2016-11-16 Growth Committee Agenda PacketCity of Saint John
Growth Committee - Open Session
AGENDA
Wednesday, November 16, 2016
8:30 am
8th Floor Boardroom, City Hall
1. Call to Order
Pages
1.1 Introductions and Meeting Overview. Mayor Darling 1 - 4
1.2 Discover Saint John 5-25
1.3 Enterprise Saint John 26-33
1.4 Coffee Break @ 10:00am
1.5 Saint John Waterfront Development 34-86
1.6 Saint John Industrial Parks 87-104
1.7 Concluding Remarks: Mayor Darling
1.8 Date of Next Meeting
1 Poeta Sy:1
Growth Committee
Economic Development Agency Engagement
November 16, 2016 Session Agenda
8:30-12:00 pm
8th floor Boardroom, City Hall
1. Introductions and Meeting Overview: Mayor Darling
2. Discover Saint John
3. Enterprise Saint John
4. Coffee Break
5. Saint John Waterfront Development
6. Saint John Industrial Parks
7. Concluding Remarks: Mayor Darling
1
8:30-8:40 am
8:40-9:20 am
9:20-10:00 am
10:00-10:10 am
10:10-10:50 am
10:50-11:30 am
11:30 am
Meeting Preparation
The City's Growth Committee is hosting an engagement session with its four City
funded agencies to understand your respective service level priorities for 2017
and to discuss opportunities for greater collaboration in particular as it relates to
advancing priorities of the Growth Committee and Common Council. This
information will support the development of the City's 2017 operating budget and
inform the Growth Strategy being developed by the Committee to advance a
growth agenda for Saint John.
A set of questions has been prepared to guide the discussion with the agencies
and these are provided below to enable preparation for the meeting. To manage
the meeting effectively, each of the agencies will have 40 minutes for discussion
which includes 25 minutes to address the following five questions and 15 minutes
for other follow-up questions and discussion. The Executive Directors of the
agencies are also invited to bring a representative of their respective Boards to
participate in the meeting. Should you wish to submit any presentation or written
materials, the Committee would request that these be provided to the Clerk's
Office by end of day Monday November 14, 2016. Please be advised that this
session is being held in an open meeting of the Growth Committee.
1. Please share information on your current mandate, focus areas and
resource requirements for 2017. Discuss what opportunities you see for
alignment with the priorities adopted by Common Council for 2016-2020
(document is attached).
2. The City of Saint John intends to issue mandate letters for all of its
agencies, boards and commissions. Please share with us your perspective
on how these service expectations and related targets for the economic
agencies should be formulated, monitored and evaluated over the year?
3. What are your 2017 targets associated with the key performance
measures defined by Common Council and the Growth Committee
K
specifically including population growth, job creation and tax base
growth?
4. Common Council adopted the recommendations of the Task Force on
Economic Development recommendations in early 2016. Please share
with us what actions your agency has taken and what actions you intend
to take in 2017 to advance the recommendations adopted by Council:
a. Creation and participation in a permanent inter -agency task force
on cost-saving?
b. Further integration of urban development and real estate functions
amongst partners?
c. Further integration of communications and marketing efforts?
d. Further integrated strategy on investment attraction?
e. Ongoing information sharing and cooperation between the four
agencies and other economic development partners in Saint John?
f. Integrated strategy on immigration development, recruitment and
retention?
5. How can the economic development governance structure be optimized
in Saint John to deliver maximum growth for the City of Saint John?
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November 16, 2016
• •,
Discuss what opportunities you see for alignment with the prio7ritiies adopted by Common Council f
P016-2020 (document is attached).
Enterprise Saint John's mandate is to lead a REGIONAL economic development strategy and work in
partnership with ONB and our local partners to support business start-ups, business retention and
expansion, and attract new investment for the Saint John region.
