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2018-08-07 Growth Committee Agenda Packet - Open SessionCity of Saint John Growth Committee - Open Session AGENDA Tuesday, August 7, 2018 12:00 pm 8th Floor Boardroom, City Hall 1. Call to Order Pages 1.1 Approval of Minutes of June 12, 2018 1 -3 1.2 Growth Targets - Mid Year Check -In 4-35 1.3 Growth Reserve Fund Update and Request 36-39 1.4 Discover Saint John Presentation 40-97 1 Powered 6y: tl & I -Br Growth Committee Meeting Open Session June 12, 2018 MINUTES - OPEN SESSION GROWTH COMMITTEE MEETING JUNE 12, 2018 AT 1:00 P.M. 8T" FLOOR BOARDROOM, CITY HALL Present: Mayor D. Darling Deputy Mayor S. McAlary Councillor G. Lowe Councillor J. MacKenzie Councillor B. Armstrong Absent: Councillor R. Strowbridge Also Present: City Manager J. Trail Deputy City Manager N. Jacobsen Commissioner Growth and Community Development J. Hamilton Deputy Commissioner Building and Inspection Services A. Poffenroth Technical Services Engineer C. McKie) Technical Services Engineer R. VanWart Director Strategic Real Estate Service S. Carson Senior Manager Real Estate B. Irving Manager Real Estate C. Langille Population Growth Manager D. Dobbelsteyn Planner J. Brown Senior Financial Analyst J. Forgie Administrative Assistant K. Tibbits 1. Meeting Called To Order Mayor Darling called the Growth Committee open session meeting to order. 1.1 Approval of Minutes 1.1.1 Minutes of May 1, 2018 Moved by Councillor MacKenzie, seconded by Councillor Armstrong: RESOLVED that the minutes of May 1, 2018 be approved. MOTION CARRIED. 1.2 Update on Roadmap for Smart Growth Municipal Properties Mr. Irving provided an update on the status of several municipal properties that were identified in the Roadmap for Smart Growth. Status of the identified ten properties includes: • Development of Tucker Park and Harrigan Lake properties was abandoned • Mecklenburg Street property delayed due to the timing of the Neighbourhood Plan and a new school proposed for the South End 1 Growth Committee Meeting Open Session June 12, 2018 • Peel Plaza Project House was purchased by Cooke Aquaculture • Jelly Bean building design is close to being complete • Sugar Refinery site has many potential options coming out of the Neighbourhood Plan • Three properties are currently under negotiation including, Canterbury/Grannan parking garage; the Canterbury/Princess lot; and Boars Head property There have been reasonable sales proceeds from these activities but the real upside is the tax base growth from the investments. Moved by Councillor MacKenzie, seconded by Councillor Armstrong: RESOLVED that item 1.2 Update on the Roadmap for Smart Growth Municipal Properties, be received for information. MOTION CARRIED. 1.3 Growth and Community Development Updates 1.3.1 Vacant and Dangerous Building Program Referring to the submitted report, Ms. VanWart provided an update on the Vacant and Dangerous Building Program. Eighty cases were resolved in 2017 including the repair/reoccupation of 40 buildings and another 40 buildings being demolished by the property owners and/or the City. The focus area of the program will shift in 2018 from the South End to the North End of the City, specifically the Old North End. This area is challenged with many vacant buildings which affects quality of life for residents and negatively impacts the property value. The City will work with property owners to gain voluntary compliance. Thirty properties have been included in the defined action plan and inspections will be conducted to assess their condition. Once completed, buildings will be prioritized for further enforcement action. Hazardous, high priority buildings are being targeted. The 2018 target is 75 resolved cases; year to date cases closed is 24. Responding to a question, Ms. Poffenroth noted that the new legislation is effective but the process can be lengthy, specifically as it relates to entry provisions. Provisions for emergency situations are very effective, as is the ability to recover costs. Responding to a question, Ms. VanWart noted that even though the focus of the program is shifting to the North End, there are key properties in the South End that will remain an area of focus. Moved by Councillor Armstrong, seconded by Councillor MacKenzie: RESOLVED that the submitted report regarding the Vacant and Dangerous Building Program, be received for information. MOTION CARRIED. 1.3.2 Enhanced Community Standards Program Mr. McKie) provided an update on the Enhanced Community Standards program and commented on next steps. Since introduction of the pilot program there have been significant improvements of unsightly properties throughout the City, including 82 resolved unsightly premises cases in 2017. There have been 37 resolved cases to date in 2018, with a target of 50 resolved cases by year end. Next steps for the Enhanced Community Standards program will focus on three areas, 2 Growth Committee Meeting Open Session June 12, 2018 including the Neighbourhood Enhancement Program with a focus on investment and beautification on St. James Street; a Mobile Sign Enforcement Pilot Project; and a continued focus on unsightly premises but with a reduced service level for the remainder of 2018. Responding to a comment, Mr. Trail noted that these initiatives re-establish an acceptable standard in the community. Moved by Councillor MacKenzie, seconded by Councillor Armstrong: RESOLVED that the submitted report regarding the Enhanced Community Standards program, be received for information. 