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2025-10-28 Growth Committee Agenda Packet - Open Session City of Saint John Growth Committee - Open Session AGENDA Tuesday, October 28, 2025 12:00 pm 2nd Floor Boardroom, City Hall Pages 1.Call to Order 2.Approval of Minutes 2.1 Minutes of August 21, 2025 1 - 2 3.Approval of Agenda 4.Disclosures of Conflict of Interest 5.Consent Agenda 6.Presentations/Delegations 7.Business Matters 7.1 Appointment of Vice Chair of the Growth Standing Committee (Verbal) 7.2 Succeed and Stay Strategy Transition Plan 3 - 75 7.3 East Side Community Services and Programming Evaluation Project Update 76 - 173 7.4 Community Grants Program and Guideline Update 174 - 264 8.Referrals from Common Council 9.Adjournment Growth Committee Meeting Open Session August 21, 2025 MINUTES - OPEN SESSION GROWTH COMMITTEE MEETING AUGUST 21, 2025 @ 12:00 P.M. 2nd FLOOR BOARDROOM, CITY HALL Present: Mayor Donna Noade Reardon Deputy Mayor John MacKenzie, Chair Councillor Barry Ogden Councillor Mariah Darling Councillor Brent Harris Councillor Gerry Lowe Also Present: Chief Administrative Officer B. McGovern Director Development & Community Standards C. McKiel Director Community Planning & Housing P. Nalavde Growth Manager F. Lima Manager Customer Service K. Molnar Housing Officer, V. Lord Deputy City Clerk A. McLennan 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 2.1 Minutes of June 11, 2025 Moved by Councillor Darling, seconded by Mayor Noade Reardon: RESOLVED that the minutes of June 11, 2025 be approved. MOTION CARRIED. 3. Approval of Agenda Moved by Councillor Harris, seconded by Mayor Noade Reardon: RESOLVED that the agenda of August 21, 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 Envision Saint John: Real Estate and Industrial Development Activities 1 Growth Committee Meeting Open Session August 21, 2025 J. Cyr, Executive Director Real Estate and Industrial Development, Envision SJ, reviewed the submitted presentation and provided information on the role, scope, and support provided to individuals and organizations, to assist in real estate and industrial development in the City of Saint John. Moved by Councillor Ogden, seconded by Mayor Noade Reardon: RESOLVED that the presentation by Envision Saint John: Real Estate Development, be received for information. MOTION CARRIED. 7. Business Matters 7.1 Growth at a Glance Infographic K. Molnar, Manager of Customer Service, reviewed the submitted infographic and highlighted the development trends being seen across the community. Moved by Councillor Harris, seconded by Councillor Darling: RESOLVED that the Growth at a Glance infographic for the period January to July 2025, be received for information. MOTION CARRIED. 7.2 Development Incentives Review Update V. Lord, Housing Officer, reviewed the submitted report “Incentives Review – Update” and discussed the Large-Scale Development Incentive Program, designed to encourage the development of large residential buildings. The program continues to refine the geographic boundaries of the incentive zone 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 deadline established through CMHC’s HAF agreement. Moved by Councillor Ogden, seconded by Councillor Darling: RESOLVED that the submitted report entitled “Incentives Review – Update” be received for information. MOTION CARRIED. 8. Referrals from Common Council 9. Adjournment Moved by Councillor Lowe, seconded by Mayor Noade Reardon: RESOLVED that the open session meeting of the Growth Committee be adjourned. MOTION CARRIED. The open session meeting of the Growth Committee held on August 21, 2025, was adjourned at 12:40 p.m. 2 GROWTH COMMITTEE REPORT Report Date October 23, 2025 Meeting Date October 28, 2025 Service Area Growth and Community Services Chair MacKenzie and Members of the Growth Committee SUBJECT: Updates and transition Plan from the City of Saint John Succeed and Stay Immigration Strategy to Pathways to Belonging Regional Immigration Strategy OPEN OR CLOSED SESSION This matter is to be discussed in Growth Committee Open Session. AUTHORIZATION Primary Author Commissioner/Dept. Head Chief Administrative Officer Ronald Moncada Amy Poffenroth/David Dobbelsteyn J. Brent McGovern d RECOMMENDATION That the Growth Committee recommend that Common Council: 1. Endorse the Pathways to Belonging Regional Immigration Strategy as presented by Envision Saint John and supported by regional partners; and, 2. Transition from the Succeed and Stay Immigration Strategy to the new Pathways to Belonging Regional immigration strategy and direct staff to continue to promote and deliver on the responsibilities of the City in the new regional strategy. EXECUTIVE SUMMARY This report responds directly to the Growth Committee’s request from June 2025 for a transition plan and clarification of municipal roles and responsibilities as the City aligns with the Pathways to Belonging Regional Immigration Strategy. Following the Growth Committee’s endorsement of the Pathways to Belonging strategy, this report outlines how the City of Saint John has performed with the Succeed and Stay Strategy (2022–2032) and how it will transition its responsibilities to align with the new regional Strategy. Significant progress has been made on core immigration targets, with notable achievements including surpassing both settlement and francophone immigration goals ahead of schedule. However, early 2025 trends indicate a decline in admissions, attributed to federal immigration policy changes, underscoring the need for sustained local investment and flexible municipal action within the regional framework. 3 - 2 - The City has invested significantly in supporting newcomer integration and remains committed to embedding the newcomer lens into all municipal service delivery. As the regional Pathways to Belonging strategy takes shape in late 2025, the City will align its contributions with regional plans while safeguarding municipal flexibility to address local priorities. The City’s leadership in selecting newcomer-focused tactics remains an important element of achieving the outcomes associated with the Regional Strategy. As such, the City will continue leading specific municipal tactics and service areas that remain aligned with the Pathways to Belonging strategic goals. PREVIOUS RESOLUTION Growth Committee Resolution of June 11, 2025: 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 City’s Succeed and Stay Immigration Strategy to the Regional Immigration Strategy. Council resolution of November 28, 2022: RESOLVED that: 1. Common Council adopt the Saint John Succeed and Stay Immigration Strategy as our community’s strategy to attract, support and retain immigrants for the next 10 years. 2. The City Manager be directed to create a plan to appropriately resource the City’s obligations to the Immigration Strategy as part of the City’s annual budgeting exercise. 3. The City Manager be directed to bring to Council a negotiated funding agreement to support the delivery of the Immigration Strategy over the next three years with partners such as the Federal and Provincial Government, as well as Envision Saint John, and that up to $135,000 be allocated from the Growth Reserve as the City’s contribution to the immigration strategy. 4. The City Manager be directed to prepare a public roll out of the Immigration Strategy and the results of the City led Succeed and Stay study immediately following Council approval of the immigration strategy. STRATEGIC ALIGNMENT This transition report aligns with the City’s Strategic Plan, Population Growth Framework and Council’s economic “Grow” and “Belong” priorities. The strategy is essential to ensure that Saint John and the broader region remain competitive, welcoming, and well- positioned to attract and retain newcomers in the years ahead. REPORT The development of Pathways to Belonging reflects a regional consensus on the importance of coordination, equity, and responsiveness to evolving newcomer needs. While the new strategy spans multiple jurisdictions and partners, the City’s focus will remain on delivering those tactics that are directly municipal in scope and impact. 4 - 3 - Since November 2022, the City, along with stakeholders, has been working on developing activities established under the tactics of the strategy. The chart below shows the status of those initiatives, indicating whether they have been completed or not, which represents a key input for the development and implementation of the Pathways to Belonging strategy. A detailed analysis of the tactics can be seen in Annex 1, with a summary of their status and owners below: LEADING PARTNER Status City of Saint John Envision SJLIP UNB/ NBCC YMCA / SJNC TOTAL Complete 3 8 1 1 13 Not complete 2 6 2 1 2 13 TOTAL 5 14 3 1 3 26 Out of the 26 tactics, only 2 will not be considered as part of the regional strategy. These tactics are part of Priority 3: Create a pilot program for segmented and targeted skilled immigrant attraction, settlement and retention. In the new strategy, a pilot program is not contemplated; however, there will be a focus on working with SMEs to foster inclusion of skilled immigrants to the labor force. Below is a breakdown of the initiatives that will continue to be operated by the City, given the results they have had under the Succeed and Stay immigration Strategy; the ones where the City is currently participating regarding the regional strategy, and the ones that will transition to Envision/SJLIP as they implement the new strategy: Continuing Responsibilities City of Saint John  Hosting newcomer welcome events such as Welcoming Week, Market Mingle, Passport to Parks and any other welcoming activities.  Support communication strategies related to emergency services, City services and inclusivity.  Promote access to housing information in coordination with partners. Housing Expo in October 2025.  Ethnocultural grant administration and liaising with the ethnocultural communities. Responsibilities of the City within the Pathways to Belonging Regional Strategy  Member of the Saint John Local Immigration Partnership Council and its working tables: o Welcoming Communities  Events Task Force o Newcomer Advisory Panel o Retention working group  International Students Task Force  Participation in the development of new work plans for the regional strategy.  Definition of potential new activities in the strategy that would fall under the City’s responsibility.  Supporting multicultural engagement. 5 - 4 - Responsibilities Transitioning to Regional (SJLIP/Envision)  Immigration website and New Residents Guide (No Wrong Door Approach) *  Strategy coordination and stewardship  Regional measurement and reporting  Regional stakeholder engagement *The Immigration Website, under the No Wrong Door approach, will now be coordinated regionally. As part of the transition to Pathways to Belonging, the City has endorsed the consolidation of newcomer resources under the NewToSaintJohn.ca brand, led by Envision Saint John in collaboration with SJLIP and settlement partners. This consolidation reduces duplication, improves clarity, and strengthens the newcomer experience by aligning the website and New Resident Guide under one coordinated platform. The City has supported these assets since their inception and is committed to a smooth transfer of stewardship, contingent on ongoing consultation with settlement agencies and the maintenance of both digital and physical resources. This transition reflects the City’s investment in building sustainable, regionalized newcomer infrastructure while ensuring consistency, accessibility, and inclusivity for all residents. Status of the Succeed and Stay Strategy Targets Below is a quick update on the targets set for the Succeed and Stay Immigration Strategy, which will be reviewed by the Pathways to Belonging Regional Strategy: 1. Target 1 (Settlement Growth) 2,362 by 2030: 2,340 newcomers settled in 2024, nearly reaching the 2030 goal six years early. Since the adoption of the Succeed and Stay Immigration Strategy in Q4 2022 to Q2 2025, 5,045 permanent residents have been admitted to the City. 2. Target 2 (Francophone Immigration) 20% of total immigration by 2030: 225 French-speaking PRs in 2024, exceeding the year-by-year target, though it is expected that the data for 2025 shows a sharp decline. 3. Target 3 (International Student Enrollment) 25% of total enrollment: UNB-SJ international enrollment rose from 20.6% in 2022–23 to 21.5% in 2024. However, due to the latest changes in immigration policies, 2025 has seen a decrease in enrollment numbers. 4. Targets 4 (Annual Immigration Retention Rate) 90% by 2030: Reliable data gaps remain. One-year retention rate for those admitted in 2021 – 66%. Three- year retention rate for those admitted in 2019 – 54.8% Operational and Resource Considerations Since the adoption of the Succeed and Stay Strategy, the City has committed over $70,000 annually to sustain key projects and partnerships. Continued investment from the City is necessary to:  Preserve gains achieved under the City’s Succeed and Stay Immigration Strategy.  Enable municipal flexibility to respond to emerging local priorities within the regional framework.  Align municipal service delivery with the newcomer lens, as articulated in the City’s own Strategic Plan. 6 - 5 - Next Steps SJLIP is currently developing annual operational plans for implementation beginning in Q4 2025. The City will participate in relevant planning discussions while continuing its work with the activities that have been operationalized already. The City of Saint John will continue to play a critical role, focusing on municipal responsibilities such as welcome ceremonies, emergency services communications, housing information partnerships, and civic inclusion initiatives, while regional bodies assume stewardship of overarching coordination, measurement, and engagement. SERVICE AND FINANCIAL OUTCOMES The City has invested more than $150,000 in the development of resources for newcomers, such as the Newtosaintjohn.ca site, the new resident guide, welcoming events and communications campaigns. Envision Saint John will manage those assests on behalf of the Saint John local immigration partnership and the entire region going forward. Since 2023, the annual budget allocation for the City’s immigration strategy implementation has been $67,500 for the implementation of the Succeed and Stay strategy. SJLIP is urging the City to continue with its investment in supporting newcomers and the City intends to continue with the allocation of this funding internally to maintain the activities that have been operationalized thanks to the Succeed and Stay immigration Strategy and to support initiatives under the Pathways to Belonging strategy that impact the City’s priorities and its 10 year strategic plan. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Name of Service Area/Stakeholder Name of Staff Person GCO Jacqueline Boucher IT Sarah Ranson External Relations Lisa Kennedy Growth and Community Services David Dobbelsteyn Blaze Studios Andrew MacKinnon Envision Saint John Andrew Beckett Envision Saint John Daniel Rito ATTACHMENTS Annex 1: Current Status and Transition of Tactics Succeed and Stay Immigration Strategy Annex 2: Pathways to Belonging Regional Immigration Strategy Envision Saint John Annex 3: 2025 Regional Immigration Strategy - Growth Committee Presentation June 11 Annex 4: Growth Committee Transition Plan Presentation October 28-2025 . Click here to enter text. . . . 7 Annex 1: Current Status and Transition of Tactics Succeed and Stay Immigration Strategy Succeed and Stay Priority Succeed and Stay Tactic Status Owner Transition Considerations 1. Establish a ‘no wrong door’ approach to immigration support services that enables customized support based on immigrant needs Tactic 1: Establish a services inventory process to identify lead organizations/contacts for specific services and programs Complete Envision No - It is operational now. The inventory is established and will continue to be updated on a regular basis by the SJLIP. Tactic 2: Create a model for newcomer navigation Not complete Envision Yes In the Regional Strategy was considered under Pillar 1: Coordinated Support and Advocacy. Objective 1: The immigration ecosystem shares a single source of truth Tactic 3: Continue with the development of an immigration website that acts as a no wrong door gateway to the immigration ecosystem Complete City of Saint John No - It is operational now. The website is established and will continue to be updated on a regular basis by the SJLIP. There will be a transfer of ownership along with the New Resident Guide. Tactic 4: Continue to pilot a physical welcome centre within Saint John Complete Envision No – It is operational now. The welcome centres are established and will continue to be operated by Envision Saint John. 2. Better communicate Saint John’s offerings to newcomers Tactic 1: Define a strong value proposition and supporting key messages Complete Envision No – It is operational now. The Saint John Region messaging will continue to be used as a unified voice. Tactic 2: Promote value proposition and key messages across existing channels Complete Envision No – It is operational now. The Saint John Region messaging will continue to be used as a unified voice across own and partner's channels. Tactic 3: Promote immigration services with simple marketing campaign Not complete Envision Yes In the Regional Strategy was considered under Pillar 1: Coordinated Support and Advocacy; Objective 1: The immigration ecosystem shares a single source of truth 8 Tactic 4: Establish collaborative welcome events Complete City of Saint John No – It is operational now. The Welcoming Events taskforce for Saint John is established and is part of the SJLIP working groups. It will continue to be supported by the City. Tactic 5: Develop a specific communications strategy for Emergency Services Not complete City of Saint John Yes In the Regional Strategy was considered under Pillar 1: Coordinated Support and Advocacy; Objective 1: The immigration ecosystem shares a single source of truth. This will continue with a focus on partnering with policing and justice authorities to enhance newcomer safety and community engagement. City of Saint John will continue to be the leader. 3. Create a pilot program for segmented and targeted skilled immigrant attraction, settlement and retention Tactic 1: Establish comprehensive engagement with employers across core employment sectors within Saint John Not complete Envision Yes This objective becomes more specific in the regional immigration strategy, targeting SMEs. Pillar 3: Economic and Educational Opportunities for All. Objective 1: SMEs understand the value of hiring newcomers, and support their inclusion Tactic 2: Develop a sector targeted immigration attraction campaign Not Complete Envision No This tactic won't continue as it was identified it is not the role of the ecosystem, but rather ONB, INB and IRCC. Advocacy will be key to moving this topic. Tactic 3: Create a skilled workforce retention program for identified sectors Complete YMCA Newcomer Connections Yes – To be operationalized. This objective becomes more specific in the regional immigration strategy, targeting SMEs. Pillar 3: Economic and Educational Opportunities for All. Objective 1: SMEs understand the value of hiring newcomers, and support their inclusion 9 Tactic 4: Develop a university and college internship program for identified sectors Not complete UNB and NBCC Yes This objective becomes more targeted to focus on working with post-secondary to target gaps and challenges faced by international students. Pillar 3: Economic and Educational Opportunities for All. Objective 2: Strong collaboration on bridging the skills gap with industry partners Tactic 5: Measure and communicate results to provincial and federal partners Not complete Envision No This is not needed as a pilot program will not be created. The regional strategy will have a focus on working with SMEs. 4. Expand and improve immigration- focused communications for Saint Johners Tactic 1: Measure, report and analyze current campaign learnings Complete SJLIP No This was based on the See My Value Campaign. Tactic 2: Improve communications campaign for citizens (See My Value) Complete Envision Yes – To be operationalized. This will continue as an annual inclusivity campaign. Pillar 2: Welcoming and Inclusive Communities. Objective 2: Bridge the cultural divide between long-term residents and newcomers to foster mutual understanding, respect and community cohesion Tactic 3: Develop communications campaign for employers Complete Envision Yes – To be operationalized. These coordinated efforts can continue through the work of the Strategic Workforce Partnership (SWP) with an MOU to an Employment and Training Working Group. Pillar 3: Economic and Educational Opportunities for All. Objective 1: SMEs understand the value of hiring newcomers, and support their inclusion 10 5. Expand and improve core settlement to address key gaps in journey Tactic 1: Expand services and corresponding communications to families Not complete YMCA Newcomer Connections Yes – To be operationalized. This tactic originated out of the need to support international students and spouses (particularly from the AIP program) however the ecosystem has adapted greatly to the need of non-PR immigrants. The new tactic will focus around ensuring that as programs expand and change, they are integrated into the ecosystem and well-communicated. Pillar 1: Coordinated Support and Advocacy; Objective 1: The immigration ecosystem shares a single source of truth. Tactic 2: Ensure immigration services are offered in both official languages Not complete SJLIP Yes In the Regional Strategy, this is included in Pillar 2: Welcoming and Inclusive Communities. Objective 1: The ecosystem has consistent and high-quality use of both official languages to bridge linguistic divides Tactic 3: Strengthen existing buddy programs and include ethnocultural groups Not complete YMCA Newcomer Connections Yes – To be reformulated. Working through this tactic, it was discussed that a centralized buddy system would not end up being effective. To rework this, it is being proposed to share best practices for volunteering with groups, including ethnocultural groups. Pillar 2: Welcoming and Inclusive Communities. Objective 2: Bridge the cultural divide between long-term residents and newcomers to foster mutual understanding, respect and community cohesion Tactic 4: Improve access to available housing information Not complete City of Saint John Yes – To be operationalized. The City has been working with the SJNC to coordinate support in creating a bigger, well- attended Housing Expo. Pillar 1: Coordinated Support and Advocacy. Objective 1: The immigration ecosystem shares a single source of truth. Tactic 5: Integrate expanded settlement services into immigration ecosystem Not complete SJLIP Yes In the Regional Strategy, this is included in Pillar 1: Coordinated Support and Advocacy. Objective 1: The immigration ecosystem shares a single source of truth. 11 6. Enhance focus and positioning of Why Saint John to provincial and federal partners Tactic 1: Develop an annual report with compelling positioning (2024) Not complete Envision Yes. An annual progress report is recommended as one of the KPIs of the Pathways to Belonging Immigration Strategy. Tactic 2: Engage provincial and federal partners and develop plans to action key immigration opportunities Complete Envision No As Envision’s mandate, they will continue to engage provincial and federal partners around immigration in the region. 7. Create a dedicated resource to support the City's accountabilities Complete City of Saint John No City of Saint John has a dedicated staff to continue to support the operationalized initiatives started by the City which will continue to impact the regional strategy. Pillar 1: Coordinated Support and Advocacy. Objective 2: A strong ecosystem that fosters collaboration and communication 8. Regionalize the strategy Complete Envision No It is now Envision's and SJLIP's role to engage municipalities and key stakeholders in the success of the new strategy. 12 PATHWAYS TO BELONGING A COLLABORATIVE VISION FOR NEWCOMER SUCCESS IN THE SAINT JOHN REGION STRATEGIC PLAN FOR 2025-2030 13 As co-chairs of the Saint John Local Immigration Partnership (SJLIP), we are proud to present this Regional Immigration Strategy, a road map designed to support and sustain the growth and integration of newcomers in our region. Immigration is vital to the vibrancy and sustainability of our community. It enriches us culturally, enhances our economic resilience, and ensures the continued development of our workforce. At a time when global movement and local opportunity intersect more than ever, our region stands at the forefront of embracing diversity and fostering inclusivity. This strategy reflects the collective efforts of stakeholders across sectors—businesses, government, community organizations, and individuals—who are committed to making our region a welcoming and inclusive place for all. Through extensive consultation and collaboration, we have identified key priorities and actionable steps to attract, retain, and empower newcomers. Our vision is clear: to create a community where newcomers not only choose to settle but also thrive. From encouraging community collaboration and strengthening supports for employment, to celebrating the cultural contributions of our immigrant population, this strategy outlines a comprehensive approach to building a stronger, more cohesive region. We extend our deepest gratitude to all those who contributed to this strategy. Your insights, experiences, and dedication have been invaluable in shaping its direction. We also recognize the remarkable resilience and aspirations of newcomers, whose stories inspire this work every day. Together, we can build a future where everyone has the opportunity to belong, succeed, and contribute to the shared prosperity of our region. Let us help them succeed and stay. MOHAMED BAGHA & ANDREW BECKETT SJLIP CO-CHAIRS 14 REGIONAL POPULATION GROWTH FROM 2015-2024 (NET): 14,016 PEOPLE (10.91%) COMPONENTS OF GROWTH BETWEEN 2015-2024: Permanent Residents: 10,904 Non Permanent Residents: 3,719 INTERNATIONAL STUDENTS 2019 – 2025: 2,997 FIVE-YEAR RETENTION RATE: 6 OUT OF 10 newcomers stayed in the region five years after arrival. EDUCATION LEVEL: Between 2015 – 2023 62.2% of immigrants to the Saint John Region were highly skilled and held post- secondary education. AGE DEMOGRAPHICS (LABOUR FORCE): Between 2015-2023 72.5% of immigrants to the Saint John Region were working age. POPULATION FORECASTING: By 2030 – the regional population is forecasted to sit at 159,644 which is a growth of 17,211 people or 12.2% between 2024-2030. LABOUR FORCE FORECASTING: By 2030 – the regional labour force is expected to grow to 84,900 Increasing 11.9% between 2024 and 2030. 15 STRATEGIC PLAN FOR 2025-2030DEFINITIONS DEFINITIONS IMMIGRANT An immigrant is a person who moves to Canada from another country with the intention of settling permanently. Immigrants can be granted permanent resident status, allowing them to live and work in Canada indefinitely. They can apply for Canadian citizenship after fulfilling residency requirements. Canada admits immigrants through several streams, including economic immigration (e.g., Provincial Nominee Program, Express Entry), family sponsorship, and refugee resettlement programs. INTERNATIONAL STUDENT An international student is a foreign national who comes to Canada on a temporary basis to pursue education. These students hold study permits that allow them to attend Canadian educational institutions (e.g., universities, colleges, high schools). International students may be eligible for post-graduate work permits (PGWP) after completing their studies, allowing them to work in Canada for a limited time. Some may transition to permanent residency through immigration pathways like the Canadian Experience Class or Provincial Nominee Program. REFUGEE A refugee is a person who has fled their home country due to a well-founded fear of persecution based on race, religion, nationality, political opinion, or membership in a particular social group. Canada resettles refugees mainly through two programs: Government-Assisted Refugees (GARs): Refugees who are resettled to Canada through the assistance and sponsorship of the Canadian government. Privately Sponsored Refugees (PSRs): Refugees sponsored by private groups or individuals in Canada. Refugees are granted permanent resident status upon arrival in Canada. NEWCOMER The term newcomer broadly refers to individuals who have recently arrived in Canada. It can apply to anyone who has moved to Canada, including immigrants, refugees, and international students. For this document, newcomer is used to describe people in the first five years of their integration process, particularly as they adapt to Canadian society, access services, and establish themselves in the country. This group may consist of people who have immigrated to the Saint John Region directly from another country, those who arrived in New Brunswick from another country and then moved to the Saint John Region or those who migrated from another Canadian province. 16 STRATEGIC PLAN FOR 2025-2030TABLE OF CONTENTS 01. EXECUTIVE SUMMARY 02. DEVELOPMENT OF THE STRATEGY Methodology Project Phases Key Principles 03. STRATEGIC PLAN Vision Mission Strategic Pillars, Initiatives and Actions (SOMIA) STRATEGIC PILLAR: Coordinated Support and Advocacy STRATEGIC PILLAR: Welcoming and Inclusive Communities STRATEGIC PILLAR: Economic and Educational Opportunities for All TABLE OF CONTENTS 04. COORDINATION OF THE STRATEGIC PLAN Alignment and accountability 05. CONCLUSION 06. BIBLIOGRAPHY 07. STEERING COMMITTEE AND ECOSYSTEM 17 STRATEGIC PLAN FOR 2025-2030 01. EXECUTIVE SUMMARY PATHWAYS TO BELONGING: A Collaborative Vision for Newcomer Success in the Saint John Region 1. 18 EXECUTIVE SUMMARY Pathways to Belonging: A Collaborative Vision for Newcomer Success in the Saint John Region, presents a comprehensive framework designed to attract, integrate, and retain newcomers while fostering inclusivity and promoting regional growth in the Saint John Region. The strategy emphasizes systemic change, inclusivity, and collective action to address critical gaps and leverage opportunities within the newcomer ecosystem. The vision articulated in the strategy seeks to create a region that welcomes newcomers, fosters their aspirations, and champions inclusivity. Its mission underscores the importance of collaboration and open communication to drive systemic change, enhance diversity, and build equitable communities supported by sustainable solutions for newcomers. The strategy recognizes and builds upon existing success within the region’s ecosystem. The foundation provided by the Succeed & Stay Immigration Strategy, 20221 has delivered many positive results for the region. Key initiatives derived from that strategy include collaborative welcome events, job fairs, service navigation tools, and a comprehensive newcomer website. These efforts, along with broader ecosystem achievements such as newcomer entrepreneurship, demonstrate ongoing success and should continue to be strengthened. The strategy underscores the necessity of addressing systemic racism as a significant barrier to newcomer success. Building on insights from recent research in New Brunswick2, the strategy advocates for consistent anti-racism education tailored to varying levels of understanding. Such efforts are vital for dismantling biases, promoting inclusion, and fostering equity within the community and broader ecosystem. The strategy is supported by three core pillars, each with distinct initiatives and measurable outcomes. The first pillar, Coordinated Support and Advocacy, focuses on establishing shared communications, creating coordinated access models, and fostering collaboration among ecosystem partners. The second pillar, Welcoming and Inclusive Communities, prioritizes enhancing bilingual services, promoting cultural exchange, and building stronger connections between newcomers and long-term residents. The third pillar, Economic and Educational Opportunities for All, emphasizes aligning newcomer skills with industry needs, supporting small and medium-sized enterprises (SMEs) in hiring newcomers, and addressing the unique challenges faced by international students and their families. The methodology underpinning the strategy involves a phased approach—Analyze, Rethink, Transform—which integrates data- driven insights, stakeholder collaboration, and iterative validation. Data collection was varied and triangulated to ensure integrity. Key activities included a literature review specific to New Brunswick, one- on-one interviews3, stakeholder engagement through workshops and surveys, systems and asset mapping to identify barriers and gaps, and strategic retreats to refine priorities. This method ensures that the strategy is grounded in actionable and evidence-based solutions. The Saint John Local Immigration Partnership (SJLIP) will oversee the strategy’s implementation and coordination, ensuring alignment among stakeholders, establishing sub-committees to address key priorities, and monitoring progress through shared metrics. By addressing systemic barriers, fostering collaboration, and supporting initiatives such as newcomer entrepreneurship and anti-racism education, the Saint John Region Immigration Strategy sets forth a bold and transformative vision. This vision positions the region as a leading destination for newcomers, driving social cohesion, economic growth, and a more inclusive community for all. This strategy acknowledges systemic challenges—from healthcare and poverty to transportation, education, and beyond—which the SJLIP and the ecosystem are well-positioned to advocate for systemic change. In addition, municipalities/local communities within the region must develop their own operational plans that align with this strategy and give consideration to how their services are delivered through the lens of a newcomer. 