2016-11-01 Growth Committee Agenda PacketCity of Saint John
Growth Committee - Open Session
AGENDA
Tuesday, November 1, 2016
10:00 am
8th Floor Boardroom, City Hall
1. Call to Order
Pages
1.1 Approval of Minutes
1.1.1 Minutes of October 12, 2016 1 - 2
1.1.2 Minutes of October 19, 2016 3 - 5
1.2 Context Setting Economic Development 6-52
1.2.1 Presentation of 2016 Economic Development Task Force
Recommendations
1.2.2 Summary of Economic Development Activity Reports
1.2.3 Scheduling of Special Meeting with Economic Development Agencies
1.3 Update on Engagement Plan for Growth Commitee 53-55
1.3.1 November 8 Economic Forum
1.4 Request to Present: Provincial Immigration Initiative
1 Poeta Sy:1
City of Saint John
Growth Committee Meeting
Tuesday, November 1, 2016
Committee of the Whole
1. Call to Order
Si vous avez besoin des services en fran�ais pour une r6union de Conseil communal, veuillez
contacter le bureau du greffier communal au 658-2862.
Each of the following items, either in whole or in part, is able to be discussed in private pursuant
to the provisions of subsection 10.(2)(4) of the Municipalities Act and Council / Committee will
make a decision(s) in that respect in Open Session:
10:45 a.m., 8th Floor Boardroom, City Hall
1.1 Approval of Minutes 10.2(4)
1.2 Financial Matter 10.2(4)(c)
1.3 Financial Matter 10.2(4)(c)
1.4 Financial Matter 10.2(4)(c)
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MINUTES - OPEN SESSION GROWTH COMMITTEE MEETING
Wednesday, October 12, 2016, 11:00 A.M.
8th Floor Boardroom, City Hall
Present: Mayor D. Darling
Deputy Mayor S. McAlary
Councillor G. Lowe
Councillor J. MacKenzie
Regrets: Councillor B. Armstrong
Councillor R. Strowbridge
Also Present: City Manager J. Trail
Commissioner of Growth and Community Development J. Hamilton
Deputy Commissioner Growth and Community Development A.
Poffenroth
Administrative Assistant, R. Evans
Planner, J. Cyr
Planner, J. Kliffer
1. Call to Order
Mayor Darling called the Growth Committee open session meeting to order.
Moved by: Deputy Mayor McAlary
Seconded by: Councillor Lowe
RESOLVED that the Growth Committee meeting agenda be approved.
MOTION CARRIED.
1.1 Enterprise Saint John Presentation
Steve Carson, CEO of Enterprise Saint John, introduced Janet Scott, Director of Business
and Community Development, Eleanor MacLean, Communications, and David Thomas,
Investment Attraction. He then proceeded to review the submitted presentation.
Ms. Scott discussed how Enterprise Saint John is working to match industry problems in
the city with graduates, innovators and researchers to develop solutions thus creating
jobs.
Mr. Thomas spoke about the "Brick Park", Lorneville Industrial Park, and Tucker Park
expansion.
Mr. Carson suggested that Enterprise Saint John may be able to assist the City in the
following ways:
- Capital Priorities Matrix
-Tourism assets and products
Moved by: Deputy Mayor McAlary
Seconded by: Councillor Lowe
RESOLVED that the presentation from Enterprise Saint John be received for information.
MOTION CARRIED.
1.2 Urban Development Incentives
Jeff Cyr and Jody Kliffer reviewed the Urban Development Incentives program and
provided examples of projects that have utilized the program.
Mr. Cyr provided financials demonstrating the grants program is a positive investment.
The following suggestions could improve the program in 2017:
- having a full year to operate and market the program
- Growth Committee acting as ambassadors
- Neighbourhood planning
- Template for larger projects
- Facilitate the turnover of vacant lands
- Targeting specific sites/buildings
- Lease abatements to attract new businesses
Moved by: Deputy Mayor McAlary
Seconded by: Councillor MacKenzie
RESOLVED that the Urban Development Incentives presentation be received for
information.
MOTION CARRIED.
1.3 Land Banking
This matter was deferred to the next meeting on October 18, 2016.
Moved by: Councillor MacKenzie
Seconded by: Councillor Lowe
RESOLVED that the Growth Committee meeting of October 12, 2016 be adjourned.
MOTION CARRIED.
Chair
Recording Secretary
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MINUTES - OPEN SESSION GROWTH COMMITTEE MEETING
OCTOBER 19, 2016 AT 11:00 A.M.
Stn FLOOR BOARDROOM, CITY HALL
Present: Mayor D. Darling
Deputy Mayor S. McAlary
Councillor B. Armstrong
Councillor G. Lowe
Councillor J. MacKenzie
Absent: Councillor R. Strowbridge
Also
Present: Commissioner Growth and Community Development J. Hamilton
GIS Manager Y. Leger
Senior Manager Real Estate B. Irving
Planner J. Kliffer
Planner J. Cyr
Planner K. Flood
Planner A. Reid
Strategic Advisor J. Isada
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 October 6, 2016
Moved by Deputy Mayor McAlary, seconded by Councillor MacKenzie:
RESOLVED that the minutes of October 6, 2016 be approved.