1► 1011Eel ►[419ilk] ilk] I:19a 1.3.3 Neighbourhood Plan: Engagement Ms. Brown commented on the City's engagement efforts for the neighbourhood plan, now in the public feedback period. Staff has engaged with numerous stakeholders through social media posts, the Taking Shape SJ platform, and a storefront in the City market to build awareness of the plan. The feedback has been overwhelmingly positive and very supportive of the overall direction. The necessary municipal plan and zoning bylaw amendments are currently be drafted. A stakeholder summit is scheduled for June 21St which creates an opportunity for stakeholders and the City to build partnerships to accomplish the actions laid out in the plan. It will result in a more robust implementation strategy, and identify leads and partners. The plan contains a list of short-term capital projects which are pivotal to the success of the plan and will bring catalytic positive change to the Central peninsula. Other levels of government are showing an interest in investing in the central peninsula. Moved by Councillor Lowe, seconded by Councillor Armstrong: RESOLVED that the verbal update on the engagement process for the Neighbourhood Plan, be received for information. MOTION CARRIED. Adjournment Moved by Councillor Lowe, seconded by Councillor Armstrong: RESOLVED that the open session meeting of the Growth Committee be adjourned. MOTION CARRIED. The open session meeting of the Growth Committee held on June 12, 2018 was adjourned at 2:25 p.m. Recording Secretary 9 GROWTH COMMITTEE REPORT M&C No. # found on Sharepoint Report Date July 30, 2018 Meeting Date August 07, 2018 Service Area Growth and Community Development Services His Worship Mayor Don Darling and Members of the Growth Committee SUBJECT. Mid -Term Update on 2018 Growth Work Plan and Targets OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. HeadCity Manager Phil Ouellette Jacqueline Hamilton Jeff Trail Staff recommend that Growth Committee receive and file this report and submit it to Common Council as an information item. EXECUTIVE SUMMARY This report intends to provide the Growth Committee and Common Council with a mid-term update on the progress of the 2018 growth work plan and the corresponding growth targets. After the creation of the Growth Committee, and the subsequent adoption of the Roadmap for Smart Growth, the Population Growth Framework, the creation of Develop SJ and new focus of Enterprise Saint John, the City of Saint John is strategically equipped to deliver new growth outcomes for the community in the areas of employment, tax base and population. This reinvigorated focus on growth is a key feature of the 2016-2020 Council Priorities and remains a key priority across service areas of the City Saint John, as is illustrated in Saint John's 2018 corporate work plan. The Roadmap for Smart Growth established a new culture of clarifying the City of Saint John's key objectives related to the growth -related efforts and investments, which seek to achieve new outcomes in the area of population, employment and tax base. In turn, Common Council upholds these outcomes and clarifies expectations by submitting annual mandate letters to the City's economic development agencies and by adopting strategic action plans. Il -2- A 2018 growth work plan update table is attached to this report for a detailed overview of progress, while the attached Power Point presentation provides a strong overview of key features of growth -related efforts from January 1St, 2018 to June 30t", 2018 within the City of Saint John. In addition, this report includes supportive attachments, including: a map of permits issues over the first two quarters of 2018 prepared by GIS; a briefing document from Enterprise Saint John on the new Foreign Trade Zone Point; a quarterly workforce statistics updated prepared by Post -Secondary Education, Training and Labour (Government of New Brunswick) and Enterprise Saint John. PREVIOUS RESOLUTION Saint John Common Council adopted the Roadmap for Smart Growth in March 2017. Saint John Common Council adopted the Population Growth Framework in February 2018. Saint John Common Council received the 2018 growth work plan in February 2018. Saint John Common Council received a preliminary draft of the Neighborhood Plan for the Central Peninsula in May 2018. STRATEGIC ALIGNMENT Common Council has adopted a new set of Council Priorities: 2016-2020 in early November 2016, and under the heading of "Growth and Prosperity," the following is stated: "Saint John is recognized by residents and businesses as a positive and supportive city. We grow in a smart way and attract talent, innovation and opportunities so all people can thrive." In addition, Council adopted key performance indicators to evaluate its ability to Grow SJ, including, among others: "Building permit value," "Change in tax base assessment within the City," "Change in population." SERVICE AND FINANCIAL OUTCOMES 5 -3 - The intended outcomes of the City of Saint John's growth -related efforts and investments are to achieve new levels of employment, population and tax base growth. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS This report was assembled with the support of various colleagues from the Growth and Community Development Services, GIS, Finance and Administrative Services, City Manager's Office, Enterprise Saint John, Develop SJ, Opportunities New Brunswick, YMCA Saint John, Saint John Multicultural and Newcomer Resource Centre, and the Saint John Local Immigration Partnership. This report was also supported by Frank Fang, who is a MBA student at University of New Brunswick Saint John who is completing an internship with Growth and Community Development Services. ATTACHMENTS 2018 Mid -Year Growth Update Power Point 2018 Mid -Year Growth Update Table Foreign Trade Zone Briefing Document Second Quarter Work Force Statistics 2018 Building Permits January 1 to June 30 X ii r rowth Work Plan id -Year Update J J10, � August Th, 2018 City of Saint John 7 2018 Growth Work Plan 2018City o(SaintJohn Growth Work Pion: Mfd year Updnl- Mid-Year Update: 2018 City of Saint John Growth Work Plan August 26L2 i 2019 Proj@q 9 Who Strategy Population Growth 1-4 City Roadmap Finalize Population Growth Plan (1113r Active 2014 #14, #15, #16) 5 City Population Launch Newcomer Guide (#11) Active Fall 2018 Framework 6 City Population Love your City Campaign (#12) Active 2019 Framework 7 City Population Host welcome ceremonies for newcomers Active 2019 Framework (#13) 8 City Population Dollars -and -cents ease for living in City Active 2018 Framework (03) 9 City Population Conduct research on living in SJ (#18) Active 2019 Framework 10 City Neighbor Evaluate and recommend options Foran Pending 2019 hood Plan arts & culture frameworkto link with neighbourhood revitalization 11 City/ Population Newcomer success stories (#21) Activa Inventoryof stories collected, requestfor YMCA Framework Growth Reserve support, and distribution expected by 2018 year-end 12 SJMNRC Population Enhanced process/presentationto Activa Fall 2018 Framework ExploratoryVisita(#2) 13 PETL Population Promote AIPPto employers (#5) Active Fall 2018 Framework n 2018 Growth Work Plan I 2018 City