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2017-01-10 Growth Committee Agenda Packet - Open SessionCity of Saint John Growth Committee - Open Session AGENDA Tuesday, January 10, 2017 11:00 am 8th Floor Boardroom, City Hall 1. Call to Order 1.1 Approval of Minutes Pages 1.1.1 Minutes of November 1, 2016 1 - 3 1.1.2 Minutes of November 16, 2016 4 - 7 1.2 Immigration Discussion 8-34 1.3 Information Gathering Phase: Recap 35-62 1.4 Growth Committee: Development Phase 63-63 1 Poeta Sy:1 rIN. m MINUTES - OPEN SESSION GROWTH COMMITTEE MEETING NOVEMBER 1, 2016 AT 10:00 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: City Manager J. Trail Commissioner Growth and Community Development J. Hamilton Deputy Commissioner Growth and Community Development P. Ouellette Senior Manager Real Estate B. Irving Planner J. Cyr 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. Moved by Deputy Mayor McAlary, seconded by Councillor MacKenzie: RESOLVED that the agenda of November 1, 2016 be approved. MOTION CARRIED. 1.1 Approval of Minutes 1.1.1 Minutes of October 12, 2016 Moved by Deputy Mayor McAlary, seconded by Councillor Armstrong: RESOLVED that the minutes of October 12, 2016 be approved. MOTION CARRIED. 1.1.2 Minutes of October 19, 2016 Moved by Deputy Mayor McAlary, seconded by Councillor Armstrong: 1.2 Context Setting Economic Development 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 Mr. Ouellette reviewed the submitted presentation and received feedback from the committee. The City needs to take ownership of its investment and be clear in terms of expectations with the four economic development agencies. Currently, there is no quantitative measure to gauge the return on investment, which is problematic in terms of making decisions for funding. It is difficult to compare the performance of one agency against the other as there is no clear standard established. Moved by Deputy Mayor McAlary, seconded by Councillor Armstrong: RESOLVED that item 1.2 Context Setting Economic Development; 1.2.1 Presentation of 2016 Economic Development Task Force Recommendations; 1.2.2 Summary of Economic Development Activity Reports; and 1.2.3 Scheduling of Special Meeting with Economic Development Agencies, be received for information. MOTION CARRIED. 1.3 Update on Engagement Plan for Growth Committee 1.3.1 November 8 Economic Forum Ms. Hamilton noted that the intent of the engagement sessions is to have the committee members lead the discussions with staff providing a support role. She provided an overview on the structure/format of the sessions. Moved by Councillor Armstrong, seconded by Councillor MacKenzie: RESOLVED that the Engagement Plan for the Growth Committee be approved. MOTION CARRIED. 1.4 Request to Present: Provincial Immigration Initiative Rob Kelly, Province of NB, has requested to present to the Growth Committee on the Atlantic Immigration pilot project in supporting employers in the recruitment of immigrants. The committee discussed inviting other community partners to attend this presentation. Moved by Councillor MacKenzie, seconded by Deputy Mayor McAlary: RESOLVED that the presentation on the Provincial Immigration Initiative be scheduled at an upcoming Growth Committee meeting. MOTION CARRIED. Adjournment Moved by Councillor Lowe, seconded by Councillor MacKenzie: RESOLVED that the Growth Committee meeting of November 1, 2016 be adjourned. MOTION CARRIED. The Growth Committee meeting held on November 1, 2016 was adjourned at 11:15 a.m. Chair Recording Secretary rIN. m MINUTES - OPEN SESSION GROWTH COMMITTEE MEETING NOVEMBER 16, 2016 AT 8:30 A.M. Stn FLOOR BOARDROOM, CITY HALL Present: Mayor D. Darling Deputy Mayor S. McAlary Councillor B. Armstrong Councillor G. Lowe Councillor J. MacKenzie Councillor R. Strowbridge Also Present: City Manager J. Trail Commissioner Growth and Community Development J. Hamilton Deputy Commissioner Growth and Community Development P. Ouellette Strategic Advisor J. Isada Administrative Assistant K. Tibbits 1. Meeting Called To Order Mayor Darling called the Growth Committee open session meeting to order. Moved by Deputy Mayor McAlary, seconded by Councillor Armstrong: RESOLVED that the agenda for the Growth Committee meeting be approved. MOTION CARRIED. 1.1 Introductions and Meeting Overview: Mayor Darling Mayor Darling commented on the economic and budget realities. Revenue growth has been flat the last number of years and costs continue to rise. The growth committee is considering all elements of growth and will deliver a growth plan to Council in March 2017. The process includes consulting with stakeholders and partners, identify actions and strategies, and developing a plan. The City's investment in the economic development agencies is being reviewed. All agencies, boards and commissions were informed of the importance of zero based budgets to help offset flat revenue and rising costs. 1.2 Discover Saint John Victoria Clarke, Executive Director of Discover Saint John and Glenda MacLean, General Manager Hilton, commented on the activities of Discover Saint John. Key points: that collects a 3% Destination Marketing Fund; membership fees and revenue make up the rest of the budget • International award winning "Saint Awesome" branding • Mandate to increase tourism revenue in Saint John — also represent Rothesay, Quispamsis, Grand Bay -Westfield and St. Martin's • In year 2 of their 2nd five year contract — holding the City of Saint John contribution at the same level for 10 years • Strengthen, support and attract business by creating vibrancy within the City • Commented on key performance indicators and performance benchmarking • Play a critical role in creating an environment to profile the City as a potential area for economic development for investments by other companies; tourism activity keeps small businesses going • Create vibrancy to encourages tourists - increases property values and demand for services • Gain media attention for the City and puts the City on a national stage • Proactive in meeting with business partners • Attend conventions to promote the Greater Saint John area using the Discover SJ brand • Growth of the industry generates prosperity and solidifies the workforce in the City • Events bring in revenue for the Aquatic Centre, Harbour Station, Trade and Convention Centre and