MOTION CARRIED.
1.2 Land Banking Presentation
Mr. Kliffer provided an overview of the submitted presentation, "Land Banking", a tool for
urban development used to combat urban decline.
Additional research is required before implementation of a land banking process, including
legislative reform. There may also be other strategic real estate tools to be explored. The
Moved by Deputy Mayor McAlary, seconded by Councillor MacKenzie:
RESOLVED that the presentation entitled, "Land Banking", be received for information.
MOTION CARRIED.
1.3 Real Estate and GIS Development Briefing
1.3.1 City Owned Properties
1.3.2 Provincial and Federal Properties
1.3.3 Overview of New Dwelling Starts
1.3.4 Privately Owned Land within the PDA
1.3.5 GIS Mapping Demonstration — Urban Development Incentives Mapping Tool
Mr. Cyr provided an overview of the submitted presentation, "Real Estate and GIS" and
provided a briefing on federal, city and provincial owned assets within the PDA and identified
possible opportunities.
Mr. Leger, GIS Manager, provided a GIS Mapping Demonstration on the urban development
incentives mapping tool. This tool allows the user to identify the owner of a piece of land, the
overall area and its assessed value.
Responding to a comment, Ms. Hamilton confirmed that staff could provide a high level
overview on the Sandy Point Road area.
Moved by Deputy Mayor McAlary, seconded by Councillor Lowe:
RESOLVED that the Real Estate and GIS Development Briefing be received for information.
MOTION CARRIED.
1.4 Growth Committee Stakeholder Engagement Plan
Ms. Hamilton commented on the stakeholder engagement plan. The approach focuses on a
forum with economic development stakeholders, developer focus groups, and lead generation
meetings.
Mr. Reid outlined the suggested approach in terms of the engagement sessions and confirmed
dates of November 8t" and November 22nd. The purpose of the first session is to meet with
economic development partners and receive feedback in terms of the growth plan. The second
session is with the developers and is a focus group type of setting.
1.5 Referral Motion from the Finance Committee
Moved by Deputy Mayor McAlary, seconded by Councillor Lowe:
RESOLVED that further discussion occur at the meeting of November 2nd in terms of the
economic development agencies; and that a special meeting(s) be scheduled with advance
notice being sent to the agencies that a request is forthcoming after the November meeting.
MOTION CARRIED.
Comment was made that the committee be made aware of any existing agreements that
guarantee a certain level of funding to any of the agencies.
Adjournment
Moved by Councillor Lowe, seconded by Councillor MacKenzie:
The Growth Committee meeting held on October 19, 2016 was adjourned at 12:25 p.m.
Chair
Recording Secretary
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May 2016 Reports
OR
May 15, 2016
To increase tourism revenues in Saint John by marketing our unique and competitive
tourism experiences to high -potential markets.
Destination marketing, Visitor information and Experience, Meeting and
Convention Sales, Sports Tourism attraction, Festival and Events support and
attraction, member services, Travel Trade
Allison Fraser, Hilton Saint John, representing the Saint John Hotel Association
Sue Palmer, Chateau Saint John, representing the Saint John Hotel Association
Sally Blount, WorkSafe NB, representing the City of Saint John
Judith Brown, Saint John Airport Inc., representing the City of Saint John
David Drinnan, Nocturne, representing the City of Saint John
Ray Gracewood, Organigram, representing the City of Saint John
Greg Norton, City Councillor, representing the City of Saint John
David Forestell, Slocum & Ferris, representing Industry
Gillian Nadeau, Uncorked Wine Tours, representing Industry
Heather Peterson, Hardman Group, representing Industry
Elizabeth Rowe, Urban Deli, representing Industry
8 Full-time (and seasonally 15 additional VIC staff)
$991,020
Saint John Hotel Association - $633,510
Other revenue (advertising and membership fees) - $114,000
By investing in e -Kiosks our Visitor Information program is able to touch more visitors over
extended hours thus increasing our reach without taking on more HR expense. Discover
Saint John has also
$1,738,530
Year to date our organization in on track with our workplans and on budget
• Membership Goals
• # of New Contacts Generated
• # of FAM/Site Visit Participants
• # of Leads Generated
• # of Bids Submitted
• # of Successful Bids
• Please see attached
• Gold and Bronze Summit International Awards for our #saintawesome marketing
campaign
• Winning the bid to host the 2022 Royal Canadian Legion Dominion Convention
• Winning the bid to host the 2017 East Coast Music Awards
• Hosting the 2016 Telus Cup
41.1
• Hosting the 2016 the Canadian Nurses Association convention
• Partnerships between Discover Saint John and its municipal counterparts are strong
and healthy
• Tourism is big business and employs 1 in 10 in our region
QI Statisticson KPls
WA
Discover Saint John
Report to Common Council — City of Saint John
Q1 Statistics May 2016
MEETINGS & CONVENTIONS
Measurement
