2022-09-27 Growth Committee Agenda Packet - Open Session
Growth Committee Meeting
Open Session
July 27, 2022
MINUTES - OPEN SESSION GROWTH COMMITTEE MEETING
TUESDAY JULY 27th, 2022, 11:30 A.M.
nd
2 FLOOR COMMON COUNCIL CHAMBER, CITY HALL
Present: Chair, Councillor Joanna Killen
Deputy Mayor John MacKenzie
Councillor Brent Harris
Councillor Gerry Lowe
Also
Present: City Manager J. Collin
Commissioner Growth and Community Services J. Hamilton
Director Growth and Community Planning P. Ouellette
Growth Manager D. Dobbelsteyn
Manager Customer Service and Operations C. Smith
Administrative Officer R. Evans
Deputy Clerk P. Anglin
1. Meeting Called to Order
Chair of the Growth Committee Councillor Killen called the Growth Committee open session
meeting to order.
1.1 Approval of Minutes May 10, 2022
Moved by Councillor Harris, seconded by Deputy Mayor MacKenzie:
th
RESOLVED that the minutes of May 10, 2022 be approved.
MOTION CARRIED.
1.2 Approval of Minutes June 9, 2022
Moved by Councillor Harris, seconded by Deputy Mayor MacKenzie:
th
RESOLVED that the Minutes of June 9, 2022 be approved.
MOTION CARRIED.
1.3 Approval of Agenda July 25, 2022
Moved by Councillor Harris, seconded by Deputy Mayor MacKenzie:
RESOLVED that the agenda be approved with items 5.4 Affordable Housing Action Plan
Recommendation and 5.5 Affordable Housing Fund brought forward as the first reports for
discussion on the agenda.
MOTION CARRIED.
Growth Committee Meeting
Open Session
July 27, 2022
Councillor Harris withdrew from the meeting.
5.1 2022 Events Scheduling
Referring to the submitted report, 2022 Events Scheduling, G. Cutler presented the Mid-Season
report of special events.
Moved by Deputy Mayor MacKenzie, seconded by Councillor Lowe:
RESOLVED that the 2022 Events Scheduling be received for information.
MOTION CARRIED.
5.2 Update on Ukrainian Arrivals
Referring to the submitted presentation Update on Ukrainian Arrivals Valentin Boinitski Saint
John Local Immigration Partnership provided an update on the Canada Ukraine Authority for
Emergency Travel (CUAET) program. 70 families (200 people) arrived in Saint John under the
CUAET program. Initiatives on social media indicated there is more interest in Ukrainians to settle
in Saint John. Several associations are supporting the Ukrainians: Ukrainian Association of Saint
John, SJ Newcomers Association, YMCA Newcomers, Working NB.
Moved by Councillor Lowe, seconded by Deputy Mayor MacKenzie:
RESOLVED that the Update on Ukrainian Arrivals be received for information.
MOTION CARRIED.
5.3. Development Update
Moved by Deputy Mayor MacKenzie, seconded by Councillor Lowe:
RESOLVED that the Development Update be tabled to the next meeting.
MOTION CARRIED.
5.4. Affordable Housing Action Plan Recommendation
Director P. Ouellette introduced the Council priority to address the housing crisis and the draft
report and recommendations. Three presenters will provide their report findings.
R. Hatfield Human Development Council advised of the task force meetings and
recommendations during the past year. Extensive consultations were undertaken with 39
recommendations.
City Planner A. Reid advised the draft Affordable Housing Action Plan and Implementation
Strategy is being released publicly at this time prior to seeking final review and adoption in the
fall of 2022. Two virtual sessions will be held
tool for feedback.
Referring to the submitted presentation entitled City of Saint John Housing Needs Assessment
and Affordable Action Plan External Consultant Ed Starr SHS Consulting and Ken Foulds Re/fact
Consulting ility for housing. CMHC housing
guides (benchmarks) and market prices were illustrated.
One of the fundamental goals of the Housing Action Plan is to help enable all households in Saint
John to find safe, secure, and adequate housing within 30% of their
tax household income. This is a widely accepted benchmark in measuring housing affordability
and is used as the principal definition of affordability in this Plan.
Growth Committee Meeting
Open Session
July 27, 2022
Moved by Deputy Mayor MacKenzie, seconded by Councillor Harris:
RESOLVED that the Growth Committee receive and file the submitted draft Affordable Housing
Action Plan and direct that a finalized copy of the Plan and Implementation Strategy return to
Growth Committee before the end of October 2022.
MOTION CARRIED.
5.5 Update Affordable Housing Fund
Referring to the submitted report Update Affordable Housing Fund J. Kirchner Growth and
Community Development provided an update of the $800,000 of funding from RDC. The
intention is to use fund to incentivize affordable housing units in the immediate term. Dillon
Consulting was retained to develop different grant options for consideration. Three grant options
were explored:
Option 1: Building Permit Fee Exemption
Option 2: Lump Sum per Unit
Option 3: Project-Based
J. Brown Dillon Consulting presented the options and their recommendation to move forward
with Option 2 Lump Sum per Unit Grant as a starting point for the following reasons:
Moved by Councillor Harris, seconded by Deputy Mayor MacKenzie:
RESOLVED that the Affordable Housing Fund update be received for information.
MOTION CARRIED.
Adjournment
Moved by Deputy Mayor MacKenzie, seconded by Councillor Harris:
RESOLVED that the open session meeting of the Growth Committee be adjourned.
MOTION CARRIED.
The open session meeting of the Growth Committee held on July 26, 2022, was adjourned at 3:00
p.m.
Respectfully submitted,
Patricia Anglin, Recording Secretary
Agencies, Boards, and Commissions Policy – Standard Reporting Template
NameLord Beaverbrook Rink
Reporting PeriodSecondHalf - 2021
Mission/ To provide recreational opportunities to residents of the City of Saint John, with a focus on youth
Mandate recreation and sport.
Growth
KPI Target 1.Provide summer ice KPI Actual 1. Provided 3 months of ice from July
rental opportunities at to September. Donated 10hrs per week
Peter Murray Arena for July & August to youth hockey
2.Increase to 2 additional 2. 3 separate larger events – (Lacrosse
floor surface rentals tournament; CUPE rentals – 2)
(events– summer) 3. Hours steadily increased over the
3.Increase walking track months, with Oct – Dec offering 10
open hours to 10-12 plus hours daily. Some exceptions due
hours on weekdays to COVID restrictions and staffing
issues.
# Employees #4 Full Time (1 staff out # Employees #4 Full Time
Current Year from Oct-Dec) Prior Year
#2 Summer Staff (July-
September)
# Customers or #51Renters # Customers or #41 Renters
Events Current Year #2 Tournaments Events Prior Year #4 Tournaments
#2 Events
Growth Objectives Focus on getting users back as COVID-19 restrictions lift/ease– summer months as
well
Provide summer ice rental opportunities at the Peter Murray Arena.
Activities Contacted all previous users and sports organizations to inquire about events/regular
Undertaken to rentals for practices and games.
Achieve Growth Worked collaboratively with the Cityto provide summer ice at the Peter Murray Arena
Objectives for 3 months from July to August. Contacted local businesses to become sponsors of a
free youth hockey program for July and August.
Financial
KPI Target 1. Increase overall revenue KPI Actual 1. Increase of approximately 3.65%.
by 2.5% (please note this COVID Restrictions affected revenue.
includes CEWS). 2. Able to generate $11,169.56 in
2. Generate $10,000 from funds from several local businesses for
local businesses for free donated ice times to youth hockey.
youth summer hockey 3. Accounts receivable is approximately
program 35 days. Invoicing delays due to
3. Accounts receivable – net schedule changes from COVID
30 days restrictions.
City of Saint John $155,000 City of Saint $155,000
Annual Subsidy John Annual
Current Year Subsidy Prior
Year
Actual Year-to-Date Budget Year-Prior Year-to-Date Results
Results to-Date
Results
Wages & Benefits $227,051.77 $228,500 $234,083
Agencies, Boards, and Commissions Policy – Standard Reporting Template
($80,071) Emergency Wage Subsidy
Goods & Services $251,871.49 $202,000 $154,244
# employees #4 #4 #5
#2 Summer Students
Total Revenues $335,681.19 $275,500 $247,342
Total Expenses$478,923.26$430,500$302,576
Surplus/Deficit -$143,242.07 -$155,000 -$55,234
Variance COVID Restrictions
Explanations Two summer staff – one less staff from October-December 2021
CEWS Subsidy
Haven’t received parking commission revenue yet for 2021
Rental and other associated fees of the Peter Murray Arena
Operations
KPI Target 1. Provide new staff with KPI Actual 1. New staff member for Peter Murray
ice machine training course Arena received training course from 2
(2 days) and on the job LBR staff over 2 days. On the job
training (1.5 weeks) training went for 1 week.
2. Increase staff meetings 2. Some gaps while operating the Peter
to once a week (from once Murray – but one on one staff meetings
a month) resumed fully in October.
3. Complete Employee 3. Three staff completed profiles and
Profile Assessment and met with assessor to outline goals.
meet with staff to review Staff set goals on improving certain
results and set goals and aspects of assessment. Communicated
determine defined roles to ways to better work with one another.
help complete annual
performance review
document.
Annual Performance 1. Staff scheduled for First Aid/CPR training as well as review of ammonia safety.
New staff to be trained (ice machine training and facility maintenance). Staff
scheduled for Ice Maintenance Course.
2. Manager meets weekly with staff over the winter (individually). During spring, it is
weekly as a group.
3. Performance reviews held yearly with staff.
Year to Date 1. Staff have completed First Aid/CPR training and review of ammonia safety/MSDS
Performance review. New staff completed training course and on the job training. One staff
attended Ice Maintenance Course put on by City of SJ.
2. Meetings are on track for weekly time slots.
3. Review this year composed of Employee Profile Assessment. Conducted on all staff
working at the end of 2021.
Top Risks Facing the 1. Current COVID-19 Pandemic
Organization 2. If the demand for event/sporting rentals declines
3. Age of the building – capital costs
Agencies, Boards, and Commissions Policy – Standard Reporting Template
NameSaint John Trade and Convention Center
Reporting PeriodJuly 1 – December 31 , 2021
Mission/
Mandate To operate a first class convention centre in North American and foster the development of the tourism
industry within the region and the province.
Growth
KPI Target 1.Rebuild revenue KPI Actual 1. Despite strong contribution from
streams post COVID meeting room rental, KPI target was
by focusing on meeting not achieved due to ongoing impacts
room rentals for 2021. of COVID. In the balance of the
Target – Increase year, many larger events did not
Meeting Room rental move forward due to COVID in our
by 10% over budget province, in our country and
2.Improve bottom internationally. Despite this,
line by $5000 as a meeting room revenue streams for
result of increased the year were almost 50% of pre
contribution from COVID levels. Most meeting
meeting only events facilities did not recover at this rate.
2. Meeting room rentals were down by
40% to budget but goods and
services expenditures were
down by 58.5% so impact to
bottom line far exceeded $5000
as a result of cost containment
and restructuring,
# Employees #8.5 # Employees # 20
Current Year Still ramping up from Prior Year Prior to COVID
COVID
# Customers or Steady meeting client # Customers or Centre closed for 5 + months. Reopened in
Events Current Year base through Events Prior August for two series events – NB Power
weekdays although Year training and Dept of Justice. 1 Food and
many large events Beverage event post COVID – Discover
cancelled due to Saint John AGM in October.
increased COVID
caseloads in
December. This
cancellation trend also
carried forward to the
first half of 2022 with
the global impact of
Omicron. The centre
experienced a strong
6-week window from
late October to the
first week of
December, which
resulted in a number
of mid-sized food and
beverage and holiday
events. The centre
also hosted a very
successful boxing
Agencies, Boards, and Commissions Policy – Standard Reporting Template
th
event in the 4
quarter.
Growth Objectives Increase revenue from highest flowing revenue streams – Room rental and AV
rentalby 10% over previous years
New strategy for business evaluation to ensure highest use of space and least labour
to generate maximum revenue. Reduce required contribution by 10%
Activities Re-evaluatepricing strategy and structure to ensure methodology fully addresses
Undertaken to demand conditions and perishable nature of our inventory (renews everyday)
Achieve Growth Improve room rental capture for large events through packaging, revising pricing
Objectives structure, and improving marketing of space capabilities
Financial
KPI Target 1.Reduce required KPI Actual 1. YTD finished at more than 55.5%
subsidy by 10% over reduction in required subsidy as
2019compared to 2019
2. Restructure staffing 2. Full time staffing operating at less
model to reduce payroll 65% of 2019 levels. Total payroll
as a percentage of down $320,538 to budget year to
total subsidy. Reduce date including wage subsidy. Full year
payroll to 70% of subsidy for 2021 was $111,507; with
2019. over $209,031 generated in
3. Increase Meeting operational savings.
Room Rental and AV 3. Meeting Room rental and AV
comprise larger portion comprise 92% of revenue stream
of sales mix. Target YTD 2021.
50% of total
revenue
City of Saint John $215,494 YTDCity of Saint John $457,694 Budget 2020
Annual Subsidy Annual Subsidy $484,614 Actual 2019
Current Year $412,898 Budget Prior Year $148,372 Actual 2020
Reduction in subsidy Major COVID impacts in 2020
required 47.8%
Actual Year-to-Date Budget Year-to-Prior Year-to-Date Results
ResultsDate Results
Wages & Benefits $163,241$483,779 $211,528
Goods & Services $174,721$298,294 $84,595
# employees #8.5 # 15 #20 pre COVID
Total Revenues $122,468$369,175 $147,751
Total Expenses $ 337,962 $782,073 $296,123
Surplus/Deficit $-215,494$-412,898 $-148,372
Variance Wage subsidy extended for full year 2021 generating $111,507in wage savings
Explanations One time staffing restructuring costs reflected in Good and Services expenses for
2021 totaling $74000 YTD. $100,000 included in budget for this
Reduced spend for operational costs due to lack of convention events
Strong contribution from meeting room rental and AV improving flow
Operations
KPI Target 1.Improve ratio of KPI Actual 1.Full year houseman labour
set up labour to down by 35.7% YOY
Agencies, Boards, and Commissions Policy – Standard Reporting Template
room rental revenue
– Target- decrease 2. Meeting room rental revenue
set up labour by grew as a percentage of total
20%revenue over previous years butdid
2.Increase not reach 10% over budget due to
conversion on leads additional COVID impacts not
for meeting space by planned at time of budget. This was
revampingofferings mitigated by cost containment.
– Target – increase 3. Meeting packages for small events
meeting room have been instrumental in growing
revenue by 10% to AV revenue despite lack of large
budget convention events that are
3. Implement primary revenue drivers in this
meeting packages to segment. Target of 10% was not
secure additional reached but this was mitigated by
revenue streams – cost containment.
Target - increase
AV revenue by
10% to budget
Annual Performance 1. Continued focus on meeting room rental and AV revenue to ensure financial
success while convention business rebounds
2. Cost containment key lever in achieving results as revenues continue to
underperform due to COVID restrictions. .
3. High success rate in rebooking 2021 and 2022 events to future years
4. Minimal spinoff to local economy due to absence of national and international
events in 2021. Return of national and international events further delayed
until June 2022.
Year to Date 1. Securing an additional $111,507 in wage subsidy for venue key to 2021
Performance results
2. Continued focus on cost containment while revenue reboundsresulted in
contribution required significantly under budget despite soft revenues.
3. Additional $109,500 in wage savings realized outside of subsidy as compared
to 2020.
Top Risks Facing the 1.COVID restrictions returning
Organization 2. Omicron or new COVID variants
3. Air lift into Saint John
2021
TCC
Annual
Report
Saint John Trade and Convention Centre
Tel 506-693-1327
1 Market Square www.saintjohntradeandconventioncentre,com
Saint John, New Brunswick
Table of Contents
_______________________________________________________
_____________________________________________________________
____________________________________________
__________________________________
To Our Funding Partners
Strategic Highlights
2021 Operations still very impacted by COVID and various stages of government restrictions
throughout the entire year
Staffing fully restructured during the year to better reflect current meeting and convention
dynamics
Despite challenges for larger events centre has been very successful with smaller events
Hilton, as managers of the operation, is eligible for CEWS subsidy and has applied funds
received to the applicable wages at the Centre.
Financial Highlights
Required contribution reduced by $197,206 to budget despite a decrease in revenue of
$246,707.
Operating Highlights
All events during the year were local or regional as COVID impacts drove cancellations for
larger pieces of business.
Looking Ahead
2022 shows considerable increase in activity despite some events shifting out to future years
as a result of restrictions still in place early in 2022. 2023 and forward reflect robust national
bookings due to shifting of events from 2020, 21, and 22.
Business Profile
Vision Drive economic impact for city businesses by bringing travelers to Saint John and
introducing the city as a great place to live, work and invest.
Mission Statement To operate a first class convention centre and favour the development
of the tourism industry within the metropolitan region of the city and the Province of New
Brunswick.
Governance Saint John Trade and Convention Centre Oversight Committee
Chair- Peter Murray
Reports to Regional Facilities Commission
Current Full Time Staff
Floor Operations Manager
Sales Manager
Event Manager
Admin Coordinator
Director of Finance - .5
Hourly staff Houseperson, Maintenance and Cleaning
Drivers of Success for 2021
Restructuring staffing and operations from 8 FTEs to 4.5
Revamping sales strategies for meeting events
Leverage the Hilton relationship to receive wage subsidy
Management Discussion and Analysis
Overview
Operations during the whole of 2021 continued to be heavily impacted by COVID and
gathering r
meeting protocols, the centre became a leader in hosting events that could be safely hosted in
full compliance with prevailing guidance,
Revenues for the year reflect the lack of large national events that make significant
contributions annually. To combat this, the team refocused on local and regional events that
were cost effective in order to offset and keep contributions required in line to budgets despite
a very different revenue picture than that contemplated in August 2020 when budget was
drafted.
Despite the many restrictive conditions, the centre hosted a wide range of events including jury
selection for court proceedings, training sessions, marshalling area for COVID health
inspectors, dance competitions, and a live boxing event. The size of the centre made it
possible for some events to continue despite the need for social distancing and the reductions
in capacity.
Total revenues for the year were $122,468 down from pre-Covid revenues of $457,997.
Restructuring staffing and other expenses brought contribution required considerably below
2019 levels even with one time restructuring costs of $74,409.
Key Performance Indicators
KPI #1 - Reduce required contribution by 10% - actual reduction 55.5%
KPI #2 Reduce payroll to 70% of 2019 level actual reduction to 65% of
2019
KPI #3 Increase meeting room/AV revenue to 50% of total actual increase
to 92% of total
KPI #4 Decrease set up labour by 20% - actual decrease 35.7%
Forecast
Since COVID is still a factor in our community it is difficult to forecast with accuracy for the next
5 years. Trends in the meeting industry are actively being monitored and booking pace is
continually evaluated. During the 2022 mid year reporting cycle, a 5 year forecast will be
provided with the additional data that will be gathered over the next 6 weeks.
Key Metrics -3 Year Comparison
800000
700000
600000
500000
400000
300000
200000
100000
0
RevenuePayrollOther ExpContribution
202120202019
Company Information
Saint John Trade and Convention Centre
1 Market Square
Saint John, New Brunswick
Tel 506-693-1327
www.saintjohntradeandconventioncentre,com
DwhI /haaL99 w9thw
M&C No.N/A
Report DateSeptember 23, 2022
Meeting DateSeptember 27, 2022
Service AreaGrowth and Community
Services
Chair KillenandMembers of Growth Committee
SUBJECT: Affordable Housing Action Plan
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Growth Committee.
AUTHORIZATION
Primary AuthorCommissioner/Dept. HeadCity Manager
Andrew ReidJacqueline HamiltonJohn Collin
RECOMMENDATION
That the Growth Committee:
1.Receive and file the attached report,and,
2.Recommend Common Council adopt the attached Affordable Housing
Action Plan
EXECUTIVE SUMMARY
This report provides a synopsis of the development of the Affordable Housing
Action Plan and highlights feedback received throughoutAugust on the draft
Plan, which was presented at Growth Committee and released to the public on
th
July 26, 2022. At their September 14meeting, the Action Team reviewed all
feedback and recommended approval of the Plan.
PREVIOUS RESOLUTION
On July 26, 2022, the Growth Committee received a copy of the draft Plan and
directed that the Plan be finalized and return to Committee before the end of
October 2022, following a final period of public engagement.
REPORT
Housing affordability continues to remain a central issue in Saint Johnand
elsewherein the country. While adequate and affordable housing havelong
been issuesfor those in greatestneed in our community, it has not been until
- 2 -
recently that the increasing cost of rent and home ownership has led to a
broader crisis within the housing system. To understand the local system, in
2021, the City of Saint John struck an Action Team consisting of the local non-
profit sector, Provincial Government, City of Saint John planning staff, and
CMHC. The City proceeded to procure SHS Consulting / Re:Fact Consulting, a
leading , in order to assess
housing needs as well as develop an Action Plan to respond to those needs.
As an initiative principled in community solutions, the planning process has been
guided by the input of the Action Team at every step, in addition to a
comprehensive stakeholder and public engagement program (Attachment 1,
page 3). This engagement program occurred prior to release of the public draft
in July and included a wide range of activities using multiple means and
methods, including 6 focus group sessions, 3 town hall sessions, 18 key
informant interviews, 2 staff workshops, and a Shape Your City campaign which
yielded 19 discussion threads. A community survey was also undertaken, which
included a third-party paper questionnaire facilitated towards harder to reach
populations. Together the survey yielded 333 responses. By actively hearing
from a wide range of community members, a fuller understanding of the more
recent changes on the housing market was gained.
th
On July 26, the draft Action Plan was publicly released at Growth Committee
for feedback and to initiate a final engagement period. This final engagement
period consisted of the following:
- Two virtual forums circulated to 80 stakeholders were held on August
thth
17 and August 30, with a total of 29 participants in attendance; and,
- Posting of Draft Plan to the Shape Your City platform and solicitation of
comments, with a total of two comments.
- In addition, written submissions were received from Business Community
Anti-Poverty Initiative (BCAPI),the HOME Research Lab (UNBSJ), Envision
Saint John, and resident Matthew Daluz (See Attachment 3).
On September 14, 2022, the Action Team met to review all feedback received
during this period, in particular the detailed feedback received by key
stakeholders BCAPI and UNBSJ. The Action Team voted to endorse the draft plan,
subject to several minor tweaks in response to the feedback, including:
- Addition of stakeholder consultation activities for the draft Plan (Section
1.4)
- Clarifications of wording in regards to housing affordability and identified
gaps (Sections 2.3 and 2.4)
- Refinements to clarify language (Section 4.3) namely Actions 1, 5, 7, 10,
32
- Addition to Action 6 regarding exploring potential governance
enhancements in 2023, and
- 3 -
- Minor adjustments to entities identified for lead & support roles
(Implementation Plan Appendix 3)
The Action Plan attached to this report outlines a vision for Saint John to be a
vibrant, inclusive, and thriving community with a diverse range of safe and
affordable housing. The vision is guided by key principles, which include taking a
rights-based approach to housing, recognizing housing as a fundamental
cornerstone of a healthy community, and promoting public investment for public
benefit. These principles build on the po
(2012), but most of all recognize the aspirations articulated by the community in
the development of the Action Plan.
The housing system is complex, with various actors involved at different stages.
Staged over 5 years, the Plan outlines the role for the City and community
partners to achieve the vision and principles through 39 actions. The actions are
organized into 5 objectives, which draw on areas ranging from improving
coordination, investment in non-market solutions, preserving existing stock,
expanding supply, examining existing regulations, and leveraging partnerships
and resources.
To coordinate the implementation of these actions, establishing a Housing
Facilitator function as soon as possible will be of utmost importance. The
facilitator is to work closely with a newly established Housing Advisory
Committee. Therefore 2022-2023 will require considerable setup work to get the
Plan off the ground. Immediate actions led by the City would include launching
an $800,000 Affordable Housing Fund, exploring governance enhancements,
examining surplus/underutilized land policies, and zoning by-law review, in
addition to neighbourhood planning considerations. Below, staff have
summarized three key City actions from each of the first three years in the form
of draft work plan. The full list of actions, by theme, has been provided in an
Implementation Table (Attachment 1, Appendix 3).
-4-
Affordable Housing Fund
National Housing Week
Housing Facilitator Function
2022
Housing Advisory Committee and explore
governance enhancements
Surplus/underutilitized land
2023
Zoning By-law Review & Neighbourhood
Planning
Incentives program
Promote Mid-Density forms
Municipal Plan Review
2024
Local coordination of federal/provincial
housing programs, and advocate for
Ongoing
tenants rights, special needs, taxes,
Monitoring, Reporting, and Coordination of
efforts with adjacent jurisdictions
to 2028
Public awareness campaign (NIMBY, YIMBY)
Figure 1Draft Work Plan 2022 -2024
The Plan will be to report annually on the progress of the39actions. Once
feasible,staff will implementthemonitoring framework to measure the targets
set out in the Plan. Targets have been developed to comprehensively respond to
gaps noted in the Needs Assessment and include dwelling types, tenure, and
affordability targets. In terms of affordable targets, based on historical trends,
the goal would be to see the addition of 265 affordable units (30% of new
construction) over a 5-year period.
There isa documentedneed to establish a long-termvision for improved
affordable housing outcomes in Saint John. In line with the Municipal Plan, the
Action Plan presents afirstand majorstepin this direction.Staff are supportive
of the direction set out in the finalized ActionPlan and thankful to the Action
Team, stakeholders, and broader publicfor their time and energy into offering
feedback throughout the process.
STRATEGIC ALIGNMENT
Common Council has established five priorities for their 2021-2026 term.
Affordable Housing aligns with the following Council Priorities.
- 5 -
Grow:
Population Growth
o Grow our population at a rate of 2% annually by the end of
Belong:
Liveable Neighbourhoods
o Facilitate a mix of affordable housing in all of our neighbourhoods.
Municipal Plan
2011-2036. The draft Affordable Housing Action Plan is well aligned with and
seeks to fulfill th:
HS-12 Council shall pursue the opportunity to partner with other levels of
government and interested agencies to develop a housing strategy for
the City to ensure an adequate supply of affordable housing is available
in appropriate locations and integrated with existing housing.
HS-14 Council shall encourage housing providers to build affordable
housing using available incentives, when possible, such as tax rebates,
grants or subsidies.
HS-16 Council shall work with housing agencies to monitor affordable
housing development to ensure there is an adequate supply, tenure and
range of quality affordable housing and ensure it is properly maintained
over time so that it always adds value to neighbourhoods.
SERVICE AND FINANCIAL OUTCOMES
A project budget of $100,000 was earmarked for the development of the Action
Plan, including $95,000 for professional consulting services and $5,000 for
material resources. As a community-based project, this cost was covered by
contributions from the Creating Affordable Neighbourhoods Fund (CANF) and a
sponsorship from the Labour Market Development Agreements Program.
$300,000 in implementation funding has been set aside to be used to implement
the goals of the Action Plan. In addition, Action #13 will establish a one-time
Saint John Affordable Housing Fund of $800,000, which may be replenished
should contributions become available from provincial or federal levels of
government.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
- 6 -
As noted in the draft Plan, there was considerable input from the Action Team
and a wide array of stakeholders.
In addition, staff were engaged throughout the development of the Plan,
including Growth and Community Services, Transit, Communications, the One
Stop Development Shop, and the General Counsel Office.
ATTACHMENTS
Attachment 1 Final Draft Affordable Housing Action Plan
Attachment 2 Final Affordable Housing Action Plan Implementation Table
(Redlined Changes from Draft July Report to September Final Report)
Attachment 3 SHS Consulting / Re:Fact Consulting Presentation to Growth
Committee
Attachment 4 Written Feedback received on the Draft Plan during August-
September, 2022
Acknowledgements
WewishtothankthemanystakeholdersandcommunitymembersinSaintJohnwhotookthetimetoparticipate
andsharetheirperspectivesonhousingthroughinterviews,focusgroupsortownhallsessionsduringthestudy
process.Wealsowishtoexpressourappreciationforthoseinthebroadercommunitywhotooktheopportunity
tosharetheirviews,whetherthroughquestionnaires,surveysorviatheprojectwebsite.Thethoughtful
contributionsofallparticipantswasinvaluableininformingtheActionPlan.
WealsowishtothankCitystaffandtheActionTeamfortheircontributionsthroughoutthestudyprocess.The
information,insightsandadvicetheyprovidedwasinstrumentalinengagingthecommunity,betterunderstanding
thedynamicsofthelocalhousingmarketandshapingthecontentoftheActionPlan.
ActionTeammembers:
SethAsimakos,Kaleidoscope
DominicAube,CanadaMortgageandHousingCorporation
JeffCyr,EnvisionSaintJohn
RandallHatfield,HumanDevelopmentCouncil
KitHickey,HousingAlternativesInc.
JenniferKirchner,CityofSaintJohn
JodyKliffer,SaintJohnLandBank
MarkhIĻğƩƓͲCityofSaintJohn
PhilOuellette,CityofSaintJohn
AndrewReid,CityofSaintJohn
SaintJohnNonProfitHousingInc.