Enterprise Saint John is a REGIONAL partnership funded by the Town of Grand Bay - Westfield, The
Town of Rothesay, the Town of Quispamsis, the Village of St. Martins and the City of Saint John. In
addition, over 20 of our community's most engaged businesses contribute people, ideas and funding
to this model.
By focusing on potential entrepreneurs, existing entrepreneurs, high -potential businesses, and
potential new businesses. Enterprise Saint John helps create and retain new jobs and drives economic
growth.
Research shows that 80% of growth in regional economies is driven by companies either starting in or
expanding in the community and 20% comes from new outside investment. That is why 80% of our
focus and resources are on supporting the growth of our own economy.
Our strategy and related work plans build on our regional strengths and focus on sectors with the
greatest return on investment. Energy, industrial Big Data, and Health and Life Science sectors are
poised for growth and present unique opportunities for the Saint John region. Therefore, these
sectors are areas of focus for business start-ups, expansion, and attraction. We also want to leverage
and develop our key strengths including Our Technology, Our People and Our Strategic Location.
Understanding the value of leveraging and developing our key strengths has led us to the vision of
becoming "Canada's Most Connected Community".
Enterprise Saint John's efforts align with the City of Saint John's priority of Growth and Prosperity,
specifically to support the retention and attraction of businesses that create job opportunities. In
fact, we do more than this. We also support business -start-ups and expansions. Supporting business
start-ups was identified as a priority in Saint John's pin -it survey and we leverage funding from other
partners to develop and deliver programs in this area.
For the past 4 years, the City of Saint John has contributed $475,000, which is 0.3% of its budget,
directly to Enterprise Saint John. This makes up about 25% of our total budget of $2 million. In
comparison, the City of Halifax contributes 1.9% of its budget directly to the lead economic
development agency which is 45% of their budget. It is because Enterprise Saint John is a
REGIONAL agency leveraging funds from five RERONAL municipalities and private investors from
��a..enterprise
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across the region that we can compete with cities like Halifax. We are requesting $475,000 from
the City of Saint John in 2017 to deliver on the City of Saint John's priority of the attraction and
retention of businesses that create job opportunities. This is the fifth consecutive year that we
are able to deliver the same level of service to the city while asking for a zero percent increase in
funding.
RdIativdly SII ea kiiii iiiii g ..... ......
Populatlioln
Population Ratio
Opelratiung (Budget
Budget Ratio
% Bu dget to iPrinclipall iEc Dev Agen
IHaUfaX Saint, IUclhn
417,658 70,053
5.361 1
873,000,000 $ 151,000,000
5.78, 1
190% 0.30'
IH41l1fa EucteirpPudi.tc
Funding, (000's)
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$
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$
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29.00'
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$
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$
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$
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$
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As business people we also understand the importance of measuring performance and have KPIs that
will measure the results of implementing our strategy.
L9111*'111[•101:1
' . w . w; ., • • . . • . w; • w; r
shouldtargets for the economic agencies be formulated, monitored w; • evaluated over the year?
We understand the City's need to ensure that its efforts are aligned to grow its population, jobs and
tax base. We also believe that the focus of our efforts will help Council deliver on one of its recently
adopted priorities - "to support the retention and attraction of businesses that create job
opportunities". Having said that, our governance structure requires that all of our regional partners be
involved in formulating service expectations. To be focussed and effective, it is critical that
organizations be accountable to 1 master. In our case that is the Regional Oversight Committee. We
do firmly believe that Enterprise Saint John's KPIs are consistent with Council's priorities and that
through those KPIs, Council should be very comfortable that it's $475,000 investment in Enterprise
Saint John returns good value. As we have already been doing this year, we would be pleased to
continue to provide quarterly reports to Council with progress on our KPIs.
The Board of Enterprise Saint John applauds Council for taking this approach and offers our team's full
support of your effort to lead a multi -pronged approach to align objectives as part of a multi -pronged
approach to economic development. 27
-SAINT
JOHN
MOST
COI�FY�f F(?