a(Saint John Growth Work Pion: lurid Year Updair neighbourhood revitalization 11 City/ Mid -Year Update: 2018 City of Saint John Growth Work Plan Activa Inventaryof stories collected, raquestfor YMCA Framework Auguax 2D18 Growth Reserve supportr and distribution expected by 2018 year-end Population Growth Population Enhanced process/presentationto 1-4 City Roadmap Finalize Population Growth Plan W -3r Active 2019 Population Promote AIPP to employers (#5) Active Fall 2018 #14, #15, #16) Framework 5 City Population Launch Newcomer Guide (#11) Active Fall 2018 Framework 6 City Population Love your City Campaign (#12) Active 2019 Framework 7 City Population Host welcome ceremonies for newcomers Active 2019 Framework (#13) $ City Population Dollars -and -cents case for living in City Active 201$ Framework (03) 9 City Population Conduct research on living in SJ (#16) Active 2019 Framework 10 City Neighbor- Evaluate and recommend options Foran Pending 2019 hood Plan arts & culture frameworkto link with E 44 action items % targets 10 partners 6 strategies neighbourhood revitalization 11 City/ Population Newco mar success stories (021) Activa Inventaryof stories collected, raquestfor YMCA Framework Growth Reserve supportr and distribution expected by 2018 year-end 12 SJMNRC Population Enhanced process/presentationto Activa Fall 2018 Framework Exploratory Visits(#2) 13 PETL Population Promote AIPP to employers (#5) Active Fall 2018 Framework E 44 action items % targets 10 partners 6 strategies 2018 Growth Work Plan 2018 City a(Saint John Growth Work Pion: lurid Year Updair Mid -Year Update: 2018 City of Saint John Growth Work Plan Auguax 2D18 Population Growth 1-4 City Roadmap Finalize Population Growth Plan W -3r Active 2019 #14, #15, #16) 5 City Population Launch Newcomer Guide (#11) Active Fall 2018 Framework 6 City Population Love your City Campaign (#12) Active 2019 Framework 7 City Population Host welcome ceremonies for newcomers Active 2019 Framework (#13) $ City Population Dollars -and -cents case for living in City Active 201$ Framework (03) 9 City Population Conduct research on living in SJ (#16) Active 2019 Framework 10 City Neighbor- Evaluate and recommend options Foran Pending 2019 hood Plan arts & culture frameworkto link with neighbourhood revitalization 11 City/ Population Newcomer success stories (021) Activa Inventaryof stories collected, request for YMCA Framework Growth Reserve supportr and distribution expected by 2018 year-end 12 SJMNRC Population Enhanced process/presentationto Activa Fall 2018 Framework Exploratory Visits(#2) 13 PETL Population Promote AIPP to employers (#5) Active Fall 2018 Framework 10 oadmap for Smart Growth The Roadmapfor Smart We are here v r 11 Smart Growth 12 75% Completed 3 large projects remaining: 1. SJ LIP T 2. Value Proposition 3. Long -Term Economic Targeting Population Growth .� OF SAINT W POPULATION GROWTH FRAMEWORK r 13 30 action items 50% active � Population Growth FMM rd" -i L I ITI Lpow i ii I If, =- •Toronto recruitment mission i •New multicultural festival � • Cultural sensitivity training for City employees • The YMCA has served over 1000 newcomers to Y s date in 2018 _J � They have welcomed 53 government assisted refugees; only 50% are from Syria. 14 Employment Growth _enterprise H SAINT JOHN L 15 r Employment Growth _enterprise H SAINT JOHN L 15 Employment Growth r A I&AI01L.'a ] L Foreign Trade Zone Point j� w. 1,525 people received training to support entrepreneurship in the community Y s Employment Announcements — Air Canada (227) — Nordia (140) — TD Insurance (250) — Wyndham (100) — S & P Data (450) 16 %a I, AP A 1 1 r 1� 1 F 61 Ir Tax Base Growth l� ' IIE#jl it 71 _ ELOP- JOHN A p Tax Base Growth 11- �' llElll�i11f1 * on 0 NNINU BUILtld NG a N%'I:x AS7 rel_'(- Tt K I Val I ifE t Sh OPve 'kpU % [ SOI IN V 18 .r Y s Tax Base Growth 19 Tax Base Growth 1W ro I & AT -d it •Spruce Lake Barge Facility inaugural load � • Vacant Property Match Program • Vacant and Dangerous Buildings/Community Standard! • Preliminary draft of Neighborhood Plan • Large projects: � UJI ;; — K-8 School - � �Ji A , —Museum � f —The Crossing /Highway 1 interchange .S Casino Y s 20 Broader Economic Indicators �v a mom A I'm Nyd h � aw m rff A L •Saint John's CPI increased by 2.2% since June 2017. w• Saint John CMA showed a gentle upward trend in r population, labor force, and employment growth from April 2018 to June 2018. • Unemployment rate keeps trending down since 2016/17 and remains lowest in NB. It dropped from �, _6.6% (Feb.) to 6.2% (June) in 2018. More than 1,800 job vacancies in Saint John -St. Stephen, Q1 2018. • As of June 15th, there were more than 500 job ads online for positions in Saint John. 21 2018 Growth Targets Ta rge ," $75 million tax base increase PlanSJ Geographic Targets - 95% development in PDA - 85% development in Intensification areas Permit Turnaround Time - Tier 1— 5 business days - Tier 2 — 10 business days - Tier 3 — 20 business days Vacant and Dangerous Buildings Program - 75 resolved cases Community Standards Program - 25 resolved cases Development Incentive Program - $150,000 of leveraged facade upgrades / 20 projects Heritage Development Grant - Pay out minimum of 95% of grant budget by Nov. 30 25 new start-ups (supported by ESJ) 845 new and retained jobs (supported by ESJ) 22 2018Targets Target Mid-Year su $75 million tax base increase 41 active projects / $250 million in tax base growth PlanSJ Geographic Targets - 95% development in PDA - 85% development in Intensification areas Permit Turnaround Time - Tier 1— 5 business days - Tier 2 — 10 business days - Tier 3 — 20 business days Vacant and Dangerous Buildings Program - 75 resolved cases Community Standards Program - 25 resolved cases - 94% in PDA -68% Tier 1 - 3.9 Tier 2 - 8.0 Tier 3 - 9.7 34 total closed cases 23 repaired/reoccupied (11 demolitions) 70 total resolved cases Issued 9 Notices to Comply Development Incentive Program 11 conditionally approved projects - $150,000 of leveraged facade upgrades / 20 projects $232,545 estimated leveraged investment Heritage Development Grant 27 conditionally approved projects - Pay out minimum of 95% of grant budget by Nov. 30 $273,164 estimated leveraged investment 25 new start-ups (supported by ESJ) 14 start-ups 845 new and retained jobs (supported by ESJ) 267 hired 23 917 announced jobs 2018 City of Saint John Growth