2024-04-16 Growth Committee Agenda Packet - Open Session
Growth Committee Meeting
Open Session
February 27, 2024
MINUTES - OPEN SESSION GROWTH COMMITTEE MEETING
FEBRUARY 27, 2024 @ 11:00 A.M.
HYBRID MEETING
Present: Deputy Mayor John MacKenzie, Acting Chair
Mayor Donna Noade Reardon
Councillor Joanna Killen
Councillor Brent Harris
Absent: Councillor Gerry Lowe
Also
Present: Chief Administrative Officer B. McGovern
Commissioner Growth & Community Planning A. Poffenroth
Acting Director Growth & Community Planning D. Dobbelsteyn
Solicitor J. Boucher
Commissioner Human Resources S. Hossack
Fire Chief R. Nichol
Housing Manager A. Reid
Administrative Assistant A. MacLean
Administrative Assistant K. Tibbits
1. Meeting Called to Order
Deputy Mayor MacKenzie called the Growth Committee open session meeting to order.
2. Approval of Minutes
Moved by Mayor Noade Reardon, seconded by Councillor Killen:
RESOLVED that the minutes of January 16, 2024 be approved.
MOTION CARRIED.
3. Approval of Agenda
Moved by Mayor Noade Reardon, seconded by Councillor Killen:
RESOLVED that the agenda of February 27, 2024 be approved.
MOTION CARRIED.
4. Disclosures of Conflict of Interest
No disclosures of conflict of interest.
5. Consent Agenda (Recommendation: Receive for Information)
5.1 Request to Present: Age-Friendly Communities
Moved by Mayor Noade Reardon, seconded by Councillor Killen:
Growth Committee Meeting
Open Session
February 27, 2024
RESOLVED that -the
Growth Committee schedule the Age-friendly Communities of New Brunswick for presentation
at the next Growth Committee meeting.
MOTION CARRIED.
6. Presentations / Delegations
7. Business Matters
7.1 Community Services Reserve Funding Request
D. Dobbelysten stated that First Nations leaders have expressed a desire to hold a Powwow in
Saint John in the Fall of 2024. It is anticipated that the two-day Powwow will attract upwards of
10K visitors, creating an impactful economic benefit to businesses. The event would allow
Indigenous residents to connect with their heritage and traditions, advance the path of Truth and
Reconciliation in Saint John, and promote greater peace and friendship between Indigenous and
non-Indigenous peoples. The Powwow would be hosted and lead by the Wolastoqityik and
Nations and coordinated by a Committee made up of First Nations stakeholders, First
Nations event coordinators, City Staff and Non-Indigenous stakeholders.
of $50K could unlock an additional $175K in direct event funding from other funding partners.
Moved by Mayor Noade Reardon, seconded by Councillor Killen:
RESOLVED that 2024 Menahqesk (Saint John) Powwow the
Growth Committee recommends that Common Council allocate up to $50,000 from the Community
Services Reserve to support the coordination of the 2024 Menahqesk (Saint John) Powwow.
MOTION CARRIED.
7.2 CMHC 2023 Rental Market Study
Referring to the submitted presentation, A. Reid presented the CMHC 2023 Rental Market Study noting
that the average rents in Saint John increased 9.8% in the past year, exceeding the pace of inflation of
2.7%. Wages are not keeping up with the increased rent, posing challenges for those in the primary rental
market. Average rent for a two-bedroom unit in 2023 was $1090, a 20% increase in the past three years.
There is demand for new units; the vacancy rate for new units in Saint John is 0%.
Action Plan will help to address gaps in housing and also increase the overall supply.
!
Moved by Mayor Noade Reardon, seconded by Councillor Killen:
RESOLVED that
information.
MOTION CARRIED.
8. Referrals from Common Council
9. Adjournment
Moved by Mayor Noade Reardon, seconded by Councillor Killen:
RESOLVED that the open session meeting of the Growth Committee be adjourned.
MOTION CARRIED.
The open session meeting of the Growth Committee held on February 27, 2024, was adjourned at 11:35
a.m.
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Report Date April 8, 2024
Meeting Date April 16, 2024
Service Area Growth and Community Services
Acting Chair MacKenzie and Members of the Growth Committee
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OPEN OR CLOSED SESSION
This matter is to be discussed in Growth Committee Open Session
AUTHORIZATION
Primary Author Commissioner/Dept. Head Chief Administrative Officer
Tahlia Ferlatte Amy Poffenroth / David J. Brent McGovern
Dobbelsteyn
RECOMMENDATION
That Growth Committee recommend Common Council approve up to $200,000 from the Growth
Reserve for resourcing to support and expedite the implementation of the 10-year City Market
Strategic Plan generally as presented to the Growth Committee on April 16, 2024.