NarinderSingh,
KentStaal,GovernmentofNewBrunswick(NBHousing)
ConsultingTeammembers
EdwardStarr,PartnerSHSConsulting
KenFoulds,PrincipalΑRe/factConsulting
MattPipe,HousingPolicyAnalystSHSConsulting
ShannonHolness,PolicyandDesignResearcherΑSHSConsulting
TheCityofSaintJohn/Menaqueskissituatedinthetraditionalterritoryof
theWolastoqiyik/Maliseet.TheWolastoqiyik/Maliseetalongwiththeir
indigenousneighbours,theMi'Kmaq/Mi'kmawandPassamaquoddy/
PeskotomuhkatisignedPeaceandFriendshipTreatieswiththeBritish
Crowninthe1700sthatprotectedtheirrightstolandsandresources.
CityofSaintJohn
AffordableHousingActionPlan
Contents
1 AnAffordableHousingActionPlanforSaintJohn....................................................1
1.1WhatistheSaintJohnaffordablehousingactionplan?..............................................................1
1.2Howtheplanwasdeveloped........................................................................................................2
1.3TheRoleoftheActionTeam.........................................................................................................2
1.4Stakeholderengagementthroughouttheproject........................................................................3
1.5OrganizationofthisReport...........................................................................................................4
2 Assessinglocalhousingneeds...................................................................................5
2.1HousingDemand...........................................................................................................................5
2.2HousingSupply..............................................................................................................................6
2.3HousingAffordability....................................................................................................................8
2.4IdentifiedGapswithintheHousingContinuum............................................................................9
2.5EmergingIssues...........................................................................................................................12
3 TheHousingPolicyFramework................................................................................16
3.1Thinkingatasystemlevel...........................................................................................................16
3.2Traditionalrolesandresponsibilities..........................................................................................16
3.3ToolsforSupportingHousingLocally..........................................................................................18
3.4Anevolvingsystem.....................................................................................................................19
4 DevelopingtheActionPlan......................................................................................21
4.1Settingastrategicdirection........................................................................................................21
4.2Settinghousingtargets...............................................................................................................23
4.2.1Definingaffordability..........................................................................................................23
4.2.2Housingtargets...................................................................................................................23
4.3Takingaction...............................................................................................................................25
4.3.1 Theme1 Improvingsystemawareness&coordination...................................................25
4.3.2 Theme2Α Supportingandinvestinginnonmarkethousingsolutions.............................26
4.3.3 Theme3 Preservingandimprovingexistinghousingstock..............................................27
4.3.4 Theme4 Expandingthesupplyandrangeofaffordablehousingoptions.......................28
4.3.5 Theme5 Cultivatingamoreresponsivehousingsystem.................................................29
4.3.6 Theme6 Leveragingpartnershipsandresources.............................................................31
CityofSaintJohn
AffordableHousingActionPlan
5 ImplementationofthePlan.....................................................................................32
Appendix1ΑGlossary...................................................................................................................33
Appendix2ΑConsultingwithstakeholderagencies....................................................................35
Appendix3ΑHousingImplementationStrategy..........................................................................36
CityofSaintJohn
AffordableHousingActionPlan
1AnAffordableHousingActionPlanforSaintJohn
1.1WhatistheSaintJohnaffordablehousingactionplan?
TheSaintJohnAffordableHousingActionPlanisacomprehensiveandtargetedfiveyearplandesigned
tofosterbetterhousingoutcomesforthecommunity.Itprovidesacoordinatedapproachtoguide
meaningfulcommunityactionovertheshort,mediumandlongerterminresponsetopriorityhousing
issues.
HousingisanurgentandpressingmatterinSaintJohn.Shiftinglocaltrendsandanumberofunderlying
factorshavecreatedconditionsthatarenowhavingsubstantiveimpactsonthecommunity,most
especiallyforvulnerableresidents.Someofthemostrelevanttrendsinclude:
Recentgrowthandchangingdemographics
Escalatingrentalcostsandhouseprices
Diminishedhousingaccessandaffordability
Emergingchallenges,gapsandbarrierswithinthehousingmarket
Collectively,thesefactorspointtotroublingsignsthathousingisnotkeepingpacewiththeneedsofthe
communityandleftunchecked,willcontinuetonegativelyimpactonbothresidentsandthecommunity
asawhole.Whilethereareanumberoflocalstakeholderspursuingmeaningfulsolutionstothese
problems,thereremainsubstantivegapsyettobeaddressedinthelocalhousingsystem.Havingamore
coordinatedandconcertedefforttoaddressthesehousingneedscanhelpmovethecommunity
forward.TheCityofSaintJohnhascommissionedthedevelopmentofafiveyearAffordableHousing
ActionPlantoserveidentifiedneeds,bettercoordinateresponsesandmarshalthenecessaryresources
toaddresspropertyissues.
OneofthefundamentalgoalsoftheHousingActionPlanistohelpenableallhouseholdsinSaint
Johntofindsafe,secureandadequatehousingwithin30%oftheirbeforetaxhouseholdincome.
Thisisawidelyacceptedbenchmarkinmeasuringhousingaffordabilityandisusedasthe
principaldefinitionofaffordabilityinthisPlan.
TheActionPlanisintendedtobeanimportantpartofthelocalpolicylandscape.Inthisregard,it:
Supportsarightsbasedapproachtohousingthatisconsistentwiththeobjectivesofthe
NationalHousingStrategy
Recognizeshousingasafundamentalcornerstoneofahealthycommunityandessentialto
supportingvibrant,completeandinclusiveneighbourhoods
Isevidencebasedandreflectsneedsidentifiedinthecommunity,acknowledgingthatsome
residentsfacegreaterhousingbarriersthanothers
Addressestherangeofneedsforcurrentandfutureresidentsacrossthehousingcontinuum,
focusingprimarilyonthoseareasthatfallwithinthetypicalscopeoflocalresponsibility
Seekscommunitysolutionsthroughcollectiveactionbybuildingonpartnershipsandresources
inthecommunity
CityofSaintJohn
AffordableHousingActionPlan
1.2Howtheplanwasdeveloped
TheflowchartbelowhighlightstheprocessthroughwhichtheActionPlanwasdeveloped.Asshown,
thePlanwasdevelopedintwoparts:
PartOne involvedadetailed HousingNeedsAssessment.Thisworkinvolvedawiderangeofresearch
andconsultationactivities,including:
analysisofavailabledataondemand,supplyandaffordability
anassessmentofmarketandeconomicdevelopmentfactors
areviewoftherolesofvariouslevelsofgovernmentinregulating,fundingandprovidingother
formsofsupportforvarioustypesofresidentialdevelopment
anassessmentofthecapacityofthehousingsector,includingpublic,privateandnonprofit
communitybasedhousingproviders
aneighbourhoodmappingexercisetoidentifyareasexperiencingparticularchallengeswith
housingaffordabilityandrelatedissues
PartTwo involvedformulationofthe AffordableHousingActionPlan itself.Thisworkalsoinvolveda
widerangeofresearchandconsultationactivities,including:
stakeholderengagementthroughnumerousfocusgroupsessionsandkeyinformantinterviews
designingandadministeringapublicsurveyseekinginputonpotentialsolutionstoidentified
housingissuesandconcerns
thecreationofadetailedactionplanwithextensiveinputfromtheActionTeamandkeylocal
stakeholders
thepreparationofanimplementationplanthroughwhichtheActionPlancanbeputinplace.
Θ5ĻƒğƓķͲsupplyandaffordabilityanalyses
ΘağƩƉĻƷ&economicdevelopmentfactors
ΘDƚǝĻƩƓƒĻƓƷroles&housingsectorcapacity
Part1Housing
NeedsAssessment
ΘbĻźŭŷĬƚǒƩŷƚƚķmapping
Θ{ƷğƉĻŷƚƌķĻƩengagement&publicsurvey
Θ5ĻǝĻƌƚƦresponsivepolicyframework
Θ/ƩĻğƷĻdetailedactionplan
Part2Affordable
HousingActionPlan
Θ5ĻŅźƓĻimplementationstrategy
1.3TheRoleoftheActionTeam
Throughouttheprocess,theworkwasguidedbytheSaintJohnHousingActionTeam.TheActionTeam
includedadiverserangeoflocalstakeholderswithexperienceinavarietyofhousingrelatedareas.In
additiontoCitystaffandrepresentativesfromCMHCandtheProvinceofNewBrunswick,theteam
includedrepresentativesofcommunityhousingproviders,localserviceagenciesandorganizations
CityofSaintJohn
AffordableHousingActionPlan
involvedindevelopment(seetheinsidecoverofthePlanforafulllistofTeammembers).Theirrolewas
to:
Review,providefeedbackandmakerecommendationsregardingthestudyprocess,preliminary
findingsandstakeholderengagementduringthestudy
ProvideguidanceandadvicetoCitystaffandtheconsultingteamregardingdevelopmentand
contentofthePlan
ProvideinsightsandadviceregardingrequiredactionsandimplementationofthePlan
Theseindividualsdevotedagreatdealoftimeandenergythroughouttheprocess,bothindividuallyand
inseveralgroupsessions,inordertoprovidekeeninsights,adviceandfeedback.
1.4Stakeholderengagementthroughouttheproject
AmajorthemeoftheActionPlanisstakeholderengagement.Onlybylisteningtothecommunityof
stakeholderswereweabletodevelopafullunderstandingofrecentchangesinthelocalhousing
market,impactsonthoseinneedandpotentialchangesinpoliciesandprogramsatalllevelsof
government.Awiderangeofengagementactivitieswerecarriedoutthroughoutthestudyprocess
usingmultiplemeansandmethods.Thishighlyengagingcampaignyieldedasignificantlevelof
participation,summarizedasfollows:
CityofSaintJohn
AffordableHousingActionPlan
Aconcertedeffortwasmadetoconnectwithawidecrosssectionofstakeholders,boththoseinthe
housingsectorandthosewhoseinterestsintersectwithit.Stagedintwoparts,initialconsultations
focusedoninterviewswithkeyinformants,astaffworkshopandacrosssectoralfocusgrouptohelp
identifyissuesandvalidatetrends.Thesecondpartwascomprisedoffivethemedfocusgroups,
additionalworkshopsandkeyinformantinterviewstovalidateissues,underlyingcausesandpotential
solutions.Activitieswerealsodesignedtogatherinsightsfromvulnerablepopulationsandmembersof
thegeneralpublic,whetherthroughtownhallsessionsorviasurveys.Theseweredesignedtogather
viewsonhousingissues,prioritieschallengesandpreferredsolutions.Alistingofagenciesinvitedto
participateinthesesessionscanbefoundinAppendix2.
ThesesameagencieswereinvitedtoparticipateinstakeholdersessionsinAugustof2022toreviewand
commentonthedraftAffordableHousingActionPlan.Twoconsultationsessionswereheldvirtually
withacrosssectionofsome29organizations/individualsbeingrepresented.Membersofthepublic
werealsoinvitedtoprovidetheirfeedbackviatheSYCwebsiteorviatheprojectmailbox.Sixwritten
responsesweresubmittedasaresultofthisbroaderprocess.Basedonthefeedbackfromthese
sessionsandthewrittensubmissions,minorfinaladjustmentsweremadetothePlan.
1.5OrganizationofthisReport
ThisreporthighlightsthekeyfindingsofthestudyandpresentstherecommendedAffordableHousing
ActionPlanaswellastheimplementationstrategyforit.Thesectionsfollowingprovidethenecessary
contextsupportingthePlanandinclude:
AssessingLocalHousingNeedsΑprovideshighlightsoftheNeedsAssessmentreport,
stakeholderinsightsandemergingissues
TheHousingPolicyFrameworkΑprovidesimportantpolicycontextbywhichtosituatethePlan
DevelopingtheActionPlanΑsetsouttheframeworkforthePlanandthedetailedactions
ImplementationofthePlanΑsetsoutthestrategyformovingthePlanforward
AnumberofappendicesarealsoprovidedinsupportofthePlanincluding:
Appendix1ΑGlossary
Appendix2ΑConsultingwithstakeholderagencies
Appendix3ΑHousingImplementationStrategy
CityofSaintJohn
AffordableHousingActionPlan
2Assessinglocalhousingneeds
Asanintegralpartofthestudyprocess,aHousingNeedsAssessmentreportwasdeveloped.The
Assessmentreportprovidedasummaryoffindingsandobservationsbasedonadetailedreviewofdata,
reportsandancillaryinformation.Collectively,thisinformationhelpedtoprovideacomprehensive
pictureofhousingmarketconditionsinSaintJohnandprojectpotentialtrendsgoingforwardinthe
contextofahousingcontinuum.TheAssessmentexamineddataandperformedanalysisinthreekey
areas,namelyhousingdemand,housingsupplyandhousingaffordability.Followingaresectionsthat
providehighlightsfromthisanalysis.
AnalysisfortheHousingNeedsAssessmentreportutilizedthelatestavailabledatasources,including
timeseriesdatafromtheCensusofCanadaandCMHC.Datafromanumberofothersources,key
informantinterviewsandacrosssectoralfocusgroupwerealsousedtohelpvalidatetrendsandinform
findingsaspartofthiswork.TheprimaryfocusoftheanalysiswastheCityofSaintJohn,includingits
constituentneighbourhoods.However,giventheregionalnatureofhousingmarkets,considerationwas
giventoconditionsinthesurroundingareaimmediatebeyondtheCity(theCensusMetropolitanArea).
Whererelevant,comparisonswerealsodrawnwiththetwootherlargestmunicipalitiesinsouthern
NewBrunswick,namelyMonctonandFredericton.
Duetothetimeseriesnatureofthedata,someoftheCensusdatasetsaremorethan5yearsold.As
2021Censusdatareleasesrolloutthisyear,itwillbepossibletoprovideamorecurrentperspectiveson
socioeconomicandhousingdata.Accordingly,anupdatedversionoftheHousingNeedsAssessment
reportisanticipatedearlyin2023whichmayhaveaninfluenceontherecommendationsinthisPlan.
2.1HousingDemand
Todeterminedemandforhousing,trendsandprojectionswereexaminedfromtheperspectiveof
population,householdandincomecharacteristics.Thisanalysisshowedthatfrom2006to2016,theCity
ofSaintJohnexperiencedadeclineingrowth.However,recenttrendinghasshownareversalofthis
phenomenonwithamodestupturningrowthofroughly3.4%since2016,resultingina2021population
of69,825.Theoutflowofyoungeragecohortshasbeenevident,especiallythoseunder19yearsoldand
thoseinthe2044agecohort.However,inflowsduetointerprovincialandinternationalimmigration
havebuoyedthisgrowthresurgence,accountingformorethan3,800personsbetween2006and2016.
Likeothercommunities,seniorsareoccupyinganeverlargershareofthepopulation(19.1%in2016)
andthistrendisexpectedtocontinue.Despitetherecentupturningrowth,projectedpopulation
remainsslightlybelowforecastlevelsbutmodestgrowthinSaintJohnisexpectedtocontinueforthe
foreseeablefuture.
Therewere31,825householdsinSaintJohnin2021,whichfollowsacontinuedpatternofgrowthsince
2006.WhiletraditionalhouseholdstructuresarecommonintheCity,thereisatendencytowards
smallerhouseholds(averageof2.2personsperhouseholdin2016)andanincreaseinnonfamily
householdstructures,especiallyonepersonhouseholds,whichgrewby12.8%from2006to2016.
Thesetrendshaveledtoagrowthinhouseholdsthatisfasterthangrowthinpopulation(5.3%versus
3.4%since2016).WhileownersrepresentsthemajorityofhouseholdsinSaintJohn(55%),thereisa
substantialshareofrenters(45%)andgrowthhasbeenfourtimesfasterforrenterhouseholdsversus
CityofSaintJohn
AffordableHousingActionPlan
ownersinrecentyears(2011to2016).Theincreaseinseniorsandtendencytowardssmaller
householdsmayinpartexplainthistrend.
Despiterecentgrowth,averagehouseholdincomesinSaintJohn($65,851in2016)arestilllowerthan
thoseofMonctonorFredericton.Thereisalsoclearpolarizationinthedistributionofhousehold
incomeswithgrowthinhigherincomedecilesandlittleimprovementforthoseinlowerincomedeciles.
Intermsoftenure,thisincomedisparityisincreasinglyevidentbetweenmoreaffluentownerswhere
32.4%hadannualhouseholdincomesover$100,000in2016versuslessaffluentrenterswhere40.0%
hadannualhouseholdincomesunder$20,000(seeFigure1).Economicindicatorssuggestthatrecent
gradualdeclinesinunemploymentandincreasedwagegrowthmayhelptosustainincomegrowthgoing
forwardbutthereareelementsofuncertaintyinthepostpandemicrecoveryperiod.
Figure1ΑIncomeDistributionbyTenure
2.2HousingSupply
Trendsandprojectionsassociatedwithhousingsupplywereexaminedfromtheperspectiveofhousing
stockaswellastraditionalmarketandnonmarketcomponents.Thisanalysisshowedthatthe
residentialhousingstockintheCity,comprisedofmorethan33,900privatedwellings(2021)isgeared
mainlytosingledetachedhomes(41.5%)andlowriseapartmentforms(40.2%).Thesupplyofmid
densityhousingformssuchassemidetachedorrowhousingisquitemodestandaccountsforlessthan
10%ofallstock.As/ğƓğķğƭoldestincorporatedcity,thereisalsoasubstantialcomponentofolder
housingstockinSaintJohnthattendstorequiremoremajorrepairsascomparedwithnewerstock.As
of2016,almost40%ofallstockwasbuiltpriorto1960and2,700unitsweredeemedtobeinneedof
majorrepair.Basedonrecentdemolitionandbuildingpermitdata,thereisevidencethat
CityofSaintJohn
AffordableHousingActionPlan
redevelopmentofthisolderstockisresultinginnetgainstosupply,primarilyinmultiresidentialforms
(almost800newunitsfrom2019to2021).
Productiontrendsfornewhousinghavetendedtofollowexistingformsandtenureoverthelast10
yearswithconstructiongearedmainlytosingledetachedhomesandapartmentforms.Therehasbeena
morenotablerecentupturninrentalapartmentdevelopment,althoughtheseunitstendtobeatthe
higherendoftherentalscale.Housingstartsalsocontinuetooutpacecompletions,signallinga
tendencytowardsagrowthmarket.
Thereisanestablishedprimaryrentalsupplyofover9,200unitsservingthecommunity,morethanhalf
ofwhicharetwobedroomapartmentunits.Decliningvacancyrateswhicharenowbelow3%andpent
updemandforrentalhousinghasresultedintheexpansionofthesecondaryrentalmarketthrough
nontraditionalforms(i.e.singledetachedandsemidetachedhomes).Itisestimatedthatbetween
3,000and5,000unitsmayexistinthissecondarymarket,supplementingtheneedsofrentersinthe
City.Averagerentincreasesofalmost30%overthelast10yearshavebeenseenandareoutpacing
inflation.Risingrentshavecreatedclearaffordabilityconcernsforrenters,especiallyinthelastyear
whererentsincreasedby7%onaverage.
Ownedhomesaccountforabout16,775dwellingsintheCity,morethan70%ofwhicharesingle
detachedhouses(2016).Whiletherehasbeenmodestrecentproductionofnewhomes,salesvolumes
intheresalemarkethaveseenagradualincreaseinactivityandthenumberofnewlistingshas
remainedfairlyconsistent.However,thenumberofactivelistingsandavailableinventoryhavedeclined
sharplywhich,whencoupledwithsustaineddemand,signalsatightermarket.Asaresult,homeprices
haveseendramaticincreasessince2019,averaging30%fornewhomesand38%intheresalemarket.
Historicallylowinterestrateshavehelpedtospuractivityintheownermarketbutrecentchangesin
BankofCanadaratepoliciesmayservetodampenthiseffectgoingforward.Bycomparingincreasesin
rentalratesandhousecostsoverthelast15yearsversuschangesinhouseholdincome,itisevidentthat
householdbuyingpowerhasbeeneroding(seeFigure2).
Figure2Changesinincomeversuschangesinhousingcosts,SaintJohn2011to2021
CityofSaintJohn
AffordableHousingActionPlan
ThereisalsoanestablishedinventoryofnonmarkethousingwithintheCitythathelpstoprovide
affordableaccommodationtolowandmoderateincomehouseholds.Itisestimatedthatmorethan
1,500unitsofrentgearedtoincomestockareoperatedlocallybynonprofit,coopandpublichousing
providers.Thereareabout1,200householdsonwaitingliststoaccesstheseunits,themajorityofwhich
arenonseniorsingles(45%)andfamilies(35%),withthebalancebeingseniors(20%).Despitethese
substantialwaitinglistsandaclearneedformoreaffordablehousing,therehavebeenonlymodest
additionstothisinventory.Amodestsupplyofemergencyshelterbeds,transitionalaccommodation
andsupportivehousingarealsoavailablelocallytoaddressthoseexperiencinghomelessnessorwith
specialhousingneeds.Anumberofspecialcareandnursinghomefacilitiesarealsoavailableforseniors
intheCity.
2.3HousingAffordability
Asafinalareaofanalysis,trendsassociatedwithhousingaffordabilitywereexaminedfromthe
perspectiveofboththerentalandownershipsegmentsofthemarket.Thisanalysisshowedthatfrom
anaffordabilitypointofview,itisclearthatanumberofhouseholdsinSaintJohnareexperiencing
challenges.Householdsthatspend30%ormoreoftheirbeforetaxincomeonaccommodationare
deemedtohaveanaffordabilityproblem.Bythismetric,almostonequarterofhouseholdsintheCityin
2016(7,245households)fellintothiscategorywithaffordabilitybeingmoreacuteforrenters(36.4%or
4,889renterhouseholds)ascomparedtoowners(14.4%or2,416ownerhouseholds).
Despitethecurrentsupplyofhousingandtherecentadditionstoit,householdsarefacingcontinuing
problemsbasedonupwardcostsinthemarket.Thiscanbeillustratedbymappingcurrentincomeand
affordabilityestimatesagainsttypicalhousingoptionswithintodayshousingmarketasshowninFigure
3.Inthisdiagram,2021householdincomesforeachpercentileareshownacrossthehousing
continuum.Correspondingaffordablerentsandaffordablehousepricesarealsoprovidedatthese
1
incomethresholdstohelpillustrateaffordability.Thetoppartofthefiguremapsoutwheretypical
rentalandownershiphousingoptionsinƷƚķğǤƭmarketaresituatedbasedontheircurrentcosts.By
comparingmarketoptionsversushouseholdaffordability,itisapparentthatgapsexist.
Rentalhouseholdswhichtraditionallyhavelowerincomes,arefacingrentalincreaseswhichare
outpacinginflationandatratesthatarehigherthanaverageinnewerrentalhousingdevelopments.
Incomedistributionestimatesfor2021suggeststhatrenterswithhouseholdincomesof$35,000or
th
more(aroundthe30incomepercentile)maybeabletoaccessaveragerentsinthemarket(seeFigure
3).Forhouseholdsatthisthreshold,amaximummonthlyrentof$875wouldbeaffordable.Bycontrast,
unitsinthemarketarerentingforbetween$800and$1,300+foraone,twoorthree+bedroomunit.
Thealmostonethirdofrenterswhohavehouseholdincomesof$25,000orlessin2021canafforda
maximumrentof$625permonthandasaresult,haveseriouschallengesaccessingthetraditional
rentalmarket.
1
Forallhouseholds,affordabilityisassumedtobewhereahouseholdpaysnomorethan30%oftheirbeforetax
incomeonshelter.Inthecaseofrenters,thiswouldmeanthatrentalcostscannotexceedthisthreshold.For
owners,housingcosts(principal,interestandtaxes)cannotexceedthisthreshold.Inthecaseofowners,additional
assumptionsaremadefordownpayment,term,interestrateandamortizationperiod.Usinghouseholdincomes
andtheseassumptions,itispossibletocalculatecorrespondingmaximumaffordablerentsandownershipprices
foreachincomepercentile.
CityofSaintJohn
AffordableHousingActionPlan
Figure3Affordabilityalongthehousingcontinuum
Despitehistoricallylowinterestratesandpastaffordablehouseprices,lowerrecentinventoriesand
sustaineddemandhaveresultedinrapidpriceescalationsintheownershipmarket.Asaresult,only
th
householdsinthehighestincomebrackets(abovethe70incomepercentile,makingmorethan
$87,000)canaffordaveragenewhomepricesin2021(seeFigure3).Basedontheaveragepriceof
$350,000foranewhouse,householdswouldrequireanannualincomeofover$100,000forthehouse
tobeconsideredaffordable.Intheresalemarket,averagepricesarelowerat$220,000andwould
requireahouseholdincomeof$55,000tobeaffordablebutonlyabouthalfofallhouseholdscould
accesstheseoptions.Asaresult,someprospectiveownerswillstayintherentalmarkettomeettheir
housingneeds,creatingadditionalcompetitionforthosewithlowerandmoderateincomehouseholds
whocanonlyaffordrentalaccommodation.
2.4IdentifiedGapswithintheHousingContinuum
Byevaluatingcurrentandanticipatedsupplytrendsagainstprojecteddemand,itispossibletoidentify
gapareasalongthelocalhousingcontinuum(Figure4).Resolvingthesegapsobligesdifferentresources,
partnershipsandinterventionstosuccessfullyaddresstheunderlyingcauses.AsaresultsoftheNeeds
Assessmentwork,fourgapareashavebeenidentified.
CityofSaintJohn
AffordableHousingActionPlan
Figure4Gapsinthelocalhousingcontinuum
Supportive/specialneedshousing
Thoseindividualswithsupportive/specialhousingneedstypicallywillrequiresomeformofsupportora
modifiedlivingenvironmentinordertoliveindependently.Asaresultofthisrequirement,they
normallywillalsohavelowerincomesandexperienceaffordabilityissues.Theywilltypicallyhave
householdincomesbelow$35,000andinmanycasesmuchlower,placingthematthelowerendofthe
housingcontinuumwheretheywouldrequirerentalaccommodationsofnotmorethan$875/month.
Giventheverylimitedmarketoptionsatthisincomelevel,theprovincialgovernmentandlocalservice
deliveryagencieshaveasignificantroleinworkingtoaddresstheseneeds,whetherthroughservices,
assistance,accommodationorsomecombinationthereof.
Amixofsupportive/specialneedshousingisavailableintheSaintJohnareawhichservesavarietyof
clienteleandtheircorrespondingneeds,includingthosewhoarehomelessoratriskofbecoming
homeless.However,thissupplyislimitedandthereareconcernsthatinsufficienthousingisavailable
thatisgearedtothosewithaccessibilityrequirements.Expansionofexistingnonmarkethousing
throughnewsupplyinitiativeshasbeenquitemodestandasaconsequence,demandremainsunmet.
Providinghousingthatismoreappropriatetothosewithsupportive/specialneedsandlinkingwith
necessarysupportsisapriorityandmustbepursuedwithgovernmentandlocalservicedelivery
agencies.
Housingtoaddresstheneedsofmostvulnerablehouseholds
Thoseatthelowestendofthecontinuumexperienceconsiderablehardshipduetolowincomesand
limitedhousingchoices.Thisincludesroughlyonethirdofallrenterhouseholds,thosewhohave
householdincomeslessthan$25,000andcanaffordmaximumrentsof$625/monthandanother10%
ofrenterhouseholdswithincomesofupto$35,000whocouldaffordamaximumrentof$875/month.
Veryfewoptionsexistintherentalmarketatthispriceandthereisahighrelianceonnonmarket
housingtoaccommodatetheseneeds.Whiletherearehousingassistanceoptionsprovidedprimarily
throughgovernmentΑwhetherintermsofincomesupportsoraffordablehousingΑthesenonmarket
optionsarelimited,arereliantonseniorgovernmentfundingandcomewithrequiredeligibilitycriteria.
Whilealocalportfolioofhousingoptionsexistandprovidesarangeofunits,typesandsizes,
considerablewaitinglistsfortheseunitsalsoexist.Resourcestomaintainexistingstockandsupport
newsupplyhaveexpandedinrecentyearsbutarefiniteandtherehavebeenonlymodestadditionsto
thisstockdespitesustaineddemand.Recentprogramshavealsotargetedhouseholdsthatcanafford
CityofSaintJohn
AffordableHousingActionPlan
belowmarketrentsratherthanthelowerincomehouseholdsthatrelyonrentgearedtoincome
optionstoaddresstheirneeds.Giventhelackofoptionsavailabletothisconstituency,thereisaneed
foradditionalseniorgovernmentresourcestoaddressthisgap.
Affordablerentalhousing
thth
Forthosehouseholdsthatfallwithinthemidmarketincomerange(30to60incomepercentile),the
escalationinrentsandlimitedsupplyofrentalmarketoptionshavecreatedsignificantchallenges.This
hasbeenevenmoreprevalentforthealmostonethirdofrentersalreadyinthemarketwhotendto
havelowerhouseholdincomesthoseinthe$35,000to$45,000range.Householdsinthisincome
rangecouldaffordrentsinthe$875to$1,125rangeandtherearemarketoptionsaccessibleatthisrent
threshold,althoughpricesfornewmarketunitstendtobehigherthaninexistingstock.
However,thecurrentinventoryofstockintheprimaryrentalmarketisheavilyweightedtotwo
bedroomunitsdespitethefactthatdemandexistsbothforsmalleronebedroomunitsandlargerfamily
units.Theprojectedgrowthinseniors,onepersonandimmigranthouseholdswillonlyserveto
heightenthisdemand.Whileunitsinthesecondaryrentalmarketmayprovideadditionaloptionsfor
largerhouseholds,theytendtobeathighercostsanddonothavethesamesecurityoftenureas
purposebuiltrentalaccommodation.
