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2025-08-21 Growth Committee Agenda Packet - Open Session Growth Committee Meeting Open Session June 11, 2025 MINUTES - OPEN SESSION GROWTH COMMITTEE MEETING JUNE 11, 2025 @ 12:00 P.M. nd 2 FLOOR BOARDROOM, CITY HALL Present: Mayor Donna Noade Reardon Deputy Mayor John MacKenzie, Chair Councillor Barry Ogden Councillor Mariah Darling Absent: Councillor Brent Harris Councillor Gerry Lowe Also Present: Chief Administrative Officer B. McGovern Commissioner Growth & Community Services A. Poffenroth Director Development & Community Standards C. McKiel Director Community Planning & Housing P. Nalavde Growth Manager F. Lima SJLIP Project Manager K. Melvin Senior Technical Services Engineer B. Purinton Program Manager Growth & Community Services C. Ganong City Clerk J. Taylor 1. Meeting Called to Order Deputy Mayor MacKenzie called the Growth Committee open session meeting to order. 2. Approval of Minutes 2.1 Minutes of May 13, 2025 Moved by Councillor Ogden, seconded by Councillor Darling: RESOLVED that the minutes of May 13, 2025 be approved. MOTION CARRIED. 3. Approval of Agenda Moved by Councillor Ogden, seconded by Councillor Darling: RESOLVED that the agenda of June 11, 2025 be approved. MOTION CARRIED. 4. Disclosures of Conflict of Interest No disclosures of conflict of interest. 5. Consent Agenda (Recommendation: Receive for Information) 6. Presentations / Delegations 6.1 Review of Governance Reform Recommendations Growth Committee Meeting Open Session June 11, 2025 (E. Starr, SHS Consulting and K. Foulds, Re/fact Consulting joined the meeting electronically) Commissioner Poffenroth stated that the city commissioned SHS Consulting and Re/Fact Consulting to complete a Housing Gap Analysis and investigation of governance reform models utcomes. The final report includes an analysis of the four possible models and the recommendation of a preferred model. E. Starr and K. Foulds reviewed the Once elements in the gap analysis were identified, four different governance models (Municipal Entity Model, Local Commission Model, Housing Secretariat Model, and Advisory Committee Model), were assessed. Based on the comparative assessment, the Housing Secretariat offers the most value and impact across all gap areas, building on local capacity by coordinating internal and external efforts. This model also reflects to a significant degree the role the City has been playing in the last 3 years in terms of concierge services and development facilitation, policy and grants, delivery of federal housing initiatives and system planning and coordination. The Housing Secretariat model would enhance and formalize that role, creating a more sustained municipal presence. Next steps would include engagement of external partners and development of an implementation plan. Moved by Councillor Darling, seconded by Councillor Ogden: RESOLVED that the Growth Committee: 1. Receive and file the City of Saint John Housing Governance Study report and presentation; and, 2. Recommend staff move forward with creating an implementation plan for the recommended model and return to Growth Committee. MOTION CARRIED. (E. Starr and K. Foulds withdrew from the meeting) 6.2 Regional Immigration Strategy Pathways to Belonging Regional Immigration Strategy 2025-The Succeed and Stay Immigration Strategy, adopted in 2022, identified immigration as a vital tool for long-term growth. It is recommended that the City endorse the Pathways to Belonging Regional Immigration Strategy as the new community plan to replace the Succeed and Stay Immigration Strategy. Moved by Mayor Noade Reardon, seconded by Councillor Darling: Immigration Strategy 2025- MOTION CARRIED. 6.3 Succeed and Stay Immigration Strategy Succeed and Stay Immigration The Succeed and Stay Immigration Strategy was adopted to help grow the and was built on four strategic pillars - promoting the Saint John immigration story, improving workforce and economic integration, supporting attraction, settlement and retention, and fostering community inclusion and belonging. A key recommendation of the strategy was to move toward a coordinated, region-wide approach, which has now materialized as the Pathways to Belonging, a Regional Immigration Strategy. As the transition unfolds, decisions must be made about which responsibilities will remain with the City and which will shift Growth Committee Meeting Open Session June 11, 2025 to regional oversight. Staff will return to the Growth Committee with detailed recommendations on roles, responsibilities, and next steps to ensure that the City continues to attract and retain newcomers as a key part of its growth strategy. Moved by Mayor Noade Reardon, seconded by Councillor Ogden: RESOLVED that the Growth Committee: 1. Endorse the Pathways to Belonging Regional Immigration strategy as presented by Envision Saint John; and 2. Direct staff to report back to the Growth Committee with a plan to transition from the MOTION CARRIED. 