# of New Contacts Generated
# of FAM/Site Visit Participants
Leads
# of Leads Generated
# of Delegates
# of Lead Room Nights
....Estimated Economic Impact
Bids
# of Bids Submitted
# of Delegates
# of Bid Room Nights
....Estimated Economic Impact
Wins
# of Successful Bids
# of Delegates
# of Bid Room Nights
....Estimated Economic Impact
Lost/Cancelled Events
# of Lost or Cancelled Events
# of Delegates
# of Bid Room Nights
....Estimated Economic Impact
Leads in Lead Status :
Leads in Bid (Development) Status
MAJOR EVENTS
Measurement
# of New Contacts Generated
# of FAM/Site Visit Participants
Leads
# of Leads Generated
# of Participants & Spectators
# of Participant Days
.....# of Lead Room Nights
....Estimated Economic Impact
Bids
# of Events in Development
# of Participants & Spectators
# of Participant Days
.....# of Lead Room Nights
....Estimated Economic Impact
Wins
Q1 2016 YTD Target
163 200
14 30
14 35
2750
5026
$1,668,837
12
3085
6161
$1,989,732
20
6
705
1040
$358,165
13
4070
8275
$2,715,785
7
13
Q1 2016 YTD Target
95 100
0 0
4
6,730
12,910
4,500
$4,394,930
3
5,700
6,700
300
$544,300
laj
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Discover Saint John
Report to Common Council — City of Saint John
Q1 Statistics May 2016
# of Events Established
# of Participants & Spectators
# of Participant Days
.....# of Lead Room Nights
....Estimated Economic Impact
Lost/Cancelled Events
# of Lost or Cancelled Events
# of Participants & Spectactors
# of Participant Days
.....# of Lead Room Nights
....Estimated Economic Impact
Leads in Lead Status :
Leads in Bid (Development) Status
SPORT EVENTS
Measurement
# of New Contacts Generated
# of FAM/Site Visit Participants
Leads
# of Leads Generated
# of Participants & Spectators
# of Participant Days
.....# of Lead Room Nights
....Estimated Economic Impact
Bids
# of Bids Submitted (with Champions)
# of Participants & Spectators
# of Participant Days
.....# of Lead Room Nights
....Estimated Economic Impact
Wins
# of Successful Bids (with Champions)
# of Participants & Spectators
# of Participant Days
.....# of Lead Room Nights
....Estimated Economic Impact
Lost/Cancelled Events
# of Lost or Cancelled Events
# of Participants & Spectators
# of Participant Days
.....# of Lead Room Nights
....Estimated Economic Impact
Leads in Lead Status :
5
16,200
32,200
599
$2,466,516
1
200
800
200
$95,200
1
9
1
Q1 2016 2016 YTD Target
47 50
4 6
13
20,248
137,268
7,489
$11,398,540
6
2,945
4,015
905
$605,015
4
2,755
4,135
655
$506,315
5
1,800
3,600
470
$349,280
16
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Discover Saint John
Report to Common Council — City of Saint John
Q1 Statistics May 2016
Leads in Bid (Development) Status
TRAVELTRADE
Measurement
# of Marketplace Appointments
# of New Tour Operator Contacts
# of FAM Tour/Site Visit Participants
2016 YTD Target
39 80
68 15
19 13
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2016 ABC Written Submission Template
Enterprise Saint John connects people, ideas and investments to turn industry
opportunities into economic growth.
Develop and implement strategies to grow the economy;
Work with local businesses to problem -solve and grow;
Support entrepreneurs and start-ups;
Attract foreign direct investment;
Undertake strategic economic development projects to enhance our region's value
proposition.
Larry Hachey, Chair Blue Chip Leasing
Martin Chiasson, Treasurer
Paulette Hicks, Secretary
Charlie Harling, Executive
Terri Riedle, Executive
Dr. Mike Barry
Jack Keir
Mary Keith
Gary Lawson
Andrew Oland
Mark Sherman
8.5
$475,000
5 municipalities
Strategic Partners (private sector)
Project funding
Miscellaneous fees and sponsorships
Slate Asset Management
Bell Aliant
Revolution Strategy
Saint John Medical Society
J.D. Irving, Limited
Lawson & Creamer
Moosehead Breweries Ltd.
Irving Oil
$700,000
$250,000
$1,437,000
$25,000
Co -location: Sharing meeting space and admin with other economic development partners
(Opportunities New Brunswick, ACOA, The Chamber, NBTAP);
Collective reduction of one FTE in admin.
$2,412,787
Revenue and expenses are on budget.
As 80% of growth comes from within a community (existing businesses and
startups) and 20% from outside (foreign direct investment), we have developed an
evolved model that focuses first on growing our community from within. By
implementing the "Connected Community" approach, we aim to:
- Support the creation of new businesses and startups
- Solve innovation problems for companies
- Recruit high-level talent to the region
- Generate jobs through investment attraction
31
Target YTD (as of April 30, 2016)
1000 new jobs through existing business growth 500
25 startups: 9 of 25 9
300 new jobs through investment attraction 133
120 investment attraction leads 57
Strategy development:
• Evolved True Growth model to become Canada's Most Connected Community
• Industrial Big Data Opportunity Action Plan (with support from Cisco, T4G, Bell
Aliant, UNB, EY and the City of Saint John)
Opportunities New Brunswick:
• Signed an MOU with ONB (a New Brunswick first) to align strategy and resources
to support our region's economic development priorities.