1 City of Saint John, 2022 2 Varma, 2022 3 Interviews were conducted with newcomers who had left the SJR as well as municipal and provincial civil servants and elected officials. STRATEGIC PLAN FOR 2025-2030 PATHWAYS TO BELONGING: A Collaborative Vision for Newcomer Success in the Saint John Region 2. EXECUTIVE SUMMARY Development of the Strategy Strategic Plan Coordination of the Strategic Plan Conclusion Bibliography Steering Committee and Ecosystem Partner List 19 ACKNOWLEDGEMENT: The authors and stakeholders of this process have consistently acknowledged the landscape and the people of this region, both prior to European contact and during the subsequent development of this part of Canada. Accordingly, discussions emphasized priorities such as the recognition that the Saint John River is situated on the traditional territory of the Wolastoqiyik/Maliseet. The Wolastoqiyik/Maliseet, along with their Indigenous neighbours—the Mi’kmaq/Mi’kmaw and Passamaquoddy/Peskotomuhkati—entered into Peace and Friendship Treaties with the British Crown in the 1700s, which affirmed and protected their rights to lands and resources. Moreover, the Saint John Region is home to a multigenerational Black community, many members of which have faced and continue to face systemic anti-Black racism. Nevertheless, the Black community has nurtured numerous advocates for inclusion and contributed significantly to fostering a welcoming and inclusive environment. Finally, this acknowledgment recognizes the essential role that immigration has played in shaping the development of the Saint John Region and Canada as a whole. STRATEGIC PLAN FOR 2025-2030 PATHWAYS TO BELONGING: A Collaborative Vision for Newcomer Success in the Saint John Region 3. EXECUTIVE SUMMARY Development of the Strategy Strategic Plan Coordination of the Strategic Plan Conclusion Bibliography Steering Committee and Ecosystem Partner List 20 02. DEVELOPMENT OF THE STRATEGY STRATEGIC PLAN FOR 2025-2030 PATHWAYS TO BELONGING: A Collaborative Vision for Newcomer Success in the Saint John Region 4. 21 4 City of Saint John, 2022 STRATEGIC PLAN FOR 2025-2030 PATHWAYS TO BELONGING: A Collaborative Vision for Newcomer Success in the Saint John Region 5. DEVELOPMENT OF THE STRATEGY In 2022, the City of Saint John published its Immigration Strategy (Succeed & Stay Saint John Immigration Strategy), which outlined a bold vision for fostering growth, inclusion, and sustainability through newcomer attraction, integration, and retention. This strategy served as a critical framework for addressing systemic barriers and leveraging the potential of immigration to meet the region’s demographic and economic needs. The strategy emphasized several key objectives, including enhancing collaboration among stakeholders and expanding support for newcomers. Two important factors from the 2022 Immigration Strategy have catalyzed this new exercise: 1. DEVELOPING A REGIONAL STRATEGY One of the core tactics identified in the 2022 strategy was the need to regionalize the approach, transitioning from a city-centric perspective to a regional framework. This recognizes the interconnectedness of immigration success across municipalities within the Saint John Region. While the city receives the majority of newcomers to the region, this recognizes the importance of ensuring that all municipalities are equipped to support and integrate newcomers effectively. A regionalized strategy ensures shared resources, aligned goals, and coordinated efforts among municipalities, settlement agencies, employers, and other stakeholders to create a more cohesive and welcoming environment for newcomers. 2. UPDATING THE DATA LANDSCAPE The data collected for the 2022 strategy was primarily gathered in 2019 and 2020, prior to the transformative impacts of the COVID-19 pandemic, economic shifts, and changes in immigration policies. These factors have reshaped the newcomer experience, labour market demands, housing availability, and community integration dynamics. This updated exercise provides an opportunity to reflect the current realities, ensuring that the strategy is both relevant and responsive to emerging challenges and opportunities. Building upon the foundation of the Succeed & Stay Saint John Immigration Strategy, 20224, this initiative aims to provide a comprehensive, data-driven, and regionally inclusive plan. It seeks to address critical gaps, enhance coordination, and position the Saint John Region as a leader in creating welcoming and thriving communities for newcomers. This new strategy is not just an extension of the past but a forward-thinking blueprint for lasting impact. Executive Summary DEVELOPMENT OF THE STRATEGY Strategic Plan Coordination of the Strategic Plan Conclusion Bibliography Steering Committee and Ecosystem Partner List 22 METHODOLOGY The Saint John Region’s Immigration Strategy employs a comprehensive, phased methodology designed to recognize existing documentation and plans relevant to the Saint John Region, while ensuring inclusive stakeholder engagement, robust analysis, and actionable outcomes. The first layer of data was established through a literature review of key documents supplied by Envision Saint John. The second layer of data arrived from one-on-one interviews as well as community consultations. All of this information informed the final two key stakeholder strategic planning discussions. The consultative approach is rooted in the ART framework (Analyze, Rethink, Transform)5 and incorporates a sequence of structured activities that integrate diverse perspectives, collaborative planning, and iterative validation. 5 Use of Proprietary Methodology : This strategy builds upon O Strategies Inc.’ proprietary strategic planning methodology, which has been specifically adapted to the unique needs of the Saint John Region. STRATEGIC PLAN FOR 2025-2030 PATHWAYS TO BELONGING: A Collaborative Vision for Newcomer Success in the Saint John Region 6. Executive Summary DEVELOPMENT OF THE STRATEGY Strategic Plan Coordination of the Strategic Plan Conclusion Bibliography Steering Committee and Ecosystem Partner List 23 STRATEGIC PLAN FOR 2025-2030 PATHWAYS TO BELONGING: A Collaborative Vision for Newcomer Success in the Saint John Region 7. 1. ANALYZE PHASE The Analyze phase focused on gathering data, identifying systemic barriers, and exploring opportunities to strengthen the region’s newcomer ecosystem. This phase included the following key activities: • Stakeholder Engagement: A two-hour steering committee meeting identified key stakeholders, roles, and project milestones. This meeting established a shared purpose for the project. • Current State Assessment: Analysis of demographic and labour market data contextualized the region’s immigration trends and needs. • Surveys and Interviews: • Surveys (342 respondents) distributed to residents, including newcomers captured insights into community needs, service gaps, and opportunities. • In-depth interviews with emigrated newcomers provided critical insights into challenges like integration barriers and incentives for retention. • Municipal and industry partner interviews revealed key perspectives on regional labour market needs and system gaps. PROJECT PHASES • Newcomer and Resident Dialogues: Two bilingual dialogue sessions in September 2024 engaged 44 participants to surface hopes, fears, and actionable ideas for building an inclusive community. • Systems Mapping Workshop: Twenty-eight ecosystem partners co-created visual representations of the newcomer ecosystem, identifying systemic barriers, resource limitations, and opportunities for better collaboration. • Asset Mapping: This exercise highlighted strengths and service gaps in the regional newcomer support network. Executive Summary DEVELOPMENT OF THE STRATEGY Strategic Plan Coordination of the Strategic Plan Conclusion Bibliography Steering Committee and Ecosystem Partner List 24 STRATEGIC PLAN FOR 2025-2030 PATHWAYS TO BELONGING: A Collaborative Vision for Newcomer Success in the Saint John Region 8. 2. RETHINK PHASE The Rethink phase leveraged the findings from the Analyze phase to guide collaborative decision-making and strategic planning. Key steps in this phase included: • Strategic Planning Retreat: Stakeholders reviewed findings and engaged in discussions to set strategic priorities, objectives, and key results. • SOMIA Session: A Sense-Making, Opportunities, Metrics, Integration, and Alignment (SOMIA) workshop brought ecosystem partners together to refine strategic insights, explore opportunities, and draft preliminary recommendations. • Drafting the SOMIA Document: Insights from the SOMIA session were synthesized into a formal document, which served as the basis for validation and subsequent planning stages. • Validation Session: Stakeholders convened to review and validate the draft strategy, ensuring alignment and buy-in across the ecosystem. 3. TRANSFORM PHASE The Transform phase focused on finalizing and operationalizing the strategy through a coordinated and collaborative approach. Steps included: • Evaluation Framework Development: In a SJLIP Council meeting, stakeholders collaboratively designed an evaluation framework, incorporating social impact KPIs and metrics to measure progress. • Roles and Responsibilities: Partners defined clear roles, responsibilities, and accountability measures to ensure successful implementation. • Coordination Model: A structured coordination model was developed to streamline efforts and enhance collaboration across the ecosystem. Executive Summary DEVELOPMENT OF THE STRATEGY Strategic Plan Coordination of the Strategic Plan Conclusion Bibliography Steering Committee and Ecosystem Partner List 25 STRATEGIC PLAN FOR 2025-2030 PATHWAYS TO BELONGING: A Collaborative Vision for Newcomer Success in the Saint John Region 9. KEY PRINCIPLES • Inclusivity: The methodology ensures that diverse voices— including newcomers, employers, municipal leaders, and service providers are incorporated throughout the process. • Collaboration: Engaging stakeholders in all phases fosters shared ownership and collective responsibility for the strategy’s success. • Data-Driven: Decisions are informed by qualitative and quantitative data collected through surveys, interviews, and workshops. • Iteration: Feedback loops, such as the validation session, ensure the strategy evolves to reflect emerging insights and maintain stakeholder alignment. This robust methodology ensures that the Saint John Region’s Immigration Strategy is grounded in evidence, shaped by collaboration, and designed for long-term impact. By integrating thoughtful analysis, collaborative decision-making, and structured implementation planning, this approach positions the region to achieve its vision of becoming a welcoming, inclusive community for all newcomers. Executive Summary DEVELOPMENT OF THE STRATEGY Strategic Plan Coordination of the Strategic Plan Conclusion Bibliography Steering Committee and Ecosystem Partner List 26 PATHWAYS TO BELONGING: A Collaborative Vision for Newcomer Success in the Saint John Region 10. KEY THEMES FOR CONSIDERATION 1. NEWCOMER INTEGRATION AND SUPPORT While the region has made significant strides in becoming more welcoming, the data highlights gaps in employment opportunities, credential recognition, healthcare access, and affordable housing. These barriers affect not only the integration process but also the retention of newcomers. Stakeholders should focus on addressing these systemic gaps by improving service delivery, enhancing pre-arrival information, and fostering collaboration between settlement agencies and employers. 2. COMMUNITY AND SENSE OF BELONGING Survey respondents consistently reported that the region feels “friendly but not welcoming,” reflecting a need to deepen engagement efforts that go beyond initial reception. Creating opportunities for social integration, reducing isolation, and encouraging meaningful connections between long-term residents and newcomers will be key to enhancing the sense of belonging. Stakeholders should consider expanding community programs, supporting ethno-cultural associations, and building more inclusive civic engagement opportunities. As a result of the engagement with ecosystem members throughout the strategic planning process, the following themes have emerged. The Regional Strategic Plan that follows establishes an action plan to respond to these themes. STRATEGIC PLAN FOR 2025-2030Executive Summary DEVELOPMENT OF THE STRATEGY Strategic Plan Coordination of the Strategic Plan Conclusion Bibliography Steering Committee and Ecosystem Partner List 27 STRATEGIC PLAN FOR 2025-2030 PATHWAYS TO BELONGING: A Collaborative Vision for Newcomer Success in the Saint John Region 11. 4. ECONOMIC CHALLENGES AND EMPLOYMENT Employment is a central factor influencing newcomer satisfaction and retention. Many newcomers struggle with underemployment, with significant challenges related to credential recognition and access to professional networks. The Newcomer Employment Champion Program has had success but must be scaled and diversified across industries to meet the demand. The strategic plan should explore ways to further engage local employers, and create pathways to employment for newcomers. 5. HOUSING AND INFRASTRUCTURE Affordable housing and public transportation emerged as critical areas needing improvement. The housing crisis, in particular, is affecting newcomers’ ability to establish stable lives in the region. Stakeholders should prioritize affordable housing initiatives and ensure newcomers have access to reliable public transportation that connects them to employment, education, and community services. 3. RACISM AND DISCRIMINATION Despite progress in fostering a more inclusive region, many newcomers report experiencing racism and discrimination. These experiences negatively impact a newcomer’s ability to integrate and feel a true sense of belonging. Addressing systemic racism must be a core priority of the strategy. Stakeholders should invest in anti-racism education, encourage inclusive hiring practices, and strengthen reporting mechanisms for discrimination. Building trust through community dialogues and amplifying newcomer voices in decision- making processes will be key to fostering a truly welcoming environment. Executive Summary DEVELOPMENT OF THE STRATEGY Strategic Plan Coordination of the Strategic Plan Conclusion Bibliography Steering Committee and Ecosystem Partner List 28 STRATEGIC PLAN FOR 2025-2030 PATHWAYS TO BELONGING: A Collaborative Vision for Newcomer Success in the Saint John Region 12. 6. YOUTH AND FAMILY RETENTION The integration of families, particularly youth, requires targeted efforts. Programs focused on youth engagement, education, and after-school activities will be pivotal in retaining young families. Family programming that addresses the needs of spouses and children should be expanded. 7. SYSTEM COORDINATION AND COLLABORATION The system mapping exercise highlighted the need for greater coordination among service providers. Duplication of services, lack of collaboration, and strained resources were frequently cited as challenges. Stakeholders should consider how to streamline services, increase cross-sector collaboration, and build a more cohesive ecosystem that supports newcomers from arrival through long-term integration. Executive Summary DEVELOPMENT OF THE STRATEGY Strategic Plan Coordination of the Strategic Plan Conclusion Bibliography Steering Committee and Ecosystem Partner List 29 03. STRATEGIC PLAN STRATEGIC PLAN FOR 2025-2030 PATHWAYS TO BELONGING: A Collaborative Vision for Newcomer Success in the Saint John Region 13. 30 STRATEGIC PLAN FOR 2025-2030 PATHWAYS TO BELONGING: A Collaborative Vision for Newcomer Success in the Saint John Region 14. STRATEGIC PLAN Strategic planning is more than a road map—it is a bold blueprint for systemic change. This strategic plan is not about maintaining the status quo - it is a call to action to address critical gaps, challenge existing barriers, and create a more inclusive, supportive, and thriving environment for newcomers in the Saint John Region. It reflects a commitment to transformation and progress, ensuring that the region evolves into a destination where newcomers can truly belong, succeed, and prosper. This plan has been co-created by a diverse group of ecosystem partners, including municipal leaders, settlement agencies, businesses, educational institutions, and community organizations. Through collaboration and collective insight, the Saint John Region’s stakeholders have identified systemic challenges and opportunities that must be addressed to unlock the full potential of immigration for the region. Recognizing the importance of a cohesive approach, this strategy underlines the need for the regions’ municipalities and communities to develop their own corporate plans in alignment with this plan and the ecosystems’ non-profit organizations. Such plans should integrate initiatives that foster a strong internal culture, set and achieve environmental, social and governance impact targets, provide comprehensive Equity, Diversity and Inclusion (EDI) training, service accessibility or availability, among other efforts. The SJLIP will take the lead in developing key performance indicators (KPIs) to measure the success of this strategy. These KPIs will prioritize social impact, ensuring that progress is evaluated not just in numbers, but in meaningful outcomes for newcomers, their families, and the community. By focusing on areas such as inclusion, equity, and integration, the KPIs will provide a clear framework for tracking and enhancing the region’s capacity to support newcomers. Most elements within this strategic plan represent identified gaps or areas that require significant improvement. Whether it’s addressing barriers to employment, or fostering deeper social integration, this plan is designed to confront the challenges head-on, while maintaining what works within the system. Below is the vision, mission and strategies that aims to not only attract newcomers but also empower them to stay, grow, and contribute to the community’s success. Together, we can create a future that is inclusive, equitable, and sustainable for all. Executive Summary Development of the Strategy STRATEGIC PLAN Coordination of the Strategic Plan Conclusion Bibliography Steering Committee and Ecosystem Partner List 31 STRATEGIC PLAN FOR 2025-2030 PATHWAYS TO BELONGING: A Collaborative Vision for Newcomer Success in the Saint John Region 15.COORDINATED SUPPOR T AND ADVOCACYINCLUSIVE C O M M U N IT IESWELCO M I N G A N D ECONO M I C A ND EDUCATIONAL OPPOR T U N I T I ES FOR ALLPATHWAYS TO BELONGING: A collaborative Vision for Newcomer Success in the Saint John Region to foster mutual understanding, respect, and community cohesion lo ng-term residents and newcomers Bridge the cultural divide betweenGreater coordination around challenging systemic racismA strong ecosystem that fosters collaboration & communicationT h e im m ig r a t i o n ecos y s te m s h a r e s a sing le s o u r c e o f t r u t h Strong collaboration on bri dging the skills gap wi th industry partnersSME’S understand the value of hiring newcomers, and support their inclusion offici a l l a n g u a g e s to b rid ge linguistic dividescons i s t e n t a n d h ig h -q uality use of both Th e i m m ig r a tio n e cosystem hasVISION A Saint John Region that welcomes newcomers, supports their dreams, and champions inclusivity. MISSION Through collaboration and open communication, we drive change, foster diversity, and create welcoming, equitable communities with sustainable solutions for newcomers. Executive Summary Development of the Strategy STRATEGIC PLAN Coordination of the Strategic Plan Conclusion Bibliography Steering Committee and Ecosystem Partner List 32 STRATEGIC PLAN FOR 2025-2030 PATHWAYS TO BELONGING: A Collaborative Vision for Newcomer Success in the Saint John Region 16. STRATEGIC PILLARS, INITIATIVES AND ACTIONS (SOMIA) STRATEGIC PILLAR:STRATEGIC PILLAR: COORDINATED SUPPORT AND ADVOCACY This pillar ensures the immigration ecosystem operates as a cohesive and well-coordinated network, enabling stakeholders to collaborate effectively. It focuses on creating a single source of truth for resources, data, and projects through a centralized Open Data Portal. By streamlining access and reducing duplication of efforts, the pillar facilitates the development of coordinated access and assessment models and promotes a unified approach to addressing systemic racism. Through education campaigns, community engagement, and collaborative advocacy, this pillar aims to foster an inclusive and supportive environment for newcomers and immigrants. 6 The term “Open Data Portal” was the language used in the retreats to suggest the creation of a shared platform where stakeholers could communicate and update others on actions and plans. EXPECTED RESULTS: • The Local Immigration Partnership (SJLIP) is established as a convening and coordinating body for immigration-related efforts in the Saint John Region. • Enhanced communication and collaboration among ecosystem partners through shared systems and regular meetings. • Shared performance metrics enable consistent tracking of ecosystem success. • Municipalities are recognized as key players in the newcomer ecosystem, actively contributing to strategy implementation and alignment with local priorities. • Strengthened municipal capacity to support newcomer integration through tailored policies, programs, and community engagement initiatives. • Ecosystem partners collaboratively advocate for social changes impacting newcomers. • Number of active sub-committees and regularity of their meetings. • Adoption and use of shared folders or information-sharing systems by ecosystem partners. • Development and tracking of shared KPIs with progress reported to all partners. • Partner feedback on improved collaboration and communication through surveys or interviews. • Number of advocacy issues ecosystem partners collaborative address. Empower the SJLIP to convene ecosystem partners around collective opportunities and issues. Champion: TBD Develop a structure & hold regular ecosystem meetings with outcome-based goals for municipalities. Develop a structure & hold regular ecosystem meetings with outcome-based goals for francophone communities. Develop a structure & hold regular ecosystem meetings with outcome-based goals for indigenous communities. Build an information-sharing system (ex: shared folders) for communication on events, holiday programming, and information sessions. Establish shared KPIs for ecosystem performance tracking. Convene ecosystem partners around advocacy to address service or programming gaps and emergent situations. A STRONG ECOSYSTEM THAT FOSTERS COLLABORATION AND COMMUNICATION EXPECTED RESULTS: • A centralized platform provides streamlined access to resources, data, and projects for all stakeholders in the immigration ecosystem. • Improved coordination and reduced duplication of efforts across organizations in the Saint John Region. • Feasibility of coordinated access and assessment models is assessed and actioned as appropriate. • Completion and launch of an Immigration Ecosystem Open Data Portal within a defined timeline. • Completion of the feasibility study on Coordinated Access and Assessment models and actionable recommendations. • User Satisfaction of the Open Data Portal Create a shared platform to streamline the immigration ecosystem data sharing & distribution. Champion: TBD Explore Coordinated Access and Assessment models*. Champion: TBD Create an ecosystem- wide service navigation model for newcomers and immigrants. Champion: TBD Streamline access to resources, projects, and key information for organizations in the Saint John Region Immigration ecosystem. Develop an “Open Data Portal6” funded and regularly updated to serve as a centralized information hub. Conduct a feasibility study. Conduct Stakeholder Engagement & Service Mapping Review Current Navigation Framework & Integrate with the Open Data Portal. Create a plan to coordinate and sustain and launch the ecosystem-wide service navigation model THE IMMIGRATION ECOSYSTEM SHARES A SINGLE SOURCE OF TRUTH OBJECTIVES MEASURES INITIATIVES ACTIONS Executive Summary Development of the Strategy STRATEGIC PLAN Coordination of the Strategic Plan Conclusion Bibliography Steering Committee and Ecosystem Partner List 33 STRATEGIC PLAN FOR 2025-2030 PATHWAYS TO BELONGING: A Collaborative Vision for Newcomer Success in the Saint John Region 17. 7 Employment and Social Development Canada (2019) *Notes: A Coordinated Access and Assessment model is a model that exists in the homelessness sector. Here is the proposed definition by the Government of Canada : “The shift to Coordinated Access supports an integrated systems-based approach where service providers, local communities and orders of government work together to achieve common goals. With Coordinated Access, communities will gather comprehensive data on their local homeless population. In time, communities will be able to establish baselines against which progress will be measured. Communities will be able to monitor trends at the community level, allowing for the sharing of successes as well as determining where more focus or a change in course is needed.”7 EXPECTED RESULTS: • Increased awareness and understanding of systemic racism among community members and organizations. • A shift in public sentiment and rhetoric to be more inclusive and supportive of newcomers. • Marketing impact metrics of positive newcomer stories shared through media or other platforms. • Positive trends in surveys measuring changes in public attitudes toward immigration and diversity. • Reduction in anti-immigration rhetoric observed in public discourse or local media over time. • Number of racial discrimination complaints. Present a collaborative approach to address & measure systemic racism. Champion: TBD Collaborate on communication strategies to combat anti-immigration rhetoric. Champion: TBD Launch education campaigns (e.g., Center for Excellence on addressing misconceptions and safe-space dialogue) to reduce systemic racism and biases. Partner with policing and justice authorities to enhance newcomer safety and community engagement. Collect and analyze data on reported incidents to identify trends and areas needing targeted action. Publish an annual report card on the region’s progress in reducing racial discrimination incidents. Create position papers, share positive stories of newcomers, and develop inclusivity campaigns to shift public perception. GREATER COORDINATION AROUND CHALLENGING SYSTEMIC RACISM OBJECTIVES MEASURES INITIATIVES ACTIONS Executive Summary Development of the Strategy STRATEGIC PLAN Coordination of the Strategic Plan Conclusion Bibliography Steering Committee and Ecosystem Partner List 34 PATHWAYS TO BELONGING: A Collaborative Vision for Newcomer Success in the Saint John Region 18. STRATEGIC PILLAR:STRATEGIC PILLAR: WELCOMING AND INCLUSIVE COMMUNITIES This pillar emphasizes fostering a sense of belonging and cultural integration for the newcomer and immigrant population by bridging linguistic and cultural divides. It promotes inclusivity through services, cultural exchange events, and collaborative efforts between long-term residents and newcomers and immigrants in both official languages. By strengthening partnerships and supporting events that highlight diversity, this pillar builds understanding and respect while creating opportunities for social connection and mutual support. *Notes: This is a new initiative emanating from the revision of the Official Languages Act8 8 Government of Canada (2023) STRATEGIC PLAN FOR 2025-2030 EXPECTED RESULTS: • Stronger relationships between newcomers and long- term residents through shared experiences. • Increased understanding and appreciation of cultural diversity within the community. • Reduced stereotypes and biases against newcomers through positive narratives. • Participation rates of newcomers and long-term residents in cultural exchange activities. • Number of community service projects completed collaboratively by newcomers and long-term residents. • Impact metrics of positive stories promoted through local media outlets showcasing successful collaborations between newcomers and long-term residents. Host cultural exchange events and dialogues. Champion: TBD Organize facilitated dialogue sessions where newcomers and long-term residents can share their stories, cultural practices, and experiences in a safe and respectful space. Identify and support promotion of events that celebrate the cultural diversity of newcomers while showcasing local traditions, such as food festivals, art exhibits, storytelling nights, or intergenerational activities. Create and share opportunities for long-term residents and newcomers to work together on community service projects. Work with local media outlets to highlight success stories of long-term residents and newcomers working together, promoting positive narratives and reducing stereotypes. BRIDGE THE CULTURAL DIVIDE BETWEEN LONG-TERM RESIDENTS AND NEWCOMERS TO FOSTER MUTUAL UNDERSTANDING, RESPECT, AND COMMUNITY COHESION. EXPECTED RESULTS: • Improved access to services in both official languages for newcomers. • Increased awareness and utilization of francophone services by newcomers. • Strengthened collaboration among francophone partners to support services in both official languages. • Completion and integration of the francophone services directory into the “Open Data Portal.” • Securing funding from the Centre d’innovation en immigration francophone or similar sources. • Feedback from francophone newcomers on the accessibility and quality of services. Create a directory of francophone services to support francophone newcomers effectively. Champion: TBD Conduct a francophone immigration services plan (Plan de service en immigration francophone) Champion: TBD Foster a welcoming atmosphere through inclusive events. Champion: TBD Ensure a coordinated effort through the SJLIP. Champion: TBD Collaborate with Table Franco and local partners to integrate the directory of francophone services into the centralized “Open Data Portal,” while ensuring it aligns with the coordinated access model. Explore funding available through the Center for Innovation for francophone immigration (Centre d’innovation en immigration francophone).