Imperial Theatre (Councillor Strowbridge entered the meeting) 1.3 Enterprise Saint John Andrew Oland of Moosehead, Mary Keith of JDI, Martin Chaisson, and Steve Carson represented Enterprise Saint John. Key points: • Developing/improving a Regional Economic Development strategy • Regional approach which includes the City of Saint John and outlying communities will maximize growth for the City of Saint John — better when we work together • Support retention and attraction of businesses to create job opportunities • City has invested $475,000 annually for the past four years which is the request for 2017; leverage funds that are project specific to priorities identified in the strategic plan • Focus on 80/20 approach —80% of growth of economy is growth within existing businesses and 20% is new opportunity in terms of jobs and investment • Existing businesses play a role in growing the economy - Enterprise SJ supports existing business —growing, attraction and retention of that investment • Addresses new opportunities by bringing a strong team of industry leaders together • In 2013, Enterprise SJ became accountable to the Regional Oversight committee; important that key performance indicators established at this level are aligned with the City's priorities and key performance indicators • Major focus is to support the retention and attraction of businesses to create job opportunities and assist the startup of new companies • Continue to manage their cost and leverage other dollars to help drive priorities • Work with Opportunities New Brunswick, SAP, Waterfront Development and other partners to position the Canada's Most Connected Communities Strategy to focus on investment attraction • Immigration strategy is critical and see their role as helping to define the work force needs for new immigrants • Identified a key group of companies that directly impact their economic development Kent McIntyre and Bruce Phillips commented on the work of the Saint John Waterfront Development Corporation. Key points: • Partner with the federal government, the province and the City • Have an extensive economic development mandate for the City centre district, the urban core of the City • Split into two main streams — property manager/administrator for Market Square and surrounding properties and an economic development agency for the waterfront and urban core • Work with the City's continuous improvement team • Landlord for the Coast Guard buildings • Created a draft mandate for consideration; includes key performance indicators, dashboard for activity, performance and results • Targets for 2017 — each project fits into the parameters of population and tax base growth o Fundy Quay development has a direct impact on population, jobs and tax base o Infill strategy - assists local developers or property owners in displaying and selling their properties and concentrated on the inner core to attract developers o Loyalist Plaza — development of quality public spacing impacts whether people want to live in that neighbourhood; indirect effect of development. Jobs created during construction. o Harbour Passage extension — enhances the community and neighbourhood and has an indirect impact on whether people chose to live in that area. Will provide construction jobs, but not long-term employment. o Ecological Hub — an amenity that will influence if people want to live in a neighbourhood which impacts population growth indirectly • An investment attraction group for the development community —provide assistance to developers and contractors in terms of developing the urban core • Develop plans so when an opportunity presents itself, have the ability to respond quickly to market demands • Stress the importance of inter -agency collaboration; suggested a common toolbox for marketing be developed as well as the benefits of an economist • Expressed concern with the 12 month cycle of funding and the difficulty of managing demands and expectations when funding is unknown beyond a one year period; suggested contracts for all agencies for long-term planning • The City provides $275,000 - $190,000 goes toward operational needs such as Market Square operations; the remaining $85,000 goes toward economic development 1.5 Saint John Industrial Parks Brian Irving and Lois Vincent represented Saint John Industrial Parks. Key points: • SAP mandate is to acquire land, create infrastructure to facilitate the sale and development of industrial lands, create tax base for the City and the province and generate jobs in the City • In late 2014/2015 priorities were the barge terminal and reductions to inventory due to a robust period of sales from 2008 — 2012 • Planned operation in 2017 which if successful will result in a five year contract • Activity to address inventory shortages and continue to secure land • Continue to identify business attraction opportunities and generate qualified leads; partners to leverage federal and provincial funding • Desire for a stable funding commitment - SAP works on 3 to 5 year capital and operating plans but do not have stable funding commitment over multiple years; concern over the uncertainty as to whether SAP will be funded at the same level each year • Encourage the establishment of expectations; allow SAP the autonomy to perform the work; support mandate letters and collaboration with stakeholders to establish expectations • Alignment with Council priorities — ensure the right use of land goes in the right location consistent with ZoneSJ • SAP attracts business and offers exceptional value in terms of opportunity and value proposition to industry; industry is able to secure contracts, build facilities, pay taxes and grow the employment base — SAP plays a role in this process, in partnership with others • Focus on leveraging partnership money in the spirit of cost savings; partnership agreements and business attraction with ONB, RBC, ACOA and others have provided costs savings with a growth orientation • Robust infrastructure and partners in place, inventory is improving and will be moving to the more traditional sales and marketing focus going forward 1.6 Concluding Remarks: Mayor Darling Mayor Darling commented that the committee will reflect upon the presentations and encouraged members to provide feedback. 