Figure5ConcentrationofaffordabilityissuesinSaintJohn
Whereunitsaremoreagedandhavelowerrents,theymaybeindisrepairorinadequatetomeet
householdneeds.Revitalizingsuitablerentalsupplyandexpandingnewstockbytypeandaffordability
wouldhelpthosehouseholdsstrugglingtofindmidmarketoptions.Whilethisfallssubstantiallywithin
CityofSaintJohn
AffordableHousingActionPlan
thedomainoftheprivatesector,utilizinggovernmentprograms,incentivesandpoliciesmayassistin
enhancingtheaffordabilityofnewunitsthatarebroughtonline.
Forthosehouseholdsinlowerincomeranges,thereisatendencytospendmoreoftheirincomeon
sheltercosts,whetherintermsofrentorhomeownership.Whilethisismoreacuteforrenter
householdsduetotheirloweraverageincomes,thereisalsoalocationaldimensiontothis.Asshownin
Figure5,thosehouseholdsspendingmoreonsheltercoststendtobeconcentratedprimarilyinthe
innercityneighbourhoods.Thesesameneighbourhoodstendtohaveahighproportionofrentalstock.
Affordableownershiphousing
th
Typically,theneedsofthosehouseholdswithincomesinthehigherendofthemarket(abovethe60
incomepercentile)wouldbemetentirelybytheprivatesector.However,recentpricespikesinSaint
Johnhaveindicatedchallengesforaccessingnewhousingoptionswherehouseholdincomesarebelow
$100,000.Inthecaseofresalehomes,thereismoreflexibilitywithaccesstomarketoptionsaslowas
th
the50incomepercentile(orabout$70,000)buttheseoptionsarelimited.Providingaccesstothe
ownershipmarketforthoseatmoremoderateincomedecileswouldhelptoeasepressuresinthe
overallmarket.
Wherehouseholdscannotaccesstheownershipmarket,theymaychoosetooverstayintherental
market,causingdownstreamdemandforunitsbettersuitedtolowerincomerentalhouseholds.The
prospectofhigherinterestratesandsupplychainissuesmayonlyaddtothesepressures.Thelackof
lowerpricemiddensityoptionsalsocontributestoaffordabilityissuesinthisincomerange.Aswith
affordablemarketrentalunits,theprivatemarkethasaprimaryroleinaddressingneeds.However,
strategicuseofgovernmentprograms,incentivesandpoliciescouldassistinenhancingtheaffordability
ofnewownershipunits.
2.5EmergingIssues
ThefindingsfromtheHousingNeedsAssessmentreportprovideclearinsightsintothetrendsandgaps
inthelocalhousingmarket.Tovalidatethesefindings,betterunderstandrootcausesandgather
perspectivesonpotentialhousingsolutions,acomprehensivestakeholderconsultationcampaignwas
undertakenduringthestudyprocess.Throughinterviews,focusgroups,workshopsandtownhall
sessions,over100individualsandagenciesprovidedinvaluableinsightsonlocalhousingconditions,
concernsandpriorities.
Fromtheseengagements,anumberofpriorityissuesemergedwhichareconsistentwiththefindingsof
theNeedsAssessmentanalysis:
Affordabilitycontinuestobeanimpedimentformanyhouseholds ΑAsnotedinthegapanalysis,
affordabilityisseenasanissueacrossthehousingcontinuumformanyhouseholdsintheCity.
Historically,therehasbeenasizableconstituencyoflowandmoderateincomehouseholdswho
haveaffordabilityproblemsbuttheseneedshaveintensifiedbasedonincreasedpolarizationin
incomes,recentandrapidhousingcostincreases,andsluggishaffordablesupplyresponses.Renters
inthemidmarketarealsoexperiencingdiminishedaffordabilitywithrisingrentalcostsand
decliningvacancyrates.Therehasalsobeenamorenoticeabledeclineinownershipaffordability
CityofSaintJohn
AffordableHousingActionPlan
versushistoricaltrendsduetorapidlyrisinghousecostsandmarketpressures.Consequently,the
issueofhousingaffordabilityistopofmindformanyhouseholds.
Thereisalimitedmixofhousingoptionsinsomeareas ΑOverall,thereisagenerallackofmid
densityoptionswhichtendtoprovidemoreaffordabilityversuslowerdensityforms.Rentaland
especiallynonmarkethousinghavetendedtobemoreconcentratedinpocketswithinthecentral
areaoftheCity,creatingasenseamongresidentsoflowerincomeenclaves.Thisconcentrationof
housingtypesinsomeneighbourhoodsanddeficienciesinotherformswasidentifiedby
stakeholderswhofeltabroaderrangeofhousingoptionsshouldbeavailableacrosstheCity.
Limitationsaroundphysicalaccessibilitywerealsocitedasanimpedimenttovulnerablehouseholds.
Continueddemandforaccesstononmarkethousing Sustainedwaitlistsandlowturnoverin
communityhousinghavecreatedsubstantivewaittimesforthoseseekingaccess.Stakeholdersalso
notedthatthereisasubstantialconstituencyoflowincomehouseholdsthatrelyondeeply
affordablehousinglikethatofferedbycommunityhousingproviders,andthisdemandisunlikelyto
diminish.Therearealsolimitedaffordableoptionsforexistingtenantstomoveontowhich
compoundsthisissue.Inadditiontocreatingmorecommunityhousing,stakeholdersalsoidentified
theneedformoretransitional/supportivehousingtoservethosewithspecialhousingneeds.
Sustainedpressuresintherentalmarket ΑStakeholdersregularlycitedtherisingpricesand
tighteningoftherentalmarketasamajorconcern.Thisiscompoundedbythelackofrentcontrols
andtenantprotections,especiallyinthecaseofͷƩĻƓƚǝźĭƷźƚƓƭwhereleasesareterminatedonthe
premiseofbuildingimprovementsbutwhereapartmentsarererentedatsubstantiallyhigherrates.
Theconsolidationofownershipandmanagementinrentalpropertieswasalsocitedbystakeholders
asacontributingfactorwhichhasmadeitmoredifficulttoaccessrentalhousing.
Concernsaboutlossandqualityofexistinghousingstock ΑThegreaterproportionofolderstockin
theCitymeansthatcertainstockmaynotbeinasgoodaconditionandcanbeatriskoffallinginto
disrepair.Thesamestockalsotendstobemoreaffordableforthissamereason.Stakeholders
indicatedaneedforgreaterenforcementofpropertystandardsandhavingsufficientauthorityto
dealwithdelinquentpropertyownersasawaytomaintainhousing.Atthesametime,thereisa
recognitionthatagingstockneedstoberevitalizedorimprovedtoensureitcancontinuetoprovide
adequate,safehousing.Balancingtheneedtorevitalizestockwhilemaintainingaffordabilityisa
recognizedchallenge.
ChallengesgeneratingaffordablenewsupplyΑ Expandingthesupplyofaffordablehousingwastop
ofmindformanystakeholders.Inadditiontohavingmoreresourcestoaccess,therewasa
recognitionthatcapacitytodelivernewsupplywithinthenonprofitsectorwaslimiteddespitethe
factthatmaturingmortgagescouldpresentrealopportunitiestoimproveorexpandsupplyusing
builtupequity.Stakeholdersnotedthataccessingandutilizingtheseresourcescanpresent
challengesfornonmarketproponentswhoneedthemandlackflexibilityforothers,primarilyinthe
privatesector.Taxationandassessmentpolicieswerealsocitedbyprivatesectorstakeholdersas
impedimentstocreatingnewsupply.
CityofSaintJohn
AffordableHousingActionPlan
UntappedopportunitiesandplanningpoliciesΑ Anarrayoftoolsandresourcesareavailablethat
canhelpsupportaffordablehousing,whetheratthefederal,provincialorlocallevel.WhiletheCity
isconsideredtohaveagenerallysupportiveapproachtohousing,thereareopportunitieswithinthe
regulatoryframeworktoprovidegreaterflexibilityinplanningpoliciesandprocesses.Stakeholders
alsopointedtothelimitedparticipationoftheprivatesectorandtheuntappedpotentialthismay
represent,especiallyinthecaseofsmallerandmidsizedfirms.Cultivatingamoreconducive
developmentenvironmentandsupportingthatwithtoolsandresourceswasseenasakeywayto
addressaffordabilityissues.
LackoflocalsystemcoordinationandcollaborationΑ Thereareanumberofgovernmentand
communityagenciesworkingtoaddresspriorityhousingissueswithinSaintJohn.However,a
consistentthemeamongstakeholderswasthedesiretohaveamorecoordinatedapproachto
addressinglocalissues.Byusingamorecoordinatedapproach,effortsandresourcescanbealigned
inamorefocusedway.Stakeholdersalsofeltthatgreatercollaborationamongorganizationscould
leadtocreativepartnerships,betterleverageresourcesandavoidmissedopportunities.
Theemergingissuesthatstakeholdersidentifiedprovidekeyinsightsintoareaswhereimprovements
withinthelocalhousingsystemcanhavemeaningfulimpacts.Asactiveparticipantsinthehousing
system,theseviewsareimportant.Togainabroaderperspectives,communityperceptionsonhousing
werealsosolicitedaspartofthestudyprocess.Throughtwoseparatesurveyingexercises,theviewsof
vulnerablehouseholdsandthegeneralpublicweregathered.Bothwereaskedabouttheircurrent
accommodations,housingissuesandtoppriorities.Resultsshowedthat:
Vulnerablehouseholdquestionnaire(128respondents)
Mostliketheircurrentproximitytoneededservices,transit,schools&parks
However,theyarealsoconcernedaboutbuildingconditionandtheirabilitytopay
rent/mortgagecosts
Abouthalfneededhelpwithhousinginthelastyearbutmorethan20%hadissues
accessingthathelp
Themainbarrierstohousingtheyidentifiedarealackofincome,longwaitlistsandlandlord
discrimination
Manyfeelthatthehousingsituationinthecommunitywouldimprovebybuildingmore
affordablerentalhousingandhavingbetteraccesstorentalhousingthatisaffordable
Communitysurveyonhousing(333respondents)
Themajorityofrespondentsliketheircurrentlocationbutabouthalfhaveaffordability
concerns
MostķƚƓƷfeelthereareenoughhousingoptionsinthecityandfeelthatmorerental
apartmentsareneeded
Themainhousingissuetheycitedinthecommunityistheincreaseinmarketrentsand
homeprices
Mosthaveverystrongsentimentsaboutthelackofhousingsupply,limitedmixofhousing
optionsandvaryingdistributionofhousingtypeswithinthecity
CityofSaintJohn
AffordableHousingActionPlan
Thetopprioritiestheyfeelthatneedtobeaddressedareimprovingrenteraffordabilityand
increasingthesupplyofaffordablehousing
ThesecommunityperceptionsareconsistentwiththeissuesidentifiedintheNeedsAssessmentreport
andtheviewsofferedbystakeholdersthroughthecomprehensiveengagementprocess.Thisindicates
thattherearecommonhousingconcernsabouthousingandaffordabilityinthecommunity.Italso
indicatesthereisahighdegreeofsupportfortakingactiontoaddresshousingissues,especiallyinthe
caseofaffordability.
CityofSaintJohn
AffordableHousingActionPlan
3TheHousingPolicyFramework
IndevelopingapracticalandrealisticActionPlan,itisimportanttounderstandthehousingpolicy
frameworkthatregulatesandshapeshousingactivity.Followingisabriefoutlineofthelocalhousing
systemandthepolicyframeworkinwhichitoperatesinSaintJohn.
3.1Thinkingatasystemlevel
Thelocalhousingsystemisessentiallyaninformalgroupingofinterconnectedintereststhatcollectively
providethevarioustypesofhousingthatacommunityneedsalongahousingcontinuum.Asshownin
thefollowingdiagram(Figure6),thereareconstituentpartsofthesystemthatinclude:
Thevariouslevelsofgovernmentinvolvedinsettingpolicy,regulatinghousing,funding
initiativesanddeliveringprograms(showninorange)
Housingproviders,themajorstakeholdersinvolvedindevelopingand/orowningandoperating
housing(showningreen)
Affiliatedagenciesandorganizationsthatprovidesupports,servicesorsomeformofassistance
tohousingprovidersordirectlytoindividualsinneed(showninblue)
Theseentitiesarelocatedinproximitytothehousingcontinuumatthebottomofthediagramtohelp
situatethehousingtypestheymostalignwith.Together,theseconstituentpartsmakeupaninformal
systemthatprovidesarangeofhousingfortheresidentsofSaintJohn.Eachhasanimportantroleto
playwithinthebroadersystemandassuch,arenecessarytohelpsupportachievementoftheAction
tƌğƓƭgoalsandobjectives.Theserolesarediscussedingreaterdetailinthefollowingsections.
Figure6Thelocalhousingsystem
3.2Traditionalrolesandresponsibilities
Belowweoutlinethetraditionalrolesandresponsibilitiesofthevariousstakeholderscomprisingthe
housingsysteminSaintJohn.
Seniorgovernments(federalandprovincial)determinepolicyandprovideresources.Theysetinplace:
Enablinglegislation
CityofSaintJohn
AffordableHousingActionPlan
Guidingplansandstrategies
Implementingpolicies
Supportingprogramsandinitiatives
Monitoringandinformingprocesses
Thelegislation,plansandpoliciesofthefederalandprovincialgovernmentsnotonlydirectactivityin
thehousingsector,butalsooftenresultinprogramsofferingvariousformsoffinancialsupportstohelp
meetawiderangeofhousingneeds.Inthecaseofhousingandsocialservices,thisfallssquarelywithin
thedomainoftheProvinceofNewBrunswickviaNBHousingandNBSocialDevelopment.
TheCityofSaintJohn,asamunicipalentity,isnotlegislativelyresponsibleforhousingorsocialservices.
Thatsaid,itdoeshaveresponsibilityforlocallanduseplanning,developmentapprovalsandproperty
standards,allofwhichhaveaninfluenceonthebuiltenvironment.Italsohasanarticulatedinterestin
theprovisionofheathy,vibrantandinclusivecommunitiesofwhichhousingisanimportant
cornerstone.Inthatregard,theCityplaysaroleindeliveringdevelopmentincentiveprograms,
supportingneighborhooddevelopmentagenciesandcreatinganenvironmentconducivetohousing
development.TheCityhasbeensuccessfulinassumingthesemorediscretionaryrolesandadvancing
effortswithintheconfinesofitsmandate.However,itisrecognizedthattheCitycanhaveagreater
impactonachievingtheĭƚƒƒǒƓźƷǤƭvisionforhousing,asarticulatedinthisplan.
Thewidercommunity alsoplaysanimportantrole,takingactioncollectivelyanddeliveringonarange
ofhousingrelatedinitiatives.Communityagenciesandentitiesdirectlyinvolvedinhousingare:
Providingandmaintaininghousing
Deliveringsupportprograms/services
Managingclientrelationships
Pursuinginnovations
Advocatingforimprovements
Thisincludesemergencyhousingoperators(e.g.Cloverdale,Outflow)aswellasspecialneedshousing
providers(e.g.SaintJohnCommunityLiving,JohnHowardSociety,\[!ƩĭŷĻͲSafeHaven,etc.).
CommunityhousingproviderssuchasSaintJohnNonProfitHousingCorporationandHousing
AlternativesInc.providenonmarketandmixedmarkethousingthroughoutthecommunityinaddition
toindigenousproviderslikeSkigenElnoogHousingCorp.Otherhousingorganizationshelptoserve
differenthousingneedsinthecommunitylikeHabitatforHumanitywhoarefocusedonfirsttimehome
ownershipandthemanyspecialcarefacilitiesforseniorswhichareprivatelyownedandoperated.
Anumberofagencieshelptoservethesupportneedsofresidentsinthecommunityatboththe
neighbourhoodlevel(neighbourhooddevelopers),ormorebroadlythroughsupportserviceproviders
(e.g.IndependencePlus,FundyWellnessNetwork,SalvationArmy,TeenResourceCentre,etc.)and
communityorganizations(e.g.YMCA,SeniorsResourcesCentre,Chroma,MulticulturalAssociation,
Acorn,etc.).Whilenotdirectlyinvolvedinthedeliveryofhousing,theservicestheyprovidecanhelp
individualsfindandkeeptheirhousing.
CityofSaintJohn
AffordableHousingActionPlan
Therearealsostakeholdersfromacrossthecommunitywhoareinvolvedwithinitiativesandactivities
thatintersectwithhousinginanumberofways,whetherinthecaseoflandbanking(SaintJohnLand
Bank),socialpurposerealestate(Kaleidoscope),socialplanningandpovertyreduction(Human
DevelopmentCouncil),academia(UNBSaintJohn),businessinterests(BCAPI)oreconomicdevelopment
(EnvisionSaintJohn).Therearealsosectororganizationswhorepresentstakeholderswhohavearoleto
playlocallywhetherinthecaseoftheLandlordsAssociation,RealEstateAssociation,Homebuilders
AssociationorConstructionAssociation.
Collectively,thesevariousentitiesandorganizationsmakeupaninformallocalhousingsystemthat
servestheneedsofthecommunity.Thechallengeistobringthesediverseelementsofthehousing
systemtogetherinameaningfulwayinordertoeffectpositivechangethoughthisActionPlan.
3.3ToolsforSupportingHousingLocally
AwiderangeofoptionsareavailablewithinthehousingͷƷƚƚƌĬƚǣtoaddressidentifiedhousingissues
andconcerns.Astheprimaryprovidersofthesetools,governmentstakeholdershaveanimportantrole
usingtheleverstheycontroltofosteramoreresponsivehousingsystem.Thesetoolsinclude:
Regulations/approvals:Federalandprovincialgovernmentssetlegislationandpolicywhich
regulateandinfluencethehousingmarket.Atthelocallevel,theCityofSaintJohnpossesses
authoritiestoregulateandapprovevarioustypesofdevelopmentandcanusetheseauthorities
tohelpdirectthetypeofhousingbeingprovidedtomeetidentifiedneeds
Housingforms/models:TheCitycanalsoregulatehousingformandpermit/encouragevarious
innovativehousingmodelstohelpexpandthesupplyofhousingneededtomeetidentified
needs.Programsandfundingofferedfederallyandprovinciallycanalsoassistinfostering
innovativeoptionsforaddressinghousingneeds.
Land/property:Alllevelsofgovernment,includingtheCity,havethecapabilityofmaking
availablesurpluspropertyatbelowmarketrateswhichcanprovidecriticalsupportforthe
deliveryofaffordablehousing.Publicsectorentitiesandlocalcommunityorganizationscanalso
beasourceofpropertytosupportaffordablehousing(e.g.schoolboards,faithbased
communities,SaintJohnLandBank,etc.).
Development/renovationassistance:Programsandfundingofferedfederallyandprovincially
provideanumberofoptionsforsupportingnewhousingsupplyandtherenovationofexisting
stock.TheCityalsohastheauthoritytofundandadministerprogramsofferingassistancefor
thedevelopmentofdesiredformsofhousing,theconversionofnonresidentialstructuresto
residentialuseandtherenovationofsubstandardformsofhousingtobringthemuptouseable
condition.Thisassistancecantakemanyformsincludinggrants,feewaiversandtaxrelief.These
programscanoftenbepiggybackedwithfederalandprovincialprogramstostrengthenthe
levelofavailableassistance.
Financial/incomesupportforhouseholds:Bymandate,federalandprovincialgovernmentsplay
aprominentroleindeliveringfinancialassistancetohouseholds,whetherdirectlyorthrough
housingtargetedinitiatives(e.g.rentsupplements,housingallowances).TheCityhastheability
tooffersupplementaryassistanceforhousinginitiativeslikethesewhicharegearedtohelping
householdsmostinneed.
CityofSaintJohn
AffordableHousingActionPlan
Otherinitiatives:Avarietyofotherservicesandsupportscanbeprovidedtohelpfosterbetter
housingoutcomeslocally.Whilethefederalandprovincialgovernmentplayaroleinfunding
andsupportinghousinginnovations,theCityalsohastheauthoritytopursueinitiativesthatcan
helpaddressidentifiedhousingneeds.Thiscanincludebuildingpublicawarenessonkey
housingissues,providingresourceinformation,assistingincoordinatingthehousingsystemand
fosteringcommunitypartnerships.Whilenotmandated,thesefunctionscanplayanimportant
roleandactasacatalystincultivatingmeaningfullocalhousingsolutions.
Thevarietyoftoolsand
resourcesinthehousingͷƷƚƚƌĬƚǣprovidearangeofoptionsforaddressing
communityhousingneeds.Andwhiletheyarelargelydrivenbygovernment,thereisanequally
importantroleforcommunitytools,resourcesandcapacitythatexist.InSaintJohn,manyofthetools
identifiedarebeingusedorarebeing
contemplated.Byworkinginacollaborativeandcoordinatedway,
thelocalhousingsystemhastheabilitytoharnessitscollectivestrengthandmeetthehousing
challengesitfaces.
3.4Anevolvingsystem
DuringtheЊВВЉƭͲshiftingprioritiessawthegradualwithdrawaloftheFederalgovernmentfrom
housingprogramadministrationanddelegationofcertainhousingresponsibilitiestoprovincialand
territorialgovernments.Inthelast5years,theFederalgovernmenthasreversedthisdirectionand
firmlyreestablisheditsrolewiththeadoptionoftheNationalHousingStrategywhichincludes
generationalinvestmentsinaffordablehousing.Certainoftheseinitiativesareprovidedinconcertoron
acostsharedbasiswiththeProvinceofNewBrunswick.Likewise,theProvincehasalsoredefinedits
roleinhousinginrecentyearsthroughitsownstrategy,theNewBrunswickActionPlan,settingout
programsandinitiativesitwillpursue.
WhiletheCityisnotmandatedtoprovideaffordablehousing,thereisaclearrecognitionofthe
importancethathousingplaysasafoundationalpartofanyhealthycommunity.Usingprogressive
policies,developmentpracticesandincentiveprograms,theCityhasstrivedtocreateamoresupportive
housingenvironmentwithinthelocallandscape.LikemostotherCanadiancities,SaintJohnhasseen
rapidincreasesinrentsandhousepricesthathavewellexceededincomegrowthandcreated
affordabilityissuesforlocalresidents.Therehasalsobeenashiftinthewaymunicipalitieshave
respondedacrossthecountryastheygrapplewithoptionstohandletheworseninghousingsituation.
Thelowerincomeprofile,loweraveragegrowthrateandolderhousingstockhavemadethissituation
morechallengingforSaintJohn.Inlightofthesechallengesanddespiteeffortstodate,evidenceisclear
thatmoreneedstobedone.
Thereisacomplementoflocalpartnerswhohaveplayedasignificantroleinhousingandhomelessness
effortstodate.Theseagenciesandorganizationshavebeeninstrumentalinseekingwaystoaddress
evolvingissuesusingavailabletoolsandresources.Theyhavealsoprovidedanessentialresourcetothe
communitybyhelpingtoadvancehousinginterests.Unfortunately,coordinationandalignmentof
effortsamongpartners,theCityandfundingentitiesliketheFederalandProvincialgovernmenthasnot
beeneffective.Anddespitethenumberoftoolsandresourcesavailableorinuse,therehasbeen
limitedprogressinexpandingaffordablehousingsupply.ThisActionPlansignalsaclearopportunityto
CityofSaintJohn
AffordableHousingActionPlan
rectifytheseissues,settingoutleadershiproles,identifyingnecessarytasks/prioritiesandhelpingto
aligncommunityefforts.
CityofSaintJohn
AffordableHousingActionPlan
4DevelopingtheActionPlan
TheAffordableHousingActionPlanhasbeendevelopedinresponsetoidentifiedhousinggapsand
emergingissueswhichrequirepromptaction.WhilethePlanhasregardfortheestablishedlocalpolicy
frameworkthatexistsinSaintJohn,itsetsoutpurposefulnewstepstoaddresstheseissuesacrossthe
housingcontinuum.Italsoengagesstakeholderswithinthelocalhousingsystem,buildingonpastroles
andresponsibilitiestoforgeamorecoordinatedandcohesiveresponsetoemergingchallenges.
Likeanyactionplan,thereisascopethathasguideddevelopmentofthePlanandinevitablelimitsto
whatthePlanwilldo.ThisPlan:
Hasanemphasisonthoseareasacrossthehousingcontinuumthatfallwithinthemunicipal
purviewandthereforeislessfocusedonhomelessnessormarkethousingsolutions
Acknowledgeslargerstructuralissuessuchasincomesupport,socialassistanceandlabour
marketpoliciesthathaveaninfluenceonhousingbutarebeyondthescopeofthisPlan
Recognizestheinherentbalanceneededtofosteraffordablehousingsolutionswhileatthe
sametimemaintainingacompetitivecommunitypositionwithregardtodevelopment,
constructionandinvestment
ThisPlanisdirectedbyavisionandprincipleswhichoverarchsixmainthemeareasandiscomprisedof
some39recommendedactions.Theseactionsareintendedtohelpfosterbeneficialhousingoutcomes
acrossthecontinuumoverthenext5years,whetherintermsofinitialcoordination,midtermactions
ormoresystemicreformsthatarestagedoverthelongerterm.
4.1Settingastrategicdirection
TohelpguidetheActionPlan,aformalvisionandguidingprincipleshavebeendeveloped.Thevisionfor
theActionPlanflowsfromtheProjectCharterwhichstatesthat:
ͻ{ğźƓƷJohnisavibrant,inclusive,andthrivingcommunitywithadiverserange
ofsafeandaffordableŷƚǒƭźƓŭͼ
UnderpinningthisvisionarekeyprinciplesthattheActionPlanhasregardfor,namely:
Supportingarightsbasedapproachtohousing
Recognizinghousingasafundamentalcornerstoneofahealthycommunity
Addressingtherangeofneedsforcurrentandfutureresidents
Sustainingandimprovingthequalityofexistinghousingstock
Supportingvibrant,completeandinclusiveneighbourhoods
Efficientlyusingland,resourcesandinfrastructure
Promotingpublicinvestmentforpublicbenefit
Advancingcommunitysolutionstocommunitychallenges
Manyoftheseprinciplesareconsistwiththe/źƷǤƭMunicipalPlan(PlanSJ)andtheaspirationsthatthe
communityhasarticulatedthroughoutthestudyprocess.
TosupportthevisionfortheActionPlan,sixprimaryobjectiveshavebeenidentifiedwhichaddresskey
areaswithinthehousingsystemwhereactioniswarranted.Improvinghousingoutcomesineachof
CityofSaintJohn
AffordableHousingActionPlan
theseareaswillhelptofosteramorerobustlocalhousingsystemthatisresponsivetotheneedsofthe
community.TheobjectivesoftheActionPlanareto:
1.Improvesystemawareness&coordination ΑThereareanumberof
elementsinthelocalhousingsystemwhicharealreadyestablishedand
othersthatneedtobecreated.Coordinatingeffortswithinthesystem,
puttingthePlanintoactionandactivelymonitoringoutcomesiscritical.
Broadeningawarenessofhousingissueswithinthecommunityisalso
essentialtoforgingbetterhousingoutcomes.
2.Supportandinvestinnonmarkethousingsolutions ΑTheportionofthe
housingmarketthatservesthosewithlowandmoderateincomesis
integraltomeetingtheneedsofvulnerablehouseholdswhohavefew
otheroptions.Supportingtheeffortsofcommunitystakeholderswho
providethishousingandinvestinginsolutionsthatpreserveandexpand
thesupplyofnonmarkethousingisimperativeforthesehouseholds.
3.Preserveandimproveexistinghousingstock ΑSaintJohnhasamixed
stockofhousingwhichhasgrownovertheyearsinresponsetodemand.
Muchoftheolderstockprovidesaffordablehousingbutrequiresrepairsor
revitalizationtocontinuemeetingtheneedsofresidents.Preservingthis
stockanditsaffordabilityareanimportantandcosteffectivewayto
continuemeetinghousingneedsinthecommunity.
4.Expandthesupplyandrangeofaffordablehousingoptions ΑWhile
existingstockplaysanimportantroleinmeetingneeds,theadditionof
newstockcanservetomeetchangingneeds,gapsanddeficienciesinthe
market.Usingtargetedtoolsandincentivescanhelptoaddressthesegaps
andgenerateawiderarrayofhousingchoicesthatareaffordablefor
residentsinthecity.
5.Cultivateamoreresponsivehousingsystem ΑThelocalhousingsystemis
aninterconnectednetworkofentities,agenciesandintereststhat
collectivelyprovidehousingforthecommunity.Thissystemisregulated
throughpolicyandlegislationwhichareintendedtoguidelanduseand
development.Creatingamoreresponsivesystemhelpsensurethat
emergingprioritiesareaddressedovertimeandthataconducive
environmentiscreatedwherestakeholdersarebetterenabledtomeet
localhousingneeds.
6.Leveragepartnershipsandresources ΑThereareanarrayofstakeholders
thatmakeupthelocalhousingsystem,eachwithresources,skillsand
expertiserelatedtohousingacrossthecontinuum.Fosteringgreater
collaborationwithandamongthesestakeholdersprovidesanopportunity
toharnessthispotentialandbetterleverageavailableresources.Building
onthesestrengthsinacoordinatedwaywillhelptogeneratemore
effectivehousingoutcomesforthelocalsystemasawhole.
