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2026-02-03 Growth Committee Agenda Packet - Open Session Growth Committee Meeting Open Session November 25, 2025 MINUTES - OPEN SESSION GROWTH COMMITTEE MEETING NOVEMBER 25, 2025 @ 12:00 P.M. nd 2 FLOOR BOARDROOM, CITY HALL Present: Mayor Donna Noade Reardon Deputy Mayor John MacKenzie, Chair Councillor Barry Ogden Councillor Mariah Darling Councillor Gerry Lowe Councillor Brent Harris Also Present: Chief Administrative Officer B. McGovern Commissioner Growth & Community Services A. Poffenroth Director Community Planning & Housing P. Nalavde Director Growth & Community Support Services D. Dobbelsteyn Director Development & Community Services C. McKiel Communications Manager E. White Housing Manager A. Reid 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 October 28, 2025 Moved by Mayor Noade Reardon, seconded by Councillor Ogden: RESOLVED that the minutes of October 28, 2025 be approved. MOTION CARRIED. 3. Approval of Agenda Moved by Councillor Darling, seconded by Mayor Noade Reardon: RESOLVED that the agenda of November 25, 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 7. Business Matters Growth Committee Meeting Open Session November 25, 2025 7.1 Large-Scale Development Incentive Policy Housing Manager A. Reid reviewed the submitted Large-Scale Development Incentive The proposed Large-Scale Development Incentive Program is the first incentive program proposed through the new Development Incentive Policy, which implements the recommendations of the Incentives Review report. The Large-Scale Incentive aims to maximize high-rise development opportunities within the uptown and inner harbour area of the City through a clear and predictable 10- year incentive upon project completion. Incentives go toward eligible high-rise development in alignment Incentive funding will be financed through a portion of new revenue generated after projects are completed. The program will be monitored and updated every three years to ensure relevance. Moved by Mayor Noade Reardon, seconded by Councillor Lowe: RESOLVED that the Growth Committee recommend Common Council: 1) Adopt the Large-Scale Development Incentive Program, as generally presented in Attachment 1 Development Incentive Policy; and, 2) The City no longer accept applications under GDS-007 Urban Development Incentive Policy as of December 15, 2025. 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 November 25, 2025, was adjourned at 12:40 p.m. Dwh‘I /haaL99w9thw Report DateJanuary 26, 2026 Meeting DateFebruary 03, 2026 Service AreaGrowth and Community Services Chair MacKenzie and Members of the Growth Committee SUBJECT: 2025 CMHC Rental Market Report OPEN OR CLOSED SESSION This matter is to be discussed in Growth Committee Open Session. AUTHORIZATION Primary AuthorCommissioner/Dept. HeadChief Administrative Officer Victoria LordAmy Poffenroth/Pankaj Kevin Fudge Nalavde d RECOMMENDATION That theGrowth Committee receive and file this report for information. EXECUTIVE SUMMARY rental market remained tight through 2025and modest change since 2024. Rentgrowth has begun to slow, but rents continue to rise at a pace that places pressure on household affordability.Average rents in Saint John increased by approximately 6-7%between 2024 and 2025, reaching around $1,200 per month across unit types. Although moderatefrom previous years of rapid escalation, rent growth continues to outpace income growth for many. 2025 vacancy rates remained low, sitting just above 2%. Compared to 2024, vacancy levels appear to have stabilized or tightened slightly, suggesting that new rental supply has not yet been sufficient to meaningfully ease market pressures. While new rental construction has increased in Saint John and across New Brunswick, continued population growth and strong demand hasabsorbed much of the additional supply. Saint John has not experienced the same degree of rental market softening in 2025 observed in some larger Canadian cities. ohn continues to face rental affordability challenges. The combination of rising rents and low vacancy underscores the need for continued investment in rental housing, particularly affordable and purpose- built units, to support housing stability and meet long-term community needs. - 2 - PREVIOUS RESOLUTION Not applicable STRATEGIC ALIGNMENT Common Council has established five priorities for their 2021-2026 term. Incentives will assist the City in increasing new construction of housing stock appropriately. Grow: Population Growth o Grow our population at a rate of 2% annually by the end of Belong: Livable Neighbourhoods o Facilitate a mix of affordable housing in all of our neighbourhoods. REPORT (CMHC) Rental Market Survey released at the end of 2025 provides an updated picture of rental market conditions in Saint John. The data shows that while some larger Canadian markets began to experience easing c remained relatively tight, with continued upward pressure on rents and limited availability compared to 2024. Average rents in Saint John increased again in 2025, though the pace of