1.7 Meeting Dates Meeting dates of November 29th and December 16th were identified as next meeting dates for the Growth Committee. Adjournment Moved by Councillor Lowe, seconded by Councillor MacKenzie: RESOLVED that the Growth Committee meeting of November 16, 2016 be adjourned. MOTION CARRIED. The Growth Committee meeting held on November 16, 2016 was adjourned at 12:05 p.m. Chair Recording Secretary Overview of Local Immigration Partnerships Local Immigration Partnerships (LIPS) are the mechanism through which the federal department of Immigration, Refugees and Citizenship Canada (I RCC) supports the development of localized, community-based partnerships and planning around the needs of newcomers. The primary purpose of LIPS is to facilitate the development of local multi -sectoral partnerships to: Integrate newcomer needs into the community planning process; Identify community -specific strategic priorities; Implement a settlement strategy and action plans to improve newcomer outcomes. The LIP model is a complement to existing activities and is designed to leverage communities' current capacity. Three year funding is provided to support the initiative. Structure LIPS are found in more than 50 urban areas. Halifax submitted a formal application in 2013 and Fredericton and Moncton are undertaking projects. Each LIP responds directly to local needs and context; they are typically steered by broad-based coordinating councils comprised of key community members, often representing important local organizations. The partnership council's main goal is to oversee the development of a local settlement strategy and targeted action plan to produce a more welcoming and inclusive community. A staffed secretariat facilitates this process for the council by coordinating and providing organizational support. Local Context The benefits of newcomer settlement are well known: newcomers bring a wealth of knowledge, skills, and experiences with them to Canada which helps build the economic, social, and cultural vibrancy of our communities. With the significant challenges of emigration, an aging population and declining birth rates, New Brunswick must rely on immigrant recruitment and retention as a key strategy to offset labour shortages and sustain economic growth. Now more than ever, municipal governments and local communities across New Brunswick must commit to a role in attracting newcomers to the region and ensuring their successful settlement and integration into the community. At present, the Greater Saint John (GSJ) community does not have an active immigration strategy. The most recent document, Saint John Immigration Strategem, provided an overview of demographic and economic realities in the region and offered a three year plan (2004-2007) to strengthen immigration efforts in GSJ. While the economic importance of immigration is highlighted in the current True Growth 2.0 document, it does not highlight the broader cultural and social benefits of immigration, nor does it offer a regional plan to advance efforts to recruit and retain immigrants. Those immigrant service providers in GSJ — namely Y Newcomer Connections and the Saint John Multicultural & Newcomers Resource Centre (SJMNRC) - who provide ongoing settlement and integration support to newcomers recognize that welcoming and inclusive communities cannot be developed in isolation. The development of GSJ as an immigrant friendly community requires the vision, commitment, and participation of multiple stakeholders across the region. For GSJ to become a sustained destination for newcomers, we need to build upon best practices and adopt new ways of working together through the expansion of our existing networks and creation of new multi -sectoral partnerships. A LIP could provide new resources that would facilitate and manage this essential process. E:j Implementation of GSJ Local Immigration Partnership With the support of Y Newcomer Connections, SJMNRC, and Enterprise Saint John, the Human Development Council applied for funds from CIC to develop and implement a Local Immigration Partnership in GSJ. Budget negotiations are currently underway and a start date of April 1 is planned. The LIP project will be administered in two phases over the course of three years and will encompass the five municipalities: Grand Bay -Westfield, Rothesay, Quispamsis, St. Martins, and the City of Saint John. Activities and objectives, along with anticipated outcomes are set out in Schedule A. Partners Efforts to establish a LIP in GSJ have been initiated by SJMNRC, Y Newcomer Connections, Enterprise Saint John, and the Human Development Council. Support for the creation of, and participation in, a LIP has been committed by UNB Saint John, Anglophone School District South, NB Horizon Health, Population Growth Division of DPETL, faith -based groups, and several prominent employers across our region. According to Organizational Best Practices of Local Immigration Partnerships prepared on behalf of IRCC, Ontario Region, the active participation of the municipal government in the planning, direction and implementation of their LIP was key to its success. Role of Municipal Governments While IRCC looks favourably upon jointly funded initiatives, shared financial support from municipalities is not a requirement of LIPS funding during the development and implementation phases. In the long term, however, IRCC anticipates the LIPS funding will be secured at the local level. During the development and implementation phases of the LIP, we anticipate that a coordinating council would request that the GSJ municipal governments: • Commit to become a formal partner of the LIP initiative; • Promote the LIP as a necessary next step in the growth and development of the region; • Endorse the LIP as the definitive medium through which a local settlement strategy and targeted action plan will be developed for the region; • Designate municipal government representatives to participate in LIP discussions; • Meet with LIP coordinating council bi-annually to assess progress and determine next steps; • Work with LIP coordinating council to assess the future of the LIP initiative once IRCC funding ends. Schedule A Phase I - Development Activities & Objectives: • Hire LIP Project Coordinator • Engage community stakeholders in the setting up of the LIP • Document terms of reference for the