EXECUTIVE SUMMARY
On the recommendation of the Growth Committee, Common Council approved the new 10-year
City Market Strategic Plan which includes 65 actions to enhance and transform the City Market.
The plan is ambitious and calls for significant changes to the City Market while maintaining its
treasured history. Some of these changes include moving a number of vendors and fitting up
vacant stalls, converting the layout to two aisles, improving the bathrooms, enhancing leasing
standards, pedestrianizing South Market street, and implementing other structural and
operational enhancements. There is also considerable opportunity to obtain funding from other
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partners to align with the 150 birthday of the City Market in 2026. The plan itself also calls for
one (1) additional full-time equivalent (FTE) to support the City Market especially for the
implementation of the plan. Staff is recommending that Council approve a withdrawal from the
Growth Reserve of up to $200,000 to hire a project manager on a contract basis for three years
to support and accelerate the implementation of the City Market Strategic Plan.
REPORT
The 2023-2033 Saint John City Market Strategic Plan charts a vision forward under key direction
to maintain its reputation as the premier destination and gathering place for locals and tourists
alike. The strategic plan development process began in January 2022 and included a series of
community, vendor, and stakeholder engagements, which resulted in a set of priority actions.
The plan includes sixty-five actions to be implemented over the next 10 years. There are
approximately twenty actions that will require dedicated oversight and project management
support to be initiated and handed over to permanent staff for full implementation,
predominantly focused on procuring conceptual and detailed designs for physical changes to the
interior of the facility and surrounding property such as:
Implement a two-aisle layout with kiosk vendors, a central seating area and public art.
Move existing vendors as required and fit up vacant stalls to ensure the Market is ready
for 100% occupancy.
Develop South Market as a pedestrian active transportation priority space.
Improve bathroom design for quality, safety, capacity, inclusion and accessibility.
Explore design potential for the plaza at the intersection of Germain and South Market.
Improve waste management system in response to federal legislation.
Foster arts and culture with potential for a learning corner and flexible bandstand.
Introduce storytelling elements and relocate existing artifacts to pedway connection.
Construct a professional incubator kitchen for short-term rental by emerging businesses.
Consider solar or micro-wind turbine generation, green rooftop, or occupied patios.
Scope design concept and costing estimate for a publicly accessible mezzanine.
Due to the volume of work required, specifically concerning project management, there is a need
for additional resources to expedite implementation of operational and structural
improvements. The need for additional staffing is already called for in the plan and is reflected in
Common
While in the longer term the plan calls for the hiring of new staff to assist with programming,
vendor management, and marketing at the City Market, in the short term there is more need for
the City to have project management support to help initiate the plan, in addition to securing
th
anniversary of the current building in 2026. The City would hire a staff person on a three-year
contract to launch select initiatives within the City Market Strategic Plan to be implemented and
carried out in the long-term by permanent staff.
PREVIOUS RESOLUTION
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With the support of the City Market Strategic Plan Steering Committee, it is recommended that
Growth Committee endorse the 10-year City Market Strategic Plan and recommend to Common
Council that the Chief Administrative Officer be directed to:
1. begin implementation of the plan; and
2. bring a resourcing plan to Common Council on an annual basis for the duration
of the strategic plan for their consideration as part of annual budget
deliberations.
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Moved by Councillor Killen, seconded by Councillor Hickey:
RESOLVED that Common Council adopt the 10-year City Market Strategic Plan and direct the
Chief Administrative Officer to:
1. begin implementation of the plan; and
2. bring a resourcing plan to Common Council on an annual basis for the duration of
the strategic plan for their consideration as part of annual budget deliberations.
MOTION CARRIED with Councillor Radwan voting nay.
STRATEGIC ALIGNMENT
10-Year City Market Strategic Plan
This resourcing request will directly support the delivery of five (5) Strategic Directions:
{ƷƩğƷĻŭźĭ 5źƩĻĭƷźƚƓ Ћʹ Provide space to shop, move, experience and gather.
{ƷƩğƷĻŭźĭ 5źƩĻĭƷźƚƓ Ќʹ Connect indoors and outdoors.