CityofSaintJohn
AffordableHousingActionPlan
4.2Settinghousingtargets
ToadvancethehousingobjectivesofthePlanitisessentialtohaveatangiblemeansofmeasuring
impactandprogress.Inthatregard,formaldefinitionsofaffordabilityhavebeenestablishedinthisPlan
asabenchmarkfordeterminingwhathousingisdeemedaffordablebytenure.Likewise,housingtargets
aimedatmeetingtherangeofidentifiedhousingneedsintheCityhavealsobeensettohelpguide
futuredevelopmentinfulfillmentofthevisionandobjectivesofthisPlan.
4.2.1Definingaffordability
Asaprincipaldefinition,thisPlanhasadoptedthewidelyacceptedbenchmarkthathousingis
consideredaffordablewhereahouseholdspendsnomorethan30%ofitsbeforetaxincomeonshelter.
Whilethisprovidesageneralbarometerforaffordability,amoreoperationaldefinitionisrequiredto
guidethetargetsandactionsofthisPlanintermsoftenure.Havingexaminedandanalyzedthelocal
housingmarket,incomedistributionandtheneedsofthecommunity,definitionsthatareincomebased
havebeenestablished.
ForthepurposesofthisPlan:
(a)RentalhousinginSaintJohnshallbedefinedasaffordablewhereahouseholdspendsnomore
th
than30%ofitsbeforetaxincomeonshelterandtherentalcostisnogreaterthanthe30
incomepercentileforthecommunity.
(b)OwnershiphousinginSaintJohnshallbedefinedasaffordablewhereahouseholdspendsno
morethan30%ofitsbeforetaxincomeonshelterandtheownershipcostisnogreaterthanthe
th
60incomepercentileforthecommunity.
AsillustratedinFigure3andusingcurrentincomeandcostparametersinSaintJohn,thiswould
translatetoamaximumrentalaffordabilitythresholdof$910permonthrentorlessbasedonan
incomeof$36,570.Intermsofownershiphousingthiswouldtranslatetoamaximumownership
affordabilitythresholdof$252,790housepriceorlessbasedonahouseholdincomeof$71,100.Soin
ordertobeconsideredaffordable,housingwouldneedtobepricedatorbelowtheappropriate
thresholdsdefinedabove.Asincomeandcostparameterschangeovertime,thesemaximumthresholds
willalsochangesoaregularprocessforupdatingfigureswillberequiredforimplementationpurposes.
4.2.2Housingtargets
TohelpadvancethehousingobjectivesofthisPlan,aseriesofhousingtargetshavebeenestablished
basedonhousingtype,tenureandaffordability(seeFigure7).Thesetargetswereestablishedwith
regardforhousingactivityoverthelast15years,projectedgrowthandthespecificgoalsofthisPlan.
CityofSaintJohn
AffordableHousingActionPlan
Figure7Housingtargets
CategoryTypeTarget(%ofNew)
LowDensity35.0%
DwellingTypeMediumDensity15.0%
HighDensity50.0%
OwnerHousehold45.0%
HouseholdTenure
RenterHousehold55.0%
AffordabilityAffordableUnits30.0%
Puttingthesetargetsintocontexthelpstoillustratetheirpotentialimpact.Basedonhistoricaltrends,it
isexpectedthatthedevelopmentofalmost900newunitscouldbeseenoverthenext5yearsthrough
eitherdevelopment,infillorintensification.IfPlantargetswereachieved,thiswouldseetheadditionof
about265affordableunits(rental+ownership)oranaverageof53unitsperyear.Abouttwothirdsof
thenewunitswouldbetargetedtobemidorhigherdensity(130and440unitsrespectively)andjust
overhalfwouldberentalintenure(justunder500units).Giventhattargetsaresetonaproportional
basis,whereactualdevelopmentactivityishigherorlower,thesefigureswouldshiftaccordingly.Itis
alsoimportanttonotethatifunitsaddedoverthenextfiveyearswereontarget,theywouldonlyhave
amodestimpactontheexistingsupply,shiftingthemakeupoftheoverallstockbynomorethan1%in
termsofformandtenurecategories.Thatsaid,affordabilitytargetswouldhaveademonstrableimpact
onincreasinghousingoptions.
Thetargetsareintendedtobeaspirationalandwillobligeeffortsamongstakeholderswithinthesystem
inordertoachievethem.Theexpectationisthatnewhousingunits,whethercreatedthrough
development,infillorintensification,willbeevaluatedagainstthesetargetsandmonitoredannuallyas
partofthisPlan.Likewise,bothrentalandownershipunitswouldbeassessedagainsttheirrespective
targetthresholdstodetermineaffordability.TheactionswithinthisPlanareintendedtosupport
achievementofthesetargetsbyprovidingregulatoryflexibility,allocatingresourcesandleveraging
partnershipsamongstakeholderswithinthesystem.
Astargetsareimplemented,itisusefultokeepinmindthat:
TargetsprovidebenchmarksbywhichtomeasureactivityandoutcomesΑtheyarenot
mandatednorobligedbutareintendedtohelpencouragetheadditionofhousingstockthat
meetscommunityneeds
Asthresholds,affordabilitytargetsprovidemaximumhousingpricesformeasurementpurposes
butarangeofaffordabilityisrequiredbelowthesethresholdstoadequatelyaddresshousing
needs
Whilemeasuredandmonitoredfromyeartoyear,targetsarebestassessedbasedonactivity
forthefullperiodofthePlan(i.e.fiveyears)
Targetsshouldbereevaluatedonaregularbasis(i.e.everyfiveyears)toensuretheycontinue
toreflectexpectationsbasedonPlanobjectivesandmarketconditions
CityofSaintJohn
AffordableHousingActionPlan
4.3Takingaction
Withineachofthesixthemeareas,anumberofactionshavebeenrecommendedwhichsupportthe
planobjectives,haveregardforemergingissuesandspeaktochallengesorbarriersidentified
throughoutthestudyprocess.Asacommunityplan,theserecommendedactionswillrequiretheefforts
ofthecommunityasawhole,includingtheCity,localstakeholdersandotherlevelsofgovernment.
4.3.1Theme1Improvingsystemawareness&coordination
InSaintJohn,thereareawiderangeofstakeholdersinthepublic,nonprofitandprivatesectorthat
haveavestedinterestinthehousingsystem.However,theseentitiesdonotalwaysworkina
coordinatedoralignedway,evenwheretheymayhavecommongoals.Andwhilehousinghas
traditionallyfallenwithinprovincialjurisdiction,thereareclearmunicipalinterestsinhousingasa
fundamentalcornerstoneofanyhealthycommunity.
ThesuccessfulimplementationofanAffordableHousingActionPlanwillrequirecoordination,
collaborationandongoingmonitoringtoensureitsgoalsaremet.TheCitycanplayacriticalrolein
helpingtocoordinatetheplanandbeingaresourcebutasacommunitybasedplan,thereisa
fundamentalroleforcommunitystakeholdersindeliveringtheplan.Buildingawarenessandsupport
amongthebroaderpublicwouldalsohelptosupportplanimplementation.
Takingaction:
1.Establishaqualified,experiencedplancoordinationfunction(HousingFacilitator)attheCityof
SaintJohntohelpfacilitateActionPlanimplementationwiththecommunityandtofoster
affordablehousingawarenessandcollaborationsamongstakeholdersinfurtheranceofthe
ActionPlan
2.CreateamultistakeholderHousingAdvisoryCommitteetohelpformalizeandguideActionPlan
implementationefforts,comprisedofacrosssectionofcommunitystakeholders,including:
a)Membersofkeygovernmentdepartmentsandregionalagencies(alllevelsofgovernment)
b)Keycommunityhousingpartners,nonprofitagenciesandrepresentativesfromacademia
c)Privateandbusinesssectorrepresentatives
d)Communitymemberswithlivedexperience
3.ReviewandrevisetheAffordableHousingActionPlanasnecessarytoreflectfindingsofthe
pendingupdatetotheHousingNeedsAssessmentreport.
4.Developamonitoringframeworkfortrackingkeyhousingindicatorsandmeasuringimpactsof
theActionPlaninareasof:
a)Nonmarkethousingactivity(e.g.unitadditions/losses,turnoverrates,waitlist,etc.)
b)Rentalmarketactivity(e.g.unitadditions/losses,averagerents,vacancyrates,etc.)
c)Ownershipmarketactivity(e.g.unitadditions/losses,averageprices,salesactivity,etc.)
d)Housingincomeandaffordabilitytrends(e.g.avg.householdincomebytenure,social
assistancecaseloads,affordablerentandhousepricethresholds,etc.)
e)AchievementofPlantargets
CityofSaintJohn
AffordableHousingActionPlan
5.PublicallyreporteachyearonActionPlanprogressaswellasrelevantfactorssuchasemerging
trends,bestpracticesandissueareasrequiringfurtherinvestigation
6.AspartoftheActionPlancoordinationfunctionattheCityofSaintJohn:
a)provideahousinginformationandreferralserviceto
promoteprograms,bestpracticesand
informationsharingamongstakeholdersandforthebroadercommunity
b)theCity,alongwiththeHousingAdvisoryCommittee,willinvestigatein2023potential
governanceenhancementsthatcouldacceleratetheoutcomesoftheAffordableHousing
ActionPlan
7.Undertakeapubliceducationcampaignthatbuildsawarenessofhousingissues,ActionPlan
activitiesandthetoolsavailabletostakeholderswithaparticularfocuson:
a)MarketingthePlantothecommunityandstakeholdersthoughvariousmediamethods
b)PositivelyaddressingcommunityhousingissuessuchasNIMBYattitudesanddiscriminatory
practices
c)Fosteringabetterunderstandingoftherealitiesofaffordablehousingdevelopmentandthe
toolsusedtofacilitateit
d)Broadeningprivatesectorengagementthougheducationoninnovativeapproaches,
affordabletools,resourcesandincentives
8.CompleteaformalreviewoftheActionPlanfiveyearsfromlaunch,linkingthisreviewwiththe
resultsofupcomingMunicipalPlanandZoningreviewexercises.
4.3.2Theme2ΑSupportingandinvestinginnonmarkethousingsolutions
Withintheoverallhousingsystem,theprivatemarketplaysasignificantroleinaddressinghousing
needs.However,inthecaseoflowerincomeormorevulnerablehouseholds,thepublicandnonprofit
sectorsarealmostexclusivelyinvolvedinaddressingtheseneeds,whetherintermsofservicesor
accommodations.Thenonmarkethousingtheyprovideisvitaltotheresidentstheyhouse,especially
giventhesizablesegmentofthepopulationwithlowincomesinSaintJohn.
Providingsupportstothehomelessorthoseatriskisessentialtotheverymostvulnerable.Whilethisis
largelyaresponsibilityofprovincialandfederalgovernments,thereisalocalroleinhelpingtoadvocate
andfosterbetteroutcomesforthosemostinneed.Makingeffectiveuseofexistingnonmarketassets
andexpandingthehousingsupplyforthosemostinneedisalsoabeneficialwaytohelpaddressthe
persistentdemandthatexists.Thissegmentofthemarketishighlyreliantongovernmentinvestments
tosupporthousingsupply,whetherintermsofcommunityhousingorhousingforthosewithspecial
needs.Advocatingforadditionalinvestmentsishelpfulandimportant.However,therearealso
opportunitiesfortheCitytohaveamoremeaningfullocalimpactthroughdirectactionandinvestment.
Takingaction:
9.Supporttheeffortsofkeycommunitypartnerstoreducehomelessnessandprovidehousing
stabilizationsupportsasapreventativemeasureby:
a)Continuingtosupportandseekexpandedfundingopportunitiesforcommunity
developmentagencies,includingNeighbourhoodDeveloperorganizations
CityofSaintJohn
AffordableHousingActionPlan
b)Seekingadditionalprovincialandfederalgovernmentresourcestosupportprevention
measuresandprovidewraparoundsupports
c)PursuingdiversionstrategiesforthosewaitingtoaccesshousingviaNBHousinginorderto
expeditehousingsolutionsandreduceoverallwaittimes(e.g.housingstabilization
programs,incomesupports,alternativeplacements,etc.)
10.Workwithcommunityhousingproviders,NBHousing,communitypartnersandresidentsto
facilitatethetransitionoflongtimecommunityhousingresidentstomoresuitable
accommodationsthatbetteraddresstheirhouseholdneedsandaspirations
11.Advocateforaddedflexibilityinthedeliveryofexistingprovincialandfederalgovernment
housingprogramsandinitiativesinorderto:
a)Simplifyobligationsfornonmarkethousingproviders
b)Ensurethatprogramsaddressdeepaffordabilityneeds
c)Encouragemoreprivatesectorparticipationinnonmarketopportunities
d)Streamlineprogramapprovalsandcoordinatethesewithmunicipalgovernmenttoexpedite
affordablehousingdevelopment
12.Workwithcommunitypartnerstohelpaccessandusetheequitythathasaccumulatedwithin
theircommunityhousingstockby:
a)supportingrefinancingandredevelopmentopportunities
b)seekingincreasedprogramflexibilitiesandminimizedsecurityobligationsunderinitiatives
deliveredbyfederalandprovincialpartners
13.TheCityimmediatelyestablishaSaintJohnAffordableHousingFundtofundthedevelopment
ofnewaffordablehousingunitsandthattheFundis:
a)Targetedtononmarkethousingonaprioritybasis
b)Initiallyseededthroughan$800,000contributionandaugmentedviafutureprovincialand
federalfundingprograms(e.g.CMHCHousingAcceleratorFund)
14.TheCityexplorewithcommunitypartnerstheabilitytoestablishapooledinvestmentvehicle
thatwouldsupportaffordablenonmarkethousingprojectsusingacquiredfundsandprovide
investorswithcomparablemarketratesofreturn(e.g.,communityentities,privatesector
investors,Cityreserves,etc.)
15.Pursueadditionalprovincialandfederalgovernmentfundinginorderto:
a)Preserveandexpandthesupplyofcommunityhousingstock,especiallyforsmallerand
largerrentalunits(i.e.oneandthree+bedroomunits)
b)Facilitatethecoordinationoflocalaffordablehousingeffortsbetweengovernments
16.Workwithprovincialandfederalgovernmentpartners,andwithcommunityagenciestoexpand
thesupplyofspecialneedshousingthataddresseslocaldeficienciesforthosewhorequire
transitionalorsupportivehousing
4.3.3Theme3Preservingandimprovingexistinghousingstock
TheexistingsupplyofhousinginSaintJohnhasexpandedovermanydecadesandcontinuestoprovide
suitableaccommodationformostresidents.Whilegrowthandnewhousingproductionthatcomeswith
CityofSaintJohn
AffordableHousingActionPlan
itcanebbandflow,maintainingexistingstockisafirstandbestopportunitytohelpmeethousingneeds
overtime.Inthecaseofrentalstock,existinghousingistypicallymoreaffordableandcanbeproneto
disrepairinolderstockbutpreservationpresentsaviablealternativetoreplacement,eventhough
redevelopmentmaybeinevitableovertimeasthisstockages.
Findingthebalanceinpreservingstock,maintainingaffordabilityandsupportingrenewalcanpresenta
numberofchallenges.Bothencouragementandenforcementarenecessarytohelpfindthis
equilibrium.Targetedincentivesmayalsoberequiredtohelpsupportrenewalincertainsituations.By
preservingappropriatestock,amoreresilientsupplyofhousingcanbemaintainedtomeetneedsover
time.
Takingaction:
17.Promoteandexpandfundingforthe/źƷǤƭexistingUrbanDevelopmentIncentiveprogramto:
a)SupportrehabilitationofagedrentalstockacrosstheCity
b)Encourageadaptivereuseforresidentialpurposes
c)Helppropertyownersaccessprovincialandfederalprogramsaimedatresidentialandrental
rehabilitation
d)Leverageprovincialandfederalrehabilitation/repairinitiatives(e.g.RRAP)byadvocatingfor
additionalprogramfunding,streamlinedprogramdeliveryandflexibilityinstackingof
initiatives
18.Targettheuseofgrantsinlieuoftaxtohelpfacilitatetherenewalandretentionofappropriate
affordablehousinginestablishedneighbourhoodswherestockisatrisk
19.Provideadditionaleducationandprogressiveenforcementofminimumpropertystandardsto
helpmaintainstockwhilepreservingaffordability
20.Maintainongoingmonitoringunderthe/źƷǤƭDangerousandVacantBuildingprogramand
pursueremedialactionundertheprogramtosecureactiveuseofprioritybuildings/properties
21.SeekadditionalprovincialauthoritiestohelptheCityenforcepropertystandards,resolve
delinquentpropertytaxaccountsandacquireforfeitedbuildings/propertiesforaffordable
housinguseonanexpeditedbasis.
4.3.4Theme4Expandingthesupplyandrangeofaffordablehousingoptions
Whilepreservationofappropriatestockisbeneficial,renewalandnewdevelopmentareinevitably
requiredtomeethousingdemandsandgrowthneedsastheychangeovertime.Theprivatesectorhas
asubstantiveroleinaddressinghousingneedsinthecommunity.However,wheremoreaffordable
optionsarerequiredtoaddresstheneedsofmoderateincomehouseholds,policyorprogram
interventionsmayberequiredtosecurethisaffordability.
Municipalitieshaveanumberofleversathandtohelpsupportthedeliveryofaffordablehousing.
Whethermoreincentivebasedormoreregulatorybased,theseleverscanhelptofacilitate
developmentorprovidetargetedstimulusthatresultsinaffordablehousingoutcomes,whetherin
termsofrentalorownershiphousing.Whilegovernmentinvestmentsinnonmarkethousingarecritical,
CityofSaintJohn
AffordableHousingActionPlan
targetedinterventionselsewhereinthesystemcanhelptofurtherexpandthesupplyandrangeof
affordablehousingoptionsandinnovationsinthemiddlemarket.
Takingaction:
22.Expandthesupplyofpurposebuiltrentalstockthatisaffordablethroughexistingprovincialand
federalprograms(e.g.RCFI,NHCF,rentsupplements,etc.)by:
a)Seekingblockfundingcommitmentsandprogramflexibilitiestosupportnewdevelopment
b)Facilitatingthecoordinationofresourcesandeffortsamongprospectiveprogram
proponentsandcommunitystakeholders
c)Targetingtheproductionofsmallerandlargerrentalunits(i.e.one&three+bedroomunits)
23.Promotethedevelopmentofmiddensityhousingforms(e.g.multiplexes,rowhousing,stacked
townhouses)whichareinherentlymoreaffordableby:
a)Allowingmoreflexibledevelopmentstandardsthataresuitabletomiddensityforms
b)Usingdevelopmentdensityand/ordevelopmentfeeincentivesthatarelinkedtounitform
24.Securetheuseofsurplusandunderutilizedpropertiesonaprioritybasistohelpspuraffordable
housingdevelopmentby:
a)Developingamunicipallanddispositionpolicywithprovisionsforgivingpreferred/first
accesstoaffordablehousingprojects
b)Gettingpreferred/firstaccesstootherpublicsectorlands
c)Accessingandsecuringgrantsofprovincialproperties
throughtheFederalLandsInitiative
d)Accessingfederalproperty
e)Advancingsitepreparationandpredevelopmentactivitiestomakeproperties
developmentready
25.Targettheuseofintensificationincentivesandmunicipaldensitybonusingauthoritiesasa
meansofgeneratingaffordablehousingwithinareasappropriateforintensificationandinlarge
scaleresidentialdevelopments
26.Promotethedeliveryofinnovativeandaffordablehomeownershipoptionsbycommunity
partners(e.g.Habitat)thathelptobuildhouseholdequity
27.Encouragealternativehousingforms/modelsandsustainabilitypracticesthatsupport
affordabilitythroughtheuseofprovincialandfederalinnovationprograms(e.g.modular
housing,equitycoops,cohousing,homesharing,etc.)
4.3.5Theme5Cultivatingamoreresponsivehousingsystem
Thehousingmarketiscomprisedofmanyinterests,varyingfrompublictononprofitandprivate
entities.Governmentsplayasubstantiveroleinthemarket,bothintermsofpolicymakingand
regulation.Thisisespeciallytrueattheprovinciallevelwheretheyenactlegislationgoverninglanduse,
rentalprotectionsandtaxation,andatthemunicipallevelintermsofdevelopmentapprovals.Through
theseavenues,governmentshavethemeanstocreateaconduciveenvironmentthatsupportshousing
affordabilityandaccess.
CityofSaintJohn
AffordableHousingActionPlan
TheCityhasanestablishedlanduseplanninganddevelopmentapprovalsfunctionwhichisguidedbya
formalpolicyframework.Adjustmentstothisframeworkcouldfosteramorepermissive,housing
friendlydevelopmentenvironment.Likewise,taxationreformsandtenantprotectionsattheprovincial
levelwouldhelpcreateamorebeneficialpolicyregimethathelpstoregulatetherentalmarketand
removebarrierstocreateaffordablehousing.
Takingaction:
28.Strengthenhousingpoliciesinthe/źƷǤƭMunicipalPlanthroughtheupcomingreviewprocess
withparticularregardto:
a)Promotingahumanrightsbasedapproachtohousing
b)Integratinghousingaffordabilitydefinitions
c)Supportinghealthy,vibrantandcompletecommunities
d)Reinforcingpoliciesthatpromotegreaterhousingdiversitywithinallintensificationareas
e)Incorporatingaffordablehousingtargetswithregardtoformandtenure
f)Deliveringonmonitoringactivitiesinsupportoftheplan
29.EnsurethehousingpoliciesandobjectivesoftheMunicipalPlanarereflectedincurrentand
upcomingNeighbourhoodPlansinordertohelpsupportcomplete,inclusiveandaffordable
communitieswhilehavingregardforthecompositionofeachneighbourhood
30.ExpandprovisionswithinthecurrentCityzoningbylawtofostergreaterhousingflexibility,
encourageneighbourhoodmixandsupportaffordabilityby:
a)Revisitingdefinitionswithregardstoaffordability,specialneedsandsupportivehousingas
wellasrooming,boardingandlodginghomes
b)Reviewingprovisionstosupport/encourageappropriatedensityanddiversityofhousing
formsintheprimarydevelopmentarea
c)Allowingbroaderpermissionsforaccessorysuites/dwellingsinsuitablezones
d)Exploringtheuseofalternativeperformancestandards(e.g.setbacks,parkingstandards,
minimumdensityrequirements)
e)Eliminatingminimumfloorarearequirementsinfavourofbuildingcodestandards
f)EvaluatingtheuseofͷŭĻƓƷƌĻķĻƓƭźƷǤͲupzoningandinclusionaryzoningpracticesaspartof
thenextcomprehensivezoningbylawreview
31.Supportexpandedaccessibilityinthebuiltenvironmentbypromotingachievementofbetter
thanminimumaccessibilitystandardsfornewdevelopmentandencouragingretrofit
opportunities
32.Advocateforprovinciallylegislatedprotectionsregardingrentalhousingwhich:
a)Affordgreaterprotectionsfortenantsintermsofrentincreasesandevictions
b)Provideauthoritiestodissuadethepurchaseofrentalhousingpropertiesbynonresident
entitiesthatarenotowneroccupied(e.g.taxation)
33.Advocateforprovincialtaxandassessmentsystemreformsto:
a)Mitigatetheimpactofdifferentialtaxationonmultiunitresidentialdevelopment
CityofSaintJohn
AffordableHousingActionPlan
b)Addresstaxtreatmentandpartitionedassessmentsinmixedhousingbuildingsthatare
affordable
c)Dissuadedormant/unusedvacantpropertyinprimarydevelopmentareas
4.3.6Theme6Leveragingpartnershipsandresources
Asacomplexsystem,housingiscomprisedofmanyinterests,eachwiththeirownperspectives,
motivationsandresources.Whilethereareanumberofinterconnecteddependencies,stakeholders
withinthesystemdonotalwaysworkinconcertandcanactivelyworkatcrosspurposes,whether
intentionallyorotherwise.Giventhefiniteresourcesavailable,especiallywithinthenonprofitsector,
workingmorecollaborativelycanfacilitatebetteroutcomes.
InSaintJohn,thereareanumberofestablishedstakeholdersdedicatedtoaddressinghousingand
relatedsupportneeds.Therearealsootherentitiesandorganizationslessdirectlyinvolvedbutwhose
interestsintersectwithhousing.Thereareclearopportunitiestoaligncommoninterestsand
coordinateeffortsforthebenefitofthecommunity.Byleveragingrelationshipsliketheseandforging
partnerships,itispossibletobuildadditionalcommunitycapacityandgeneratemoreimpactful
solutionstothehousingchallengesthatexist.
Takingaction:
34.WorkingwithUNBSaintJohn,hostanannualHousingForumthatcoincideswithNational
HousingWeek,helpingtoexpandknowledge,innovationandsystemawarenessamong
communitystakeholders
35.Buildtechnicalcapacityanddevelopmentexpertisewithinthelocalcommunityhousingsector
throughamentoringinitiativetohelpexpandthesupplyofaffordablehousing
36.ActivelypursueopportunitiesforjointdevelopmentinitiativesbetweenHealthsectororSocial
Servicesectorpartnersandaffordablehousingproponents
37.Advancehousingaffordabilityandhelpleverageothercommunityresourcesthrough
collaborativecommunitybasedpartnershipsintheareasof:
a)Land/property(e.g.SaintJohnLandBank,Faithbasedcommunities)
b)Communityinvestment(e.g.Kaleidoscope)
c)Economicdevelopment(e.g.EnvisionSaintJohn)
d)Thebusinesscommunity(e.g.BCAPI,realestateassociation,etc.)
38.Expandprivatesectorengagementbyconveningadevelopmentroundtabletoexplore
affordabilityissues,expandawarenessofincentives/programsandpromoteopportunities
aroundaffordablehousing
39.CoordinateplanningandpolicyeffortswithjurisdictionsadjacenttoSaintJohnandthebroader
regioninordertosupportcommonhousingpolicyobjectivesandpotentialpartnerships
CityofSaintJohn
AffordableHousingActionPlan
5ImplementationofthePlan
TheActionPlanhasprovidedavision,principlesandobjectivesforaddressingidentifiedcommunity
housingneedsinSaintJohn.ThePlanhasalsosetoutacomprehensiverangeofspecificactionsoverthe
short,mediumandlongertermtoassistthecommunityinrealizingstatedhousingobjectives.Acritical
nextstepforthecommunityisimplementationofthePlan,takingdecisiveactiontomeetthegoalofan
enhancedandimprovedlocalhousingsystem.Movingtheplanforwardinaconscientiousand
coordinatedfashionisessentialtosupportingthatgoal.
Asacommunityplan,thereisasharedresponsibilityintakingthisnecessarynextstep.Itis
recommendedthataHousingAdvisoryCommittee,comprisedofkeylocalindividualsandagenciesfrom
acrossthehousingspectrum,leadthisprocess.TheCityhasanimportantroletoplayinsupporting,
coordinatingandfacilitatingtheworkoftheCommitteespecifically,andtheActionPlanmoregenerally.
ItalsohasaclearroleinadvancingcertainPlanactions.Atthesametime,therearekeycommunity
stakeholderswhoarebestpositionedtoadvanceorsupporttheactionsthathavebeenidentified.
ArecommendedimplementationstrategyhasbeendevelopedfortheActionPlanandisincludedas
Appendix3tothisreport.Providedintableformat,thestrategysetsoutanticipatedtiming,
responsibilitiesandassumedresourcesforeachaction.Thistableprovidesablueprintforadvancingthe
ActionPlanandformsthebasisonwhichtheHousingAdvisoryCommitteecanorganize,coordinateand
trackitswork.
Aswithanyplanninginitiative,successfulexecutionisreliantonanumberoffactors.Thekeysuccess
factorsforimplementingtheAffordableHousingActionPlanare:
Facilitatingmeaningfulactionthroughvisibleleadership
Workingcollaborativelywithacommonpurpose
Takingsharedaccountabilityforachievingplanoutcomes
Allocatingtheresourcesnecessarytosucceed
Buildingbroadcommunitysupportandawareness
Activelymonitoringandcommunicatingplanprogress
HavingregardforthesesuccessfactorswillassisttheHousingAdvisoryCommittee,theCityandthe
broadercommunityrealizethegoalssetoutintheAffordableHousingActionPlan.
CityofSaintJohn
AffordableHousingActionPlan
Appendix1ΑGlossary
Followingarealistoftermsusedinthisreportandtheirassociateddefinitions:
Affordablehousing Housingisconsideredaffordablewhereahouseholdspendsnomorethan30%of
itsbeforetaxincomeonshelter
Affordablerentalhousing ForthepurposesofthisPlan,rentalhousingisdefinedasaffordablewherea
householdspendsnomorethan30%ofitsbeforetaxincomeonshelterandtherentalcostisno
greaterthanthe30thincomepercentileforthecommunity
Affordableownershiphousing ForthepurposesofthisPlan,ownershiphousingisdefinedasaffordable
whereahouseholdspendsnomorethan30%ofitsbeforetaxincomeonshelterandtheownership
costisnogreaterthanthe60thincomepercentileforthecommunity
BuiltenvironmentΑ Thehumanmadeenvironmentwhichincludesbuildings,facilities,infrastructure
andtransportationdesignedtofacilitateandaccommodatehumanactivity.
Communityhousing ΑHousingthatwasdevelopedunderlegacyprovincialorfederalhousingprograms
andthatprovidesaccommodationsonarentgearedtoincomebasis(RGI).Thisformofhousingis
inherentlyaffordableandincludesPublicHousing,RentSupplementsandSocialHousing.