Work Plan: Mid -Year Update Mid -Year Update: 2018 City of Saint John Growth Work Plan August 2018 2018 Projects _ =- MENUMW Population Growth 1-4 City Roadmap Finalize Population Growth Plan (#13, Active #14, #15, #16) 5 City Population Launch Newcomer Guide (#11) Active Framework 6 City Population Love your City Campaign (#12) Active Framework 7 City Population Host welcome ceremonies for newcomers Active Framework (#13) 8 City Population Dollars -and -cents case for living in City Active Framework (#3) 9 City Population Conduct research on living in SJ (#16) Active Framework 10 City Neighbor- Evaluate and recommend options for an Pending hood Plan arts & culture framework to link with neighbourhood revitalization 11 City/ Population Newcomer success stories (#21) Active YMCA Framework 12 SJMNRC Population Framework 13 PETL Population Framework Enhanced process/presentation to Exploratory Visits (#2) Promote AIPP to employers (#5) 24 Active Active 2019 Fall 2018 2019 2019 2018 2019 2019 1 Inventory of stories collected, request for Growth Reserve support, and distribution expected by 2018 year-end Fall 2018 Fall 2018 2018 City of Saint John Growth Work Plan: Mid -Year Update 2 14 Uptown Population Increase apartment tours of Uptown Completed May 2018 SJ Framework (#14) 15 SJMNRC Population Host new Multicultural Festival in SJ (#15) Completed May 2018 Framework 16 ESJ Population International Business Relocation Active 2019 Framework Program (#6) 17 PETL Population Recruitment Mission (#7) Completed April 2018 Framework 18 ESJ Population Predictive model on local job needs (#22) Active Fall 2018 Framework 19 Chamber Population Student mixer program (#23) Active Fall 2018 Framework 20- YMCA Population Launch Youth Retention Task Force & Active Fall 2018 21 Framework Youth on-ramp program (#24, #26) 22 PETL Population Hiring fair enhancements (#25) Active Fall 2018 Framework 23 SJLIP Population Profile most successful immigrants (#4) Active 2019 Framework Tax Base Growth 24 City Roadmap Finalize Neighborhood Plan (#50) Active December 2018 25 City Roadmap Water Rate Analysis on Vacant Properties Active September 2018 (#45) 26 City Roadmap Vacant property and lot matching Completed July 2018 program (#49) 25 2018 City of Saint John Growth Work Plan: Mid -Year Update 27 City 28 City 29 Develop Si 30 City 31 City 32 City 33 City 34 City 35 Develop SJ/City 36- Develop 40 SJ/City 3 Roadmap Industrial raw water to the eastside (#52) Active December 2018 Roadmap Vacant Building Fee -for -Service Program Active Initial scoping completed by 2018 year - (#51) end Other Development Signage Policy Active Fall 2018 Neighbor- Support the development of the new Active 2019 hood Plan South End School Neighbor- Urban Design Bylaw, Zoning By-law & Active Will be integrated into package to Council hood Plan PlanSJ amendments to support enhanced on final draft of Neighborhood Plan investment and development in central peninsula Neighbor- Implementation of the Noise Framework Active Fall 2018 hood Plan (Phase 1) Neighbor- Rewrite of the Heritage By-law to support Active December 2018 hood Plan new era of heritage investment and ownership Neighbor- Launch of the Neighbourhood Active Fall 2018 hood Plan Improvement Program (Targeting strategic areas of urban blight) Neighbor- Support the development of the new Active 2019 hood Plan museum project Roadmap Pursue properties: Lantic Sugar, 90-102 Complete All sites have been reviewed and pursued, Mecklenberg, 45 Boars Head, and there is continued effort towards Grannan/Canterbury (#42, #43, #46, #47, those that remain a priority #48) 26 2018 City of Saint John Growth Work Plan: Mid -Year Update DevelopSJ 2018 Targets $75 million tax base increase (supported Active by DevelopSJ) City 2018 Targets PIanSJ Geographic Targets Active 95% development in PDA 85% development in intensification areas City 2018 Targets Permit Turnaround Time Active - Tier 1— 5 business days - Tier 2 — 10 business days - Tier 3 — 20 business days City 2018 Targets Vacant and Dangerous Buildings Program Active - 75 resolved cases City 2018 Targets Community Standards Program Active - 25 resolved cases City 2018 Targets Development Incentive Program Active - $150,000 of leveraged facade upgrades - Approve 20 projects City 2018 Targets Heritage Grant Active - Pay out minimum of 95% of grant budget by Nov. 30 27 0 Driving development of 41 current active projects representing over a quarter of a billion dollars in tax base growth. - 94% in PDA - 68% in intensification Tier 1 - 3.9 Tier 2 - 8.0 Tier 3 - 9.7 34 total closed cases 23 repaired/reoccupied 11 demolitions 70 total resolved cases Issued 9 Notices to Comply Conducted 4 unsightly cleanups Beautification Program 2018 11 conditionally approved projects $34,229 conditionally approved grants $232,545 estimated leveraged investment 27 grant applications $75,175, conditionally approved grants $273,164 estimated leveraged investment 2018 City of Saint John Growth Work Plan: Mid -Year Update Employment Growth ESJ 2018 Targets 25 new start-ups (supported by ESJ) Active ESJ 2018 Targets 845 new and retained jobs (supported by Active Phase 3 — Integrated delivery model ESJ) Phase 4 — Change Plan/Monitoring (April 2019) Process Improvements Phase 1— 41 City/ Roadmap Strategic Marketing Enhancements (Value Active Agency Proposition) (#6, #7) 42 City/ Roadmap 5-10 Year Economic Plan (#10) Active Agency 43 ESJ/City Other Smart Cities Journey Completed 44 City Neighbor- Capital Investment Strategy for Active hood Plan Neighbourhood Plan 5 YTD — 14 start-ups 267 hired 917 announced jobs Phase 1— Creating Unified Vision (August 2018) Phase 2 — Defining elements of brand (October 2018) Phase 3 — Integrated delivery model (January 2019) Phase 4 — Change Plan/Monitoring (April 2019) Phase 1— Oct. 2018 Phase 2 — 2019 May 2018 Sept. 2018 FTZ+ FOREIGN TRADE ZONE Saint John, New Brunswick .G enterprls SAINT 101IN WHAT IS A FOREIGN TRADE ZONE (FTZ) POINT? A Foreign Trade Zone Point (FTZ Point) refers to a strategic location within Canada for international trade. An FTZ Task Force, comprised of representatives from Municipal and Provincial Governments and several Federal departments, will serve as a behind -the -scenes facilitator for ESJ - with the goal of improving access to existing programs, and promoting Canada's foreign trade zone advantage. WHAT IS THE