{ƷƩğƷĻŭźĭ 5źƩĻĭƷźƚƓ Ѝʹ Make the market a place of storytelling and price.
{ƷƩğƷĻŭźĭ 5źƩĻĭƷźƚƓ Ўʹ Embrace inclusion and have a positive community impact.
{ƷƩğƷĻŭźĭ 5źƩĻĭƷźƚƓ Џʹ Continuously improve sustainability and overall building efficiency.
Council Priority Grow and Belong We enable population and business growth by focusing on
key infrastructure investment, strategic communications, service delivery, and partnerships to
achieve growth initiatives that align with the principles of smart growth in PlanSJ; and enhance
quality of life and social well-being in a safe place to live, offering recreation, arts and cultural
opportunities that align with PlanSJ, PlaySJ and other related plans.
SERVICE AND FINANCIAL OUTCOMES
Staff is recommending up to $200,000 from the Growth Reserve to support resourcing the City
Market Strategic Plan, with most of the cost to be used for a project manager position. One (1)
additional staff resource will help to initiate and accelerate structural and operational projects in
the Saint John City Market Strategic Plan over the next three years. This position will also be
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focused on identifying and securing external capital contributions, coinciding with the 150
anniversary of the City Market.
Common Council earmarked $500,000 within the Capital Reserve in 2023 to support the
implementation of the City Market Strategic Plan. The request is being made of the Growth
Reserve since the Capital Reserve cannot be utilized for staff positions. It is anticipated that the
city and other funding partners will need to make significant capital contributions to fully realize
the vision of the City Market strategic plan over the next 10 years.
The Growth Reserve balance is $335,010; approval of this expenditure would leave a balance of
$135,010 remaining for other Growth Initiatives. The Strategic Real Estate Reserve and
Community Services Reserve are still available to the Growth Committee.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
Growth and Community Services, Asset Management, Utilities and Infrastructure, Finance, and
the CAO have reviewed this report.
ATTACHMENTS
Presentation: Growth Committee City Market Resourcing Request 2024
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Report DateApril 11, 2024
Meeting DateApril 16, 2024
Acting Chair MacKenzieandMembers of the Growth Committee
SUBJECT: North End Neighbourhood PlanDraft Boundary Mapand Advisory
Committee Terms of Reference
OPEN OR CLOSED SESSION
This matter is to be discussed in open session.
AUTHORIZATION
Primary AuthorsCommissionerChief Administrative Officer
Yeva Mattson/Jennifer Amy Poffenroth J. Brent McGovern
Kirchner
RECOMMENDATION
1.That Growth Committeereceive and file the North EndNeighbourhood
PlanDraft Boundaryreport.
2.That Growth Committee recommend that Common Council adopt the
Terms of Reference for the North End Neighbourhood Plan Advisory
Committee.
EXECUTIVE SUMMARY
plan,staff hasbegun the process of creating a new North End Neighbourhood
Plan. The first stage of this policy plan is to create a boundary map that
determines what area will be includedin the North End Neighbourhood Plan. Staff
will begin public engagement on the proposed boundary map and will return with
a recommendation to the Growth Committee in May with a final boundary to be
endorsedfor adoption by Common Council.
Staff hasalso prepared Terms of Reference for the proposed North End Plan
Advisory Committeeand recommend that Growth Committee endorse their
adoption by Common Council. The Advisory Committee will serve as a critical
component of the development of the North End Plan andwill ensure there is a
diverse cross section of members of the public that can provide regular feedback
and advice on the development of the plan.
PREVIOUS RESOLUTION
In July2019, Common Council adopted the Central Peninsula Secondary Plan, a
neighbourhood plan for the Uptown and surrounding neighbourhoods. Afterthe
plan was adopted and the five-year implementation grew to a close, Common
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Council directed staff to focus on the North End of the city for the next
Secondary Plan.
The North End Neighborhood Plan
Accelerator Fund Action Plan.
STRATEGIC ALIGNMENT
Common Council adopted a set of Priorities for 2021-2026. Under
and Belong, priorities include promoting population growth and
community vibrancy through beautification.
REPORT
The North End Neighbourhood Plan is the next Secondary Plan to be created for a
sub-area of the City. The Central Peninsula Secondary Plan, which was adopted in
2019 and has now passed the five-year implementation stage, was the first
secondary plan to be created under the Municipal Plan that was adopted in 2011.
s now moved focus to the North End of the City.
