2018-11-13 Growth Committee Agenda Packet - Open SessionCity of Saint John
Growth Committee - Open Session
AGENDA
Tuesday, November 13, 2018
11:00 am
8th Floor Boardroom, City Hall
1. Call to Order
Pages
1.1 Enterprise Saint John's 2019-2021 Plan 1 -23
1.2 Heritage Grant Budget Request from the Heritage Development Board 24-33
1.3 2019 Growth Work Plan 34-37
GROWTH COMMITTEE REPORT
M&C No. # fri.tild cm sharel.roint
Report Date November 07, 2018
Meeting Date November 13, 2018
Service Area Growth and Community
Development Services
His Worship Mayor Don Darling and Members of the Growth Committee
SUBJECT: Enterprise Saint John's 2019-2021 Plan
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Common Council.
AUTHORIZATION
Primary Author
Commissioner/Dept. HeadL4
City Manager
Phil Ouellette
Jacqueline Hamilton
m
I Neil Jacobsen
RECOMMENDATION
Staff recommend that Growth Committee:
Receive and file this report and Enterprise Saint John's presentation on
their 2019-2021 Plan.
EXECUTIVE SUMMARY
In late September 2018, the Mayor's Office and City Staff received an initial draft
2019-2021 Enterprise Saint John (ESJ) Plan, which was the result of analysis and
engagement that occurred throughout the summer of 2018. Since that time, ESJ
has sought additional feedback from partners and stakeholders on their plan,
which also recently received the endorsement of the ESJ Board of Directors.
Using the Council Priorities 2016-2020, the Roadmap for Smart Growth and the
Population Growth Framework as guides, the City of Saint John sought additional
feedback from ESJ on their Plan and also submitted corresponding feedback. All
of this feedback was premised on four key themes, including: (1) the need for
greater alignment; (2) enhanced collaboration amongst partners; (3) the need
for clear return on investment; (4) clear focus on community growth outcomes.
Staff have actively participated in ESJ's stakeholder engagement process, and ESJ
has agreed to make the necessary changes to the Plan to more fully integrate the
interests of the City of Saint John.
Staff believe ESJ's 2019-2021 Plan will bring a refreshed contribution to the City's
broader growth efforts, and the City encourages ESJ to uphold the City's four key
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themes (i.e. alignment, collaboration, return on investment and clear focus)
throughout the Plan's implementation. The City also indicated the critical need
for ESJ to define the tangible employment growth outcomes their Plan will
generate, the projected annual targets and how ESJ's activities directly support
these annual targets.
PREVIOUS RESOLUTION
N/a
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
Using the Council Priorities 2016-2020, the Roadmap for Smart Growth and the
Population Growth Framework as guides, the City of Saint John sought additional
feedback from ESJ on their Plan and also submitted corresponding feedback. All
of this feedback was premised on four key themes, including: (1) the need for
greater alignment; (2) enhanced collaboration amongst partners; (3) the need
for clear return on investment; (4) clear focus on community growth outcomes.
The City assembled a list of eight questions and six recommendations to support
the City's participation in ESJ's stakeholder engagement, and the notes from the
interaction between the City of Saint John and ESJ can be found below. The
discussion was a valuable exchange, where both parties worked through the
questions and recommendations. ESJ representatives provided valuable insights
and rationale on the content and scope of the ESJ Plan, which resulted in a much
stronger understanding of the plan and its strengths. ESJ has since agreed to
make updates to integrate the City's input, including being more explicit that the
ESJ Plan will align with existing Saint John growth strategies.
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After the initial engagement with ESJ, Staff assembled a list of remaining follow-
up and/or recommended changes to the ESJ 2019-2021 Plan, including:
1. The City of Saint John recommends that ESJ's Plan define the tangible
employment growth outcomes it will achieve in fulfilling the terms of the
Plan.
2. At the work plan development phase, the City will be seeking to have ESJ
develop annual targets associated with the pre -defined employment
growth outcomes identified within the Plan.
3. At the work plan development phase, the City would also welcome
greater clarity on defining how ESA 'activities' are linked to the targets
they are seeking to achieve.