FUNCTION OF .AN FTZ POINT? The Government of Canada has developed several assistance programs to reduce the burden of tariffs, excise duties and taxes in the import and export of goods in the manufacturing sector. They are: • Duties Relief Program Drawback Program Export Distribution Centre Program Custom Bonded Warehouse Program • Exporters of Processing Services Program -------------------------- Enterprise Saint John 40 King Street, Saint John, New Brunswick E2L 1G3 506 658 2877 • info Centerprisesi.com SAINT JOHN, NEW BRUNSWICK is the 10th FTZ Point in Canada and Enterprise Saint John (ESJ) has been designated as a single -point of access to information and facilitation services with respect to Government of Canada FTZ policies and programs ---------------- ------ An FTZ Point is another tool our business community can where we are now and where we want . be. exciting development businesses should be aware of. David Dupii$ea, CEO, The Chamber THE PURPOSE OF THE FTZ POINT IS TO: • Simplify the application process to access Canada's FTZ programs • Eliminate certain fees • Introduce service standards for application processing times • Enhance delivery of FTZ-type programs by having a "single window" for access „A; 9 +�► FTZ+ FOREIGN TRADE ZONE Saint John. Now Brunswick WHAT ARE THE BENEFITS OF AN FTZ POINT? Businesses can benefit from using an FTZZ_ Point in the following ways Reduced paper burden Improved cash flow Reduced operating expenses • Increased international competitiveness Productivity -enhancing advanced machinery and equipment purchases made more affordable . Simplified tariff structure No need to apply for duties relief and drawback (refund) by manufacturers Reduced overall tariff compliance cost and administrative burden Duty-free manufacturing and continued preferential market access under the North American Free Trade Agreement (NAFTA) W1 WHY SAINT JOHN? The Greater Saint John region is recognized as one of Canada's strategic locations for International trade. It is home to: * The third largest port by volume in Canada * An advanced multi -modal transportation infrastructure * Available land in its industrial parks (for new warehousing and manufacturing facilities) An existing industrial base boasting an advanced supply chain ic Our city's great connections - including Port Saint John - rno-ke our region a natural fit for the developnient of a trade cluster. The IFF"TZ point desigriai,ion will make it easier than ever to engage, with international businesses, and to re ch i rite, vr6afiona I inarkets. Jim Quinn CEO, Port Saint John Enterprise Saint John is pleased to be the facilitatior agency for our region's FTZ point. it complements our economic development and investment attraction responsibilities in a very persuasive way - allowing us to extend our reach in the global business community. Ron Gaudet t C'E0, Enterprise Saint John ---------------- Contact Enterprise Saint John for more information: 506 658 287 7 ------ infoCwenterprisesj,com < - ------------- ---------------------------------------- ------ Quarterly Workforce Statistics Overview of Greater Saint John Area Labour Force Survey Labour Force Characteristics/ Working -Age Population (15+) Saint John CMA, Q2 2018 (Three -Month Moving Averages, Seasonal enterprise SAINT JOHN Population 105,900 106,000 106,000 Labour force 64,400 64,700 65,700 Employment 60,200 60,400 61,600 Unemployment 41200 4,300 4,100 Unemployment rate 6.5% 6.6% 6.2% Participation rate 60.8% 61.0% 62.0% Employment rate 56.8% 57.0% 58.1% Employment in the Saint John CMA - Adjusted for Seasonality 70,000 -------------------- 65,000 _-_- -- - --------------------------------------- 60,000 - - - - 55,000 ------------------------------------------- ---------------------------------- 50,000 Q3 2016 Q4 2016 Q1 2017 Q2 2017 Q3 2017 Q4 2017 Q1 2018 Q2 2018 Age Distribution of Each Labour Force Status Category, Saint John CMA, Q2 2018 - Unadjusted for Seasonality Employed Unemployed Not in the Labour Force ir ■ 15 to 24 years ■ 25 to 54 years ■ 55 to 64 years 65 years and over 31 Page 1 of 4 Quarterly Workforce Statistics Overview of Greater Saint John Area NBjobs.ca Job Ad Data' „enterprise SAINT JOHN • There were 1,884 new online job ads posted for positions in the Saint John CMA throughout Q2 2018 (April -June), with the vast majority of these job ads being for positions in the city of Saint John (92%). During the same quarter of the previous year there were 1,577 online job ads posted. Employers That Posted the Most Ads for Positions in the Saint John CMA (Q2 2018): Horizon Health Irving Oil J.D. Irving, Limited Shannex Health Care SOBEYS INC. Wyndham Worldwide Canada Inc. BELL Wyndham Worldwide Toronto -Dominion Bank Toronto -Dominion Bank Scotiabank City of Saint John S&P Data UNB GNB + Crown Corporations Hilton Worldwide Cooke Aquaculture Inc. RBC Chandler Hall Xerox Corporation Walmart Anglophone South School District WorkSafeNB/Travail Securitaire NB Occupations That Appeared The Most in Online Job Ads for Positions in the Saint John CMA (Q2 2018): Registered nurses and registered psychiatric nurses Retail salespersons Other customer & information services representatives Financial sales/customer representatives & brokers* Sales & account representatives - wholesale trade (non- technical) Retail sales supervisors Food counter attendants, kitchen helpers and related User support technicians Financial auditors and accountants Transport truck drivers Cashiers Licensed practical nurses Nurse aides, orderlies and patient service associates Information systems analysts and consultants Social and community service workers Other repairers and servicers General office support workers Supervisors, finance and insurance office workers Advertising, marketing and public relations managers Professional occupations in business management consulting Insurance, real estate and financial brokerage managers Food service supervisors Light duty cleaners Accounting technicians and bookkeepers Business development officers and marketing researchers and consultants Executive assistants 1 While a process is in place for filtering out duplicate ads, it is likely that roughly 10% to 20% of the total ad count may represent duplicate ads. 32 Page 2 of 4 Quarterly Workforce Statistics Overview of Greater Saint John Area 528 „enterprise SAINT_ JOHN Occupational