Existing businesses:
• 10 regional companies went through Innovation training
• Value of problems solved through the program: $10 million
• 8 companies participated in an export lead generation program, with 85 sales
leads generated
Startups:
• 30 full-time jobs created through the SEED Loan program for new startups
• $290,500 in loans distributed leveraged $718,020 in additional funding
• 21 clients participated in the Vennture Garage program, with 4 accepted into next -
stage accelerators
• $340,000 in investment acquired by Vennture Garage participants
Investment attraction:
• We supported the creation of 296.5 jobs through investment attraction
(companies headquartered outside of Saint John)
• We conducted 19 site visits last year, and have 75 opportunities in funnel
Projects:
• Our Industry Canada -funded report into the supply chain opportunities around the
energy sector identified 235 FDI prospects
• Our Industry Canada -funded report on the opportunities around the
Comprehensive Economic Trade Agreement between Canada and the EU (CETA)
and the feasibility of trans-Atlantic shipping identified 210 prospects
National and global economic factors continue the have impact on local economy
particularly the energy sector.
Many companies in our region have positions that are going unfilled.
Cost competitive supply of natural gas and current moratorium is a challenge to both
W
existing businesses and our ability to attract new investment.
• Our vision is to become Canada's most connected community. With our access to
global markets, world-class Port, interconnected social and business networks, and
exceptional high-speed internet (with the fastest speeds in Canada), we are already a
connected community.
• By becoming Canada's most connected community, we are solidifying our value
proposition to grow our existing industries and innovators, and to attract new
investment.
Updated skills matrix for appointees to each ABC
*Objective is to have each written submission no longer than three (3) pages in length.
Updated Skills Matrix for Appointees
The Enterprise Saint John Board of Directors is not appointed by Saint John Common Council,
but by the Regional Oversight Committee comprising the 5 regional mayors and 2 private sector
representatives. This is a function of the collaborative regional model implemented in 2013.
Our board consists of thought leaders in key sectors driving our community's economy.
The required background and experience includes:
• A good understanding/experience of the global economic challenges, trends and opportunities
• A good understanding of the competitive environment that currently exists between cities and
provinces for economic development
• A good understanding of the current weaknesses and opportunities that exist in our local
economic environment
• Recognized as a successful business, educational or community leader in our region; if new to
the community, be seen to bring a valuable and different perspective
• Good business acumen
• A proven track record of success
• Experience serving on boards
• Results oriented
• Able to function in a board environment (independent thinking skills, values the opinions of
others)
• Good communications and relationship skills
• Prepared to actively participate, with a sense of urgency, in fulfilling board responsibilities
• Committed to maintaining confidentiality of information received at the board level.
091
June 2016
To develop, promote, encourage, co-ordinate, assist and advance the commercial,
residential, recreational, cultural, social, economic welfare of the City of Saint John in
connection with Market Square and area within the City Centre District.
• To develop, implement, manage, operate or cause the development,
implementation, operation and management of development and redevelopment at
Market Square, waterfront and city urban centre.
Chair — Bruce Phillips, TD Commercial Bank
V. Chair —
Warren Long, Milkishoaks Inc.
Sec./Tres
— Patrick Oland, Moosehead Breweries Ltd.
Member —
Cynthia Goodwin, Revolution Strategy Inc.
Member —
Monica Adair, Acre Architects
Member —
Jane MacEachern, Irving Oil
Member —
Stephen Alexander, Business Executive
Member —
Don Darling (ex -officio)
Member —
Jeff Trail (ex -officio)
2 — Full time + (professional volunteers — engineers, planning, communications)
$255,600
$500,615 (City of Saint John, Province of New Brunswick, Lease & Admin fee, Private
Enterprise)
YTD budget is meeting planned expenditure/revenue targets and the planned work
schedule.
• SJDC is working with the City of Saint John Cl team regarding Market Square HVAC
cost savings and efficiencies. Further Cl initiatives re: Market Sq. are planned.
-Project management regarding capital projects — Fundy Quay environmental,
Boardwalk area repairs, Harbour Passage maintenance.
-Operational efficiencies — Parking garage
-Continuous Improvement — Active team members with City Cl Team re: Market Square
HVAC
YTD, all capital projects have commenced and in various stages of completion.
Advancement of Fundy Quay development progressing — aggressively/favorably
Urban "in -fill strategy" is very active
Loyalist plaza refurbishment capital campaign underway
• Development of in -fill "prospectus documents" for developer recruitment
• Completion and implementation of Eco -Hubs
• International Economic Development Council —Silver Award
Market Square dredging — cost is impacting advancement of this matter.
• SJDC regularly and consistently meets with appropriate partners regarding specific
projects, planned initiatives, Market Square operations and waterfront asset
management.
2016 ABC Written Submission Template
Acquire, develop and improve land for marketing and resale. Make strategic investments
in sites and infrastructure to support the capture of opportunities. Outflowing economic
impacts include private sector investment, increased tax base and the creation or
retention of jobs.
Sell industrial land and create infrastructure that supports industry growth.