LIP • Conduct community needs assessment/ asset mapping of current services & programs • Work with community stakeholders to establish some overall priorities and action plan Phase II- Implementation Activities & Objectives: • Increase awareness of immigrant needs and services available via print media, online resources, consultations, etc. • Convene LIP stakeholders on an ongoing basis (establish necessary working groups, committees, etc.) • Build partnership to support community level priority setting and action plan conducted in Phase • Establish priorities from mapping of needs and assets in Phase I • Develop and implement annual action plan to address local priorities involving all relevant partners • Develop and implement evaluation plan focusing on project impact • Develop longer-term settlement plan for GSJ • Determine next steps in implementation of strategic plan Outcomes of LIP Intermediate: • Enhanced awareness of immigrant needs and assets among a broader range of community stakeholders • Expanded number of broad-based multi -sectoral partnerships at the local community level to respond to needs • Improved access to, and coordination of, effective services that facilitate immigrant settlement and integration • Increased capacity of GSJ to plan, analyze and research the impact of immigration in the region Long Term: • Strengthened local capacity and intention to integrate immigrants, both socially and economically • Increase in the number of immigrant families in GSJ • Broadened international business networks and more globalized region iM The Saint john Centre d'accueil Multicultural & Newcomers , i rmiulticulturel et des nouveaux Resource Centre Inc. arrivants de Saint john Inc. The Saint John Multicultural and Newcomers Resource Centre (SJMNRC) Background Information WHO WE ARE The Saint John Multicultural and Newcomers Resource Centre (SJMNRC) is a non-profit organization that provides an integrated approach to services for newcomers. All the services are free for immigrants in order to encourage and promote cultural diversity. The mandate of the centre is overseen by a Board of Directors and a small yet dedicated staff. SJMNRC offers free services and resources to encourage and promote cultural diversity in the Greater Saint John area. The centre is located on 165 Union Street, 4th floor, and has the support of the five surrounding municipalities, the provincial and federal governments, as well as various private sector and non-profit partners. WHAT WE DO The SJMNRC is the leading organization that provides information and referral services to newcomers while assisting them with their Settlement Goals in the Greater Saint John Area in both official languages. Our services are aimed at improving the lives of newcomers in the areas of economic well-being, as well as enhancing social and cultural experiences. Our vision and mission are designed to promote a healthy and vibrant city where newcomers feel welcome, can thrive economically while enhancing social and cultural experiences for all citizens. OUR VISION: To foster diversity and community development through service. OUR MISSION: To improve the cultural, social and economic well-being of the community through the promotion of multiculturalism. OUR VALUES • Assisting newcomers settlement in the Saint John region • Excellent service, Tailored relationship • Respect, Equality, Inclusiveness and Fairness Page 1 of 2 4t" Floor, 165 Union Street PO Box 20100, Saint John NB E2L 5132 11 The Saint john Multicultural & Newcomers Resource Centre Inc. OUR MANDATE Centre d'accueil rmiulticulturel et des nouveaux arrivants de Saint John Inc. • Facilitate the integration of newcomers to Saint John and help to retain them; • Create a road map for newcomers; • Build a centrally coordinated service delivery model that connects the existing service providers, community stakeholders and clients; • Support the programs offered by existing settlement and multicultural organizations; and • Serve as an advocate for newcomers and the multicultural community in the Saint John region Page 2 of 2 4t" Floor, 165 Union Street PO Box 20100, Saint John NB E21- 5132 12 Vision & Mandate The YMCA's vision is to create a thriving, inclusive culture that champions well-being in people and communities. The Y Newcomer Connections helps deliver on this mandate by fostering inclusivity in the Saint John area. Specifically, our department's mandate is to help transform our community into a lasting, healthy home for immigrants from around the world and from all walks of life. We work to empower newcomers to become independent, contributing members of the community. Why the Y? The Red Cross handed the mantle of settlement services over to the Saint John YMCA in the early 1990's. Since then, the Y Newcomer Connections has grown into the largest immigrant service provider in Southern New Brunswick, and the only organization providing end-to-end service to new permanent residents in our community. Under the umbrella of the Y, we are uniquely positioned to offer core settlement services in concert with proven, community -focussed programming (such as childcare services and leadership programs). What do we offer? We have 45+ staff from more than 12 countries who, with the help of 600+ community volunteers, offer: • Settlement services, including health and youth supports • English language training, called "LILAC" (Language Instruction for Newcomers to Canada) • Pre-employment training and the coordination of related work placements • Opportunities for meaningful community connection To accomplish all of this, we rely heavily on federal and provincial funding. Where? We currently serve newcomers at two locations: at the Regional Y on Churchill Boulevard and at Hilyard Place, on Main St. Questions? Feel free to reach out anytime or come for a tour! Angelique Simpson, MA, LL.B. VP, Newcomer and Community Connections a.simpson(@saintiohnv.com Tel. (506) 646-2389 �,' , ,a filHt j k.n lv "total number of newcomers welcomed at the Yin 20116 alp of Economic Immigrants alp of PSIR (Privately Sponsored Refugees) alp of GAR (Government Assisted Refugees) IIJo. of GAR welcomed from 2009.... 