Completecommunities CommunitiesthatmeetƦĻƚƦƌĻƭneedsfordailylivingthroughoutanentire
lifetimebyprovidingconvenientaccesstoanappropriatemixofjobs,localservices,afullrangeof
housing,andcommunityinfrastructureincludingaffordablehousing,schools,recreationandopenspace
fortheirresidents.Convenientaccesstopublictransitandactivetransportationisalsoprovided
(definitionperPlanSJ).
Densitybonusing ΑAnallowancetoincreaseheightordensityprovisionsbeyondthosedefinedina
zoningbylaw,offeredinexchangeforapublicbenefitsuchashousingaffordability.
Equityleveraging ΑThepracticeofutilizingtheaccumulatedresidualvalueofapropertytosecure
accesstocapitalforpropertyimprovementsornewdevelopment.
HousingAllowance ΑAfixedlevelofmonthlyassistanceprovideddirectlytoeligiblehouseholdstohelp
defraytheirhousingcosts.
Inclusionaryzoning ΑAlandusepracticewhichobligestheinclusionofaffordablehousingwithina
developmentundertheprovisionssetoutinazoningbylaw.
Middensityhousing ΑHousingwhichismiddledensityinscaleandincludessemidetached,rowand
townhouseforms.
Nonmarkethousing ΑHousingthatprovidesaccommodationatbelowmarketlevelsthroughtheuseof
someformofassistance/inducement.Thiswouldincludecommunityhousingaswellashousing
developedundernewerprogramswhichobligerentsatlessthanaveragemarketlevelsforaperiodof
timeinexchangeforcapitalassistance.
RentSupplement Assistanceprovidedtoalandlordunderagreementwhichobligesthelandlordtorent
toeligiblehouseholds.Inexchangeforthisaccommodation,thelandlordreceivesthereducedtenant
rentplusasupplementintheformofthedifferencebetweenwhatthehouseholdcanaffordtopayand
thecontractedrentalamount.
CityofSaintJohn
AffordableHousingActionPlan
Rightsbasedapproachtohousing ΑAprincipledapproachtohousingthatrecognizesthefundamental
rightofindividualstoadequatehousingasabasichumanneed,asenshrinedbytheFederal
GovernmentundertheNationalHousingStrategyAct.
Specialneedshousing ΑHousingthatisgearedtohouseholdswithspecificneeds,whetherintheform
ofspecializedaccommodationorsupportservices.Thisincludessupportive,transitionalandlikeforms
ofhousing.
CityofSaintJohn
AffordableHousingActionPlan
Appendix2ΑConsultingwithstakeholderagencies
Thefollowingagenciesandorganizationwereinvitedtoparticipateinthevariousconsultationsessions
heldduringthedevelopmentofthePlan.Anumberofindividualsandothermembersofthepublicalso
participatedinthesesessions.
BusinessCommunityAntiPovertyLivingSJ
Initiative(BCAPI)
MulticulturalAssociationofSaintJohn
CanadaMortgageandHousingInc.
Corporation
NewBrunswickACORN
CanadianHomeBuildersAssociation
NewBrunswickAssociationfor
SaintJohn
CommunityLiving
CarletonCommunityCentre
NewBrunswickCoalitionforTenants
CatapultSocialEnterpriseRights
CentreforYouthCareNewBrunswickNonProfitAssociation
ChromaNB
ONEChangeInc.
CityofSaintJohnΑCommunityPlanningOutflowMen'sShelter
CityofSaintJohnGrowth/NewcomersP.U.L.S.E.Inc.
CityofSaintJohnMinimumStandardsPRUDEInc.
CityofSaintJohnTransitRoccaGroupofCompanies
ConstructionAssociationofNewSafeHarbourHouse
BrunswickSaintJohn
SaintJohnAbilityAdvisoryCommittee
CoverdaleCentreforWomenInc.
SaintJohnApartmentOwners
CrescentValleyResourceCentreAssociation
CrescentValleyTenantsAssociationSaintJohnAssociationforCommunity
Living
CrossroadsforWomenInc.
SaintJohnLandBank
EasternCircleSaintJohn
SaintJohnLearningExchange
EliasManagementGroup
SaintJohnNewcomersCentre
EnvisionSaintJohn
SaintJohnNonProfitHousingInc.
FirstStepsHousingProjectInc.
SaintJohnRealEstateBoard
FundyHarbourGroup
SaintJohnWomen'sEmpowerment
FundyWellnessNetwork
Network
GovernmentofNewBrunswickNB
SalvationArmy
Housing
SecondStageSafeHavenInc.
HabitatforHumanitySaintJohn
Seniors'ResourceCentre
HestiaHouseInc.
SkigenElnoogHousingCorporation
HirePotential
TeenResourceCentre
HistoricaDevelopments
TheLearningExchange
HousingAlternativesInc.
UniversityofNewBrunswick
HughesSurveys&ConsultantsInc.
UrbanCoalitionProject(NBAPC)
HumanDevelopmentCouncil
WaterlooVillageNeighbourhood
IndependencePlusInc.
Association
JohnHowardSociety
YMCANewcomerConnections
Kaleidoscope
\[!ƩĭŷĻSaintJohnInc.
CityofSaintJohn
AffordableHousingActionPlan
Appendix3ΑHousingImplementationStrategy
Plan
John
Saint
Action
Action
of
facilitator
City
Housing
John
Housing
Development
Support
(transitional)PlanningHousing
Saint
ΑΑ
Affordable
OriginalTeamCityConsultantCityHumanCouncilUNB
PlanningHousing
Lead
Planning
ΑΑ
CityCityCityfacilitatorHousingAdvisoryCommittee
20232023
2023
Timing
2022
FallSpringEarlySpring
Strategy
by
reflect
(all
rates,
and
the
vacancy
section
to
price
prices,
of
report.
income
formalize
cross
housing
rents,
(Housing
a
agencies
turnoverhouse
help
Plan
indicators
and
ofaverage
tonecessary
and
household
as
furtherance
Assessmentaverage
Action
function
Implementation
regional
in
affordable
rent
housing
avg.
Plan
agencies
and
comprised
Needs
of:
key
Committee
(e.g.
foster
Plan
coordination facilitate
profit
Actionadditions/losses,
Area
to
&
additions/losses,
areas
affordable
efforts,
coordination
helpnon
Housinginunit
stakeholderstrends
and
tracking
experience
Advisoryadditions/losses,
unit
to
Action
the
plan
for
Housing
departments
Plan
(e.g.
representatives
unit
livedto
(e.g.
Johnamong
caseloads,
partners,
including:
awareness
Housing
Theme/Action
(e.g.
with
Action
academia
community
targets
activity
sector
affordability
Saint
update
Housing
activity
Affordable
implementation
framework
of
the
the
experienced
government
and
Plan
from
housing
system
of
activity
the
assistance
etc.)
Cityof
Plan
key
housing
with
members
business
etc.)
collaborations
market
pending
stakeholder
stakeholders,
of
the
etc.)
government)
income
revise
social
and
at
and
qualified,
theimpacts
market
monitoring
Action
ofetc.)
activity,
a
multimarket
list,
Affordable a
of
community
and
Improving
a
Plan
guide
1
MemberslevelsKeyrepresentativesPrivateCommunityNonwaitRentalrates,OwnershipsalesHousingtenure,thresholds,Achievement
community
John
EstablishFacilitator)implementationawarenessActionCreateandofa)b)c)d)ReviewfindingsDevelopmeasuringa)b)c)d)e)
Theme 1.2.3.4.
Saint
Plan
John
Saint
Action
of
facilitatorfacilitatorfacilitator
City
Assn
Assn
Housing
SJ
AdvisoryAdvisory
NB
Development
Support
HousingcommunicationsHousingHousingPlanningCommunity
of
estate
ΑΑΑΑΑΑ
Affordable
HousingCommitteeHumanCouncilHousingCommitteeDƚǝƷCMHCCityRealConstructionEnvisionCityCityCityCityCitysupportCMHC
HousingHousing
Lead
ΑΑ
CityfacilitatorCityfacilitatorHousingAdvisoryCommitteeHousingAdvisoryCommitteeHousingAdvisoryCommittee
20232028
in
Spring
2023
Timing
AnnuallyInitiateSummerLaunchSpringSummerInitiate2023
in
a
and
the
factors
for
the
linking
for
review
with
variousattitudes
John:
programs,
housing
by:
Developer
housing
innovative
and
further
of
solutions
investigate
on
Saint
relevant
launch,
Zoning
NIMBY
though
of
as
will
accelerate
ashomelessness
promote
measure
and
affordable
from
City
to
opportunities
stakeholders
requiring
well
housing
of
such
to
awareness
could
as
education
Plan
the
stakeholders
reduce
Neighbourhood
years
it
incentives
at
areas
Plan
to
service
that
stakeholders
funding
issues
Committee,
builds
five
market
and
realities
though
preventative
among
issue
progressand
available
Area
a
Action
Municipal
that
the
Plan
or
facilitateincluding
function
non
referral
as
partners
of
housing
Plan
to
tools
in
Advisory
expanded
sharing
and
resources
Action
the
Housing
used
enhancements
seek
engagement
Actionpractices
communityupcoming
campaign
agencies,
supports
the
and
Housingtools,
of
on
Theme/Action
and
of
the
community
tools
coordination
investing
best
community
the
sector
to
practices
information
understanding
information
key
yearthe
Plan
and
Affordable
results
of
education
review
governance
activities
with
Plan
and
support
and
trends,
the
each
affordable
stabilization
the
on:
private
development
better
to
the
of
ActionPlan
addressing
housinga
public
along
community
efforts
a
formal
with
a
methods
thea
focus
report
potential
practices
the
discriminatory
Supporting housing
City,
emerging
of
Action
Α
as
2
review
MarketingmediaPositivelyandFosteringdevelopmentBroadeningapproaches,Continuingcommunityorganizations
providebestbroaderthe2023outcomes
part
PublicallysuchinvestigationAsUndertakeissues,particulara)b)c)d)Completethisexercises.Supportprovidea)
a)b)
5.6.7.8.Theme 9.
Plan
John
Saint
Action
of
facilitatorfacilitator
City
Housing
AlternativesAlternativesAlternativesAlternativesAdvisory
Support
IntergovernmentalPlanningFinanceHousingFinanceHousing
ΑΑΑΑΑΑ
Affordable HousingHousingHousingHousing
NPHC
NPHCNPHCNPHC
NBSJHousingNBSJHousingCityAffairsCMHCNBSJHousingCitySJHousingCMHCNBCityCityHousingCommitteeCityCityKaleidoscope
HousingPlanning
Lead
ΑΑ
HousingAdvisoryCommitteeHousingAdvisoryCommitteeCityfacilitatorCityHousingAdvisoryCommittee
2023
Spring
2022
2023
Timing
2022
InitiatesummerEarlyInitiate2023FallWinter2023
NB
fund
via
wait
has
federal
market
to
via
is:
to
pooled
partners
obligations
and
that
a
housing
alternative
their
opportunitiesFund
Housing
overallFund
housing
municipal
housing
supports
the
equity
augmented
security
resources
comparable
with
CMHC
address
partnersestablish
market
provincial
reduce
the
supports,Housingmarket
community
to:
that
and
access
to
community
needs
around
with
by:
(e.g.
andnon
to
use
these
non
and
basis
better
in
orderproviders
opportunities
development
time
existing
minimized
income
wrap
ability
and
stock
in
provincial
Housing,
government
of
thatunits
Affordable
waiting
longand
the
investors
NB
priority
Area
solutions
andprograms
contribution
ofaffordabilitya
housing
housing
access
affordable
coordinate
provide
John
federal
housing
on
those
delivery
housing
programs,
initiatives
participation
and
help
deep
provide
and
federalpartners
for
and
housingfunding
Saint
the
redevelopment
market
to
flexibilities
providers,and
$800,000
a
support
by
transitionand
in
affordable
sector
housing
an
and
non
Theme/Action accommodations
address
the
community
federal
affordable
approvals
forwould
measures
expedite
funds
stabilization
strategies
housing
provincialpartners
program
aspirations
community
establish
programs
to
and
private
market
delivered
new
their
flexibility
through
expedite
that
suitable
financing
of
and
to
etc.)facilitate
with
non
Fund)
programs
re
program
ordermore
housing
acquired
to
to
addedwithin
diversion
housing
in
obligations
more
prevention
additional
increased
seededvehicle
that
needs
community
community
provincial
initiatives
(e.g.
for
to
immediatelyexploreusing
with
with
residents
CityCity
SeekingsupportPursuingHousingtimesplacements,SimplifyEnsureEncourageStreamlinegovernmentsupportingseekingunderTargetedInitiallyfutureAccelerator
development
b)c)WorkandresidentshouseholdAdvocategovernmenta)b)c)d)a)b)Thethea)b)Theinvestmentprojects
Workaccumulated
10.11.12.13.14.
Plan
John
Saint
Action
of
facilitatorfacilitator
housing
City
Housing
Alternatives
Bank
needs
Support
FinanceHousingFinanceHousingPlanningPlanning
ΑΑΑΑΑΑ
Affordable HousingHousing
NPHC
Land
SJHousingCMHCNBSpecialprovidersCMHCNBCityCityCityCityCityCitySJ
HousingHousingPlanningPlanningMinimumMinimum
Lead
ΑΑΑΑΑΑ
CityfacilitatorCityfacilitatorCityCityCitystandardsCitystandards
2023
EarlyEarly
2022
Timing
Initiate2023Initiate2023Winter2023InitiateSummerInitiate2023/24Initiate2023/24
at
local
to:
units)
secure
(e.g.
and
Cityespeciallyaimed
to
between
community
order
Vacant
minimum
in
housing
addresses
with
affordability
stock,
of
neighbourhoods
bedroomand
efforts
Developmentrenewal
City
streamlined
initiatives
program
and
programs
that
investors,
stock
the
the
funding
the
Urban
three+
housing
housing
supportiveinitiatives
sector
preserving
funding,
federal
housing
acrossDangerous
andof
established
or
partners,
housing
under
enforcement
purposes
facilitate
in
and
existing
while
one
Area
private
stock
/źƷǤƭ
needs
government
help
program
community
action
affordable
(i.e.stacking
to
the
/źƷǤƭ
existing stock
of
housing
rehabilitation/repair
in
transitional
rental
residential
progressive
tax
local
provincial
special
government
the
federal
entities,units
ofof
of
under
for
for
remedial
supply
and
aged
additional
and
federal
maintain
Theme/Action requirelieu
of
access
rental
flexibility
rehabilitation
federal
the
for
affordable
improving
in
reuse
and
supply
help
pursue
who
and
funding
and
buildings/properties
community
and
the
to
larger
rental
to:monitoring
education
owners
provincial
and
expand
coordination
grants
risk
those
and
(e.g.,adaptiveand
of
at
theadvocating
expandprovincial
and
delivery
priority
going
is
rehabilitationappropriate
for
expand
provincial
use
by
of
of
program
etc.)on
andstandards
toproperty
program
returnadditional
Preserving
smaller
additional
the
stock
use
with
of
3
PreserveforFacilitategovernmentsSupportEncourageHelpresidentialLeverageRRAP)program
ratesreserves,Pursuea)b)WorkagenciesdeficienciesPromoteIncentivea)b)c)d)TargetretentionwhereProvidepropertyMaintainBuildingactive
15.16.Theme 17.18.19.20.
Plan
John
Saint
Action
of
facilitator
City
Housing
estateestate
SJSJ
Alternatives
Bank
Support
MinimumRealFinanceRealFinanceHousing
ΑΑΑΑΑΑ
Affordable HousingHousing
NPHC
Land
CitystandardsCitySJHousingEnvisionCMHCNBCityEnvisionCitySJCMHCNBCityCity
HousingPlanningHousingPlanning
Lead
ΑΑΑΑ
HousingAdvisoryCommitteeCityfacilitatorCityCityfacilitatorCity
Early202420232024
2023
review)
Timing
Municipal
EarlyInitiate2023InitiateInitiateInitiate(w/Plan
by:
to
are
&
mid
giving
options
support
to
that
basis
one
for
make
to
through
bonusing
forfeited
prospective
basis.
toareas
(i.e.
supplements,
affordable
multiplexes,
property
developments
suitable
priority
housing
Initiative
renta
density
units
among
acquire
(e.g.incentives
morewithin
lands
are
provisions
on
affordable
flexibilities
expedited
activities
enforce
fee
and
is
Lands
that
NHCF,
an
rental
with
forms
efforts
sector
City
residential
projects
housing
that
on
municipal
properties
affordable
and
RCFI,
inherently
the
program
larger
policy
of
properties
use
Federal
accounts
by:scale
and
public
housing
stock
Area
are
stakeholders
and
standards
(e.g.
help
and
development
the
housing
tax
development
to
large
provincialaffordable
range
other
pre
rental
housingresources
which
in
of
density
to
disposition
of
incentives
smaller
and
and/or
and
through
and
programs
built
property
underutilized
community
mid
of
development
ready
affordable
land
grants
ofaccess
development
Theme/Action
commitments
authorities
to
andgenerating
and
affordable
supply
density
of
federal
property
townhouses)
purpose
units)
forhousing
the
coordination
flexibleaccesspreparation
delinquentof
andsecuring
funding
production
formsurplus
municipal
intensification
provincialmeansintensification
a
the
of
development
siteof
andfederal
a
the
stacked
unit
developmentmore
proponents
for
block
preferred/first
forms
supply
as
bedroomuse
resolve
use
to
development
affordable
the
development
provincial
the
Expanding
the
the
additional
by:
spur
housing,
4
SeekingnewFacilitatingprogramTargetingthree+AllowingdensityUsinglinkedDevelopingpreferred/firstGettingAccessingAccessingAdvancingproperties
Seekstandards,buildings/propertiesExpandexistingetc.)a)b)c)Promoterowa)b)Securehelpa)b)c)d)e)Targetauthoritiesappropriate
21.Theme 22.23.24.25.
Plan
John
Saint
Action
of
facilitatorfacilitatorfacilitatorfacilitatorfacilitator
services
City
John
Housing
Saint
Support
HousingHousingHousingHousingHousingengineering
building
ΑΑΑΑΑΑ
Affordable Housing
CityHabitatCityCMHCNBCityCityCityCityCity
PlanningPlanningPlanning
Lead
ΑΑΑ
HousingAdvisoryCommitteeHousingAdvisoryCommitteeCityCityCity
Plan
Plan
align
(2024)
20242024withearly
bylaw
End
withand
next
Timing
InitiateInitiateAlignMunicipalReviewInitiateNorth(2023)Initiate2023withcomprehensivezoningreview
that
the
all
tenure
for
and
reflected
and
options
suitable
equity
sharing,
and
homes
insetbacks,
are
greater
the
practices
withinsupport
affordability
innovation
needs
regard
density
form
(e.g.
Plan
home
area
help
foster
tolodging
ownership
plan
throughto
household
to
federal
having
special
diversitysupport
and
the
Plan
system
homeand
housing,
regard
housing
and
sustainability
build
oforder
standards
Municipal
bylaw
while
to:
appropriate
suites/dwellings
to
in
to
co
communities
housing
mix
and
the
development
with
boarding
of
help
Area
zoning
housing Plans
support
regard
affordability,
requirements)
Municipal
provincial
coops,
affordable
in
to
greater
accessory
of
that
targets
approachCity
primary
definitions
complete
performance
and
communities
/źƷǤƭ
for
rooming,
use
density
equity
the
objectives
and
as
particular
forms/models
based
the
in
regards
neighbourhood
the
activities
current
housing
Habitat)
responsive
promote
support/encourage
in
and
Theme/Action
well
with
to
the
with
Neighbourhood
rightsalternative
innovative
vibrant
forms
housing,affordable
that
affordability
(e.g.
as
minimum
housing
more
of
permissions
of
through
neighbourhood
a
policies
and
policies
areas
withinencourage
affordable
monitoringuse
process
human
policies
housing
housinghealthy,
each
housing
a
modular
partners
provisions
upcoming
on
definitions
the
delivery
broader
of
of
standards,
housing
housing
alternative
inclusive
review
and
(e.g.
the
flexibility,
affordability
provisions
Cultivating
the
5
PromotingIntegratingSupportingReinforcingintensificationIncorporatingDeliveringRevisitingsupportiveReviewingdiversityAllowingzonesExploringparking
community
current
PromotebyEncouragesupportprogramsetc.)Strengthenupcominga)b)c)d)e)f)Ensureincomplete,compositionExpandhousingby:a)b)c)d)
26.27.Theme 28.29.30.
Plan
John
Saint
Action
of
facilitatorfacilitatorfacilitatorfacilitator
City
John
Housing
AlternativesAlternatives
Support
PlanningHousingHousinglegalHousingPlanningHousing
financefinance
Α{ğźƓƷ
Homelessness
ΑΑΑΑΑΑΑ
Affordable
NPHCNPHC
CityCityCityCityCityCityCityCityCityUNBCABSJHousingSJHousing
HousingHousing
Lead
ΑΑΑ
CityaccessibilityleadHousingAdvisoryCommitteeHousingAdvisoryCommitteeHousingAdvisoryCommitteeCityfacilitatorCityfacilitator
2023earlyEarlyFall2025
Timing
2022
InitiateInitiate2023Initiate2023FallInitiate2023Initiate
the
and
code
zoning
and
properties
coincides
housing
expand
new
housing
between
taxation)local
building
review
housing
that
for
residential
help
innovation
to:
of
promoting
the
increases
mixed
development
housing
(e.g.
rentalto
inclusionary
unit
by
in
bylaw
Forum
rent
favour
initiatives
and
within
rental
reforms
of
standards
affordable
multi
in
primary
of
initiative
zoning
knowledge,
occupied
in
regarding
on
and
Housing
zoning
terms
system
assessments
environment
in
expertise
up
Area
owner
expand
resources
purchase
opportunities
accessibilitydevelopment
taxation
annual
property
stakeholders
built
to
partners
mentoring
not
requirements
thea
protections
an
and
tenants
the
joint
are
ķĻƓƭźƷǤͲ
comprehensive
assessment
in
partitioned
area
vacant
retrofit
for
sector
host
for
helping
that
minimum
development
next
and
through
and
differential
Theme/Action
dissuade
community
floor
ͷŭĻƓƷƌĻ
legislated
John,
of
and
tax
to
the
than
Service
of
Week,
affordable
of
housing
entities
partnerships sector
Saint
accessibility
use
protectionsamong
are
encouraging
impact
Social
parttreatment
better
opportunities
minimum
capacity
the
UNBHousing
or
and
asthatdormant/unused
of
provinciallyprovincial
the
tax
authorities
housing
resident
greater
forfor
affordable
with
expanded
pursue
Leveraging
awareness
sector
of
non
technical
National
6
EliminatingstandardsEvaluatingpracticesAffordevictionsProvidebyMitigatedevelopmentAddressbuildingsDissuadeareas
e)f)SupportachievementdevelopmentAdvocatewhich:a)b)Advocatea)b)c)WorkingwithsystemBuildcommunitysupplyActivelyHealthproponents
31.32.33.Theme 34.35.36.
Plan
John
Saint
Action
of
facilitatorfacilitator
City
Housing
Bank
SJSJ
Support
HousingHousing
ΑΑ
Land
Affordable
SJKaleidoscopeEnvisionBCAPICityEnvisionCity
HousingPlanningPlanning
Lead
ΑΑΑ
CityfacilitatorCityCity
2023
2023
Timing
going
OnSpringInitiate
and
Saint
resources
policy
of:
to
etc.)
roundtable
areas
communities)
housing
adjacent
the
community
in
association,
incentives/programs
based
development
of
a
other
common
John)
Faith
estate
jurisdictions
housing
Saint
Area
real
partnerships
Bank,support
leverage
with
awareness
convening
to
by
Land
help
basedBCAPI,
Envision
Kaleidoscope)
efforts
order
affordable
expand
and
John
(e.g.
in
(e.g.
(e.g.
Theme/Action
policy
partnerships
Saint
issues,
around
engagement
community
region
and
(e.g.
affordability
community
investment
sector
potential
development
broader
planning
affordability
and
the
opportunities
housing
collaborative
business
private
and
Land/propertyCommunityEconomicThe
explore
Advancethrougha)b)c)d)ExpandtopromoteCoordinateJohnobjectives
37.38.39.
Plan
John
Saint
Action
Action
of
facilitator
City
Housing
John
Housing
Development
Support
(transitional)PlanningHousing
Saint
ΑΑ
Affordable
OriginalTeamCityConsultantCityHumanCouncilUNB
PlanningHousing
Lead
Planning
ΑΑ
CityCityCityfacilitatorHousingAdvisoryCommittee
20232023
2023
Timing
2022
FallSpringEarlySpring
Strategy
by
reflect
(all
rates,
and
the
vacancy
section
to
price
prices,
of
report.
income
formalize
cross
housing
rents,
(Housing
a
agencies
turnoverhouse
help
Plan
indicators
and
ofaverage
tonecessary
and
household
as
furtherance
Assessmentaverage
Action
function
Implementation
regional
in
affordable
rent
housing
avg.
Plan
agencies
and
comprised
Needs
of:
key
Committee
(e.g.
foster
Plan
coordination facilitate
profit
Actionadditions/losses,
Area
to
&
additions/losses,
areas
affordable
efforts,
coordination
helpnon
Housinginunit
stakeholderstrends
and
tracking
experience
Advisoryadditions/losses,
unit
to
Action
the
plan
for
Housing
departments
Plan
(e.g.
representatives
unit
livedto
(e.g.
Johnamong
caseloads,
partners,
including:
awareness
Housing
Theme/Action
(e.g.
with
Action
academia
community
targets
activity
sector
affordability
Saint
update
Housing
activity
Affordable
implementation
framework
of
the
the
experienced
government
and
Plan
from
housing
system
of
activity
the
assistance
etc.)
Cityof
Plan
key
housing
with
members
business
etc.)
collaborations
market
pending
stakeholder
stakeholders,
of
the
etc.)
government)
income
revise
social
and
at
and
qualified,
theimpacts
market
monitoring
Action
ofetc.)
activity,
a
multimarket
list,
Affordable a
of
community
and
Improving
a
Plan
guide
1
MemberslevelsKeyrepresentativesPrivateCommunityNonwaitRentalrates,OwnershipsalesHousingtenure,thresholds,Achievement
community
John
EstablishFacilitator)implementationawarenessActionCreateandofa)b)c)d)ReviewfindingsDevelopmeasuringa)b)c)d)e)
Theme 1.2.3.4.
Saint
Plan
John
Saint
Action
of
facilitatorfacilitatorfacilitator
City
Assn
Assn
Housing
SJ
AdvisoryAdvisory
NB
Development
Support
HousingcommunicationsHousingHousingPlanningCommunity
of
estate
ΑΑΑΑΑΑ
Affordable
HousingCommitteeHumanCouncilHousingCommitteeDƚǝƷCMHCCityRealConstructionEnvisionCityCityCityCityCitysupportCMHC
HousingHousing
Lead
ΑΑ
CityfacilitatorCityfacilitatorHousingAdvisoryCommitteeHousingAdvisoryCommitteeHousingAdvisoryCommittee
20232028
in
Spring
2023
Timing
AnnuallyInitiateSummerLaunchSpringSummerInitiate2023
in
a
:and
the
factors
for
the
linking
for
review
with
variousattitudes
John
programs,
housing
by:
Developer
housing
innovative
and
further
of
solutions
investigate
on
Saint
relevant
launch,
Zoning
NIMBY
though
of
as
will
accelerate
ashomelessness
promote
measure
and
affordable
from
City
to
opportunities
stakeholders
requiring
well
housing
of
such
to
awareness
could
as
education
Plan
the
stakeholders
reduce
Neighbourhood
years
it
incentives
at
areas
Plan
to
service
that
stakeholders
funding
issues
Committee,
builds
five
market
and
realities
though
preventative
among
issue
progressand
available
Area
a
Action
Municipal
that
the
Plan
or
facilitateincluding
function
non
referral
as
partners
of
housing
Plan
to
tools
in
Advisory
expanded
sharing
and
resources
Action
the
Housing
used
enhancements
seek
engagement
Actionpractices
communityupcoming
campaign
agencies,
supports
the
and
Housingtools,
of
on
Theme/Action
and
of
the
community
tools
coordination
investing
best
community
the
sector
to
practices
information
understanding
information
key
yearthe
Plan
and
Affordable
results
of
education
review
governance
activities
with
Plan
and
support
and
trends,
the
each
affordable
stabilization
the
on:
private
development
better
to
ddressing
the
of
ActionPlan
a
housinga
public
along
community
efforts
a
formal
with
a
methods
thea
focus
report
potential
practices
the
discriminatory
Supporting housing
City,
emerging
of
Action
Α
as
2
review
MarketingmediaPositivelyandFosteringdevelopmentBroadeningapproaches,Continuingcommunityorganizations
best2023outcomes
providebroaderthe
part
PublicallysuchinvestigationAsUndertakeissues,particulara)b)c)d)Completethisexercises.Supportprovidea)
a)b)
5.6.7.8.Theme 9.