4. ESJ to develop a more substantial proposal for the additional funding
requested from the City of Saint John and submit it to the Growth
Committee for consideration.
City Staff and ESJ also participated in a meeting to more clearly define the
differentiation between the City's population growth function and ESJ's
workforce expansion and talent attraction functions. The interaction was
extremely insightful, which resulted in clear differentiation between the
functions:
Population Growth Workforce Expansion
Lead: Growth and Community Planning Lead: Enterprise Saint John
Key outcome: Population Growth Key outcome: Employment Growth
Customer: Newcomers Customer: Employers
NOTES FROM DISCUSSION WITH ENTERPRISE SAINT JOHN
A. Focus
1. Discussion Questions
In order for Saint John to truly turn the tide towards economic growth,
what is the importance of immediate labour market needs (i.e. filling
unfilled employment opportunities) versus supporting the replacement
of the City's workforce from the old economy to the new economy? How
does this plan achieve this balance?
Feedback: It is a layered approach. Needs to be intentional approach that
builds market confidence in our talent pool that supports employee skills
development The ESJ Plan calls on completing bath tasks, but initial focus
will be on filling existing jobs. The Plan's focus on innovation and R&D
should translate into creating neer high -paying and high -skilled jobs. A
major shift has occurred in economic development over the post years,
where job creation was the key focus for many years, which is noir moved
to proving to employers that there is available talent in order to attract
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new employment opportunities. In other words, demonstrate you have
the supply of workforce before you can successfully attract new
employment opportunities, whereas in the post, the talent may have
followed the new employment opportunities. This phenomenon is
occurring across North America, as the baby boomers are retiring, and
there are large quantity of unfilled positions in a// industries and areas of
the continent.
In Saint John's economic landscape, there are teams involved in
supporting job creation and job matching. What role does this Plan
identify for ESJ? Who do you believe is responsible for ensuring that
these new employees in these new jobs are living in the City of Saint
John?
Feedback: The ESJ Plan calls on completing both job matching and jab
creation and ESJ will support the City and other agencies in sharing with
employers the benefits of their employees living where they work. ESJ is
also committed to supporting the City and other agencies in working with
the real estate board to translate this message.
This underscores the importance of a marketing plan to promote the
City's distinct advantages as a place to live (urban heart). The innovation
district concept proposal under development with UNB plays a major part
of this. ESJ is in agreement with City's feedback on the need to recognize
the regional importance of Saint John's urban heart, will strengthen
references to this in the document.
111. Workforce Development, Business Investment and Innovation,
Entrepreneurial Development and Marketing the Greater Saint John Story
are the key focus areas of the plan. Is it fair to say that just one of these
themes houses enough workload to rationalize a full agency's focus and
capacity? Why does this plan strive to pursue all of these areas, instead
of just zeroing -in on the most important and valuable themes? If this plan
did limit its scope, what would be the priority themes?
Feedback: ESJ sees all four focus areas are tied together and important.
They will be selective in terms of the number of initiatives under each of
these focus areas (likely select only one). The level of priority and focus
will be defined as they move into their work plan. They clarified that they
don't see themselves as the lead marketing agent, but rather one of
several players. Indications from the job fair are that external awareness
of Saint John is very low. There is a need to build a marketing strategy
from the ground up. Also there is a need to understand how we build on
inherent strengths with existing businesses. There should be less focus on
bigjob announcements and more on small and mid-size
businesses. Focus shifted from new start-ups to scaling -up.
2. Initial Feedback
Would it be possible to include a new paragraph on the importance of a
strong urban centre for the broader region? Essentially, a stronger City of
Saint John translates into a strong region for all. This is an important facet
of our economy, our region and of economic development in Saint John.
Feedback: ESJ will find a place within the Plan to include this argument.
On Page 19, the Plan proposes a mission statement, which points to
"sustainable economic growth." Would it be possible for this mission
statement to more fully detail how ESJ pursues this growth and what
type of economic growth it hopes to achieve?
Feedback: With greater clarity on targets and outcomes, this change is
not required.