The North End is an existing walkable, complete community in need of
revitalization. The Secondary Plan aims to focus on this community as a whole,
while also including many sub neighbourhoods, such as the Old North End,
Douglas Avenue and Crescent Valley, to help focus on the specific needs of those
unique communities. These sub-neighbourhoods and their specific policies will be
established in the future through engagement with community members, to
ensure that the boundaries and policies are representative of the specific
communities. Similar to the Central Peninsula Plan, sub-neighbourhoods are
created to deal with unique elements of each community and be personalized for
their area and character. City Staff has already consulted with representatives
from ONE Change and the Crescent Valley Resource Centre, who have provided
their support to the draft plan boundary.
The proposed plan boundary was chosen based on a variety of factors. The goal
was to make a plan that was large enough to encompass a variety of sub
neighbourhoods, contain vacant and/or underutilized land for future
development and infill, work with census boundaries, and contain areas that
would otherwise be orphaned as they would not naturally fit in any other plans.
For example, Douglas Avenue would not naturally fit within a potential West Side
Plan, and if not included in the North End Plan it would be left as an area not
included within a Secondary Plan.
A careful balance had to be found to ensure that the Plan Area was large enough
to feature a number of interconnected communities and commercial areas, but
not so large that each sub-neighbourhood cannot be given the focus it needs to
create successful policy. This is why the Plan Boundary does not incorporate the
Millidgeville area nor does it incorporate anything further east such as Rockwood
Park.
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The proposed boundary would include several sub-neighbourhoods that include
residential areas such as Crescent Valley, the Old North End and Douglas Avenue,
commercial areas like Lansdowne Plaza, and some larger vacant areas with
development potential, such the land north of Highland Road. This boundary
would also encompass two new large scale institutional developments: the North
End School and the New Brunswick Museum. Both of these projects are large
institutional developments that are rarely seen in the City and will have a positive
impact on their neighbourhoods.
Once a boundary has been finalized, it will enable the City to move forward with
the next steps of the North End Neighbourhood Plan. The purpose of this report
is to inform Growth Committee of the proposed draft boundary, which will be
launched on Shape Your City, following the April 16, 2024 meeting of Growth
Committee, to solicit public feedback. Upon the completion of this initial two-
week public consultation process, Staff will return to Growth Committee at their
May Meeting to seek endorsement of the Plan Boundary before seeking formal
approval from Common Council.
In addition to the determination of the Plan Boundary, staff has prepared Terms
of Reference for the Advisory Committee. This Committee will be comprised of
members of Council and community members who have an interest in helping to
develop this new neighbourhood plan. The intention is for the Committee to be
comprised of a diverse cross section of individuals who work, live, volunteer and
are invested in the health and sustainability of this broad neighbourhood.
Community members should include both property owners and renters, members
of our business community, those working and volunteering in the non-profit
sector and individuals who have skills and knowledge that will lead to a successful
neighbourhood plan. Once the terms of reference are adopted by Common
Council, members will be appointed by Common Council on the advice of the
Nominating Committee and the Committee will provide regular feedback and
advice on the development of the plan.
CONCLUSION
staff has been undertaking initial project work on the North
End Plan. The establishment of a Plan Boundary is important to help guide all
future project work and represents a key milestone in the Plan development. After
receiving public feedback through Shape Your City, staff will return to Growth
Committee for endorsement of the Plan Boundary. In addition, the endorsement
of the Terms of Reference for the Advisory Committee will enable staff to move
forward with seeking Common Council approval, thus enabling the formation of
this important Committee.
SERVICE AND FINANCIAL OUTCOMES
A
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population growth strategies. Together, these strategies will guide growth,
development, and reviNorth End for decades.
While the City has received funding through the Housing Accelerator Fund to
support the development of this new Neighbourhood Plan, the costs for
identifying the boundary are in-kind and the City is using existing resources for
public engagement on the boundary.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
Community Planning consulted with the GIS Service Area in developing the
proposed Plan Boundary in response to both the character of existing
neighbourhoods, planning contexts, and geographic areas with publicly available
data. Communications has helped create a Shape Your City page for the North End
Plan, which will initially be used for public engagement regarding the Boundary
Map.
External stakeholders such as ONE Change and Crescent Valley Resource Centre
have been consulted on the proposed Plan Boundary and have indicated their
support of the proposed Plan Boundary.