Groups with the Highest Number of Job Ads in NB: Q2 2018 Sales & service Business, finance & Health Trades, transport & Natural & applied Other administration equipment operators sciences Job Vacancy and Wage Survey2 Note: Job Vacancy and Wage Statistics for any given quarter are not released until approximately three months after the quarter concludes; therefore, Q1 statistics are not released until after Q2, Q2 statistics after Q3, etc. Job Vacancies in the Southwest Economic Region by Occupational Group, Q12018 (Unadjusted for Seasonality) Management 35 Business, finance & administration 110 Natural & applied sciences 135 Health 75 Sales & service 495 Trades, transport & equipment operators 150 Manufacturing & utilities 245 All other occupations' 560 Total 1,805 Map of Saint John Census Metropolitan Area (CMA) AL R npm LAO K�'FUFstfie�tl tenM1en W Map of Southwest [Saint John -St. Stephen] Economic Region (ER) z Religious organizations, private households, federal, provincial and territorial administrations as well as international and other extra -territorial public administrations are excluded from the Job Vacancy and Wage Survey. 3 Due to suppression relating to confidentiality and/or data quality, job vacancy statistics were not available for all ten broad occupational groups: vacancies for positions in an occupational group not listed in the above table, including "natural resources, agriculture & related production", "art, culture, recreation & sport', "education, law and social, community & government" and unclassified occupations, are captured in the "all other occupations" category. 33 Page 3 of 4 Quarterly Workforce Statistics Overview of Greater Saint John Area Online Job Postings - "Snapshots in Time" (www.NBlobs.ca) April 20,_2018 Saint John (610) Rothesay (18) Grand Bay -Westfield (1) Skill types: Sales, Services (228) Business, Finance, Admin (120) Engineers, Architects, IT, Natural Science (64) Management (56) Trades, Transport, Construction (54) Health (52) Social, Legal, Education, Gov't (33) Arts, Culture, Recreation, Sports (10) Processing, Manufacturing, Utilities (9) Farming, Fishing, Natural Resources (3) May_ 7, 2018 Saint John (563) Rothesay (15) Grand Bay -Westfield (6) Skill types: Sales, Services (196) Business, Finance, Admin (118) Health (66) Engineers, Architects, IT, Natural Science (56) Trades, Transport, Construction (54) Management (45) Social, Legal, Education, Gov't (34) Processing, Manufacturing, Utilities (12) Arts, Culture, Recreation, Sports (2) Farming, Fishing, Natural Resources (1) *please note: the number of job postings may not be equal to the available number of vacancies Wenterprise SAINT JOHN June 15, 2018 Saint John (517) Quispamsis (21) Rothesay(9) Grand Bay -Westfield (2) Skill types: Sales, Services (174) Business, Finance, Admin (95) Trades, Transport, Construction (78) Health (66) Management (53) Engineers, Architects, IT, Natural Science (44) Social, Legal, Education, Gov't (28) Processing, Manufacturing, Utilities (9) Arts, Culture, Recreation, Sports (3) Farming, Fishing, Natural Resources (3) For more information please contact Julia Udalych` Workforce Attraction and Retention Officer judalych@enterprisesj.com Tel.: 1 (506) 650 2919 www.enterprisesj.com 34 Page 4 of 4 SAINT JOHN 2018 Building Permits January 1 to June 30 e O O Q O S J, O �� y 0 O 0� 0l0 y' 0 0 0 0 T O CY O 0 0 p 0 { I.X. 0 O O �� O Q� O O 8 O O f 0 D CPO l o p 00 r f � ; 0 000(6 O'i �Op Q � �f Yl, 0� 8 p Q� O 0 0 ` 8D o o 0 Outside PDA 6% Suburban tabl Areas Intensification i DA Outside PDA Areas 26 Suburban 11% 9% Intensification Areas Urban 52% Intensification Areas Urban Stable Areas 29% Intensification in PDA Areas 16% 51% $51,462,484 in Total Value 356 Permits Issued 35 Primary Development Area Intensification Areas IT I GROWTH COMMITTEE REPORT M&C No. # found on Sharepoint Report Date July 31, 2018 Meeting Date August 07, 2018 Service Area Growth and Community Development Services His Worship Mayor Don Darling and Members of the Growth Committee SUBJECT: Growth Reserve Fund Update and Request OPEN OR CLOSED SESSION This matter is to be discussed in open session of Common Council. AUTHORIZATION Primary Author Commissioner/Dept. Head City Manager Phil Ouellette Kevin Fudge/Jacqueline Hamilton Jeff Trail RECOMMENDATION Staff recommend that Growth Committee adopt the following resolution for Common Council's consideration: Common Council authorizes the transfer of up to a maximum of $200,000 from the Growth Reserve Fund towards Growth and Community Development Services to support the pursuit of growth -related activities. EXECUTIVE SUMMARY Since the adoption of the Roadmap for Smart Growth in March 2017, specific allocations of funding, adopted by resolution of Council, have occurred to earmark funding towards particular outcomes associated with the City's growth efforts. Council received a staff report and adopted a corresponding resolution in December 2017 which established a permanent reserve fund. This permanent reserve fund is governed by provincial legislation, which requires Common Council to explicitly grant authority to withdraw from any reserve. This report identifies a proposed strategy to allocate a portion of the remaining funding found with the Growth Reserve Fund, in order to support key growth - related deliverables for the Saint John community during the remainder of 2018. On December 11th, 2017, Common Council adopted the following resolution: "Direct the City Manager to establish a permanent growth reserve fund; 36 -2 - Council authorizes the transfer of $183,000 to the newly created growth reserve fund, which is the projected allocated and unallocated surplus of the 2017 growth reserve budget." STRATEGIC ALIGNMENT Common Council has adopted a new set of Council Priorities: 2016-2020 in early November 2016, and under the heading of "Growth and Prosperity," the following is stated: "Saint John is recognized by residents and businesses as a positive and supportive city. We grow in a smart way and attract talent, innovation and opportunities so all people can thrive." In addition, Council adopted key performance indicators to evaluate its ability to Grow SJ, including, among others: "Building permit value," "Change in tax base assessment within the City," "Change in population." Finally, Saint John Common Council adopted the Roadmap for