B. Cooperation
1. Discussion Questions
The Plan calls on ESJ to generate alignment and act as a "catalyst
organization" in all aspects of economic development and across
economic development agencies, and we are interested to understand
how you believe this will be accomplished within the existing context of
the Saint John economic development landscape? How does this Plan
combat the obstacles faced by past attempts by Enterprise Saint John to
generate this cross -organizational economic development cooperation
(i.e True Growth 1 and True Growth 2.0)?
Feedback: Part of ESY's engagement associated with the plan was to
connect with post ESJ board members and chairs to further understand
the obstacles and challenges in fulfilling post ESJ strategies. The feedback
collected from these interactions informed the current plan. ESJ role will
be the lead on sectors identified in the Plan (e.g. cybersecurity) and will
playa support role for the provincial sectors (Cannabis). The intention is
to clarify at the initiative level specific roles and responsibility to optimize
resources and identify gaps.
On page 20, the Plan identifies that ESJ will be monitoring and reporting
on economic development across the work of all agencies. Does ESJ
intend to monitor and report on all areas of economic development in
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Saint John, including population growth, employment growth and tax
base growth? Tourism?
Feedback: We did not discuss this item.
2. Initial Feedback
There are so many players involved in the delivery of economic
development in Saint John, and wondering if you believe there is value in
including a process map of all these different players and how they relate
to this plan? If ESJ is striving to be a catalyst amongst all the economic
development agencies, this process map could be a valuable contribution
to the plan to quantify the challenge in building this cooperation and
alignment.
Feedback: ESJ was supportive of this idea, but this would be captured at
the work plan phase of the ESJ Plan, versus to prior to the plan's
adoption.
C. Alignment
1. Discussion Questions
The City has housed population growth within the Growth and
Community Development Team, and we are wondering how ESJ's
intended efforts around workforce expansion and labour force growth,
especially around the critical areas of immigration and youth retention,
are intended to be aligned with the efforts of the City of Saint John's
population growth efforts? How will this plan link -up with the work of
PETL, PGD, ONB and the other major players in this area of workforce
development? Should this be defined before the ESJ plan is adopted?
How do you plan on defining these roles and responsibilities across
agencies, departments and levels of government?
Feedback: We discussed the need to demonstrate that ESJ is optimizing
efforts in terms of the economic growth landscape and avoiding
duplication. In particular we need to establish clarity around Population
growth, e.g., to ensure better coordination in terms of participation in job
fairs (welcome packages). ESJ saw our rale in population growth as
related to strategy versus execution. The City offered to share our
population growth funding application to provide additional context in
terms of future priorities. ESJ and the City will be meeting on this during
the week of October 221d to define initial rales and responsibilities
associated with population growth, and prevent any unnecessary
duplication. A more detailed division of focus will be defined during the
work plan phase of the ESJ Plan.
C.1
2. Initial Feedback
Would it be possible to include "Ensuring alignment and greater
collaboration as a result of this Plan" in the Priority section of Page 2?
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On Page 13-14, the Plan identifies a series of foundational strengths, and
wondering if there might be merit in prioritizing this list and using similar
language as the initial list yielded from the (Marketing/Communicating
Growth exercise?
Feedback: We did not discuss this item.
D. Return on Investment
1. Discussion Questions
On page 18, the Plan identifies how it hopes to measure its success. In
this section, there is no mention of job creation. As this was the primary
expectation of the City of Saint John of ESJ through the 2018 mandate
letter, is it fair to assume that ESJ will no longer be pursing job creation as
part of their mandate? If ESJ is not supporting job creation for Saint John,
who is?
Feedback: ESJ shared that their work will support the creation and
matching of jabs in the Saint Jahn region, and their metrics would be
premised on their activity. ESJ role is to address underlying contributors to
jabs as opposed to creating new jabs. They are "enablers" of job
creation. The City shared the importance of sharing clear targets
associated with their plan® closely linked to the City's key outcomes of
population, employment and tax base. In addition, it will be very
important to clarify how these outcomes were directly influenced by ESJ's
work.