ATTACHMENTS
1. Draft Boundary Map
2. North End Neighbourhood Plan Advisory Committee Terms of
Reference
North End Neighbourhood Plan Advisory Committee
Terms of Reference
1.Background
1.1.The City of Saint John is in the process of developing a Neighbourhood Plan for the
North Endof Saint John, which will includea variety of existing communities such as the
Old North End, Douglas Avenue, Crescent Valley, and Mount Pleasant. The Plan will
provide a policy framework and action plantocatalyze long term growth andguide
reinvestment inthe Plan area. The Plan will be based on the collective aspirations of
citizens and key stakeholders on how best to preserve and enhance the
and to guide these communities into the future. To this
end, the Plan will take into consideration important social, economic, environmental,
sustainability, housing,and culturalobjectives. It willinclude strategies and planning
relatedpolicy for neighbourhood revitalization and infill development opportunities,
with a focus on achievingthe mixed-income neighbourhood goals of the Municipal
Plan.
2.Mandate and Purpose of the Neighbourhood Advisory Committee
2.1.The Neighbourhood Advisory Committee\[Advisory Committee\] is a 11-personadvisory
committee established by Common Council to provide feedbackandadvice on goals
objectives, policies, and implementation for the North End Neighbourhood plan.
2.2.The Advisory Committee will offer support and advice to city staff (tasked with leading
the development of the North End Neighbourhood Plan) as well as the Growth
Committee and Common Council as requested.
2.3.The Advisory Committeewill act as an advisory committee that will represent the
broader neighbourhood interests through the Plan development process, promoteand
supporting community engagement on the project and validatepolicies
and action plan reflects the diverse elements of the included communities.
2.4.The Advisory Committeewill also serve as ambassadors within the community to
actively promote public involvement in the planning process and to help establish long-
term, sustainable community ownership over the implementation of the plan.
3.Role of the Neighbourhood Advisory Committee
3.1.TheAdvisory Committee will play a key role in validating the feedback gathered from
the community and ensuring that the Plan development is representative of the
neighbourhood it serves.
3.2. Their advice and guidance will help to formulate recommendations to Common Council
during each phase of the development of the North End Neighbourhood Plan.
3.3. More specifically, the Committee may:
3.3.1. Advise the project team on the delivery of the public engagement program;
3.3.2. Ensure transparency to the public throughout the development of the Plan;
3.3.3. Actively engage in the Plan development process by promoting the public
engagement events and encouraging community participation and involvement;
3.3.4. Provide recommendations and input on reports, policies, maps and sub-
neighbourhood boundaries.
3.3.5. Discuss the variety of themes to be addressed in the Plan;
3.3.6. Help define the principles that will guide the development of the Plan;
3.3.7. Explore the issues and opportunities identified by the public during engagement
sessions and through background research;
3.3.8. Assist in establishing and evaluating strategies, actions and policies to support
neighbourhood reinvestment;
3.3.9. Function as Ambassadors for the Neighbourhood Plan and actively promote
public involvement in the planning process throughout all sectors of the
community; and
3.3.10. Help to establish long-term, sustainable community ownership over the
implementation of the plan.
4. Committee Membership
4.1. The Advisory Committee will be appointed by Common Council and will consist of 11
persons including:
4.1.1. Two (2) members of Common Council.
4.1.2. Nine (9) at-large community members, including:
4.1.2.1. One (1) representative proposed by ONE Change.
4.1.2.2. One (1) representative proposed by the Crescent Valley Resource Centre.
4.2. When appointing the community members to the Committee, the following selection
criteria will be considered to ensure a balanced and diverse Advisory Committee:
4.2.1. All members must either live, work, or regularly volunteer within the Plan
boundary.
4.2.2. Consideration should be given to ensure members broadly reflect the community
such as through age, gender, culture, and socioeconomic status.
4.2.3. Representatives should include members of the business community such as
developers, business owners, commercial property owners, etc.
4.2.4. Community members who have an interest, knowledge or skill set that can be
beneficial in developing the Plan. This could include individuals with technical
N North End Neighbourhood Plan Advisory Committee 2
Terms of Reference
skills associated with topics such as economics, education, culture, diversity,
community development, architecture, and the environment.
4.2.5. The ability and willingness to serve as an ambassador of the North End
Neighbourhood Plan and to actively promote the public engagement sessions to
the wider community.
5. Terms of Membership
5.1. Members shall participate without renumeration. However, where cost would be a
legitimate barrier for participation, the City may reimburse a member for reasonable
expenses related to attending meetings of the Advisory Committee.
5.2. Members are appointed until the Neighbourhood Plan is adopted by Comon Council; it
is anticipated that the Plan development will take approximately 18 months.