* Identify champions within organizations that can support logistics in both official languages. Develop a resource guide for funding sources for events or translation services in both official languages. Hold regular meetings through the SJLIP (ensuring francophone representation ) & create a sub- committee for francophone partners. THE ECOSYSTEM HAS CONSISTENT AND HIGH-QUALITY USE OF BOTH OFFICIAL LANGUAGES TO BRIDGE LINGUISTIC DIVIDES. OBJECTIVES MEASURES INITIATIVES ACTIONS Executive Summary Development of the Strategy STRATEGIC PLAN Coordination of the Strategic Plan Conclusion Bibliography Steering Committee and Ecosystem Partner List 35 STRATEGIC PLAN FOR 2025-2030 PATHWAYS TO BELONGING: A Collaborative Vision for Newcomer Success in the Saint John Region 19. EXPECTED RESULTS: • Increased hiring of newcomers by SMEs in the region. • Improved understanding and appreciation of newcomer talent among SMEs. • Strengthened support systems for SMEs to include newcomers effectively in their workforce. Drive economic success by engaging small and medium- sized employers in the newcomer ecosystem. Champion: TBD Understand gaps in services for SME’s. Collect and analyze data on economic growth to adapt objectives (integrated in the open-data system) Develop a directory for SME’s on services available to them and coordinate with the NEC program and ecosystem to address gaps (tools, sessions for SMEs, supporting their inclusion efforts). SME’S UNDERSTAND THE VALUE OF HIRING NEWCOMERS, AND SUPPORT THEIR INCLUSION OBJECTIVES MEASURES INITIATIVES ACTIONS EXPECTED RESULTS: • Improved alignment between newcomer skills and industry needs. • Increased participation of industry partners in initiatives to bridge skills gaps. • Enhanced access to targeted training and upskilling programs for newcomers. • Number of collaborative training programs developed and implemented. • Percentage of newcomers participating in upskilling programs who secure employment in their trained sectors. • Employer satisfaction with the alignment of newcomer skills to industry needs. Collaborate with post- secondary institutions to address challenges faced by international students and their families. Champion: TBD Establish industry-specific subcommittees or working groups to foster regular dialogue on skills alignment. Champion: TBD Develop a combined strategy to target gaps. Develop a combined strategy for wrap-around supports. Work with local government and industry associations to align policies, programs and supports for hiring and upskilling newcomers. STRONG COLLABORATION ON BRIDGING THE SKILLS GAP WITH INDUSTRY PARTNERS • Increased participation of SMEs in the newcomer ecosystem, including recruitment events, training sessions, and programs like the Newcomer Employment Champions (NEC) Program. • Strengthened systems and tools to support SMEs in effectively including newcomers in their workforce. • Percentage of use and impact of tools and resources developed and accessed by SMEs to support newcomer inclusion. • Percentage increase in newcomers hired by SMEs. • Positive feedback from SMEs on the relevance and impact of ecosystem support initiatives. This pillar drives economic success and educational achievement by aligning newcomer skills with industry needs. It focuses on engaging SMEs to recognize the value of hiring newcomers and collaborating with post-secondary institutions to address challenges faced by international students and their families. By building partnerships and creating targeted training and upskilling programs, the pillar supports both individual and regional economic growth. STRATEGIC PILLAR:STRATEGIC PILLAR: ECONOMIC AND EDUCATIONAL OPPORTUNITIES FOR ALL Executive Summary Development of the Strategy STRATEGIC PLAN Coordination of the Strategic Plan Conclusion Bibliography Steering Committee and Ecosystem Partner List 36 04. COORDINATION OF THE STRATEGIC PLAN STRATEGIC PLAN FOR 2025-2030 PATHWAYS TO BELONGING: A Collaborative Vision for Newcomer Success in the Saint John Region 20. 37 STRATEGIC PLAN FOR 2025-2030 PATHWAYS TO BELONGING: A Collaborative Vision for Newcomer Success in the Saint John Region 21. COORDINATION OF THE STRATEGIC PLAN The Saint John Region Local Immigration Partnership (SJLIP) serves as the cornerstone for coordinating the region’s immigration strategy, ensuring alignment and collaboration across all ecosystem partners. Acting as a unifying body, the SJLIP facilitates engagement among stakeholders at every level, including government agencies, community organizations, educational institutions, industry partners, and cultural groups. To align with the new Immigration Strategy, this document recommends a revision of the current SJLIP structure to better support the strategy’s priorities and advance its vision. This may involve restructuring existing roles or establishing new groups and sub-committees that are specifically tailored to the strategy’s objectives. These could focus on areas such as francophone services, economic integration, cultural inclusion, and systemic racism reduction, ensuring dedicated efforts for each strategic pillar. The creation or adaptation of these groups would be guided by clear charters and shared principles, designed to address priority challenges and drive progress in a focused and measurable way. By fostering a culture of collaboration, regularly convening partners, and establishing shared performance metrics, the SJLIP or its evolved framework would ensure that the strategy remains adaptable and impactful, reflecting the evolving needs of newcomers and the aspirations of the region. This strategic realignment offers an opportunity to strengthen coordination, streamline efforts, and build a more resilient immigration ecosystem that empowers newcomers and enhances the social and economic fabric of the Saint John Region. Through these changes, the region will be better equipped to translate its bold vision into sustained action and measurable outcomes. Executive Summary Development of the Strategy Strategic Plan COORDINATION OF THE STRATEGIC PLAN Conclusion Bibliography Steering Committee and Ecosystem Partner List 38 STRATEGIC PLAN FOR 2025-2030 PATHWAYS TO BELONGING: A Collaborative Vision for Newcomer Success in the Saint John Region 22. To ensure continuity and alignment, this strategy builds on the City of Saint John’s 2022 Immigration Strategy targets. These established targets provide a strong foundation while new ones will be co-created with the ecosystem to align with the priorities and SOMIA framework of the current strategy. This approach ensures that efforts remain consistent and data-driven as the ecosystem adapts to emerging challenges and opportunities. The strategy adopts existing targets as interim measures, focusing on: • Coordinated ecosystem: Building on the success of attracting newcomers through a more unified and aligned ecosystem approach. ALIGNMENT AND ACCOUNTABILITY • Promote francophone immigration: Enhancing coordination and integration efforts to better support the services and settlement of Francophone immigrants. • Newcomer retention rates: Increasing the percentage of newcomers who remain in the region. • Economic integration: Tracking the number of newcomers employed through SME engagement. • Community connections: Monitoring participation in cultural exchange events, mentorship programs, and activities that foster belonging. By maintaining these targets, the strategy demonstrates consistency and ensures ongoing progress while allowing time for refinement. Recognizing the need for continuous improvement, the Saint John Local Immigration Partnership (SJLIP) will lead efforts to review existing targets (from the Succeed and Stay Saint John Immigration Strategy, and from ecosystem organizations) to ensure they align with current realities. Additionally, KPIs will be developed, focused on social impact, inclusivity, and economic success. To track and enhance the region’s newcomer ecosystem, the strategy emphasizes a robust data framework including a centralized open data portal, shared performance metrics and continuous stakeholder engagement. As part of the strategy, the SJLIP will convene partners to: • Validate and adjust current targets. • Co-create KPIs that reflect shared priorities. • Establish regular reporting cycles to track progress and maintain accountability. This strategy ensures that all targets and KPIs are not only relevant but also actionable. By balancing continuity with adaptability, it positions the Saint John Region to measure success effectively, address gaps, and achieve meaningful outcomes for newcomers and the community. Through collaboration and clear metrics, this plan offers a road map for sustained progress and impact. Executive Summary Development of the Strategy Strategic Plan COORDINATION OF THE STRATEGIC PLAN Conclusion Bibliography Steering Committee and Ecosystem Partner List 39 05. CONCLUSION STRATEGIC PLAN FOR 2025-2030 PATHWAYS TO BELONGING: A Collaborative Vision for Newcomer Success in the Saint John Region 23. 40 CONCLUSION This strategy represents a bold, transformative effort to build on the past, and create a more inclusive, supportive, and thriving community for newcomers. This plan is a collective achievement, co-created by ecosystem partners who share a commitment to addressing systemic barriers and unlocking opportunities for all. Through its strategic pillars, the strategy provides a clear road map to enhance coordinated support, foster welcoming and inclusive communities, and drive economic and educational opportunities. It reflects a shared recognition that systemic change is essential—not only to attract newcomers but also to integrate and retain them as valued members of the community. Implementation and coordination through the SJLIP will empower the ecosystemic partners, drive collaboration, align efforts, and maintain momentum to drive the strategic initiatives toward impact. This strategy is more than a plan—it is a call to action for all stakeholders to work together to build a region where newcomers feel welcomed, supported, and empowered to succeed. By addressing gaps, strengthening what works, and fostering a shared vision, the Saint John Region is positioned to become a national leader in immigration and inclusion, driving both social cohesion and economic prosperity for years to come. STRATEGIC PLAN FOR 2025-2030 PATHWAYS TO BELONGING: A Collaborative Vision for Newcomer Success in the Saint John Region 24. Executive Summary Development of the Strategy Strategic Plan Coordination of the Strategic Plan CONCLUSION Bibliography Steering Committee and Ecosystem Partner List 41 06. BIBLIOGRAPHY STRATEGIC PLAN FOR 2025-2030 PATHWAYS TO BELONGING: A Collaborative Vision for Newcomer Success in the Saint John Region 25. 42 STRATEGIC PLAN FOR 2025-2030 PATHWAYS TO BELONGING: A Collaborative Vision for Newcomer Success in the Saint John Region 26. City of Saint John. (2022). Saint John Immigration Strategy: Building a Welcoming and Inclusive Community. Retrieved from Employment and Social Development Canada. (2019). The Social and Economic Benefi ts of Immigration to Canada. Retrieved from Government of Canada. (2023). Official Languages Action Plan 2023–2028: Protection – Promotion – Progress. Canadian Heritage. Retrieved from Varma, M. (2022). Systemic Racism Commissioner’s Final Report. Government of New Brunswick. Retrieved from BIBLIOGRAPHY https://saintjohn.ca/sites/default/files/2022-11/Saint%20 John%20Immigration%20Strategy_English_Nov.%20 18%20%281%29.pdf https://publications.gc.ca/collections/collection_2019/ edsc-esdc/Em12-66-2019-eng.pdf https://www.canada.ca/en/canadian-heritage/services/ official-languages-bilingualism/official-languages- action-plan/2023-2028.html https://www2.gnb.ca/content/dam/gnb/Corporate/ Promo/systemicracism-racismesystemique/ SystemicRacismCommissionerFinalReport.pdf Executive Summary Development of the Strategy Strategic Plan Coordination of the Strategic Plan Conclusion BIBLIOGRAPHY Steering Committee and Ecosystem Partner List 43 07. STEERING COMMITTEE AND ECOSYSTEM PARTNER LIST STRATEGIC PLAN FOR 2025-2030 PATHWAYS TO BELONGING: A Collaborative Vision for Newcomer Success in the Saint John Region 27. 44 STRATEGIC PLAN FOR 2025-2030 PATHWAYS TO BELONGING: A Collaborative Vision for Newcomer Success in the Saint John Region 28. 9 Partners that have been involved directly or indirectly in the process. STEERING COMMITTEE ECOSYSTEM PARTNERS9 • Association Régionale de la Communauté francophones (ARCf) de Saint Jean • Centre d’accueil francophone d’immigration • City of Saint John • Envision Saint John • Fundy Regional Service Commission • Immigration NB • J. D. Irving Ltd. • New Brunswick Community College • Opportunities New Brunswick (ONB) • PRUDE Inc. • Saint John Local Immigration Partnership (SJLIP) • Saint John Newcomers Centre • Saint John Region Chamber of Commerce • University of New Brunswick • Working NB • YMCA of Southwest NB - Newcomer Connections • Anglophone School District - South • Association Régionale de la Communauté francophones (ARCf) de Saint Jean • Canadian Baptists of Atlantic Canada • Centre d’Accueil et d’Accompagnement Francophone des Immigrants du Nouveau Brunswick (CAFi) • City of Saint John • Collège communautaire du Nouveau-Brunswick • District scolaire francophone Sud • Envision Saint John • Fundy Regional Service Commission • Government of New Brunswick - Department of Health • Human Development Council • Immigration, Refugees and Citizenship Canada • Immigration NB • J. D. Irving Ltd. • New Brunswick Community College • Newcomer Advisory Panel of the Saint John Local Immigration Partnership • Opportunities NB • PRUDE Inc • Saint John Construction Association • Saint John Local Immigration Partnership (SJLIP) • Saint John Newcomers Centre • Saint John Region Chamber of Commerce • Service Canada • University of New Brunswick • Working NB • YMCA of Southwest NB - Newcomer Connections Executive Summary Development of the Strategy Strategic Plan Coordination of the Strategic Plan Conclusion Bibliography STEERING COMMITTEE AND ECOSYSTEM PARTNER LIST 45 [ AN INTRODUCTION TO: PATHWAYS TO BELONGING REGIONAL IMMIGRATION STRATEGY 2025 -2030 For: Regional ecosystem participants, stakeholder organizations, municipal staff, community members. 46 THE VIBRANCY AND SUSTAINABILITY OF OUR COMMUNITY. OUR ECONOMIC RESILIENCE. THE CONTINUED DEVELOPMENT OF OUR WORKFORCE. IMMIGRATION IS VITAL TO: Mohamed Bagha & Andrew Beckett Saint John Local Immigration Partnership Co-Chairs 47 WHY NOW? 1.We needed to revisit the 2022 Succeed and Stay Immigration Strategy: •Although adopted in 2022 the data used in the development of the Strategy was from 2019, pre-pandemic. •The Strategy was to be reassessed following municipal reform. •The Strategy identified a core strategic priority of regionalizing the approach. 2.Significant changes in immigration policy over the past few years. 3.Growing anti-immigrant challenges. 4.LIP transitioned to Envision Saint John as of April 1, 2025 with new IRCC contract requiring regional community plan. 48 PURPOSE To create a road map for the region – built to attract, integrate and retain newcomers while fostering systemic change and regional growth. 49 METHODOLOGY 1.Inclusivity 2.Collaboration 3.Data driven 4.Iteration 4 KEY PRINCIPLES : 50 METHODOLOGY FOUR BUILDING STAGES: 1: Review 2: Analyze 3: Rethink 4: Transform 51 PARTICIPANTS STEERING COMMITTEE 52 PARTICIPANTS ECOSYSTEM PARTNERS 53 WHAT WE HEARD SYS TEM C OO RDI NAT IO N A ND CO L LA BO RATI ON NEW CO MER I NTEG RAT IO N A ND SUP PO RT C OMMUNI TY A ND S ENSE OF BELO NGI NG RA C I SM A ND D IS C RI MINATIO N EC ONOMI C C H A L LE NGES A ND EMPL OYMENT H OUS ING A ND I NFRA S TRUC TURE YOU TH A ND FA MILY RET ENTI ON 54 A SAINT JOHN REGION THAT WELCOMES NEWCOMERS, SUPPORTS THEIR DREAMS, AND CHAMPIONS INCLUSIVITY. VISION: THROUGH COLLABORATION AND OPEN COMMUNICATION, WE DRIVE CHANGE, FOSTER DIVERSITY, AND CREATE WELCOMING, EQUITABLE COMMUNITIES WITH SUSTAINABLE SOLUTIONS FOR NEWCOMERS. MISSION: 55 STRATEGIC PIL LARS: PATHWAYS TO BELONGING PLAN STRUCTURE 1. Welcoming and inclusive communities 2. Economic and educational opportunities for all 3. Coordinated support and advocacy Objectives, Results, Measures, Initiatives & Actions 56 1: The immigration ecosystem shares a single source of truth 2: A strong ecosystem that fosters collaboration and communication 3: Greater coordination around challenging systemic racism PIL LAR: COORDINATED SUPPORT AND ADVOCACY OBJECTIVES & INITIATIVES [Objectives 57 1: The ecosystem has consistent and high-quality use of both official languages to bridge linguistic divides. 2: Bridge the cultural divide between long-term residents and newcomers to foster mutual understanding, respect, and community cohesion. PIL LAR: WELCOMING AND INCLUSIVE COMMUNITIES [Objectives 58 1: SMEs understand the value of hiring newcomers, and support their inclusion 2: Strong collaboration on bridging the skills gap with industry partners. PIL LAR: ECONOMIC AND EDUCATIONAL OPPORTUNITIES FOR ALL [Objectives 59 EXPECTED RESULTS RED UC ED SYST EMIC RA C I SM C ONS IS TENT H I G H -Q UA L IT Y US E OF BOTH OF FI C I AL L A NG UA G ES A S ING L E S OURC E O F TRUT H A ST RONG A ND I NTERC ONNEC TE D EC OSYS TEM MOR E NEWC O MER H IR ES C LO SI NG SK I L LS G A PS EL I MINATI NG THE C ULTUR AL D IV I DE B ETW EEN RES ID ENTS A ND NEWC OMERS 60 ACCOUNTABILITY 61 NEXT STEPS 1.For the City of Saint John to endorse the Pathways to Belonging Regional Immigration Strategy as the new community plan to replace the Succeed and Stay Immigration Strategy. 2.For the SJLIP to proceed with establishing an operational plan which would include a measurement framework and communications framework to deliver the strategy. 3.For the SJLIP to review and realign working groups with the regional strategy as needed. 4.For the SJLIP to co-create action plans for the regional immigration strategy. 62 QUESTIONS? 63 Small City, Big Initiatives. Transition Plan Succeed and Stay Immigration Strategy to Pathways to Belonging Regional Strategy Growth Committee, October 28, 2025 64 Pathways to Belonging Previous Resolution On June 11, 2025, the Growth Committee resolved: 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 City’s Succeed and Stay Immigration Strategy to the Regional Immigration Strategy. CITY OF SAINT JOHN Transition Plan S&S 65 Current Status S&S CITY OF SAINT JOHN Transition Plan S&S LEADING PARTNER Status City of Saint John Envision SJLIP UNB/ NBCC YMCA / SJNC TOTAL Complete 3 8 1 1 13 Not complete 2 6 2 1 2 13 TOTAL 5 14 3 1 3 26 Since November 2022, the City, along with stakeholders, has been working on developing activities established under the tactics of the strategy. As of today, 50% of these tactics have been completed / operationalized, with the other 50% being key input to the Regional Strategy. 66 CITY OF SAINT JOHN Succeed and Stay Targets Transition Plan S&S •Target 1 (Settlement Growth) 2,362 by 2030:2,340 newcomers settled in 2024. Since Q4, 2022 to Q2, 2025, 5,045 permanent residents have been admitted to the City. •Target 2 (Francophone Immigration) 20% of total immigration by 2030:225 French-speaking PRs in 2024. •Target 3 (International Student Enrollment) 25% of total enrollment:UNB-SJ international enrollment rose from 20.6% in 2022–23 to 21.5% in 2024. •Targets 4 (Annual Immigration Retention Rate) 90% by 2030: One-year retention rate for those admitted in 2021 –66%. Three- year retention rate for those admitted in 2019 –54.8%. 67 City and Pathways to Belonging CITY OF SAINT JOHN Transition Plan S&S •Member of the Saint John Local Immigration Partnership Council and its working tables. •Participation in the development of new work plans for the regional strategy. •Definition of potential new activities in the strategy that would fall under the City’s responsibility. •Supporting multicultural engagement. 68 CITY OF SAINT JOHN Transition Plan S&S Continuing Activities Responsibilities City of Saint John 1.Hosting newcomer welcome events such as Welcoming Week, Market Mingle, Passport to Parks and any other welcoming activities. 2.Support communication strategies related to emergency services, City services and inclusivity. 3.Promote access to housing information in coordination with partners. Housing Expo in October 2025. 4.Ethnocultural grant administration and liaising with the ethnocultural communities. 69 Transitioning to Regional Strategy CITY OF SAINT JOHN Transitioning to SJLIP/Envision: •Immigration website and New Residents Guide (No Wrong Door Approach): •There will be a consolidation of newcomer resources under the NewToSaintJohn.ca brand. •Strategy coordination and stewardship. •Regional measurement and reporting. •Regional stakeholder engagement. Transition Plan S&S 70 CITY OF SAINT JOHN S&S vs Regional Strategy Out of the 26 tactics, only 2 (priority 3) were not considered as part of the regional strategy; the rest were integrated in the new strategy or completed. •Priority 3: Create a pilot program for segmented and targeted skilled immigrant attraction, settlement and retention. 1.Develop a sector targeted immigration attraction campaign. 2.Measure and communicate results to provincial and federal partners. In the regional strategy, a pilot program is not contemplated; however, there will be a focus on working with SMEs to foster inclusion of skilled immigrants to the labor force. Transition Plan S&S 71 Next Steps •SJLIP is currently developing annual operational plans for implementation beginning in Q1 2026. •The City will participate in relevant planning discussions and will continue to play a critical role, focusing on municipal responsibilities. •Allocate resources to maintain the activities that have been operationalized thanks to the Succeed and Stay immigration Strategy. CITY OF SAINT JOHN Transition Plan S&S 72 RECOMMENDATION 1.Endorse the Pathways to Belonging Regional Immigration Strategy as presented by Envision Saint John and supported by regional partners; and, 2.Transition from the Succeed and Stay Immigration Strategy to the new Pathways to Belonging Regional immigration strategy and direct staff to continue to promote and deliver on the responsibilities of the City in the new regional strategy. 73 CITY OF SAINT JOHN Transition Plan S&S Questions? Thank you! 74 Small City, Big Achievments. 75 GROWTH COMMITTEE REPORT Report Date October 23, 2025 Meeting Date October 28, 2025 Service Area Growth and Community Services Chairman MacKenzie and Members of the Growth Committee SUBJECT: East Side Saint John Program and Services Review OPEN OR CLOSED SESSION This matter is to be discussed in Growth Committee Open Session. AUTHORIZATION Primary Author Commissioner/Dept. Head Chief Administrative Officer Craig Ganong/ Jen Reed Amy Poffenroth/ David Dobbelsteyn J. Brent McGovern d RECOMMENDATION That the Growth Committee recommend to Common Council: 1. That it approve the recommendations in the report presented to Growth Committee on October 28, 2025 for the East Side Review and direct the CAO to begin implementation; and 2. That the Finance Committee include the resourcing requirements for the implementation of the recommendations of the East Side review in the 2026 operating budget, including one (1) new permanent Community Development Coordinator and $67,000 in existing goods and services funding to be redirected to support Neighbourhood Development implementation on the east side. EXECUTIVE SUMMARY A comprehensive evaluation of community services on the East Side, (Ward 4- including East McAllister), began in January 2025. The evaluation was launched to better understand the unique strengths, gaps, and opportunities within the local service network. The evaluation engaged residents, schools, service providers, and elected officials through surveys, interviews, and in-person discussions, while also reviewing historical patterns, mapping current services, and comparing coverage across other city wards. 76 - 2 - This report outlines the data collection and community engagement process for the evaluation and provides validated recommendations for next steps for community development measures on the East Side. Youth recreation, senior wellness programming, and increased coordination and capacity emerged as the most urgent service gaps across all engagement streams. Residents repeatedly cited the need for structured, affordable activities for young people and inclusive wellness opportunities for older adults. These findings were consistent with both household survey data and informal engagement at summer events. PREVIOUS RESOLUTION n/a STRATEGIC ALIGNMENT BELONG: Livable Neighborhoods’ by strengthening neighborhood groups that offer programming to the community. This aligns with Council’s Priorities of BELONG by enhancing the quality of life and social well-being through the offering of recreation, arts, and cultural opportunities to align with PlaySJ. PERFORM:  ‘Core Service Delivery’ by working together to efficiently deliver public service.  The recommendation also supports PlaySJ’s vision of providing recreational services and programs through the community partnership model. REPORT Background The East Side of Saint John has unique characteristics that set it apart from the other Wards. The East Side is the largest of the Wards encompassing approximately one hundred and fifty kilometres of land area. The East Side has the largest population of all Wards and an overall poverty rate of 14.9%. The highest rates of low income are in the Glenn Falls and McAllister regions with an average of 20%. Programs and services are not centralized but are dispersed throughout the geographic area serving the many needs of the east side residents. Current programs and services are offered in advocacy, recreation, food security, arts and culture, education, employment and skill building, events and socials, health and wellness, provision of goods and support services. The East Side has seen transitions in city support throughout the last fifteen years. In 2013 the City of Saint John transferred the operation of the Forest Hills Community Centre to the YMCA. In 2019 the Forest Hills Community Centre closed, and programs and services were transferred to the Irving Oil Field House. 77 - 3 - Assigned community services support staff to east side groups was discontinued in 2020 to support the structural deficit. In July 2010 the City entered in a lease agreement with St. Joseph’s Church for community space at the HOPE Centre and that agreement expired June 2025. This funding agreement allowed the operators of the HOPE Centre to build capacity year over year. The start up funding provided the organization with the necessary resources to develop operational effectiveness and ultimately, independent sustainability. Schools on the East Side are increasingly stepping in to fill gaps, often providing food, clothing, and emotional support without dedicated resources. At the same time, application data from the City’s PRO Kids program shows strong hidden demand for affordable youth recreation, with the highest concentration of applications coming from McAllister and East Saint John. Together, these factors highlight both the resilience of local institutions and the need to strengthen accessible service options across the East Side. The City of Saint John is invested in the East Side with support services delivered through community partnerships. Current community services programming supported by the City of Saint on the East Side are: 1. Service Agreement with the Irving Oil Field House to offer free community programs for youth, adults and seniors. 2. Community Grants support to Latimore Lake Community Center for operating costs. 3. Community Grant support to Shinning Horizons Therapeutic Riding Association for operational funding. 4. Glenn Falls, Lakewood and Loch Lomond Sunshine Playground Program sites in 2025 5. Senior Program support for socials, entertainment and event’s various locations. Scope of Data Collection For the purposes of this evaluation Champlain Heights, Loch Lomond, Lakewood, Red Head, Brookville, Forest Hills, Eastwood, Latimore Lae, East Saint John, Glen Falls and McAllister will be considered Ward 1 and the evaluation scope. Table 1.0 illustrates the East Side Study Area Boundaries 78 - 4 - Defining Community Services For the purpose of this evaluation, community services are defined as: Programs, supports, and activities delivered by schools, community organizations, churches, and other providers that improve quality of life, foster social connection, and help residents meet their needs. Community services span a range of supports, from social and cultural programming to practical needs like food security, skill-building, health support and recreation. To better understand the service ecosystem, offerings were classified into 11 service types: Service Type Definition Example Advocacy Activities or efforts that support a cause. Staff participation in homelessness strategy. Arts & Culture Activities that celebrate music, art, dance and/or cultural elements. Six-week theatre arts class for teens. Communication/Promotion Activities to inform and engage residents. Newsletter. Calendar of events. Social media posts. Educational Activities that serve to educate, teach, or support learning. After-school tutoring service. Employment/Skill Building Activities that support skill development or job readiness. Resume-writing workshop. CPR course. Sewing class. Events (social/engagement) Activities that bring residents together. Community Fair. Seniors’ Tea. Food Security Activities or services that provide food/meal support. Food Pantry. Food Purchase Club. BBQ lunch. Pancake breakfast. Health & Wellness Activities that support physical, mental, and emotional health. Flu shot clinic. Counselling. Cooking class. Wellness talks. Provision of Goods Activities that assist with non- food related personal needs. Winter coats for kids. Christmas PJ campaign. 79 - 5 - Service Type Definition Example Recreation Activities that support well- being, relaxation, and amusement. Sports. Games. Play groups. Card groups. Support Services Activities that solve a problem, relieve a burden, or overcome a challenge. Tax services. Completing forms. Referrals to other services. Data Gathering Tools To ensure a comprehensive understanding of community needs and perspectives, multiple data collection tools and methods were used during the East Side Community Services Evaluation. (Full appendices are in Attachment B, East Side Community Evaluation- Appendices- and contains the detailed dataset compiled during the East Side Community Services Evaluation, summarizing service providers, programs, and participation data). Targeted Surveys and Interviews Three tailored survey tools were developed:  Structured Service Provider Survey – designed for established, formal organizations.  Hybrid Survey – for churches and semi-structured informal groups.  