From the information provided on page 18, we would like to learn of the
metrics attributed to the work of ESJ's partners versus those attributed to
ESJ's work. What are the key metrics and performance indicators that
you believe ESJ is responsible for overall in this plan and how would you
measure them?
Feedback: ESJ sees the need to work at an administrative level to ensure a
solid understanding of the metrics and accountability/ reporting
structure.
2. Initial Feedback
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ESJ has requested additional funding from the City of Saint John in 2019,
and in order for the request to receive proper consideration from Growth
and Finance Committees, ESJ is well -served to immediately develop a
detailed funding rationale and clear corresponding deliverables
associated with the funding request. This should be completed as soon as
possible, which will be discussed during the November Growth
Committee meeting.
Feedback: We discussed the concerns around the timing of the request for
increased funding within the context of the City's fiscal sustainability
challenges. We discussed that if they moved forward we would need
additional information on what additional outcomes would be achieved
from the funding.
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.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
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ATTACHMENTS
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GROWTH COMMITTEE REPORT
M&C No. # fol"tild cm sharel.roint
Report Date November 09, 2018
Meeting Date November 13, 2018
Service Area Growth and Community
Development Services
His Worship Mayor Don Darling and Members of the Growth Committee
SUBJECT: Heritage Grant Budget request from the Heritage Development
Board
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Growth Committee.
AUTHORIZATION
Primary Author
Commissioner/Dept. Head
Acting City Manager
Amy Poffenroth
Jacqueline Hamilton
I Neil Jacobsen
RECOMMENDATION
That the Growth Committee recommend to the Finance Committee: the
Heritage Grant budget in the proposed 2019 operating budget remain at $80,000
and that the Heritage Development Board request to increase the grant budget
be considered by the Growth Committee at a future meeting as a possible draw
on the 2019 growth reserve.
EXECUTIVE SUMMARY
The Heritage Development Board has submitted a request to Common Council to
increase funding to the Heritage grant program from $80,000 to $200,000. Staff
of Growth and Community Development Services will soon be bringing a report
to the Growth Committee about the Urban Development Incentives pilot
program and possible recommendations for the 2019 growth reserve. Staff
recommends that the request by the Heritage Development Board be included in
the discussions about the incentives program and the 2019 growth reserve.
PREVIOUS RESOLUTION
At the November 5, 2018 meeting of Common Council, the report from the
Heritage Development Board was referred to the Growth Committee.
STRATEGIC ALIGNMENT
0&1
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This issue aligns with the Vibrant, Safe City priority.
REPORT
The Heritage Development Board (HDB) submitted a request to Common Council
to increase the heritage grant budget to $200,000 from the 2019 operating
budget. With the additional funds, the HDB would recommend a change to the
heritage grant policy to include additional eligible work for heritage properties to
better support heritage property owners and increase investment in the City's
heritage conservation areas.
In the draft 2019 operating budget, Growth and Community Development
Services has recommended $80,000 be allocated to the 2019 heritage grant
program. In December or January, the department will be bringing a report to
the Growth Committee reviewing the Urban Development Incentives pilot
program and making recommendations on how to proceed in the future with the
program. The request from the HDB would be best served being considered in
conjunction with the Urban Development Incentives program and plans for 2019
growth reserve expenditures. When that report is brought before the Growth
Committee, additional information will also be provided on how an increase to
the heritage grant program would align with an updated heritage grant policy,
the benefits to heritage property owners and the community as a whole, and the
potential for continued increased investment in the City's heritage conservation
areas.
If the Growth Committee is supportive of this approach, the proposed operating
budget for the heritage grants program would remain at $80,000 and any
additional would be considered as part of the growth reserve.
SERVICE AND FINANCIAL OUTCOMES
As discussed.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
N/A
ATTACHMENTS
Request from the Heritage Development Board to Common Council (with
attached Heritage Grant policy)
OR
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MCI
HERITAGE DEVELOPMENT BOARD
Report Date October 03, 2018
Meeting Date November 05, 2018
His Worship Mayor Darling and Members of Common Council
SUBJECT. Heritage Grant Budget 2019.docx
AUTHORIZATION
Authors
Commissioner/Dept. Head
Chairperson
Heritage Development
Board
Jacqueline Hamilton /Amy
Poffenroth
Robert Boyce
RECOMMENDATION
The Heritage Development Board recommends an increase to the Heritage Grant
Program operating budget to $200,000 for the 2019 operating year.