growth has moderated compared to the rapid escalation seen earlier in the decade. The average monthly rent across all rental unit types reached approximately $1,200 in 2025, representing an increase of roughly 6-7% compared to 2024. Median rents also rose over the same period, reinforcing ongoing affordability pressures for renters. While rent growth slowed slightly compared to previous years, it remains elevated relative to income growth in the region. Vacancy rates in Saint John continued to reflect a constrained rental market. In 2025, the vacancy rate sat at just over 2 percent, indicating very limited availability of purpose-built rental units. This represents a tightening or stabilization compared to 2024, when vacancy rates were estimated to be somewhat higher depending on the data source and submarket. Regardless of year-to-year fluctuation, vacancy levels in both 2024 and 2025 remained below what is typically considered a balanced rental market, which is generally around 3%. Low vacancies continue to limit tenant choice and contribute to upward pressure on rents. - 3 - Supply growth has increased in recent years, including new rental construction in Saint John and across New Brunswick. However, CMHC data suggests that new supply has not yet been sufficient to significantly loosen market conditions in Saint John. Population growth, household formation, and limited existing rental stock have continued to absorb new units as they come online. As a result, the market has not experienced the same degree of softening observed in some larger Canadian cities in 2025. Compared to national trends, Saint John stands out as a smaller market where rental pressures remain persistent. Nationally, vacancy rates increased in 2025 and rent growth slowed as more rental units were completed and population growth moderated. In Saint John, these shifts were less pronounced, suggesting that local demand continues to outpace supply despite recent construction activity. modestly since 2024 but remains fundamentally tight. Rent increases have slowed slightly but remain significant, and vacancy rates continue to sit below healthy market levels. These conditions point to ongoing affordability challenges for renters and underscore the importance of continued efforts to expand rental supply, particularly affordable and purpose-built units, to support long-term housing stability in the community. SERVICE AND FINANCIAL OUTCOMES There are no immediate service or financial outcomes for the community, as this is for information only. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Name of Service Area/Stakeholder Name of Staff Person Housing Andrew Reid ATTACHMENTS 2026 02 03 Growth Committee CMHC Rental Report Powerpoint Presentation. . f Click here to enter text. . . . PrimaryRentalMarketHighlights CMHCOctober2025RentalMarketReport Growth Committee February 2026 VacancyHighlights The Saint John Rental VacancyRateis2.1% To continue to grow the population and reach what is considered a healthy vacancy rate, 3%, additional market rental housing is also needed. The only part of Saint John with a healthy vacancy rate is the North End, at 3.7%, but this may be misleading given that some of the vacant units might not be truly inhabitable. OverallMarketConditions modest change from 2024 Unlike some larger Canadian cities, the local market did not experience meaningful easing Local rental demand continues to outpace available supply RentLevels&Affordability Average monthly rent across all unit types reached approximately $1,200 in 2025 Rents increased by about 67% compared to 2024 Rent growth has moderated slightly, but remains elevated Rent increases continue to outpace income growth, creating affordability pressures Median rents also rose, reinforcing affordability concerns for renters VacancyRates&Availability The vacancy rate remained just over 2% in 2025 Vacancy levels have stabilized or tightened slightly compared to 2024 Rates remain below the 3% level typically considered a balanced market Low vacancy continues to limit tenant choice and support upward rent pressure Historical Vacancy Rates in Saint John 10 9 8 7 6 5 4 3 2 1 0 RentHighlights Saint John AverageRentis$1200/month. Average Rent in Saint John grew by 5.5% in 2025 Average 1 bedroom rent grew by 1.9% in 2025 CMHC does not differentiate rents based on inclusion or exclusion of utilities. Supply&ConstructionActivity New rental construction has increased in Saint John and across New Brunswick, butonly112apartmentunitswererecordedas completionsin2025. Recent supply additions have not yet been sufficient to significantly ease market conditions Population growth and household formation continue to absorb new units quickly ComparisontoNationalTrends Nationally, vacancy rates increased and rent growth slowed in 2025 These national shifts were less pronounced in Saint John Saint John remains one of the smaller markets with persistent rental pressures RentalAffordabilityFactors Rental Housing Population Housing Continuum Growth Stock Mobility KeyTakeaways Rental market conditions remain