Lois Vincent (President), Ken Anthony (VP), John Warrington (Treasurer), Stephane Bolduc,
Bill Ryan, Percy Wilbur, Jeff Sheehan
.5
$270,000 Operating
Land lease @ $12,000. Barge Licence $25,000. Sale of land @ $100,000. City of saint John
@ $270,000
• Partnership with ONB, ESJ and Port SJ has resulted in a business attraction pilot
project which leveraged approximately $40,000 in marketing and business attraction
work with a $10,000 investment. Phase II of the project envisions a $20,000
investment leveraging additional program funding of $280,000 (ACOA, ONB, Port and
ESJ).
• Reductions in real estate taxes through referrals of approximately $3,800 results in
year over year savings.
• Reorganization of computer system results in an additional $600 per year savings.
• Self- installed "land for sale or lease" signage saving $1,000.
$437,000 (approx. $75,000 non-cash items i.e. cost of land sold and depreciation of assets)
Sales projections are off notwithstanding approximately $.85 m in the sales hopper. Two
of these potential sales are leads generated by others; ONB & supported by ESJ. SJIP lead
sales and marketing work is a challenge as SAP has limited inventory for resale and the
market demand at the local level is not evidencing itself. Business attraction efforts with
ONB, ESJ and Port focussed on modular fabrication and exports are longer lead initiatives
and not expected to produce barge usage and land demand/sales until 2017/18/19.
Operating budget expenditures under budget YTD and expected to come in at budget for
year end.
1. Acquire additional inventory. Currently inventory inadequate at 35/40 acres.
Seeking an additional 40 from PNB.
2. Complete post construction phase of the Barge Terminal and close project.
3. Meet KPI's on business development; land and barge prospecting.
SAP KPI Matrix attached.
• Secured $6m in funding for Barge Facility from Federal and Provincial partners.
• Completed the construction of the facility: on time, on budget.
• Ongoing prospecting / data base development resulting in 27 qualified potential
users and 9 site visits to the Barge Facility. Users include modular fabricators, heavy
move specialists, marine move specialists and EPCMs.
• The business attraction partnership has been extremely productive in early stages.
Partner contributions, collaboration and commitment to the Saint John and Southern
NB value proposition have resulted in heightened awareness of the region's
infrastructure and are creating high value looks at the local region in terms of
operations and investment.
Acquiring new land for improvement and resale has been extremely challenging.
Development challenges are increasing in terms of regulatory controls and corresponding
costs.
• Barge Investment was strategic and industry is openly lauding the investment.
• Land inventory remains a concern in terms of quantity and quality.
• Business attraction partnerships are yielding results, albeit with longer lead time on
larger scale business attraction.
Updated skills matrix for appointees to each ABC
*Objective is to have each written submission no longer than three (3) pages in length.
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To increase tourism revenues in Saint John by marketing our unique and competitive
tourism experiences to high -potential markets.
Destination marketing, Visitor information and Experience, Meeting and
Convention Sales, Sports Tourism attraction, Festival and Events support and
attraction, member services, Travel Trade
Glenda MacLean, Hilton Saint John, representing the Saint John Hotel Association
Sue Palmer, Chateau Saint John, representing the Saint John Hotel Association
Sally Blount, WorkSafe NB, representing the City of Saint John
Judith Brown, Saint John Airport Inc., representing the City of Saint John
David Drinnan, Nocturne, representing the City of Saint John
Ray Gracewood, Organigram, representing the City of Saint John
Greg Norton, City Councillor, representing the City of Saint John
David Forestell, Slocum & Ferris, representing Industry
Gilliane Nadeau, Uncorked Wine Tours, representing Industry
Heather Peterson, Hardman Group, representing Industry
Elizabeth Rowe, Urban Deli, representing Industry
8 Full-time (and seasonally 15 additional VIC staff)
$991,020
Saint John Hotel Association - $633,510
Other revenue (advertising and membership fees) - $114,000
By investing in e -Kiosks our Visitor Information program is able to touch more visitors over
extended hours thus increasing our reach without taking on more HR expense. Discover
Saint John has also applied for SEED and other student employment funding options.