EXECUTIVE SUMMARY
For over a decade, the Heritage Grant Program has seen marked success in
helping property owners revitalise and maintain designated heritage properties
throughout Saint John. 2018 has shown to be an exceptional year for
applications to the program, with many thanks to Common Council and Growth
Committee for increases to this year's budget to accommodate these
applications. To better provide predictability and clarity for the program and to
ensure that eligible applicants receive funding when requested, the Heritage
Development Board is requesting that His Worship and Members of Common
Council commit to an increase in the 2019 Heritage Grant Program operating
budget.
REPORT
BACKGROUND
Given that the Central Peninsula has seen the highest amount of growth within
Saint John in recent years, and given that the highest concentration and majority
of designated heritage buildings are within this area, the Heritage Development
Board is seeing and is encouraged by an increased interest in building
redevelopment and maintenance. To date in 2018, the program has seen a
higher number of applications than in the past two years, with over $400,000 in
estimated value of work. Prior to the most recent budget top -up recommended
by the Growth Committee and approved by Common Council, almost $19,000 of
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grants, supporting $130,000 of investment were waitlisted due to full allocation
of the budget. As the Heritage Grant Program is, for many, a key contributor to
the success of their projects, the Heritage Development Board would like to
ensure that it can adequately support all appropriate projects that wish to
receive funding. Where the Heritage Grant Program operates on a 'first-come,
first -serve' basis, it is a disservice to Heritage Conservation and to the City when
applicants are unable to access the program for work completed.
ANALYSIS
There are two key factors prompting this request from the Heritage
Development Board:
1. The increase in applications for Conservation Plan Grants.
2. The intent of the Heritage Development Board to request of Common
Council through future policy the ability to incentivise the installation of
aluminum -clad wood windows in addition to wood windows, and
There has been a marked increase in applications for Conservation Plan Grants,
which enable a property owner to access the higher values for grant funding,
from a maximum of $750 annually to a new maximum of $7500 annually. As
Conservation Plans are an investment on the part of a property owner, they
signal intent to carry out substantial, high value work over a number of years.
With seven applications for Conservation Plans alone this year, that increases
potential grant distribution by over $40,000. The Heritage Grant program should
be able to adequately reimburse any eligible property owner who has committed
to continued care of a property by investing in a Conservation Plan.
The Heritage Development Board has adopted standard procedure of approving
aluminum -clad wood windows by select manufacturers as an alternative to the
installation of pure wood windows. These windows have become the preferred
option for most property owners due to their increased durability and lifespan,
and their matching proportions to a traditional window. As windows are one of
the most important and expensive facets of any project, and where the Heritage
Development Board reviews window applications most frequently, it is expected
that in supporting aluminum -clad windows, there will be a substantial increase in
applications for funding based solely around this item. Since 2015, aluminum -
clad window replacements carried out with Heritage Permits have resulted in a
minimum of 75 new windows installed annually, averaging an estimated
minimum of $100,000 in work per year.
CONCLUSION:
The Heritage Development Board is:
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• in favour of an increase to the operating budget for the Heritage Grant Program
to a minimum of $200,000;
• in favour of being able to adequately reimburse all those heritage property
owners who perform eligible work;
• in favour of being able to provide funding for those materials and products
approved consistently and regularly by the Heritage Development Board.
ATTACHMENTS
1. Heritage Grant Program Policy
Wel
APPENDIX A
March 31, 2014
SAINT 10,11IN
IagoiclamJAym7l
HERITAGE GRANT PROGRAM POLICY
SA NT JOHN
The Heritage Grant Program is an incentive program designed to encourage property owners to meet the
spirit and intent of the Saint John Heritage Conservation Areas By -Law, as expressed in the National Standards
for Conservation of Historic Places in Canada and Saint John's own series of Practical Conservation Guidelines.