Smart Growth on Monday March 27th, 2017. REPORT As indicated in the 2017 year-end Roadmap for Smart Growth report, the 2018 growth work plan, the Population Growth Framework, the draft Neighborhood Plan for the Central Peninsula as well as the 2018 mid -year report, the City of Saint John along with its agencies, partners, federal and provincial colleagues, are achieving important momentum and initial community outcomes as a result of a more intentional and strategic commitment towards growth. As of July 30th, 2018, the Growth Reserve Fund has a total of $533,000 in remaining funding, and the purpose of this report is to allocate $200,000 from this remaining funding to maximize the ability to achieve desires outcomes originating from the key growth -strategies, or currently in the process of being adopted strategies, by Common Council. Growth Reserve Funding: Prioritv Allocations Staff are recommending that Common Council adopt a resolution to allocate $200,000 from the Growth Reserve for the pursuit of key growth projects, including Communicating Growth and Value Proposition, Tax Base Growth and Population Growth. Communicating Growth and Value Proposition Since March 2017, the City has progressed through the scoping, stakeholder input and value proposition analysis of the value proposition initiative. The next 37 am phases of the project include the creation of a unified vision, substantiating community brand, development of an integrated delivery model for the marketing of our community, and finally, implementation and monitoring. These phases are scheduled to be completed by April 2019, which will then require the City to implement the recommendations of the exercise. Tax Base Growth Staff are recommending the allocation of Growth Reserve Funding towards the continued expedited strategy towards the Vacant and Dangerous Building Program for the remainder of 2018. This program has played an important role in the delivery of the Roadmap for Smart Growth, the objectives of tax base growth, and this added funding will support the City in achieving new levels of resolved cases under these two programs. The funding from the Growth Reserve will also support an added 2018 investment into the Beautification Grant (from the Urban Development Incentive Pilot Program) as well as the Heritage Grant, which are both expected to deplete their available funding for 2018 within the coming months, and the intention is to support a variety of projects that are currently in the queue and leverage private investment into home renovations. Finally, with the projected adoption of Neighborhood Plan for the Central Peninsula by late 2018, a key priority will be to clearly communicate to the public what is the intended impact of the Plan and how will it change the profile of our community. Current and future residents of Saint John are well served to receive a simplified visual overview of the desired outcome of the Plan, which in turn will support greater consumer and investor confidence. Population Growth Framework The City's Population Growth Framework was adopted in February 2018, which includes 30 initiatives, 15 of which are already in progress. The Framework's objective is to achieve new levels of population growth for the Saint John community, and reverse the trend of our shrinking population. One immediate need is to distribute various stories of those who choose to make Saint John their home, and in turn, substantiate why Saint John is the most welcoming Community in Atlantic Canada. 2019 Growth Reserve Considerations In the event Council adopts the allocations of up to a maximum of $200,000 (as detailed above) from the Growth Reserve, the fund will have $333,000 of un - earmarked funding remaining. IN -4 - From a longer-term growth planning perspective, the Growth Committee and Common Council are well -served to consider the parameters and objectives of a Growth Reserve Fund. This consideration should not only be restricted to individual initiatives that could be supported by the Fund, but more importantly, whether a reserve fund is the best mechanism to achieve growth outcomes for the City into the future. The fund was initially created with the objective of supporting the major transitions as a result of the Roadmap for Smart Growth. While there remain some active transformational changes as a result of the Roadmap, the objective is not to maintain this ongoing level of transition for the upcoming years, but instead, to support this renewed governance structure around growth and implementation of key Council -adopted growth strategies. The above considerations, among others, will be investigated by Staff and a report will be developed for the Growth Committee's consideration. The report is expected no later than January 2019. SERVICE AND FINANCIAL OUTCOMES The intended outcomes of the City of Saint John's growth -related efforts and investments are to achieve new levels of employment, population and tax base growth. ❑��Il►jr�:Z�1uI�j/:I�:�i�:79[���L'7��F��►►�I���r�►:I�:[�]��7�:�j This report was assembled with the support of colleagues from the Finance and Administrative Services Area. ATTACHMENTS N/A 39 vk�' 100 00 R AO )10 46 - • ' �•� {�. ; �: } , . - , „ . fir, :�. V ,f� • . � , _ �� . .,, !�' Vis;. wk 4 . �#�:.- ! •- ;•: + �• `1 . . • 'iF �� � ifs}±4 ��. ,��:�.� ��+�• �} "r 4' *�. ,fir P4 I �•4 . , - �i,- a.�•` �w+�' _ t' •"'• d �.r.K � ~#� ;rt ' �. 'L 4 +i.. .�-'a•;� ++r �7 .."•.y '� 1 � •}� +r". a � 4�+•-� i moi,, .r �; ,.i .' � 'r -4f 'r � •`'.±4'+ ^.+.'� t^ �'Y �' i+ j� s:„v.� y� �, 7.e:'r”its'_rll.'.i.�a37r+•"rjt:L'+F,aY' .+rf tt a'.....:.ta �'•n.t..�: r. k C, e . •. S' . t. Y`► _ .�.4:i. a. c .fars1' ., *.• i Y FPC 7 i+i. i Y1 IA 'moi •I ... A4 Y' it. 1 } k -q �k ' _ T T is to treat -eve visitor as a r o al- res''i de n r • 06 • � empfdVee,,� � �• • 9P • - investor or entrepreneur 0 1 'INN all M I• 8 poten r� L •r w '_PI qww tial L rr- i1; YA ik. Tr w . 4 k _w _ + M dw law— ' .t. Number of Visitors It + 3 % to 1,693,000 (up 8%from 2015) 44 2017 Tourism Revenues It + 5. 6 % to $266,600,000 (up 12% from 2015) yf Ak- 0, 0 0 I I FPJ dw Dvernig Non -Re, ;AFAI m �' 47 Overnights - USand Foreign t+ 5. 2 % (up 13% from 2015) =x - uise Visitation + 0 3 a 0 ?