$1,738,530
Year to date our organization in on track with our workplans and on budget
• Membership Goals
• # of New Contacts Generated
• # of FAM/Site Visit Participants
• # of Leads Generated
• # of Bids Submitted
• # of Successful Bids
• Please see attached
• Administratively and financially supported the exceptionally successful AREA 506
Festival in July 2016
• Launched Saint John Walking Tour app
• Hosted CTV's Amazing Race Canada
• Won bid to host Rogers Hometown Hockey for October 2016
• Won bid to host the 2017 Canadian National Baton Twirling Federation July 2017
• Featured in Globe and Mail August 2016 http://tinyurl.com/gsxgptf
• Won bid for 2018 Royal Architecture Institute of Canada Festival
• Won bid to host 2017 QMJHL Draft
• Continuing to work with partners on interpretive and directional signage around
City of SJ
• Continuing to work partners on accessibility issues within Market Square, Trade
and Convention Centre and other areas around the City of SJ
• Partnerships between Discover Saint John and its municipal counterparts are strong
and healthy
• Tourism is big business and employs 1 in 10 in our region
Q2 Statistics on KPls
54
Discover Saint John
Report to Common Council — City of Saint John
Q2 Statistics July 2016
MEETINGS & CONVENTIONS
Measurement
# of New Contacts Generated
# of FAM/Site Visit Participants
Leads
# of Leads Generated
# of Delegates
# of Lead Room Nights
....Estimated Economic Impact
Bids
# of Bids Submitted
# of Delegates
# of Bid Room Nights
....Estimated Economic Impact
Wins
# of Successful Bids
# of Delegates
# of Bid Room Nights
....Estimated Economic Impact
Lost/Cancelled Events
# of Lost or Cancelled Events
# of Delegates
# of Bid Room Nights
....Estimated Economic Impact
Leads in Lead Status :
Leads in Bid (Development) Status
MAJOR EVENTS
Measurement
# of New Contacts Generated
# of FAM/Site Visit Participants
Leads
# of Leads Generated
# of Participants & Spectators
# of Participant Days
.....# of Lead Room Nights
....Estimated Economic Impact
Bids
# of Events in Development
# of Participants & Spectators
# of Participant Days
.....# of Lead Room Nights
....Estimated Economic Impact
Wins
Q2 2016 YTD
171
18
22
4320
8141
$3,530,123
17
6795
8110
$4,225,013
7
4005
2550
$1,908,115
13
6770
8275
$3,796,815
10
17
Q2 2016 YTD
102
0
7
9,230
29,410
4,885
$5,752,975
3
5,700
6,700
300
$544,300
2016 Target
200
30
35
20
2016 Target
100
0
15
5
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SAINT, )II N Qr
Discover Saint John
Report to Common Council — City of Saint John
Q2 Statistics July 2016
# of Events Established
# of Participants & Spectators
# of Participant Days
.....# of Lead Room Nights
....Estimated Economic Impact
Lost/Cancelled Events
# of Lost or Cancelled Events
# of Participants & Spectators
# of Participant Days
.....# of Lead Room Nights
....Estimated Economic Impact
Leads in Lead Status :
Leads in Bid (Development) Status
SPORT EVENTS
Measurement
# of New Contacts Generated
# of FAM/Site Visit Participants
Leads
# of Leads Generated
# of Participants & Spectators
# of Participant Days
.....# of Lead Room Nights
....Estimated Economic Impact
Bids
# of Bids Submitted (with Champions)
# of Participants & Spectators
# of Participant Days
.....# of Lead Room Nights
....Estimated Economic Impact
Wins
# of Successful Bids (with Champions)
# of Participants & Spectators
# of Participant Days
.....# of Lead Room Nights
....Estimated Economic Impact
Lost/Cancelled Events
# of Lost or Cancelled Events
# of Participants & Spectators
# of Participant Days
.....# of Lead Room Nights
....Estimated Economic Impact
Leads in Lead Status :
5
16,200
32,200
599
$2,466,516
6
18,555
189,710
10,090
$21,215,810
1
7
1
Q2 2016 2016 2016 Target
50 50
4 6
16
28,156
221,064
11,699
$19,876,515
6
2,945
4,015
905
$619,015
7
2,755
4,135
655
$765,415
13
11,888
88,218
5,575
$7,821,240
9
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Report to Common Council — City of Saint John
Q2 Statistics July 2016
Leads in Bid (Development) Status
TRAVELTRADE
Measurement
# of Marketplace Appointments
# of New Tour Operator Contacts
# of FAM Tour/Site Visit Participants
2016 YTD 2016 Target
39 80
74 15
25 13
54
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August 2016 ABC Written Submission
Enterprise Saint John leads regional economic development strategic planning and
activities driven by the private sector's identified challenges and opportunities.
Develop and implement strategies to grow the economy.
Work with local businesses to problem -solve and grow.
Support entrepreneurs and start-ups.
Attract foreign direct investment.
Undertake strategic economic development projects to enhance our region's value
proposition.
Larry Hachey, Chair Blue Chip Leasing
Martin Chiasson, Treasurer
Paulette Hicks, Secretary
Charlie Harling, Executive
Terri Riedle, Executive
Dr. Mike Barry
Jack Keir
Mary Keith
Gary Lawson
Andrew Oland
Mark Sherman
8.5
$475,000
5 municipalities
Strategic Partners (private sector)
Project funding
Miscellaneous fees and sponsorships
Slate Asset Management
Bell Aliant
Revolution Strategy
Saint John Medical Society
J.D. Irving, Limited
Lawson & Creamer
Moosehead Breweries Ltd.
Irving Oil
$700,000
$250,000
$1,437,000
$25,000
Co -location: Sharing meeting space and admin with other economic development
partners (Opportunities New Brunswick, ACOA, The Chamber, NBTAP);
Collective reduction of one FTE in admin.
$2,412,787
Revenue and expenses are on budget.
2016 performance/service objectives are:
• Support for the creation of new businesses;
• Problem -solving private sector challenges, particularly in the areas of workforce
expansion, investment attraction and export growth;
• Talent recruitment and retention; and,
• Job creation through investment attraction.