fundamentally constrained Rent increases have slowed but remain significant Low vacancy and affordability challenges persist Continued focus on expanding rental supply, particularly affordable and purpose-built units, is needed to support long- term housing stability 603UnitsPermittedin2025 New Data is Coming Census Day is May 12, 2026 GROWTHAT A GLANCE Development permits received: Building permits received (5-year average same period: ) 202202202202 2025 Value of $. million projects (5-year average same period: $million) Number (5-year average Upcoming same period: 1 projects with over new units planned. Qspevdfe!cz!Djuz!pg!Tbjou!Kpio! Dpsqpsbuf!Dpnnvojdbujpot! xxx/tbjoukpio/db CROISSANCE ENUN COUPD’ŒIL Development permits received: Permis de 20212022202320242025 (moyenne sur 5 ans pour la même période : ) Valeur des millions de dollars projets de (moyenne sur 5 ans pour la même période : millions de dollars) permis supplémentaire (moyenne sur5 ans pour la même À venir période : ) 1 projets avec plus de 50 nouvelles unités prévus. Qspevju!qbs!m“êrvjqf!ef! dpnnvojdbujpot!hêoêsbmft!ef!mb! wjmmf!ef!Tbjou!Kpio Dwh‘I /haaL99w9thw Report DateJanuary 22, 2026 Meeting DateFebruary 03, 2026 Service AreaGrowth and Community Services ChairmanMacKenzie and Members of the Growth Committee SUBJECT: Planned construction at The City Market for 2026 OPEN OR CLOSED SESSION This matter is to be discussed in Growth Committee Open Session. AUTHORIZATION Primary AuthorCommissioner/Dept. HeadChief Administrative Officer Matthew DempsterAmy Poffenroth/DavidKevin Fudge Dobbelsteyn RECOMMENDATION That Growth Committee receive and file the update for information. EXECUTIVE SUMMARY In 2026, the City Market will implement a series of vendor relocations, stall renovations, and layout improvements to enhance circulation, functionality, and visitor experience. Work in the first half of the year includes key vendor moves, construction of a new central seating and performance area improved aisle widths, installation of the Hooper Timepiece, and continued transition to a two-aisle layout through new kiosks, with all major work completed by the end of Quarter 2 to limit disruption during peak tourism months. The latter half of the year will focus on expanding and redesigning the Green Grocer stall and advancing plans for a new general store featuring locally made products and market-branded merchandise. PREVIOUS RESOLUTION N/A STRATEGIC ALIGNMENT This report aligns w The 2023 Stragtic Plan for the City Market REPORT - 2 - As we begin 2026, several stall updates are planned for completion in the first and second quarters of the year. These projects have been developed through detailed consultation with the vendors to ensure their operational needs are reflected in both new spaces and renovated stalls. Renovations scheduled for this period also include the The Bagel Artist will relocate to the space previously occupied by Java Moose, and Bite and Smile Crêperie will move into the former Jo Samosa location. main hall at the east end of the market. By Felix, and Wild Carrot, The Deck will measure approximately 44 feet by 24 feet. It is intended to serve as a central gathering space where visitors can meet, dine, and socialize, while also functioning as a performance area. This dual purpose will enable the market to host new types of events that were not previously possible. To support plans to increase aisle widths, renovations will also be required to the footprints back to the red columns. construction. Additional Quarter 2 initiatives include the installation of the Hooper Timepiece in the center of the market as its permanent home, preserving this iconic feature. Work will also continue transitioning the market layout from a three-aisle configuration to a two-aisle system through the construction of new kiosks. The kiosk design has been refined through extensive discussions with vendors and internal stakeholders, incorporating their feedback on functionality and usability. The final design improves s history and represents a forward-looking enhancement to the overall layout. Up to three new kiosks are anticipated to be installed by the end of Quarter 2. All of these projects are planned for completion by the end of Quarter 2 to Following this, focus will shift in Quarters 3 and 4 to expanding the Green Grocer stall to include its current footprint as well as the former Chicken By Felix and former Java Moose seating areas. The redesigned stall will allow the business to operate primarily within its designated space, reducing reliance on shared bench seating and creating additional opportunities for pop-up vendors. The Green Grocer will continue to operate one new kiosk at the lower end of the market to maintain a vibrant fruit and vegetable display. - 3 - Finally, plans will be finalized for a new general store concept featuring locally crafted products, as well as serving as a point of sale for market money and City Market-branded merchandise. City staff is working closely with market vendors throughout all phases of planning and implementation