7. Business Matters 7.1 East Side Community Services and Programming Evaluation Project Update C. Ganong, Program Manager Growth & Community Services, An evaluation is being undertaken to gather comprehensive data on community services offered on the East side of the City. The study will identify strengths, gaps, and opportunities for strategic improvements. Moved by Councillor Ogden, seconded by Councillor Darling: RESOLVED that the submitted report entitled East Side Saint John Community Program and Services Review be received for information. MOTION CARRIED. 7.2 Community Standards Compliance Update B. Purinton, Senior Technical Services Standards Compliance: Mid-Year Updaterovided an update on the status and performance of the Community Standards Compliance programs including on-going pilot programs, a review of performance statistics for the Dangerous and Vacant Building program, Minimum Property Standards program, and the Community Standards program. Moved by Councillor Darling, seconded by Councillor Ogden: - received for information. MOTION CARRIED. 8. Referrals from Common Council 9. Adjournment Moved by Mayor Noade Reardon, seconded by Councillor Darling: RESOLVED that the open session meeting of the Growth Committee be adjourned. MOTION CARRIED. The open session meeting of the Growth Committee held on June 11, 2025, was adjourned at 1:10 p.m. REAL ESTATE DEVELOPMENT WHY A REAL ESTATE SERVICE? 4,000 Housing supply is critical to the 3,538 3,500 growth of the region's 3,338 population, labour force and 3,000 economy. 2,500 2,417 2,000 There are many stressful steps 1,500 in the process that our team can help support. 1,000 917 914 877 774 767 639 608 602 549 540 542 500 381 Developers and investors have 276 271 268 236 225 151 - choices. We want to be proactive -126 201320142015201620172018201920202021202220232024 in ensuring the Saint John -500 -551 -586 Region is on their radar. -1,000 Housing StartsPopulation HOW WE HELP SITE OPPORTUNITY STRATEGIES 1.Site Activation Program Engaging Private Landowners 2.Provincial & Municipal Surplus Land Initiatives 3.Religious & Institutional Land Program 4.Corporate Land Holdings Engagement WE HELP DEVELOPERS WITH CONCEPTS, LAND USES, AND MARKET OPPORTUNITIES Maintain database of real estate market information & data. Undertook a residential market study & demand projections and continue to monitor progress. We will produce rough site concept ideas to spark discussion on sites with landowners & developers. EARLY-STAGE GUIDANCE ON THE DEVELOPMENT FINANCING SYSTEM Wayfinding affordable housing programs. Strategic advice on how development financing works & the typical steps in the process. Demonstrative models to show newer developers how development economics work. GUIDANCE & FEEDBACK ON PLANS FOR THE APPROVALS PACKAGE Provide insight and recommendations to developers to improve the quality & viability of projects. Work with municipal partners to help validate requests that are made by developers. REAL ESTATE DEVELOPMENT PIPELINE 2024 SALES Saint John has been recognized by the Atlantic Economic Council 7,100 FUNNEL $1.9B for now having the healthiest units in portfolio In estimated assessed value vacancy rate amongst cities in Atlantic Canada. $200M Several significant residential 800 Units projects of agency client's broke from 2023 ground in 2024. INDUSTRIAL DEVELOPMENT WHY AN INDUSTRIAL DEVELOPMENT SERVICE THE SAINT JOHN REGION ALWAYS MOVING FORWARD Primary Industries 5% Health & Social Services 12% WHAT DOES OUR Industry Finance & Business ECONOMIC 48% Services 20% BASE LOOK ECONOMIC BASE: LIKE? Employment that exports products or services. Businesses that bring money into the region from outside-such as Tourism manufacturing, tourism, and contact 10% centres. Logistics 5% Source: Metroeconomics2022, using data from Statistics Canada 2021 Census INDUSTRIAL ASSETS THE INDUSTRIAL OPPORTUNITY The Energy Transition Re-Shoring / Friend-Shoring Industrial Supply Chain Industrial Land Scarcity INDUSTRIAL DEVELOPMENT SERVICE THE SAINT JOHN REGION ALWAYS MOVING FORWARD INDUSTRIAL INVESTMENT ATTRACTION ECOSYSTEM Primary organizations out selling the Province to industrial companies globally. Prepares industrial land for Operates payroll rebate & other location incentive development & to support the programs. Provincial investment attraction ONB & INVEST Supports the client through the exploration & service. approvals of