Plan
John
Saint
Action
of
facilitatorfacilitator
City
Housing
AlternativesAlternativesAlternativesAlternativesAdvisory
Support
IntergovernmentalPlanningFinanceHousingFinanceHousing
ΑΑΑΑΑΑ
Affordable HousingHousingHousingHousing
NPHC
NPHCNPHCNPHC
NBSJHousingNBSJHousingCityAffairsCMHCNBSJHousingCitySJHousingCMHCNBCityCityHousingCommitteeCityCityKaleidoscope
HousingPlanning
Lead
ΑΑ
HousingAdvisoryCommitteeHousingAdvisoryCommitteeCityfacilitatorCityHousingAdvisoryCommittee
2023
Spring
2022
2023
Timing
2022
InitiatesummerEarlyInitiate2023FallWinter2023
NB
fund
via
wait
has
federal
market
to
via
is:
to
pooled
partners
obligations
and
that
a
housing
alternative
their
opportunitiesFund
Housing
overallFund
housing
municipal
housing
supports
the
equity
augmented
security
resources
comparable
with
CMHC
address
partnersestablish
market
provincial
reduce
the
supports,Housingmarket
community
to:
that
and
,
access
to
community
needs
around
with
by:
(e.g.
andnon
to
use
these
non
and
basis
better
in
orderproviders
opportunities
development
time
existing
minimized
income
wrap
ability
and
stock
in
provincial
Housing
government
of
thatunits
Affordable
waiting
longand
the
investors
NB
priority
Area
solutions
andprograms
contribution
ofaffordabilitya
housing
housing
access
affordable
coordinate
provide
John
federal
housing
on
those
delivery
housing
programs,
initiatives
participation
and
help
deep
provide
and
federalpartners
for
and
housingfunding
Saint
the
redevelopment
market
to
flexibilities
providers,and
$800,000
a
support
by
transitionand
in
affordable
sector
housing
an
and
non
Theme/Action accommodations
address
the
community
federal
affordable
approvals
forwould
measures
expedite
funds
stabilization
strategies
housing
provincialpartners
program
aspirations
community
establish
programs
to
and
private
market
delivered
new
their
flexibility
through
expedite
that
suitable
financing
of
and
to
etc.)facilitate
with
non
Fund)
programs
re
program
ordermore
housing
acquired
to
to
addedwithin
diversion
housing
in
obligations
more
prevention
additional
increased
seededvehicle
that
needs
community
community
provincial
initiatives
(e.g.
for
to
immediatelyexploreusing
with
with
residents
CityCity
SeekingsupportPursuingHousingtimesplacements,SimplifyEnsureEncourageStreamlinegovernmentsupportingseekingunderTargetedInitiallyfutureAccelerator
development
b)c)WorkandresidentshouseholdAdvocategovernmenta)b)c)d)a)b)Thethea)b)Theinvestmentprojects
Workaccumulated
10.11.12.13.14.
Plan
John
Saint
Action
of
facilitatorfacilitator
housing
City
Housing
Alternatives
Bank
needs
Support
FinanceHousingFinanceHousingPlanningPlanning
ΑΑΑΑΑΑ
Affordable HousingHousing
NPHC
Land
SJHousingCMHCNBSpecialprovidersCMHCNBCityCityCityCityCityCitySJ
HousingHousingPlanningPlanningMinimumMinimum
Lead
ΑΑΑΑΑΑ
CityfacilitatorCityfacilitatorCityCityCitystandardsCitystandards
2023
EarlyEarly
2022
Timing
Initiate2023Initiate2023Winter2023InitiateSummerInitiate2023/24Initiate2023/24
at
local
to:
units)
secure
(e.g.
and
Cityespeciallyaimed
to
between
community
order
Vacant
minimum
in
housing
addresses
with
affordability
stock,
of
neighbourhoods
bedroomand
efforts
Developmentrenewal
City
streamlined
initiatives
program
and
programs
that
investors,
stock
the
the
funding
the
Urban
three+
housing
housing
supportiveinitiatives
sector
preserving
funding,
federal
housing
acrossDangerous
andof
established
or
partners,
housing
under
enforcement
purposes
facilitate
in
and
existing
while
one
Area
private
stock
/źƷǤƭ
needs
government
help
program
community
action
affordable
(i.e.stacking
to
the
/źƷǤƭ
existing stock
of
housing
rehabilitation/repair
in
transitional
rental
residential
progressive
tax
local
provincial
special
government
the
federal
entities,units
ofof
of
under
for
for
remedial
supply
and
aged
additional
and
federal
maintain
Theme/Action requirelieu
of
access
rental
flexibility
rehabilitation
federal
the
for
affordable
improving
in
reuse
and
supply
help
pursue
who
and
funding
and
buildings/properties
community
and
the
to
larger
rental
to:monitoring
education
owners
provincial
and
expand
coordination
grants
risk
those
and
(e.g.,adaptiveand
of
at
theadvocating
expandprovincial
and
delivery
priority
going
is
rehabilitationappropriate
for
expand
provincial
use
by
of
of
program
etc.)on
andstandards
toproperty
program
returnadditional
Preserving
smaller
additional
the
stock
use
with
of
3
PreserveforFacilitategovernmentsSupportEncourageHelpresidentialLeverageRRAP)program
ratesreserves,Pursuea)b)WorkagenciesdeficienciesPromoteIncentivea)b)c)d)TargetretentionwhereProvidepropertyMaintainBuildingactive
15.16.Theme 17.18.19.20.
Plan
John
Saint
Action
of
facilitator
City
Housing
estateestate
SJSJ
Alternatives
Bank
Support
MinimumRealFinanceRealFinanceHousing
ΑΑΑΑΑΑ
Affordable HousingHousing
NPHC
Land
CitystandardsCitySJHousingEnvisionCMHCNBCityEnvisionCitySJCMHCNBCityCity
HousingPlanningHousingPlanning
Lead
ΑΑΑΑ
HousingAdvisoryCommitteeCityfacilitatorCityCityfacilitatorCity
Early202420232024
2023
review)
Timing
Municipal
EarlyInitiate2023InitiateInitiateInitiate(w/Plan
by:
to
are
&
mid
giving
options
support
to
that
basis
one
for
make
to
through
bonusing
forfeited
prospective
basis.
toareas
(i.e.
supplements,
affordable
multiplexes,
property
developments
suitable
priority
housing
Initiative
renta
density
units
among
acquire
(e.g.incentives
morewithin
lands
are
provisions
on
affordable
flexibilities
expedited
activities
enforce
fee
and
is
Lands
that
NHCF,
an
rental
with
forms
efforts
sector
City
residential
projects
housing
that
on
municipal
properties
affordable
and
RCFI,
inherently
the
program
larger
policy
of
properties
use
Federal
accounts
by:scale
and
public
housing
stock
Area
are
stakeholders
and
standards
(e.g.
help
and
development
the
housing
tax
development
to
large
provincialaffordable
range
other
pre
rental
housingresources
which
in
of
density
to
disposition
of
incentives
smaller
and
and/or
and
through
and
programs
built
property
underutilized
community
mid
of
development
ready
affordable
land
grants
ofaccess
development
Theme/Action
commitments
authorities
to
andgenerating
and
affordable
supply
density
of
federal
property
townhouses)
purpose
units)
forhousing
the
coordination
flexibleaccesspreparation
delinquentof
andsecuring
funding
production
formsurplus
municipal
intensification
provincialmeansintensification
a
the
of
development
siteof
andfederal
a
the
stacked
unit
developmentmore
proponents
for
block
preferred/first
forms
supply
as
bedroomuse
resolve
use
to
development
affordable
the
development
provincial
the
Expanding
the
the
additional
by:
spur
housing,
4
SeekingnewFacilitatingprogramTargetingthree+AllowingdensityUsinglinkedDevelopingpreferred/firstGettingAccessingAccessingAdvancingproperties
Seekstandards,buildings/propertiesExpandexistingetc.)a)b)c)Promoterowa)b)Securehelpa)b)c)d)e)Targetauthoritiesappropriate
21.Theme 22.23.24.25.
Plan
John
Saint
Action
of
facilitatorfacilitatorfacilitatorfacilitatorfacilitator
services
City
John
Housing
Saint
Support
HousingHousingHousingHousingHousingengineering
building
ΑΑΑΑΑΑ
Affordable Housing
CityHabitatCityCMHCNBCityCityCityCityCity
PlanningPlanningPlanning
Lead
ΑΑΑ
HousingAdvisoryCommitteeHousingAdvisoryCommitteeCityCityCity
Plan
Plan
align
(2024)
20242024withearly
bylaw
End
withand
next
Timing
InitiateInitiateAlignMunicipalReviewInitiateNorth(2023)Initiate2023withcomprehensivezoningreview
that
the
all
tenure
for
and
reflected
and
options
suitable
equity
sharing,
and
homes
insetbacks,
are
greater
the
practices
withinsupport
affordability
innovation
needs
regard
density
form
(e.g.
Plan
home
area
help
foster
tolodging
ownership
plan
throughto
household
to
federal
having
special
diversitysupport
and
the
Plan
system
homeand
housing,
regard
housing
and
sustainability
build
oforder
standards
Municipal
bylaw
while
to:
appropriate
suites/dwellings
to
in
to
co
communities
housing
mix
and
the
development
with
boarding
of
help
Area
zoning
housing Plans
support
regard
affordability,
requirements)
Municipal
provincial
coops,
affordable
in
to
greater
accessory
of
that
targets
approachCity
primary
definitions
complete
performance
and
communities
/źƷǤƭ
for
rooming,
use
density
equity
the
objectives
and
as
particular
forms/models
based
the
in
regards
neighbourhood
the
activities
current
housing
Habitat)
responsive
promote
support/encourage
in
and
Theme/Action
well
with
to
the
with
Neighbourhood
rightsalternative
innovative
vibrant
forms
housing,affordable
that
affordability
(e.g.
as
minimum
housing
more
of
permissions
of
through
neighbourhood
a
policies
and
policies
areas
withinencourage
affordable
monitoringuse
process
human
policies
housing
housinghealthy,
each
housing
a
modular
partners
provisions
upcoming
on
definitions
the
delivery
broader
of
of
standards,
housing
housing
alternative
inclusive
review
and
(e.g.
the
flexibility,
affordability
provisions
Cultivating
the
5
PromotingIntegratingSupportingReinforcingintensificationIncorporatingDeliveringRevisitingsupportiveReviewingdiversityAllowingzonesExploringparking
community
current
PromotebyEncouragesupportprogramsetc.)Strengthenupcominga)b)c)d)e)f)Ensureincomplete,compositionExpandhousingby:a)b)c)d)
26.27.Theme 28.29.30.
Plan
John
Saint
Action
of
facilitatorfacilitatorfacilitatorfacilitator
City
ohn
J
Housing
AlternativesAlternatives
aint
Support
PlanningHousingHousinglegalHousingPlanningHousing
financefinance
Α{
Homelessness
ΑΑΑΑΑΑΑ
Affordable
NPHCNPHC
CityCityCityCityCityCityCityCityCityUNBCABSJHousingSJHousing
HousingHousing
Lead
ΑΑΑ
CityaccessibilityleadHousingAdvisoryCommitteeHousingAdvisoryCommitteeHousingAdvisoryCommitteeCityfacilitatorCityfacilitator
2023earlyEarlyFall2025
Timing
2022
InitiateInitiate2023Initiate2023FallInitiate2023Initiate
the
and
code
zoning
and
properties
coincides
housing
expand
new
housing
between
taxation)local
building
review
housing
that
for
residential
help
innovation
to:
of
promoting
the
increases
mixed
development
housing
(e.g.
rentalto
inclusionary
unit
by
in
bylaw
Forum
rent
favour
initiatives
and
within
rental
reforms
of
standards
affordable
multi
in
primary
of
initiative
zoning
knowledge,
occupied
in
regarding
on
and
Housing
zoning
terms
system
assessments
environment
in
expertise
up
Area
owner
expand
resources
purchase
opportunities
accessibilitydevelopment
taxation
annual
property
stakeholders
built
to
partners
mentoring
not
requirements
thea
protections
an
and
tenants
the
joint
are
ķĻƓƭźƷǤͲ
comprehensive
assessment
in
partitioned
area
vacant
retrofit
for
sector
host
for
helping
that
minimum
development
next
and
through
and
differential
Theme/Action
dissuade
community
floor
ͷŭĻƓƷƌĻ
legislated
John,
of
and
tax
to
the
than
Service
of
Week,
affordable
of
housing
entities
partnerships sector
Saint
accessibility
use
protectionsamong
are
encouraging
impact
Social
parttreatment
better
opportunities
minimum
capacity
the
UNBHousing
or
and
asthatdormant/unused
of
provinciallyprovincial
the
tax
authorities
housing
resident
greater
forfor
affordable
with
expanded
pursue
Leveraging
awareness
sector
of
non
technical
National
6
EliminatingstandardsEvaluatingpracticesAffordevictionsProvidebyMitigatedevelopmentAddressbuildingsDissuadeareas
e)f)SupportachievementdevelopmentAdvocatewhich:a)b)Advocatea)b)c)WorkingwithsystemBuildcommunitysupplyActivelyHealthproponents
31.32.33.Theme 34.35.36.
Plan
John
Saint
Action
of
facilitatorfacilitator
City
Housing
Bank
SJSJ
Support
HousingHousing
ΑΑ
Land
Affordable
SJKaleidoscopeEnvisionBCAPICityEnvisionCity
HousingPlanningPlanning
Lead
ΑΑΑ
CityfacilitatorCityCity
2023
2023
Timing
going
OnSpringInitiate
and
Saint
resources
policy
of:
to
etc.)
roundtable
areas
communities)
housing
adjacent
the
community
in
association,
incentives/programs
based
development
of
a
other
common
John)
Faith
estate
jurisdictions
housing
Saint
Area
real
partnerships
Bank,support
leverage
with
awareness
convening
to
by
Land
help
basedBCAPI,
Envision
Kaleidoscope)
efforts
order
affordable
expand
and
John
(e.g.
in
(e.g.
(e.g.
Theme/Action
policy
partnerships
Saint
issues,
around
engagement
community
region
and
(e.g.
affordability
community
investment
sector
potential
development
broader
planning
affordability
and
the
opportunities
housing
collaborative
business
private
and
Land/propertyCommunityEconomicThe
explore
Advancethrougha)b)c)d)ExpandtopromoteCoordinateJohnobjectives
37.38.39.
&
Plan
Action
Assessment
/ƷƷĻ͵
John
Housing
Needs
ağƓğŭĻƒĻƓƷ
Saint
2022
,
th
DƩƚǞƷŷ
27
of
Ʒƚ
City HousingAffordable.ƩźĻŅźƓŭ September
n
a
l
P
in
n
to
housing
o
year
gap
i
short,
t
c
five
the
have
the
A
priority
for
approach
g
to
over
important
n
trends
i
targeted
an
John
s
u
andlocal
action
outcomes
o
response
Saint
coordinated
in
H
in
a
e
l
plan?
Α!ķķƩĻƭƭĻƭ
housing
term
Α{ŷźŅƷźƓŭ
b
a needs
community
a
ƦƌğƓ
landscape
d
comprehensive
better
ΑtƩƚǝźķĻƭ
longer
r
ƷŷĻ
o
Α!
housing
f
ƓĻĭĻƭƭğƩǤ
policy
and
f
źƭķƚĻƭ
foster
źƭ
źƷźƷ
meaningful
A
develop
źƷ
to
local
e
h
ŷğƷ plancommunityŷğƷ guidemediumissuesŷǤ amplified tƚƭźƷźƚƓźƓŭ the
2
T Why
affordability
years
5
last
tenure
household
the
of
in
household
realities
by
especially
t
with
n
Continuum
e
align
incomes
m
incomes,
s
the
of
not
s
than
e
do
s
s
faster
A
market
within
polarization
s
risen
the
d
in
e
have
e
Gaps
N
discernable
takeaways:costsoptions
a
g
is
n
key
i
s
ThereHousingHousing
u
Three
o
H Identified
oblige
partners
more
roles
a
NHS
challenges
environment
federal
community
and
of
of
efforts
ƭǤƭƷĻƒʹ
through
pursued
Provincial
housing
action
issues
:
range
has
k
r
City
advancing
o
engagementdefined
ĻǝƚƌǝźƓŭ
w
RegovernmentReThesupportiveEngagedarePersistentadditional
e
ŷĻ
m
a
a
r
in
&
F
and
y
within
c
i
l
primarily
exist
policyprograms
o
P
set
community
policy
g
access
ƭǤƭƷĻƒʹ
options
n
the
responsibilities
i
of
in
s
local
toolbox
u
initiatives
context
sets
o
resourceshousing,
and
onrange
governments
H
use
City
housing
ƷƩğķźƷźƚƓğƌ
e
wide
h
SeniorprovideThelandStakeholdersprovidedeliverAthe
4
T RolesŷĻ
ǞźƷŷ
community
stock
healthy
ĭƚƒƒǒƓźƷǤ
ͼ
a
residents
of
Plan
housing
challenges
future
ŷƚǒƭźƓŭ
ƷŷƩźǝźƓŭ
neighbourhoods
and
the
existing
benefit
ğƓķ
housing
cornerstone
of
infrastructure
to
community
current
:
inclusive
for
public
to
s
and
ğŅŅƚƩķğĬƌĻ
for
and
quality
n for
źƓĭƌǒƭźǝĻͲ
o
approach
ğƓķ
the
i
fundamental
needs
t
a
solutions
ofresources
c
vision
as
ƭğŅĻ
complete
based
e
a
investment
ƚŅ
r
ǝźĬƩğƓƷͲ
land,
i
range
improving
ğ
rights
d
housing
źƭ
athevibrant,
public
community
and
using
c
ƩğƓŭĻ
i
g
WƚŷƓ
e
t
ķźǝĻƩƭĻ SupportingRecognizingAddressingSustainingSupportingEfficientlyPromotingAdvancing
a
{ğźƓƷ
ͻ ğ
r
t
5
S EstablishingźƭźƚƓʹtƩźƓĭźƦƌĻƭʹ
action
:
s
for
e
v
i
t
c
e
j
areas
b
O
n
a
l
6
P Primary
the
on
mailbox
project
community
Team
August
and
the
s
in
organizations/individuals
n
6
page
and
o
list Action
i
held
t
web
a
from
and
t
l
SYC
u
staff
sessions
stakeholder
s
the
n
received
with
attended
stakeholders
o
via
engagement
master
C
with
n
from
consultation
a
l
feedback
solicited
submissions
P
of
inviteesrepresentatives
t
virtual
Plan:
f
8029
a
r
TwoFeedbackWrittenReview
7
D Stakeholder Consultationdraft
:
of
sub
of
supply
face
vs.
providers
poverty
the
of
ƭƷğƉĻŷƚƌķĻƩƭ
in
specifically
approach
landlords
needs
populations,
out
market
developing
of
ƭƚƒĻ
for
targets
to
based
non
trends
people
ŅƩƚƒ
terms
on
vulnerablein
rights
a
growth
neighbourhoodsonly
achieving
ğƩĻğƭ
on
challenges
accountability
and
housing
the
about
language
transitioning
priority
properties
ofpotential
more
onresources
ĭƚƒƒĻƓƷ emphasis
MorepopulationsFocusClarityAddressRecognizeaffordableFocusObligeexistingConcernsrecent
{ƦĻĭźŅźĭ
s
n
of
o
i
with
is
t
plan
a
range
t
the
l
plan
quarters
u
of
more
s
received
timing
n
action
many
:
was
of
o
well
feedback
participants
others
the
C
engagement,
from
directions
n
from
terms
of
that
than
a
the
in
l
generally
P
ƚĬƭĻƩǝğƷźƚƓƭ
support
comments/suggestions
commentary
t
degree
was
f
a
r
HighperspectivesSomesubstantivePlanbroadManyreinforcedRecognitionambitious
8
D Stakeholder DĻƓĻƩğƌ
4.3)
roles
and
Plan
minor
support
(Section
draft
some
&
for
affordability
lead
feedback
actions
Team,
for
housing
activities
Action
certain
to
3)
2.4)
for
the
identified
and
s
and
regards
t
2.3
in
consultation
n
Stakeholder
language
staff
entitiesΑ!ƦƦĻƓķźǣ
e 32
to
10,
to
m
undertaken:
with
Plan
7,
wording
e clarify
(Sections
6,
n
of
to
i
5,
were
stakeholder
f
1,
gaps
of
e
1.4)
dialogue
R
adjustments
Actions
n
a
l
Addition(SectionClarificationsidentifiedRefinementsMinor(Implementation
9
P Responding Followingmodifications
Plan
support
efforts
Committee
necessary
stakeholders
as
key
:
community
n
plan
action
Advisory
coordinating
communicating
of
o
i
toamong
t
resources
work
and
a
base
outcomes
into
resources/partnerships,
t
Housing
n
critical
Plan
e
formal
the
role
broader
Plan
additional
m
the
for
availablea
monitoring
e
accountability
l
awareness
p
the
achieving
shape
m
FacilitatorLatitudetoSharedforUtilizingallocatingBuildingandActivelyprogress
I
n
a
l
10
P Putting
Consulting
Consulting
Re/fact
inc.ca
SHS
Foulds,
Starr,
Ed estarr@shs Ken re_fact@sympatico.ca
s
n
o
i
t
s
e
u
11
Q
September 2, 2022
BCAPI’s feedback – Saint John Affordable Housing Action Plan
BCAPI congratulates the City for taking the lead in developing a draft affordable housing action plan for Saint
John. We have appreciated the opportunity to participate in your consultation process throughout the
development of the plan. We offer our feedback on the draft plan.
We believe the plan provides important findings and recommendations that speak to a comprehensive, whole-
system approach to addressing our city’s housing needs.
1. We are very pleased the plan recommends that the City coordinate the implementation of the action
plan, hire an affordable housing manager to facilitate this and initiate a special fund to support the
planning and development of affordable housing solutions.
2. While the plan provides an important housing roadmap for Saint John with many good
recommendations, to achieve public buy-in and the full participation of key stakeholders, we believe a
more specific and focused action plan is also required to address our affordable housing deficit, with
clear priorities, targets, and concrete actions to achieve the targets, along with a frequent reporting
process.
3. We would like clearer data that helps us understand the gap between the current need for affordable
housing vs. the current supply. And we would like the plan to recommend an annual target of
additional affordable housing units that Saint John should aim to develop, to close the gap.
4. It was concerning to see that 30% of our population cannot afford market rents. We believe its critical
that Saint John make it a priority to provide affordable housing solutions, not only for those with the
lowest incomes and long-term need, but also to those who are actively trying to journey out of
poverty/improve their economic situation – especially families, students, newcomers and adults who
are furthering their education and training or are in low-paying jobs. This large cohort of our
population requires a little help, short-term, with their housing costs so that they can keep moving
forward. The majority of people who live in poverty are trying to improve their life situation with
insufficient help. Affordable housing is one essential means to help them stay on a positive path
forward. Without this help, their day-to-day living is incredibly tough and too often they are set back
or give up because they do not have a path forward that allows their basic needs to be met while they
improve their education, employment skills and experience. Our affordable housing plan should be an
intricate component of Saint John’s comprehensive approach to ending generational poverty. Many
stakeholders are already working together to remove the big roadblocks to education and employment
and health/basic needs. Housing solutions must be part of this wrap-around effort to help people
journey out of poverty and ensure no child ever again suffers lifetime poverty in Saint John.
5. The plan, while comprehensive, does not appear to spotlight Saint John’s serious, chronic problem of
concentrated poverty (particularly child poverty) in 5 inner-city neighbourhoods and the urgent need
to transform these neighbourhoods. Children who grow up in low-income neighbourhoods are
particularly vulnerable to being trapped in poverty for life. Our families need choice where they live.
They want their children to live in healthy neighbourhoods. They want to be close to basic services,
schools and employment opportunities. We must ensure that additional rent-geared to income
solutions do not exacerbate the current problem of concentrated poverty in these neighbourhoods and
that other neighbourhoods are poised to build diverse, equitable neighbourhoods. Neighbourhood-
based planning to transform these neighbourhoods we believe must be a priority. We are pleased that
the city is ready to begin a neighbourhood plan for the North End.
6. Saint John’s business sector must help implement affordable housing solutions. The business sector is
willing, but many don’t know enough about the social housing field to confidently help. It is important
to engage the business leaders in the planning of the strategy and throughout its implementation. In
BCAPI’s experience, business can bring new investment to this priority – volunteers, funds, and
leadership - to help drive change. BCAPI is committed to engaging the business sector in social
improvements that break the cycle of poverty.
7. Major funding for affordable housing solutions comes from our federal and provincial governments yet
NB cities are struggling to find ways to acquire and apply the funds effectively for local needs. We
believe its very important that our city leaders (all sectors) purposefully work together to influence
change in how public funds can more effectively flow to our cities to tackle big social problems that are
seriously affecting our cities and economy.
Individual members from BCAPI have also offered additional ideas:
- The poor conditions of some of Saint John’s old housing stock points to a need for our city to have a
larger pot of government funds for RRAP (rental rehabilitation program) and more flexibility in how the
funds can be used.
- Vital to affordable housing solutions is the need to address supply chain issues and the workforce skills
gap. Both challenges significantly affect housing affordability + housing development in Saint John.
- The report identifies the need for access to more equity for non-profit housing developers so that they
can take full advantage of the gov’t programs available. The report also identifies the need for
community involvement in affordable housing. A possible solution could be to explore a charitable
trust funded by interested community members.
- There are best practices in Canada and around the world that are addressing affordable housing. We
should learn ‘what works’ and apply what is best for Saint John.
With the help of a dynamic affordable housing strategy, Saint John is ready to lead change. We thank the
City of Saint John for its leadership and investment in this work and look forward to the ‘action’ phase.
On behalf of the BCAPI Leadership,
Gregor Hope, Housing Lead
hopegregor@gmail.com
Monica Chaperlin, BCAPI Coordinator,
chaperlin.monica@jdirving.com
506.633.5588
www.bcapi.ca
From:Shape Your City Saint John
To:Reid, Andy (Planning)
Subject:New comment added on What do you like/dislike about the Draft Plan?
Date:August 5, 2022 4:58:25 PM
\[ External Email Alert\] **Please note that this message is from an
external sender. If it appears to be sent from a Saint John employee, please
forward the email to spamsample@saintjohn.ca or contact IT Service Desk
at 649-6047.**
Hi andy.reid
You have received a new comment on the Forum Topic, What do you like/dislike about the
Draft Plan? on project Saint John Affordable Housing Action Plan on your site,
First, I wish to commend the City on finally recognizing that although housing is not a
municipal responsibility under the division of powers in the BNA act, a city without good
housing will not grow. Part of the brain drain of our youth is directly correlated to not wanting
to live in either 200 year old homes that do not allow for modern amenities, or the extremely
out of touch rents for modern places. Both my daughters left because of housing. The city
must also acknowledge that by letting this fester for years, there will not be a quick solution.
It will take the better part, if not more than a decade, to fix some of this issue. Next, I want to
address the reliance on, both in the past and on-going according to this long, drawn out and
convoluted report that seems to have been designed to avoid comprehension and comments
on, not for profit and charitable housing groups. These organizations were never created to
build and continue to build housing units. They did this in response to a disastrous situation,
because it is what these groups do- taking the responsibility off governments' shoulders. into
the future, there should be a plan created to relinquish this continual reliance on outside groups
to fix what needs to be down to make a city vibrant. Allow groups to care for those they have,
develop programs for their members and help keep the existing housing they have in good,
manageable shape to be a stop of last resort- not of first resort!The city also needs to do a
better job at understanding what accessibility is. I have been told several times by the Mayor,
by certain council members, and even some developers that they do not need to provide
accessible units. I would like to point out that is incorrect. Since feb of 2020 , when the 2015
Federal Accessible building code went into effect in NB, 5% of all units (in buildings of 4 or
more units) must be accessible. Contrary to what the city and mayor has said ,that it is not in
the best interest of time or even required to verify they are in fact accessible, that is untrue.
From the province's justice department and building code managers in several other
municipalities, during the final inspection the units must exactly match the blueprints. These
blueprints could only pass if the required accessibility was in the plans. If the city is allowing
plans to pass without this, that's on them. It is illegal and will be followed up on. Developers
will not come to SJ in the future, if as they open building to tenants, they are forced via
injunctions, to close down and add the required accessibility. There are now group association
with ProBono law to take this on.The city must do better on all aspects on accessibility. it is
not enough to get in the door with your wheelchair. I would also like to address numbers used
in your report. Why were general numbers used for regions, when your could have accessed
income levels based on Postal Codes? In regions like the south central peninsula where many
on assistance live on less than $10 000/year you've thrown in rents of the gentrified regions on
Germain and Princess, etc. That greatly skews the incomes, making them look much higher
than they actually are. the same would be true of areas in the North end, West, etc. If you
want an accurate picture, you need to use accurate numbers.It is also unfortunate that this
report does not take an intersectionality view to housing. Saint john has already, via its
approach to gentrification, pushed many low income livers to segregated areas not serviced by
transit, grocery stores, laundry facilities, etc. By taking an intersectionality lens, you ensure
not only that the housing is present, but the other amenities that make life livable are as well.
Without taking this type of approach, you will end up with low income housing that will make
it impossible for people to work and potentially improve their financial lives. As well, with
the ever increasing cost of post secondary, you will need to help build affordable housing near
our campuses, as well as encourage the other required amenities.
Added by sdthorne
Click here to view the comment
This comment is subject to moderation.
This is an auto-generated email sent when a contribution is added to your site on
EngagementHQ. If you do not wish to receive this email in the future, you can configure your
tool to not send emails.