20115 GAR (20'141) Mow"'irrit"liat 1�iiilll ""� ��I" 103 II"Ja�x of Ih ou semlhuolldss Il Households tlhuawt Ilett Stxiirlt Jsulhulru tfle mnczlilrl lilruat 1tk tk 1tk i0t i(��IIBi(��IIB'6Secoinday Migrations Utul� 1 m, Newcomer GAR (20'141)IIP Ilu m �w llr° II Il liu ffhf* 0 Avg, IIIIIIIniIlilllSize GAR (20'141) II c idc"inal Jour°t" 31y" T% 21. 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NytMrylik I fl, 1111111, UVIi�U��"�� (��irit2i llll Uil �fpry1, kNdtl;i, VIIIt1l U�1 U4� k�VU��, 111 11 11f I OUQIII1� u"Uii � e VIS �lI�CC�I e e i� � e IIII IIIIIIIIIIIIIIIIIIIII 111 VIII IIII r��dkoirriru��' Tbaiilri 4IIA11IAI1� " Illkiiinull111veir II�� ilillll° Illlilillll° " Illkiiinul�llll° 'ru it a a a1114 ulllll ulm° ululnul iliulnul� " Illkiiinuvlllheeit Airdll ili 4115 Vdkiiini,Iveirs 9 VdkiiinvIeeirs A'ulrm°dirii SLqpIpoirII, 3 VdkiiinvIeeirs r'dlllllll°1114 "'r'uum°mI Illl�lllnllllllh'r'lllrr 14 Y Newcomer 1 New ocalioiris Added Sector specific IIPurogiraims o,f,feiired: tCl rild Can,, F'1xilh6,5 & Mcdr,'n,,;naro,,;, 'S4,,;r,ioi, Can,;, F'hrcu,,cf,,; & ACCOL I", I",? 911P salf";5 & i Ti Gairmfunt 5c;whre ?,, F'rurrhreg) SeIrvi��tes No cof II IIS 11 4 pairifidpaims INo of oinploycirs hivolved INo No cof C11,11B5 Opairifidpaims 41 INo cof pcolbs sociuirM thimoughi pixqirain pairfidpallion INo cof coiiniinuiini°ity coirqaiini'izaficoiins hivolved Syrila, 111111 iii°n, 111111srla6III, Clliiina, IKarlea, lllllcrlailHne,IRonrlianiia, 0 Mexilco, C6lVnrlib�la,VIII &bail,, Sanrl16liia, congo, Soullllllh,IIIhAlifirlilca,1iii dila,M61bysiia 15 m IN Saint John Growth Committee PRUDE Inc. programs/activities of settlement support services "Canadian Way" - Community Connection Services. Activities include: English Conversation (beginner and intermediate levels) to practice English with Canadian volunteers; cultural exchange topics to share one another's customs and celebrations; learn about their community, to develop new relationships and increase their self-confidence and communication skills. Through our "See Saint John" activities, Newcomers get a better sense of our vibrant community and opportunities to engage in our arts, culture and recreational opportunities. Citizenship Preparatory Classes — Provides presentations on geography, history, government and symbols of Canada; helpful study tips; practice written exams; and, a certificate of completion. Annual Public events/commemorations - Organizing of annual events (UN Elimination of Racial Discrimination Day, Multicultural Days, Black History Month, Canada Day..etc) to engage the full participation of our main stream community, visible minorities and newcomers. Public events encourage all persons to celebrate and promote their distinct cultures and art forms as well increase understanding and acceptance of cultural heritage. Creating Inclusive Workplaces -To enhance the capacity of employers in creating an inclusive workplace where all employees feel included and valued regardless of their race, religion, ethno-cultural or linguistic backgrounds or other characteristics. PRUDE offers these services to employers as part of a provincial initiative in partnership with the New Brunswick Multicultural Council of Fredericton. "Respecting Differences" - Our school presentations, which involves engaging students in discussion and activities about cultural awareness, and the learned ability of stepping back from ourselves, and becoming aware of our cultural values, beliefs and perceptions. 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The goal of creating a roadmap for growth by early 2017 spurred the Committee into an aggressive meeting schedule, where members heard from staff, economic development partners, community groups, and developers. This report outlines the Growth Committee's "Information Gathering" stage and highlights key insights through the lens of population, jobs, and tax base. From September to December, 2016, the Growth Committee held six meetings, held a forum to solicit feedback from over twenty (20) social and economic development agencies, and conducted approximately sixteen (16) focused interviews with developers. These meetings culminate to approximately 23 hours of combined Committee Member time and effort, in addition to the approximate 16 hours of time linked to the delivery of the 16 lead generation meetings. In other words, in addition to staff time in supporting the Committee, the Growth Committee will have undertaken approximately 40 hours of investigation between September 2016 and January 2017 in order to support the eventual City of Saint John Growth Plan. This report will conclude by identifying themes for possible inclusion in the plan based on this information. In ttrtt ttfion Gathering Phase (September 2016 ............Januar 17 Inputs from the information gathering stage of the Committee's agenda are divided into the following two categories: Initiatives, Strategies, Plans •One Stop Development Shop •Central Peninsula Neighbourhood Plan •Urban Development Incentives Program •Land banking *Economic Agency (ESJ) *Immigration Agencies and LIP *Task Force on Economic Development Open-ended Information •16 Lead Generation meetings •Economic development forum The first category of information consists of briefings on existing initiatives, strategies and possible plans by staff or economic development agencies. The second category consists of open-ended information which was gathered by the Committee and which was instructive to the formation of principles for the growth plan. 2 Kul Initiatives, Strategies, and Plans Otte Stogy Develop toent Shoe Briefing The OSDS is a process improvement program for applications and permits based on stakeholder feedback and best practice. The goals of the Shop are to improve customer experience, provide access to a knowledgeable development service team, increase efficiency and consistency for customers, improve compliance and uphold principles of smart growth. The shop offers a customer -focused, collaborative approach to service delivery and seeks to meet the needs of the community and realize development potential in Saint John. The shop has created an improved turnaround time for permits with processing time reduced by two days on average. The approach of the shop will reduce wait times and obstacles to growth. As a process improvement it is not a driver of growth, but seeks to remove unecessary barriers and facilitate an efficient and transparent