Public Survey – for East Side residents and residents city-wide. Most interviews were conducted in person, while a small number (four) were completed by phone. This approach enabled both structured data collection and deeper conversational insights. Shape Your City Survey Between August 12 and September 14, 2025, residents were invited to share their perspectives through the City’s Shape Your City online survey platform. The survey was designed to capture lived experiences, priorities, and barriers directly from households across East Saint John, complementing Census data, service provider input, and insights gathered through community engagement events. Community Engagement Events To complement survey data, informal engagement was carried out at four East Side summer events: Latimore Lake Community Day, Passport to Parks at Little River Reservoir, the Saint John Exhibition, and the Loch Lomond Villa Recreational Event. Staff hosted outreach tables, shared evaluation findings, and invited unstructured conversations with residents of all ages. 80 - 6 - City staff also took part in neighbourhood-level activities such as the Red Head Community Cleanup, reinforcing a visible presence in the community and further extending opportunities for dialogue. Stakeholder Discussions Project staff also reached out to councillors representing Wards 3 and 4, which fall within the study boundaries, and held discussions with councillors to capture their perspectives. In addition, staff consulted with Saint John Transit to better understand how transportation access intersects with community services on the East Side. Who We Heard From The program and service evaluation engaged a wide range of stakeholders through multiple channels, capturing both structured survey data and qualitative perspectives. In total, input was gathered from:  257 East Side household surveys representing 957 individuals  81 Shape Your City household surveys representing 233 individuals  8 schools serving 3,778 students  22 community-serving organizations (plus 9 contacted but did not participant)  Community engagement at 4 summer events and the Red Head Community Cleanup  Discussions with 3 councillors from Wards 3 and 4  Consultation with the Saint John Transit Overarching Themes from Engagement Taken together, the findings from the targeted surveys, Shape Your City survey, and community event engagement reveal consistent themes across the East Side:  Access and Awareness Residents and providers both highlighted limited awareness of what services exist, who they are for, and how to access them. Survey data revealed that 97 percent of residents reported being unaware or only somewhat aware of existing community services, while 90 percent identified cost, scheduling, transportation, or unclear information as barriers to access. These figures illustrate the depth of the awareness and accessibility challenges facing East Side residents.  Community Connection and Belonging Residents consistently expressed a desire for more opportunities to 81 - 7 - connect, through recreation, cultural programming, and social activities for all age groups.  Priority Needs Underserved groups across all engagement sources include youth, seniors, newcomers, low-income households, people with disabilities, and those with mental health needs.  Capacity and Sustainability Providers face ongoing challenges related to staffing, volunteer reliance, limited space, and unstable funding.  Collaboration and Coordination There is strong interest in better coordination among providers, with opportunities for shared promotion, joint programming, and regular convening to strengthen the service network. Evaluation Recommendations The following recommendations address recurring themes identified through surveys, stakeholder discussions, and community engagement. Each is practical and achievable, focusing on improving communication, coordination, accessibility, and sustainability using existing resources where possible. These actions are designed to close service gaps between East Saint John and other areas of the city. While the west, south, and north sides have established neighbourhood organizations and collaborative networks, the east side lacks similar structure and coordination. Implementing these recommendations will bring the east side to a comparable service level, ensuring consistent, equitable access to programs and opportunities citywide. As with other successful community-led initiatives, this model emphasizes City- supported, community-driven growth. Engaging residents and partners early will build ownership and pride, creating lasting programs that reflect community needs while remaining sustainable beyond direct City delivery. City staff will play a central role in facilitating coordination, managing communication tools, and supporting the long-term transition to a community-led model. Summarized from the East Side community Services Evaluation (Attachment ‘A’) the following are four recommendations looking for endorsement by the Growth Committee: 82 - 8 - RECOMMENDATION ONE: Establish a Neighbourhood Coordination Body for East Saint John The East Side currently lacks a unified community organization to coordinate programs, represent resident interests, and connect service providers. Establishing a formal neighbourhood coordination body will create a central point of communication and advocacy, improve collaboration and ensuring that local needs are consistently represented within broader City and community initiatives. Objective: Create a sustainable, resident-led organization to serve as the coordinating voice for East Saint John, similar to neighbourhood associations in other parts of the city. Expected Outcome: A locally driven structure capable of coordinating programs, representing residents, and fostering collaboration—filling a long-standing structural gap on the east side. RECOMMENDATION TWO: Enhance Accessibility and Affordability & Expand Opportunities for Key Demographics The evaluation found that youth and seniors face the greatest service gaps, alongside newcomers, people with disabilities, and those experiencing mental health challenges. Residents consistently pointed to affordability, transportation, and lack of evening options as the main reasons they were unable to participate. Objective: Address service gaps by improving access to recreation opportunities, increasing awareness of existing programs, and ensuring equitable participation for all residents. Attention to be given to improve access through strategic program placement —particularly youth, seniors, and low-income households. Expected Outcome: Improved participation through thoughtful program planning that considers accessibility, proximity, and travel limitations faced by residents. Youth gain improved access to safe, affordable recreation options that build engagement, confidence, and community connection. Seniors become more aware of available programs and participate more frequently in recreation and wellness activities. More residents can participate fully in community and recreation opportunities, regardless of financial barriers. RECOMMENDATION THREE: Support Service Coordination and Collaboration Many East Side groups rely on volunteers or short-term grants, leaving them stretched thin and unable to meet growing demand. Building provider capacity will strengthen the long-term sustainability of services and reduce reliance on unstable funding. 83 - 9 - Objective: Improve alignment among service providers to reduce duplication and strengthen communication. Expected Outcome: A coordinated, efficient service network that shares information and complements—rather than duplicates—programming. RECOMMENDATION FOUR: Build Capacity and Sustainability of Local Providers Organizations highlighted limited opportunities to connect and frequent duplication of efforts, with many operating in silos. Stronger collaboration will ensure providers can share information, align programs, and deliver more efficient and effective services across the East Side. Objective: Strengthen local organizations to ensure consistent service delivery and long-term sustainability. Expected Outcome: Local organizations become more self-sufficient, resilient, and equipped to sustain services independently. RECOMMENDATION FIVE: Strengthen Communication and Awareness Residents reported very low awareness of what services exist, who they are for, and how to access them. Many households could only name one or two local programs, making communication and visibility one of the most pressing needs identified in the evaluation. Objective: Improve awareness of available programs and services through a unified, City- led communications platform. Expected Outcome: Residents across the city have easy access to up-to-date information, improving engagement and participation. RECOMMENDATION SIX: Investigate the Establishment of a Full-Service Community Centre on the East Side. A clear understanding of the requirements, feasibility, and potential impacts of a future full-service community centre, ensuring long-term planning aligns with community growth and need. Objective: Explore the feasibility of developing a full-service community centre that meets the long-term recreational, cultural, and social needs of East Saint John residents. 84 - 10 - Service Level Considerations The following table outlines the anticipated level of progress and implementation achievable with existing department resources compared to an enhanced level of service that could be achieved with a dedicated staff position. It illustrates how staffing capacity directly influences the ability to advance the recommended actions for East Saint John. While service levels may vary across other areas of the City due to differing infrastructure, partnerships, and community organization structures, this comparison highlights the resources required to achieve equitable outcomes citywide. Service Level Comparison Recommendation Objective Achievable Service Level with existing Department Resources RECOMMENDED Enhanced Service Level with Dedicated FTE 1. Neighbourhood Coordination Body Establish a resident-led coordinating organization for East Saint John. Limited advisory support; progress dependent on independent community initiative. Full facilitation of start- up, coordination of facility access, and structured transition to resident-led model. 2. Accessibility & Affordability Improve access to programs and reduce participation barriers for youth, seniors, and low- income residents. Minor adjustments possible; limited ability to expand programs or address key barriers. Targeted expansion of youth and inclusive programs, coordinated outreach, and measurable improvements in access. 3. Coordination & Collaboration Strengthen communication and reduce duplication among service providers. Informal contact between organizations; inconsistent follow- up. Regular, staff-led network meetings with consistent communication and alignment of services. 4. Communication & Awareness Improve resident awareness through a unified City-led communications platform. Basic promotion and static information- sharing. Active City-led communications platform with regular updates, campaigns, and quarterly directory distribution. 5. Capacity & Sustainability Strengthen local organizations through governance support and resource sharing. Reactive, limited guidance on request. Structured mentorship, training, and long-term partnership development to strengthen local service providers. 85 - 11 - Recommendation Objective Achievable Service Level with existing Department Resources RECOMMENDED Enhanced Service Level with Dedicated FTE 6. Community Centre Feasibility Explore the potential for a full- service community centre to meet long-term recreational, cultural, and social needs. Preliminary exploration possible through existing staff; limited capacity for indepth analysis or stakeholder coordination. Comprehensive feasibility study, stakeholder engagement, and partnership development to assess needs, costs, and opportunities for implementation. SERVICE AND FINANCIAL OUTCOMES To support the successful implementation of the recommendations and maintain equitable service delivery across all regions, consideration should be given to the addition of one (1) full-time equivalent (FTE) position within the Growth and Community Services Department. The required seed funding for neighborhood development support, and general capacity building on the East Side is anticipated to derive through the reallocation of existing departmental resources, with no anticipated increase to the overall goods and services operating budget as a result of these recommendations in 2026. There may be financial implications to the City in future years if it implements a full-service community centre on the east side, similar to the Carleton Community Centre or the Nick Nicolle Community Centre. The City is currently exploring the feasibility of a Multiplex on the East Side. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Name of Service Area/Stakeholder Name of Staff Person Saint John Transit Charles Freake, Kevin Loughery GIS Andrew Pollock ATTACHMENTS Attachment A- East Side Community Services Evaluation Attachment B- Full Report Appendices . fClick here to enter text. 86 - 12 - . . . 87 1 East Side Community Services Evaluation Growth & Community Services September 2025 What’s Inside  Executfve Summary..............................................................................1  Message from the Project Team..........................................................2  Socioeconomic Context of the East Side..............................................3  Defining Community Services..............................................................6  History of Neighbourhood Groups in Saint John.................................8  Gap Analysis: East Side Compared to the North, South, and West.....9  Data Gathering Tools...........................................................................11  Who We Heard From..........................................................................12  Service Types of East Side Community-Serving Organizatfons...........16  Summary of Engagement Results.......................................................18  Emerging Recommendatfons..............................................................22  Conclusion...........................................................................................30  Appendices..........................................................................................31 Executive Summary The East Side Community Services Evaluatfon, launched by the City of Saint John in January 2025, set out to better understand the strengths, gaps, and opportunitfes within the local service network. Engagement for this evaluatfon was broad in scope and incorporated multfple streams of input:  257 East Side household surveys representfng 957 individuals  81 Shape Your City household surveys representfng 233 individuals  8 schools serving 3,778 students  22 community-serving organizations 88 2  Community engagement at 4 summer events and the Red Head Community Cleanup  Discussions with 3 councillors from Wards 3 and 4  Consultations with Saint John Transit and GIS In total, both administered surveys reached 338 households, representing 1,190 individuals, complemented by input from schools, service providers, councillors, city staff, and community event partfcipants. The findings highlight an urgent need for youth recreatfon and senior wellness programming, which emerged as the most consistent and pressing gaps identffied by residents. Accessible, structured opportunitfes for young people and inclusive wellness actfvitfes for older adults were repeatedly cited as prioritfes. Alongside these needs, residents also pointed to challenges related to mental health supports, job readiness programming, and affordable wellness initfatfves, though these were less prominent. While schools have become informal hubs— providing food, clothing, and emotfonal care without dedicated resources—and the East Side service network contfnues to foster social connectfon through events, advocacy, and general recreatfon, it is clear, that youth and senior-focused programming require the greatest attentfon moving forward. At the same tfme, both residents and service providers underscored broader systemic issues that limit progress. These include unstable funding, limited staff and volunteer capacity, and minimal collaboratfon between organizatfons, which leave a small number of multf-service hubs carrying most of the essentfal service load. Community members also emphasized the importance of newcomer integratfon and accessible, low-barrier health and wellness supports to ensure services are equitable and inclusive. These insights provide a clear picture of both the challenges and opportunitfes facing the East Side. They establish a foundatfon for coordinated actfon to strengthen awareness, accessibility, collaboratfon, and sustainability in order to achieve more equitable access to services across all neighbourhoods. Message from the Project Team The East Side of Saint John is a proud and resilient community with a rich history and strong neighbourhood connectfons. While residents demonstrate deep commitment to their area, past community service investments and programming have been more concentrated in the North, South, and West, leaving the East Side with fewer locally accessible programs and services. In January 2025, the City of Saint John launched the East Side Community Services Evaluatfon to better understand local strengths, gaps, and opportunitfes. The process engaged residents, 89 3 schools, service providers, and elected officials through targeted surveys, interviews, and in- person discussions. Additfonal insights were drawn from community engagement at summer events, historical reviews, service mapping, and comparisons with other city wards. This report captures the collectfve voices of residents, frontline organizatfons, and local schools working to meet community needs. It is intended to inform ongoing planning and decision- making, ensuring that services on the East Side are equitable, accessible, and responsive to local prioritfes. Socioeconomic Context of the East Side This evaluatfon focuses on physical community services located within the East Side boundaries of Saint John. Figure 1: East Side Study Area Boundaries Map showing the East Side boundaries used for this evaluation, which include portions of Ward 3 as well as Ward 4. The communities represented within this area are East Saint John, McAllister, Champlain Heights, Forest Hills, Lakewood, Eastwood, Red Head, Glen Falls, Brookville, Loch Lomond, and Latimore Lake. Only services physically located within these boundaries were counted toward local service mapping and availability analysis. 90 4 The East Side communitfes included in this evaluatfon demonstrate a wide range of socioeconomic conditfons. For context, the city-wide prevalence of low income under the Low- Income Measure, After Tax (LIM-AT), is 13.2 percent (2021 Census). This means roughly one in eight Saint John residents live in households with after-tax incomes below half the city’s adjusted median. Rates are partfcularly elevated among children (16.6 percent) and older adults (17.2 percent), underscoring the vulnerability of both younger and senior populatfons. Within the East Side, neighbourhood-level LIM-AT rates vary substantfally, from just 4.5 percent in Champlain Heights to more than 21 percent in McAllister. Several areas—including McAllister, Glen Falls, East Saint John, Latfmore Lake, and Eastwood—record prevalence above 15 percent, indicatfng concentrated pockets of economic vulnerability. Higher percentages represent a greater share of households experiencing poverty, and therefore point to communitfes where residents face heightened barriers to stability and opportunity. Populatfon density also varies greatly across the East Side. Forest Hills and East Saint John both exceed 1,000 people per square kilometre, reflectfng urbanized environments with higher concentratfons of households. In contrast, more rural and outlying communitfes such as Latfmore Lake and Red Head record densitfes below 40 people per square kilometre. This distributfon illustrates the diversity of community contexts, with some neighbourhoods characterized by high-density, service-intensive environments and others by dispersed populatfons and more limited local supports. Together, these patterns highlight the uneven distributfon of need across the East Side, where pockets of concentrated poverty intersect with contrastfng populatfon densitfes to create diverse and complex service demands. Service planning must account for both the prevalence of low income and the distfnct demographic and geographic realitfes shaping each neighbourhood. Prevalence of Low Income (LIM-AT) and Population Density by East Side Community Comparison of neighbourhood-level poverty rates and population density across the East Side. Community LIM-AT (%) McAllister 21.2 Glen Falls 20.2 East Saint John 18.9 Latfmore Lake 16.9 Eastwood 16.3 Forest Hills 15.1 Brookville 11.4 Red Head 9.6 Lakewood 7.3 Loch Lomond 6.4 Champlain Heights 4.5 91 5 Source: Statistics Canada, 2021 Census of Population. Population Density (per sq. km), East Side Communities Community Population Density Forest Hills 1,133.1 East Saint John 1,032.1 Eastwood 719.7 Lakewood 590.6 McAllister 357.4 Champlain Heights 213.2 Glen Falls 145.7 Brookville 90.3 Loch Lomond 81.0 Latfmore Lake 35.8 Red Head 34.5 Source: Statistics Canada, 2021 Census of Population. Together, these patterns highlight the uneven distributfon of need across the East Side, where pockets of concentrated poverty intersect with varying populatfon densitfes to create diverse and complex service demands. Pro Kids Impact PRO Kids (Positfve Recreatfonal Opportunitfes for Kids) is a municipal program that helps children and youth from low-income households access organized recreatfon, sport, art, and cultural actfvitfes by covering registratfon fees and related costs. Families apply when financial barriers prevent their children from partfcipatfng in these opportunitfes, making applicatfon data a valuable indicator of hidden demand and the broader impacts of poverty. Applicatfon totals in 2025 from East Side communitfes show clear alignment with both populatfon density and neighbourhood poverty rates. The largest concentratfon of applicatfons comes from East Saint John and McAllister (estfmated 60–70), areas with some of the highest LIM-AT rates and dense populatfons. More modest numbers are observed in Brookville, Champlain Heights, Eastwood, and Glen Falls (collectfvely 15–20), while only a handful of applicatfons originated from Forest Hills, Loch Lomond, Lakewood, Latfmore Lake, and Red Head. In total, roughly 95 applicatfons were received from East Side neighbourhoods. 92 6 Estimated PRO Kids Applications, East Side Communities Community Grouping Applications (approx.) East Saint John / McAllister 60–70 Brookville / Champlain Heights / Eastwood 10–15 Glen Falls ~5 Forest Hills / Loch Lomond / Lakewood / Latfmore Lake ~5 Red Head ~3 Other (Brookville edge, E2G) ~1 Total (East Side) ~95 This distributfon illustrates how poverty intersects with family needs and community context. Higher-need areas not only record elevated LIM-AT prevalence but also generate more PRO Kids applicatfons, demonstratfng that families in these communitfes are actfvely seeking support to ensure their children can partfcipate in structured recreatfon. Conversely, in lower-density or lower-poverty areas, fewer applicatfons reflect either less financial need or smaller populatfons. Taken together, the data reinforces the importance of affordable, accessible youth recreatfon in mitfgatfng the effects of poverty across the East Side. By layering LIM-AT prevalence, populatfon density, and PRO Kids applicatfon data, the evaluatfon provides a clearer picture of where needs are most concentrated and how they differ across neighbourhoods. This evidence base is especially valuable in shaping decisions around youth recreatfon, where PRO Kids applicatfons highlight both the demand for affordable opportunitfes and the barriers faced by low-income families. Using this data ensures that future resources and supports are placed where they can have the greatest impact and respond to the unique realitfes of each community. Defining Community Services For the purpose of this evaluatfon, community services are defined as: Programs, supports, and actfvitfes delivered by schools, community organizatfons, churches, and other providers that improve quality of life, foster social connectfon, and help residents meet their needs. Community services span a range of supports, from social and cultural programming to practfcal needs like food security, skill-building, health support and recreatfon. 93 7 To better understand the service ecosystem, offerings were classified into 11 service types: Service Type Definition Example Advocacy Actfvitfes or efforts that support a cause. Staff partfcipatfon in homelessness strategy. Arts & Culture Actfvitfes that celebrate music, art, dance and/or cultural elements. Six-week theatre arts class for teens. Communicatfon/Promotfon Actfvitfes to inform and engage residents. Newsletter. Calendar of events. Social media posts. Educatfonal Actfvitfes that serve to educate, teach, or support learning. After-school tutoring service. Employment/Skill Building Actfvitfes that support skill development or job readiness. Resume-writfng workshop. CPR course. Sewing class. Events (social/engagement) Actfvitfes that bring residents together. Community Fair. Seniors’ Tea. Food Security Actfvitfes or services that provide food/meal support. Food Pantry. Food Purchase Club. BBQ lunch. Pancake breakfast. Health & Wellness Actfvitfes that support physical, mental, and emotfonal health. Flu shot clinic. Counselling. Cooking class. Wellness talks. Provision of Goods Actfvitfes that assist with non- food related personal needs. Winter coats for kids. Christmas PJ campaign. Recreatfon Actfvitfes that support well- being, relaxatfon, and amusement. Sports. Games. Play groups. Card groups. Support Services Actfvitfes that solve a problem, relieve a burden, or overcome a challenge. Tax services. Completfng forms. Referrals to other services. 94 8 History of Neighbourhood Groups in Saint John Neighbourhood groups in Saint John trace their origins to informal, community-driven efforts prior to 2000. These early organizatfons were often focused on tenant rights, housing conditfons, and social advocacy. Without structured funding, they depended heavily on fundraising, donatfons, and volunteers. While they built strong local connectfons, their limited and inconsistent financial support restricted their ability to expand programs or sustain long- term services. The 2000s marked a significant turning point. In 2004, Vibrant Communitfes Saint John was established as a multf-sector collaboratfon that included the Human Development Council, the Business Community Antf-Poverty Initfatfve, the Urban Core Support Network, and the City of Saint John. This partnership created a platiorm for aligning community prioritfes and mobilizing resources. In 2006, the Province of New Brunswick made its first direct government investment with $500,000 in support for Crescent Valley, funding community policing, housing improvements, and the community centre. Momentum contfnued to build in 2008 when the City of Saint John launched the Neighbourhood Stfmulatfon Grants. This $150,000 program was the City’s first structured, city- wide funding stream dedicated to established neighbourhood groups. Later that same year, the Province introduced multf-year funding for Vibrant Communitfes, strengthening its role as a backbone organizatfon. In 2014, the City transitfoned to the Community Grants Program, which broadened eligibility to all non-profit organizatfons. The focus shifted toward long-term sustainability in the years that followed. Beginning in 2016, the City introduced Service Agreements, which provided multf-year commitments and allowed groups to plan with greater certainty. In 2017, the Province announced a $10 million investment over five years through the Living SJ initfatfve, targetfng generatfonal poverty and advancing social innovatfon projects across the city. Most recently, in 2023, the Greater Saint John Community Foundatfon’s Neighbourhood Developer Project was restructured into the Neighbourhood Navigator model. Supported by the New Brunswick Department of Social Development, this transitfon expanded funding across all five priority neighbourhoods and embedded neighbourhood supports within the provincial service system. This evolutfon demonstrates the shift from small, grassroots volunteer initfatfves with limited reach to a well-established network of neighbourhood organizatfons supported by consistent municipal and provincial investment. Neighbourhood groups have become a vital part of Saint John’s community development framework, balancing advocacy and service delivery while ensuring that residents’ voices remain central to local planning. 95 9 Gap Analysis: East Side Compared to the North, South, and West The East Side service network is actfve and visible, with many organizatfons focusing on community events, advocacy, and broad engagement actfvitfes. These efforts play an important role in connectfng residents and strengthening neighbourhood tfes. At the same tfme, the East Side has fewer services dedicated to job readiness, household supports, and health and wellness when compared with other parts of the city. As a result, while the East Side excels at fostering community spirit, it is less equipped to address some of the essentfal needs that directly affect residents’ stability and quality of life. By contrast, the combined North, South, and West regions demonstrate a broader and more balanced mix of services. Analysis of community centres and neighbourhood groups shows consistently high representatfon in recreatfon, support services, educatfonal programming, and food security. These four categories form the backbone of service delivery in those communitfes and are more consistently represented than on the East Side. Food security, in partfcular, is identffied as a strength in the North, South, and West, while it is not a prominent feature of the East Side service profile. At the same tfme, gaps remain in arts and cultural programming, more limited health and wellness programming, and underdeveloped seniors’ services, mirroring some of the weaknesses found in the East Side. Figure 4: SWOT Analysis – North, West, and South Sides Summary of strengths, weaknesses, opportunities, and threats identified across the North, West, and South sides of Saint John. This analysis provides a useful point of comparison for evaluating East Side community services. 96 10 Similaritfes between the East Side and the other regions include a strong reliance on recreatfon and educatfon as anchor services, which serve as consistent entry points for resident engagement. Both parts of the city also share common gaps in arts and culture, health and wellness, and seniors’ programming, indicatfng city-wide challenges that extend beyond geographic boundaries. In summary, the East Side is distfnguished by its higher concentratfon of events and advocacy, while the North, South, and West are stronger in food security, support services, and structured educatfon. All areas, however, share similar strengths in recreatfon and educatfon, as well as weaknesses in arts, wellness, and seniors’ programming. This analysis underscores the need for targeted investments to address both the unique gaps on the East Side and the shared gaps across the city, ensuring equitable access to a full spectrum of community services. A more detailed review of community centres and neighbourhood groups in the North, South, and West is available in Attachment A: Summary of NSW Community Centres & Groups. In additfon, a City-managed social media platiorm dedicated to promotfng community programs and services has been identffied as a missing component across all regions of Saint John. Establishing such a platiorm would provide a consistent, accessible means of communicatfon for residents and service providers, strengthening awareness and engagement city-wide. Data Gathering Tools To ensure a comprehensive understanding of community needs and perspectfves, multfple data collectfon tools and methods were used during the East Side Community Services Evaluatfon. Targeted Surveys and Interviews Three tailored survey tools were developed using JotForm, each paired with an interview guide mirroring survey questfons:  Structured Service Provider Survey – designed for established, formal organizatfons.  Hybrid Survey – for churches and semi-structured informal groups.  