projects in NB, with a particular focus IN CANADA Markets SJI lands for sale & on resolving Provincial & Federal requirements. development. Supports the client through the sale & approvals of land. Develop the regions value proposition, marketing materials, and identify our key SAINT JOHN ENVISION investment attraction priorities. INDUSTRIALSAINT JOHN Work with ONB/IIC to ensure the region is being pitched, to the right sectors, and with the right information. Work with private sector businesses, landowners & other partners to support the investment attraction process & to support the growth of local businesses. INDUSTRIAL DEVELOPMENT The industrial development service area, formally launched in 2024, focuses on growing the economy of the Saint John Region with three key activities: 1.Investment 1.Industrial Sector 1.Energy Sector AttractionDevelopment INVESTMENT ATTRACTION Support the Investment Attraction efforts of Invest Canada and Opportunities New Brunswick Oversee the development of IA sales materials Work to improve regional investment readiness Coordinate with local industry on emerging opportunities Coordinate with local industry and partners to develop local ecosystem and supply chain knowledge and expertise ENERGY SECTOR Serve as a regional connecting point and advocate for the growth of the energy sector. Convene industry leaders and specialists within the region to identify challenges, opportunities and solutions. Identify & pursue strategic opportunities for growth in energy. Support Investment Attraction activities. INDUSTRIAL SECTOR DEVELOPMENT Oversee research in support of Investment Attraction activities. Serve as a regional connecting point for industry-specific sectors. Work to support local industrial businesses to encourage business retention & expansion. Supporting efforts to ensure regional growth readiness SPECIFIC EXAMPLES OVER THE PAST YEAR THE SAINT JOHN REGION ALWAYS MOVING FORWARD BATTERY TRANSPORT GREEN SUPPLY & LOGISTICSSTEEL CHAIN 2 Leads 1 Lead 4 Leads 24 LEADS IN 2024 WAREHOUSING HYDROGEN & GENERAL DATA PRODUCTION MANUFACTURIN CENTERS G 2 Leads 5 Export, 2 Domestic 4 Leads LeadsLeads BATTERY TRANSPORT GREEN SUPPLY & LOGISTICSSTEEL CHAIN WAREHOUSING HYDROGEN & GENERAL DATA PRODUCTION MANUFACTURIN CENTRES G NEW MARKETING COLLATERAL Investment Attraction Materials Primarily used by ONB & Invest in Canada Target Audience: Site Selectors/Businesses Themselves Phase 1 complete. Future improvements will include expansive overviews of the region's assets & infrastructure. INDUSTRIAL STRATEGY IN A POST-TARIFF ENVIRONMENT 3. Market Sounding & Lead 4. Site Identification & 1.Trade Diversification 2. Foreign Market Analysis Generation Analysis Research Engineering work to Testing identified Identifying strategic Identifying & analyzing understand our opportunities with opportunities emerging FDI opportunities by current and future direct engagement from national trade shifts sector arising from industrial land of companies global trade shifts pipeline that could be considered Understanding the for the region sector suitability of land supply CONNECT WITH US Jeff Cyr Executive Director, Real Estate & Industrial Development jeff.cyr@envisionsaintjohn.com GROWTH AT A GLANCE Development permits received: Building 439 permits received 407406443 415437 439 (5-year average same period: 421) July 202020212022202320242025 Value of $254.1 million projects (5-year average same period: $77.9 million) Number of units created Infrastructure 47 Building & 276 Development 207 (5-year average Upcoming same period: 209) Planning 16 projects with over 71 1,050 new units planned. 94 Qspevdfe!cz!Djuz!pg!Tbjou!Kpio! Dpsqpsbuf!Dpnnvojdbujpot xxx/tbjoukpio/db Bvhvtu!3136 CROISSANCE EN UN COUP D’ŒIL Development permits received: Permis de 439 415437407406443439 juillet202020212022202320242025 (moyenne sur 5 ans pour la même période : 421) Valeur des 254.1 millions de dollars projets de (moyenne sur 5 ans pour la même période : 77.9 millions de dollars) Nombre d’unités permis supplémentaire créées Infrastructure 276 47 (moyenne sur 5 ans pour la même À venir période : 209) 16 projets avec plus de 1050 nouvelles unités prévus. Qspevju!qbs!m“êrvjqf!ef! dpnnvojdbujpot!hêoêsbmft!ef!mb! wjmmf!ef!Tbjou!Kpio bpüu!3136 Dwh‘I /haaL99w9thw Report DateAugust 05, 2025 Meeting DateAugust 21, 2025 Service AreaGrowth and Community Services ChairmanMacKenzie and Members of the Growth Committee {….W9/ʹLƓĭĻƓƷźǝĻƭ wĻǝźĻǞ Ώ…ƦķğƷĻ OPEN OR CLOSED SESSION This matter is to be discussed in Growth Committee Open Session. AUTHORIZATION Primary AuthorActing Commissioner/Dept. Chief Administrative Officer Head źĭƷƚƩźğ \[ƚƩķ/ŷƩźƭƷƚƦŷĻƩ aĭYźĻƌΉtğƓƉğƆ W͵ .