process. VeighbOUrhood Plait Briefing PlanSJ, the City's Municipal Plan, sets out policy for detailed neighbourhood plans. Council prioritized the Central Peninsula as the first in the neighborhood planning program, which was identified based on growth potential in terms of existing tax base, building permit trends, vacant land available, and land value of developed land. The Central Peninsula plan will develop a long term vision and comprehensive set of policies and actions for improving the City's core as a place for all to live, work, play, and do business. Creation of the plan is set to begin in early 2017 and the Growth Committee will play an ongoing role in receiving periodic updates and offering recommendations. Population: The Neighbourhood Plan is an important opportunity for engaging the community to create a shared vision for a vibrant central peninsula in terms of density and quality of life. By building on existing infrastructure and helping increase the attractiveness and livability of the core, the City may capitalize on trends toward urbanization and draw more people into the city centre. Tax Base: The Central Peninsula has the highest land value of developed land and has great potential to accelerate growth for Saint John. There are 1,911 businesses located on the peninsula contributing commercial tax dollars, which represents a significant tax base. 3 011 1.atid Baffl mti ffi-me ti Land Banking was introduced as a possible tool in which a non-profit organization is set up to acquire abandoned homes and vacant properties and return them to productive uses. The potential benefits of creating a land bank are neighbourhood beautification, new tax revenue, safer streets, and creating a better mixture/quality of housing. Tax Base: By speeding up the process of turning over vacant land through strategic acquisition, improvement, and sale, land banking, along with other strategic urban development tools, has the potential to increase tax base while reducing potential service costs like fire and police incidents. The success of land banking has been demonstrated in other places such as Detroit; more study is required for its application in Saint John. Ui'bati De elopi etit Iti etiti e Pi-ogi-atn ffi-me ti The incentives program is a three year pilot project which provides three grants in the Central Peninsula area of Saint John that target redevelopment of vacant spaces for new residential development. The grants may pay between 5-10% of the cost of construction up to $182,500. A fourth grant provides homeowners help in maintaining and repairing the facade of their building. In its first year, 2016, the program demonstrated success three upper floor developments, one infill project, and planned vacant building redevelopment. 22 Grants were awarded for beautification, valued at $50,000 but totaling $175,000 of investment in building facades. During a briefing to the Growth Committee, staff displayed a map of abundant but undeveloped land parcels versus the few properties for sale on the central peninsula. Tax Base: The program has the ability to generate increased tax revenue, with a W111% calculated 18% return on investment of the grants (or 3:1 ratio). 4 We%7 ReoellUe Gettei-atioti ffi-me tit The goal of the revenue generation program is to enhance and create new revenue streams for the City of Saint John. The program seeks to support at least five high impact revenue projects per year. Tax Base: Each project identified has the potential to generate new revenue for the City. Specific projects have the potential to significantly expand the tax base if adopted. Feasibility studies, business plans, targets and implementation of projects are to occur over 2017-18. E otioio AAeti S� titei-pi-i e Saint JoSii ffi-me tit Prior to the development of the Growth Committee, three of the economic development agencies (SJIP, SJWD and DMO) all presented to Common Council in accordance to the annual City of Saint John agency, board and commission reporting schedule. As ESJ had not presented to Common Council, they completed their annual presentation to the Growth Committee. Enterprise Saint John gave an overview of True Growth 2.0, the regional collaboration model for economic growth which was adopted in 2013. Challenges included a greater focus given to the region's specific strengths and need to align community metrics with specific roles and responsibilities. Metrics demonstrated ESJ's ability to leverage external funds ($718,000) and to attract companies and clients to innovation training and the Venture Garage. Jobs: In 2015, ESJ sought to attract 250 jobs and exceed this goal by 107%. ESJ indicated its specialty in entrepreneurship and innovation, the knowledge sector, and industrial sector. Tax Base: As a result of the 250 jobs attracted in 2015, ESJ calculated the annual payroll added amounted to $11,000,030. It is unknown whether the new employees purchased property in Saint John, however, it is probable that a certain percentage added to the tax base. Ecotioinic Deoelopioetit AAeti S Etigagetoetit Session. On November 16th, 2016, the Growth Committee hosted the Chairs and CEOs of all four of the City -funded economic development agencies, who were all asked to present response to five questions (see below) for their respective agency. While the agencies provided rich feedback to the five questions, some questions received less attention than others, most notably questions 5 #2, #3 and #5. All agencies shared the importance of ongoing engagement and support from economic development funders, partners, volunteers, board members and federal/provincial colleague. An observed trend across all presentations was an effort to interrelate an agency's efforts to population growth, job creation and tax base growth, but an acknowledgement that additional work was needed to strengthen outcome targeting, monitoring and evaluation. Questions that agencies were asked to respond to: 1. Please share with us your current mandate and focus areas and how you see these aligning with the priorities adopted by Common Council for 2016-2020 (document is attached). 2. What are your 2017 targets associated with the key performance measures defined by Common Council and the Growth Committee specifically including population growth, job creation and tax base growth? 