Heritage Grants are not construction subsidies; they are intended to assist owners to retain traditional
materials and details of character -defining elements and, if necessary, replace them with new components,
matching the original materials and profiles.
OBJECTIVES
Primary:
■ To encourage retention of designated heritage buildings and their character -defining elements,
including their materials and details;
■ To maximize conservation of the character -defining elements of designated heritage buildings using an
approach of: understanding, documenting, planning (for proposed use) and then intervening.
Secondary:
■ To create employment opportunities for the citizens of Saint John;
■ To discourage demolition of designated heritage buildings;
■ To reduce waste and the impact on the environment by demonstrating that the greenest building is one
that already exists;
■ To encourage owners to undertake necessary but costly major conservation projects.
CATEGORIES OF GRANTS
1. Heritage Maintenance Grant: A grant of 25% up to a maximum of $750 per year available to properties
without a Conservation Plan in place; also available to tenants for storefront signage.
2. Heritage Conservation Grant: A grant of 25% - 45% up to a maximum of $7,500 per year to support
large conservation projects for properties which have a Conservation Plan in place. There are two levels
of funding provided by the Conservation Grant, depending on the nature of the project:
a) Minor funding: 25% up to a maximum of $7,500 for maintenance work, as outlined in the
Conservation Plan.
b) Major funding: 45% up to a maximum of $7,500 for restoration work to original character -
defining elements, and for major projects such as masonry or structural repair.
3. Heritage Conservation Plan Grant: A grant provided to offset the cost of retaining a design professional
(architect or engineer) to prepare a Conservation Plan for designated heritage properties. A
Conservation Plan provides the property owner with a phased plan to undertake required
heritage/structural work. 50% of the cost is funded up to a maximum of $1,500.
Page 1 of 4
091
ELIGIBLE PROPERTIES
■ Grants are awarded based on the Property Identification Number (PID) rather than per civic address.
Each PID is eligible to receive one grant per category per year.
■ Property must be a non-government owned designated heritage property located within one of the
designated Saint John Conservation Heritage Areas. Refer to the Saint John Heritage Conservation Areas
By -Law for a listing of properties. A copy of the By -Law can be found on the City's website, picked up in
person at the Growth and Community Development Services office, or an official copy at the Common
Clerk's office.
■ Property must be covered by insurance.
■ Property owner must be in good standing with the City of Saint John and shall not have unpaid property
taxes.
■ Property owner must not have any outstanding property -related by-law violations and/or building
permit violations.
ELIGIBLE WORK & MATERIALS
Projects must be to the exterior of the property and in accordance with the terms and conditions of a
Certificate of Appropriateness [Heritage Permit].
Projects must be completed prior to the Grant Summary Form deadline and grant funding for projects
not completed by the end of the calendar year will be forfeited except in exceptional circumstances.
Note: For appropriate materials and restoration approaches, please see the Practical Conservation
Guidelines on the City's website, which can also be picked up in person at the Growth and Community
Development Services offices.
INELIGIBLE WORK & MATERIALS
■ Contemporary materials such as but not limited to vinyl or aluminum clad windows, steel doors, or vinyl
siding.
■ Work carried out prior to issuance of a Certificate of Appropriateness [Heritage Permit].
■ Work carried out without required building permits in place prior to work being undertaken.
■ Work related to landscaping, roof replacement, or infill construction.
■ Owner performed labour.
■ Poor or defective work as identified by the Heritage Officer and/or Building Inspector.
HERITAGE GRANT FUNDING APPLICATIONS
Note: Application forms can be found on the City's website, or picked up in person at the Growth and
Community Development Services office, 10th floor City Hall.
Before completing and submitting a Heritage Grant Funding Application form, applicants must first
obtain a Certificate of Appropriateness [Heritage Permit] and building permit (if required), and include
these numbers on their Heritage Grant Funding Application form.