Public Survey – for East Side residents and residents city-wide. Most interviews were conducted in person, while a small number (four) were completed by phone. This approach enabled both structured data collectfon and deeper conversatfonal 97 11 insights. The full survey instruments are provided in Attachment B: Survey Instruments, which includes the questfons used for data collectfon during this phase of the evaluatfon. Shape Your City Survey Between August 12 and September 14, 2025, residents were invited to share their perspectfves through the City’s Shape Your City online survey platiorm. The survey was designed to capture lived experiences, prioritfes, and barriers directly from households across East Saint John, complementfng Census data, service provider input, and insights gathered through community engagement events. Survey questfons focused on residents’ awareness of existfng services, satfsfactfon with current opportunitfes, and perceptfons of where the greatest needs lie. It also explored barriers to partfcipatfon such as cost, transportatfon, and scheduling. By offering an accessible online format, the survey provided an avenue for individuals who may not have partfcipated in in- person events to share their views and experiences. The Shape Your City survey adds a valuable community lens to the evaluatfon, ensuring that recommendatfons reflect resident voices as well as instftutfonal and stakeholder perspectfves. Detailed findings are presented later in this report. Community Engagement Events To complement survey data, informal engagement was carried out at four East Side summer events: Latfmore Lake Community Day, Passport to Parks at Little River Reservoir, the Saint John Exhibitfon, and the Loch Lomond Villa Recreatfonal Event. Staff hosted outreach tables, shared evaluatfon findings, and invited unstructured conversatfons with residents of all ages. To support these discussions, three professionally designed infographics summarizing survey insights were displayed, helping partfcipants quickly understand the key findings. City staff also took part in neighbourhood-level actfvitfes such as the Red Head Community Cleanup, reinforcing a visible presence in the community and further extending opportunitfes for dialogue. Detailed findings from these engagements are available in Attachment C: Community Engagement Summary. Stakeholder Discussions Project staff also reached out to councillors representfng Wards 3 and 4, which fall within the study boundaries, and held discussions with three councillors to capture their perspectfves. In 98 12 additfon, staff consulted with the City’s Department of Transportatfon to better understand how transportatfon access intersects with community services on the East Side. Who We Heard From This program and service evaluatfon engaged a wide range of stakeholders through multfple channels, capturing both structured survey data and qualitatfve perspectfves. In total, input was gathered from:  257 East Side household surveys representfng 957 individuals  81 Shape Your City household surveys representfng 233 individuals  8 schools serving 3,778 students  22 community-serving organizations (plus 9 contacted but not partfcipatfng)  Community engagement at 4 summer events and the Red Head Community Cleanup  Discussions with 3 councillors from Wards 3 and 4  Consultation with Saint John Transit The following sectfons provide a detailed breakdown of each engagement stream and the perspectfves they contributed to the evaluatfon. Schools = 8: Bayview, Bayside, Champlain Heights, Forest Hills, Glen Falls, Lakewood Heights, Loch Lomond, Simonds High School Enrollment Champlain Heights School 351 Simonds High School 1,173 Bayview Elementary School 235 Glen Falls School 130 Bayside Middle School 640 Loch Lomond School 290 Lakewood Heights School 260 Forest Hills School 699 Total 3,778 Community-serving organizations service providers participation = 22  Bee Me Kidz  Boys & Girls Club (BGC)  Champlain Heights Community Associatfon  CHROMA 99 13  Compass Educatfon Support Center  East Branch Library  East Side Food Bank  Forest Hills United Baptfst Church  Harbour Christfan Church  Harmony United Church  HOPE Centre  Irving Oil Field House  Lakewood Headstart  Latfmore Lake Community Centre  Loch Lomond Villa  Newcomers Connectfons  Pavilion of Redemptfon  Redhead Community Associatfon  Saint John Ability Advisory  Saint John Exhibitfon Associatfon  Senior Resource Centre  Shining Horizons Therapeutfc Riding Associatfon Non-Participating (Contacted but did not take part) = 9  Stella Maris Catholic Church  St. Ann’s Church  Saint John Kings Adult Learning Inc.  New Brunswick Community College (NBCC)  Muslim Associatfon of New Brunswick  MAP Strategic Workforce Services  Fresh Start Services  Catena Jobs Plus Skills and Development Centre  Operatfon Feed Important note: While insights were gathered from all 22 organizatfons, only those physically based within the East Side boundaries were included in the mapping of services and the calculatfon of service type availability to accurately represent local access within the study area. In additfon to East Side–based stakeholders, various neighbourhood associatfons and community centres across other areas of Saint John were also consulted. This city-wide engagement helped capture the broader context of community services, providing valuable 100 14 insight into how service delivery, challenges, and opportunitfes on the East Side compared to those in other parts of the city. Public Surveys – East Side Targeted *East Side Targeted Public Surveys = 257 completed, representfng 957 individuals. Neighbourhood Response Breakdown:  Forest Hills / Lakewood – 67 responses (26.1%)  Champlain Heights / Eastwood – 53 responses (20.6%)  Loch Lomond / Latfmore Lake – 44 responses (17.1%)  East Saint John / McAllister – 28 responses (10.9%)  Red Head – 24 responses (9.3%)  Glen Falls / Brookville – 22 responses (8.6%)  Outside study area – 19 responses (7.4%) Household Composition (Public Survey):  Children (18 and under): 421  Adults (19–54): 470  Seniors (55+): 66  Total individuals represented: 957 Shape Your City Survey Between August 12 and September 14, 2025, the City collected input from 81 East Side households, representfng 233 individuals, through the Shape Your City survey. This additfonal tool provided household-level perspectfves on awareness, accessibility, and service use across the community. Community Engagement Events To complement survey findings, informal discussions were held at four East Side community events: Latfmore Lake Community Day, Passport to Parks at Little River Reservoir, the Saint John Exhibitfon, and the Loch Lomond Villa Recreatfonal Event. Staff hosted outreach tables, shared evaluatfon findings, and invited feedback from residents of all ages. To support these discussions, three professionally designed infographics summarizing survey insights were displayed. 101 15 City staff also took part in the Red Head Community Cleanup, reinforcing visible presence in neighbourhood-level actfvitfes and capturing additfonal resident perspectfves. Elected Officials Project staff engaged with three councillors from Wards 3 and 4, which fall within the study boundaries, to capture local politfcal perspectfves and neighbourhood-level prioritfes. Internal Stakeholders Saint John Transit was consulted to better understand how transportatfon access intersects with community services on the East Side. Combined Reach Through structured surveys, this evaluatfon captured input from:  257 East Side targeted survey households (957 individuals)  81 Shape Your City households (233 individuals) Total reach: 338 households, representing 1,190 individuals. These structured findings were complemented by qualitatfve input from 22 service providers, community engagement at summer events, councillors from Wards 3 and 4, the Department of Transportatfon, and additfonal neighbourhood-level actfvitfes. Together, this breadth of engagement created the most comprehensive portrait to date of community services on the East Side. Service Types Located on the East Side (Community-Serving Organizations) While 22 community-serving organizatfons partfcipated in the engagement process, only those physically located within the East Side boundaries were included in the service mapping and service type classificatfon to accurately reflect local availability within the study area.  Total East Side-based providers analyzed for mapping: 18  Total service instances delivered locally: 147  Average service types per East Side-based provider: ~8.2 Most common service types: 102 16  Events (78%) – Social engagement dominates the local service landscape  Advocacy (67%) – Broad community and resident support roles  Educatfonal & Recreatfon (61%) – Accessible programming spanning formal learning to informal actfvitfes Less common service types:  Employment/Skill Building (39%) – Few organizatfons focus on job readiness  Health & Wellness & Provision of Goods (44%) – Concentrated within a smaller cluster of hubs This shows the East Side service network is strongest in creatfng social connectfons but weaker in addressing essentfal supports like wellness, job readiness, and goods provision. Visual Summary of Broader Service Categories To provide a clearer overview, individual service types were grouped into three broader categories:  Community Life & Social Connection – Events, Advocacy, Arts & Culture, Recreatfon, Communicatfon  Learning & Growth – Educatfon, Employment/Skill Building  Essential Supports & Basic Needs – Food Security, Health & Wellness, Provision of Goods, Support Services The chart below illustrates the average percentage of East Side providers offering services in each broader category, showing that while community life and social connectfon are relatfvely well-supported, essentfal supports and basic needs are offered less consistently. 103 17 Summary of Engagement Results Sources of Data Collection The evaluatfon process drew on multfple forms of community input, including targeted surveys, the Shape Your City survey, and direct engagement at summer events. Together, these sources provide a comprehensive picture of service awareness, access, prioritfes, and capacity across the East Side. Findings from East Side Targeted Surveys The City conducted three targeted surveys with East Side residents, schools, and community- serving organizatfons to better understand awareness, usage, and barriers related to community services. These surveys revealed critfcally low awareness of available services, with approximately 97 percent of residents reportfng they were unaware or only somewhat aware of 104 18 what was available in their neighbourhoods. More than 60 percent said they rarely or never accessed community services, citfng barriers such as low awareness, transportatfon challenges, scheduling conflicts, and services that did not align with household needs. Residents reported relying heavily on hyper-local supports, such as food banks, schools, and churches, with many able to name only one or two programs available nearby. Schools, in partfcular, are informally filling critfcal service gaps by providing food, clothing, hygiene items, and emotfonal support, often without designated staff or funding. Geographic gaps were also noted, with services tending to cluster in better-resourced areas, leaving other neighbourhoods underserved. Community members and providers alike emphasized the need for connectfon and belonging, calling for more opportunitfes such as seasonal events, cultural programming, outdoor actfvitfes, and youth drop-in spaces. Clear service prioritfes were identffied across demographics:  Youth → Recreatfon programs, safe spaces, and social opportunitfes.  Seniors → Health and wellness actfvitfes, social supports, and accessible transportatfon.  Newcomers / Non-English Speakers → Language learning and integratfon opportunitfes.  People with Mental Health Needs → Low-barrier, consistent supports.  Parents of Young Children → Early childhood supports, childcare, and parentfng programs.  People with Disabilitfes / Mobility Issues → Improved accessibility and inclusive programming. Service providers reported significant capacity and sustainability challenges, with most relying on minimal staff or volunteers and facing funding instability. Many operate on short-term grants with limited predictability, making it difficult to sustain or expand programs. Schools identffied urgent needs for mental health professionals and behavioural supports, while also citfng physical limitatfons such as lack of gymnasiums and multfpurpose spaces. Providers also noted low public awareness of their services and suggested solutfons such as shared calendars, updated directories, and coordinated promotfon. Despite these challenges, providers expressed strong interest in collaboratfon, including joint programming, shared space, and regular networking opportunitfes. However, only 50 percent of East Side schools were aware of the free opportunitfes available at the Irving Oil Field House, programming directly supported by the city. This gap in awareness is significant, as schools are often the primary channel through which families learn about recreatfon and wellness opportunitfes. When schools are not fully informed, entfre student populatfons may miss out on 105 19 accessible, no-cost programming that could help address youth recreatfon needs and reduce barriers to partfcipatfon. To support accessibility, three professionally designed infographics summarizing the data and key insights from the public, school, and community-serving organizatfon surveys were developed (Attachment D: Community Infographic Summaries). Findings from Shape Your City Survey Between August 12 and September 14, 2025, the City of Saint John collected input from 81 East Side residents through the Shape Your City survey. The survey revealed that 96 percent of respondents reported low awareness of available community services, with 83 percent using services less than monthly. A total of 90 percent said that services were less than fully accessible, citfng cost, scheduling, transportatfon, and unclear informatfon as barriers. When services were accessed, residents most often identffied recreatfon, food supports, and community events. Respondents highlighted youth, seniors, low-income households, and people with disabilitfes as the most underserved groups. They called for more structured, affordable programming for children and teens, accessible and low-cost wellness actfvitfes for seniors, better promotfon of existfng opportunitfes, and expanded affordability measures. Residents also recognized valued assets such as the Irving Oil Field House, local parks and trails, and food supports. A detailed summary of the Shape Your City survey, including full statfstfcs and supportfng analysis, is provided in Attachment E: Shape Your City Summary Report. Community Engagement at Summer Events In additfon to surveys, engagement was carried out at four East Side summer events: Latfmore Lake Community Day, Passport to Parks at Little River Reservoir, the Saint John Exhibitfon, and the Loch Lomond Villa Recreatfonal Event. These actfvitfes were designed to ground-truth preliminary findings and gather additfonal resident insights in informal, conversatfonal settings. To support these conversatfons, three professionally designed infographics summarizing the main insights of the East Side targeted surveys were displayed. These visuals helped residents quickly understand the findings and themes, and copies are included in the appendices for reference. Across all events, residents reaffirmed the challenges of low awareness and accessibility barriers. They emphasized strong demand for youth and senior recreatfon, while pointfng to 106 20 issues such as perceived exclusivity, transportatfon gaps, scheduling, and unclear costs. Families called for structured, low-barrier programs for children and teens, while seniors said they were often unaware of existfng opportunitfes and wished for more evening programming. Residents consistently identffied the need for a centralized service directory, promoted through trusted channels such as schools and social media. This outreach confirmed that residents value the City’s presence in their neighbourhoods and view the evaluatfon as much-needed. The findings align with survey and stakeholder feedback, while adding lived experience and reinforcing recurring themes around awareness, accessibility, and inclusive programming. In additfon, City staff partfcipated in the Red Head Community Cleanup, further reinforcing visible presence in neighbourhood-level actfvitfes during the engagement period. A detailed account of this engagement is provided in Attachment E: Community Engagement Summary – East Side Community Services Evaluation. Overarching Themes from Engagement Taken together, the findings from the targeted surveys, Shape Your City survey, and community event engagement reveal consistent themes across the East Side:  Access and Awareness Residents and providers both highlighted limited awareness of what services exist, who they are for, and how to access them.  Community Connection and Belonging Residents consistently expressed a desire for more opportunitfes to connect, through recreatfon, cultural programming, and social actfvitfes for all age groups.  Priority Needs Underserved groups across all engagement sources include youth, seniors, newcomers, low-income households, people with disabilitfes, and those with mental health needs.  Capacity and Sustainability Providers face ongoing challenges related to staffing, volunteer reliance, limited space, and unstable funding.  Collaboration and Coordination There is strong interest in better coordinatfon among providers, with opportunitfes for shared promotfon, joint programming, and regular convening to strengthen the service network. 107 21 Evaluation Recommendations The following recommendatfons address recurring themes identffied through surveys, stakeholder discussions, and community engagement. Each is practfcal and achievable, focusing on improving communicatfon, coordinatfon, accessibility, and sustainability using existfng resources where possible. These actfons are designed to close service gaps between East Saint John and other areas of the city. While the west, south, and north sides have established neighbourhood organizatfons and collaboratfve networks, the east side lacks similar structure and coordinatfon. Implementfng these recommendatfons will bring the east side to a comparable service level, ensuring consistent, equitable access to programs and opportunitfes citywide. As with other successful community-led initfatfves, this model emphasizes City-supported, community-driven growth. Engaging residents and partners early will build ownership and pride, creatfng lastfng programs that reflect community needs while remaining sustainable beyond direct City delivery. Community Services staff will play a central role in facilitatfng coordinatfon, managing communicatfon tools, and supportfng the long-term transitfon to a community-led model. Theme: Community Connection and Belonging Recommendation 1: Support the Development of a Neighbourhood Coordination Body for East Saint John Objective: Provide support in the development of a sustainable, resident-led organizatfon to serve as the coordinatfng voice for East Saint John, similar to neighbourhood associatfons in other parts of the city. Actionable Steps: Support the development of a Neighbourhood Coordinatfon Body (NCB) to organize local programs, advocacy, and communicatfon. Consider providing City seed funding and administratfve support for 2–3 years to assist with governance development and initfal operatfons. Assist with board development, incorporatfon, and governance training to ensure long-term organizatfonal stability. Consider identffying or repurposing a shared community hub or facility for administratfve and 108 22 public use. Consideratfons when selectfng a locatfon will include populatfon density, low income, transportatfon, and community need. Encourage partnerships between the NCB and existfng organizatfons to strengthen coordinatfon and resource sharing. Assign a Community Services staff lead to provide guidance and coordinatfon. Expected Outcome: A locally driven structure capable of coordinatfng programs, representfng residents, and fostering collaboratfon, filling a long-standing structural gap on the east side. PlaySJ Alignment: This recommendatfon aligns with the City’s PlaySJ Master Plan commitment to fostering community partnerships and shared delivery models that empower neighbourhoods to take ownership of local recreatfon and service initfatfves. Theme: Priority Needs Recommendation 2: Enhance Accessibility and Affordability & Expand Opportunities for Key Demographics Objective: Address service gaps by improving access to recreatfon opportunitfes, increasing awareness of existfng programs, and ensuring equitable partfcipatfon for all residents, partfcularly youth, seniors, and low-income households. 2.1 Youth Programming – Expand and Strengthen Access Develop more consistent and accessible recreatfon opportunitfes for youth across the east side. Focus on affordability, availability, and variety of programs to encourage greater partfcipatfon. Strengthen partnerships with schools and community organizatfons to support year-round actfvitfes. Expected Outcome: Youth gain improved access to safe, affordable recreatfon optfons that build engagement, confidence, and community connectfon. 2.2 Senior Programming – Increase Awareness and Participation Raise awareness of existfng senior programs through coordinated outreach and clearer communicatfon. Strengthen promotfon through local partners, community groups, and the City’s 109 23 communicatfon tools. Ensure programming remains inclusive and easy to access. Expected Outcome: Seniors become more aware of available programs and partfcipate more frequently in recreatfon and wellness actfvitfes. 2.3 Low-Income Residents – Reduce Barriers to Participation Contfnue to promote subsidy programs and affordable access optfons. Support initfatfves that make it easier for residents to attend and engage in programs regardless of income. Work with partners to ensure affordability and inclusion remain core program principles. Expected Outcome: More residents can partfcipate fully in community and recreatfon opportunitfes, regardless of financial barriers. 2.4 Transportation – Improve Access Through Strategic Program Placement Transportatfon remains a barrier for many residents in accessing programs and services across the east side. Where possible, consider access and proximity as key factors when determining the locatfon, tfming, and delivery of new or expanded programs. Prioritfze program placement within walkable areas or near existfng transit routes and community hubs to maximize partfcipatfon. Clearly communicate the locatfons of programs and available transportatfon optfons through City and community communicatfon channels. Expected Outcome: Improved partfcipatfon through thoughtiul program planning that considers accessibility, proximity, and travel limitatfons faced by residents. PlaySJ Alignment: This recommendatfon aligns with the PlaySJ Master Plan emphasis on equity, inclusion, and barrier-free access to recreatfon, ensuring programs are affordable, geographically accessible, and responsive to residents’ diverse needs. Theme: Collaboration and Coordination Recommendation 3: Provide Ongoing Staff Support for Service Coordination and Collaboration 110 24 Objective: Ensure contfnued City involvement in facilitatfng communicatfon and collaboratfon among existfng east side service providers. Unlike Recommendatfon 1, which focuses on developing a new neighbourhood coordinatfon body, this recommendatfon supports the ongoing operatfonal role of City staff in connectfng organizatfons, sharing informatfon, and fostering collectfve planning. Actionable Steps: Maintain a network of east side providers, schools, and community groups to support coordinatfon and shared initfatfves. Host regular informatfon-sharing and planning meetfngs facilitated by Community Services staff. Assign a City staff liaison to coordinate and monitor collaboratfon, identffy gaps, and connect partners with resources. Provide ongoing guidance and administratfve support to ensure partnerships remain effectfve and responsive to community needs. Expected Outcome: A sustainable, City-supported network that promotes cooperatfon, reduces duplicatfon, and strengthens alignment among local service providers. PlaySJ Alignment: This recommendatfon supports the PlaySJ Master Plan directfon of strengthening partnerships and collaboratfon across sectors to enhance efficiency, maximize resources, and ensure consistent service delivery citywide. Theme: Capacity and Sustainability Recommendation 4: Build Capacity and Sustainability of Local Providers Objective: Strengthen the internal capacity of local organizatfons to ensure consistent service delivery and long-term sustainability. Unlike Recommendatfons 1 and 3, which focus on coordinatfon and structure, this recommendatfon emphasizes developing skills, resources, and stability within existfng community organizatfons. Actionable Steps: Offer training and mentorship in governance, leadership, and funding development. 111 25 Encourage resource sharing and collaboratfon among local organizatfons. Consider modest City partnerships or funding supports to help stabilize volunteer-driven initfatfves. Assign a Community Services staff lead to provide ongoing guidance and coordinatfon. Expected Outcome: Local organizatfons become more self-sufficient, resilient, and equipped to sustain services independently. PlaySJ Alignment: This recommendatfon aligns with the PlaySJ Master Plan focus on building community capacity through collaboratfon, volunteer development, and shared leadership in recreatfon service delivery. Theme: Access and Awareness Recommendation 5: Strengthen Communication and Awareness Objective: Improve awareness of available programs and services through a unified, City-led communicatfons platiorm. Actionable Steps: Develop a City-managed Community Services Facebook Page to promote programs, events, and services across all wards. Feature both City-supported and community-based opportunitfes, emphasizing low- and no- cost programs. Keep the platiorm regularly updated with current informatfon. Maintain a master directory of programs and services, updated quarterly and distributed through schools, churches, and community groups. Expected Outcome: Residents across the city have easy access to up-to-date informatfon, improving engagement and partfcipatfon. PlaySJ Alignment: This recommendatfon aligns with the PlaySJ Master Plan goal of improving public communicatfon and awareness of recreatfon opportunitfes through centralized, accessible, and engaging platiorms. 112 26 Theme: Community Connection and Belonging Recommendation 6: Investigate the Establishment of a Full-Service Community Centre on the East Side Objective: Explore the feasibility of developing a full-service community centre that meets the long-term recreatfonal, cultural, and social needs of East Saint John residents. Actionable Steps: Conduct a needs assessment and feasibility study to evaluate demand, potentfal locatfons, partnerships, and capital implicatfons. Consider opportunitfes for multf-use design, integratfng recreatfon, social services, and community programming. Identffy potentfal funding sources and partnerships to support planning and development. Expected Outcome: A clear understanding of the requirements, feasibility, and potentfal impacts of a future full- service community centre, ensuring long-term planning aligns with community growth and need. PlaySJ Alignment: This recommendatfon aligns with the PlaySJ Master Plan commitment to equitable facility distributfon and long-term planning for accessible recreatfon spaces citywide. Service Level Comparison The following table outlines the antfcipated level of progress and implementatfon achievable with existfng department resources compared to an enhanced level of service that could be achieved with a dedicated staff positfon. It illustrates how staffing capacity directly influences the ability to advance the recommended actfons for East Saint John. While service levels may vary across other areas of the city due to differing infrastructure, partnerships, and community organizatfon structures, this comparison highlights the resources required to achieve equitable outcomes citywide. 113 27 Recommendatio n Objective Achievable Service Level With Existing Department Resources Recommended Enhanced Service Level With Dedicated FTE 1. Neighbourhood Coordination Body Establish a resident-led coordinating organization for East Saint John. Limited advisory support; progress dependent on independent community initiative. Full facilitation of start- up, coordination of facility access, and structured transition to resident-led model. 2. Accessibility & Affordability Improve access to programs and reduce participation barriers for youth, seniors, and low-income residents. Minor adjustments possible; limited ability to expand programs or address key barriers. Targeted expansion of youth and inclusive programs, coordinated outreach, and measurable improvements in access. 3. Coordination & Collaboration Strengthen communication and reduce duplication among service providers. Informal contact between organizations; inconsistent follow- up. Regular, staff-led network meetings with consistent communication and alignment of services. 4. Communication & Awareness Improve resident awareness through a unified City-led communications platform. Basic promotion and static information- sharing. Active City-led communications platform with regular updates, campaigns, and quarterly directory distribution. 5. Capacity & Sustainability Strengthen local organizations through governance support and resource sharing. Reactive, limited guidance on request. Structured mentorship, training, and long-term partnership development to strengthen local service providers. 6. Community Centre Feasibility Explore the potential for a full-service community centre to meet long-term Preliminary exploration possible through existing staff; Comprehensive feasibility study, stakeholder engagement, and 114 28 recreational, cultural, and social needs. limited capacity for in-depth analysis or stakeholder coordination. partnership development to assess needs, costs, and opportunities for implementation. Conclusion The East Side of Saint John is home to resilient neighbourhoods, dedicated schools, committed service providers, and residents who care deeply about their community. Drawing on input from households, schools, service providers, residents, councillors, and internal City departments, this evaluatfon has created the most comprehensive picture to date of the strengths and challenges within the local service network. These findings provide a clear and actfonable foundatfon for moving forward. They highlight the need to improve communicatfon and visibility of services, strengthen collaboratfon among providers, ensure sustainability of core programs, and align services more closely with community needs. By addressing these prioritfes, the City and its partners can work toward a more equitable, accessible, and sustainable service network that reflects the aspiratfons and lived realitfes of East Side residents. The appendices that follow contain the supportfng detail and supplementary analysis referenced throughout this report. 115 29 Attachment A: Summary of NSW Community Centres & Groups This appendix contains the detailed dataset compiled during the East Side Community Services Evaluatfon, summarizing service providers, programs, and partfcipatfon data. Due to its size and formatting, the dataset is provided in Excel format and can be accessed at the following link: 🔗 https://saintjohnca.sharepoint.com/:x:/s/CommunityServicesContentCubby/EbVn6eNo- 5tDluJvQriyAIcBIGiPnJSqIZ3xzN7_D4tP9g?e=WVXPWA If the link is not accessible, the full Excel dataset can be requested from the Growth & Community Services Department. 