3. How can we optimize the economic development governance structure in Saint John to deliver maximum growth for the City of Saint John? 4. The City of Saint John intends to issue mandate letters for all of its agencies, boards and commissions. Please share with us your perspective on how these service expectations and related targets should be formulated, monitored and evaluated over the year? 5. Common Council adopted the recommendations of the Task Force on Economic Development recommendations in early 2016. Please share with us what actions your agency has taken and what actions you intend to take in 2017 to advance the recommendations adopted by Council: a. Creation and participation in a permanent inter -agency task force on cost- saving? b. Further integration of urban development and real estate functions amongst partners? c. Further integration of communications and marketing efforts? d. Further integrated strategy on investment attraction? e. Ongoing information sharing and cooperation between the four agencies and other economic development partners in Saint John? f. Integrated strategy on immigration development, recruitment and retention? M !II Fast Foe' e eti Ecetiei is il: e elope etit ffi-me ti Building off research from the Conrod report, the task force reviewed economic development from 2004-2015 and offered 12 opportunities for improving economic development in Saint John which could be implemented without expenditure by the City. Among these opportunities were revenue generation, establishing service -level standards between the City and the agencies, ensuring periodic reporting, clarifying an economic development point of contact within City administration, investigating potential growth areas in real estate, urban development, investment attraction and immigration, and investigating potential efficiencies within the four economic development agencies for cost -savings. Sti-ategic Itni igi-at eti Platitfiti Members of five immigration organizations are to meet with the Growth Committee on January 10th, 2016. 7 _:1P Open ended In ttrtttttfion Lead Genei-ati n Il. eetings Staff and members of the Growth Committee engaged local developers between November 10th and December 2nd to identify potential future development, request insight into what support could be offered from the City and its economic agencies, solicit feedback on the One Stop Development Shop, and inquire regarding interest in City -owned properties. Themes are outlined below; these are to be developed in a more comprehensive Growth Committee Report (to be presented in early 2017). In terms of new development, interviewees identified double taxation as a hindrance to growth and ongoing operations. Other challenges included the decline in home values vis-a-vis the rising cost of materials. Further, competition with the neighbouring towns was identified as a major disincentive for development in Saint John. Interviewees noted multiple forms of support from lowering fees and providing incentives for infrastructure to developing a parking strategy, and better enabling non -profits. Ensuring that support is provided with a collaborative mindset, which is not strictly regulatory but also comprehends cost and timelines was a major theme. Many interviewees highlighted the importance for the City of Saint John to exercise leadership in the pursuit of a growth agenda for the community. For interviewees who had used the One Stop Development Shop feedback was positive. Certain interviewees were not aware of the pre -application process for providing information. Completing implementation of the OSDS process and providing checklists were noted as helpful steps. In terms of city -owned properties, interviewees encouraged the City to be proactive in preparing its property for development. fJ !i93 Econoio c iia tnei, F01'rlio. The Growth Committee hosted 20 economic and social development agencies on November 8, 2016 at the Lily Lake Pavilion. The purpose of the session was to obtain feedback on three key topic areas. Predominant themes from the session are summarized below. 1. What makes Saint John an attractive community to start or grow a business, invest or develop? Business Environment Quality/Character of Place Labour and Education "cost of doing business," "entrepreneurial culture," "connectivity," "tech sector and Brick Park" "Local talent and skill", "universities and colleges", "heath cluster", "employee loyalty Qob tenure avg. 8 years)", "social conscience," "connections" 2. What are the gaps or opportunities to strengthen Saint John's value proposition and what actions are needed? Coordinate existing initiatives for stronger outcomes Identify and clearly communicate a cohesive value proposition for Saint John Create welcoming community for young people and newcomers Driving density, reporting progress, and creating a common agenda 0 5 10 15 20 E !ElI "Use existing institutions better by developing a coordinated strategy," "we are not adequately measuring our success and development trends," "understand ESJ ask vs. funding" "young families," "immigrant skill transfer," "immigrant -employer relations," "retaining young folks," "increase diversity of external connections" "Drive Density," "We want to see action—tell us about it as you progress," "Ownership over issues required," "Growth Committee needs to engage the Boards of each agency" 3. How do we improve the alignment and governance of our collective development efforts? What role can the Growth Committee play in supporting good governance? Enable Partners to set measurable goals, communicate results and follow up with alternative recommendations/courses of action Growth Plan should be integrative and help foster continuous dialogue with Economic Development Partners "City sets desired outcome and communicates goals," "expertise in place to set and evaluate targets/KPIs and evaluate," "integrate communication resources and data across agencies," "role clarity in terms of delivery on Council priorities," "one-way presentations to Council aren't effective" "Recognize existing $11.3 million investment in economic development," "examine Halifax model," "plan should improve dialogue" Reinaflis on time Infos nat on f athei-in Phase The information gathered by the Growth Committee from September 2016— January 2017 will inform