2019-10-15 Growth Committee Agenda Packet - OpenCity of Saint John
Growth Committee - Open Session
AGENDA
Tuesday, October 15, 2019
12:00 pm
8th Floor Common Council Chamber (Ludlow Room), City Hall
1. Call to Order
Pages
1.1 Approval of Minutes - August 27, 2019 1 -3
1.2 Growing in Saint John Presentation (Verbal) - Ji Lin - Certified Immigration
Consultant
1.3 Market Study Presentation 4-43
1.4 Sea Can Uptown Presentation 44-67
1.5 Livability By -Law (Councillor Strowbridge) 68-68
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MINUTES - OPEN SESSION GROWTH COMMITTEE MEETING
AUGUST 27, 2019 AT 11:20 A.M.
8T" FLOOR COMMON COUNCIL CHAMBER (Ludlow Room), CITY HALL
Present: Mayor D. Darling
Deputy Mayor McAlary
Councillor J. MacKenzie
Councilor B. Armstrong
Councillor D. Hickey
Absent: Councillor R. Strowbridge
Also
Present: Deputy City Manager N. Jacobsen
Deputy Commissioner Building and Inspection Services A. Poffenroth
Deputy Commissioner Growth and Community Development P. Ouellette
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—July 16, 2019
Moved by Deputy Mayor McAlary, seconded by Councillor Hickey:
RESOLVED that the minutes of July 16, 2019 be approved.
MOTION CARRIED.
1.2 Growing in Saint John Presentation — Natasha's Weddines & Events
The Growing in Saint John series shares success stories in the City and provides an opportunity
to profile local businesses, leaders, newcomers, investors, and entrepreneurs. Mr. Ouellette
introduced Natasha Tobias -Cooper and Paul Tobias -Cooper, owners of Natasha's Weddings &
Events. The business has expanded rapidly and has transitioned into owning properties and
transforming spaces that were otherwise not being used to their full potential. Over 300 events
are hosted annually in the City, creating significant economic spin-offs.
Ms. Tobias -Cooper explained that they purchased the Cornerstone Baptist Church and former
Holy Trinity Church, The Rockland, which have been transformed as event venues. They have
been successful in attracting a number of clients from out of province, bringing in guests to the
City of Saint John from all over the world. In addition, they employ six full-time staff members,
20 part-time staff and intend to hire more people.
Moved by Councillor MacKenzie, seconded by Deputy Mayor McAlary:
RESOLVED that the presentation from Natasha and Paul Tobias -Cooper, owners of Natasha's
1.3 Customer Service Enhancements: Growth and Community Development Services
Ms. VanWart and Mr. McKie) reviewed the submitted presentation and commented on the
customer service enhancements taking place in Growth & Community Development Services,
including the Infrastructure Improvement Project and the Proactive Solutions Approach to
Problem Solving ("PSAPS"). The Customer Services Excellence plan focuses on three specific
areas, including fostering a customer centric culture; reducing barriers and incentizing smart
growth; and improving processes to reduce red tape.
To measure success, a baseline survey with developers, consultants and staff was taken as a
baseline measurement. At the end of the PSAPS project, another survey will be conducted and
results measured to track performance and service improvements. In addition, processes are
being mapped to remove barriers and improve efficiency.
Moved by Deputy Mayor McAlary, seconded by Councillor Hickey:
RESOLVED that the presentation "Customer Service Enhancements: Growth and Community
Development Services" be received for information.
MOTION CARRIED.
1.4 Mid -Year Review: 2019 Growth Work Plan
Referring to the submitted report, Mr. Ouellette noted that targets and initiatives are set at the
beginning of the year and results communicated to the Growth Committee, to equip members
with the knowledge and evidence required to make informed decisions related to growth. A
number of organizations contribute to and enhance the economy and growth in the
community. Approximately 30% of the work plan is complete and the remainder is very active.
In response to a question on whether target projections are realistic and not too modest, Mr.
Ouellette noted that if the trend is consistent over -performance, the targets may have to be
reset, and could include a process that identifies a goal and also a stretch goal.
The province has released a population growth strategy which aims to increase the immigration
level in the province by 1% by 2024 which equates to 7500 new residents each year. The City's
target is 1000 per year. This strategy will assist the City to achieve those targets. The City uses
a two-pronged approach with respect to immigration, to both attract and retain newcomers.
There are a variety of efforts in the City's Population Growth Framework to support the
retention of immigrants. The City works with the Human Development Council, PRUDE,
Newcomer Centre and the YMCA to support settlement and create a welcoming community.