116 30 Appendix B – Survey Instruments (Structured Service Provider, Hybrid, and Public Surveys) 117 31 Appendix C – Community Engagement Summary 118 32 Appendix D – Community Infographic Summaries (Public, School & Service Provider Findings) 119 33 Appendix E – Shape Your City Summary Report 120 29 Attachment A: Summary of NSW Community Centres & Groups This appendix contains the detailed dataset compiled during the East Side Community Services Evaluatfon, summarizing service providers, programs, and partfcipatfon data. Due to its size and formatting, the dataset is provided in Excel format and can be accessed at the following link: https://saintjohnca.sharepoint.com/:x:/s/CommunityServicesContentCubby/EbVn6eNo- 5tDluJvQriyAIcBIGiPnJSqIZ3xzN7_D4tP9g?e=WVXPWA If the link is not accessible, the full Excel dataset can be requested from the Growth & Community Services Department. 121 30 Appendix B – Survey Instruments (Structured Service Provider, Hybrid, and Public Surveys) 122 East Side Service Provider Survey City of Saint John – Growth & Community Services Objective: This survey aims to gather comprehensive data on community services offered in Ward 4, East Saint John, and McAllister to identify strengths, gaps, and opportunities for strategic improvements. Your input will help shape future recommendations to Council. SECTION 1: ORGANIZATION & CONTACT INFORMATION 1. Organization Name: ________________________________________ 2. Contact Person: ________________________________________ 3. Position/Title: ________________________________________ 4. Email: ________________________________________ 5. Phone Number: ________________________________________ SECTION 2: SERVICE DELIVERY & OPERATIONS 6. Do you offer any programs or services that are free of charge to the community? (Please list all programs, their primary objectives, and any relevant details.) 123 ☐ Yes ☐ No If yes, please list or describe them: 7. Do you offer any programs or services that have a fee or cost to participants? (Please list all programs, their primary objectives, and any relevant details.) ☐ Yes ☐ No If yes, please list or describe them, including any typical fees if known: 8. What specific community needs does your organization address? (Check all that apply) a. ☐ Advocacy – Activities or efforts that support a cause. (Example: Staff participation in homelessness strategy.) b. ☐ Arts & Culture – Activities that celebrate music, art, dance, and/or cultural elements. (Example: Six-week theatre arts class for teens.) c. ☐ Communication/Promotion – Activities to inform and engage residents. (Example: Newsletter, calendar of events, social media posts.) d. ☐ Educational – Activities that serve to educate, teach, or support learning. (Example: After-school tutoring service.) e. ☐ Employment/Skill Building – Activities that support skill development or job readiness. (Example: Resume-writing workshop, CPR course, sewing class.) f. ☐ Event (Social, Engagement) – Activities that bring residents together. (Example: Community fair, seniors' tea.) g. ☐ Food Security – Activities or services that provide food or meal support. (Example: Food pantry, food purchase club, BBQ lunch, pancake breakfast.) 124 h. ☐ Health & Wellness – Activities that support physical, mental, or emotional health. (Example: Flu shot clinic, counseling, cooking class, wellness talks.) i. ☐ Provision of Goods – Activities that assist with non-food-related personal needs. (Example: Winter coats for kids, Christmas PJ campaign.) j. ☐ Recreation – Activities engaged in to support well-being, relaxation, and amusement, whether active or passive in nature. (Example: Sports, games, playgroups, card groups.) k. ☐ Support Services – Activities that aim to solve a problem, relieve a burden, or overcome a challenge. (Example: Tax services, completing forms, referrals to other services.) l. ☐ Other (please specify): ________________________ 9. Who are your primary service users? (Check all that apply) ☐ Children (0-12) ☐ Youth (13-17) ☐ Adults (18-54) ☐ Seniors (55+) ☐ Families ☐ Newcomers ☐ Low-Income Individuals ☐ Indigenous Communities ☐ Persons with Disabilities ☐ LGBTQ+ Individuals ☐ Other (please specify): ________________________ 10. How often are your programs delivered? ☐ Daily ☐ Weekly ☐ Monthly ☐ Seasonally 125 ☐ As needed 11. Where do your programs take place? (Check all that apply) • ☐ Dedicated Facility • ☐ Shared Space • ☐ Mobile/Outreach • ☐ Virtual • ☐ Other (please specify): ________________________ 12. What is your staffing structure? • ☐ Paid Staff Only • ☐ Volunteers Only • ☐ Hybrid (Paid Staff & Volunteers) • ☐ Other (please specify): ________________________ SECTION 3: PARTICIPATION & REACH 13. Do you track attendance or participation? • ☐ Yes • ☐ No If yes, please describe your tracking method: 14. How many people typically access your services? (Provide estimates if exact numbers are unavailable.) • Per session: __________ • Per month: __________ • Per year: __________ 126 15. Have you noticed trends in participation? (Check all that apply) • ☐ Increasing • ☐ Decreasing • ☐ Seasonal Fluctuations • ☐ Demographic Shifts • ☐ Other (please specify): ________________________ 16. Are there barriers that limit participation in your programs? (Check all that apply) • ☐ Transportation • ☐ Program Costs • ☐ Awareness/Publicity • ☐ Facility/Space Limitations • ☐ Other (please specify): ________________________ SECTION 4: PROGRAM EFFECTIVENESS & CHALLENGES 17. What do you feel is working well in your service delivery? 18. What challenges do you face in sustaining or expanding your programs? (Check all that apply) • ☐ Funding Constraints • ☐ Staffing/Volunteer Availability • ☐ Facility/Space Limitations • ☐ Program Awareness/Outreach • ☐ Other (please specify): ________________________ 127 19. Are there unmet community needs that you believe should be addressed? 20.What would help you serve the community better? SECTION 5: COLLABORATION & SUPPORT 21.Do you partner with other organizations, community groups, or businesses? • ☐ Yes • ☐ No If yes, please list your key partnerships: 22.Do you receive support from municipal, provincial, private or federal programs? • ☐ Yes • ☐ No If yes, please list the categories of funding you receive: 23.What additional support would help you expand or improve your services? 24.What makes Ward 4, East Saint John, and McAllister unique in terms of community needs, strengths, and challenges? 128 25. Are you aware that the Irving Oil Field House offers free community programming? ☐ Yes ☐ No SECTION 6: NEXT STEPS & FOLLOW-UP 26.Would you be open to a follow-up discussion if needed? • ☐ Yes • ☐ No 27.Additional Comments: Thank you for your participation. Your insights are invaluable in shaping the future of community services in Ward 4, East Saint John, and McAllister. For any questions or additional information, please contact: Craig Ganong Program Manager, Community Services City of Saint John Craig.ganong@saintjohn.ca | (506) 639-1679 129 East Side Community Services Hybrid Survey For Organizations Supporting Residents in Ward 4, East Saint John and McAllister Objective: The City of Saint John is conducting a study to assess existing community services across the East Side, including Ward 4, McAllister, and surrounding neighbourhoods. This survey is intended for organizations and groups that contribute to community well-being through programs, supports, or activities—regardless of size, formality, or frequency of delivery. Your insights will help identify community strengths, service gaps, and opportunities for future improvement. Section 1: Organization Information 1. Organization or Group Name 2. Main Contact Person (Optional) 3. Email or Phone Number (Optional) 4. How would you describe your organization or group? (e.g., church, grassroots group, informal collective) 5. How long have you been active in the East Side? ☐ Less than 1 year ☐ 1–5 years ☐ 6–10 years ☐ More than 10 years 130 6. Where does your group or organization receive financial or material support from? Check all that apply. ☐ Community fundraising or donations ☐ Municipal support (City of Saint John) ☐ Provincial government funding ☐ Federal government funding ☐ Faith-based or denominational support ☐ Private grants or foundations ☐ Partner organizations or sponsors ☐ We do not currently receive financial or material support ☐ Other (please specify): ___________________________________ Section 2: Services and Supports Offered 7. What types of programs or supports do you offer in the community? Examples: food assistance, youth nights, group meetings, seasonal events, clothing drives 8. Which of the following service types best describe your offerings? Please check all that apply. Definitions are included to guide your selection. ☐ Advocacy – Supporting a cause or representing community needs ☐ Arts & Culture – Celebrating music, art, cultural expression, or traditions ☐ Communication/Promotion – Sharing information with the public (e.g., flyers, announcements, social media) ☐ Educational – Learning support or skill-building (e.g., tutoring, workshops) ☐ Employment/Skill Building – Job readiness or skill development (e.g., resume help, training) ☐ Events (Social/Engagement) – Connecting people through events (e.g., holiday 131 meals, social gatherings) ☐ Food Security – Access to food (e.g., food banks, meal programs) ☐ Health & Wellness – Promoting physical, mental, or emotional well-being ☐ Provision of Goods – Supplying items like clothing, hygiene kits, or winter gear ☐ Recreation – Activities supporting leisure and well-being (e.g., sports, walking groups, games) ☐ Support Services – Helping individuals navigate challenges or access resources (e.g., referrals, basic support) ☐ Other (please specify): 9. Do you offer any programs or services that are free of charge to the community? ☐ Yes ☐ No If yes, please list or describe them: 10. Do you offer any programs or services that have a fee or cost to participants? ☐ Yes ☐ No If yes, please list or describe them, including any typical fees if known: 132 Section 3: Participants and Activity Details 11. Who does your organization primarily serve? ☐ Children (0–12) ☐ Youth (13–17) ☐ Adults (18–54) ☐ Seniors (55+) ☐ Families ☐ Newcomers ☐ Low-income individuals ☐ Indigenous community members ☐ LGBTQ+ individuals ☐ Persons with disabilities ☐ Other: ___________________________________________ 12. How often do your programs or supports take place? ☐ Weekly ☐ Monthly ☐ Seasonally ☐ As needed ☐ Other: ___________________________________________ 13. Where are your services usually delivered? ☐ At your own location ☐ In a shared community space ☐ Off-site/outreach (e.g., in homes, parks, schools) ☐ Online or virtual ☐ Other: ___________________________________________ Section 4: Capacity, Challenges, and Community Needs 14. What challenges affect your ability to offer or expand your services? ☐ Limited staffing or volunteers 133 ☐ Lack of physical space ☐ Low public awareness ☐ Transportation or accessibility barriers ☐ Lack of funding or supplies ☐ Other: ___________________________________________ 15. Are there any community groups you feel are underserved or overlooked? 16. What do you feel your organization does especially well? Share strengths or areas of success. 17. Are there any programs or services you wish you could offer, but currently cannot? 18. Do you partner with or refer to other groups or organizations? ☐ Yes ☐ No 134 If yes, please name them: Section 5: Final Reflections and Follow-Up 19. What would help your group better serve the community? Examples: space, funding, training, collaboration, volunteers, promotion 20. From your perspective, what makes the East Side unique in terms of strengths, needs, or community challenges? 21. Would you be open to a follow-up discussion if needed? ☐ Yes ☐ No 22. Additional comments, thoughts, or suggestions: Thank You 135 Your time and insights are greatly appreciated. This information will help the City of Saint John better understand community-based efforts and support services across the East Side. If you have questions or would like to connect directly, please contact: Craig Ganong Program Manager, Community Services Craig.ganong@saintjohn.ca | (506) 639-1679 136 Public – East Side Community Services Survey The City of Saint John is conducting a study to assess existing community services on the East Side (Ward 4) to identify strengths, gaps, and opportunities for improvement. Your input will help shape future planning and recommendations to enhance community support. This survey should take approximately 10 minutes to complete. Your responses are confidential and will only be used for research purposes. At the end of the survey, you have the option to include your contact information to be entered into a draw to win 1 of 5 gift cards. Note: The study will include East Saint John / McAllister in addition to Ward 4 communities. Section 1: General Information 1. What is your postal code? 2. What is your age group? (Select one) a. Under 18 b. 18–24 c. 25–54 d. 55–64 e. 65+ 3. What is your family or household composition? (Please identify the number of persons living in your household from the categories below) __ Children (18 years and younger) ___ Adults ___ Seniors (55+) 137 4. How long have you lived on the East Side of Saint John? (Select one) a. Less than 1 year b. 1–5 years c. 6–10 years d. More than 10 years e. I do not live on the East Side Section 2: Community Service Awareness and Accessibility *Community services may include recreation programs, arts and culture activities, community events, educational programs, health and wellness supports, food security services, or help with employment, advocacy, or other support needs. 5. Are you aware of the community services available on the East Side? (Select one) a. Yes, very aware b. Somewhat aware c. Not aware at all If your response was a or b, please list any specific programs or services you are aware of: 138 6. How do you typically learn about community services and programs? (Select all that apply) a. Social media b. City website c. Word of mouth d. Flyers/posters e. Community centres f. Other (please specify): 7. Do you feel that community services on the East Side are easy to access? (Select one) a. Yes, very accessible b. Somewhat accessible c. No, they are difficult to access 8. If you answered “No” to question 7, what are the barriers you face when trying to access community services? (Select all that apply) a. Lack of awareness b. Transportation challenges c. Cost of services d. Inconvenient service hours 139 e. Limited program availability f. Work or employment-related constraints g. Other (please specify): Section 3: Community Service Usage and Needs 9. In the past year, which community services have you or your household used on the East Side? (Select all that apply) Service Type Description Advocacy [ ] Activities that support a cause. Arts & Culture [ ] Activities that celebrate music, art, dance, and/or cultural elements. Communication/Promotion [ ] Activities to inform and engage residents. Educational [ ] Activities that support learning, teaching, or education. Employment/Skill Building [ ] Activities that support job readiness or skills training. Events (Social, Engagement) [ ] Activities that bring residents together. 140 Food Security [ ] Activities or services that provide food or meal support. Health and Wellness [ ] Activities that support physical, mental, or emotional health. Provision of Goods [ ] Activities that provide assistance with non-food personal needs. Recreation [ ] Activities that support well-being, leisure, or amusement. Support Services [ ] Activities that help solve problems or relieve burdens. I have not accessed any community services [ ] 10. How frequently do you use community services? (Select one) • Weekly • Monthly • A few times per year • Rarely or never 141 11. Are there any services you need but have difficulty accessing on the East Side? Section 4: Community Strengths and Gaps 12. In your opinion, what are the biggest strengths of community services on the East Side? 13. Which areas of community services need the most improvement? (Select up to three) Community services are typically free or low-cost programs that support health, wellness, education, social engagement, and poverty reduction. • Recreation programs • Art, music, and cultural programs • Educational services • Health and wellness programs • Food security initiatives • Support services (e.g., mental health, employment assistance) • Community events 142 • Other (please specify): 14. Are there any specific groups in the community (e.g., youth, seniors, newcomers) that you feel are underserved? Section 5: Future Planning and Feedback 15. What improvements would you like to see in community services on the East Side? 16. Would you be interested in participating in future community consultations or focus groups related to this study? (Select one) • Yes • No • Maybe (please provide contact details in the section below). 143 Thank You Your time and insights are greatly appreciated. This information will help the City of Saint John better understand community-based efforts and support services across the East Side.  If you have questions or would like to connect directly, please contact:  Craig Ganong  Program Manager, Community Services    Craig.ganong@saintjohn.ca | (506) 639-1679  Prize draw for one of five giftcards. To be eligible, please enter your name and phone number below. This section is completely voluntary, and your contact information will only be used for the purpose of the draw unless you indicated you would be interested in a follow up. • Name: ___________________________________________ • Phone Number: ____________________________________ 144 31 Appendix C – Community Engagement Summary 145 East Side Community Services Evaluation Community Engagement Summary from Summer Community Events Prepared by: Craig Ganong, Program Manager – Community Services Department: Growth & Community Services, City of Saint John Engagement settings: Latimore Lake Community Day; Passport to Parks; Saint John Exhibition; Loch Lomond Villa Recreational Event; Red Head Community Clean Up Purpose: Ground-truth preliminary findings from the What We’ve Heard phase and gather additional community insights to inform the East Side Community Services Evaluation. Executive Summary Across five East Side community events, residents consistently reaffirmed the findings of the What We’ve Heard reports: (1) a general lack of awareness of what services exist, who they are for, and how to access them; (2) strong demand for both youth and senior recreation opportunities; and (3) ongoing barriers such as perceived exclusivity, transportation, scheduling, and cost clarity that limit participation even when services are technically available. Residents expressed appreciation for the evaluation process, often noting it was long overdue. They called for better visibility of services, clearer communication, and opportunities that reflect their needs at different life stages. At each event, residents were also provided with links to the City’s public East Side Evaluation Survey and the Shape Your City survey. These tools gave participants the chance to share more in-depth feedback at their own convenience, extending the reach of engagement beyond the event itself. 146 Context and Objectives The City is conducting an East Side Community Services Evaluation to inventory services, identify gaps, and improve access. During the summer event season, staff hosted an information stand at five community events to: • Explain the evaluation and share preliminary insights from What We’ve Heard. • Invite unstructured, conversational feedback. • Validate or challenge early themes; and • Capture practical insights and community experiences. • Share links to online surveys so residents could provide additional, more detailed input. Scope note: Conversations were informal and opportunistic, based on interactions at outreach displays. Findings are qualitative and directional but align strongly with prior survey and stakeholder feedback. Engagement Approach Mode: Drop-in conversations at an outreach table with display materials summarizing the evaluation and early findings. Duration: One-day presence at each event. Participants: Residents across age groups and family compositions, including parents of school- aged children and teens, older adults, and young adults. Data capture: Field notes, and post-event debrief synthesis. Follow-up: Links provided to the East Side Evaluation Survey and Shape Your City survey for further contributions. Who We Heard From • Families with school-aged children and teens (most frequent at Passport to Parks and the Exhibition) • Older adults and seniors (particularly at Loch Lomond Villa’s event) 147 • Young adults, including recent graduates and early-career workers • Long-time East Side residents as well as newer arrivals • Community staff, such as recreation coordinators, who shared professional insights into participation and barriers Residents consistently expressed appreciation for the City’s presence at community events and described the evaluation as “much-needed.” Many felt “out of the loop” about what is available in their own neighbourhoods. Key Themes from Community Discussions 1) Awareness and Navigation Gap Residents repeatedly expressed confusion about what services exist, who they are intended for, and how to access them. Discovery is often chance-based, relying on word-of-mouth or sporadic Facebook posts. Many participants were surprised by the number of services available but noted they had never seen information about them. Social media, particularly Facebook, was named as the primary source of local information across all age groups, including seniors. 2) Youth Recreation: A Pressing Concern Parents and families identified the need for youth recreation as an urgent priority. Many stated, “kids need ways to stay out of trouble,” pointing to limited opportunities beyond school sports. Since the pandemic, parents have noticed increased sedentary behaviour, social withdrawal, and in some cases antisocial activity among youth. Both indoor and outdoor recreation were emphasized, with requests for structured, low-barrier opportunities. Transportation and scheduling challenges were also frequently mentioned. 3) Facility Perception – Irving Oil Field House The Irving Oil Field House was repeatedly brought up as a facility residents were uncertain about. Many participants perceived it as “membership-only” or intended for others, with some describing it as “too high-end” for their families. A stigma around accessing the facility exists despite the fact that free programs for youth are offered there. Several families noted they simply felt unwelcome or out of place. 148 4) Barriers of Distance, Transit, and Scheduling Parents and guardians highlighted practical challenges in getting youth to activities. Facilities were often seen as “out of the way,” and transit schedules did not align well with program times. Families working non-standard or shift hours found it especially difficult to coordinate participation in structured programs. These barriers were frequently cited as reasons youth were not involved in recreation despite parental interest. 5) Reliance on Schools and Informal Channels Many parents reported that schools were their main source of information about youth opportunities. Outside of school newsletters or occasional word-of-mouth, families rarely knew what was happening in their communities. Parents suggested that schools remain a critical partner in disseminating information about programs and services. 6) Desire for Centralized, Accessible Information Residents across demographics strongly expressed the need for a centralized, accessible directory of services. Participants wanted clarity on what services exist, who they are for, costs, and how to register. Many emphasized that such a resource should be visible and actively promoted on social media, ensuring it becomes part of residents’ regular information streams. 7) Seniors’ Perspectives – Loch Lomond Villa Engagement The Loch Lomond Villa Recreational Event provided a unique lens into seniors’ needs and perceptions. The overwhelming majority of seniors expressed that they were unaware of what opportunities exist on the East Side for their demographic. Many wished there were more recreational activities available in the evenings, citing enjoyment of music, dancing, and sing- along activities like those offered during the event. Barriers for seniors echoed those raised by other groups: lack of awareness, limited transportation options, and difficulty navigating available services. Recreation coordinators also confirmed that these issues contribute to lower participation among seniors. 8) Red Head Community Clean Up – Mixed-Age Perspectives The Red Head Community Clean Up drew a wide mix of participants, from young families with children to older residents who have lived in the area for decades. Conversations highlighted transportation as one of the most significant barriers for this community, alongside a near-total lack of awareness of existing services and events in the city. Most participants reported that 149 they only learn about opportunities through word of mouth or their local community association’s Facebook group. Residents also echoed the need for more recreational opportunities for youth, noting that activities close to home would help keep young people engaged. These insights reaffirm broader themes of awareness gaps, transportation barriers, and demand for accessible recreation that were raised at other events. Illustrative Resident Comments (Paraphrased) “I only hear about things if a friend mentions it—otherwise I assume there’s nothing for us.” “We thought the Field House was membership-only; we didn’t want to show up and feel out of place.” “Our teens need a place to go after school—that’s when trouble starts.” “If it was on Facebook and said ‘Free, all welcome,’ we’d try it.” “I’d love more things like tonight—music, dancing, something social in the evenings for seniors.” “If it’s not on our Facebook group, we don’t hear about it.” This document synthesizes informal engagement from five summer events and is intended to highlight recurring themes and lived experiences raised by residents. It complements, and does not replace, the formal analyses in the City’s What We’ve Heard reports. 150 32 Appendix D – Community Infographic Summaries (Public, School & Service Provider Findings) 151 152 153 154 33 Appendix E – Shape Your City Summary Report 155 East Side Community Services Shape Your City Survey: Summary Report City of Saint John Growth & Community Services Introduction Between August 12 and September 14, 2025, 81 residents completed the Shape Your City survey on community services in the East Side. The results show low levels of awareness, barriers to participation, and clear resident priorities for improvement. Demographic Breakdown The 81 survey participants represented a cross-section of East Side households. Age of respondents (n = 81): ● 25–54 years: 56 (69.1%) ● 55–64 years: 13 (16.0%) ● 65 years and older: 12 (14.8%) ● Under 25 years: 0 Household composition – children (n = 78): ● No children: 34 (43.6%) ● One child: 19 (24.4%) ● Two children: 23 (29.5%) ● Three children: 1 (1.3%) 156 ● Five children: 1 (1.3%) Household composition – adults age 18–54 (n = 79): ● None: 18 (22.8%) ● One adult: 15 (19.0%) ● Two adults: 35 (44.3%) ● Three adults: 7 (8.9%) ● Four adults: 4 (5.1%) Household composition – seniors 55+ (n = 69): ● None: 41 (59.4%) ● One senior: 17 (24.6%) ● Two seniors: 11 (15.9%) Based on household reporting, the 81 survey responses represent approximately 233 individuals, including children, working-age adults, and seniors. This figure is an estimate, as not all respondents completed every demographic question. This demographic profile shows the survey reached a broad range of households, weighted toward working-age adults but also including families with children and seniors. Key Findings Awareness and Communication Awareness of community services is very limited. A total of 96.3 percent of respondents reported being only somewhat aware or not at all aware of available programs. Only 3.7 percent reported being very aware. Residents most often learned about services through word of mouth, social media, and posters at community spaces. Fewer identified the City website or other official channels, indicating a need for stronger and more consistent promotion. 157 Accessibility Perceptions of accessibility were mixed but leaned negative. ● Difficult to access: 46.9 percent ● Somewhat accessible: 43.2 percent ● Very accessible: 9.9 percent The main reasons given for difficulty were transportation barriers, limited program schedules, cost, and lack of clear information. Participation Regular participation was low. ● Weekly: 6.2 percent (5 of 81) ● Monthly: 11.1 percent (9 of 81) ● At least monthly: 17.3 percent ● Less than monthly: 82.7 percent These figures reflect the combined impact of low awareness, limited scheduling, and affordability concerns. Services Used When services were accessed, residents most often cited recreation activities, food supports, and community events. Use of educational or wellness programs was less common but still present. Underserved Populations Respondents identified children and youth, seniors, people with disabilities, and households with lower incomes or without vehicles as the most underserved. These groups experience overlapping barriers related to cost, program availability, and awareness. 158 Resident Priorities Residents expressed clear priorities for improvement: ● Expanded youth and recreation programming, with more structured, affordable, and inclusive opportunities for children and teens. ● More accessible and affordable programming for seniors, especially wellness and social activities. ● Greater affordability overall, with access to free or reduced-cost options. ● Clearer and more reliable promotion of existing services through consistent schedules, simple calendars, and a central information source, supported by community-based outreach. Community Assets Residents highlighted the Irving Oil Field House, local parks and trails, and food supports as valued assets. Many also noted the helpfulness of transit staff and a sense of neighbourliness and community pride in their area. Conclusion The Shape Your City survey shows that while residents value their neighbourhood and identify local assets, most remain disconnected from community services. A total of 96.3 percent reported low awareness, and 82.7 percent participate less than monthly. Nearly half find services difficult to access due to cost, scheduling, or limited promotion. These findings highlight opportunities to improve communication, expand programming for youth and seniors, and increase affordability to ensure services are accessible to all residents. The results will guide the City’s East Side Community Services Evaluation and inform recommendations to Council. 159 East Side Community Services Evaluation Growth Committee: Oct. 28th, 2025 Small City, Big Heart. 