Targets
Workforce Expansion and Investment Attraction
1,000 new jobs through existing business growth
'.= 1.71
25 start-ups: 9 of 25
300 new jobs through investment attraction
120 investment attraction leads
Innovation
$1.5 million in private sector R&D
$10 million impact on problems solved
Entrepreneurship
25 new businesses
Strategy development:
• Evolved True Growth model to become Canada's Most Connected Community
• Industrial Big Data Opportunity Action Plan (with support from Cisco, T4G, Bell
Aliant, UNB, EY and the City of Saint John)
Opportunities New Brunswick:
• Signed an MOU with ONB (a New Brunswick first) to align strategy and
resources to support our region's economic development priorities.
Existing businesses:
• 10 regional companies went through Innovation training
• Value of problems solved through the program: $10 million
• 8 companies participated in an export lead generation program, with 85 sales
leads generated
Start-ups:
• 30 full-time jobs created through the SEED Loan program for new start-ups
• $290,500 in loans distributed leveraged $718,020 in additional funding
• 21 clients participated in the Vennture Garage program, with 4 accepted into
next -stage accelerators
• $340,000 in investment acquired by Vennture Garage participants
Investment attraction:
• We supported the creation of 296.5 jobs through investment attraction
(companies headquartered outside of Saint John)
• We conducted 19 site visits last year, and have 75 opportunities in funnel
Projects:
• Our Industry Canada -funded report into the supply chain opportunities around
the energy sector identified 235 FDI prospects
• Our Industry Canada -funded report on the opportunities around the
Comprehensive Economic Trade Agreement between Canada and the EU
(CETA) and the feasibility of trans-Atlantic shipping identified 210 prospects
National and global economic factors continue the have impact on local economy
particularly the energy sector.
►1s]
Many companies in our region have positions that are going unfilled.
Cost competitive supply of natural gas and current moratorium is a challenge to both
existing businesses and our ability to attract new investment.
Our vision is to become Canada's most connected community. With our access to
global markets, world-class Port, interconnected social and business networks, and
exceptional high-speed internet (with the fastest speeds in Canada), we are already a
connected community.
By becoming Canada's most connected community, we are solidifying our value
proposition to grow our existing industries and innovators, and to attract new
investment and talent.
The Enterprise Saint John Board of Directors is appointed by the Regional Oversight
Committee (ROC), which is comprised of the five regional mayors and two private
sector representatives. This is a function of the collaborative regional model
implemented in 2013. The ROC criteria is thought leaders representing a cross-section
of the Saint John regional economy.
The attached skills matrix is the Regional Oversight Committee's required skillset.
CSl16J
Saint John Development Corporation
September 2016
To develop, promote, encourage, co-ordinate, assist and advance the commercial,
residential, recreational, cultural, social, economic welfare of the City of Saint John in
connection with Market Square Complex, Waterfront District and urban core of the
southern City Centre District.
To develop, implement, manage, operate or cause the development, implementation,
operation and management of development and redevelopment at Market Square,
waterfront and city urban centre.
Chair — Bruce Phillips, TD Commercial Bank
V. Chair —Warren Long, Milkishoaks Inc.
Sec./Tres — Patrick Oland, Moosehead Breweries Ltd.
Member — Cynthia Goodwin, Revolution Strategy Inc.
Member — Monica Adair, Acre Architects
Member — Jane MacEachern, Irving Oil
Member — Don Darling (ex -officio)
Member —Jeff Trail (ex-offico)
2 — Full time + P/T Project Manager + (professional volunteers — engineers, planning,
communications)
$255,600
-New revenue secured with Lemongrass Restaurant lease for new refrigerated space and
storage - $5,700 annually.
-Beavertails renewed lease for 2016 - $1,600 seasonal
-SJDC is working with the City of Saint John Cl team regarding Market Square HVAC cost
savings and efficiencies. Further Cl initiatives re: Market Sq. are planned.
$500,615 (City of Saint John, Province of New Brunswick, Lease & Admin fee, Private
Enterprise)
As of August 31, 2016, the Operating Budget is on track and within planned expenditure
limits.
-Project management regarding capital projects — Boardwalk area repairs, Harbour Passage
maintenance, research, design and implementation of new interpretative signage on
boardwalk and Harbour Passage.
-Operational efficiencies — Parking garage
-Continuous Improvement — Active team members with City Cl Team re: Market Square
HVAC
YTD Capital and Operating budgets are meeting planned expenditure/revenue targets and
the planned work schedule.
-Fundy Quay development — significant progress with potential anchor tenant
-Fundy Quay: environmental drilling complete (front portion), Phase 1 of Waste
Management Plan underway
-Major railing replacement (Bridge Pillar), near Eco -Hub along Harbour Passage
-Actively working with local real estate representatives regarding "in -fill " opportunities in
the urban core. A designated "prospectus document", developed by SJDC, has been
distributed to potential developers.
-Completion of painting: all steel structures along Harbour passage and decorative light
standards on Boardwalk and Smythe Street.
49
Completed installation of security system boardwalk/courtyard area.
Market Slip dredging will continue to be a concern for SJDC
• Fundy Quay development is progressing
• Infill strategy (urban core) — seeking opportunities with developers
• Capital projects are nearing completion
2016 ABC Written Submission Template
Acquire, develop and improve land for marketing and resale. Make strategic investments
in sites and infrastructure to support the capture of opportunities. Outflowing economic
impacts include private sector investment, increased tax base and the creation or
retention of jobs.