The following must accompany the completed application form:
o Certificate of Appropriateness [Heritage Permit] number;
o Building permit number (if required) for proposed work;
o Recent photographs of all sides of the building and detailed photographs of area related to
proposed work;
o Start and end date for proposed project;
o Signature of both the applicant and owner of the property;
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o Those applying for a Heritage Conservation Grant must copy and attach page extracts from
the Heritage Conservation Plan that relate to the proposed work to be funded;
o Those applying for a Heritage Conservation Plan Grant must include the Heritage
Conservation Plan;
o Written project cost estimate.
REVIEW OF HERITAGE GRANT FUNDING APPLICATIONS FOR APPROVAL OR DENIAL
■ Applications will be screened for basic eligibility as they are received (i.e. application package is
complete and legible). Applicants will be notified promptly if their application is ineligible.
■ Complete applications will be reviewed by Heritage Staff for the following:
o Ensuring the Certificate of Appropriateness was approved;
o If required, confirming building permit has been issued;
o Reviewing project estimates and calculating amount of requested grant funding;
■ Conditional approval will be awarded to applicants that meet the eligibility requirements. Conditional
approval will be awarded in the sequence in which applications are submitted.
■ Approval of a Heritage Grant Application conditionally approves the applicant for grant funding rather
than guaranteeing it.
■ Conditional approvals cannot exceed the Council -approved budgeted amount. If the grant requests
exceed the budgeted amount, then any subsequent applicants will be placed on a waiting list in the
sequence in which they applied. Applicants that are on the waiting list will submit the grant summary
form upon completion of their project. Waiting list applicants will be notified by letter after the
November 30 deadline about the status of their submission.
BUILDING INSPECTION
■ A successful building inspection by Building & Inspections Services for the proposed work is required to
receive grant funding (If a building permit is required).
■ It is the responsibility of the grant applicant to notify the Building & Inspections Services of the project
completion and arrange for inspection.
■ The Building inspection should be arranged and completed prior to submission of the Grant Summary
Form.
■ The inspection must be completed by November 30. Allow two weeks for the inspection to be
scheduled and completed.
HERITAGE OFFICER INSPECTION
■ A successful inspection by a Heritage Officer of the City of Saint John is required to receive grant
funding.
■ It is the responsibility of the grant applicant to notify the Growth and Community Development Services
that the project is complete and ready for inspection by the Heritage Officer.
■ A Heritage inspection should be arranged and completed prior to submission of the Grant Summary
Form as outlined below.
■ The Heritage Officer will inspect and photograph the completed work to ensure that it shows good
craftsmanship and complies with the Certificate of Appropriateness [Heritage Permit].
■ The inspection must be completed by November 30. Allow two weeks for the inspection to be
scheduled and completed.
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MA
GRANT SUMMARY FORM
■ The Grant Summary Form is required to be completed and submitted once the project work related to
the grant application is complete in order to receive grant funding.
■ Grant Summary Forms are accepted throughout the year up until November 30.
■ The Grant Summary Form should include the following information and attached documents:
o Using the space provided, an itemized summary of the invoices and receipts that correspond to the
work outlined in the Certificate of Appropriateness with the amounts stated pre -HST;
o Legible photocopies of all invoices and receipts included in the summary with proof of payment;
o Signature of the applicant, the legal owner of the property, and contractors who performed the
project.
■ Applicant must assert that a building inspection (if required) and heritage inspection have been
requested and completed to the best of their knowledge.
■ It is the responsibility of the applicant to ensure that the itemized summary is complete, accurate, and
legible.
■ Grant Summary Forms are reviewed when received and applicants will be notified through written
communication within 60 days of submission whether the form is approved, with attached cheque, or
whether it has been denied.
PAYMENT OR DENIAL OF GRANT FUNDING
■ Whether the applicant receives grant funding depends on successful building and heritage inspections
and a properly completed and approved Grant Summary Form.
■ The City will release grant funding payments within 60 days after submission of the Grant Summary
Form provided all requirements are met.
■ Wait list applicants will be notified by letter after the November 30 deadline about the status of their
submission.