160 Study Purpose •Understand local strengths, gaps, and opportunities of Ward 4 and East Saint John/McAllister •Ensure equitable and sustainable access to services city- wide •Built on resident, school, and service provider input, plus city data and ward comparison 161 Socioeconomic & Geographic Snapshot East Side Evaluation boundary includes 11 East Side communities: East Saint John, McAllister, Champlain Heights, Forest Hills, Lakewood, Eastwood, Red Head, Glen Falls, Brookville, Loch Lomond, and Latimore Lake. 162 Socioeconomic & Geographic Snapshot (Continued) Key Takeaways: •Poverty ranges 4.5%–21%across East Side neighbourhoods •McAllister, Glen Falls, East SJ show the greatest socioeconomic need •~95 PRO Kids applications signal high youth recreation demand.Most (75) from East Saint John / McAllister. •Planning must address both urban concentration and rural access gaps Low-Income (LIM-AT, 2021 Census): •Highest:McAllister 21.2%, Glen Falls 20.2%, East SJ 18.9% •Lowest:Champlain Heights 4.5%, Loch Lomond 6.4%, Lakewood 7.3% •City average = 13.2% →clear pockets of concentrated poverty Population Density (People/km², 2021 Census): •Highest:Forest Hills 1,133 · East SJ 1,032 •Lowest:Latimore Lake 36 · Red Head 35 •Wide contrast →mix of dense urban hubs and rural pockets 163 Scope & Engagement Resident & Public Input •257 East Side household surveys →957 individuals •81 Shape Your City surveys →233 individuals •Total reach:338 households representing 1,190 residents Schools & Students •8 school principals engaged:Bayview, Bayside, Champlain Heights, Forest Hills, Glen Falls, Lakewood Heights, Loch Lomond, Simonds High •Total Student Population:3,778 Organizations & Stakeholders •22 community-serving organizations (18 East Side-based used for mapping) •Elected officials & City staff:3 councilors (Wards 3 & 4) · Saint John Transit · GIS Community Events •4 summer events + Red Head Community Cleanup 164 Estimated total population represented (schools + households): 4,968 Note: School enrollment reflects student bodies of engaged schools, not direct survey participation. Source: East Side Community Services Evaluation (Sept 2025) 165 Service Landscape 18 East Side-based providers delivering 147 total services (avg. 8 per org) Most common: •Events •Advocacy •Education Underrepresented: •Youth recreation opportunities •Health & Wellness Seniors Programs •Employment & Skill-Building •Provision of Goods Takeaway:Strong community connection exists, but key service gaps remain —notably in youth recreation, senior wellness, and essential supports. 166 What We Heard – Key Themes •Awareness & Access:97% of residents unaware of available services; information is scattered. •Connection & Belonging:Strong desire for recreation, cultural, and social opportunities. •Priority Needs:Youth and seniors identified as most underserved groups. •Capacity & Sustainability:Providers face staff shortages, funding instability, and space limits. •Collaboration:Broad interest in shared promotion, coordination, and joint programming. 167 Recommendations Six key recommendations were developed to address identified gaps and achieve equitable service levels across the city. 1. Support the Development of a Neighbourhood Coordination Body for East Saint John (Theme: Community Connection and Belonging) Provide support in the development of a sustainable, resident-led organization to serve as the coordinating voice for East Saint John, similar to neighbourhood associations in other parts of the city. 2. Enhance Accessibility and Affordability & Expand Opportunities for Key Demographics (Theme: Priority Needs) Address service gaps by improving access to recreation opportunities, increasing awareness of existing programs, and ensuring equitable participation—particularly for youth, seniors, and low-income households—while considering transportation and location accessibility in program planning and promotion. 3. Provide Ongoing Staff Support for Service Coordination and Collaboration (Theme: Collaboration and Coordination) Ensure continued City involvement in facilitating communication and collaboration among existing east-side service providers. Unlike Recommendation 1, which focuses on developing a new neighbourhood coordination body, this recommendation supports the ongoing operational role of City staff in connecting organizations, sharing information, and fostering collective planning. 168 Recommendations (Cont'd) 4. Build Capacity and Sustainability of Local Providers (Theme: Capacity and Sustainability) Strengthen the internal capacity of local organizations to ensure consistent service delivery and long-term sustainability. Unlike Recommendations 1 and 3, which focus on coordination and structure, this recommendation emphasizes developing skills, resources,and stability within existing community organizations. 5. Strengthen Communication and Awareness (Theme: Access and Awareness) Improve awareness of available programs and services through a unified, City-led communications platform. 6. Investigate the Establishment of a Full-Service Community Centre on the East Side (Theme: Community Connection and Belonging) Explore the feasibility of developing a full-service community centre that meets the long-term recreational, cultural, and social needs of East Saint John residents. 169 Service Level Comparison Objective Achievable Service Level With Existing Department Resources RECOMMENDED Enhanced Service Level With Dedicated FTE Establish a resident-led coordinating organization for East Saint John. Limited advisory support; progress dependent on independent community initiative. Full facilitation of start-up, coordination of facility access, and structured transition to resident-led model. Improve access to programs and reduce participation barriers for youth, seniors, and low-income residents. Minor adjustments possible; limited ability to expand programs or address key barriers. Targeted expansion of youth and inclusive programs, coordinated outreach, and measurable improvements in access. Strengthen communication and reduce duplication among service providers. Informal contact between organizations; inconsistent follow-up. Regular, staff-led network meetings with consistent communication and alignment of services. Improve resident awareness through a unified City-led communications platform. Basic promotion and static information-sharing. Active City-led communications platform with regular updates, campaigns, and quarterly directory distribution. Strengthen local organizations through governance support and resource sharing. Reactive, limited guidance on request. Structured mentorship, training, and long-term partnership development to strengthen local service providers. Explore the potential for a full-service community centre to meet long-term recreational, cultural, and social needs. Preliminary exploration possible through existing staff; limited capacity for in-depth analysis or stakeholder coordination. Comprehensive feasibility study, stakeholder engagement, and partnership development to assess needs, costs, and opportunities for implementation.170 Conclusion •East Side residents show resilience, pride, and engagement •Evaluation provides a clear roadmap for stronger, connected neighbourhoods •Collaboration and communication will drive sustainable growth 171 Recommendation That the Growth Committee recommend to Common Council: 1.That it approve the recommendations in the report presented to Growth Committee on October 28, 2025 for the East Side Review and direct the CAO to begin implementation; and 2.That the Finance Committee include the resourcing requirements for the implementation of the recommendations of the East Side review in the 2026 operating budget, including one (1) new permanent Community Development Coordinator and $67,000 in existing goods and services funding to be redirected to support Neighbourhood Development implementation on the East Side. 172 Thank You 173 GROWTH COMMITTEE REPORT Report Date October 21, 2025 Meeting Date October 28, 2025 Service Area Growth and Community Services Chairman MacKenzie and Members of the Growth Committee SUBJECT: Community Grant Program Update OPEN OR CLOSED SESSION This matter is to be discussed in Growth Committee Open Session. AUTHORIZATION Primary Author Commissioner/Dept. Head Chief Administrative Officer Lori Lambert Amy Poffenroth/David Dobbelsteyn J. Brent McGovern d RECOMMENDATION That the Growth Committee endorse the proposed changes to the Community Grants Program as presented to the Growth Committee on October 28, 2025, and that the CAO be directed to bring an updated Community Grants Policy that incorporates these changes to Common Council for its approval. And further that the CAO be directed to negotiate modest service agreements with neighbourhood level small external community centres beginning in 2026 in lieu of Community Grant program funding. EXECUTIVE SUMMARY The Community Grants Program is one of eight funding programs under the City of Saint John’s Municipal Grants Program. Community Grants are intended to support local non-profit organizations whose services foster community engagement, promote healthy, active and inclusive communities, support diversity and accessibility, and deliver activities to meet the social, cultural and recreational needs of residents. Grants are awarded in three categories: operational, projects and special events. The Community Grants Program has been distributing funding to local non-profit organizations for ten years. With growing demand for grant dollars and a limited budget, City staff and the Evaluation Committee are entrusted to ensure every dollar goes as far as it can. 174 - 2 - In addition to growing demand, there have been a great number of social, economic, corporate and political factors that influence the program in its perceived scope, its priorities, and the evaluation of applications year to year. With these influencing factors in mind, combined with growing demand, City staff identified a need to evaluate the design and delivery of the Community Grants Program. PREVIOUS RESOLUTION N/A STRATEGIC ALIGNMENT This report aligns with Council’s BELONG Priority by enhancing the quality of life and social well-being by offering recreation, arts, and cultural opportunities. REPORT Since its launch in 2015, the Community Grants Program has supported over eighty (80) different organizations and distributed over $1.2 million in grants. Each year, however, presents new challenges for staff, the Evaluation Committee, and grant applicants. The demand for funding grows, drawing applicants with high funding requests, while the annual grant funding envelope has seen minimal increases. The service areas requesting grants continue to broaden. New corporate initiatives and emerging social issues also influence how the program is administered and how grant applicants are evaluated and awarded. With these challenges in mind, City staff conducted an evaluation of the Community Grants Program to ensure that its design and delivery continue to meet the needs of the community it serves. Program Evaluation The evaluation began early 2025 and included a thorough review of all existing program documentation including the original Community Grant Policy adopted by Common Council in 2014. Staff analyzed data from the ten years of program delivery. In the spring, a survey was conducted with Community Grant Recipients to determine satisfaction levels with the program’s design and delivery. Finally, a Focus Group discussion was held with the Evaluation Committee and staff to discuss and debate the various programs, services and activities represented in the ten years of grant applications. Data analysis revealed statistics that support the need for program changes. 175 - 3 - 1. Over ten years, a total of 176 local non-profits have applied for a community grant, with applications representing over eighty (80) different service areas. 2. Using a five-year average, the total amount of funding requested was 2.5 times greater than the total amount awarded. 3. The program has denied forty-six percent (46%) of applicants. 4. In 2025, twenty-one requests exceeded $10,000, with only three (3) being awarded $10,000 or greater. 5. Ten applicants have received operational grants for five consecutive years, with half of these applicants having been awarded operational grants all ten years. The following recommendations propose changes and refinements to the Community Grants Program that aim to address these and other evaluation findings through enhanced eligibility criteria; more defined purpose and outcomes through grant sectors; the introduction of funding tiers; enhanced evaluation measures; and improved accountability and reporting. Eligibility Recommendation 1: Expand the list of ineligible applicants to eliminate applicants who are out of scope. (Appendix I Program Guide pages 6-7) The evaluation concluded that the current program eligibility criteria was too broad and generated far too many applications. The proposed criteria are more specific and clearly identify services and activities that are ineligible, eliminating applicants who are out of scope. Recommendation 2: Remove seven (7) external community centres from community grants program due to their dependence on annual funding. One significant proposed change to eligibility is the removal of the City’s external neighbourhood community centres from the Community Grant Program (i.e. Lorneville, Martinon, KBM, Milford, Denis Morris, Latimore Lake, Seniors Resource Centre). As volunteer-led associations with limited capacity to generate other sources of revenue, these important facilities are dependent on City funding year- over-year. With this in mind, the Community Grants Evaluation Committee had always prioritized these applications when awarding grant funding, thereby creating an unintentional bias to groups that are dependent on these grants. Staff is proposing that these centres be funded with annual service agreements through the Growth and Community Services operating budget. Recommendation 3: Limit operational grant funding to two (2) consecutive years, after which recipients would no longer be eligible. Sustainability, not dependence 176 - 4 - In addition to the small external community centres, there are also a number of other organizations who have received operational funding annually. The new eligibility criteria propose that operational grant funding be limited to two (2) consecutive years. After two consecutive years, applicants are no longer eligible for operational funding for the life of the program. They may apply for event or project funding. In the event that an organization folds and years later, a new board wants to restore operations, we would consider their application. Otherwise, operational funding should be considered temporary seed funding. Think of all the ethnocultural groups who will want to grow and develop. Pending the approval of Common Council, this condition would be effective for January 2026, giving those organizations two years (until 2028) to identify other revenue sources. "The City of Saint John is intent on creating sustainability and not dependence within the community development model...continued funding from year to year is not guaranteed." - PlaySJ Recommendation 4: Offer a method for organizations to request a letter of support. Staff recognize that some organizations require municipal support to leverage funding from other levels of government. However, this support can be represented in other forms. Often, a letter of support from the City can satisfy this requirement. Recommendation 5: Limit eligibility for operational funding to target populations. Another noteworthy addition to eligibility criteria is the addition of “target populations.” With over eighty (80+) different service areas represented in grant applications over the past ten years, the evaluation determined that some operational grants were awarded to very defined populations or causes that fall outside municipal responsibility and capacity. The Community Grants Program is a deliverable of PlaySJ to support a community development model. Grants are a way for the City to work with partners to extend meaningful services that enhance quality of life to broader areas of the community. The Community Grants Program supports inclusive programs, services and activities that are accessible and benefit our residents, families, neighbourhoods and the larger community. Community Services also applies the principles of Diversity, Equity and Inclusion and recognizes that some residents face additional barriers that may prevent them from accessing or participating in programs and services. Community Services identifies these groups as part of its Target Populations and supports initiatives that improve their access and participation: 177 - 5 -  low-income residents  ethno-cultural (newcomers, visible minorities)  indigenous peoples  persons with disabilities (physical and intellectual)  seniors  2SLGBQIA+  activities underrepresented in female participation As such, organizations who provide services that are exclusive to specific populations not listed above, or primarily support causes are not eligible. Examples include services for addictions, mental illness, teen pregnancy, victims of abuse, treatment or prevention of disease, etc.) The proposed changes to the Community Grants Program will support operational grant requests from applicants who specifically serve the above target populations. Operational grant funding will not be considered for other populations or causes (i.e. for teen pregnancy, ex-offenders, victims of abuse, addictions, mental health services, disease treatment and prevention, etc.). If we consider the thirty-nine (39) successful grant recipients from 2025, applying this new condition would result in six (6) ineligible applicants. Grant Sectors In addition to broad eligibility criteria, the current Community Grant Program offered four (4) broad objectives which contributed to the large proportion of denied applications. Recommendation 6: Implement four (4) new Grant Sectors. The new program proposes four (4) very distinct Grant Sectors, each with their own defined purpose and pre-determined outcomes. The Grant Sectors are derived directly from four common themes that best characterize the overarching purpose the organizations serve. Not only will the division into sectors generate eligible, quality applications, they will ensure that the Community Grants Program funds programs and services with achievable, measurable outcomes that better align with Council priorities. The pre-determined outcomes for each sector will also result in improved impact measurement for the Community Grants Program. 178 - 6 - The four (4) new Grant Sectors are as follows: Inclusive Community Sector Purpose: To enhance accessibility, diversity, equity and inclusion and strengthen residents’ sense of belonging. Vibrant Community Sector Purpose: To promote, preserve and enhance local art, culture and heritage. Green Community Sector Purpose: To promote the use, preservation and sustainability of existing parks, trails and green spaces and the beautification of public spaces. Engaged Community Sector Purpose: To improve individual and community wellness through participation in sport, recreation, cultural and community activities. Funding Tiers The statistics revealed a considerable gap between the total grant amount requested and the total amount awarded. This was also the feedback received from the Grant Recipient Survey. Grant recipients stated that receiving an awarded amount significantly less than that requested forces applicants to scale back their proposed activities and reach. This makes it extremely challenging to achieve the desired outcomes. 179 - 7 - The current Community Grants Program allows for any and all operational, project or event application to request up to $24,999, with operational requests not to exceed 30% of annual revenues. Recommendation 7: Implement new Funding Tiers. The proposed Funding Tiers aim to set a more realistic range of potential funding based on the applicant’s size, capacity and impact of their operations, events or projects. The Funding Tiers will also allow applicants to plan within an expected range of awarded amounts and scaling their activities and budgets accordingly. The largest range, Tier 3, requires applicants to prove financial need as many larger organizations operate on substantial budgets and have access to other available revenue sources. In these cases, City of Saint John funding represents a very small fraction of revenues. It is important that these funding allocations be awarded to organizations who clearly demonstrate need for this support. Tier 1 – Grants $1,000 – $5,000  Small-scale operations, events and/or projects  Annual operating budget less than $100,000  Project or event budget less than $30,000 180 - 8 - Tier 2 – Grants $5,000 – $10,000  Medium-sized operations, events and or projects  Annual operating budget exceeds $100,000  Project or event budget exceeds $30,000 Tier 3 – Grants $10,000 - $20,000*  Large scale operations, events and/or projects with greatest reach, capacity and community support  Annual operating budget exceeds $500,000  Project or event budget exceeds $75,000 * To qualify for Tier 3 operational funding, applicants must demonstrate financial need. Financial Statements from the previous year are required with application. The Evaluation Committee reserves the right to assign a lower tier. Each tier range is derived from the operational, project and event budgets submitted by past recipients and the amounts awarded. As an exercise, the Funding Tiers were applied to thirty-three (33) applicants from 2025 who would meet the new eligibility criteria. The results were as follows:  17 applicants were eligible for Tier 1 funding  9 applicants were eligible for Tier 2 funding  7 applicants were eligible for Tier 3 funding Of the 2025 amounts awarded compared to the potential amounts when Funding Tiers are applied, the results are as follows:  21 applicant awards match the amounts within the new Tiers  6 applicants would be eligible for a slight increase in award amount  3 applicants would be eligible for a significant increase in award amount  3 applicants would experience a slight decrease in award amount The tiers apply a benefits-based approach like the principles of the Recreation Investment Policy whereby the activities that offer the largest benefit to the community receive the largest investment. Recommendation 8: Implement a new evaluation matrix to support transparent and unbiased evaluations and award methods. Enhanced Evaluation Matrix Evaluation and funding award methods should be transparent and unbiased. The Community Grants Program currently applies an evaluation matrix with twenty (20) different indicators. Each indicator is weighted equally and considers organizational structure, sustainability, financial need and community impact. While the matrix was considered, it was not easily applied to awarding amounts. The newly proposed matrix considers the same key priorities but assigns scores automatically depending on the applicant’s online application responses. For 181 - 9 - example, a higher score is assigned to applicants whose activities reach a larger number of residents. A score of up to sixty (60) points will be generated. During the evaluation and award process, higher grant amounts within Funding Tier ranges should be awarded to highest-scoring applications, as funds allow. Reporting and Accountability Measures The Community Grants Program applies three (3) measures to implement accountability for grant recipients. The application requires an authorized signature validating the accuracy of the submission. Upon awarding a grant, a Memorandum of Understanding (MOU) confirms the recipient’s agreement of the grant award conditions. Finally, an outcome report is required to verify the achievement of outcomes. Photographs must also be submitted to prove outcomes and adequate recognition of the City of Saint John for its funding support. Recommendation 9: Implement a “Respectful Working Relationship” condition. The following new condition for a Respectful Working Relationship will be added to the MOU by which the grant recipient agrees not to make disparaging comments about the City in public forums. The applicant understands and acknowledges that the City of Saint John wishes to maintain mutually respectful working relationships with Community Grant Recipients. Accordingly, the City may, in its sole discretion acting reasonably, disqualify from eligibility for this grant any applicant who makes or has made any public comment which the City determines to be disparaging, injurious, or embarrassing to, or which might otherwise reflect negatively on, the City (including its personnel and elected officials). For greater certainty, the foregoing is not intended to limit or prohibit any bona fide: 1) feedback, criticism, or suggestion which the applicant wishes to provide to the City; or 2) discussion between the City and the applicant with respect to the grant, the application process, or other related matters. The Community Grant Program is intended to bring positive impact to improve citizens’ quality of life through community partnerships and collaboration. Constructive conversation and feedback are welcome, however, funded organizations who issue disrespectful and disparaging comments in a public forum risk damaging those relationships and the integrity of the grant program. Communications and Awareness 182 - 10 - Pending Growth Committee’s approval and Common Council’s approval of the proposed updates to the Community Grants Program, staff would immediately begin communication activities to inform all grant stakeholders of the upcoming changes. This will include updating the Community Grant Program webpages with the new Program Guide (Appendix I), as well as a recorded video presentation to provide an overview of the changes. All materials will be available in English and French. In addition to a news advisory through the City’s communication channels, Community Services staff will also send notice of the changes by direct email to previous grant recipients. Applications will open in December as usual, following Common Council’s approval of the 2026 operating budget. The deadline for applicants is January 31, 2026. SERVICE AND FINANCIAL OUTCOMES The proposed updates to the Community Grants Program aim to improve service delivery. The new program will generate eligible, quality applications with achievable, measurable outcomes to maximize community impact. In addition, changes also promote a more transparent and unbiased evaluation and award process. On March 10th, 2025 Common Council passed the following resolution related to Community Grants: On the recommendation of the Community Grants Committee, the CAO recommends that Common Council: 1) Award the successful applicants of the 2025 Community Grants Program selected by the Community Grants Committee and as listed in MC 2025- 062, and direct the Chief Financial Officer to facilitate payment to the successful organizations; 2) Refer the funding request submitted by the Community Grants Committee for an increased budget envelope of $50,000 annually for Community Grants to the Finance Committee for their consideration for the 2026 Operating Budget deliberations. For the 2026 Operating Budget, staff is proposing to add $8,000 to the Community Grants budget envelope, so it has $220,000 in funding for distribution in 2026. Staff is also proposing to include $42,000 into the City’s Neighbourhood Development budget to support service agreements for the City’s seven small neighborhood level external community centres. This creates a net increase to the 2026 Community Grants program of $50,000 (as external centres are no longer eligible for grants), while still ensuring that there is modest operational funding for these small community centres. 183 - 11 - Those external centres are Lorneville, Martinon, KBM, Milford, Denis Morris, Latimore Lake, and the Seniors Resource Centre. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS The Community Grants Committee has endorsed the 9 program recommendations contained in this report. Name of Service Area/Stakeholder Name of Staff Person General Counsel Office Ben Whitney Growth and Community Services (Arts & Culture) Kelly Green Growth and Community Services (Ethno-cultural) Ronald Moncada Parks and Recreation Marc Dionne ATTACHMENTS Appendix I: Community Grants Program Guide 2026 Appendix II: Community Grants Program Guide Appendices Appendix III: Evaluation Matrix 184 Community Grants Proposed Program Changes Small City, Big Heart. 185 Why do an EVALUATION? Evaluating the Community Grants Program 186 $1.2 M Since 2015, the City of Saint John has invested over E valuation o f Co mmunity Gr ants Program in local non-profit organizations through the Community Grants Program. Community Centres Disability Support Programs Diversity, Equity, Inclusion 187 Small City, Big Heart. Petite ville, grand cœur. This includes operational, project and event funds for 94 unique local,non-profit organizations 188 176 Over ten years, a total of unique non-profit organizations have for a Community Grantapplied E valuation -STATS 189 E valuation -STATS a Community Grantdid not receive82of these applicants 46% denied 190 Evaluation -STATS $528,840.00 $195,000.00 Using a 5-year average, the total amount requested from Community Grants isount awarded annually. Annual Total Requested Annual Total Awarded over 2.5 times greater than the total amount awarded annually. 191 39 grants awarded in 2025 Evaluation -STATS S 3 21 Requests $10K< 39 Total Recipients 21 recipients requested amounts greater than $10K. 3 grant awards were $10K or greater 12 requests over $20K 192 E valuation –FO CUS GROUP FI NDINGS 46% denied •Too many "eligible" applicants •Eligibility criteria too broad •Too many organizations are dependent on annual grant •Funding initiatives and causes outside municipal responsibility and capacity 193 E valuation o f Co mmunity Gr ants Program Program changes address: 1.Eligibility 2.Defined Purpose and Outcomes 3.Funding Tiers 4.Evaluation 5.Accountability 194 Eligibility 1.Expand the list of ineligible applicants to eliminate applicants who are out of scope. 2.Remove seven (7) external community centres from community grants program due to their dependence on annual funding. 3.Limit operational grant funding to two (2) consecutive years, after which recipients would no longer be eligible. Transition period, commence 2028. 4.Offer a method for organizations to request a letter of support. 5.Limit eligibility for operational funding to target populations. Recommendations 195 Current Local NPOs with primary operations serving citizens of Saint John defined governance structure demonstrated financial need In good standing and not financially dependent on City funds E l igible Applicants Proposed The Applicant is a registered non-profit, charitable organization or qualified donee. Proof of current status may be requested. The Applicant must have a defined governance structure that makes specific individuals accountable for the use of the grant and for the intended outcomes. The Applicant holds the majority of operations within the geographic boundary of the City of Saint John. The Applicant outcomes must benefit and be assessable to the citizens of Saint John. The Applicant must respect the Canadian Charter of Human Rights and promote equal access and opportunity for all persons. The Applicant must be in good standing with the City and have no outstanding arrears with the City or have outstanding outcome reports from previous grant awards. The Applicant must demonstrate a financial need for the grant. 