/co (2016 and 20198are both up 19%) In the summer of 2017 we hosted Cindy D'Auost CEO of CLIA (Cruise Line International Assoc). Representing 60 cruise lines which is 95% of all global cruise business! SHE'S A BIG DEAL AN .,.,.,� . w 4 Vic I Increase in room sales since 2015 12 % i�ffi - 4- - � Y rt Increase in hotel room revenues since 2015 This correlates to an increase in the SJ Hotel Assoc's DMF contribution to Discover SJ 2018 YTD hotel room revenue 5 +2.4% And YTD demand is up 0.5% over 2017 OUR MANDATE To increase tourism revenues in Saint John by marketina our unique and competitive tourism experiences to high -potential markets. 2017 OPERATING REVENUE $6119, AD SAL SAINTJO HOTEL ASSOCIATI( Based on a 3% Desti nati Marketing Fee on ea Room Night So $19,026 MEMBERSHIPS $969,284 CITY OF SAINT JOHN Annual funding based on 5 -year contract. MUM 4N 11,rr 01 Ir •' N. erateing 01 Includingleveraged fu. ds an s ecialproject in-vestments'p - SAINT 2017 OPERATING REVENUEO $61,912 1 0 2 /a AD SALES $9 LEVERAGED $450,000 CANADA 150 P R OJ E CTS S77 SAI N H OTE L ASSO I I .r We $19,026 MEMBERSHIPS $969,284 7CITY OF SAI NTJOHN Alk r`' - - ���- _ - SAINT JOHN PROGRAM INVESTMENT SALES Meetings & Conventions SALES Sports & Major Events LES vel Trade & Cruise 3TI NATION MARKETING ITOR EXPERIENCE 2017 ECMAs $3 million in EI Can i 4 Enjoyed b v t h o u s a n ds*';'�In 8 h% 94-66, permanent homes -around the city b 50-�'�Iti�e ntert inment enjoyed Icy--'_-,., t sa'gds at AREA 506 I ..Mm ill, I , T\.1��� �;� ��,{� �`�I��I ISI � � 1 ' �`�1 ` h lag. f � 1 /r lief �, � , 1 '� �i+ MAIM 40 � AMR �{ ` � � X111 0,7� i,�fl, jjj � !1 � ISI � 4+ r � , , �VI 1371 - 1i ntl gI�`',I J � ��' ' 1 I I�jl NK A l"A13111, A 2017 Sa Viewed by thou'sa-irid'.s added vibra cy, auctioned to benefit the arts for y th 201 r t r PVF, rRod. r �Ail 7" $1.5� Free to t F • L N l housands of 'a DELIVERING RESULTS In 2021 we will host the Red Knights Motorcycle Club. 1200 current and retired firefighters on the 20t" anniversary of 9/11. 01I LI I a1=64` T V10. . - .. ...rlly SAINT JOHN New business won SINCE 2012 $62.5 MILLION TOTAL Sales process still underway Expect this number to grow! 1, w I� ay� w a BE OUR GUEST - Familiarization tours - Site visits - hosted Travel Media kPI I" N THE OAD - Tradeshows / Marketplaces - Sponsorships - Sales Calls 10 pr I �k W w 2017 BY THE NUMBERS 1000+ 100+ 80+ 63 38 26 Contacts maintained Days selling the city FAM/Site Visit participants Leads generated ES WHAT'S OUR SECRET? • Long-standing relationships • Long-standing partnerships • Authenticity • "Good -fit" lead filtering • Best -practice FAM program • Team approach to winning •We are closers Meeting and Convention Sales new business 2018 Secured and pending $3.51 MILLION TOTAL Sales process still underway. Expect this number to grow! Sports and Major Events new business 2018 Secured and pending $8.19 MILLION TOTAL Sales process still underway. Expect this number to grow! M & C and Sports SALES new business 2018 Secured and pending $11.7 MILLION TOTAL Sales process still underway. Expect this number to grow! a MEMBERSHIP i� UPDATE #i54KIAAAw� 2018 Membership f a& % Aftopw 417 members representing 503 businesses M wqoosomeo� BRAND PERFORMANCE + + Increase brand awareness, THE+ + change perceptions and CHALLENGE + increase engagement Nhft four brand pular. Culinary I Outdoor I mstary I Urban THE RESULTS In an effort to measure improvements, we went back to market via the Urban Report in Q1 20171 to see how the needle had roved We've noticed substantial leaps I n awareness. From 16% IN 2015 *Summus Insights Report 2015 **Urban Report 2017 N 0 r _ POWY r •. WL 4 I dr IE -� - � � � I •I � I I` i I 1 I y Ali a f L }.- . .. -..F I I I I I I I I I I � I ••- 1l . —. - -� �� �. ��-- 1 1 � I 1 1. � �if�� l ■ ■ �■�■�s�■ ice■ i■� 1 il 9 J 6 W1.■All ■ a Tr _ i 6 Jim ■ ..fir... .--•-^--....�rs llF.. �rwr.. �. _. .,_.� ,ti - T -1 W- Rl�i 1111 Iel tl� I iI al ll�I� I�111�[ gill 116111111 11111W11111116 In 2015, 33°/ti of respondents agreed that Saint John was a destination with a `-`VUW pNT URB fiERFRONT EXPERIENCE " r_ } log— AW& - f ■ r or r "VIBRANT, U R WATERFROI OM.EXPERIENC IN 2017 THAT NUMBER JUMPED TO or __-I_ 46 Yco mppl- f Today 71%* AGREE THAT SAINT ,SOH' IS A PLACE RICH IN HISTORY AND HERITAG Compared to 61% in 2015. *Summus lWghts Report 2015 **Urban Dart a ■ INDUSTRY RECOGNITION OMMER M $5,000-$25,000 Saint Awesome T A6 of rr- 2017 Summit Emerging Meda Award Saint John Festival of Sail !u i o Sum unit Lij kc rgwS Mrdim Awivd Event Marketing — Social Media Leader Award innA A Rgk - 6 NAMED "B, -ST NEW PRODUCT" -TOURISM INDUSTRY ASSOCIATION OF.' -.NE 9 IN N • S � a ■ y 4 4 i ' F Ir { . 4' eno-ugnehlephob3gro ony f *� 71 Fs R• r T , -1 l} i A6 no 4' �If ate x M1r i it .f 4�• 'µ;• lot t? � 1� wpsoM �- kPIWA4'. #San Viewed on social qd'ia channels worldwide -over 25 illion times'. Flit FUIL V lt4v ravvn=, i vols nc p Hula Resources - Google,,. New Brunswick - CBC News <'"; Blog Canada 150 Canadia... GL Atlantic Hockey Group 5t... }} J mgd Page 5afet Tccl_ How an elite NFL defense got even scarier Submarine death suspect says heavy hatch killed reporter Ancient Homan city found underwater ON - 2017 Miortgage Rates as low as 2.85% (3.04% __. Content by LendingTree New 'Dancing With the Stars' cast revealed Tiger on the loose near Atlanta killed by police Mafia kingpin arrested decades later0 5 ways you're losing money without realizing it Elon Musk predicts World War III 60,13130 evacuate after WWII bomb found Going to Goa? Here's what you need to know Police won't hold American flag at Browns opener NFL team names former player with ALS a captain Fre ants pose a new danger in floodwaters 0 ivew ivissan Lear gives you more for less It's the best-selling electric car in the world OD - Far Far out: VW plans an electric hippie bus GM is selling a $5,0013 electric car in China Tesla releases Model 3 O Check these out She disappears with Fall TV preview: 30 the tide new and returning shows Portraits of people Mich915 Obama across the world recreates Beyonce's Innk *. { •, _� pR1G}KP�6 •A CM ¢ t SR4yl5� r Crtt�L4 "M i CNNMoney Nasdaq 6,393.32 T 17.75 S&P 2,466.17 T 8.32 Enter Symbol Get Quote Updated 01:23pm EDT, September 6 Robotic crib rocks your baby to sleep LA NAM E' UD 3 min 2 017'-" Meeting Planners International (MPI Atlantic Cha ter) tt J kx �TL�-' /� Y I Isom), oossoo I �- l� i i 1 ..... ..... . . . . . . . . yllp I L —.' 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