ins than 80% E W% to Ins than 601,X, IM 20% to Ins than 4011 IM 135 to less Own 2055 IM 0% to Ins Wan 1%, 8 Data Soucy SAMics Canada - OAK 33-10-0232-01 11 'We'vRE031i'm E StafllIII g a c "It i o I[ I, s It a e 16"tiY o ,� y N B B s II I[ tiY e s s e s d r II I[ tiY g C0 VIII 1) 9 1,a1 d c) f f S t a (f trar:Ilsr rayl staff hlcw ss c)r Shifts Njrl r h1•r11f.;'e< have kseeirl rrV11h1 1'ef.,•rrds tc) stafI1ri IIII1,r;ldul ed te1'rIpc) 1 a r r f1+', 1 I,e:(Aul IP;) Y"I I'rIas u1r"`' IIII IIII �raG( ( ( Salaries or vv,af-�,es �1111116Yrrr!!!l� r1 e Salaries c)r wage:S, "I rli'e bc1111,s :IayI"rIr"111 `J r /111111111111 L elay: (A r)r'r"ip 11s,ai Iorl IIIIloow r, l S a 1-I g a r h:I c) 1 I a t r,g Yl 111111 IIII IU!!!!!!!!!!!!!! rr I p l e r'r'I e 111 r, f aY"I L rr I p I c)y rr I eII I. IY"ISbIAIa"I e (LI) \N f1 r"S' I a 1111 flip; I}1c)g r ar'r'I Hired r'ri f 11 r a sl•l'f"I` //IIIIIIIIIIIIIIII� rr I,.'ed Salaries or vv,ages �� /����ll,21, °r1affirig•rrIic)1"I take: rl, I,IIIl"Iric)HVrl J wo A I t e r raP c) r 1,1•rllf.,r?f,'.; r r111111bIAlIr111S Lr,;'.J rra11SIr,;',JY1 c) r brallr,'�,^fll r•dY1Sb �Illlll�nd IIr 1'P', r''ed staff hIcw sb c)r Shifts Illllllfu fi ;Y 1.0 20 0 Data Source: Statistics Canada - Table: 33-10-0231-01 12 rI0 50 0 % of businesses where revenues have decreased 50% or mom Period- Q1 2019 vs Q1 2020 10 0 5 13 10 15 20 Data Source: Statistics Canada - Table: 33-10-0232-01 25 30 35 40 45& SAIN' JOHN City of Saint John, GIS 11 14 migisrolli'm 12 `N City of Saint John, GIS migisro7'li'1 City of Saint John, GIS 13 16 3. Municipal Economic and Community Recovery 3. Municipal Economic and Community Recovery 3. Municipal Economic and Community Recovery 3. Municipal Economic and Community Recovery 3. Municipal Economic and Community Recovery 3. Municipal Economic and Community Recovery 3. Municipal Economic and Community Recovery Growth Committee recommendation: Growth Reserve and Recovery Growth • .., k Thurs • . SAINT JOUIN PX Growth Reserve Fund: Backgrounder To strategically7 from the City of Sainil John'se Fund to stimulate and contribute• economic and community recovery 3 N%. Objectives Objectives Recovery Programming Evaluation Criteria Recovery funding will NOT.. Growth Committee recommendation: Strategic Planning Finance• Growth Committees,.0 36 r i J / I r Iryp j p >7 r ri,�ejjyNr'ir ,r�� r 7hrtYr r Strategic Planning Finance• Growth Committees,.0 36 Council Approved Sustainability Plan What 'theparts of . plan? planningWhat is the strategic 38 1011IN E-Wl What is strategic planning? Allows organizations to be proactiA9 rather than reactive I Communicates priorities to the community Communicates your direction to staff Increases operational efficiency Drives organizational alignment Helps communicate your message - Brand 40 Q�) 1011IN E-Wl Strategic Planning Framework 42 Q�) 1011IN E-Wl Guides other existing plans (PlanSJ, PlaySJ, Move SJ) and helps builds new ones Guides existing policies and helps build new ones 43 Q�) 1011IN E-Wl Sections of a plan 45 w MM=- rz,,ths — What do we do well, where 61; we excel over competitors, internal capabilities and assets • Weaknesses — Where are our gaps, what are areas we clont compare well • Opportunities — Emerging needs, media, underserved areas IIIIIIII IIIIIIq IIII III I I I I I I I I I I• 1111111i I ; 46 Q�) 1011IN E-Wl Ul 47 1011IN E-Wl Parts of a Plan - Vision Statement Parts of a Plan - Mission What is a specific goal that relates to you mission? Long Term — Should be aligned with your vision/mission 50 Q�) 1011IN E-Wl e How will you reach your goall Long Term — set from the goals you establish, should be aligned with your Vision/Mission Example: Increase Citizen retention/reduce out migration from City/region 51 Q�) 1011IN E-Wl • How will you accomplish your Objectives? • What should you CHANGE to accomplish your goal? 17 52 Q. 1011IN E-Wl Specific actions or initiatives that align with the strategy Example: Increase capital investment in parks 18 53 Q�) 1011IN E-Wl What is being measured? • Conformance/performance of the plan • Overall performance of the Corporation 'rhe Manced Scorecard 00[/ IME Ell 54 w • Reported yearly and used to update plan, continuous 10 year outlook • Were the tactics implemented? • Did the tactics or action support your strategy? • Did your strategy support your objective • Does your objective support your goal • If not accomplishing your goal, there is a gap, something is not leading to an expected outcome, must adjust, establish new criteria and implement, monitor and control NPI Mission Vision V 20 55 Q�) 1011IN E-Wl Performance Metrics in Action Measuring Corporate Performance -Key Performance Indicators L Flesent your KRs BUH(J Y'OL,114- EgaNkh a War aNeWve e? a cl 1 n E9 Lagging Analyze joasl: 23 58 Q�) W, "WI Process (June - November) Who will be writing the plan w Council's Priorities Council Priorities Through good governance aro wnw cpmmuurouir wocus is gybeing.1,11 lyres�pnndtys iO ' 201&2020 nw�ww_.. ., m ���Od w,a, fi;�ti'11'ftlNNa,✓ �,vrre�uiiTiv .. �. 1(�I�MIT' *rrl '�'� "SAINT JOHN 10 year vision — Strategic Plan