Heritage Services I Growth and Community Development Services
101h Floor, City Hall, P.O. Box 1971
Saint John, New Brunswick
E21-41-1
If you have any questions or concerns Heritage Staff can be contacted at:
Phone: (506) 658-2835
Fax: (506) 658-2837
Email: heritaee(@saintiohn.ca
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091
SAINT J01 IN
GROWTH COMMITTEE REPORT
M&C No. # fol'tild cm sharel.roint
Report Date November 07, 2018
Meeting Date November 13, 2018
Service Area Growth and Community
Development Services
His Worship Mayor Don Darling and Members of the Growth Committee
SUBJECT: 2019 Growth Work Plan
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Common Council.
AUTHORIZATION
Primary Author
Commissioner/Dept. HeadL4
City Manager
Phil Ouellette
Jacqueline Hamilton
m
I Neil Jacobsen
RECOMMENDATION
Staff will facilitate a discussion with Growth Committee to gather input on key
priorities for the 2019 Growth work plan.
REPORT
In preparation for the 2019 fiscal year, the Growth Committee is encouraged to
establish expectations and priorities for itself and the work plan for
corresponding departments and agencies. The Growth Committee established a
2018 Growth Plan, which allowed for staff and the community to have a clear
understanding the Committee's focus as well as define the content of Growth
Committee agendas.
An annual report will be submitted to the Growth Committee in early 2019 on
the progress, achievements and challenges associated with the 2018 Growth
Work Plan, but staff is encouraging the Committee to begin working through key
priorities and focus areas for 2019.
Staff has assembled an initial high-level overview of key growth -related
deliverables for 2019 (see below), which is intended to support the Committee's
discussion around 2019 priorities. From staff's interpretation, the key growth
focus areas for 2019 include:
• Focus on the implementation of existing plans and delivering results in
the community;
• Important decision -point on the City's investment and commitment
towards tourism;
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• Finalization of two major plans: ESJ's 2019-2021 plan and Neighborhood
Plan/Heritage Bylaw;
• Spurring catalytic development in Saint John's primary development
area.
The facilitated session during the Growth Committee meeting on November 13th
will require Growth Committee Members to provide feedback on the following
questions:
1. Are there key growth outcomes that should be added to the pre-existing
list of known key 2019 growth priorities?
2. Do you have more detailed feedback related to specific growth outcomes
identified in the pre-existing list of priorities?
3. Of the full list of key 2019 growth outcomes, what are the biggest
priorities for the Growth Committee?
,
Growth enhancements
• Completion of Discover Saint John's five year contract
• Introduction of Marketing Growth coordination
• Implementation of the new 2019-2021 Enterprise Saint John Plan
Completion of Neighborhood Plan for the Central Peninsula
• Initiation of Neighborhood Plan for the Central Peninsula Action Plan
• Introduction of new design guidelines framework including the new
Heritage Bylaw
• Continued pursuit of major catalytic development projects (school,
museum, and residential development)
Continued implementation of the Population Growth Framework
• Introduction of Saint John Local Immigration Partnership resources into
City of Saint John
• Introduction of the revamped Arts and Culture Coordinator position into
the City of Saint John
• Implementation of the Succeed and Stay project
Customer Service Excellence
• Enhancements and efficiencies introduced to the planning approvals
process
• Continued refinement of the one-stop development shop experience for
customers
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Reporting and Monitoring
• Quarterly dashboard of economic indicators (Growth Committee and
Common Council)
• Periodic updates to Growth Committee on activity of One -Stop
Development Shop
• More deliberate updates and orientation on Growth initiatives with
Common Council
• Delivery of mandate letters for Enterprise Saint John and Develop Saint
John
Program Delivery
• Vacant and Dangerous Buildings Program
• Community Standards Program
• Heritage Development
• Urban Development Incentive Program
PREVIOUS RESOLUTION
N/A
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.
I he Exec hive Suirin a ry shouG d be limited to the 11IUM)OSE of the report ai d the IKEY FNDNGS.
Recommendation and Executive Summary shouG d fit on the first page of report.
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.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
N/A
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ATTACHMENTS
N/A
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