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I will now turn things over to our CEO, Steve, to provide information and our response to questions 3
and 4
L9111 *`i i [•10�c31
What are your0associated performance defined by Common
Council and the Growth Committee specifically including population growth, job creation and tax
base growth?
Below are our 2016 metrics and we have been sending quarterly updates to council on our progress
towards these targets. We are in the process of finalizing our 2017 targets with our Board of Directors and
we anticipate they will be very similar to 2016 targets.
Business Reteintion/Expainsion New jobs from ex:istingi businesses 660
Investment Attraction NiU,
New jobs from investment 193
attraction
300
192
Investment attraction leads
120
Capital expenditures $70,000,000,
0 mullliion,
Innovation Private sector R&D $4,093,000
'1.6 million
Impact on problems solved $101„040,00n0
10 rmniilllivn
Entrepreneurs hip
New businesses 18
25
Of the three key performance measures defined by Common Council, Enterprise Saint John's efforts are
focused on delivering results for job creation. We indirectly contribute to population growth and tax base
growth, but our internal KPIs do not include these targets.
In addition, in the City of Saint John Council priorities related to Growth and Prosperity, the target related
to business retention and attraction suggests measAg the change in the number of new businesses in
��a..enterprise
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the city. We suggest Council review this target as according to the Economic Development Association of
Canada, this may not be an effective measure. The reason for this is that it only measures registered
businesses, many of which may not be active or expanding. We believe more valuable measures would
include capital investments, annual payroll increases, and job retention and expansion.
• 4
Common Council adopted the recommendationsof the Task Forceon Economic
recommendations w;your agency has taken and what
2ctions you intend to take in 2017 to advance the recommendations adopted by Council:
w; and participation , w• .n
Further-• an of urban development and re. estate gpartners?
integratedc) Further integration of communications and marketing efforts?
d) Further strategy on investment attraction?
Ongoing inf. w; . . cooperation between the f., and other
economic., , partners
f) Integrated strategy on immigration development, recruitment and retention?
We are very interested in participating in this effort. In the mean time we have made efforts to reduce
our expenses including the elimination of a shared admin position and reduce costs of premises by
sub -letting additional space to Opportunities New Brunswick. Through cost saving measures and
additional leveraged funding, the City's investment has remained consistent for 2013, 2014, 2015 and
2016.
Other than the establishment of the Brick Park Knowledge Cluster concept to grow and attract
knowledge industries to the uptown, we are not leading any efforts in this area. We are very
supportive of the City's priority to embark on the neighbourhood planning process for the central
peninsula. To implement the neighbourhood plan, we believe it will be important that the efforts of all
partners are integrated.
We fully support and believe that there are significant opportunities to more effectively manage our
community's brand both internally and externally if we did this in a more collaborative way. We have
worked with not only our 3 partners here today but a number of other organization and agencies to
develop an Integrated Community Communications Framework. While there has been some success
in the implementation of this framework, we believe that 1 agency should be identified to lead with
others supporting by investing dollars and talent. Enterprise Saint John does not have the expertise to
lead this but would be an enthusiastic and invested partner.
Wel
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We have taken the lead on this and together with our partners are developing the investment
attraction plans that complements Canada's Most Connected Community Strategy. This has included
identifying opportunities that the CETA will present. In 2017 initiatives to implement will include a
modular fabrication attraction plan to support Barge Terminal Project, Foreign Trade Zone
designation, renewable energy manufacturing attraction project, smart grid manufacturing
opportunities strategy, data centre strategy development, Brick Park Knowledge Cluster and
Investment Attraction video project. It should be noted that many of the resources and talent for all of
these initiatives are provided by a number of regional partners.