196 Proposed Activities benefitting a distinct population or cause outside of those identified within target populations and grant sectors Organizations who receive municipal funding through other grant programs,agreements, or otherwise within the same calendar year Other government agencies Foundations or other grant funding entities​​ Public and private schools; post-secondary institutions​ Programs delivered as part of school curriculum (K- 12; post-secondary) Debt management agencies, services​ Counselling agencies, services​ Sponsorship requests Competitive sport tournaments; other competitions Food banks and soup kitchens Long-term care residences I nel igible Applicants Current Individuals or corporations seeking funding. Advancement of religion or partisan political activity. For-Profit organizations, individuals, other levels of government and private clubs. Activities or initiatives outside of the City of Saint John. Fundraising events Fellowships, scholarships or bursaries. Conferences or professional development. No te: Ful l l i st i s i n t he O ctober 2025 Program Gui de 197 E l igible E xpenses -Newly a dded Proposed Rent, lease, Building and property maintenance Utilities Insurance Supplies Equipment Professional services Marketing Information Technology Human Resources I nel igible E xpenses –Newl y a dded Travel Meals, entertainment,cash prizes or gifts Conferences, trade shows, Awards, bursaries, scholarships Fundraising campaigns Free or discounted tickets to an event Training, professional development E l igibility: E xpenses storage, parking assets Legal fees meetings banquets, Studies, surveys, directories Program development (content, guides, curriculum) Website or application development Podcasts, radio or television production 198 I mpacts Who will be affected by the changes? •External neighbourhood community centres o removes bias of awarding centres funding first o proposes that they be funded via modest service agreements instead Populations or causes* outside those defined as City-supported (i.e. target populations) o focuses funds on city priorities for more impactful, community-benefit approach •Organizations dependent on annual operational funding (2028) •Grants are intended to provide seed funding to support sustainability, not dependence o Encourages organizations to seek out other revenue sources o Makes room for new and innovative applicants •Programs delivered as part of school curriculum o education -provincial responsibility o reserves funds for grassroots, community learning and skill-building 199 I mpacts Defining “Target Populations" The City is interested in supporting the principles of Diversity, Equity and Inclusion. The Community Grants Program will identify its target populations as follows: -low-income residents -ethno-cultural (newcomers, visible minorities) -Indigenous peoples -persons with disabilities (physical and intellectual) -Seniors -2SLGBQIA+ -Activities underrepresented in female participation 200 Purpose and outcomes Recommendation: 6. Implement four (4) new Grant Sectors. 201 Current Support pursuit to be a community of choice Deliver important sociaI, wellness and quality of life support Encourage innovation, sustainability and cooperation Uphold and advance Council Priorities, Plan SJ and/or Play SJ Proposed Inclusive Community sector Vibrant Community sector Green Community sector Engaged Community sector 4 broad objectives 4 distinct and purpose-driven sectors that align with Council priorities Purpose a nd o utcomes 202 Co mmunity Grant Pr ogram: D efi ned Purpose a nd O utcomes Inclusive Community Sector To enhance accessibility, diversity, equity and inclusion and strengthen residents’ sense of belonging. Create a welcoming community Improve wellbeing of special populations Enhance accessibility, diversity, equity and inclusion Increase social engagement Purpose Desired Outcomes SJ Tool Library SJ Newcomers Centre Shining Horizons Inclusion NB PRUDE Inc. Bee Me Kidz 203 Co mmunity Grant Pr ogram: D efi ned Purpose a nd O utcomes Inclusive Community Sector Supports organizations who: SJ Tool Library SJ Newcomers Centre Shining Horizons Inclusion NB PRUDE Inc. Bee Me KidzüPromote access to community assets, programs and services ü Provide programs, resources and support services for special populations ü Provide newcomer settlement programs and services ü Build or improve skills for work, learning or life ü Provide multicultural awareness and learning opportunities ü Provide opportunities to empower individuals, increase confidence and independence 204 Co mmunity Grant Pr ogram: Proposed Updates Vibrant Community Sector To promote, preserve and enhance local art, culture and heritage. Increase awareness, access, appreciation and celebration of local art, culture and heritage Increase opportunities for artists and performers to develop and thrive Strengthen arts and culture sector in Saint John Purpose Desired Outcomes SJ Theatre Co. Stonehammer SJ Jewish Historical Museum NB Black History Society Sistema Saint John 205 Co mmunity Grant Pr ogram: Proposed Updates Vibrant Community Sector Exhibit and interpret articles with significant artistic, cultural or historic significance Provide space for artists and performers to develop and showcase their talents (professional and non-professional Provide educational opportunities to learn about local art, culture, history and heritage Supports organizations who: SJ Theatre Co. Stonehammer SJ Jewish Historical Museum NB Black History Society Sistema Saint John 206 Co mmunity Grant Pr ogram: Proposed Updates To promote the use, preservation and sustainability of existing parks, trails and green spaces and the beautification of public spaces. Increase access, appreciation and use of parks, trails and green spaces Increase environmental stewardship Beautify public spaces Promote biodiversity Promote sustainable agriculture Green Community Sector Purpose Desired Outcomes SJ Cycling Community Gardens ACAP Saint John Tucker Park Duck Cove Recreation 207 Co mmunity Grant Pr ogram: Proposed Updates Provide opportunities to discover, explore, beautify, and sustain existing parks, trails and green spaces. Restore, preserve, protect and/or sustain green spaces Beautify public spaces Promote biodiversity Green Community Sector Supports organizations who: SJ Cycling Community Gardens ACAP Saint John Tucker Park Duck Cove Recreation 208 Co mmunity Grant Pr ogram: Proposed Updates To improve individual and community wellness through participation in sport, recreation, cultural and community activities. Increase awareness, access and participation in recreational activities Increase appreciation and celebration of culture and heritage Promote Saint John as a welcoming community Increase accessibility, diversity, equity and inclusion Engaged Community Sector Purpose Desired Outcomes Learn to Play Softball Tree Lighting Celebrations West Saint John Days 209 Co mmunity Grant Pr ogram: Proposed Updates Deliver new and unique opportunities to access sport, recreation and/or cultural activities Deliver events that celebrate community Deliver leisure and skill-building group activities that encourage social engagement Engaged Community Sector Supports organizations who: Learn to Play Softball Tree Lighting Celebrations West Saint John Days 210 Gr ant Sectors -Ta ble 211 Funding Tiers Recommendations: 7. Implement new Funding Tiers. 212 E valuation -SURVEY SAYS “ [With decreased award amounts,] we normally have to cut back on planned activities. For most recipients, there seems to be a great discrepancy between the requested amount and the grant received. Perhaps setting a more realistic upper threshold would be sensible as no organization received $24,999. When the city never awards the maximum amount, this forces people who have successfully received SOME money to fully rethink and replan the project to work within lower funds…. Either lower the maximum to $15,000, which operationally seems to be the maximum the city is willing to award, or keep the maximum at $25,000 and start actually awarding that amount.“““““213 Current program Fundi ng Ti er s 214 Fundi ng Ti er s Propose d program 215 Evaluation Recommendations: 8. Implement a new evaluation matrix to support transparent and unbiased evaluations and award methods. 216 Current Purpose a nd o utcomes •Grant awards prioritize community centres first •Scores indicators using 0 or 1 •Each evaluator scores based on opinion •Each indicator holds equal weight •Scores are considered but not directly connected to award amounts 217 Proposed Purpose a nd o utcomes Reallocates community centre funding from grants Scores auto-generated based on applicant's responses Each indicator is weighted to favour financial need, organizational structure, sustainability and community impact Awarded amounts will be based on highest-scoring recipients 218 Accountability Recommendation: 9. Implement a “Respectful Working Relationship” condition. 219 Accountabil ity The Community Grants Program applies three (3) measures to implement accountability for grant recipients: 1.Application:Authorized signature verifies accuracy of submitted information 2.Memorandum of Understanding:Authorized signature verifies compliance with the terms of the grant funding 3.Outcome Report:Submission validates achievement of intended outcomes 220 Accountabil ity Application: new Respectful Working Relationship By submitting a Community Grant Program application, the applicant understands and acknowledges that the City of Saint John wishes to maintain mutually respectful working relationships with Community Grant Recipients. Accordingly, the City may, in its sole discretion acting reasonably, disqualify from eligibility for this grant any applicant who makes or has made any public comment which the City determines to be disparaging, injurious, or embarrassing to, or which might otherwise reflect negatively on, the City (including its personnel and elected officials). For greater certainty, the foregoing is not intended to limit or prohibit any bona fide: 1) feedback, criticism, or suggestion which the applicant wishes to provide to the City; or 2) discussion between the City and the applicant with respect to the grant, the application process, or other related matters. 221 Recommendation: 1.That the Growth Committee endorse the proposed changes to the Community Grants Program as presented to the Growth Committee on October 28, 2025, and that the CAO be directed to bring an updated Community Grants Policy that incorporates these changes to Common Council for its approval. 2.And further that the CAO be directed to negotiate modest service agreements with neighbourhood level small external community centres beginning in 2026 in lieu of Community Grant program funding. 222 QUESTIONS 223 224 CONTENTS Eligibility ......................................................................................... 4 Eligible Expenses .................................................................... 8 Grant Categories ............................................................................ 9 Funding Tiers ............................................................................... 10 Grant Sectors ............................................................................... 12 Inclusive Community Sector ................................................... 13 Vibrant Community Sector. .................................................... 15 Green Community Sector ....................................................... 17 Engaged Community Sector ................................................... 19 Application Requirements ............................................................ 22 Evaluation and Awards ................................................................ 23 Reporting ...................................................................................... 25 Glossary ....................................................................................... 26 Appendices ................................................................................... 29 225 INTRODUCTION The Community Grants Program is one of eight funding programs under the City of Saint John's Municipal Grants Program. These programs are administered by Growth and Community Services. The focus of Community Grants is simple: to enhance quality of life and social wellbeing. Community Grants support local non- profit organizations who foster community engagement, promote healthy, active and inclusive communities, support diversity and accessibility, and deliver activities to meet the social, cultural and recreational needs of Saint John residents. In short, these organizations contribute to INCLUSIVE, ENGAGED, GREEN AND VIBRANT COMMUNITIES within Saint John. For information on other grant and funding support opportunities for housing, built heritage, arts, land for public purpose, beautification and economic growth, visit the Municipal Grants section of the City of Saint John website. 3 226 ELIGIBILITY To be considered for a Community Grant, applicants must meet the following criteria as described in the City of Saint John Grant Policy. Additional eligibility criteria may be applied to specific sectors within the Community Grants Program. • The Applicant is a registered non-profit, charitable organization or qualified donee. Proof of current status may be requested. • The Applicant must have a defined governance structure that makes specific individuals accountable for the use of the grant and for the intended outcomes. • The Applicant holds the majority of operations within the geographic boundary of the City of Saint John. • The Applicant outcomes must benefit and be assessable to the citizens of Saint John. • The Applicant must respect the Canadian Charter of Human Rights and promote equal access and opportunity for all persons. • The Applicant must be in good standing with the City and have no outstanding arrears with the City or have outstanding outcome reports from previous grant awards. • The Applicant must demonstrate a financial need for the grant. 227 RESPECTFUL WORKING RELATIONSHIP By submitting a Community Grant Program application, the applicant understands and acknowledges that the City of Saint John wishes to maintain mutually respectful working relationships with Community Grant Recipients. Accordingly, the City may, in its sole discretion acting reasonably, disqualify from eligibility for this grant any applicant who makes or has made any public comment which the City determines to be disparaging, injurious, or embarrassing to, or which might otherwise reflect negatively on, the City (including its personnel and elected officials). For greater certainty, the foregoing is not intended to limit or prohibit any bona fide: 1) feedback, criticism, or suggestion which the applicant wishes to provide to the City; or 2) discussion between the City and the applicant with respect to the grant, the application process, or other related matters. 228 Ineligible The following are ineligible for any operational, project or event grants: • For-Profit organizations, individuals, other levels of government and private clubs • Organizations with political affiliations • Other government agencies • Recipients of other municipal funding within the same calendar year • Public and private schools; post-secondary institutions • Debt management agencies, services • Counselling agencies, services • Programs delivered as part of school curriculum (K-12; post- secondary) • Activities intended to promote faith, engage in worship and/or advance religious doctrine • Any expenditure incurred prior to the application date. • Projects or events already taken place prior to application date. • Funding of deficits or debts. 229 Ineligible ...continued • Past grant recipients who have not submitted outcome reports pursuant to the policy • Past grant recipients determined to have made public comments that reflect negatively on the City (including its personnel or elected officials) • Funding of initiatives outside the city boundaries • Sponsorship requests • Competitive sport tournaments; other competitions • Conferences, symposiums, trade shows • Awards, bursaries, scholarships Ineligible for Operational Grant The following organizations are ineligible for operational funding, but may apply for project and/or event grants: • Organizations who have received operational funding for two (2) consecutive years1 • Organizations serving a distinct population or cause outside sectors or target populations of Community Grants Program • Food banks; soup kitchens • Churches or religious institutions • Seniors' residences/long-term care (non-profit) 1. As of January 2026, organizations who have received operational funding for two (2) consecutive years will not be eligible for a third year of operational funding. (i.e. If operational funding was granted in 2026 and 2027, the organization is ineligible in 2028.) 7 230 Eligible Expenses Community Grants can offset a variety of expenses to help organizations accomplish their goals. These apply to operational, project and event grants. • Rent, lease, storage, parking • Building and property maintenance • Utilities • Insurance • Supplies • Equipment • Professional services • Marketing • Information Technology assets • Human Resources Ineligible expenses • Travel • Legal fees • Conferences, trade shows, banquets, meetings • Awards, bursaries, scholarships • Fundraising campaigns • Studies, surveys, directories • Program development (content, guides, curriculum) • Free or discounted tickets to an event • Training, professional development • Website or application development • Podcasts, radio or television production 231 GRANT CATEGORIES Community grants are available in three categories, depending on Sectors. Organizations may only submit one application and select the desired category within the appropriate sector. Multiple applications from one organization will not be considered. Operational Grant Supports administrative and maintenance costs of an eligible non-profit organization. Operational grants support sustainability not dependence. Project Grant Supports a short-term initiative with a clear start and completion date. Event Grant Supports events that promote wellness, physical and leisure activity, culture, social engagement, and/or community celebrations. 9 232 FUNDING TIERS Funding tiers provide a range of eligible grant awards based on the size and scope of the operations, project or event. The larger the operations and scope of the applicant, the larger the eligible tier. Implementing tiered funding ensures that requests from applicants do not dramatically exceed expectations and funding award amounts are more relative to the size and capacity of applicants. Annual funding is not guaranteed. Maximum funding amounts are not guaranteed. 233 The Funding Tiers in the table below represent three ranges of funding requests. Applicants must meet the minimum budget requirements to request an amount within the tier. Examples: Operational grant request: If the applicant's annual operating budget is less than $100,000, the applicant is only eligible for Tier 1 funding. Project/Event grant request: If the total project or event budget of the applicant is less than $30,000, the applicant is only eligible for Tier 1 funding. Tiers 1 $1,000 - $5,000 2 $5,000 - $10,000 3 $10,000 - 20,000* * To qualify for Tier 3 operational funding, applicants must demonstrate financial need. Financial Statements from the previous year are required with application. The Evaluation Committee reserves the right to assign a lower tier. 11 Operational Project Event Annual Operating budget below <$100,000 Total budget less than <$30,000 Total budget less than <$30,000 Annual Operating Budget exceeds $100,000< Total budget exceeds $30,000< Total budget exceeds $30,000< Annual Operating Budget exceeds $500,000< Total budget exceeds $75,000< Total budget exceeds $75,000< 234 GRANT SECTORS Community Grants are divided into four (4) funding sectors, each with their own set of outcomes. These sectors and outcomes support residents, user groups and service providers within parks, sport, recreation, arts & culture and community. The Grant Sectors mirror the areas served by the City of Saint John Community Services division. The Community Grants Funding Sectors serve to support programs, services, events and projects that are an extension of Community Services. They also align with the City's strategic plan and council priorities. The four Grant Sectors are: • INCLUSIVE COMMUNITY GRANT • VIBRANT COMMUNITY GRANT • GREEN COMMUNITY GRANT • ENGAGED COMMUNITY GRANT 235 INCLUSIVE COMMUNITY SECTOR Purpose To enhance accessibility, diversity, equity and inclusion and strengthen residents' sense of belonging. Description This sector supports programs, services, projects and/or events specifically designed to improve the wellbeing of specific target populations who may experience disadvantages or encounter barriers. Desired Outcomes • Create a welcoming community • Improve wellbeing of special populations • Enhance accessibility, diversity, equity and inclusion • Increase social engagement Priorities • Persons with disabilities • Visible minorities • Indigenous people • 2SLGBTQIA+ • Low-income • Seniors 13 236 Eligible Open to organizations who: • Promote awareness and advocate for equitable services • Promote access to community assets, programs and services • Provide programs, resources and support services for target populations • Provide newcomer settlement programs and services • Build or improve skills for work, learning or life • Provide multicultural awareness and learning opportunities • Provide opportunities to empower individuals, increase confidence and independence Available Grant Categories • Operational • Project (For event grants, see Engaged Community Grant) Key Words Access, diversity, disabilities, equity, ethnicity, gender, indigenous, low-income, minority, newcomers, race, seniors 237 VIBRANT COMMUNITY SECTOR Purpose To promote, preserve and enhance local art, culture and heritage. Description This sector supports organizations who operate a venue for the promotion, preservation and celebration of local art (visual, literary, performing and media), history and heritage. Desired Outcomes • Increase awareness, access, appreciation and celebration of local art, culture and heritage • Increase opportunities for artists and performers to develop and thrive • Strengthen arts and culture sector in Saint John Priorities • Art organizations • Art schools • Gallery & exhibit spaces • Performance venues • Studios • Museums 15 238 Eligible Open to organizations who: • Exhibit and interpret articles with significant artistic, cultural or historic significance • Provide space for artists and performers to develop and showcase their talents (professional and non-professional) • Provide educational opportunities to learn about local art, culture, history and heritage Available Grant Categories • Organizational For art project and event grants, please see Community Arts Grant Program. For built heritage, please see Heritage Grants. Key Words Art, artist, culture, heritage, history, museum, performers, preserve, promote, theatre, tradition 239 GREEN COMMUNITY SECTOR Purpose To promote the use, preservation and sustainability of existing parks, trails and green spaces and the beautification of public spaces. (For new developments, please see Land for Public Purpose Grants (LPP). Description This sector supports programs, services, projects and/or events that provide opportunities to discover, explore, beautify, and sustain our local green spaces. Desired Outcomes • Increase access, appreciation and use of parks, trails and green spaces • Increase environmental stewardship • Beautify public spaces • Promote biodiversity • Promote sustainable agriculture Priorities • Parks/Trail Associations • Recreation Associations • Environmental Associations 240 Eligible Open to organizations who: • Provide opportunities to discover, explore, beautify, and sustain existing parks, trails and green spaces. • Restore, preserve, protect and/or sustain green spaces • Beautify public spaces • Promote biodiversity Available Grant Categories • Organizational • Project • Event Key Words Beautification, biodiversity, clean up, environment, fauna, flora, garden, green, nature, parks, planting, preservation, protection, recycling, restoration, sustainable 241 ENGAGED COMMUNITY SECTOR Purpose To improve individual and community wellness through participation in sport, recreation, cultural and community activities. Description This sector supports projects or events intended to attract participation, improve access, and remove barriers to sport, recreation, wellness and community engagement opportunities. Desired Outcomes • Increase awareness, access and participation in recreational activities • Increase appreciation and celebration of culture and heritage • Promote Saint John as a welcoming community • Increase accessibility, diversity, equity and inclusion Priorities • Cultural celebrations • Accessible events and projects • Leisure clubs • Learn-to-play • Community Day(s) • Friendship Games • Holiday celebrations (non-denominational) 19 242 Eligible Open to organizations who: • Deliver new and unique opportunities to access sport, recreation and/or cultural activities • Deliver events that celebrate community • Deliver leisure and skill-building group activities that encourage social engagement Available Grant Categories • Project • Event Key Words Celebrations, community, cultural, entertainment, fair, festival, fun day, games, holidays, learn-to, leisure, neighbourhood, recreation 243 21 244 APPLICATION REQUIREMENTS The Community Grant Program is offered annually pending Saint John Common Council's approval of the Operating Budget. This generally occurs by mid-December of each year. Following the budget approval, staff issue the call for Community Grant applications. Public notices are distributed through the City's traditional communication channels, which include a news advisory to all local media, email notifications, and placement on the website. Applicants are encouraged to sign up to receive email notifications. Visit the News section of www.saintjohn.ca. Applications are available on the City of Saint John website. The deadline to submit completed applications is January 31. Late or incomplete applications will not be considered. A comprehensive budget must accompany the online application or be submitted by email by the deadline. For more information, please contact Community Services at (506) 658-4455 or grants@saintjohn.ca. 245 EVALUATION AND AWARDS The Community Grants Program is administered by Community Services staff who verify the eligibility of each application. An Evaluation Committee is responsible for the evaluation of applications. Once all applications are submitted and vetted for eligibility, Evaluation Committee members review each application. An evaluation matrix generates a score for each applicant. Scores are based on the following key considerations: • organizational history, strengths and structure • financial need and sustainability • community impact The Evaluation Committee discusses each application to determine a funding award amount based on the available budget. 23 246 The Evaluation Committee submits their recommendations for grant awards in a report to Saint John Common Council. Council must approve the report recommendations before funding is awarded. All applicants will be notified of the status of their applications following Council's approval. Before payment is issued, a Memorandum of Understanding (MOU) agreeing to the terms and conditions of the funding must be signed by a signing authority who is legally authorized to act on behalf of the organization. See Appendix 247 REPORTING Grant recipients must submit an Outcome Report at the completion of the project, event or annual operations. The outcome report confirms the delivery of programs, services, projects and events associated with the application and grant award. Evidence of completed activities associated with the grant as well as print and digital acknowledgement of City of Saint John funding support must also be included. Any Grant Recipient who is unable to fulfill the objectives outlined in their application, or who is unable to spend all grant funding, must return unused monies. 25 248 GLOSSARY Grant A sum of money earmarked to fund programs or projects intended to achieve specific outcomes that align with the City's priorities and grant objectives. Funding comes with guidelines, conditions and reporting requirements. Sponsorship A sum of money to support short-term events or initiatives in exchange for promotional purposes. Funds are disbursed without guidelines or reporting required. (Please contact the City Clerk's office for all sponsorship requests.) Barrier Anything that limits full access or participation in a program, service or event. (i.e. fees, transportation, language) Council Priorities Areas of focus for the City of Saint John to grow, prosper and serve our community: Grow, Green, Belong, Move, and Perform Funding Tiers Available levels of funding based on the size and scope of the applicant; determined by total operating budget Grant Categories Three areas to which grant funds can be applied: operational, project and event Grant Sectors Four focused areas for grant funding, each with its own purpose and desired outcomes: Inclusive Community Grant, Vibrant Community Grant, Green Community Grant, Engaged Community Grant 249 Learn-to Activity geared to attract and teach new participants Matrix Tool used by Evaluation Committee to assist in determining grant awards to successful recipients. Considers organizational structure, financial need, scope and impact. MOU (Memorandum of Understanding) An agreement that must be signed by successful grant recipients. Recipient must agree to the terms and conditions before grant funding is released. Outcome Report Required report upon year end or project/event completion. Must account for how grant money was spent and outcomes achieved. Qualified donee: An organization authorized to issue official tax receipts. Will serve as a governing body to assume financial responsibilities for an event or project that has no official association. Service gap: A recognized absence or inequity in service provision. It can often relate to gender, accessibility, language or any barrier that limits one's ability to participate. In recreation, an example would be the absence of a particular girls' or women's sport. An organization who serves as the sole service provider within Saint John fulfills a service gap. 27 250 Target population Citizens or groups prioritized by Community Services: Persons with disabilities, visible minorities, newcomers, indigenous people, 2SLGBTQ+, seniors, low-income citizens Unique participant Distinct individuals involved in a specific activity or group, counting each person only once, regardless of how many times they may have participated in the activity. This identifies the total number of different individuals involved, not the total number of participation instances. 251 Appendix A: Appendix B: Community Grant Application Form - Draft Example Community Grant Outcome Report - Draft Example 29 252 253 254 255 256 257 258 259 260 261 262 Community Grants Evaluation Matrix 2026 Proposed Matrix Organizational Sustainability and Accountability Description Highest Score Organizational Status Demonstrates organizational sustainability 2 Registered non-profit Qualified donee/partnership Organization Structure Demonstrates organizational accountability 3 Board of Directors (unpaid) Committee N/A Years of Operation Demonstrates organizational sustainability 2 5+ 0-4 Names and roles of Board/Committee Demonstrates organizational accountability 3 Five names or more Four names or less None/Not applicable/ Includes paid employees Financial Need Demonstrates financial need. 4 Operates solely with volunteers. Financial statement clearly demonstrates need. Financial Strengths Demonstrates financial strengths and efforts to ensure applicant does not rely on Community Grant for sustainability. 6 Includes fundraising/donations or sponsorships Includes sponsorships Includes other grants SUBTOTAL 20 263 Community Grants Evaluation Matrix 2026 Proposed Matrix Community Impact - Reach Demonstrates community impact using benefits-based approach: the higher the number impacted, the higher the scoring weight. 12 Serves over 500 per year Serve between 100-499 unique participants per year Serve fewer than 99 unique participants per year Activities are intended to attract city-wide public interest and unrestricted public participation Activities designed to benefit a modest-size group of residents with common needs and/or interests; or within a specific geographic neighbourhood or community Activities designed to benefit individuals or small, targeted groups Community Impact – Outcomes 28 Do your services, programs, projects or events address a specific service gap in Saint John? Demonstrates organization fills a service gap – service may not exist without this organization. Yes. Please Describe No/Not applicable Builds or improves skills for work, learning or life Demonstrates outcomes achieved. Removes a barrier or improves access Encourages social engagement Fosters community pride Enhances residents' wellbeing Supports recreation, arts and/or culture SUBTTOTAL Score automatically calculates based on applicant’s selections. 40 TOTAL 60 264