From:Shape Your City Saint John
To:Reid, Andy (Planning)
Subject:New comment added on What do you like/dislike about the Draft Plan?
Date:August 29, 2022 8:32:09 AM
\[ External Email Alert\] **Please note that this message is from an
external sender. If it appears to be sent from a Saint John employee, please
forward the email to spamsample@saintjohn.ca or contact IT Service Desk
at 649-6047.**
Hi andy.reid
You have received a new comment on the Forum Topic, What do you like/dislike about the
Draft Plan? on project Saint John Affordable Housing Action Plan on your site,
This report is incomplete, and it is bias. This report misses one critical citizen group, the single
family home owner, please refer to Figure 3.1 for it's missing location!Figure 4.2.2 mention
providing a target range of 45% for home ownership. This is 30% lower than the target
national standard for decades. The linkage that homeownerships allows for a vehicle to create
income independently from your primary employment. Lower % leads to unstable social
economics.Recommendation 35Create a public renter/owner guide simulation which can
model the cause and effect of each type of typical event to provide some rapid experience, to
assist with mitigation of costs.Reach out to the construction association to use them for their
purpose rather than starting a new committee so that people have more to do, but less gets
done.Nothing was explored for how to create rental units where there are passive sources of
background income streams being earned by the tenants to provide for reduces costs. It is
2022 not 1922 so these things are possible.Please don't hire on a new housing personal for
staff, just another role on the payroll without sufficient influence to affect change.
Added by Andrew_Johnson
Click here to view the comment
This comment is subject to moderation.
This is an auto-generated email sent when a contribution is added to your site on
EngagementHQ. If you do not wish to receive this email in the future, you can configure your
tool to not send emails.
From:Jeff Cyr
To:Reid, Andy (Planning)
Cc:Heather Libbey; Paulette Hicks
Subject:Housing Action Plan Feedback
Date:September 12, 2022 10:55:40 AM
\[ External Email Alert\] **Please note that this message is from an
external sender. If it appears to be sent from a Saint John employee, please
forward the email to spamsample@saintjohn.ca or contact IT Service Desk
at 649-6047.**
Hi Andrew,
We’ve gone through the housing action plan here at Envision Saint John and have some feedback for
you.
The projections and targets are largely based upon past trends. We appear to be in a period
of changing migration patterns in Canada. Data on population growth for the Saint John
region in 2021/22 won’t be released until January, however, our internal analysis leads us to
believe that population growth trends are likely to increase significantly for this period;
possibly even seeing growth in the magnitude of 2,000 - 2,500 people for 2021-22. This would
likely push new housing construction demand above 1,000 +/- per year.
Building on the above comment, if higher rates of growth are achieved, the City may find it
challenging to meet an affordable housing target of 30%. With the affordability definitions
within the plan, affordable units are not viable on a purely economic basis (it costs more to
build than those rents provide in return), meaning that government funding is required to
make these units viable. It may be worthwhile while to consider a more fluid way to set this
target, or caution that it may need to be revisited as more recent population growth data is
released.
There may be an opportunity to coordinate the monitoring framework for this plan with
Envision Saint John’s work in the housing and real estate service, particularly as it relates to
metrics and market assessment.
Envision Saint John is in the process of establishing a regional platform on housing and real
estate development (not looking at affordable housing as a core component of this scope
though). It would be worthwhile to have a discussion on how the City’s affordable housing
committee interacts with the regional platform in the future and where are there
opportunities to collaborate.
We should be careful not to over-engage the development community on this file.
Engagement is a good idea, but it should be strategic. We should have value to offer before
we approach them. Developing models and options for stacking programs and have
demonstrative pro-forma’s and cash flow analyses would be useful in doing so. Make it as
easy as possible for them to understand the business model and the path to viability.
Action # 24. There is not a lot of pure surplus land available. The real opportunity is in
identifying and subdividing government parcels which have more than is necessary for their
current use and long term planning. Millidgeville North School is a good example of this.
Thanks,
-Jeff
Dear City of Saint John:
Please see below for our feedback on the Housing Action Plan. The following was prepared by me, Dr.
Tobin Leblanc Haley and Ms. Cassandra Monette. Please excuse any typos or errors as we were trying to
get this feedback to you as quickly as possible.
Please note: we maintain that the only true way to meaningfully reduce the housing crisis is to reclaim
housing as a public good rather than a private commodity. This involves providing any investment in
housing through the plan to a government agency or crown corporation to manage and oversee.
Continued public investment in private interests will only serve to put an insufficient band aid on the
problem that exists and will not result in the creation of a housing market that consistently responds
to public need rather than private profit. Further, programs that offset the cost of
rents/renovations/builds etc. within the private sector allow public tax dollars to flow through to the
hands of private interest with short term stipulations (e.g. 7 years, 20 years, etc.) for maintaining
affordability. These stipulated time periods allow the private market to extract public resources for a
period of time until they are no longer obligated and are allowed to operate outside of the affordable
system. This can be framed in basic arguments for homeownership over renting. These types of
incentives are like the government renting their public housing from the private sector, rather than
owning their public housing themselves.
Feedback:
First 15 pages:
Our largest concern is that we cannot verify any of the data used. It is not clear where any of the
statistics presented come from. Without this, how can we verify to make sure that the numbers
presented to measure the problem (and hence the solutions) are accurate? How can we assess that
the scope of the problem is accurately measured and captured? This has implications for tools and
metrics for the actual implementation of the plan. This has serious policy implications going forward.
We have a few other comments on this piece:
We would like the plan to capture the number of renters in Saint John
We would like to verify that the $35,000 median income is for renters only
Are people in supportive housing, group homes, single room occupancy rentals included in
these numbers?
Our other comments are regarding platitudes noted in the report:
How does the city define a rights-based approach to housing (as mentioned in the plan as
the framework that will be followed)? This is not something that we can just say, it’s
something that we must deliver on (e.g. public housing tenants are not offered the same
rights under the RTA; broader consultations with people with lived experience are needed;
tenants globally doesn’t refer to equity and equity seeking populations \[e.g. low to
moderate income, LGBTQ2S+, unhoused, BIPOC communities, etc.\]. Good policy—which will
be built on the back of this plan—must speak to equity not equality and to lived experience.
Here are some resources that can help with this. I have specifically selected some resources
that underpin the concepts/theory behind this and others that discuss practical
implementation in other jurisdictions (note: I can send you the articles and the books can be
purchased):
o Wells, K. (2019). The right to housing. Political Studies, 67(2), 406-421.
o Bratt, R. G., Stone, M. E., & Hartman, C. W. (Eds.). (2006). A right to housing:
Foundation for a new social agenda. Temple University Press.
o Hohmann, J. (2013). The right to housing: Law, concepts, possibilities. Bloomsbury
Publishing.
o Flesher Fominaya, C. (2015). Redefining the crisis/redefining democracy: mobilising
for the right to housing in Spain's PAH movement. South European Society and
Politics, 20(4), 465-485.
o Gustafsson, J. (2021). Renovations as an investment strategy: circumscribing the
right to housing in Sweden. Housing Studies, 1-22.
o Leccis, F. (2019). Regeneration programmes: Enforcing the right to housing or
fostering gentrification? The example of Bankside in London.Land Use Policy, 89,
104217.
o Heffernan, T., Faraday, F., & Rosenthal, P. (2015). Fighting for the right to housing in
Canada.JL & Soc. Pol'y, 24, i.
o Lima, V. (2021). From housing crisis to housing justice: Towards a radical right to a
home. Urban Studies, 58(16), 3282-3298.
More importantly, we are not convinced that meaningful consultations have been had with
the Indigenous community in Saint John have been had. A plan that addresses physical
building in unceded territories requires direct consultation with the First Peoples and treaty
partners in these specific territories. If consultation couldn’t be achieved in the plan, then a
piece in this plan should be that actions/policies that emerge from the plan are required to
be discussed with treaty partners (we consulted a member of the MWC in Fredericton and
there is concern about who is being consulted and if they are stewards of the land or are
Indigenous Peoples who have moved to the community, but are not part of the treaties that
govern the land on which SJ exists)
There appears to be a lack of consultation with some groups who are at higher risk of the
negative impacts of reduced access to sustainable housing (e.g. youth, newcomers, seniors,
persons with disabilities, etc.)
The preamble to the actual plan is too long considering it really doesn’t say enough.
Information unclear, and renter and owned homes information all mixed together which
makes it difficult to compare and contrast. Also, who are we trying to target with strategies
(this point remains unclear)?
Would like to see an acknowledgement of a coordinated access program (by names list:
BNL) that is already happening that they can take part in that. That being said, BNL gets
prioritized on the NB housing list, leaving other folks to remain unserved, as NB housing
does not serve all those in need. We need to recognize the population struggling with
homelessness in this plan so that we understand how it’s weighing on limited resources for
affordability. Having fully resourced separate programs for both groups of low income and
those struggling with homelessness would be a conversation to have and would be a
welcomed innovation.
Document routinely references that the city is not responsible for housing and the province
maintains responsibility (this idea of stay in your lane, not your problem kind of mindset). In
refusing to take responsibility for housing, they can drop any of it. There are things that the
city is responsible for like permitting and zoning that significantly contribute to the
landscape of housing in Saint John. This needs to be mentioned.
Measurement needs to be included in the plan. Who will collect the data and where will
data come from? What is “success” defined as? If we don’t define it and state how we will
measure it, can we really tell if we have achieved it?
What does special needs housing mean? This term is too broad to mean anything. We have
noted this in our previous comments. We encourage you to speak with agencies, such as
L’Arche and NBACL, to select more appropriate language. We can facilitate contact if
needed.
We recommend that the plan speak specifically to who it is targeted to. Is this an action plan
for rental households? Is this for home ownership? Is it public housing? If it’s all, then
separate the priorities and talk about the plans for each separately.
Page 22 – Need clarification on what 4.2.1. a, b What does this mean? What does the rental
th
cost no greater than the 30 income percentile for the community? Does this apply to
higher income individuals as well? All rentals? Low-income only? We recommend that the
city explore and potentially adapt Newfoundland’s statements, where they target incomes
to high for social housing but too low to afford market rent.
There are no hard targets of availability and affordability which is a problem (how many
units are you committing to? What will be considered successful?)
Appendix:
The following section outlines our responses to the 39 actions. It is nice to see them broken down by
theme, but there’s some redundancy in here. If we are constructing a matrix that looks at actionable
pieces with targets (even if those targets are needed), 39 actions seems excessive. Here are our
concerns/recommendations:
Action 1: We are happy to see the creation of a position dedicated to housing. However, this should
be a senior position. With benefits, etc. it appears as this will be a low paying position. The quality of
the professional you get is dependent partially on pay.
eed to be a budget line if you want to use people with lived experience
Action 2: N
2d should not be done without expertise (community engaged researchers)
Advisory structure instead of saying committee
No indigenous consultation in here either
No plan for implementation (does not talk about action plan to engage in meaningful and safe
ways). This is the step before action 2 step
Action 3: What work is left to do on the housing needs assessment? This seems more like an update
to the plan, not an action item from the plan
Action 4: Need to see a relationship between 2d and 4 (e.g. incorporating people with lived
experience into the evaluation process); the university can become a key player with evaluation
here, alongside other community organizations like the Greater Saint John Community Foundation
(which has an evaluation arm) and the HDC. Specific to 4e, what are the hard targets? The table
notes achievement of plan targets, but there are no targets in the plan
Action 5: A variety of community agencies and the university can help support this. We the pressing
nature of the housing crisis, we would like to see quarterly reports. Is there a budget line here to
make the report more accessible (e.g. translation budget). Another missing action would be to
condense the report (executive summary of key points) and distribute to local agencies etc. that
help communicate programs and services to stakeholders and community members
t is our understanding that NBCTR and ACORN provide these programs and services
Action 6: I
already. It seems like this item could be removed
Action 7: Best practice is to promote YIMBY ideology (yes in my backyard) rather than challenge
NIMBY-ism. YIMBY frameworks focus on the positive aspects of change rather than increasing focus
on negative sentiments (e.g. how does affordable housing help our community rather than looking
at the perception that affordable housing decreases market value of housing). The academic
literature and planning literature on this is mixed, but this point speaks to the discourse of
strengthening all communities through equity-driven supports and speaking of the positives of
increasing supports in communities
Action 8: Good
Action 9: How are the neighbourhood developers contributing directly to housing security and
affordability? We are very happy that these agencies exist as navigators for residents and to provide
community programming for building stronger neighbourhoods. Of course they contribute to the
housing conversation and please do keep funding them, but I’m not sure they are part of a housing
plan. We suggest removing 9a. We also think that advocacy and seeking out resources from higher
levels of government is something that municipalities should be engaged in, as such we think that
9b can also be removed to allow for fewer actions items which will promote better measurement
9a, no one knows what that means, not clear on which agency/groups they are referring to. 9c
makes sense; however, we would like to see strengthened language to note that these will be
resourced and evidence-based diversion strategies
Action 10: There needs to be context for this if it is being noted. We know that there are folks who
fall into the “overhoused” category (e.g. used to have dependents and now live on their own in
townhouses and could be moved to NB Housing apartments with their consent, community
engagements, and needs considered). However, it reads now that public housing should be
tentative and has not historically the case, nor should it be in a right to housing model (see Suttor,
G. (2016). Still renovating: A history of Canadian social housing policy (Vol. 6). McGill-Queen's Press-
MQUP.)
Action 11: This is something that tenants’ rights groups already advocate. How will the effectiveness
of your advocacy be measured? This seems like it could fall under an existing action. Also, are we
advocating here that the province and federal governments give money to the private sector? We
recommend that this be removed
Action 12: This requires that it be carefully done within the mandates of the CMHC legislation. We
recommend that this be explored more for feasibility. For example, some CHMC programs require
that you do not have a lean or mortgage on a CMHC supported building for a specified period. We
may be able to pull equity out of older housing; however, some of the new CMHC granting programs
will not allow you to do this. There would need to be a dedicated role or very close contact with the
CMHC to do this. I would reengage Dominic Aube on this piece again to clarify language around how
and when this is possible
Action 13: We are in favour of this
Action 14: This seems like something that the non-profits can organize to do (if they are looking at
shared fund investments). We are not certain that this needs to be written into an action plan of the
city’s as the city can’t determine whether non-profits would be apt to take up this initiative
his makes sense. We think it may be easier to have one point that says “hire a housing
Action 15: T
facilitator position with the city who is in charge of…” and include all of this in one action item. The
performance of the position can then be assessed based on targets set for the position
hat does special needs housing mean? This needs to be extensively reformulated.
Action 16: W
There are a variety of groups that need accommodations in housing. Perhaps ask L’Arche or NBACL
for terminology and be more specific about what is meant here (e.g. group homes, supportive
housing, Housing First, care homes for older adults, etc.)
Action 17: This looks fine to us with the exception of “special needs housing”
Action 18: In lieu of what tax? Residential property tax? Owner-occupied property tax? More
specifics are needed here. Many of the actions can be collapsed into looking for funding
opportunities. We would remove any reference to reducing taxation
Action 19: This speaks to the need for a landlord registry to minimize the burden of reporting on
tenants who are the more vulnerable group in the tenant landlord relationship
Actions 19, 20 and 21: These could be collapsed into one action item to make the plan more
digestible and the outcomes more measurable Collapse 19, 20, and 21. Enforcement should already
be happening. Supports should be provided to non-profits to meet these standards
Action 22: This is repetition from above and can be removed. The idea that more resources will be
sought is presented frequently
Action 23: Development incentives should only be offered to non-profits. Developers of for profit
buildings should be paying developmentfees. We argue that this item can be removed
Action 24: This point is a bit challenging to comprehend. We recommend the use of “expedite the
process to use properties that are not used or under used.” Further, when the city owns land, there
should be a right of first refusal (using market value) for non-profits who seek to/have funding to
build affordable housing
Action 25: This is essentially inclusionary zoning
Action 26: The problem here is asking community partners to be the ones to do this (e.g. will we
have to crowdfund or fundraise for affordability?). Government must plan an active role here.
Further, what does it mean to promote the delivery? This would be a city plan not a community
partner plan so responsibility in this document cannot be offloaded onto community partners that
may not agree with this. Further, mechanisms for doing this are not concretely spelled out (e.g. rent
to own, etc.)
Action 27: We found this to be repetitive and if you are looking at ways to make the plan more
measurable, this may be something that you consider removing. Action 10 and 12 are examples of
where this may already be covered. Different models for housing (e.g. equity sharing, etc.) are great.
However, when it comes to the actual modality of housing, we disagree with tiny homes being the
solution and caution the city against their widespread implementation
-30: These can be collapsed into one action of “review documents and legislation to
Actions 28
ensure that affordable housing plans and policies are reflected.” There can be measurable annual
targets for policy reviews that can speak to the success of the plan
Action 31: This looks great to us
Action 32: We appreciate the sentiment with this action. However, key partners would be ACORN
and the NBCTR. They are already advocating for tenants’ rights and do so phenomenally. Perhaps
support them in these initiatives and note concrete mechanisms for support. 32b can be perceived
as being racially coded. This can be read as people who are not white buying in New Brunswick
We make the suggestion to speak more to investment in stock for capital gains or investment
purposes rather than “non-residents”
Action 33: We have suggested that you review Kristi Allain’s work on double tax. 33a reads as
remove double tax or alter double tax. The province has already made that mistake with investors
and they will be lowering rates over the coming years. Therefore, this point does nothing but
reinforce the NB Apartment Owners’ Association false rhetoric that double taxation exists and that
investors should be given a break
Actions 34-35: These seem fine
Action 36: This is a fantastic idea but we wonder how the city will do this when these are under
provincial mandates? We would consider removing this as it may be setting the plan up to fail, as it
is measuring something that you have no jurisdiction over. We argue that this is outside of the scope
of the city plan
Action 37: This can be collapsed with action 34
Action 38: This doesn’t seem to be a good idea. There are already bodies that represent landlords
and developers in New Brunswick and increasing capacity to use government provided funds within
the public and non-profit sectors should be the priority
Action 39: This seems like a great idea. We like this. Can it be provided with a budget line? There
should be a position dedicated to this. Perhaps this position could be housed at the HDC as they
already work in multiple jurisdictions with many partners
Comments from Matthew Daluz on the Affordable Housing Action Plan
Pg. 56:
Chart is not detailed enough, assumptions not shown (i.e., how is max. monthly rent or max.
house price determined? What assumptions go into determining the max. house price—show
your work!)
Where did you get these stats from? (Presumably the census, but since the data is not sourced, I
can’t check their math)
Not all housing options are listed. There are condo rowhouses/townhomes, freehold
townhomes, as well as new-build towns/condos/semis.
Secondary Rental market is vague (what are you renting? 1-bedroom? 4-bedroom house?) How
was this data on market rent collected?
Pg. 57:
Infographic plagiarized (poorly) from CMHC’s National Housing Strategy Document
Pg. 68-69
The vision (or strategic outcome) is stated here (“Saint John is a vibrant, inclusive, and thriving
community with a diverse range of safe and affordable housing”) along with guiding principles
and six primary objectives. However, no logic model was created, mapping inputs & outputs,
and how they serve to support short-, medium- and long-term objectives, or the strategic
objective of the project charter.
Pg. 70:
This definition of ‘Affordability’ does not align with the federal definition of ‘households in core
housing need’. Strongly suggest that definitions align for planning and reporting purposes, as it
will make it easier to satisfy CMHC funding requirements for grants/funding. Definition
available here: https://www.cmhc-schl.gc.ca/en/professionals/housing-markets-data-and-
research/housing-research/core-housing-need/identifying-core-housing-need
This definition does not take into account households that are paying less than 30% of their pre-
tax income but are inadequately housed or the housing does not meet their needs (e.g., a family
of 4 living in a 1-bedroom apartment; a person requiring a wheelchair not being able to rent a
properly wheelchair accessible unit, etc)
Pg. 71:
(Figure 7) You provide a target, but don’t provide the status quo data for these activities. It’s
also needlessly confusing to have three set of percentage data in the same graph. This should be
three graphs, and show current rates and target rates.
Pg. 72 – Theme 1 Improving system awareness & coordination
A single Housing Facilitator cannot do this. The workload would be impossible to handle. A
separate program should be created within the City to manage the affordable housing program.
Page | 1
You would need a Housing Facilitator, reporting directly to the City Manager, along with a staff
of 5 employees (two junior researchers/statisticians, one comms/writer, one federal/provincial
liaison officer, and one senior analyst to coordinate the team and brief the Housing Facilitator).
Risk Management & Program Evaluation should be conducted through existing frameworks
(e.g., through the City’s Chief Risk Officer and through the city’s Program Evaluation capacity). If
the City does not perform these functions, they should start with the Affordable Housing
Program and expand their mandate, as this is a critical component of responsible governance &
stewardship of public funds.
If you want this coordination function to succeed, it won’t be cheap. You’re looking at $250K for
Salary/Benefits for staff to operate the program, annually, at a minimum (this does not account
for any O&M or Accommodations costs).
On point 8, does the city have the capacity to conduct a program evaluation? If not, this will be
another expensive consulting job that will require outsourcing.
Pg. 73 Theme 2 – Supporting and investing in non-market housing solutions
Where is the City going to get the staff/funding to carry out all these activities? Will the Housing
Facilitator be responsible for everything in this section as well?
On point 11, the National Housing Strategy drastically simplified the application process for
funding and increased flexible options. I promise that lobbying the federal government for
additional flexibility in the NHS at this point is pointless. What you need are people experienced
with federal grants & contributions programs to assist the city in applying.
On Point 13, this is where my recommendation for an affordable housing revolving fund fits in.
This will produce a continuous stream of non-market housing which will allow renters to
become homeowners.
On point 14, this skirts close to the idea of a bond issue, which I don’t think the city is legally
allowed to do.
Pg. 74 Theme 3 – Preserving and improving existing housing stock
Again, who is undertaking all these activities?
Point 17, how can the city operationalize these items? These are just vague suggestions (e.g.,
‘Encourage adaptive reuse for residential purposes’, alright, how do you do actually do this?)
Point 19, who’s going to enforce this? I assume the city doesn’t have extra by-law officers
sitting around doing nothing (this has additional salary implications as well). Also, most people
in lower-income neighbourhoods don’t have the money to renovate/upkeep some of the older
heritage properties in Uptown. This would only be effective against tenanted units (and it may
have unintended consequences, i.e., landlord is forced to make expensive repairs, and so they
increase the rent from $800/month to $2,000/month to cover the upkeep).
Point 21, this is actually a very good option, and has been used successfully in other jurisdictions
(very famously in New York City during the early 90s, which helped turn the city around). If you
do this, you need a well-resourced and coordinated plan to renovate and flip these properties
though (otherwise they’ll just continue to sit vacant, except as a city liability now).
Page | 2
Pg. 75 Theme 4 – Expanding the supply and range of affordable housing options
Point 22, again, more requests for federal/provincial funding. Realistically, the CMHC funding
envelope is finite, and typically the lion’s share of the funding goes to larger, more organized
municipalities and HCOL areas (i.e., Vancouver, Toronto). NHS funding envelope is $72 billion
over 10 years. Of that, $24.2 billion has already been allocated. On a per-capita basis, Saint John
should be allocated $8.8 million/year. Realistically, given that this type of funding is very rarely
evenly distributed, I estimated a realistic annual figure to be roughly one-half to one-quarter of
that total (somewhere between $2M-$4M/year).
This is probably the least bad section in the report. Again, major question, who’s going to do
this work? I imagine that if the city had the staff, they would already be doing this, as none of
these ideas are revolutionary. This is just a copy/paste of UBC’s Housing Research
Collaborative’s work in the field.
Point 27, again more ideas without any clue on how to actually operationalize the idea.
Pg. 76 Theme 5 – Cultivating a more responsive housing system
Point 28, how do you operationalize this? This is a blue sky statement
Point 30, good ideas, low implementation costs (and all things I’ve advocated for)
Point 32, rent control is not good for housing markets (for many, many reasons). Also, non-
owner occupied properties already pay double property tax (which, in reality, is simply passed
on to renters)
Point 33-c is a good point, if the city has the taxing/by-law authority to operationalize it (like
Vancouver’s empty homes tax, where owners of unoccupied units have to pay 1% of the
property’s assessed value every year).
Pg. 78 Theme 6 – Leveraging partnerships and resources
Again, plan is not resourced at all. If you expect the Housing Facilitator & the committee to
coordinate everything listed in this report, you will need a much larger staff than my earlier
estimate of 5. You are looking at least a dozen staff (at bare minimum).
Pg. 84, Implementation of the Plan
No GANTT chart provided showing critical path, dependencies, or overall timeline
No resourcing strategy beyond designating responsibility for recommendations (I guarantee that
a single Housing Facilitator, plus a volunteer committee, will not be able to handle even 10% of
the work outlined here). This plan will 100% fail without a properly resourced professional team
behind it. To do everything listed here would likely cost $1M/year in salary alone.
The City would be better off conducting a Paretto Analysis of affordable housing interventions,
and focusing only on the 3-4 most impactful/cost-effective strategies (Paretto Analysis is a
formalization of the “80/20 rule”, which states that 80% of your outputs come from 20% of your
inputs). In layman’s terms, you need to focus on the low-hanging fruit, and only pick 1-2 pieces
at a time.
Comments on the Affordable Housing Grant Proposal (Dillon Consulting)
Page | 3
Building Permit Fees Exemption
o This effectively provides a one-time subsidy to for-profit developers. There are multiple
ways to ‘game’ the system to create the illusion of affordable units (reducing square
footage of affordable units so that your per-sqft costs is the same, but the tiny units
appear as ‘below market’; selling units to upper-income households, thereby making a
$500K ‘affordable’ to a household with an income of $250K)
o The downside of this approach is that once you spend the money, it’s gone, and
permitting exemptions, in isolation, are not sufficient to significantly lower affordability.
o A better option would be to restrict permitting exemptions to non-profit developers
only, and going forward, to tilt your permitting fee tables to favour non-profit
developers and in-fill developments in Uptown/central peninsula (i.e., remove all
permitting costs for non-profit developers, as well as any for-profit development in
Uptown. The loss of revenue for these projects is counterbalanced by increasing
permitting fees on ‘undesirable’ development, such as suburban single-family sprawl in
the outlying districts.)
Lump Sum Per Unit
o Funding used as lump sum payments will be used up quickly. $800K is not a large
enough capital pool to provide top-ups to provincial/federal funding (where they might
contribute millions to a planned project).
o Base amount of $10,000 per unit won’t significantly change affordability (for example a
$10K subsidy would reduce a mortgage by $42/month at current rates). To put it
another way, given current construction cost estimates, a $10K subsidy would cover the
cost of 50 sqft of built housing (about the size of a bathroom).
Project Based
o This is likely the best option. In combination with selling the units at cost (plus a small
re-investment premium) and building on leased land, you could actually make a
difference using this approach.
o I would recommend a single project to showcase the proof of concept.
o If it works well (and Habitat for Humanity has shown that it does work, as well as
numerous other case studies), you can apply for additional CMHC funding under the
Innovation stream to expand the project (I can almost guarantee that CMHC would be
interested in this approach, if used)
o To note: you do not want to build sub-market rental housing with this scheme. All that
does is tie up your very limited capital in bricks and mortar (that’s why you sell the units
and have a local credit union tie up their capital in a mortgage instead).
Recommendations
o The issue with recommending lump sum grants for for-profit developers is that they are
incentivized to maximize profit. Which means that no matter how many
grants/subsidies you apply, they will never build enough units to actually lower housing
prices (because as house prices decline, builders build less, as your realized land value
will be lower). You need to flood the city with non-market units that can be built
without supply/demand or profit maximization considerations.
Page | 4
s
g
n
i
r
e
f
f
O
d
n
a
s
Public ‘Fun Swims’PRO Kids PlacementsDay CampsGeneral Rentals Swim Instructor CoursesBirthday PartiesWorkplace Standard First Aid
e
c
i
v
r
e
S
y
t
i
n
u
m
m
ins (Swim/Fitness)
-
o
C
Aquatic Events/MeetsSwimming LessonsSchool GroupsFacility MembershipsDropLifeguard Certification CoursesPersonal Training 3
n
o
i
s
s
i
City of Saint
–
m
m
o
City of Saint John
C
–
r
e
t
n
e
Westfield
-
C
City of Saint John
-
c
i
t
a
Representing:QuispamsisSaint JohnGrand BaySaint JohnRothesaySaint JohnDirector of Parks and Recreation JohnMayor Finance Commissioner
u
q
A
n
Chair
h
Vice Chair
Treasurer
–
(Current membership at time of report preparation)
o
–
–
J
t
n
i
Guimond
Forgie
a
S
5
Name:Shalene Losier Peter Murray Gillian Miller David ConnellRhealAmy ShanksMarc DionneCouncillor Greg NortonJodie
e
c
n
a
m
r
o
f
r
e
P
t
s
a
P
f
o
w
e
i
v
r
e
v
O
While 2019 saw normal operations, the ongoing pandemic placed significant constraints on overall operations in 2020 and 2021.Revenues suffered due to forced shutdowns and restrictions,
resulting in an overall reduction in facility usage.That said, the facility has managed to continue operations during the pandemic, while also remaining in compliance with any Mandatory
Orders of the Government of New Brunswick that have been in place.