the contents of the growth plan. The staff and economic development agency briefings provides the Committee with knowledge of possible growth levers. The information gathered during the social and economic partners' forum provides insight into shared principles of growth. It is the Committee's next step to take these inputs, confirm principles and chart a direction for the 2017 growth plan. 10 !l+91 Principles, Themes and Possible Deliverables of the Growth elan The following principles have been identified to guide development of the Growth Plan: • The magnitude of Saint John's economic challenges requires a coordinated and strategic approach between all economic development partners, in line with the vision of Plan SJ, Council Priorities and the One -Stop Development Shop; • There is a continued need to drive density in Saint John's development, within the existing PDA and intensification zones, especially in the central peninsula; • The City's investment in economic development incorporates a variety of activities, including: economic development agencies, in-house support, programs and assets; • The City of Saint John will make evidence -based decisions related to economic development which ensures that it's municipal investment yields strong value for money and measurable growth; • A need to leverage the continued participation of local, regional, provincial and federal partners, economic development experts, volunteers, funders and encourage the participation of new voices within the Saint John economic development landscape. 1. Council to establish targets and drive growth: As indicated through Council Priorities 2016-2020, the City of Saint John will work with economic development partners and programs to establish targets and drive growth -related outcomes through mandate letters, especially in the areas of population growth, tax base growth and employment. Possible deliverables of Growth Plan: • Tailored mandate letters for each of the four economic development agencies; • Establishments of short and long-term growth targets for the broader municipal economic development landscape within the areas of jobs, population and tax base. 2. Need to optimize economic development governance: The existing economic development governance structure is not optimized for collaboration and for the City of Saint John to play a more strategic role in establishing and driving growth -related outcomes. Possible deliverables of Growth Plan: 11 • Introduction of enhanced economic development governance structure in Saint John to ensure cross -agency, departmental and partnership coordination; • Clarify municipal expectations for each agency, ensuring cooperation and preventing unnecessary duplication; • Strengthen capacity in areas requiring additional attention and in areas yielding stronger outcomes in key priority municipal growth areas; • Clarification of economic development functions and roles that are best suited at arms -length to the City and those best served to be housed within the administration of the City of Saint John. 3. Urban Growth Strategy: The Growth Committee received various feedback on the opportunity to maximize tax base growth through real estate opportunities, which should be enhanced by greater integration of existing real estate efforts and marketing. Possible deliverables of Growth Plan: • Integrated governance of real estate within Saint John, strategically navigating the various existing estate functions, including, but not limited to: waterfront development, industrial parks, contract negotiation, master plan development, etc; • Introduction of new strategic land management functions, including but not limited to: municipal -owned property development, property marketing and sales, place -making, etc; • Introduction of new real-estate director role, managing existing and new real-estate functions; • Development and implementation of sales strategy to market strategic municipal -owned real-estate; • Development and implementation of information sharing exercise to potential residents and developers to live, build and renovate in Saint John's intensification zones; • Implementation of Neighborhood Plan for the Central Peninsula; • Continuous improvement of the One -Stop Development Shop program. 4. Population Growth: The only population growth that has occurred in Saint John over the past years is through immigration, and the City of Saint John should equip itself to more strategically support and plan for immigration. Possible deliverables of Growth Plan: • Strategic oversight of immigration efforts in Saint John and pursuit of enhanced newcomer attraction and settlement services. 12 • Introduction of new population growth director role, managing immigration recruitment and settlement. • Support towards the Local Immigration Partnership initiative with Saint John's settlement support agencies S. Improved economic growth and forecasting capacity: There is currently a gap in the City of Saint John and the various economic development partners in the community's ability to establish integrated growth targets, measure outcomes, evaluate value -for - money, clearly forecast economic climate and interpret economic data. Possible deliverables of Growth Plan: • Introduction of new municipal economist role, in order to generate strong market analysis data to help identify, clarify and measure opportunities for economic growth for the Saint John region. • Deliver annual State of the Saint John Economy Report, improved municipal economic forecasting, support City's long-term financial planning, generate reliable data on large-scale developments, labour market planning, reporting on Plan SJ targets, etc. • Dash boarding of growth -related targets • Development tracking template and strategy on new and emerging opportunity, integrated across all economic development functions within the City and within the agencies 6. Coordinate marketing and branding: While there is a continued need to tailor marketing for specific audiences in economic development, there is currently a missed opportunity to establish a broader-based branding across all marketing in addition to particular audiences who have fallen through the cracks of the existing complement of economic development marketing. 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