Sell industrial land and create infrastructure that supports industry growth.
Lois Vincent (President), Ken Anthony (VP), John Warrington (Treasurer), Stephane Bolduc,
Gerry Lowe, Bill Ryan, Percy Wilbur, Jeff Sheehan, Jean -Marc Ringuette
.5
$270,000 Operating
Land lease last 3 months 2016@ $3,000. Sale of land @ $65,000. City of saint John @
$270,000
-Partnership with ONB, ESJ and Port SJ has resulted in a business attraction pilot project
which leveraged approximately $40,000 in marketing and business attraction work with a
$10,000 investment. Phase 11 of the project envisions a $20,000 investment leveraging
additional program funding of $280,000 (ACOA, ONB, Port and ESJ).
-Reductions in real estate taxes through referrals of approximately $3,800 results in year
over year savings.
-Reorganization of computer system results in an additional $600 per year savings.
-Self- installed "land for sale or lease" signage saving $1,000
$437,000 (approx. $75,000 non-cash items i.e. cost of land sold and depreciation of assets)
Sales projections are off budget notwithstanding approximately $.85 m in the sales hopper.
Two of these potential sales are leads generated by others, ONB & supported by ESJ. SJIP
lead sales and marketing work is a challenge as SJIP has limited inventory for resale and the
market demand at the local level is not evidencing itself. Business attraction efforts with
ONB, ESJ and Port focussed on modular fabrication and exports are longer lead initiatives
and not expected to produce barge usage and land demand/sales until 2017118119.
Operating budget expenditures under budget YTD and expected to come in at budget for
year end.
1. Acquire additional inventory. Currently inventory inadequate at 35/40 acres.
Seeking an additional 40 from PNB.
2. Complete post construction phase of the Barge Terminal and close project.
3. Meet KPI's on business development; land and barge prospecting.
See KPI Scorecard attached.
• Secured $6m in funding for Barge Facility from Federal and Provincial partners
• Completed the construction of the facility: on time, on budget.
• Ongoing prospecting/ data base development resulting in 40 qualified potential
001
users and 11 site visits to the Barge Facility. Users include modular fabricators, heavy
move specialists, marine move specialists and EPCMs.
• The business attraction partnership has been extremely productive in early stages.
Partner contributions, collaboration and commitment to the Saint John and Southern
NB value proposition have resulted in heightened awareness of the region's
infrastructure and are creating high value looks at the local region in terms of
operations and investment.
Acquiring new land for improvement and resale has been extremely challenging.
Development challenges are increasing in terms of regulatory controls and corresponding
costs.
• Barge Investment was strategic and industry is openly lauding the investment.
• Land inventory remains a concern in terms of quantity and quality
• Business attraction partnerships are yielding results, albeit with longer lead time on
larger scale business attraction.
KPI Scorecard
*Objective is to have each written submission no longer than three (3) pages in length.
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Nov. 8th Economic Partner Forum
Details: November 8 11-1pm Lily Lake Pavilion
Invitees:
- The session will be targeted to 20 or more representatives from the
economic and social agencies. Attendees will register before entering the
room and will receive a nametag and assigned seating.
Roles During the Workshop:
- Mayor Don Darling — Chair the session
- Phil Ouellette - lead facilitator/moderator.
- Councilors are to take a lead role in facilitating discussion at each table.
- City staff to be present at each table to record ideas on flip charts and to
support the Councilors.
Agenda
11:00-11:20 Introduction
- Mayor Don Darling to provide brief intro remarks highlighting:
• Growth Committee Background
• Progress Made so Far
o PIanSJ & Modern Zoning By -Law
o One -Stop Development Shop —An integrated suite of
development By -Laws and an improved review and
approvals process
o Urban Development Incentives Program
o Corporate Revenue /CI program launch Neighbourhood
Planning Proposed for 2017
• Engagement Process & Growth Plan
• 2017 Council Priorities
- Phil Ouellette provides an overview of how the session will unfold and
introduces questions for discussion.
6V
11:20-11:40 Saint John's Value Proposition (Value Proposition Definition on
Powerpoint Slide)
Key questions for discussion:
- What makes Saint John an attractive community to start or grow a business,
invest or develop?
- What are thegaps or opportuinties to strengthen Saint John's value proposition?
11:40-12:00 Needed Actions & Opportunities
Key questions for discussion:
- What actions are needed to address these opportunities or gaps ?
- What other opportunities are there to action Council priorities related to
Growing Saint John ?
12:00-12:25 Lunch & Presentation
- Phil to provide a brief presentation on the current state of the Governance of
the Economic Development efforts and introduce questions for final round.
12:25-12:50 Alignment & Governance
Key questions for discussion:
- How do we improve the alignment and governance of all of our collective
economic development efforts in order to Grow Saint John.
- What role do you think that the Common Council Growth Committee can play in
supporting good governance related growing Saint John ?
Probing Question: Do the needed actions and opportunities you
identified before lunch clearly fit somewhere in the governance system
we have today? What does not fit?
12:50-1:00 Report Back Phil to facilitate and highlight key themes
1:00 Mayor's Closing Remarks: Thanks and next steps for Growth Committee
6'i!