Performance Over Past Three Years (2019, 2020, and 2021):•••6
s
t
c
a
p
m
I
/
s
t
19 Public Health
-
n
e
m
h
s
i
l
p
m
o
c
c
A
y
r
a
m
i
r
*A closure was required to adhere to the requirements of the Mandatory Order during a period when this health zone was at the ‘Red’ level of COVIDalerts.
P
Hours provided of paid lifeguarding services and swimming instruction increased by 5,230 hours over 2020. Revenue from pool rentals increased by 112% in 2021 over 2020.Facility remained
operational for 50 weeks*
•••9
Agencies, Boards, and Commissions Policy
NameSaint John Aquatic Center Commission
Reporting Period January 1 to December 31, 2021
Mission/
Mandate
The operation of the Canada Games Aquatic Centre (CGAC) to:
permit, sponsor, promote and initiate recreational programs and activities and sporting events
for persons of all ages and interests in order to advance health, welfare and well-being of people;
to stimulate interest in the activities that may be carried out in the facility; and
to establish, promote and encourage programs for the health, welfare and well-being of people
with disabilities
Growth
KPI Target 1. Increase the KPI Actual 1.Outside guarding & Instruction hours
number of paid (beaches & qplex) increased by 5,230 hours
summer guarding & over 2020.
instruction hours 2. We were operational 50 weeks. We were
outside of the CGAC by required to close as a result of a provincially
5,000 hours mandated COVID-19 Red Alert Level in our
2. Remain operational health zone.
for 51 weeks (We will 3. Pool Rental income increased by 112%
close over Christmas) between 2020 and 2021
3. Increase pool
rentals by 30% over
2020.
# Employees 29 FTE (based on # Employees 33 FTE (based on payroll at year end)
Current Year payroll at year end) Prior Year
# Customers or 166,000 unique visits # Customers or 145,000 unique visits (Est.)
Events Current Year (Est.) Events Prior
Year
Growth Objectives Operate the qplex pool for the first time
Attracting more rentals from swimming clubs outside of our region
Given the pandemic, our focus has been on remaining operational and serving
patrons at a reduced capacity to encourage retention.
Activities Ensuring COVID-19 protocols are followed and operational details were messaged out
Undertaken to to users through social media, e-mail, our website, and internal signage
Achieve Growth Recruit lifeguards and instructor for the qplex and beaches (we have ~50 summer
Objectives students)
Reach out to clubs to advise we have space available and we partnered with the Delta
hotel to have a special rate for stays at the hotel
Financial
KPI Target 1. Reduce Expenses by KPI Actual 1. Expenses were $45,800 below
$50,000 from budget budget.
2. Receive CEWS 2. No CEWS revenues were received in
payments of $225,000 2021
3. Increase revenues 3. Revenues from external operations
from external increased by $176,900.
Page 1 of 3
Agencies, Boards, and Commissions Policy
operations by
$120,000
City of Saint John $400,000 (Budgeted) City of Saint John $497,000 (Budgeted)
Annual Subsidy Annual Subsidy
Current Year Prior Year
Actual Year-to-Date Budget Year-to-Prior Year-to-Date Results
Results Date Results
Wages & Benefits $1,692,872 $1,809,454 $1,548,100
Goods & Services $669,588 $835,934 $782,433
# employees 29 FTEs at YE N/A 33 FTEs at YE
Total Revenues $1,516,631 $2,046,388 $1,196,040
Total Expenses $2,362,460 $2,645,388 $2,330,533
Surplus/Deficit ($845,830) (599,000) (1,134,493)
Variance Memberships revenues are under budget $80,000, the covid pandemic and
Explanations restrictions that were in place for much of the year have caused us to struggle to
increase our memberships. We were also forced to close for a week in January and
lost the associated revenues.
Instruction revenues are under budget by $86,000 due to the loss an entire session
because of covid restrictions.
Pubic drop-in swims are down $28,000 due to the pandemic.
Pool rentals are down $80,000. Public health restrictions caused clubs reduced their
activities and there were significant restrictions on conducting meets and
competitions.
Please note that we were closed for nearly three months in 2020 due to the
government imposed pandemic lock-down. The bulk of our staff were laid-off during
this period. This significantly impacted the year-over-year results.
Operations
KPI Target 1. Have 100% of our KPI Actual 1. Approximately 60% of our data
IT data restored by has been restored (additional 15%
April 30, 2021 has been received but not installed)
2. To have zero 2. We have had at least five
material violations of inspections by Public Safety or
the Government of WorkSafeNB during the period. No
violations were found
Mandatory Order
3. We hired 27 lifeguards/instructors
3. Recruit 25 in the summer of 2021.
lifeguards/instructors
for our summer
operations at
beaches and qplex.
Page 2 of 3
Agencies, Boards, and Commissions Policy
Annual Performance 1. Successfully deliver the aquatics operations at the qplex
2. Continue to provide the largest lifesaving and Leadership programs (swimming
instruction) in New Brunswick
3. Operate safely and provided patrons with the confidence that they are safe using
the facility during the pandemic
Year to Date 1. We recruited sufficient staff and have successfully conducted qplex operations
Performance 2. A session of swimming lessons were cancelled due to restrictions imposed by the
government of New Brunswick. Nonetheless, we provided more swimming lessons
than any other facility in New Brunswick
3. We operated in compliance with COVID-19 restrictions and in some cases exceed
requirements
Top Risks Facing the 1. A potential liability of $325,000 for 2020 CEWS claims that were paid
Organization 2. Additional waves of COVID-19 that impact public confidence and restrict our
ability to operate
3. Cash flow pressured from the denial of CEWS claims for the last quarter of 2020
and all of 2021
4. Changerooms are not gender neutral or as accessible as they should be by current
standards. We are increasingly seeing usage by the transgender persons and
changerooms do not permit a support worker of the opposite sex to remain with a
client that requires assistance.
Page 3 of 3
TD Station
2021 ABC
Annual Report
2021 ABC Annual Report
1)2021 ABC Annual Report
2)2023 Projected Event Days
3)2023 Projected Attendance
4)Total Attendance 2017-2023
5) Financial Results 2017-2023
6) 2022 Operating Results
7) Annual deficits
2021 ABC Annual Report
Percentage
202120222023Increase/Decrease
ActualBudgetBudgetFrom 2022 Budget
Revenue
Events 594,203 880,032 986,685 12%
Food & Beverage 269,443 985,733 864,863 -12%
Advertising 215,000 215,804 215,000 0%
Monthly Parking 312,151 288,000 297,000 3%
Other 4,369 17,000 11,900-30%
Gross Revenue 1,395,166 2,386,569 2,375,447
F & B Cost of Goods Sold 107,099 387,953 340,308 -12%
Net Revenue 1,288,067 1,998,616 2,035,1392%
Expenses
Wages and Benefits 1,190,755 1,512,652 1,512,2860%
Food and Beverage 125,858 216,456 250,060 16%
Utilities 186,841 219,098 232,695 6%
Maintenance 184,850 246,890 265,135 7%
Supplies 30,824 63,866 61,907-3%
Marketing and Promotions 8,899 13,750 14,5486%
General 55,959 79,627 77,757-2%
Credit Card Fees 56,863 50,920 52,7324%
Travel 2,139 6,000 10,50075%
Telephone 71,641 72,900 72,9000%
Legal Fees 43,566 - -
Sea Dogs Revenue Sharing 189,027 310,655 286,556 -8%
Insurance 50,103 50,100 55,21210%
Total Expenses 2,197,325 2,842,913 2,892,2882%
Investment in the Community (909,258) (844,297) (857,149) 1.52%
The 2023 budget represents a 5.7% decrease from the 2021 actual deficit.
Positions Eliminated over the last 15 Years to a savings of approximately $250,000.00:
Assistant General Manager
Accountant
Assistant Food & Beverage Manager
Building Engineer
Director of Marketing
Custodial Supervisor
2023 Projected Event
Days
Convention/Trade
Shows
30%
QMJHL Hockey
44%
Concerts
5%
Other Sporting Events
4%
Family Entertainment
17%
End of June
2021202220222023
(Actual)(Actual)(Budget)(Budget)(Budget)
QMJHL Hockey2820173834
Other Sporting Events18443
Family Entertainment8071213
Concerts2034
Convention/Trade Shows33192223
Total3943477977
2023 Projected
Attendance
Convention/Trade
Shows
11%
Concerts
10%
QMJHL Hockey
53%
Family
Entertainment
Other Sporting
24%
Events
2%
End of June
20212022202220222023
(Actual)(Actual)(Budget)(Budget)(Budget)
QMJHL Hockey 56,451 56,259 49,500 107,600 87,300
Other Sporting Events 51,693 4,500 4,500 3,000
Family Entertainment 14,000 - 23,000 37,000 39,500
Concerts 3,631 - 12,500 16,500
Convention/Trade Shows 3,000 2,607 18,500 22,500 17,500
Total 73,451 114,190 95,500 184,100 163,800
Total Attendance
2017 -2023
400,000
350,000
300,000
250,000
200,000
2017 Actual
2018 Actual
150,000
2019 Actual
2020 Actual
100,000
2021 Actual
2022 Budget
50,000
2023 Budget
0
End of June
201720182019202020212022202220222023
ActualActualActualActualActualActualBudgetBudgetBudget
QMJHL 199,911 139,515 104,019 70,559 56,451 56,259 49,500 107,600 87,300
Riptide Basketball 47,915 36,213 28,417 - - - - -
-
Other Sporting Events 14,333 34,355 28,779 5,471 - 51,693 4,500 4,500
3,000
Family Entertainment 56,175 71,755 62,609 - 14,000 - 23,000 37,000
39,500
Concerts 15,341 19,650 10,754 9,527 - 3,631 - 12,500 16,500
Convention/Trade Shows 9,323 6,977 7,232 1,000 3,000 2,607 18,500 22,500
17,500
Total Attendance 342,998 308,465 241,810 86,557 73,451 114,190 95,500 184,100 163,800
Financial Results
2017 -2023
5,000,000
4,000,000
2017 Actual
2018 Actual
3,000,000
2019 Actual
2020 Actual
2,000,000
2021 Actual
1,000,000
2022 Budget
2023 Budget
-
(1,000,000)
(2,000,000)
RevenueExpendituresDeficit
End of June
201720182019202020212022202220222023
ActualActualActualActualActualActualBudgetBudgetBudget
Revenue 3,165,211 2,907,493 2,548,988 1,364,856 1,395,166 1,833,596 1,020,783 1,998,616 2,035,139
Expenditures 3,879,349 3,627,531 3,493,103 2,314,442 2,304,424 2,219,559 1,465,880 2,842,913 2,892,288
Deficit (714,138) (720,038) (944,115) (949,586) (909,258) (385,963) (445,097) (844,297) (857,149)
2022 Operating Results
End of June
202120212022202220222023
ActualBudgetActualBudgetBudgetBudget
Revenue
Events 594,203 842,967 707,819 355,019 880,032 986,685
Food & Beverage 269,443 737,381 849,349 406,262 985,733 864,863
Advertising 215,000 217,404 107,500 108,102 215,804 215,000
Monthly Parking 312,151 287,000 159,763 143,000 288,000 297,000
Other 4,369 12,300 9,165 8,400 17,000 11,900
Gross Revenue 1,395,166 2,097,052 1,833,596 1,020,783 2,386,569 2,375,447
F & B Cost of Goods Sold 107,099 290,592 303,245 160,145 387,953 340,308
Net Revenue 1,288,067 1,806,459 1,530,351 860,638 1,998,616 2,035,139
Expenses
Wages and Benefits 1,190,755 1,477,979 972,815 732,583 1,512,652 1,512,286
Food and Beverage 125,858 204,577 148,206 82,900 216,456 250,060
Utilities 186,841 210,650 155,904 104,109 219,098 232,695
Maintenance 184,850 187,240 150,044 128,994 246,890 265,135
Supplies 30,824 59,416 29,196 26,712 63,866 61,907
Marketing and Promotions 8,899 14,850 9,684 8,750 13,750 14,548
General 55,959 71,658 27,268 29,943 79,627 77,757
Credit Card Fees 56,863 46,387 58,013 18,262 50,920 52,732
Travel 2,139 6,000 - 1,500 6,000 10,500
Telephone 71,641 77,700 39,880 36,450 72,900 72,900
Professional Fees 43,566 - 4,047 5,500 - -
Sea Dogs Revenue Sharing 189,027 263,048 293,651 104,982 310,655 286,556
Insurance 50,103 33,252 27,606 25,050 50,100 55,212
Total Expenses 2,197,325 2,652,756 1,916,314 1,305,735 2,842,913 2,892,288
Investment in the Community (909,258) (846,296) (385,963) (445,097) (844,297) (857,149)
Annual Deficits
YEARACTUAL
1994-$ 527,075.00
1995-$ 305,931.00
1996-$ 164,713.00
1997-$ 364,752.00
1998-$ 115,525.00
1999-$ 84,062.00
2000-$ 184,666.00
2001-$ 148,250.00
2002-$ 139,865.00
2003-$ 330,052.00
2004-$ 391,234.00No Tenants
2005-$ 501,077.00No Tenants
2006-$ 462,789.00
2007-$ 485,670.00
2008-$ 501,148.00
2009-$ 533,475.00
2010-$ 536,262.00
2011-$ 551,311.00
2012-$ 549,662.00
2013-$ 634,564.00
2014-$ 664,365.00
2015-$ 785,403.00
2016-$ 694,273.00
2017-$ 714,137.00
2018-$ 720,038.00
2019-$ 944,116.00Revised Agreement with Sea Dogs
2020-$ 949,587.00Covid & Revised Agreement with Sea Dogs
2021-$ 909,260.00Covid & Revised Agreement with Sea Dogs
2022-$ 844,297.00Budget
Average over 28 years$ (496,187.93)
Average over last 15 years$ (678,218.07)
ANNUAL
REPORT
2021
SAINT JOHN TRANSIT COMMISSION
2021 ANNUAL REPORT SAINT JOHN TRANSIT COMMISSION 1
TABLE OF CONTENTS
Letter from the Chair 3
Business profile 4
Key accomplishments and 5
performance reporting
Management discussion and analysis 6
Report to Board of Directors on 8
2021 Audit
Saint John Transit Commission 28
Financial Statements
2021 ANNUAL REPORT SAINT JOHN TRANSIT COMMISSION 2
LETTER FROM THE CHAIR
It was a transformational year for the Saint John Transit Com-
ÐKeep Saint John
mission. Midway through 2021, the City of Saint John and
connected... Transit pro-
the Commission entered a Managed Services Agreement
vides a safe,
(MSA). All management services are now provided by The
City of Saint John. The change was immediately noticeable.
reliable, affordable, and
ItÓs no secret that Saint John Transit has been a lean opera-
customer-focused service
tion. Simply put, there was nothing left to cut, but service.
that contributes to
However, since the managed services agreement became
effective, it opened the door to a full team of new skills and
growth, advances
resources to grow public transit in Saint John.
sustainability goals, and
encourages everyone to
The MSA also allowed to begin operationalizing the
Stantec Report. In November, the Commission approved the
choose transit.
kickoff of an ambitious redesign of the entire transit system
Stantec Report Vision
including four goals for the service: sustainability, efficiency,
desirability, and increasing ridership. Planning principles
that were approved included the parameters for creating a
rapid corridor, and on-demand services, and rightsizing and
ÐgreeningÑ of the fleet. The fare structure will be simplified,
the number of bus stops shall be right sized, bus stop ameni-
ties shall be improved, and new technology will be used to
provide better performance metrics and new amenities for
riders such as electronic payment.
I would like to thank past members of the board, whose
CURRENT COMMISSION MEMBERS
term ended in 2021 and members who joined us on our jour-
Nick Cameron, Chair
ney in 2021. I would also like to thank the staff, who kept
Kurt Peacock
this essential service running, even under the toughest of cir-
Tina Collins
cumstances caused by the COVID-19 pandemic. Thank you
Neville Crabbe
to former General Manager Marc Dionne. I would like to
Councillor Gerry Lowe
thank our riders for using this service, which is the green
Councillor Brent Harris
and affordable choice. We take your satisfaction seriously
Councillor Greg Stewart
and encourage you to be engaged as we enter a new year
under an improved service model.
COMMISSION MEMBERS
(term ended March 2021)
Better, more reliable, and more frequent service is our
goal and ultimately how we will grow transit ridership in
Patricia Ellsworth
Saint John.
Kay Gillis
Tim Petersen
Nick Cameron
Councillor Donna Reardon
Chair
Saint John Transit Commission
Councillor David Hickey
2021 ANNUAL REPORT SAINT JOHN TRANSIT COMMISSION 3
BUSINESS PROFILE
The Saint John Transit Commission was established in
1979 by the City of Saint John to own and operate sched-
uled public transit service in the city. Saint John Transit
is the largest public transit system in New Brunswick in
terms of both mileage and passengers. Pre-Covid, ridership
was about 2.1 million passenger rides per yearÏthatÓs
about 50% higher than the average for Canadian cities with
a population of between 50,000 and 150,000.
In 2021, the Saint John Transit Commission entered into a
Managed Service Agreement with the City of Saint John.
Under the agreement, the City provides management, and
business operations and administration support services to
the Commission.
CURRENT SERVICE
AT A GLANCE
1,417
{ĻƩǝźĭĻŷƚǒƩƭƦĻƩǞĻĻƉ
70
9ƒƦƌƚǤĻĻƭŅǒƌƌƒĻğƓķƦğƩƷƒĻ
40
ЍЉŅƚƚƷĬǒƭĻƭĭǒƩƩĻƓƷƌǤźƓƭĻƩǝźĭĻ
725
.ǒƭƭƷƚƦƭ
21
wƚǒƷĻƭ
1,418,107
YƒƭƦĻƩǤĻğƩ
2021 ANNUAL REPORT SAINT JOHN TRANSIT COMMISSION 4
KEY ACCOMPLISHMENTS
Provided free rides to vaccination sites
Distributed hundreds of masks to riders
who needed them
Amended Transit legislation through a
Private MemberÓs bill debated, supported
and received Royal Assent.
Began operationalizing Stantec Report
Signed Managed Services Agreement with
City of Saint John and began transfer of staff
Redesigned Transit website
Introduced Transit Route Finder App
Reviewed legal and IT services
Assembled team for ÐTransforming TransitÑ project
Presented and received approval of ÐTransforming
TransitÑ concept to Saint John Transit Commission
Held initial meeting with priority neighbourhood
developers and Saint John Ability Advisory
Committee (SJAAC)
Funding approved through Environmental Trust Fund to
study decarbonization of City and Transit Fleet.
PERFORMANCE REPORTING
In the absence of data, the SJTC, is able to provide limited measure-
ment only. A goal for 2022 is to review our current fleet management
system and create data sets to develop future benchmarks. SJTC will
work in conjunction with the Performance Management Team to
develop appropriate KPIÓs.
2021KPITarget2021KPIActual
hƦĻƩğƓŭwĻǝĻƓǒĻΉĭƚƭƷƩğƚͲ$0.36ontarget
ĭƚƒƦğƩğĬƌĻƩğƷĻźƭ$0.35.
/ƚƭƷƦĻƩǝĻŷźĭƌĻŷƚǒƩͲĭƚƒƦğƩğĬƌĻ$110belowtarget
źƭ$106.78.
9ǣƦĻƓƭĻƦĻƩƩźķĻƩͲ$4.93ontarget
ĭƚƒƦğƩğĬƌĻźƭ$5.34.
wğƚƚŅğƓƓǒğƌwźķĻƩƭŷźƦƦĻƩ 16.6belowtarget
ƦƚƦǒƌğƚƓ͵28.5
ƩğƓƭźƷĭƚǝĻƩğŭĻʹ85%ofpopwithinGoalof85%withroute
800mofabusstopredesignandondemand
service
wźķĻƩƭƦĻƩƩĻǝĻƓǒĻŷƚǒƩĭƚƒƦğƩğĬƌĻ 2021:16.14belowtarget
ğǝĻƩğŭĻźƭ 22 ЋЉЋЉʹЊЎ͵Џ
ЋЉЊВʹЋЊ͵ЊБ
2021 ANNUAL REPORT SAINT JOHN TRANSIT COMMISSION 5
MANAGEMENT DISCUSSION
AND ANALYSIS
th
On February 5 2021, I sat in the CityÓs General CounselÓs
office listening to a debate on the Private MemberÓs Bill
to amend the Saint John Transit Commission Legislation
thinking most of my work concerning Transit was likely
done. I knew that Transit was a priority for this Common
Council and that the strategic planning process I was lead-
ing at the time (as my role as Director of Strategic Ser-
vices) had some strong commitments to modernize the
service. But, I thought my role would be to make sure
those commitments were in the plan, and then to report on
them from years to come as part of the yet- to-be-released
City of Saint John Strategic Plan.
Now here I sit, as General Manager of Transit, writing
this discussion. I amazed at the quality of staff at
Transit, their professionalism and desire to serve and how
City staff have embraced the notion that we are one team
with cross-functional support. It was contemplated at the
2021
time, back in February, that the many hands of City Staff
72,000 ƭĻƩǝźĭĻŷƚǒƩƭ
would help make Transit into the service Saint Johners
1,161,984 ƩźķĻƩƭ
need and de-serve.
The signing of the Management Services Agreement un-
2020
der the guidance of the former General Manager Marc
72,000 ƭĻƩǝźĭĻŷƚǒƩƭ
Dionne has made the transformation plan laid out in the
1,123,165 ƩźķĻƩƭ
later part of 2021 possible. The plan contains a timeline
and steps to secure the technology we see in other transit
systems that bring a higher level of customer service
2019
through applications like trip planning and electronic
97,000 ƭĻƩǝźĭĻŷƚǒƩƭ
fares, and the necessary resources to support a modernized
2,054,260 ƩźķĻƩƭ
transit service.
As approved by the Transit Commission in November
2021, in 2022, Saint Johners will see the launch of rapid
lines to decrease the wait time on the most busiest routes
from 30 minutes to 20 minutes with a goal of eventually
reaching 15 minute intervals. Demand Responsive Trans-
it (often referred to as Ðon demand transit) is part of the
plan to bring increased service levels to those routes with
60 minute or more intervals. This will decrease wait times
and speed up travel times bringing a higher level of ser-
vice to those areas where there is not enough ridership to
support higher intervals in fixed routing.
Twenty-twenty two (2022) will also see Saint John Transit
moving to secure a Computer-Aided-Dispatch with Auto-
matic-Vehicle-Locator Software to enable stop announce-
ments and billboards on the bus. A decarbonization study
was started at the end of 2021 that will see Transit become
the early adopter of zero-emission vehicles for the City
of Saint John.
2021 ANNUAL REPORT SAINT JOHN TRANSIT COMMISSION 6
MANAGEMENT DISCUSSION AND ANALYSIS
All of this comes at a time when transit systems are still
challenged by the Covid-19 pandemic.
Ridership for Saint John Transit was impacted in 2021 as it
was with other transit authorities. Riders and revenues
were at 60% of traditional levels which required service to
be scaled back. This is never an easy decision to make but
the reality is, cities in New Brunswick must operate with a
balanced budget.
Transit was not the only service affected but it was a seri-
ous impact to the riders who depend on the service to get to
work, appointments, school and for transportation needs
in everyday life. Cut-backs also affect the ability of transit
to attract new riders, those wishing to be more ÐgreenÑ or
rebalance expenses by giving up a car. Routes and staff (89
to 70) were cut and all expenses were cut to a point where
the service is not sustainable in its previous form. Any ser-
vice requires back-end systems that must function whether
there are 20 or 60 buses on the road. Buildings must be
maintained, safety systems must continue, cleaning cannot
be delayed (especially during a pandemic of a transmittable
virus) and assets must be replaced on time or risk future
failure. Given the decrease in revenues of nearly 2 million,
a small deficit of $114,000 was realized. Transit quarterly
reports have set out key performance indicators that need
to be measured and met which are based on industry results
across Canada. Ridership reached 1,161,984 riders which
gave us a ratio of riders per capital of 16.6, below our tar-
get of 28.5.
2022 is Transforming Transit. It is envisioned with in-
creased service levels, a rapid service, conveniences such
as electronic fares, trip planning and stop announcements
that a redesigned transit service will be budgeting for in-
creased in ridership in 2023. A sustainable service with a
goal of increasing ridership and building back, a demand-
responsive service is a future that Saint Johners can rely
upon for their transit service.
I hope to see our existing riders happy with increased ser-
vice and that the increase in service will entice others to
become our customer. As the jingle says: ÐyouÓre taking
it easy when you take the bus.Ñ
Ian Fogan
General Manager
Saint John Transit
2021 ANNUAL REPORT SAINT JOHN TRANSIT COMMISSION 7
REPORT TO BOARD OF
DIRECTORS ON THE 2021
AUDIT
(DELOITTE)
2021 ANNUAL REPORT SAINT JOHN TRANSIT COMMISSION 8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
AUDITED FINANCIAL
STATEMENTS 2021
(DELOITTE)
28
2021 ANNUAL REPORT SAINT JOHN TRANSIT COMMISSION 9
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
Agencies, Boards, and Commissions Policy – Standard Reporting Template
NameSaint John Transit Commission
Reporting PeriodJanuary 01,2021 to January 01, 2022
Mission/
The Saint John Transit Commission was established by the City of Saint John to operate the public
Mandate
transit system,in alignment with the municipal and transportation plans (PlanSJ & MoveSJ).The City
has the obligation under the legislation to finance all net operating and capital expenditures. The
Commission has full power and authority to maintain and operate a public transit system.
In 2021, the Saint John Transit Commission signed a Managed Services Agreement with the City
of Saint John and began the “Transforming Transit” project which will see a system redesign
focused on providingbetter service and sustainabilityfor thesystem.
Growth
KPI Target 1.Ratio of annual KPI Actual 1. 16.6Below Target*
Ridership per
population. (How well 2. Goal of 85% with route re-design and on-
is Transit used) demand service
Target:28.5
3. 2021: 16.14 Below Target
2.Transit coverage: 2020: 15.6
85% of pop within 2019: 21.18)
800m of a bus stop
3.Riders per revenue
hour comp avg 22
(measures service
hours and ridership as
a ratio of
effectiveness)
# Employees #67(Inclusive of 3 # Employees 2020:70
Current Year casuals)Prior Year 2019: 89
# Customers or #72,000 service hours # Customers or 2020: 72,000 service hours and 1,123,165
Events Current Year 1,161,984 riders Events Prior riders
Year 2019: 97,000 service hours and 2,054,260
riders
Growth Objectives Saint John Transit Commission has developed some KPI’s that are important to
measurebut does not have full capability to measure at this time. Components of the
Transforming Transit project will produce precise, reliable data, specifically around
service delivery.
Comparable data is pre-Covid-19 and may not reflect current state.
Goal is growth in ridership and revenues by redesigning the service to provide
flexibility and sustainability though a better service offering.
Activities MSA signed with the City of Saint John.
Undertaken to On November 25, the Saint JohnTransit approved the “Transforming Transit”
Achieve Growth concept.
Objectives Transit re-design in development.
Agencies, Boards, and Commissions Policy – Standard Reporting Template
Financial
KPI Target 1.Operating KPI Actual 1. $0.36on Target
Revenue/cost ratio
Comparable rate is 2. $110 Below Target
$0.35
3. $4.93 On target
2. Cost per vehicle hour.
Comparable is
$106.78
3. Expense per rider,
comparableis $5.34
City of Saint John $5,044,787 City of Saint John $5,894,787
Annual Subsidy Annual Subsidy
Current YearPrior Year
Actual Year-to-Date Budget Year-to-Prior Year-to-Date Results
ResultsDate Results
Wages & Benefits $5,353,893 $5,500,009 $5,982,982
Goods & Services $2,661,732 $2,714774$2,886,304
# employees 6667 70
Total Revenues $7,901,879 $8,214,783 $8,967,073
Total Expenses $8,015,628 $8,214,873 $8,869,286
Surplus/Deficit $(113,749)$(0) $97,042
Variance Low ridership as a result of ongoing fears related to Covid-19 and restrictions
Explanations mandated by the Province of New Brunswick.
Cuts made to balance budget are not strategic.
Transit re-design for sustainable and impactful service is underway.
Agencies, Boards, and Commissions Policy – Standard Reporting Template
Operations
KPI Target 1.On-time KPI Actual 1.TBD
performance (How
often do buses arrive 2. TBD
at stops as
scheduled). 3. $24.20 (Older fleet will drive up
Target TBD maintenance cost)
2. Wrench time % 4. 9.5 years
(Productive time of
maintenance). 5. TBD
Industry standard is
65% 6. TBD with project outcome
3. Maintenance cost
per vehicle hour.
Target TBD
4. Avg Fleet Age.
(6 year target)
5. Travel Time Ratio
(Auto vs Transit).
Target TBD
6. CO2 emissions to
align with “Greening
the Fleet” project.
Target TBD
Annual Performance In the absence of data, the SJTC, is able to provide limited measurement only. Our
goal is to review our current fleet management system and create data sets to
develop future benchmarks. SJTC will work in conjunction with the Performance
Management Team to develop appropriate KPI’s.
Year to Date 1. In order to balance the budget service hours were reduced.
Performance 2. Low ridership due to covid 19 impacts and uncertainty around Transit service.
Top Risks Facing the 1. Appropriate funding for the system redesign.
Organization 2.Low ridershipbased on Covid-19 fearsand time for ridership to returnor has some
workforce shifted permanently to working from home.
3. Sustainable capital plan for Transit.
4. Aging fleet and associated costs.
5. Greening of the transit system.