ƩĻƓƷ aĭDƚǝĻƩƓ bğƌğǝķĻ d RECOMMENDATION ThatGrowth Committee receive and file the report. EXECUTIVE SUMMARY The Large-ScaleDevelopmentIncentive Program, designed to encourage the development of large residential buildings, continues to be carefully refined to ensure its success. The decision to revise the originally set launch timelinereflects a deliberate effort to develop a stronger, more effective policy than previous programs, while also ensuring competitiveness. Taking a little additional time allows for a well-designed program that better meets the needs of developers and the community alike. Importantly, this has no impact on the 2026 budget. The 2026 budget request will be status quo given existing reservesand the timing around incurring potential new costs.By proceeding thoughtfully, the City is positioning the program to deliver meaningful results and attract new investment when it is introduced. PREVIOUS RESOLUTION 1.Receive and file the Incentives Review Final Report and Presentation. 2.Recommend staff incorporate report findings into a new Large Scale Incentive Program and Policy and consider amendments to other existing grant programs, as applicable, and return to Growth Committee. - 2 - STRATEGIC ALIGNMENT Common Council has established five priorities for their 2021-2026 term. Incentives will assist the City in increasing new construction of housing stock appropriately. Grow: Population Growth term. Belong: Livable Neighbourhoods Facilitate a mix of affordable housing in all of our neighbourhoods. REPORT The Large-Scale Development Incentive Program is in the drafting stage, with the steering committee actively considering potential incentive structures to ensure the program is effective and aligned with both developer and housing stock needs. A 10-year grant structure is under consideration, as are major considerations typically included in incentive programs such as parking requirements, affordability provisions, and other development conditions. The geographic boundaries of the incentive zone are also being refined to target areas best suited for large-scale growth. The intent is to bring the policy to growth Committee in November 2025, and Council in December 2025, in advance of the January 2026 designed to improve upon the existing Urban Development Incentive Program (UDIP) and ensure the City remains competitive, including relative to comparable programs. Every effort is being made to ensure the new program meets and exceeds the benefits of the existing UDIP while aligning more closely with municipal housing goals. Staff continue to assess potential grant models for affordability and building permit reimbursements. In addition, the program is being developed to align with major external funding sources to maximize impact and leverage available resources. A key intention of the program is to support large-scale development that will ultimately generate sufficient new tax base to offset the cost of the incentives themselves, ensuring the program is financially sustainable for the City in the long term. The program will include a framework for review to ensure it remains effective and relevant over time. Results will be reported to Council and shared with the public to ensure transparency and accountability. - 3 - SERVICE AND FINANCIAL OUTCOMES Since 2016, the City has budgeted $220,000 annually toward the Urban Development Incentive Grant Program ($180,000) and the Beautification Grant Program ($40,000). An additional $350,000 was added in 2022 to pay for large projects coming due, which were incentivized through the Urban Development Incentive Grant Program. In 2025, there was an opening balance of $1.1m in the Building Incentive Reserve and an estimated $3.5m in remaining incentive commitments over the next seven years. In March 2025, the City was awarded an additional $918,000 top up to its Housing Accelerator Fund (HAF) contribution agreement to help deliver a large-scale incentive program. HAF funds are flexible and may be used for multiple purposes; however, they must be used by January 2, 2028. Funding for the HAF Grant Program and Affordable Housing Grant Program has been exclusively provided through funds obtained through the Housing Accelerator Fund and other federal government funds. It remains the intent to engrain the Large-Scale Development Incentive Program process. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS A steering committee comprised of staff from Community Planning and Housing, Growth, Building Inspection, and the Chief Financial Officer is in place to guide the development of the Large-Scale Development Incentive Program. ATTACHMENTS There are no attachments to this report. . f Click here to enter text. . . .