5.3. A person will cease to be a member of the Advisory Committee if that individual fails to
attend three (3) consecutive Advisory Committee meetings unless such absence is
authorized by the Advisory Committee.
5.4. Any member of the Advisory Committee may resign at any time upon sending written
notice to the City.
5.5. Should a member of the Committee be in a situation that constitutes a conflict of
interest, he or she should declare this to the Advisory Committee Chair at the earliest
opportunity and withdraw from any discussion (unless invited by the Chair to remain to
provide information) or decisions relating to it.
5.6. All members are expected to behave ethically and civilly, including at advisory
committee meetings, public engagement sessions and on social media.
5.6.1. During a meeting, if a member is disorderly, bullying, combative, harassing, or
acts in a manner that would objectively reflect poorly on the Advisory Committee
or the City of Saint John and refuses to apologize or withdraw remarks when
directed by the Chair or Vice Chair, the Chair or Vice Chair may direct the member
to leave the meeting.
5.6.2. If the negative behaviour is persistent or egregious, the member may
be permanently removed from the Advisory Committee with a Committee vote or
by resolution of Common Council.
6. Chair and Vice Chair
6.1. Common Council will appoint a Chair for the Committee.
6.2. The Chairfacilitate meetings. The Chair will keep the group
focused on the agreed-upon tasks, ensure that all agenda items are completed and
encourage the participation of all Advisory Committee members.
6.3. The Committee will appoint a Vice Chair from among its members.
6.4.
absence.
N North End Neighbourhood Plan Advisory Committee 3
Terms of Reference
6.5. When required, the Chair will also act as a spokesperson on behalf of the Advisory
Committee but will not act as a spokesperson for the City of Saint John.
7. The Role of Staff and Project Team
7.1. City Staff appointed by the Commissioner of Growth and Community Services will
attend and participate in all meetings of the Committee.
7.2. Staff will take minutes of meetings and will prepare and publish agendas for all
meetings of the advisory committee.
7.3. Staff will gather information, coordinate, and facilitate all studies, public engagement,
planning reviews, and plan recommendations. Staff will take advice and
recommendations on these matters from the Advisory Committee in a genuine spirit of
collaboration.
7.4. Staff will be responsible for authoring the neighbourhood plan.
7.5. Any consultants hired to support the development of the plan will report to staff and
not to the Advisory Committee.
8. Meetings
8.1. The Committee will meet regularly throughout the development of the Neighbourhood
Plan as scheduled by staff after consulting with the chair.
8.2. The frequency of meetings may be increased or decreased as required to support the
work program for the development of the Plan.
8.3. Meetings must not be closed to the public.
9. Decision-Making
9.1. All members of the Advisory Committee except City staff have a vote.
9.2. In a spirit of collaboration, every attempt should be made for decisions of the Advisory
Committee to be made by consensus. However, when required, a majority of members
present will suffice for making a decision.
9.3. The Advisory Committee will serve primarily in an important advisory role. They will
provide guidance, recommendations and advise on Plan development to City Staff and
advise to Common Council on the Plan as requested. Staff and Council may consider the
advice and recommendations of the Committee but is not obligated to implement such
recommendations.
9.4. The quorum for meetings shall be six (6) plus one member of City Staff.
N North End Neighbourhood Plan Advisory Committee 4
Terms of Reference
GROWTH AT A GLANCE
Development
permits received:
Building
134
permits received
10795121100123134
(5-year average same period: 109)
MARCH
201920202021202220232024
Value of
$45.9 million
projects
(5-year average same period: $25.9 million)
Number of
units created
Building &
Development
134
105
6
(5-year average
Upcoming
same period: 47)
17
Infrastructure
projects with
36
52
over 00 new units
Plumbing
planned.
37
13
Planning
Heritage
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CROISSANCE EN UN COUP D’ŒIL
Development
permits received:
Permis de
134
10795121100123134
MARS201920202021202220232024
(moyenne sur 5 ans pour la même période : 109)
Valeur des
45.9 millions de dollars
projets de
(moyenne sur 5 ans pour la même période : 25.9 millions de dollars)
Nombre d’unités
permis supplémentaire
créées
développement
134
105
(moyenne sur 5
6
Puit et carrière
ans pour la même
À venir
17
Infrastructure
période : 47)
projets avec
36
52
plus de 00
Plomberie
nouvelles unités
37
prévus.
13
Patrimoine
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