The Local Immigration Partnership will be placed within the City and is endorsed by the other
agencies.
Moved by Deputy Mayor McAlary, seconded by Councillor Hickey:
RESOLVED that the Mid -Year Review: 2019 Growth Work Plan, be received for information.
MOTION CARRIED.
1.5 Council Referral: NBCC Students' Union Request
Mr. Ouellette noted that NBCC has dramatically improved its international student population
and that the City works with NBCC to create a welcoming environment for students.
Moved by Deputy Mavor McAlarv. seconded by Councillor MacKenzie:
MOTION CARRIED.
1.6 Central Peninsula Neighbourhood Plan
Referring to the submitted presentation, Ms. Jennifer Brown explained that the plan is the
result of a targeted engagement effort to create a plan that is routed in the community. It is in
its final phase in terms of preparing the document for Council adoption and to begin the
legislative process. Through community engagement, the foundation of the plan includes:
• An increase in overall public access to the waterfront
• Means to address litter and waste
• Enhanced street and pedestrian areas
• Importance of protecting heritage buildings while encouraging new growth
• Desire to improve active transportation and pedestrian infrastructure
• Need for more green space
• Need to infill vacant lots and address derelict buildings
It is a 30 -year strategic plan for the City centre. Growth targets are cautiously ambitious but
routed in analysis.
Moved by Councillor Hickey, seconded by Deputy Mayor McAlary:
RESOLVED that the presentation entitled, "Central Peninsula Neighbourhood Plan", be received
for information.
MOTION CARRIED.
(Deputy Mayor McAlary withdrew from the meeting)
Adjournment
The open session meeting of the Growth Committee held on August 27, 2019 was adjourned at
1:40 p.m.
Recording Secretary
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GROWTH COMMITTEE REPORT
Report Date October 10, 2019
Meeting Date October 15, 2019
His Worship Mayor Don Darling and Members of Common Council
SUBJECT: Sea Can and Program Manager Initiative
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Committee.
AUTHORIZATION
Primary Author
Commissioner/Dept. HeadCity
Manager
Ian Fagan
Kevin Fudge
John Collin
RECOMMENDATION
It is recommended that Committee:
1. direct $19,000 from the Growth Reserve towards the build of the Sea
Can containers, and
Support a 1 year trial of hiring an Uptown Program Manager, and
Accept the support offered from Uptown Saint John Inc. for material
costs towards Sea Can Washroom of approximately $33,000.
EXECUTIVE SUMMARY
It is proposed that the City launch a one (1) year pilot project for an Uptown
Program Manager along with deployment of a sea can bar and washroom with a
view to supporting uptown growth and activities. 2019 has been a very
successful year for holding events in the Uptown area and those events have
been very well supported by the public. This initiative seeks to facilitate the
continuation of those events, augment the experiences, introduce new events
and unlock a revenue stream for the City. This initiative is also being supported
by Uptown Saint John.
PREVIOUS RESOLUTION
None
STRATEGIC ALIGNMENT
This initiative aligns with several Council priorities including;
!ElI
-2 -
Growth and Prosperity by promoting Saint John as a community to live,
work and play, and
Vibrant, Safe City by investing in arts, culture and recreation experiences
that create a sense of community pride, and
Fiscally Responsible by leveraging opportunities to create alternative
revenue sources.
REPORT
2019 was a very successful year that will be capped off with events like Uptown
Sparkles on December 5, 6 & 7. Regular events like the Night Market saw
thousands of people stroll through an alleyway every Thursday night and special
events like Moonlight Bazaar, Fundy Fringe Festival, E2L Jam and Area 506
brought thousands of people into the Uptown core. Through these events it is
easy to see how we have something special in our downtown, called Uptown,
and our value proposition to attract more residents to our core is supported by
these events.
The City is seeking to launch a one year trial of an Uptown Event/Contract
Coordinator to help augment the services provide, the attractions, develop more
offerings and generate some much needed revenue to support the events and
the City operations.
It is proposed to construct a Sea Can Washroom and a Sea Can Bar/Water
dispensing station to be deployed at the special events and to be regularly
located at the Night Market and Cruise Ship terminals coinciding with the Cruise
Ship arrivals and market activity. The washroom can also be used to help
support other events in the Uptown such as the Queens Square Farmer's market
or, in emergency situations, to support EMO deployment events.
The majority of the labour can be completed using in -sourced City of Saint John
labour expertise (except plumbing) but the materials would have to be
purchased. Uptown Saint John has offered in principle (pending final board
approval) to support the material cost for the Washroom facility and the City is
seeking to use the Growth Reserve to cover the cost of material for the Sea Can
Bar/Water Dispenser.