Ongoing information sharing and cooperationfour agencies and other econom
levelopment partners
We would like to comment on the ways in which collaboration is happening between our 4 agencies
and other economic development partners. Some highlights:
Saint John Industrial Parks -Joint promotion at North American modular fabrication show in Calgary,
shared marketing and advertising in trade journals
Saint John Waterfront Development - Referred potential tenants for Fundy Quay project
including support efforts to finalize anchor tenant.
Discover Saint John - In 2017-2018, Enterprise Saint John will facilitate a Smart Tourism project in
collaboration with Discover Saint John, Port Saint John, the Hotel Association and UNB
We believe that this is very important and timely. We were pleased to see that Council has asked staff
to develop this strategy. The cities of Fredericton, Moncton and Halifax have developed their
strategies and have been investing and supporting immigration efforts for the past number of years.
With the Atlantic Canadian Premiers and Federal Immigration Minister establishing this as a priority, it
will be important for our community to develop a strategy and coordinated effort. We see our role in
supporting this strategy focused on identifying positions and skills required by businesses in our
region.
7qTff.
How can the economic development governance structure be optimized in Saint John to deliver
maximum growth for the City of Saint John?
- The 11 -member volunteer board of directors of Enterprise Saint John is appointed by and is
accountable to the Regional Oversight Committee (5 mayors plus 2 representatives of the private
sector investors). This governance structure was developed on behalf of the municipalities and was
approved by the 5 regional municipal councils in 2013.
- We are often asked why a regional approach to growing the economy is better than an individual
municipal approach. We compete every day with steer communities across North America for
��a..enterprise
m MOST
A�TT J COI�FY�f F(?
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business start-ups, expansions of existing companies or attraction of new investment. We must
ensure that we have the strongest possible value proposition including, size of population, workforce
and available real estate. We are stronger as a region of 125,000 people than a city of 70,000 people.
The Enterprise Saint John model is consistent with economic development best practices, that include
partnerships between regional municipalities and the private sector. Also, many of the communities
we compete against have significantly larger economic development budgets. Together with our
partner and project funding the City's investment of $475,000 (our funding request for 2017) is
leveraged over 4 times which will enable us to invest over $2M in initiatives and programs to grow the
economy in 2017. We believe this regional approach will maximize growth for the City of Saint John.
CLOSING COMMENT -
Suggest Board member provides brief closing statement with key message.
31
enterpriseMOST
-SAINT JOHN
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DRAFT Mandate letter:
It will be expected that SJDC will collaborate with City, Province and
Federal Governments to align, where possible, regards to efforts of
economic development in the urban core. The City of Saint John would
expect SJDC to partner closely with businesses and industry sectors to
support their efforts to increase economic development, investment
attraction and sector innovation.
SJDC will be held accountable for;
• close collaboration with colleagues;
• meaningful engagement with related organizations and general public
• constructive interaction with the Saint John businesses, builders,
developers, organized labour, the broader public sector, and the not-
for-profit and charitable sectors;
• identifying ways to find solutions and avoid escalating conflicts
unnecessarily.
• recognize the value and demonstrate professionalism when
conversing with and cooperating with appropriate media requests and
interactions.
• reflect true community values - honesty, hard work, fiscal prudence,
and generosity of spirit.
As a key economic development agency in Saint John, SJDC's overarching
goal should reflect a concentration to grow, innovate and expand the local
economy through the Corporation's mandate in conjunction with PlanSJ
and related municipal legislation.
It is expected, an economic development agenda for SJDC should
encompass several top priorities;
• An emphasis on city centre core development, including waterfront
developments and infill strategy opportunities.
• Work collaboratively with commercial real estate firms, builders and
developers to encourage opportunities and development potential.
• Develop and implement an investment attraction strategy that
focuses on tax base growth initiatives.
• Develop a strategic investment portfolio that builds on competitive
advantages.
E:16'7
• Support partnering agencies and other key economic development
organizations to maximize impact, influence and innovation whenever
necessary.
• Work to support competitive intelligence and advantages and share
relevant data with economic development colleagues for the
betterment of community growth.
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