to ensure they are well informed and supported as changes are introduced. Ongoing communication, regular check-ins, and collaborative design discussions are helping vendors understand the scope and timing of the work, while proactively identifying and mitigating potential operational impacts. This approach supports a smooth transition during construction and helps maintain business continuity and a positive market experience for both vendors and patrons. SERVICE AND FINANCIAL OUTCOMES These projects will be phased to minimize disruption to daily market operations and to ensure continuity of service for vendors and patrons, with most of the construction completed prior to the peak tourism season. Temporary vendor relocations will be managed to maintain a full and vibrant market experience throughout the work. Financially, the planned renovations and new infrastructure -term sustainability, supporting improved circulation, increased event capacity, and enhanced vendor performance. These improvements are expected to strengthen vendor retention, support revenue stability, and position the market for future growth while remaining within approved capital planning frameworks. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Name of Service Area/Stakeholder Name of Staff Person CğĭźƌźƷźĻƭ ağƓğŭĻƒĻƓƷ WğƭƚƓ .ğƩƷƚƓ ATTACHMENTS PowerPoint Presentation . f Click here to enter text. - 4 - . . . SmallCity, BigHeart.. ConstructionPlans2026forTheCityMarket Growth Committee February 3 2026 Introduction Guided by Council's priorities and informed by over 350 voices from our community, the approved 2023-2033 Strategic plan for the City Market identifies clear, actionable steps to strengthen the Market as a vibrant, accessible, and welcoming place. In 2026 we have a robust construction schedule that reflects those priorities. While we celebrate our 150th anniversary, we are excited to improve infrastructure and enhance the visitor experience. Schedule-Quarter1 Quarter1 Vendor Movements and Renovations Market Street Kitchen Howards The Bagel Artist TheMarketwillremainopentothepublicduringrenovations. AffectedAreasduringQ1 Schedule-Quarter2 Quarter2 Construction of the new seating area will start -The Deck Hooper Time Piece will be established in the centre of the market New Kiosks 1-3 Finalize other Stall Designs AffectedAreasduringQ2 CityMarketKioskDesign EndViewofTheDeck SideViewofTheDeck Recommendation: That the Growth Committee receive and file this report for information. SmallCity, BigHeart.. HousingServiceArea 2026-2027 February 3, 2026 2024-2025 Operations & Program Delivery Housing Leveraging HousingGrants & Liaison Land ConciergeIncentives Identification of small city 30 possible projects$3.0M in grants committed HousingNBnew public surplus parcels for 900 units(2024-2025) housing redevelopment 350 affordable$358M in construction value CMHC/BCH Affordable Grant Program Includes $4.5M in Soft Cost Grant Program funding for RHI Barrack Non-profit and private HAF Grant Program Green sector, housing service Large-Scale Incentive Program providers Other Actioning the Affordable Housing Action Plan (39 actions) Legacy program administration (e.g. Urban Development Incentive) Input to other service areas (e.g. SJW CHIF funding) 1. Projects with an affordable or non-market housing component, or, 2. Large-scale projects that would have a significantly positive impact on the City's housing system Support sits outside of legislated regulatory approval process (One Stop) Connector to internal and external resources, partners, and most of the time, funding opportunities Support usually occurs between the initial idea phase of a project (Envision) and permitting phase (One Stop) but can also occur during permitting phase. Current Service SWOT StrengthsOpportunities -Support of Growth and Common Council-To take a longer-term view to improving the -Demonstrated ability to secure senior housing system government level funding for program delivery-Future funding stacks for affordable housing -Experienced and diverse array of community -Regional collaboration partners, service providers, and private sector -Greater alignment with broader City initiatives and ready to collaboratestrategies WeaknessesThreats -Ad-hoc engagement with stakeholders-Funding opportunities -Ad-hoc data gathering to support goals and -Conflicting priorities Urgent need to take a broader, community coordinated approach objectives-Resources stretched thin over whole housing HAF Agreement milestone: implement governance reform continuum 2026-2027 Capability Map Housing Liaison/Stakeholder Strategic Leadership&Coordination CMHC/BCH -Coordination and partnerships Housing NB Non-Profit/service providers -Housing Advisory Committee NBNPHA ProgramDevelopmentandDelivery One Stop Development Shop -Grants & Incentive Programs Private market developers Non-market developers -Housing Concierge Housing NB HousingDataandMonitoring Statscan -Housing pipeline and tracking CMHC -Community housing Envision Applied researchers and -Rental/ownership markets stakeholder engagement 