The Uptown Program Manager would negotiate terms and oversee the
deployment of the Sea Cans and pursue other activities that would generate
revenue or reduce expenses for the City. Some of those activities include;
- Public events/Placemaking
o Act as one point of contact for requests in the uptown area.
o Guide returning and new place -making experiences.
!1'7
-3-
o Manage and guide Uptown spaces/events like loyalist plaza,
parades etc.
o Street closures — One person to coordinate, write license, guide
process and City involvement — ensure fees recover our costs, ie
street clean up, garbage removal, policing ($3,000).
o Patio licenses —guide process, policy and procedure.
o Pedestrian spaces — including conversion of South Market Street.
Oversee capital budget.
o Communication — ensuring all stakeholders in the area are part of
the conversation.
Market Square
o Contract management — Develop SJ (Market Square Development
Corp) work with Hardman and contract oversight on sub leases
(T&CC, library and Parking Garage). Current spend is over 2.4 mil,
control costs, reduce costs through renegotiating leases
($200,000 goal).
o Loyalist plaza Cruise ship market revenue generation and other
vendor licenses like food trucks ($3,500).
Contract management
o Any uptown license or lease —various parking lots, loyalist plaza,
City market leases ($4,000)
Night market
o Promotion, revenues, expenses, vendor relations, event
management, coordinate logistics ($2,500)
City Market
o Now opening later and 7 days a week is very thin with one
manager who has vacation. This position would also serve as
assistant market manager and back up to City Market Manager.
Cruise ship market
o Build proposal, run market same as night market, build capital
project. ($50,000)
o Sea Can Village planning.
Business development
o Port land exchange — develop rentals and leases on uptown
property. ($5,000)
Sea can deployment
o Manage deployment of sea cans, including use for EMS.
o Uptown SJ to pay for half the cost of sea can bathroom build, and
offer use of their mobile pressure washer for cleaning.
o Bar and washroom will normally reside at Night Market and
Cruise Ship Terminal but will be deployed at other events like
street closures and events like Area 506 ($44,425).
-4 -
Uptown Saint John
o Partner with Uptown on washroom build; coordinate for events
like Uptown Sparkles and street closures and other events
($2,000).
City Market Strategic Plan
o Work to find funding and look at possible restructuring options for
City Market.
Marketing/Promo
o Set up and manage social media plan for City Market and Night
Market as well as future events/properties.
The net positive return to the City of these activities after expenses and a
contingency is approximately $30,000. We have not included an amount for
some of the contract management activities which could yield significant benefit
and savings to the City. Also incalculable is the net positive effect to growth that
this support could generate. As an example of the growth effect, the Night
Market has supported some very successful business ventures which lead to
economic spinoffs.
SERVICE AND FINANCIAL OUTCOMES
This is a service enhancement/alignment project seeking to streamline and
facilitate activities in the Uptown district and generate additional revenue for the
City.
The project requires an initial investment of approximately $99,515 with $33,015
contribution coming from Uptown Saint John leaving $66,500 required from the
City. Of that $66,500, approximately $47,500 can be incurred with internal
labour requiring $19,000 in actual one-time cash investment.
The reoccurring revenue is expected to exceed the reoccurring expenses by
approximately $30,000 annually and produce a net positive effect to the City's
operating budget.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
This initiative has been reviewed by Growth and Development who are
supportive of the project.
ATTACHMENTS
Presentation
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Received Date October 11, 2019
Meeting Date October 15, 2019
Open or Closed Open Session
Members of Council Growth Committee
Mayor and Council:
Subject: Livability By -Law
Background:
Currently City of Saint John residents have no protection against others that are not maintaining their
personal yards and properties. There are no standards to address things like not mowing their lawns, cutting
and maintaining trees, gardens etc... This negatively impacts quality of life, curb appeal, negates properties
values and does not promote a clean well kept city and neighborhoods. This lack of standard does not
promote growth and hurts those who are trying to keep their own properties in good condition.
Motion:
Direct staff to create a livability by-law to have standards put in place for both residential and commercial
properties to maintain their personal properties.
Respectfully Submitted,
(Received via email)
Ray Strowbridge
Councillor —Ward 4
City of Saint John
SAINT JOHN P.O. Box 1971 Saint Jahn, NB Canada E2L 4L1 I www.saint)ohn.ca I C.R 1971 Saint John, N. -B. Canada E2L 4L1
---- — I