2026-27 Initiatives \[Draft\] ActionStatusYearStakeholder Non-profit sector, private developers, and Establish Housing Advisory Committee (HAC)In Progress2026 service providers Real Estate/GCO, Infrastructure, Finance, Establish Internal Staff CommitteeNot Started2026 Planning, Housing Establish Housing Monitoring FrameworkIn Progress2026Envision, CMHC, HNB, Statscan Initiate update to 2023 Housing Needs AssessmentNot Started2026-2027Community Planning, SJW Leverage Public LandNot Started2026-2027Real Estate/GCO, Envision Housing Partners and Affiliates ForumNot Started2026-2027Public engagement consultant Vacant Land RegisterNot Started2027GCO, GIS 2027 Affordable Housing Action PlanNot Started2027TBD InitiativeEstablish Housing Advisory Committee GoalTo improve coordination and build capacity within the City at a systems-based level DescriptionBased upon technical expertise and experience, the Housing Advisory may help inform policies, programs, and services necessary to support the Outcomes-Enhanced ability to coordinate and respond to external funding opportunities -Regular review and monitoring of City policies and programs InitiativeEstablish Internal Staff Committee GoalTo improve coordination and build capacity within the City at a systems-based level DescriptionBased upon technical expertise and experience, the Housing Advisory may help inform policies, programs, and services necessary to support the Outcomes-A structured mechanism to collaboratively identify and mitigate constraints that impact the delivery of projects supported by the Housing Concierge service. -Enhanced ability to coordinate and respond to external funding opportunities -Regular review and monitoring of City policies and programs InitiativeHousing Monitoring Framework GoalTo track stability of the housing market, with a particular emphasis on access to affordable housing. DescriptionThe monitoring framework will track affordability levels, ownership market, rental market, and community housing market. It will also develop means to track the following: -Loss of naturally occurring affordable housing (NOAH). -Community housing/non-market housing pipeline. -Changes in ownership trends and investor behaviour. Outcomes-An automated external dashboard that succinctly visualizes key housing indicators and helps shape the public narrative and coordination of advocacy efforts around housing need. -An internal dashboard for decision-making and policy development. InitiativeHousing Needs Assessment GoalTo update the 2022 Housing Needs Assessment (HNA) based on latest 2026 Census data. DescriptionAn updated Housing Needs Assessment is key to understanding affordability and identifying housing gaps in the spectrum. Working with a consultant while also developing in-house expertise will ensure the HNA is fully utilized in all centreof Outcomes-An updated HNA is now a requisite for the City to secure federal infrastructure funding. InitiativeLeverage Public Land GoalTo facilitate underutilized, small public land parcels which have no other economic purpose into housing units, with particular regard for community housing and affordable homeownership options. DescriptionThis initiative proactively reviews and engages housing providers with small, city-owned parcels, including Land for Public Purpose, that are suitable for development and serve no other economic or recreational purpose. This initiative complements the REOI / Surplus Land process, as directed through the Acquisition and Disposition of Municipal Land Policy Outcomes-Additional Housing units -Tax revenue InitiativeHousing Partners and Affiliates Forum GoalTo bring together capacity, interest, and expertise of housing developers and service providers to increase coordination, information, and alignment in addressing housing gaps. DescriptionThis initiative will bring together a broader range of stakeholders involved in developing housing, service providers and other affiliates on an annual, bi- annual basis. Outcomes-Increased coordination and alignment across the broader community InitiativeVacant Land Registry GoalFacilitate long-term idle land into productive infill housing, while protecting legitimate land assembly ability. DescriptionMaintain a catalogue of serviced, vacant, low-improvement, developable land parcels. Outcomes-Enhanced understanding of assessment base of vacant properties -Galvanizes potential longer term advocacy efforts -New tax revenue as a result of increased assessment values when parcels are developed. Initiative2027 Affordable Housing Action Plan GoalRenewed Plan for the City and its partners to coordinate improvements within the local housing system. DescriptionMuch has changed since the launch of the 2022 Affordable Housing Action Plan. This initiative is to create a renewed plan, vision, and objectives, following insights from a renewed Housing Needs Assessment. Outcomes-Set priorities and actions to the guide the City and community from 2027 and beyond. Growth Committee Presentation Recommendation 1.Receive and File Small City, Big Heart. Petite ville, grand .